1. Benefit definition: Measureable improvement
2. Outcome definition: Result of change
3. Output definition: any of the project specialist products which will result in and outcome
4. Benefits of Prince2
4.1. Proven best practice and governance
4.2. Can be applied to any type of project
4.3. Widely recognised and understood
4.4. Explicit recognition of project respomsibilities
4.5. Defined structure for accountability, delegation, authority and communication
4.6. Product focus and clarifies what a project wiil,deliver, why, when, and by whom and for whom
5. Project
5.1. Project: A project is a temporary organisation that is created for the purpose of delivering one or more business products according to an agreed Business Case
5.1.1. Projects are a way to bring about change
5.2. Projects bring about change
5.3. Are temporary
5.4. Hs a project manager
5.5. Each project is unique
5.6. All project contain a degree of uncertainty
5.7. Cross-functional
6. Defined variables to be managed
6.1. Cost
6.2. Timescale
6.3. Quality
6.4. scope
6.5. Risks
6.6. Benefits
7. Characters
7.1. Project Board : Responsible to the overall management and direction of the project
7.1.1. Executive, Senior Supplier, Senior User
7.1.2. Executives responsibility to ensure that the projects Objectives, cost, benefits and aligned with the business strategy or programme objectives
7.2. Project Manager: responsible for producing the required products to the required standard and quality
8. PRINCE 2 manual
9. Recognised examination standard
9.1. Cabinet Office
9.2. Foundation level
9.3. Practitioner level
10. Characteristics of a PRince 2 project
11. Objective
11.1. To assess the conformity of a product. This will typically take the form of a document (or similar item) against set criteria
11.2. To involve key interested parties in checking the product's quality and providing wider acceptance of the product
11.3. To provide confirmation that the product is complete and ready for approval, and finally
11.4. To provide confirmation that the product is complete and ready for approval, and finally
11.5. To baseline the product for change control
12. Quality Management - 4 inter related elements which makeup quality management
12.1. Quality System
12.2. Quality Assurance
12.2.1. The quality assurance function is responsible for setting up and maintaining the quality management system.
12.2.2. Quality assurance ensures everything is in line with laid down procedures and end products satisfy quality standards.
12.2.3. If a corporate quality assurance function does not exist. Quality assurance for projects will normally be included in the role of project assurance.
12.3. Quality Planning
12.3.1. quality planning & quality control for projects are very much the responsibility of Project Management.
12.3.2. Objectives&requirements for quality
12.3.3. Overall approach to quality in quality management strategy during Initiation stage
12.3.4. Includes establishing the activites within a stage
12.3.5. Important that customers quality expectations are understood & documented prior to commencing - In Project Brief
12.3.6. Quality Management Strategy
12.3.6.1. Defined in the Project Initiation Document (Initating a Project stage)
12.3.6.2. Quality Management System
12.3.6.3. Applicable Standards
12.3.6.4. Approach to Project Assurance
12.3.6.5. Tailoring
12.4. Quality Control
12.4.1. Product Descriptions: Quality Specifications; Quality methods; Quality Register
12.4.2. quality planning & quality control for projects are very much the responsibility of Project Management.
12.4.3. Ensuring that products meet the quality criteria specified for them
12.4.4. Quality control is about examining products
12.4.4.1. 2 type of quality methods
12.4.4.1.1. 'In-process': Specialist methods are used in the creation of the products and ongoing quality inspections.
12.4.4.1.2. 'Appraisal': Where the finished products are assessed for completeness. Testing is carried out where the quality criteria are objective and measurable and quality inspection methods are used where some subjective judgement is required.
12.4.4.2. Quality Review Technique
12.4.4.2.1. Within PRINCE2 the quality review technique is suggested which complements the use of product descriptions.
12.4.4.2.2. Quality review
12.4.4.2.3. Within PRINCE2 the quality review technique is suggested which complements the use of product descriptions.
13. Escalates as necassary
14. Project Mandate
15. Cabinet Office
15.1. APM Group
15.1.1. Accredited Training Organizations (ATOs)
15.1.2. UK Accreditation service(UKAS)
15.2. The stationery Office(TSO)
16. What is Prince2
16.1. Describes a structured method for approaching managing and closing down a project of any type or size
16.2. It is truely generic
17. What is Prince2 NOT
17.1. A piece of software
17.2. Is not a planning tool
17.3. A tablet of stone and is flexible
17.4. Bureaucratic or cumbersome
17.5. Only for large projects but can be applied to all projects, large or small
17.6. Not a guarantee of successful outcome
18. Timescale
19. Project management
19.1. The planning delegating, monitoring and control of all aspects of the project, and the motivation of those involved to achieve the project objectives within the expected performance target of time, cost, quality, scope, benefits and risks
20. Specific project tools
21. Principles, Themes and Processes
21.1. 7 Principles
21.2. 7 Processes
21.2.1. Directing a Project
21.2.1.1. Highest level Project Management Process (Direction)
21.2.1.2. Used exclusively by the Project Board
21.2.1.3. 5 Activities
21.2.1.3.1. Authourise Initiation
21.2.1.3.2. Authorise The Project
21.2.1.3.3. Authorize Stage or Exception Plan
21.2.1.3.4. Give Ad-Hoc Direction
21.2.1.3.5. Authorize Project Closure
21.2.2. Initiating a Project
21.2.2.1. Project Initiation Document
21.2.2.1.1. Outline business case, project plan, risk register
21.2.2.2. Process is aimed at ensuring that a firm baseline exists for the project and everyone involved understands what the project is setting out to achieve.
21.2.2.3. Inputs are the outputs from the Starting up a Project process.
21.2.2.3.1. Plan for the Initiation stage
21.2.2.3.2. Lesson Log
21.2.2.3.3. Project Brief
21.2.2.3.4. Project Approach
21.2.2.3.5. Daily Log
21.2.2.4. Outputs (approval at tend of stage)
21.2.2.4.1. Benefits Review Plan
21.2.2.4.2. Project Initiation Document
21.2.2.4.3. Next Stage Plan
21.2.2.5. 8 Activities
21.2.2.5.1. Prepare the Risk Management Strategy
21.2.2.5.2. Prepare the Configuration Management Strategy
21.2.2.5.3. Prepare the Quality Management Strategy
21.2.2.5.4. Prepare the Communications Management Strategy
21.2.2.5.5. Set -up the Project Controls
21.2.2.5.6. Create the Project Plan
21.2.2.5.7. Refine the Business Case
21.2.2.5.8. Assemble the Project Initiation Document
21.2.3. Starting up a project
21.2.3.1. Provides a solution to a lack of objectivity and planning right at the start of a project. Ensures that the prerequisites to Initiating a Project
21.2.3.2. Input to Starting up a Project is the Project mandate, which will vary in format depending on the amount of preparatory work done. For example if a feasibility study has been completed then the information in the Project mandate will be extensive. At the other extreme the Project mandate could be a short, less formal request to provide some new facility. It should provide the terms of reference for the project and should contain sufficient information to identify at least the prospective Executive of the Project Board.
21.2.3.3. The mandate is refined into the Project Brief during Starting up a Project.
21.2.3.4. 6 Activities
21.2.3.4.1. Appoint Executive Project Manager
21.2.3.4.2. Capture previous lessons
21.2.3.4.3. Design &appoint the Project Management team
21.2.3.4.4. Prepare the outline Business Case
21.2.3.4.5. Plan the initiation stage
21.2.3.4.6. Select the Project appraoch & assemble the Project Brief
21.2.3.5. Outputs
21.2.3.5.1. Plan for initiation Stage
21.2.3.5.2. Project Brief
21.2.3.5.3. Project Approach
21.2.3.5.4. Daily Log
21.2.3.5.5. Lesson Log
21.2.4. Managing a stage boundary
21.2.4.1. Managing a Stage Boundary prepares for the End Stage Assessment with the Project Board. • Assure the Project Board that all products in the current Stage Plan have been completed as defined. • Provide the information needed for the Project Board to assess the continuing viability of the project. • If a phased handover of products occurred during the stage, confirm that user, operational and maintenance acceptance has occurred and follow-on actions/ recommendations for these products are in place.
21.2.4.2. 4 Activities
21.2.4.2.1. Plan the next stage
21.2.4.2.2. Update the Project Plan
21.2.4.2.3. Update the Business Case
21.2.4.2.4. Report Stage End
21.2.4.3. Outputs
21.2.4.3.1. End Stage Report
21.2.4.3.2. Next Stage Plan
21.2.4.3.3. Request to approve next Stage Plan
21.2.4.3.4. 'if in exception'
21.2.4.4. Feeds into
21.2.4.4.1. Authorizing Stage or Exception Plan
21.2.5. Controlling a stage
21.2.5.1. The Controlling a Stage process forms the main part of the Project Manager's work and provides the direction for the day-to-day management of the stage and the overall project
21.2.5.1.1. 8 Activities (3 Categories)
21.2.6. Closing a project
21.2.6.1. In any event the purpose of the Closing a Project process is to execute a controlled and orderly close to the project, regardless of circumstances.
21.2.6.1.1. 5 Activities
21.2.6.2. Inputs
21.2.6.2.1. Product status accounts
21.2.6.2.2. PID
21.2.6.2.3. Issue Register
21.2.6.2.4. Risk Register
21.2.6.2.5. QualityRegister
21.2.6.2.6. Lesson Learnt
21.2.7. Managing product delivery
21.2.7.1. Managing Product Delivery is where the teams will undertake the work itself.The objective of Managing Product Delivery is to ensure that the things which were planned to be produced during a stage are, in fact, produced.
21.2.7.2. Inputs
21.2.7.2.1. Authorize work package
21.2.7.3. Outputs
21.2.7.3.1. Progress Reports
21.2.7.3.2. Signed off Products
21.2.7.4. 3 Activities
21.2.7.4.1. Accept work Package
21.2.7.4.2. Execute Work Package
21.2.7.4.3. Deliver Work Package
21.3. 7 Prince themes
21.3.1. Business Case
21.3.1.1. Help the Project Board to determine whether the project is Desirable, Viable, Achievable
21.3.1.2. Updated at each stage end
21.3.1.3. Reason for the project and justification for its undertaking
21.3.1.4. Risks
21.3.1.5. Timescales
21.3.1.6. Developed at the start of the project and though the life of the project
21.3.1.7. Reviewed by the project board at each key decision point e.g end stage assessment and exception assessments
21.3.1.8. Benefits
21.3.1.9. Costs
21.3.1.10. Business Case sections
21.3.1.10.1. Executive summary
21.3.1.10.2. reasons
21.3.1.10.3. Business options
21.3.1.10.4. Expected benefits
21.3.1.10.5. Expected didbenefits
21.3.1.10.6. Costs
21.3.1.10.7. Investment appraisal
21.3.1.10.8. Major Risks
21.3.1.11. The busy case will evolve over time
21.3.1.12. Must be viewed by the project board at the end of starting up a project to authise the initiation of a project, at the end of the initiating a project in the project, at the end of each stage to authorise the next stage, and the continuation of the project, with the exception plan in order to authorise a revised stage and continuation of the project in the event of an exception at stage or,project level
21.3.1.13. Review by the PM as,part of the impact assessment of any new issue or risk, at the end stage to determine if any of the cost, timescales, risk and benefits need to be updated, during the final stage to assess project performance against it requirements
21.3.2. Organisation
21.3.2.1. Management structure: User, Supplier, Business ( all roles are mandatory)
21.3.2.1.1. User : the person or group who will use one or more of the projects products
21.3.2.1.2. Customer: The person or group who commissioned the work and will benefit from the end results
21.3.2.1.3. Supplier: the person, group or groups responsible for the supply of the projects specialist products
21.3.2.1.4. Project Manager
21.3.2.2. 4 basic levels of organisation
21.3.2.2.1. Directing
21.3.2.2.2. Managing
21.3.2.2.3. Delivering
21.3.2.2.4. Corporate/programme management
21.3.2.3. Project Support
21.3.2.3.1. Documentation
21.3.2.3.2. Filing
21.3.2.3.3. Updating plans
21.3.2.3.4. Standards
21.3.2.3.5. Configuration Manager
21.3.2.3.6. Report/minutes
21.3.2.3.7. NOT responsible for Project Assurance
21.3.2.4. Project Assurance
21.3.2.4.1. Business assurance
21.3.2.4.2. User assurance
21.3.2.4.3. Supplier assurance
21.3.2.4.4. Assurance responsibilities cannot be assigned to the project manager
21.3.2.5. Change Authority
21.3.2.5.1. Group of people responsible for agreeing to changes
21.3.3. Quality
21.3.3.1. Fit for purpose of satisfying the needs stated needs
21.3.3.2. stated in Project Mandate, Project Brief, Project Initiation Document
21.3.3.3. Quality is common through out the life cycle of the project
21.3.3.4. Quality Management System (QMS)
21.3.3.4.1. Quality Manual: Clear statement of a company's quality policy
21.3.3.5. ISO9000
21.3.4. Plans
21.3.4.1. What is required?
21.3.4.2. How it will be achieved?
21.3.4.3. By whom?
21.3.4.4. When will it happen?
21.3.4.5. Are targets achievable?
21.3.4.6. 3 Planning levels in Prince2
21.3.4.6.1. Project Plans (Mandatory)
21.3.4.6.2. Stage Plans(Optional) - Subject to end stage assessment
21.3.4.6.3. Team Plans (Optional)
21.3.4.6.4. Exception Plan
21.3.4.7. 7 Iterative Steps---1. Design Plan(Pre-Requisite), 2. Define & Analyse Products, 3.Identify activities & dependencies, 4. Prepare estimates, 5. Prepare the schedule, 6. Document the plan
21.3.4.8. Product Based Planning(PBS)
21.3.4.8.1. Project Product Description
21.3.4.8.2. ProductBreakdown Structure
21.3.4.8.3. Writing of the product description
21.3.4.8.4. Product Flow Diagram
21.3.4.8.5. A Product breakdown structure is a hierarchical breakdown of the project's products. PRINCE2 does not prescribe any format for these
21.3.4.8.6. Benefits
21.3.5. Risks
21.3.5.1. 'An uncertain event that, should it occur, will have an effect on the achievement of objectives. It consists of a combination of the probability of a perceived threat or opportunity occurring, and the magnitude of its impact on objectives.”
21.3.5.1.1. A Threat is a risk that has a negative impact
21.3.5.1.2. An Opportunity is a Risk that has positive impact
21.3.5.2. For risk management to work effectively, risks will need to be:
21.3.5.2.1. Identified
21.3.5.2.2. Assessed
21.3.5.2.3. Controlled
21.3.5.3. Risk Principles
21.3.5.3.1. Understand the project context
21.3.5.3.2. Involve the Stakeholders
21.3.5.3.3. Establish clear project objectives
21.3.5.3.4. Developing risk management approach
21.3.5.3.5. Reporting on risk regularly
21.3.5.3.6. Defining clear roles and responsibilities
21.3.5.3.7. Establishing a support structure and supportive culture for risk management
21.3.5.3.8. Monitoring for early warning indicators
21.3.5.3.9. Establishing a review cycle and seek continual improvement
21.3.5.4. Risk Management Strategy
21.3.5.4.1. Risk Management Policy(organisations)
21.3.5.4.2. Risk Management Strategy
21.3.5.5. Risk Management Procedure
21.3.5.5.1. Identify
21.3.5.5.2. Assess
21.3.5.5.3. Plan
21.3.5.5.4. Implement
21.3.5.5.5. Communicate (runs in parallel with the other steps)
21.3.5.5.6. Consideration should also be given to the funding of risk mitigation actions.
21.3.5.5.7. Risk Responsibilities
21.3.6. Change
21.3.6.1. Every project needs a systematic approach to the identification, assessment and control of issues that may result in change.
21.3.6.2. Identify, assess and control any potential and approved changes to baselines.
21.3.6.3. Change control procedures is not to prevent changes, but rather to ensure that every change is agreed by the relevant authority before it takes place. Change can only be considered in relation to an established status quo, in other words, a baseline.
21.3.6.3.1. Therefore, a prerequisite of effective issue and change control is the establishment of an appropriate Configuration Management System which records baselines - ensures that correct versions are delivered to the customer. It is important that the issue and change control procedures are integrated with the Configuration Management System used by the project.
21.3.6.4. Issue
21.3.6.4.1. Used to describe anything that happens during a project which, unless resolved, will result in a change to a baselined product, plan or performance target, including time, cost, scope, quality, risk and benefits
21.3.6.4.2. 3 Types of Issue
21.3.6.5. Initiating a project
21.3.6.5.1. During Initiating a Project controls for addressing change, issues and configuration management are defined.
21.3.6.6. Change Authority
21.3.6.6.1. When considering changes, two of the most important aspects to be considered and approved are the responsibility for agreeing to implement a change, known as the Change Authority and the method of funding for changes, known as the change budget. By default the Project Board will make the decisions, but in most projects limited authority for day-to-day changes will be delegated to the Project Manager.
21.3.6.6.2. Configuration Management Procedure
21.3.6.7. Roles and Responsibilities
21.3.6.7.1. Corporate of Programme Management
21.3.6.7.2. Executive
21.3.6.7.3. Senior User
21.3.6.7.4. Project Manager
21.3.6.7.5. Team Manager
21.3.6.7.6. Project Assurance
21.3.6.7.7. Project Support
21.3.7. Progress
21.3.7.1. The purpose of PRINCE2's Progress theme is to establish mechanisms to monitor and compare actual achievements against those planned in order to provide a forecast for the project objectives, including its continued viability and control any unacceptable deviations.
21.3.7.2. Monitor Progress
21.3.7.3. Compare achievement with plan
21.3.7.4. Review plans and options against future situtations
21.3.7.5. Detect Problems
21.3.7.6. Identify Risks
21.3.7.7. Initiated Corrective action
21.3.7.8. Authorize corrective work
21.3.7.9. Controls
21.3.7.9.1. Time driven
21.3.7.9.2. Project Board controls
21.3.7.9.3. Event Driven
21.3.7.9.4. Project Manager Controls
21.3.7.9.5. Important that lessons logic updated, lesson log issued as appropriate