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 Prince2- qualification Carl Evertz Attendance of a Prince2 training in October 2008, certification in Prince2 (foundation) PRINCE2 description Advantages PRINCE2 is a structured approach to project management. It provides a method for managing projects within a clearly defined framework. PRINCE2 describes procedures to coordinate people and activities in a project, how to design and supervise the project, and what to do if the project has to be adjusted if it doesn’t develop as planned. In the method each process is specified with its key inputs and outputs and with specific goals and activities to be carried out, which gives an automatic control of any deviations from the plan. Divided into manageable stages, the method enables an efficient control of resources. On the basis of close monitoring the project can be carried out in a controlled and organized way. Being a structured method widely recognised and understood, PRINCE2 provides a common language for all participants in the project. The various management roles and responsibilities involved in a project are fully described and are adaptable to suit the complexity of the project and skills of the organisation. PRINCE2 is a process-driven project management method which contrasts with reactive/adaptive methods such as Scrum. PRINCE2 defines 45 separate sub-processes and organizes these into eight processes as follows:
Starting up a project (SU) In this process the project team is appointed and a project brief (describing, in outline, what the project is attempting to achieve and the business justification for doing so) is prepared. In addition the overall approach to be taken is decided and the next stage of the project is planned. Once this work is done, the project board is asked to authorize the next stage, that of initiating the project. SU1 Appointing a Project Board Exec and Project Manager SU2 Designing a Project Management Team SU3 Appointing a Project Management Team SU4 Preparing a Project Brief SU5 Defining Project Approach SU6 Planning an Initiation Stage Planning (PL) PRINCE2 advocates product based planning which means that the first task when planning is to identify and analyse products. Once the activities required to create these products are identified then it is possible to estimate the effort required for each and then schedule activities into a plan. There is always risk associated with any work and this must be analysed. Finally, this process suggests how the format of plans can be agreed and ensures that plans are completed to such a format. PL1 Designing a Plan PL2 Defining and Analysing Products PL3 Identifying Activities and Dependencies PL4 Estimating PL5 Scheduling PL6 Analysing Risks PL7 Completing a Plan Initiating a project (IP) This process builds on the work of the Start Up (SU) activity and the project brief is augmented to form a Business Case. The approach taken to ensure quality on the project is agreed together with the overall approach to controlling the project itself (project controls). Project files are also created as is an overall plan for the project. A plan for the next stage of the project is also created. The resultant information can be put before the project board for them to authorize the project itself. IP1 Planning Quality IP2 Planning a Project IP3 Refining the Business Case and Risks IP4 Setting up Project Controls IP5 Setting up Project Files IP6 Assembling a Project Initiation Document Directing a project (DP) These sub-processes dictate how the Project Board (which comprises such roles as the executive sponsor or project sponsor) should control the overall project. As mentioned above, the project board can authorise an initiation stage and can also authorize a project. Directing a Project also dictates how the project board should authorize a stage plan, including any stage plan that replaces an existing stage plan due to slippage or other unforeseen circumstances. Also covered is the way in which the board can give ad hoc direction to a project and the way in which a project should be closed down. DP1 Authorising Initiation DP2 Authorising a Project DP3 Authorising a Stage or Exception Plan DP4 Giving Ad Hoc Direction DP5 Confirming Project Closure Controlling a stage (CS) PRINCE2 suggests that projects should be broken down into stages and these sub-processes dictate how each individual stage should be controlled. Most fundamentally this includes the way in which work packages are authorized and received. It also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A means for capturing and assessing project issues is suggested together with the way in which corrective action should be taken. It also lays down the method by which certain project issues should be escalated to the project board. CS1 Authorising Work Package CS2 Assessing Progress CS3 Capturing Project Issues CS4 Examining Project Issues CS5 Reviewing Stage Status CS6 Reporting Highlights CS7 Taking Corrective Action CS8 Escalating Project Issues CS9 Receiving Completed Work Package Managing product delivery (MP) This process consists of three sub-processes and these cover the way in which a work package should be accepted, executed and delivered. MP1 Accepting a Work Package MP2 Executing a Work Package MP3 Delivering a Work Package Managing stage boundaries (SB) The Controlling a Stage process dictates what should be done within a stage, Managing Stage Boundaries (SB) dictates what should be done towards the end of a stage. Most obviously, the next stage should be planned and the overall project plan, risk log and business case amended as necessary. The process also covers what should be done for a stage that has gone outside its tolerance levels. Finally, the process dictates how the end of the stage should be reported. SB1 Planning a Stage SB2 Updating a Project Plan SB3 Updating a Project Business Case SB4 Updating the Risk Log SB5 Reporting Stage End SB6 Producing an Exception Plan Closing a project (CP) This covers the things that should be done at the end of a project. The project should be formally de-commissioned (and resources freed up for allocation to other activities), follow on actions should be identified and the project itself be formally evaluated. CP1 Decommissioning a Project CP2 Identifying Follow-on Actions CP3 Project Evaluation Review Techniques The PRINCE2 method works with most project management techniques but specifically describes the following:
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   © Carl Evertz 2000 - 2009latest update: 07.12.2009 |
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