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This document is a 77-slide PowerPoint presentation that provides a Project Management Overview based on the PRINCE2 methodology that has been recognised world-wide as the leading Best Practice framework for successful project execution.
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2. What is Project Management?
“Project Management is 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
targets for time, cost,
quality, scope, benefits and
risks”
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3. What is a PRINCE2?
•
•
•
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Product focussed, Process
based
Recognised best practice
Tailorable, scalable and
flexible
Widely adopted in both
public and private sector
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5. PRINCE2 - Principals
•
•
•
•
•
•
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Continued business justification
Learn from experience
Define roles and responsibilities
Manage by stages
Manage by exception
Focus on products
Tailor to suit the project environment
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6. PRINCE2 - Principals
•
•
Learn from experience
When starting a project
• Previous or similar projects should be reviewed to see if lessons learned
can be applied
•
As the project progresses
• The project should continue to learn. Lessons learned should be
included in all reports and reviews. The goal is to seek opportunities to
implement improvements during the life of the project
•
As the project closes
• The project should pass on lessons learned. Unless lessons learned
provoke change, they are only lessons identified, not learned
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7. PRINCE2 - Principals
•
•
Manage by stages
A great deal of effort can be wasted on attempts to plan
beyond a sensible planning horizon. PRINCE2 overcomes
this by
• Dividing the project into a number of management stages
• Having a high-level Project Plan and a detailed Stage Plan for each
stage
• Planning, delegating, monitoring and controlling the project on a
stage-by-stage basis
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8. PRINCE2 - Principals
•
•
Manage by exception
Tolerances are set for:
• Time (plus or minus an amount of time on the target completion
dates)
• Cost (plus or minus an amount of the planned budget)
• Quality (plus of minus degrees off a quality target, e.g. a product
weight or height)
• Scope (permissible variation of the plan’s products, mandatory
requirements plus or minus desirable requirements)
• Risk (Limits on the plan’s aggregated risk)
• Benefit (plus or minus degrees off an improvement goal)
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9. PRINCE2 - Principals
•
•
•
•
Focus on products
A PRINCE2 project focuses on the definition and delivery of
products, in particular their quality requirements
The purpose of a project is to fulfil stakeholder expectations in
accordance with the business justification. To do this, there
must be a common understanding of the products required
and the quality expectations of them
The set of agreed products defines the scope of a project,
providing focus and avoiding scope-creep
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10. PRINCE2 - Themes
These describe aspects of project management that must
be addressed continually and in parallel throughout the
project. The seven Themes explain the specific treatment
required by PRINCE2 for the various project management
disciplines and why they are necessary
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11. PRINCE2 - Themes
Business Case
“The purpose of the Business Case theme is to establish
mechanisms to judge whether the project is (and remains)
desirable, viable and achievable as a means to support
decision making in it’s (continued) investment”
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12. PRINCE2 - Themes
Quality
“The purpose of the Quality theme is to define and
implement the means by which the project will create and
verify products that are fit for purpose”
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13. PRINCE2 - Themes
Risk
“The purpose of the Risk theme is to identify, assess and
control uncertainty and, as a result, improve the ability of
the project to succeed”
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14. PRINCE2 - Themes
Progress
“The purpose of the Progress theme is to establish
mechanisms to monitor and compare actual achievements
against those planned; provide a forecast for the project’s
objectives and the project’s continued viability; and control
any unacceptable deviations”
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16. PRINCE2 Processes – Starting up a Project
•
Purpose
• To ensure that the pre-requisites for Initiating a Project are in
place by answering the question: Do we have a viable and
worthwhile project?
• As much about preventing poorly conceived projects from ever
being initiated, as it is about approving the initiation of viable
ones
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18. PRINCE2 Processes – Directing a Project
•
Objectives: To ensure that;
• There is authority to initiate the project
• There is authority to deliver the project’s products
• Management direction and control are provided throughout the
project’s life, and that the project remains viable
• Corporate or Programme Management has an interface to the
project
• There is authority to close the project
• Plans for realising the post-project benefits are managed and
reviewed
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19. PRINCE2 Processes – Initiating a Project
•
Purpose
• To establish solid foundations for the project, enabling the
organisation to understand the work that needs to be done to
deliver the project’s products before committing to a significant
financial spend
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21. PRINCE2 Processes – Controlling a Stage
•
Objectives: To ensure that;
• Attention is focused on delivery of the stage’s products. Any movement
away from the direction and products agreed at the start of the stage in
monitored to avoid uncontrolled change (scope creep) and loss of focus
• Risks and issues are kept under control
• The Business Case is kept under review
• The agreed products for the stage are delivered to stated quality
standards, within cost, effort and time agreed, and ultimately in support
of the achievement of the defined benefits
• The project management team are focused on delivery within the
tolerances laid down
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22. PRINCE2 Processes – Managing Product Delivery
•
Purpose
• To control the link between the Project Manager and the Team
Manager(s), by placing formal requirements on accepting,
executing, delivering project work
• The role of the Team Manager(s) is to co-ordinate an area of work
that will deliver one of more of the project’s products. These
products can be delivered internally or externally to the
customer’s organisation
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24. PRINCE2 Processes – Managing a Stage Boundary
•
Objectives: To;
• Assure the Project Board that all products in the Stage Plan for the
current stage have been completed and approved
• Prepare the Stage Plan for the next stage
• Review, and if necessary, update the PID (in particular the Business
Case, Project Plan, project approach, strategies, project management
team structure and role descriptions)
• Provide the information needed for the Project Board to assess the
continuing viability of the project, including the aggregated risk
exposure
• Record any information or lessons that can help later stages of this
project and/or other projects
• Request authorisation to start the next stage
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26. PRINCE2 Processes – Closing a Project
•
Objectives: To;
• Verify user acceptance of the project’s products
• Ensure that the host site is able to support the products when the
project is disbanded
• Review the performance of the project against it’s baselines
• Assess any benefits that have already been realised, update the
forecast of the remaining benefits, and plan for a review of those
unrealised benefits
• Ensure that provision has been made to address all open issues
and risks, with follow-on action recommendations
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27. PRINCE2 - Tailoring
•
The PRINCE2 method is a web of interlinking elements,
all reliant on each other. Tailoring does not therefore
mean omitting elements
•
Tailoring is about applying the method within the context
of a given situation, such as the scale and complexity of
the project and the environment in which it is being
managed
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28. PRINCE2 - Tailoring
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Corporate Standards
Project is part of a Programme
Organisational Maturity
Terms & Language
Geography
Project Priority
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·
Environmental
Factors
PRINCE2
Principals
Scale
Complexity
Team Maturity
Project Type
Lifecycle Model (Agile, Waterfall, etc.)
Project
Factors
Tailor
·
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Adapt the Themes
Revise Terms & Language
Revise Product Descriptions for the management products
Revise Role Descriptions
Adjust Processes to match the above
Record in the Project Initiation Documentation (PID)
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29. PRINCE2 – Product Description Outlines
Baselines are Management Products that define aspects of the
project and, once approved, are subject to change control.
These are;
• Benefits Review Plan, Business Case, Communication
Management Strategy
• Configuration Management Strategy, Project Plan, Stage Plan,
Team Plan
• Product Description, Project Brief, Project Initiation
Documentation
• Project Product Description, Quality Management Strategy
• Risk Management Strategy, Work Package
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30. PRINCE2 – Product Description Outlines
Reports are Management Products providing a snapshot of
the status of certain aspects of the project. These are;
• Checkpoint Report, End Project Report
• End Stage Report, Exception Report
• Highlight Report, Issue Report
• Lessons Report
• Product Status Account
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31. PRINCE2 – Roles & Responsibilities
A PRINCE2 project will always have three primary categories of
stakeholder:
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Business: The products of the project must meet a business need
that will justify the investment in the project. The project should
provide value for money. Represented by the Executive on the
Project Board
User: The people who will actually use the outputs delivered by the
project. Represented by the Senior User on the Project Board
Supplier: The teams whose skills and expertise will actually create
the project product. Represented by the Senior Supplier on the
Project Board
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32. PRINCE2 – Roles & Responsibilities
A PRINCE2 project management structure has four levels
Project Management Team
Corporate or Programme Management
Directing – Project Board
Managing – Project Manager
Delivering – Team Manager
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33. PRINCE2 – Roles & Responsibilities
Project Board (during Start-Up and Initiation)
• Confirm project tolerances
• Approve the Project Brief & Stage Plan for the initiation stage
• Authorise project initiation
• Set scales to be used for Issues and RFC’s
• Approve the supplier contract (if the relationship between
supplier and customer is a commercial one)
• Approve the PID and it’s components
• Authorise the start of the project
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34. PRINCE2 – Roles & Responsibilities
Project Board (at the end of the project)
• Provide assurance that all products have been delivered
satisfactorily and all acceptance criteria has been met
• Confirm acceptance of the project product
• Approve the End Project Report and ensure that any issues,
lessons and risks are documented and passed on as
appropriate
• Authorise Lessons Report to be distributed
• Transfer responsibility for the updated Benefits Review Plan
• Authorise project closure
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35. PRINCE2 – Roles & Responsibilities
Project Manager
• Establish and manage project procedures and controls
• Authorised Work Packages
• Advise the Project Board of any deviations from the plan
• Implement and impose the Configuration Management
Strategy
• Schedule configuration audits to check that the physical
products are consistent with the Configuration Item
Records and initiate any necessary corrective action
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36. PRINCE2 – Roles & Responsibilities
Team Manager
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Advise the Project Manager of any deviations from the plan
Pass back to the Project Manager products that have been
completed and approved in line with the agreed Work
Package requirements
Liaise with Project Assurance and Project Support
Ensure that quality activities are planned and performed
correctly, and that the Quality Register is updated
Assist the Project Manager in examining issue and risks
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37. PRINCE2 – Roles & Responsibilities
Project Assurance
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Ensure that the scope of the project is not changing unnoticed
Ensure that internal and external communications are working
Ensure that the needs of any special interest groups (e.g. security)
are being observed
Ensure that an acceptable solution is being developed
Ensure that any applicable standards are being used
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38. PRINCE2 – Roles & Responsibilities
Project Support
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Provision of Project Support on a formal basis is optional.
If not delegated to an Individual or Group it will need to
be undertaken by the Project Manager
Set-up and maintain project files, update plans
Administer/Assist in Project Board meetings
Maintain records (Quality Register, Configuration Item Records, Issue
Register, Risk Register, etc.)
•
Administer the Configuration Management procedure
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39. PRINCE2 – Related Standards
ISO/IEC 20000: IT Service Management
ISO/IEC 27001: Information Security Management
Controlled objects for Information and related
Technology (COBIT)
Information Technology Infrastructure Library (ITIL)
Management of Risk (M_o_R)
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