Prince2 foundation

1. Processes

1.1. Project stages

1.1.1. Pre-project stage

1.1.1.1. Mandate (trigger)

1.1.1.2. Project brief

1.1.1.3. Stage plan for initiation

1.1.2. Initiation stage

1.1.2.1. Project initiation documents

1.1.3. Delivery stage(s)

1.1.4. Final delivery stage

1.2. 7 processes

1.2.1. Starting up a project

1.2.1.1. Purpose

1.2.1.1.1. Prerequisite for initiating project are in place

1.2.1.1.2. Do we have a viable and worthwhile project

1.2.1.2. Objective

1.2.1.2.1. Outline business case

1.2.1.2.2. Authorization

1.2.1.2.3. Confirmed scope

1.2.1.2.4. Approach selected

1.2.1.2.5. Individuals appointed

1.2.1.2.6. Stage plan

1.2.1.2.7. Assumptions clear

1.2.1.3. Activities

1.2.1.3.1. Appoint executive and PM

1.2.1.3.2. Capture lessons

1.2.1.3.3. Appoint PM team

1.2.1.3.4. Outline business case

1.2.1.3.5. Project approach & project brief

1.2.1.3.6. Plan initiation stage

1.2.2. Directing a project

1.2.2.1. Purpose (enable project board to)

1.2.2.1.1. be accountable for project success

1.2.2.1.2. make key decisions and overall control

1.2.2.1.3. Delegate day to day management to PM

1.2.2.2. Objective

1.2.2.2.1. Authority to initiate

1.2.2.2.2. Authority to deliver

1.2.2.2.3. Authority to close

1.2.2.2.4. Mechanism to Realize post-project benefits

1.2.2.2.5. Direction and control for continued viability

1.2.2.2.6. Corporate/program interface

1.2.2.3. Activities

1.2.2.3.1. Authorize initiation

1.2.2.3.2. Authorize project

1.2.2.3.3. Authorize stage or exception plan

1.2.2.3.4. Ad hoc direction

1.2.2.3.5. Authorize closure

1.2.3. Initiating a project

1.2.3.1. Purpose

1.2.3.1.1. Establish solid foundations

1.2.3.1.2. Understand work to deliver

1.2.3.1.3. Before committing to significant spend

1.2.3.2. Objectives

1.2.3.2.1. Project reasons, benefits and risks

1.2.3.2.2. Clear Scope and products

1.2.3.2.3. How, when and cost to deliver

1.2.3.2.4. Who make decisions

1.2.3.2.5. How to achieve quality (quality management strategy)

1.2.3.2.6. How to control baselines, issues, changes (configuration management strategy)

1.2.3.2.7. How to manage risks (risk management strategy)

1.2.3.2.8. How to manage progress

1.2.3.2.9. How to communicate (communication management strategy)

1.2.3.2.10. How to tailor PRINCE2

1.2.3.3. Activities

1.2.3.3.1. Define 4 strategies

1.2.3.3.2. Setup project controls

1.2.3.3.3. Create project plan

1.2.3.3.4. Create detailed business case

1.2.3.3.5. Create benefits review plan

1.2.3.3.6. Create project initiation documentation

1.2.4. Controlling a stage

1.2.4.1. Purpose

1.2.4.1.1. Assign work

1.2.4.1.2. Monitor work

1.2.4.1.3. Deal with issues

1.2.4.1.4. Report progress

1.2.4.1.5. Take corrective actions

1.2.4.1.6. Keep stage within tolerances

1.2.4.2. Objectives

1.2.4.2.1. Focus on delivery of stage products

1.2.4.2.2. Risk, issues kept under control

1.2.4.2.3. Business case kept under review

1.2.4.2.4. Products delivered per quality, cost, time, scope

1.2.4.2.5. Deliver within tolerances

1.2.4.3. Activities

1.2.4.3.1. Work packages

1.2.4.3.2. Monitoring and reporting

1.2.4.3.3. Issues

1.2.5. Managing product delivery

1.2.5.1. Purpose (team manager perspective)

1.2.5.1.1. Control link b/w PM and TM's

1.2.5.1.2. Formal reqs on accepting, executing, delivering project work

1.2.5.2. Objectives

1.2.5.2.1. Work allocated to team is authorized

1.2.5.2.2. Team is clear about work effort, cost, time

1.2.5.2.3. Products delivered to expectation, tolerance

1.2.5.2.4. Accurate progress information

1.2.5.3. Activities

1.2.5.3.1. Accept work package

1.2.5.3.2. Execute work package

1.2.5.3.3. Deliver work package

1.2.6. Managing a stage boundary

1.2.6.1. Purpose - Enable the project board

1.2.6.1.1. Review success of current stage

1.2.6.1.2. Approve next stage plan

1.2.6.1.3. Review updated project plan

1.2.6.1.4. Check continued business case

1.2.6.1.5. Accept risks ahead

1.2.6.2. Activities

1.2.6.2.1. Plan next stage

1.2.6.2.2. Update project plan

1.2.6.2.3. Update business case

1.2.6.2.4. Report stage end

1.2.6.2.5. Create exception plan

1.2.7. Closing a project

1.2.7.1. Purpose

1.2.7.1.1. Fixed pt. to confirm project acceptance

1.2.7.1.2. Recognize Objectives in PID achieved

1.2.7.1.3. Project has nothing more to contribute

1.2.7.2. Objectives

1.2.7.2.1. User acceptance

1.2.7.2.2. Host site will support post-project

1.2.7.2.3. Review performance against baselines

1.2.7.2.4. Benefits - realized and forecast to be realized

1.2.7.2.5. Follow-on action recommend, open issues addressed

1.2.7.3. Activities

1.2.7.3.1. Prepare planned closure

1.2.7.3.2. Prepare premature closure

1.2.7.3.3. Hand over products

1.2.7.3.4. Evaluate the project

1.2.7.3.5. Recommend project closure

2. Themes

2.1. Business case

2.1.1. Purpose

2.1.1.1. Judge whether project is (and remains)

2.1.1.1.1. Desirable (balance of)

2.1.1.1.2. Viable (can deliver the products)

2.1.1.1.3. Achievable (products can provide the benefits)

2.1.1.2. Support decision making for its (continuous) investment

2.1.2. Definitions

2.1.2.1. Output, outcome, benefits

2.1.2.1.1. Project's specialist product

2.1.2.1.2. Result of change by using output

2.1.2.1.3. Improvement result from outcome

2.1.3. Approach

2.1.3.1. Develop BC

2.1.3.1.1. Outline BC

2.1.3.1.2. Detailed BC

2.1.3.2. Verify and maintain BC

2.1.3.3. Confirm BC, benefits

2.1.3.3.1. Benefits review plan

2.1.4. Investment appraisal techniques

2.1.4.1. Through-life costs

2.1.4.2. Net benefits

2.1.4.3. ROI

2.1.4.4. Payback period

2.1.4.5. Discounted cash flow

2.1.4.6. Net present value

2.1.4.7. Sensitivity analysis

2.2. Organization

2.2.1. Purpose

2.2.1.1. Accountability and responsibilities

2.2.1.2. Define and establish org structure

2.2.2. Definitions

2.2.2.1. Primary stakeholders

2.2.2.1.1. Business

2.2.2.1.2. User

2.2.2.1.3. Supplier

2.2.3. Approach

2.2.3.1. 4 org levels

2.2.3.1.1. Corporate, program management

2.2.3.1.2. Directing - project board

2.2.3.1.3. Managing - project manager

2.2.3.1.4. Delivering - team manager

2.2.3.2. Project board characteristics

2.2.3.2.1. Authority

2.2.3.2.2. Credibility

2.2.3.2.3. Ability to delegate

2.2.3.2.4. Availability

2.2.3.3. Centre of excellence

2.2.3.3.1. Defines standards (process, templates, tools)

2.2.3.3.2. Provides skills and training

2.2.3.3.3. Provides independent assurance functions

2.2.3.3.4. Configuration management system

2.2.3.3.5. Expertise for estimating techniques

2.2.3.3.6. Useful where shortage of resources, many small projects, large program, large project

2.2.3.4. Stakeholder engagement procedure

2.2.3.4.1. Identifying , who

2.2.3.4.2. Profiles , what

2.2.3.4.3. Strategy , how

2.2.3.4.4. Planning , when

2.2.3.4.5. Engaging , do

2.2.3.4.6. Measuring , results

2.3. Quality

2.3.1. Purpose

2.3.1.1. Define and implement means for project to create fit for purpose products.

2.3.1.1.1. Products meet business expectations

2.3.1.1.2. Products enable desired benefits to be achieved

2.3.1.2. Quality is Product focus

2.3.1.2.1. Incorporate "product focus" and "learn from experience" principles

2.3.2. Definitions

2.3.2.1. Quality - product's ability to meet requirements

2.3.2.2. Scope - sum total of products

2.3.2.2.1. Product breakdown structure

2.3.2.2.2. Product descriptions

2.3.2.3. Quality planning

2.3.2.3.1. Define products required

2.3.2.3.2. Define quality criteria

2.3.2.3.3. Define quality methods

2.3.2.3.4. Quality responsibilities

2.3.2.4. Quality control

2.3.2.4.1. Operational techniques and activities

2.3.2.4.2. Quality inspections and testing

2.3.2.4.3. Process improvements and lessons learnt

2.3.2.5. Quality assurance

2.3.2.5.1. Independent of PM team, Project

2.3.2.5.2. Responsibility of corporate , program

2.3.3. Approach

2.3.3.1. Quality planning PRINCE2

2.3.3.1.1. Customer quality expectations (prioritized)

2.3.3.1.2. Acceptance criteria (prioritized)

2.3.3.1.3. Project product description

2.3.3.1.4. Quality management strategy

2.3.3.1.5. Product descriptions

2.3.3.1.6. Quality register

2.3.3.2. Quality control PRINCE2

2.3.3.2.1. Carry out quality methods

2.3.3.2.2. Maintain quality records and approval records

2.3.3.2.3. Gaining acceptance

2.4. Plans

2.4.1. Purpose

2.4.1.1. Facilitate communication and control

2.4.1.2. Define where, how, by whom

2.4.1.3. Estimate when, how much

2.4.2. Definitions

2.4.2.1. 3 plan levels (project, stage, team)

2.4.3. Approach

2.4.3.1. Product based planning

2.4.3.1.1. Write project product description

2.4.3.1.2. Create product breakdown structure

2.4.3.1.3. Write product descriptions

2.4.3.1.4. Create product flow diagram

2.4.3.2. Prepare estimates

2.4.3.2.1. Top down estimating

2.4.3.2.2. Bottom up estimates

2.4.3.2.3. Top down and bottom up estimates

2.4.3.2.4. Comparative estimates

2.4.3.2.5. Parametric estimates

2.4.3.2.6. Single point estimates

2.4.3.2.7. Three point estimates

2.4.3.2.8. Delphi techniques

2.4.3.3. Prepare schedule

2.4.3.3.1. Activity sequence

2.4.3.3.2. Resource available

2.4.3.3.3. Assign resources

2.4.3.3.4. Level resources

2.4.3.3.5. Control points

2.4.3.3.6. Milestones

2.4.3.3.7. Total resource requirement and cost

2.4.3.3.8. Present the schedule

2.4.3.4. Analyze risks in the plan

2.5. Risk

2.5.1. Purpose

2.5.1.1. Identify, assess, control uncertainty

2.5.1.2. Improve ability of project to succeed

2.5.1.3. Incorporate continued business justification principle

2.5.2. Approach

2.5.2.1. MOR principles

2.5.2.2. Risk management in projects

2.5.2.2.1. Org risk management policy

2.5.2.2.2. Org risk appetite

2.5.2.2.3. Org risk management process guide

2.5.2.3. Risk management strategy

2.5.2.3.1. Risk tolerance

2.5.2.3.2. Procedure to register risks

2.5.2.3.3. How to maintain risk register

2.5.2.4. Risk register

2.5.2.5. Risk management procedure

2.5.2.5.1. Identify

2.5.2.5.2. Assess

2.5.2.5.3. Plan for threat --- opportunity

2.5.2.5.4. Implement

2.5.2.5.5. Communicate

2.5.2.6. Risk budget

2.6. Change

2.6.1. Purpose

2.6.1.1. Identify, assess, control changes to baseline

2.6.1.2. Potential and approved changes

2.6.2. Definitions

2.6.2.1. Issue type

2.6.2.1.1. Request for change

2.6.2.1.2. Off-specification

2.6.2.1.3. Problem/concern

2.6.2.1.4. Priority and severity

2.6.3. Approach

2.6.3.1. Establish controls

2.6.3.1.1. Configuration management strategy

2.6.3.1.2. Configuration item records

2.6.3.1.3. Product status account

2.6.3.1.4. Daily log

2.6.3.1.5. Issue register

2.6.3.1.6. Issue report

2.6.3.2. Config management procedure

2.6.3.2.1. Planning

2.6.3.2.2. Identification

2.6.3.2.3. Control

2.6.3.2.4. Status accounting

2.6.3.2.5. Verification and audit

2.6.3.3. Issue and change control procedure

2.6.3.3.1. Capturing

2.6.3.3.2. Examining

2.6.3.3.3. Proposing

2.6.3.3.4. Decision making

2.6.3.3.5. Implementing

2.7. Progress

2.7.1. Purpose

2.7.1.1. Monitor and compare actual achievements vs. planned

2.7.1.2. Provide forecast for objectives and viability

2.7.1.3. Control unexpected deviations

2.7.1.4. Incorporate PRINCE2 pronciples

2.7.1.4.1. Managing by stages

2.7.1.4.2. Managing by exception

2.7.1.4.3. Continued business justification

2.7.2. Approach

2.7.2.1. Delegating authority

2.7.2.1.1. Tolerance areas

2.7.2.1.2. Tolerance level

2.7.2.2. Management stages

2.7.2.3. Event-driven and time-driven controls

2.7.2.3.1. Baselines for progress

2.7.2.3.2. Reviewing progress

2.7.2.3.3. Capture and report lessons

2.7.2.3.4. Reporting progress

2.7.2.4. Raising exceptions

3. Principles

3.1. Business justification

3.2. Learn from experience

3.3. Defined roles and responsibilities

3.4. Manage by stages

3.5. Manage by exception

3.6. Focus on products

3.7. Tailoring to environment

4. Environment tailoring

4.1. Tailoring

4.1.1. Done by PM team

4.1.1.1. Adapt theme

4.1.1.2. Revise terms and language

4.1.1.3. Revise product description

4.1.1.4. Revise role description

4.1.1.5. Adjust process

4.1.1.6. Record in project initiation documents

4.1.2. Project factors

4.1.2.1. Scale

4.1.2.2. Complexity

4.1.2.3. Team maturity

4.1.2.4. Project type

4.1.3. Environmental factors

4.1.3.1. Multi organization

4.1.3.2. External customer/supplier

4.1.3.3. Within programme

4.1.3.4. Standards

4.1.3.5. Organization maturity

4.1.3.6. Culture

4.2. Embedding

4.2.1. Done by organization

4.3. Examples

4.3.1. Projects in program

4.3.1.1. Project: benefits realize after

4.3.1.2. Program: benefits realize during and after

4.3.1.3. Business case reduced in content

4.3.1.4. SRO, Program Manager, Business Change Manager, lead supplier, project executives

4.3.1.5. Combine program DA with project CA

4.3.1.6. Combine program BCM with project SU

4.3.1.7. Combine program manager with project executive

4.3.1.8. Program information management strategy - project configuration management strategy

4.3.1.9. Program issue resolution strategy - project change control procedure

4.3.1.10. Starting up a Project process most effected

4.3.2. Project scale

4.3.2.1. Size (time, cost, people), complexity, risk, importance

4.3.2.2. Simple project

4.3.2.2.1. Management products

4.3.2.2.2. Process

4.3.2.2.3. Organization

4.3.3. Commercial customer, supplier

4.3.3.1. External senior supplier, customer procurement dept

4.3.3.2. Customer project manager

4.3.3.3. Supplier account manager for supplier SU

4.3.4. Multi-organization projects

4.3.5. Project type

4.3.6. Sector differences

4.3.7. PMBOK