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Serious but not insurmountable problems. : It'll take a miracle

Basic agreement has been reached. : The @##$%%'s won't even talk to us.

Essentially complete: It's half done.

: We hope to God!

We predict

PRINCE2® is a Registered Trade Mark of AXELOS® The PRINCE2 Approved Training Organization logo is a trade mark of AXELOS Limited The Swirl logo™ is a

Slip: Being first at the bar Float: Remaining Beer kitty Milestone: Paul buys a round

trade mark of AXELOS Limited

Logical Model Ltd ©2014

In the beginning was THE PLAN. And then came The Assumptions. And The Plan was without Substance. And The Assumptions were without form. And darkness was upon the face of the Workers. And they spoke among themselves, saying, 'It is a crock of s--t, it stinks.' And the workers went unto their supervisors, and said, 'It is a pail of dung, and none may abide the

odour thereof.' And the supervisors went unto their Managers, saying 'It is a container of excrement, and it is very strong, Such that none may abide it.' And the Managers went unto their Directors, saying, 'It is a vessel of fertiliser, and none may abide its strength.' And the Directors spoke among themselves saying one to another, 'It contains that which aids plant growth, and it is very strong.' And the Directors went to the Vice-Presidents, saying unto them, 'It promotes growth, and it is very powerful.' And the Vice-Presidents went to the President, saying unto him, 'This new plan will actively promote the growth and vigour of the company, with powerful effects.' And the President looked upon The Plan, and saw that it was good.

And The Plan became policy. And that is how S--t happens.

And The Plan became policy. And that is how S--t happens. will be phased in gradually
And The Plan became policy. And that is how S--t happens. will be phased in gradually
And The Plan became policy. And that is how S--t happens. will be phased in gradually

will be phased in gradually as the prodct matures:It's late!

be phased in gradually as the prodct matures:It's late! Good, but…perhaps a little more detail here
be phased in gradually as the prodct matures:It's late! Good, but…perhaps a little more detail here
Good, but…perhaps a little more detail here ?
Good,
but…perhaps a
little more
detail here ?
the prodct matures:It's late! Good, but…perhaps a little more detail here ? Simon Harris, PMP, CGEIT,

Simon Harris, PMP, CGEIT, IPMA-D, P2

2

Reference and Revision Materials

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• These materials distill ALL the detail from the 327 page manual

– They are NOT suitable if you have not studied training materials because they are TERSE – there is no intention to educate here – just to remind you of what you already know

educate here – just to remind you of what you already know • If you need

• If you need introductory materials then see www.logicalmodel.net/prince2exams

• Or for a gentle start the Lightning Intro

See © CLICK HERE +44 84 52 57 57 07

2

• or here on scribd • Or for a gentle start the Lightning Intro See ©

14

Key Concept: Stages

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• Processes are not stages, stages contain processes

• 2.4 “… minimum of two management stages: one Initiation Stage and …

Mandatory Possible 1 st Stage DP1 DP2DP3 1 st DP3 Subsequent DP3 DP5 Mandatory Not
Mandatory
Possible
1
st
Stage
DP1
DP2DP3
1
st
DP3
Subsequent
DP3
DP5
Mandatory
Not a stage
Pre Project
Specialist Stage
(may be 1 st & last)
stages
Last stage
A Delivery
Initiation Stage
Stage
2 nd Delivery
Stage
nth
Stage
Management
Stages
Starting Up A Project
12.4.6 Plan Initiation
Stage
The horizon is not
far off at this point in
the project!
Initiation Stage
(Initiating A Project)
14.4.6 Creates the
Project plan.
Complete but detail decrease
with time to horizon
Delivery Stage
Controlling A Stage
A16-Stage Plan
Managing
Product Delivery
Delivery Stage
Controlling A Stage
A16-Stage Plan
Managing
Product Delivery
Delivery Stage
Controlling A Stage
A16-Stage Plan
Managing
Product Delivery
Updated
Updated
(16.4.)
(16.4.)
Project Plan
(16.4.)
Project Project Plan Plan
Managing A Stage Boundary
17.4.1 Create 1 st Stage
17.4.1 Plan Next Stage
17.4.1 Plan Next Stage
17.4.2 Update the
17.4.2 Update the
Closing A Project
18.4.1 Prepare
planned closure
See © CLICK HERE  +44 84 52 57 57 07
Plan - Short term detail
Project Plan
Project Plan
Update Project Plan
with actuals
14

37

The PRINCE2® Procedural Framework

Licensed for commercial uses on Default terms – see slide ‘#8’ notes License@logicalmodel.net) If YOU PAID for these materials report usage & share in fees levied

SU

DP 13 Directing A Project (DP) IP CS SB CS CP Initiation Stage 1 st
DP
13
Directing A Project
(DP)
IP
CS
SB
CS
CP
Initiation Stage
1 st Delivery Stage
Last Delivery
Stage
Initiating
A Project
(IP)
Controlling
A Stage
(CS)
Managing
A Stage
Boundary
(SB)
Closing
A Project
(CP)
14
15
17
18
Managing A
Stage Boundary
16
Managing Product
Delivery (MP)
(SB)
SB
MP

Starting

Up A

Project

(SU)

12

See © CLICK HERE +44 84 52 57 57 07

37

38 The PRINCE2® Procedural Flow-Chart Project mandate P:CoPM Licensed for commercial uses on Default terms
38
The PRINCE2® Procedural Flow-Chart
Project
mandate
P:CoPM
Licensed for commercial uses on Default terms – see slide ‘#8’ notes License@logicalmodel.net) If YOU PAID for these materials report usage & share in fees levied
SU
DP Authorize
Decide if Pj Viable
then authorise stage
Ad-hoc
Decide if Pj Viable
then authorise stage
Close
initiation
Direction
project
IP
CS
SB
CS
CP
Define
Create 4 strategies
(Risk, Config, Quality,
Comms) & Pj Controls
Escalate
Report on
Team
closing stage
Report on Pj
performance vs. PID
Define task:
Outline
Create Pj Plan,
add cost & time
to BC
Log & examine
a Risk or Issue
Report
Highlights
Update Pj plan & BC
(IE PID)
Handover product &
Release staff
Business
Case(BC) &
Create
Premature
Approach
Exception Plan
Close
Apply
Review
Plan next
Corrections
Stage status
delivery stage
Check ALL products
approved vs. AC
Plan IP
Assemble
PID
Delegate
Review
Note work
Work-packages
work status
completed
Receive
Create Results
Deliver
Plan 1 st delivery
Work-packages
(to quality)
Results
See © CLICK HERE  +44 84 52 57 57 07
stage & Report
on IP
MP

39

The Defined Management Products:

Baselines

Records

Reports

Baselines/ Records/ Reports

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A1

Benefits Review Plan

A2

Business Case

A4

Communication Management

A6

Strategy Configuration Management

A16

Strategy Plan (Project) (Stage) (Team)

A17

Product Description

A19

Project Brief

A20

Project Initiation Documentation

A21

Project Product Description

A22

Quality Management Strategy

A24

Risk Management Strategy

A26

Work Package

A5

A7

A12

A14

A23

A25

A3

A8

A9

A10

A11

A13

A15

A18

Configuration Item Records Daily Log Issue Register Lessons Log Quality Register Risk Register

See © CLICK HERE +44 84 52 57 57 07

Risk Register See © CLICK HERE  +44 84 52 57 57 07 Checkpoint Report End

Checkpoint Report End Project Report End Stage Report Exception Report Highlight Report Issue Report Lessons Report Product Status Account

Report Issue Report Lessons Report Product Status Account There are other management products whose content is
Report Issue Report Lessons Report Product Status Account There are other management products whose content is

There are other management products whose content is not defined by PRINCE2®:2009 but are required in real-world-use, EG project mandate. Previous versions of PRINCE2® had 36 defined products IE the older set included the project mandate!

39

40

Introduction to The 9 Roles: (Appendix C)

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Project Board: All authorisations and decisions, all dialogues in or out of the project start & end at the board

Executive: Ultimate responsibility to “get it done within authorised limits”

Senior User: Say what (all) customers need and check the project delivers it

Senior Supplier: Produce what was asked for and check it is created

Project Assurance: Duty of the three roles above to check everything is plausible & everyone’s efforts are aligned

• Typically delegated to staff with time and expertise to do the checking

Change Authority : Person or group able to authorise concessions and changes

Project Manager: Work within tolerances. Refer all other decisions upwards

Project Support : Assist the PM

Team Manager: Produce the products to plan within tolerance

See © CLICK HERE +44 84 52 57 57 07

May be a delegated responsibility or may be retained by the Project Manager (Project support) Change Authority may be delegated or retained by Project Board

40

may be retained by the Project Manager (Project support) Change Authority may be delegated or retained

51

Relationship of Processes to Principle P#4 (Management By Stages)

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Directing A Project process Syllabus DP, Manual ch-13

Initiation Stage

Uses 2 (or 4) processes

• Initiating A Project Syllabus code – IP

IP is a Process Manual ch-13

One or more Delivery Stage(s) for specialist work

3 processes used

Controlling A Stage Syllabus – CS, Manual ch-15

Starting Up a Project “Process not stage”

[In real-word usage the distinction is meaningless] Pre-project Syllabus code – SU Manual ch-12

Managing Stage Boundaries for all but the last stage

Syllabus – SB, Manual ch-17

& Optionally processes

Controlling A Stage

Managing Product Delivery

• May be 1st & last stage CP instead of SB

Managing Product Delivery process

Syllabus – MP, Manual ch-16

Managing Stage Boundaries Syllabus – SB SB is a Process Manual ch-17

See © CLICK HERE +44 84 52 57 57 07

51

Last delivery stage

Use 3 processes

Controlling A Stage

Managing Product Delivery

Closing A Project Process Syllabus – CP Manual ch-18

MP

52

Project

mandate

P:CoPM

PRINCE2 ® World-Map

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12.4.1 Appoint the

Executive and the Project Manager

13.4.1 Authorize

initiation

13.4.2 Authorize the project

13.4.4 Give ad hoc direction

13.4.3 Authorize a Stage or Exception Plan

13.4.5 Authorize

project closure

12.4.2 Capture

previous lessons

12.4.3 Design and

appoint the project management team

12.4.4

Prepare the

outline Business

Case

12.4.5

Select the

project approach and assemble the Project Brief

14.4.1 Prepare the Risk Management Strategy

15.4.6 Capture and examine issues and risks

 

17.4.4 Report

15.4.5

highlights

Report

Stage End

 

17.4.2 Update the Project Plan

15.4.4

Review

17.4.3 Update

the Business

stage status

 
 

Case

 

17.4.1 Plan the next stage

 

17.4.5 Produce

an Exception

Plan

 

15.4.3

Receive completed

Work Packages

 

15.4.7 Escalate issues & risks

14.4.2 Prepare the Configuration Management Strategy

14.4.3 Prepare the

Quality Management

Strategy

14.4.4 Prepare the Communication Management Strategy

15.4.8 Take

corrective action

14.4.5 Set up the project

controls

14.4.6

Create the Project

15.4.1

Authorize a

Plan

Work Package

15.4.2 Review Work Package status

14.4.7 Refine the

Business Case

16.4.1 Accept a

Work Package

16.4.2 Execute a Work Package

16.4.3 Deliver a

Work Package

18.4.5

Recommend

project closure

18.4.4 Evaluate

the Project

18.4.1 Prepare

planned closure

18.4.3 Hand

over Products

18.4.2 Prepare

premature

closure

12.4.6 Plan the

Initiation Stage

14.4.8 Assemble the Project Initiation Documentation

See © CLICK HERE +44 84 52 57 57 07

52

54

CoPM

Activities (Full Names) By Management Levels & Process

12.4.1

Appoint the

 

Executive

and

– see slide ‘#8’ notes License@logicalmodel.net) If YOU PAID for these materials report usage & share in fees levied

 

the Project Manager

13.4.1

Authorize initiation

13.4.2 Authorize the project

 

13.4.4

Give ad hoc direction

 
 

13.4.3 Authorize a Stage or Exception Plan

13.4.5 Authorize project closure

12.4.2 Capture previous lessons

14.4.1

Prepare the Risk Management Strategy

 

15.4.7

Escalate issues & risks

 

17.4.1 Plan the

 

18.4.1 Prepare

 

next stage

planned

       

closure

 

12.4.3 Design and appoint the project management team

14.4.2

 

Prepare the Configuration Management Strategy

15.4.6

Capture and examine issues and risks

17.4.2 Update the

   
 

Project

18.4.2 Prepare

 
   

14.4.3

Prepare the Quality Management Strategy

 

15.4.5

Report highlights

Plan

premature

   

15.4.8

Take corrective action

17.4.3 Update the

closure

12.4.4 Prepare the outline Business Case

14.4.4

Prepare the Communication Management Strategy

   
 

Business

18.4.3 Hand over

 

15.4.4

Review stage status

 

Case

Products

14.4.5

Set up the project controls

   

15.4.1

Authorize a Work Package

 

17.4.4 Report

 

12.4.5 Select the project approach and assemble the Project Brief

14.4.6

Create the Project Plan

Stage End

18.4.4 Evaluate

14.4.7

Refine the Business Case

15.4.2

Review Work

   

the Project

   
 

17.4.5 Produce an

 

14.4.8

Assemble the Project Initiation Documentation

   

Package status

 

Exception

18.4.5 Recommend project closure

     

12.4.6 Plan the Initiation Stage

15.4.3

Receive completed Work Packages

Plan

   

17.4.1-4 Manage Stage Boundaries

 
 

17.4.1 May include Team Planning

16.4.1

Accept a Work Package

 

16.4.3

Deliver a Work Package

 
2009-2015
2009-2015

16.4.2 Execute a Work Package

© Logical Model Ltd

Licensed for commercial uses on Default terms

Project

Board

Project

Manager

Team

Manager

See © CLICK HERE +44 84 52 57 57 07

Team

Member

54

60

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60

12.4.1 Appoint the Executive and the Project Manager

1.

83 COPM provides mandate in any form as long

as it allows identification of the Exec. It is the

project trigger, the Instruction to, or remit or Terms of Reference for the Pj Board. Includes Pj Reason, Pj tolerance, Risks, All standards to be followed

83

Theme Mandate A19-Project Brief A20-Project Initiation Documentation

SU:P:2-7

Apdx-A for a Project Brief, the processes and roles in its life-cycle

A.19.2, 12.4.5,-6, 13.4.1, 14.4.1-8

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13.4.1 Authorize initiation

13.4.2 Authorize the project

13.4.3

Authorize a Stage or Exception Plan

13.4.5 Authorize project closure

1. Board approve the A19- Project Brief and trigger the Initiation Stage. The mandate is archive (if it exists)

1. CoPM review & Board approve (baseline) A20-PID (and its component products) & thus make a ‘contract’ that marks their commitment and authorises the project

1.

Board consider whether to re-start a project where CoPM revise the mandate or treat as an RFC

1. Board compare original A20- PID to final A20-PID [no guidance as to why and seemingly uncoordinated with 18.4.4!]

2. PM/ PS archives A19-Project Brief (replaced by A20-PID)

3. PM/ PS baseline A20-PID in Config. Mgmt System (CfMS) for later review vs. state including approved changes

2.

CoPM review & Board re-approve (baseline) revised parts of A20-PID & PS store in CfMS

 

12.4.1

Appoint the Executive and the Project Manager

1.

Exec & PM review & understand mandate

2.

PM logs mandate’s risks to A7-Daily Log

12.4.2

Capture previous lessons

1.

PM Captures lessons relevant to the mandate into A14-Lesson Log

12.4.4

Prepare the outline A2 Business Case-oBC)

1.

Exec/ PM understand Pj reason in mandate

2.

PM creates (exec oversees corporate alignment) “pre-project” outline A2-Business Case from mandate’s contents

3.

Exec presents A2-oBC to CoPM

4.

PM checks feasibility of milestones, assumptions and constraints from mandate

5.

PM/ SU/ Exec create the A21-Project Product Description based on the mandate

12.4.5

Select the project approach and assemble the Project Brief (A19-PjBf)

1.

PM refines & extends mandate to create a well defined start-point: the A19-Project Brief to known quality criteria by filling the gaps and applying A14-LL lessons. (In a programme context the A19-PjB has probably been created by the programme)

2.

PM/ SS (if in post) define project approach, Supplier standards, guidelines, procedures and development life-cycles

3.

PM add mandate’s context info, project approach, A21-PjPdD & A2-oBC into A19-PjBf

See © CLICK HERE +44 84 52 57 57 07

14.4.1

Prepare the Risk Management Strategy (A24-RMS)

15.4.7

Escalate issues & risks

17.4.1

Plan the next stage

1.

PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf

1.

PM reviews/

 

1.

PM actions informed by the A20-PID, specially the A16-Pj Plan

updates any aspect of the A20-PID in consultation with board

14.4.2

Prepare the Configuration Management Strategy(A6-CfMS)

1.

PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf

 

14.4.3

Prepare the Quality Management Strategy (A22-QMS)

   

1.

PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf

17.4.2

 
 

15.4.6

Capture and examine issues and risks

PM actions informed by the A20-PID

14.4.4

1.

Prepare the Communication Management Strategy(A4-CmMS)

PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf

1.

1.

Update the Project Plan

PM reviews/ updates any aspect of the A20-PID (sic)

 

14.4.5

Set up the project controls

 

1.

PM uses guidance in the A19-PjBf [manual says “summarise” reality says “detail”]

 

15.4.5

Report highlights

17.4.3

Update the

 

1.

PM reports in A11- Highlight Report against A20-PID

Business Case

 

14.4.6

Create the Project Plan

 

1.

PM updates A2-BC (part of A20-PID)

1.

PM derives from guidance in the A19-PjBf on milestones, standards, external dependencies, approach & assumptions

   

17.4.4

Report Stage End

 

15.4.4

Review stage status

PM actions informed by the A20-PID

14.4.7

Refine the Business Case

1.

1.

PM actions informed by A20- PID (especially A2- BC & A4-CmMS)

1.

PM extends (exec oversee) outline A2-BC to full A2-BC

   

14.4.8

Assemble the Project Initiation Documentation

 

15.4.1

Authorize a Work Package

1.

PM extracts Pj definition (mandate’s context info) and Pj Approach from A19-PjBf and combines with initiation products to create A20- Project Initiation Documentation to serve as basis for commitment, baseline for change assessment and induction pack for new project staff

 
 

17.4.5

Produce an

1.

PM extracts or cross- references A20-PID Strategies/ Controls/ Quality/ Milestones/ CfM & handover requirements

Exception Plan

1.

PM reviews/ updates any aspect of the A20-PID in consultation with board (sic)

2.

PM suggests P2 tailoring for this project (based on A14-LL)

 

Plan Delivery Stage

16.4.1 Accept a Work Package

1. TM actions informed by (relevant extracts of) the A20-PID

18.4.1 Prepare planned closure 1. PM actions informed by A20- PID (especially A16-Pj Plan) 18.4.2
18.4.1
Prepare planned
closure
1.
PM actions
informed by A20-
PID (especially
A16-Pj Plan)
18.4.2
Prepare
premature
closure
1.
PM actions
informed by A20-
PID (especially
A16-Pj Plan)
18.4.4
Evaluate the
Project
1.
PM prepares A8-
End Project
Report of “how Pj
performed vs
original A20-PID-
a8” [and
separately?]
“compares the
version of the
A20-PID
baselined at
13.4.2 and
current at 13.4.5-
18.4.4”

SU:P:2-7

Apdx-A for a Project Brief, the processes and roles in

its life-cycle

A.19.2, 12.4.5,-6, 13.4.1, 14.4.1-8

83

84 • 84 Project mandate P:CoPM SU:P:2-5&6 12.4 Starting Up A Project (SU) SU:P:2-5 The
84
84
Project mandate P:CoPM
SU:P:2-5&6 12.4 Starting Up A Project (SU)
SU:P:2-5
The activities and responsibilities within SU
How the seven themes applied in SU
12.4.1 12.4.2 12.4.3 12.4.4 12.4.5 12.4.6
SU:P:2-6
12
Licensed for commercial uses on Default terms – see slide ‘#8’ notes License@logicalmodel.net) If YOU PAID for these materials report usage & share in fees levied
12.4.1 Appoint Executive &
A14 Lessons Log
12.4.3 Design/ appoint PMT
12.4 Project Manager
13.4.1
SU
1. Based on Pj-Md8, skills
& availability
A19 Project Brief {Exec role
description P:CoPM,
PM role description
P:E, A:CoPM }
1. Define roles (PA/ TM/ PS)
Authority/ Reporting lines/
Availability/ Competency
initiation
14.4
15.
2. PM starts Daily Log
IP
CS
2. Some may not be in post
A7
Daily Log P:PM
• Appointed Exec
P:CoPM
3. Arrange training
A16 (init) Stage Plan
P:PM, R:PA (A)ESuSs
4. Note Risk in Daily Log
A7
Daily Log P:PM
12.4.4
Prepare outline Business
• Appointed PM
Appointed PMT
Request to initiate a
Case
In the beginning is the project mandate
P:E A:CoPM
P:E A:CoPM
project
1. Exec drafts BC as fully as
A19 Project Brief {
currently known 0-100%
A7
Daily Log P:PM
A2
Outline Business Case P:E,
12.4.6 Plan the Initiation
2. PM (+SU/E) drafts Pj-PdDn
(partial Project Initiation
A19 Project Brief {
R:SU/SS/PM/PA, A:CoPM
Documentation)
Stage
Define “What” is required
PMT role descr. P:PM A:E
A21 Project Product Description
1.
Plan Initiation Stage and
3. Note Risk in Daily Log
PMT structure P:PM, A:E}
P:PM, R:PA, (A):E/SU/SS }
A14 Lessons Log P:PM R:E
(All Subsequent activities are
expected to review this log)
define controls to
conform to CoPM
constraints
A7
Daily Log P:PM
12.4.5 Select project approach & assemble
Project Brief
2. Incorporate Lessons and
Risks
12.4.2
Capture previous lessons
1. Define “How” to deliver Pj-PdDn in Pj
context CoPM strategy & Ops needs
1.
Record every relevant
lesson from any source
2. Create project definition: Assembled Pj
Brief
3. Risk+Issues in Daily Log
A19 Project Brief {
Project approach +
Add’tl role desc}
P:PM R:PA
(R):SUSS (A):E
3. Note/ Update Risks in A7
A14 Lessons Log
17.4
SB
Previous lessons reports
P2 Exam Cram Assessed by GRM 07032011 P2-5th Ed ©2011 Logical Model Ltd p2@logicalmodel.net
See © CLICK HERE  +44 84 52 57 57 07
Audits/Staff/ In- or External
update
DoubleHeaded
Create
PMT = Project Management Team, PMTs = PMT structure, P: = Produces, R: = Reviews, A: = Approves ( ) = in another process { } = containing
84
Starting Up A Project - Process
Initiation Stage

5

PRINCE2® is A Registered Trade Mark of AXELOS

Licensed for commercial uses on Default terms – see slide ‘#8’ notes License@logicalmodel.net) If YOU PAID for these materials report usage & share in fees levied

• PRINCE2 is a copyrighted product ultimately owned by the UK Government

– All the rights to PRINCE2 are held by a joint-venture company called AXELOS

– These materials are:…©Logical Model Ltd & AXELOS Limited 2015. All rights reserved. Material in this document is based on Managing Successful Projects 2009 Edition and is reproduced under licence. No part of this document may be reproduced in any form without the written permission of both Logical Model Ltd and AXELOS Limited. Permission can be requested at p2@logicalmodel.net and licensing@axelos.com

– Double quotes (“…”) are used to denote text quoted from the above document

– All of the diagrams within are carefully, exhaustively and completely base on the above document

• None of the diagram are copied in whole or significant part from the above document

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5

85

85

Outputs of SU (12.4) DP1 (13.4.1)

• Initiation Notification Licensed for commercial uses on Default terms – see slide ‘#8’ notes
Initiation Notification
Licensed for commercial uses on Default terms – see slide ‘#8’ notes License@logicalmodel.net) If YOU PAID for these materials report usage & share in fees levied
12.4.
13.4.
13.4.1 Authorize initiation (DP1)
1. Board decide to proceed or cancel, Decision can be informal, Pm given
auditable instruction from Exec (Senior Supplier may not be in post)
Request to initiate a project
A19 Project Brief
A16 (init) Stage Plan
P:PM, R:PA (A)ESuSs
2. Ratify {Project definition/ constraint/ Project approach/ Role holders/ Job
descriptions/ A21-Project Product Description/ Customer quality
expectations & Acceptance criteria/ outline A2-Business Case/ Initiation
Stage Plan/ Risks to initiation
3. For initiation: Set tolerances, Ratify reporting and control, Commit
resources
4. Broadcast that a project is being initiated and request logistical support
5.
Authorize the Project Manager to proceed with the Initiation Stage.
Initiation Stage
14.4.
CS
1
st
Delivery Stage
17.4.CS
Delivery Stage
17.4. CS
Last Delivery Stage
18.4.
Authority to
initiate a project
17.4.
16.4.
Project Now Starts!
See © CLICK HERE  +44 84 52 57 57 07
A19 Project Brief (Approved)
A16 Approved Initiation
P: = Produced By, R: = Reviewed By, (A) = Approved in another process by,
PA=Project assurance, E=Exec, SU=Senior User(s) SS=Senior Supplier(s)
Stage Plan
85
Starting Up A Project - Process

DP:P:2-4 111

DP:P:2-5

The activities within DP and the responsibilities within them

13 4.1

How the seven themes may be applied within the DP process

13

13.4.2 13.4.3 13.4.4 13.4.5

111

DP:P:2-4,5 Project Board To PM

13.4.3 13.4.4 13.4.5 111 DP:P:2-4,5 Project Board To PM Interested Parties Project Board request for advice

Interested Parties

Project Board request for advice
Project Board request for advice

13.4.5 Authorize project closure (DP5))

Closure Notification

 

approved End Project Report {

A15-Lesson

Report, FOAR } Approve updated A2- Business Case Approve if updated

 

A1-Benefits

Review Plan

Closure recommendation

 

Draft Closure Notification

(p211)

A20-PID { Updated A2-Business Case} A8-End Project Report { A15-Lessons report, FOAR } A1-Benefits Review Plan

Report { A15-Lessons report, FOAR } A1-Benefits Review Plan Licensed for commercial uses on Default terms

Licensed for commercial uses on Default terms – see slide ‘#8’ notes License@logicalmodel.net) If YOU PAID for these materials report usage & share in fees levied

Starting Up A Project - Process

Initiation Notification

DP

Starting Up A Project - Process Initiation Notification DP 13.4   13.4.1 Authorize initiation (DP1) Request

13.4

 

13.4.1 Authorize initiation (DP1)

Request to

 

initiate a

project

Project

Brief

(init)

Stage

Plan

A14

A20

A1

Initiation Stage

Project authorisation notification

13.4.2 Authorize the project (DP2) closure • • A20 A9 A16 A1 IP CS 1
13.4.2 Authorize
the project (DP2)
closure
A20
A9
A16
A1
IP
CS
1

• Premature

st

SU

12.4

A19

A16

A1 IP CS 1 • Premature st SU 12.4 • A19 A16 Request to deliver a

Request to deliver a project Lessons Log Project Initiation Documentation Benefits Review Plan

A19

Authority to initiate a project

A21

Approved Project

 

Product Description

 

A1

Approved Benefits

A20

Project Now Starts! Project Brief (Approved) Approved Initiation Stage Plan

Project Brief (Approved) Approved Initiation Stage Plan A16 Review Plan A9 See © CLICK HERE 

A16

Review Plan

A9

See © CLICK HERE +44 84 52 57 57 07

update
update

111

DoubleHeaded
DoubleHeaded
Create
Create

A16

A1

Project Status Report

Confirm specialist product approvals

13.4.3 Authorize a Stage (or Exception) Plan (DP3) 13.4.4 Give ad hoc direction (DP4) •
13.4.3 Authorize a Stage
(or Exception) Plan (DP3)
13.4.4 Give ad hoc
direction (DP4)
• Premature
• Premature
closure
closure
Project Manager
request for
advice
Exception
Raised
Corporate advice
& decisions
A11-Highlight
Reports
A10-Exception
Report
A13-Issue Report
Exception Plan
Request
SB
CS
Delivery Stage
SB
CS CS

• (raise) New Issue R-Copm, ESuSs, (P)-PM, R-PA

• Project Board Advise

P2 Exam Cram Assessed by GRM 07032011 P2-5th Ed ©2011 Logical Model Ltd p2@logicalmodel.net

Distribute A15 Lessons Report, Distribute Follow On Actions R’cmdtn } Approved Stage Plan Approved if updated Benefits Review Plan

Request to approve next Stage Plan

Request to approve Exception Plan Project Initiation Documentation End Stage Report { optnl. A15 Lessons Report optnl Follow On Action Recommendation } (next) Stage Plan or Exception Plan Benefits Review Plan

Delivery Stage

Stage Authorisation or

Exception Plan Authorisation

Approved if updated PID Approved (current) End Stage Report {

Last Last Delivery Delivery Stage Stage

CP

120 The activities within the IP process and the responsibilities within them

IP:P:2-5

14.4.1 14.4.2 14.4.3 14.4.4 14.4.5 14.4.6 14.4.7 14.4.8

IP:P:2-6

How the seven themes may be applied within the IP Process

120

IP:P:2-5,6 Activities Within 14.4 Initiating A Project (IP) Process

14

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13.4.1 Authorize 13.4.2 Authorize 12.4. initiation PBS = Product Breakdown Structure, PFD = Product Flow
13.4.1
Authorize
13.4.2
Authorize
12.4.
initiation
PBS = Product Breakdown Structure, PFD = Product Flow Diagram. PD – A17-Product Description, CIR = A5-Configuration Item Record
See XREF for details
the project
• Authority to
14.4.1
Prepare the Risk Management Strategy
A20-PID {A24-Risk Management Strategy
P-PM, (A)-ESuSs, R-PA}
initiate a project
14.4. Initiation Stage
A19-Project Brief { Pj Definition,
Pj Approach }
A20-PID { A24-RMS, A22-QMS,
A6-CfMS, A4-CmMS}
17.4. CS
17.4. CS
1.
Define Who/ How/ When of Risk Mgmt with
A20-Project Initiation
aid of and to satisfaction of PB & PA
Documentation
2.
Create A25-Risk Register
• Pj Controls
P-PM, (A)-ESuSs, R-PA
A19
Project Brief
• P2 Tailoring
A14
Lesson Log
14.4.2
A25-Risk Register
P-PS, A-PM, R-PA
A7
Daily Log
Prepare the Configuration
Management Strategy
A19-Project Brief
1.
Define Who/ How/ When of Config
Mgmt (Inc. Issue & Change with aid of
& to satisfaction of PB & PA
PMT Structure& Role Descr’tns
Configuration Item Record
P-PS, A-PM, R-PA
A14-Lesson Log
Request to
A5
14.4.8 Assemble the Project
Initiation Documentation
deliver a
1.
Create the PID CI from
component CIs
project
2.
Define Priority & Severity scales
3.
Create & populate Issue Reg'tr (from
Daily Log)
A20-PID {A24-Config Management
Strategy P-PM, (A)-ESuSs, R-PA}
A12-Issue Register P-PS, A-PM, R-PA
Upd8 A12-IR+A25-RR
A7-Daily Log
Stage boundary
approaching
4.
Create initial set of CIRs
5.
Upd8 A12-IR+A25-RR+A7DL
A19-Pj Brief { A21-
Project
Product
Description }
14.4.3
Prepare the Quality
Management Strategy
A20-PID {A22-Quality
Management
Strategy P-PM, (A)-
ESuSs, R-PA }
14.4.4 Prepare the Communication
Management Strategy
A20-PID {A16-Project Plan{
17.4.1-4
1. Perform stakeholder analysis
A17 PdDn}, PMT Struct.,
(see SB)
2. Merge strategy’s comms needs
Role Desc, }(P-PM, (A)-
1.
Use CQE & AC to Define Who/
How/ When of Quality Mgmt aid
etc of PB & PA
3. Define Who/ How/ When of Comms
Mgmt with aid etc of PB & PA
E12.4.Ss, R-PA) }
A23-Quality Register
P-PS, A-PM, R-PA
4. Upd8 A12-IR+A25-RR+A7DL
2.
Create Quality Register
14.4.6 Create the Project Plan
3.
Upd8 A12-IR+A25-RR+A7DL
A20-PID { Create A2-Business
Case (Detailed) P-PM, (R)-CoPM,
R-PA, (A)-ESuSs}
1.
A12-Issue Register
Create PBS*/ PD/ PFD/ CIRs
(specialist and management products)
A25-Risk Register
A20-PID { A4-Communications Management Strategy
P-PM, (A)-ESuSs, R-PA}
2.
A20-PID {A4-CmMS,
Project Controls }
ID the means to transfer specialist
products to BAU, Plan SLAs
A12-Issue Register
3.
Confirm required resources
4.
Upd8 A12-IR+A25-RR+A7DL
14.4.5
Set up the project controls
A19-Project Brief { A21-Project Product
Description, Pj Approach }
A19-Project Brief
1.
Define stage boundaries
2.
Confirm strategies integrate as a set and
A14-Lesson Log
A20-PID (A22-QMS, A6-CfgMS, A24-RMS }
controls match project significance & difficulties
A20-PID { A16-Project
Plan }
A5-Configuration Item Records
(P-PS, A-PM, R-PS)
16.4.
A14-Lesson Log
3.
A20-PID (A22-QMS,
Allocate tolerances and decision making
authorities (& note in role descr), amend
A25-Risk Register
14.4.7 Refine the Business Case
P2 Exam Cram Assessed by GRM 07032011 P2-5th Ed ©2011 Logical Model Ltd p2@logicalmodel.net
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A6-CfgMS,
A20-PID={Pj Controls, Role Desc &
assignments as required for best use
1.
Do Investment analysis with Time & Costs from Project Plan
A1-Benefits Review
Plan
A24-RMS }
4.
Upd8 A12-IR+A25-RR+A7DL
PMT Structure} (P-PM
A=ESuSs, R-PA)
2.
Assess uncertainties, benefits & their tolerances
P-PM, R-PA, A-(ESuSs)
3.
update
DoubleHeaded
Create
Determine who/ when/how/ and current baseline of each
expected benefit – capture in the A1-Benefits Review Plan
A19-Project Brief { Outline A2-Business Case }
17.4.
120
Starting Up A Project - Process
1 st Delivery Stage
DP:P:2-4 121 The activities within DP and the responsibilities within them 121 13 4.1 13.4.2
DP:P:2-4 121
The activities within DP and the responsibilities within them
121
13 4.1
13.4.2 13.4.3 13.4.4 13.4.5
13.4.2 Authorize the project (DP2)
DP:P:2-5
How the seven themes may be applied within the DP process
13
• Project authorisation notification
Licensed for commercial uses on Default terms – see slide ‘#8’ notes License@logicalmodel.net) If YOU PAID for these materials report usage & share in fees levied
12.4.
13.4.
DP2 Authorize the project (13.4.2)
Performed in parallel with 13.4.3 Authorising a Stage (or exception) Plan
1. Decide if the whole proposition is attractive enough to invest in the project
• Request to deliver a project
A14 Lessons Log
A20 Project Initiation Documentation
2. Review/ Approve the A20-PID (R-CoPM, A-ESuSs -Review may be delegated to
Project Assurance) & A14-Lesson Log - Adequate & tailored Strategies, Controls,
Budgets, Tolerances, A16-Project Plan, Commitments planned & in place for Project
A1
Benefits Review Plan
Board to pursue the benefits, All roles/ rights/ duties/ limits agreed, R-ESuSs
3. A1-Benefits Review Plan acceptable to CoPM (A-CoPM+ESuSs)
4. Authorise the PM or close the project
5. Tell the wider stakeholder community, esp. CoPM project authorised
Premature closure
A21 Approved Project Product Description
Initiation Stage
Delivery Stage
17.4. CS
Last Specialist Stage
18.4.
A1
Approved Benefits Review Plan
17.4.
16.4.
P2 Exam Cram Assessed by GRM 07032011 P2-5th Ed ©2011 Logical Model Ltd p2@logicalmodel.net
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update
DoubleHeaded
Create
121
Starting Up A Project - Process

1 st Specialist Stage

Initiation Stage

Last Specialist Stage

Starting Up A Project - Process

127 The activities within SB and the responsibilities within them

SB:P:2-4

SB:P:2-5

How the seven themes may be applied within the SB process

PG:P:2-, End Stage Report, Exception Report, Lessons Report A.14.2 A.9.2 A.10.2 A.15.2, 13.4.3-5, 17.4.4, C/Table 10.2

SB:P:2-4,5 Activities Within

Managing A Stage Boundary (SB) Process

17.4.1 17.4.2 17.4.3 17.4.4 17.4.5

17

127

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13.4

13.4.3 Authorise a Stage or

Exception Plan

DP.

PID

14.4

Lesson Log

IP

15.4

CS

13.4.3 Authorise a Stage or Exception Plan

17.4 15.4

SB. CS

12.4

SU.

A20

A14

17.4.1 Plan the next stage

1.

Update any changes to CQE/ AC/ Strategies/ Controls/ Roles

Create A16-Stage Plan of task & resource schedule to create products in stage’s scope (from A16-Pj Plan)

Create PBS/ A17-PD/ PFD/ A5-CIR/ A23-QR

Consult & Add to risks, issue Registers

2.

3.

4.

A23-Quality Register P-PS, R-PmPa

(next) A-16-Stage Plan

4. A23-Quality Register P-PS, R-PmPa (next) A-16-Stage Plan 17.4.2 Update the Project Plan 1. Apply progress

17.4.2 Update the Project Plan

1.

Apply progress from last stage, refinements from new stage-plan, changes to end-point, impacts of Risk, Issue & Changes, P2 tailoring needs, Strategy, Control or team changes

• Request to approve [next stage/ exception] plan

(next) A-16-Stage Plan { A17-Product Description } P-PM, R-PA, (A)-ESuSs

(next) A-16-Stage Plan { A17-Product Description } P-PM, R-PA, (A)-ESuSs
(next) A-16-Stage Plan { A17-Product Description } P-PM, R-PA, (A)-ESuSs
(next) A-16-Stage Plan { A17-Product Description } P-PM, R-PA, (A)-ESuSs

A9

A15-Lesson Report,

Follow-On-Action-Recommendations }

End Stage Report {

Stage boundary

approaching

A20

PID (R)-CoPM,R-PA,(A)-ESuSS, P-Pm

17.4.4 Report Stage End

1. Seek Project Board approval to

continue vs

Case and risks

Pj Plan, A2-Business

2. Provide comments on current stage under and over achievements:

Benefits/ Team/ R+I/ Products

produced,

Handed over to all noted in the A4- CmMS

Quality Reviewed &

3. Suggest FOARs

4. Create a A15-Lesson Report if useful

15.4.4 Review stage status

14.4.8 Assemble the A20-PID

A12-Issue Register P-PM A25-Risk Register P-PM

A20-PID {A16-Project Plan } (current) A16-Stage Plan A1-Benefits Review Plan P-PM, R-PA, (R)-CoPM, (A)-ESuSs
A20-PID {A16-Project Plan }
(current) A16-Stage Plan
A1-Benefits Review
Plan P-PM, R-PA,
(R)-CoPM, (A)-ESuSs
A12-Issue Register
A25-Risk Register

18.4

CP.

A5

Configuration Item Records P-PM, R-PaPs

17.4

SB.

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update 127
update
127
DoubleHeaded
DoubleHeaded
Create
Create

17.4.3 Update the Business Case

1. Reassess organisational risk appetite & capacity, current aggregate project risk and tolerances

2. Revise the A1-Benefits Review Plan & add any realised benefits or affect of RFCs and changes to business context, realistic targets et.al.

A20-PID { A2-Business Case P-PM, R-PA, (R)-CoPM, (A)-ESuSs}

A20-PID {A4-Communications Management Strategy } A18-Product Status Account P-PS A14-Lesson Log

16.4

MP.

P2 Exam Cram Assessed by GRM 07032011 P2-5th Ed ©2011 Logical Model Ltd p2@logicalmodel.net

Starting Up A Project - Process

128

128

13.4.3 Authorise a Stage or Exception Plan (DP3)

128 128 13.4.3 Authorise a Stage or Exception Plan (DP3) Interested Parties • Project Status Report

Interested Parties

Project Status Report

Plan (DP3) Interested Parties • Project Status Report Licensed for commercial uses on Default terms –

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12.4

13.4

SU

DP

usage & share in fees levied 12.4 13.4 SU DP 13.4.3 Authorize a Stage (or Exception)

13.4.3 Authorize a Stage (or Exception) Plan (13.4.3)

1. Decide whether to continue (commit resources, set tolerances on stage) or request a re-plan or close the project, based on:

2. Review/ Approve A9-End Stage Report (& Pass on FOAR), check any Lessons Reports, Risk level (Threat & opportunity)

3. Verify any product handovers (into operations and maintenance via Config management) are sustainable in use and approve

4. Approve Stage/ Exception Plan, All new product descriptions

5. Verify Project plan, Strategies, Controls and Role assignment viability, Business Case, Benefits Review Plan – Update PID if Req’d

• Request to approve next Stage Plan

• Request to approve Exception Plan

A20 Project Initiation Documentation {all, inc A4}

A9

End Stage Report { optnl. A15 Lessons Report optnl Follow On Action Recommendation } (next) Stage Plan or Exception Plan Benefits Review Plan

A16

A1

Plan or Exception Plan Benefits Review Plan A16 A1 A20 A9 A16 A1 Approved if updated
A20 A9 A16 A1 Approved if updated PID Approved (current) End Stage Report { Distribute
A20
A9
A16
A1
Approved if updated PID
Approved (current) End Stage
Report {
Distribute A15 Lessons Report,
Distribute Follow On Actions
R’cmdtn }
Approved Stage Plan
Approved if updated Benefits
Review Plan
• Premature closure

Initiation Stage

14.4

IP

17.4

SB

15.4

CS

1

st Specialist Stage

17.4.15.4

Delivery Stage

• Confirm Approval of Specialist Product

A-E/SU/SS, (R)-PM/PA, TM-(P)

18.4

CP

CS

Stage Authorisation or Exception Plan Authorisation

16.4

MP

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128

update
update
DoubleHeaded
DoubleHeaded
Create
Create

153 12.4.1

CoPM

 

Appoint the Executive and the Project Manager

1.

COPM appoint a business person as Exec COPM may provide an A2-Business Case

A1-Benefits Review Plan, A2-Business Case

NB in all cases A2-BC is of the Customer, not the Suppliers

BC: P:2-3 1. Business Case, and in which process(es) it is developed, verified, maintained and confirmed and which roles are responsible for this 2. Benefits Review Plan, and in which process(es) it is developed, used and reviewed and which roles are responsible for this

Licensed for commercial uses on Default terms – see slide ‘#8’ notes License@logicalmodel.net) If YOU
Licensed for commercial uses on Default terms – see slide ‘#8’ notes License@logicalmodel.net) If YOU PAID for these materials report usage & share in fees levied
Project
13.4.1 Authorize initiation
13.4.2 Authorize the project
13.4.5 Authorize project closure
Board
1. Board verify A2-
BC (outline) viable
justification to
invest in the
Initiation Stage
1.
Board consider if A2-BC
(Detailed) is adequate to justify
13.4.3 Authorize a Stage or
Exception Plan
13.4.4 Give ad hoc
direction
1. Exec approves, Board compares ¿confirms? original
the project and approve
(baseline) it
1. Board verify the A2-
BC (as updated) is a
viable justification for
continued investment
1. Board consider if
A2-BC still viable
and current versions of A2-BC [to what end?]
vs
latest A11-
2. Board ensure A1-Benefits Review Plan includes post-
project review of all side-effects of pj products once in
2.
Highlight Reports
operational use (side effects shared as lessons)
Project
Manager
Board (Exec) approve (IE
baseline) A1-Benefits Review
Plan covers all benefits, meets
CoPM needs and Exec, Pgm or
Centre of Exclnc is responsible
for reviews being held
2. Board approve ( if
updated) A1-Benefits
Review Plan will
address all benefits
due in next Stage
[or A10-Exception
Report]
3. Board approve A1-BRP will cost effectively assess
benefits not measurable until after the project
4. Board/ Exec transfer responsibility for A1-BRP to
CoPM “to hold SU accountable for benefits from their
assigned products”. Ensure resources are committed
12.4.2
Capture previous lessons
14.4.6
Create the Project Plan
15.4.7
Escalate issues & risks
17.4.2
Update the Project Plan
18.4.3
Hand over
1.
PM Captures lessons relevant to the A2-
Business Case
1.
PM determines costs & timescales needed for
investment appraisal by planning the project
1.
1.
PM determines revised project cost
& timescales that may affect the
investment appraisal
Products
1.
PM updates
A1-BRP if
12.4.4
Prepare the outline Business Case
14.4.7
Refine the Business Case
1.
If received from CoPM the Exec reviews A2-BC
1.
PM Checks A19-Pj Brief defines corporate
format & presentation standards for A2-BC
17.4.3
2.
Exec drafts (delegates drafting) the A2-BC –
inline with Corp. standards & Pj Context,
Objectives, Strategic alignment, Feasibility
Expected contribution, Funding, Contracts,
Risks (i.e. uncertainties) and sensitivities to
viability of benefits
[But NB om says the SU. “accountable for
benefits p35 c2.1, 4.3.3, c3”]
PM assess potential
actions to respond to a
new risk or issue for their
impact on the A2-BC and
expresses in A10-
Exception Report
required
Update the Business Case
1.
2.
PM seeks lessons observed relevant to the
A2-BC
3.
PM adds A16-Pj Plan costs and timescales,
Risks, expected benefits & tolerance per
benefit to A2-BC investment appraisal
15.4.6
Capture and examine
issues and risks
PM reflect external changes to
project context, updates of costs
and timescales, uncertainties, risks
and issues into A2-BC for the
accountable exec
1.
2.
4.
3.
PM checks timescales (all constraints) applied
to A21-Project Product Description and the A2-
BC or Pj-Mandate all balance
(prior to 14.4.6 cost and timescales may be
“rough order of magnitude”)
PM creates the A1-Benefits Review Plan
(BRP) stating for each benefit how it will be
measured, tolerances and timing of
measurement (EG at stage ends and beyond
the project) & the current status quo (a
Programme may assume responsibility for this
step)
PM assesses new risks
and issues for impact on
the A2-BC
PM updates the A1-Benefits Review
Plan for current outlook Results any
reviews in stage just ending and
need for review in approaching
stage
18.4.4
Evaluate the
Project
15.4.4
Review stage status
1.
PM assess
1.
17.4.4
Report Stage End
project
1.
performance
4.
CoPM Approve the (Outline) A2-BC
5.
PM checks A2-BC vs
new (and existing) risks &
issues
PM reviews status and any benefits
in stage & expresses view on A2-
vs
expected
12.4.5
Select the project approach and assemble the
Project Brief
PM seeks board approval now or defer to
13.4.2 when included in the A20-PID
2.
benefits in the
2.
14.4.8
Assemble the Project Initiation Documentation
1.
PM drafts Pj Approach defining Corp.
preference/ “best practice” for delivering the A2-
BC into operational use
PM checks A1-BRP and
executes any Benefits
Reviews falling due
[NO! should be in the
Stage plan]
BC viability in A9-End Stage Report
PM confirms any benefits review
activity in stage is complete
A2-BC &
1.
PM includes A2-BC (1 st detail draft) in A20-PID
3.
Plan Delivery Stage
PM Seeks Board approval of
revised A1-BRP & A2-BC at 13.4.3
reports in A8-
End Project
Report
See © CLICK HERE  +44 84 52 57 57 07
Team
Manager
153

CoPM

174

12.4.1

1. CoPM define Executive’s & Project Manager’s role descriptions & appoint based on skills & availability:

Appoint the Executive and the Project Manager

Exec has duty to deliver a product that will return the forecast benefits that justify the cost

Organisation: Reference Map

OR:P:2-7

products and themes

OR:P:2-8

The relationship between the Communication Management Strategy and other

5.3.2.2, 5.3.5.3, 8.3.5.5, 10.3.3.4, 13.4.5, 14.4.5, 14.4.6, 14.4.8, 15.4.6, 17.4.4, 18.4.5

The composition of a Communication Management Strategy, the processes) and roles through-out its life-cycle A.4.2, 5.3.5.3, 13.4.2-5, 14.4.4-6, 15.4.4-6, 17.4.2, 17.4.4, 18.4.4-5, C/Table 5.1

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12.4.3

Design and appoint the project management team

1.

PM perform stakeholder analysis

2.

Consider tailoring of P2 Org theme to split & combine roles

3.

Define roles & appoint SU & SS based on project size & significance, people’s skills & time & CoPM agreement

4.

Consider Project Assurance, Team managers, Project Support

5.

Define reporting lines

6.

Consider training needs (e.g. quality methods)

12.4.5

Select the project approach and assemble the Project Brief

1.

PM Adds to/ updates PMTs & roles to match Pj brief & Pj approach

13.4.1 Authorize initiation

1. Board confirm PMT members accept roles

2. Board obtain/ commit resources to deliver Initiation Stage

13.4.2 Authorize the project

1.

Board obtain/ commit resources to deliver project

13.4.3 Authorize a Stage or Exception Plan

1. Board ratify team appointments or changes

2. Board obtain/ commit resources to deliver stage

14.4.1

Prepare the Risk Management Strategy

1.

PM assigns risk management roles in A24-Risk Management Strategy

14.4.2

Prepare the Configuration Management Strategy

1.

PM assigns config mgmt roles in A6-Configuration Management Strategy

2.

Board consider need for Change Authority

14.4.3

Prepare the Quality Management Strategy

1.

PM Assigns Q mgmt roles in A22-Quality Management Strategy (consider links to Corp “QA”)

14.4.4

Prepare the Communication Mgmt Strategy

1.

PM Assigns comms roles in A4-Communications Management Strategy

14.4.5

Set up the project controls

1.

PM adds control duties, authority limits to Role descriptions

2.

Finalise PMTstructure (as far as can)

14.4.6

Create the Project Plan

1.

PM Updates role descr. If needs

2.

Confirm resource needs (estimating skills)

3.

Include control duties in project plan

14.4.8

Assemble the Project Initiation Documentation

1.

PM includes all PMT structure & role definitions

Plan Delivery Stage

15.4.4

Review stage status

1.

PM considers resource utilisation, status, availability, suitability & outlook

15.4.1

Authorize a Work Package

1.

PM Assigns A26- Work Packages to Team members/ managers

15.4.3

Receive completed

Work Packages

1.

PM acknowledges

assignment

complete

13.4.5 Authorize project closure

1. Board advise resources providers they are being freed

2. Board transfer concern for resourcing benefits review

Project

Board

Project

Manager

17.4.1

Plan the next stage

1.

PM Reviews changes to

the PMT structure and roles

2.

PM assesses resources to deliver next stage

17.4.2

Update the Project Plan

1.

PM revises Pj Plan to reflect changes to the PMT structure and roles

17.4.4

Report Stage End

1.

PM reports on team performance in A9-End Stage Report

17.4.5

Produce an Exception Plan PM Reviews changes to the PMT structure and

roles

1.

2.

PM considers resources to deliver exception plan

18.4.1

Prepare planned

closure

1.

PM seeks approval to advises board to

release resources to CoPM

18.4.2

Prepare premature closure

1.

PM seeks approval to advises board to release resources to

CoPM

18.4.4

Evaluate the Project

1.

PM reports on team

performance in A8- End Project Report

16.4.1 Accept a Work Package

1. Team create A16-Team plan to confirm work and resource constraints are in balance

plan to confirm work and resource constraints are in balance Team Manager See © CLICK HERE

Team

Manager

See © CLICK HERE +44 84 52 57 57 07

“Roles”: 2.3, t3.1 org, 4.3.3bp5, 4.4, t4.1, , 5*, 6.3.1, p55, t6.3, 7.4, t7.1, 8.3.1/ 2, 8.3.5.1/ 4, t8.3, 9.3.1, 9.4, t9.3, 10.2.3, 10.4, t10.2, 12.1/ 2, 12.4.1x/ 3x/ 5x, 13.3, 13.4.1/ 2, 14.4.1-7, 15.3, 16.1, 17.2, 17.4.1/2/5, 19.2, t19.1, f19.1, 19.2.5/6, 19.4.1.2, p219, f19.3, f19.4, t19.2, 19.5.1.1, 19.6.1.2x, 19.8.1, 19.9.1, t19.3, A intro, a4/ 5.2/ 8.5/ 9.5/ 15.5/ 17.5/ 19.2/ 20.2/ 20.5/ 22.2/ 22.3/ 23.2/ 24.2/ 25.2, Tb1, Apdx-C!, e1/4/18/45/46/95, g309-pmt/pmts/pd, 310-qrt/ps, 312-rd/ss, 313tm/12.4./s

174

200

CoPM

CQE (6.3.1.1), AC (6.3.1.2), A22-Quality MS (6.3.1.4), Product Descriptions (6.3.1.5), A23-Quality Register (6.3.1.6)

• Project mandate, prepared by CoPM states CQE

QU:P:2-8

The composition of a Project Product Description, Product Description, Quality Register, Quality Management Strategy and the process(es) and roles in their life-cycle

A.21.2, A.17.2, A.22.2, A.23.2, 6.3.1.4, 6.3.1.5, 12.4.4-5, 13

4.1,

13.4.2, 13.4.3, 14.4.3-6, 14.4.6, 15.4.1, 15.4.1-5, 16.4.1-3, 17.4.1, 17.4.2, 17.4.4-5, 18.4.1, 18.4.4-5, C/Table 6.3

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13.4.1

Authorize initiation

13.4.2 Authorize the project

 

13.4.3 Authorize a Stage or Exception Plan

1.

Board review A21 and confirm CQE & AC

1.

Board confirm A22-QMS will achieve CQE (benefits) & baseline

1.

Board approve A17-Product Descriptions in stage plan’s scope

Project

2.

A19, A21, CQE & AC placed under change control

 

2.

Board approve A17-Product Descriptions in A16-project plan’s scope

Board

   

12.4.3

Design and appoint the project management team

14.4.3

Prepare the Quality Management Strategy (A22-QMS)

15.4.7

Escalate issues & risks

17.4.1

Plan the next stage

18.4.1

1.

PM consults A23-QR for input to update A13-Issue Report and A10-Exception Report §Apdx-A Dervtn)

1.

PM reviews A20-PID and changes to CQE/ AC

1.

1.

PM confirms CQE & AC clear

1.

PM Consider training needs (e.g. quality methods)

enough in A21-PjPdD, Creates A22- Quality Management Strategy

PS create A23-Quality Register

   

15.4.6

Capture and examine issues and risks

2.

PM/ TM/ SU Refine AC for each A17- Product Description per CI in the stage’s PBS

2.

 

2.

1.

PM consults A23-QR for input to A13-Issue Report

   
 

3.

PM seeks board OK now or 13.4.2

15.4.5

Report highlights

3.

PM (team) creates stage plan based on A22-QMS, A2-PjPdD

12.4.4

Prepare the outline Business Case

18.4.2

1.

14.4.4

Prepare the Communication

1.

PM confirms quality work in period from A23-QR in A11-Highlight Reports

1.

SU provides/ PM captures CQE & AC, Criteria/ Tolerance/ Quality Methods/ Test Skills or responsibility in

A21-Project

Product Description

Management Strategy (A4-CMS)

4.

 
 
 

1.

PM includes A22-QMS needs in A4- Communications Management Strategy

 

15.4.4

Review stage status

PS add quality reviews to A23-Quality Register

 

1.

PM seeks Q-Issues shown by A23-QR entries

17.4.2

Update the Project Plan

18.4.3

2.

PM confirms products accepted by those named in their A17-PD “Responsibilities”

1.

PM checks for change to A21-PjPdD

1.

14.4.5

Set up the project controls

17.4.4

Report Stage End

1.

PM inc. A22-QMS needs in controls

3.

PM detects stage end as A23-QR entries all complete

1.

2.

PM confirms “all done ok” by checking A23-QR & Approval Records

PM reports in A9-End Stage Report on quality in period from A23-QR details of Quality records & Approval Records or Off-Spec & Concession

2.

Create the Project Plan (A16)

PM/ SU Update CQE/ AC if change or refinement required since 12.4.4

 

14.4.6

1.

15.4.1

1.

2.

Authorize a Work Package

PM consults A22-QMS to create A26-Work Package

PM includes A17-Product Descriptions in A26-WkPkg

3.

 

2.

PM (team) create A16-Pj Plan based

on A21-PjPdD/ AC/ CQE/ A22-QMS

3.

 

PS/ TM may update A23-QR quality reviews planned

 

Select the project approach and assemble the Project Brief

 

18.4.4

1.

12.4.5

3.

PM creates A17 for products in Pj scope

15.4.2

1.

Review Work Package status

PM assesses status of Q-reviews by consulting A23- QR

17.4.5

Produce an Exception Plan

1.

2.

PM asks are CQE & AC changed

PM creates Exptn-Plan based on A22- QMS for any new A17-PD in PBS

2.

14.4.8

Assemble the Project Initiation

3.

 

1.

PM includes CQE & AC (in A21)

Documentation (A21)

15.4.3

Receive completed Work Packages

 

1.

PM Assembles A21-PID including

1.

PM confirms A26-WkPk complete by consulting A23- QR and “Quality Responsibilities” of each included product’s A17-PD

3.

PS amend quality reviews in A23- Quality Register for new products and/or tests

4.

2.

Assemble A21 into A19-Project Brief

A22-QMS

Plan Delivery Stage

13.4.5 Authorise project closure

1. Board Confirm all user & Ops+Maint acceptances

Prepare planned closure

PM asks if all products in A18-PSA match AC in A17-PD or covered by a concession

PM Confirm AC met and A21-Project Product Description delivered

Prepare premature closure

PM Assesses via A18-PSA products with Approval Records/ Concessions

Hand over Products

PM asks if all products in A18-PSA Approved by those named in A17-PD

PM checks Acceptance records or Concessions from all parties e.g. Ops+Maint

PM may list FOAR for concessions

Evaluate the Project

PM Reviews usefulness of A22-QMS

PM Closes A23-Quality Register

Include statistical insight from quality records in A15-Lesson Report

PM includes in A8-EPjR details of Quality, Approval & Acceptance Records or Off-Spec & Concession

16.4.1 Accept a Work Package

1. TM/ PM/ PS ensure ‘best’ quality reviews in A23-QR

Team

Manager See © CLICK HERE +44 84 52 57 57 07

AC-Acceptance Criteria References of type A99 expanded in index under “A”

*Table 16.2 says (P)-PS but 15.2 omits the required P-PS
200

16.4.2 Execute a Work Package

1. TM develops products following quality method for in-process development to criteria in A17-PD & record quality records

2. TM/ SU conduct quality reviews/ appraisal & “assemble quality records” –to show products meet specification (if a quality review action will exceed tolerances then raise an Issue)

3. TM/ PS update A23-QR* with results: Failures are re-planned

4. TM obtains & issues Approval Records from authority named in A17-PD

5. TM confirms quality work in period in A3-Checkpoint Report

16.4.3 Deliver a Work Package 1. TM checks approval records in A26-WkPkg scope
16.4.3 Deliver a Work Package
1. TM checks approval
records in A26-WkPkg
scope
215 12.4.6 14.4.6 17.4.1 17.4.2 17.4.5 16.4.1 Planning: Fig 7.2 & Fig 7.3 1/2 PL:P:2-4
215
12.4.6 14.4.6
17.4.1
17.4.2
17.4.5
16.4.1
Planning: Fig 7.2 & Fig 7.3 1/2
PL:P:2-4
The composition of a Plan, the processes and roles in their life-cycle
A.16.2, 7.2.3, 7.3.3-7.3.8,
12.4.6, 13.4.1-13.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.1-3, 17.4.4, 18.4.1, C/ Table 7.1
Licensed for commercial uses on Default terms – see slide ‘#8’ notes License@logicalmodel.net) If YOU PAID for these materials report usage & share in fees levied
SU
IP
CS
Product Checklist
15.4 MP 16.4
12.4
14.4
7.3.2 Designing a Plan
1. Select presentation
formats and layouts EG for
approval, day-to-day use) to
ensure clarity by recipients
(A20 PID {A6 CMS}
A22-Quality Management Strategy
7.3.3
Defining and Analysing Products
(Normal starting point, Home of PBP)
Activity estimates - durations & resources Inc.
Assumptions, margin for error & Confidence)
1.
SU ‘writes † ’ the A21={Needs, Constraints, Ass’ptns}
2. Identify recipients
2.
3. Define plan levels, planning
tools, monitoring and
estimating methods suited to
each facet of the project
Social workshop decomposes A21 in PBS
Note external products and associated risks
7.3.5 Prepare estimates
3.
Experts ‘write’ A17-Product Descriptions to state AC
4.
Create the PFD
4. Agree how to include change
and contingency allowances
in plan
Plan
• Product Breakdown Structure (PBS)
1. Identify resource types and effort/
materials needed by activity by type, Iterate to
refine initial values of staff, money, equipment,
skills cost & time. Note assumptions, overheads
inefficiencies and optimism
Design
• Product Flow Diagram (PFD)
5. Follow local and supplier
planning standards & any
customer stipulations
A.17 Product Descriptions
A.5
Configuration Item Records
2. Tune estimates to plan level & project needs
(e.g. Project: Top-Down over stages. Team or
Stage Level: Bottom-up of PBS/ WBS & PFD.
History/ Analogous, Parametric, Delphi, 3Pt
A25-Risk Register
7.3.4 Identifying Activities and Dependencies (iterates with 7.3.2+6)
List of Activities
Project Approach
A22-Quality Management Strategy
A19-Project Brief or A20 PID
1. List activities from PFD (Activity On Arrow network) or add
Life-cycle tasks to PBS and create a WBS
– Include all management, risk and quality activities
All planning information so far
(Previous experience)
• CoP Planning Standards
Estimating training
See © CLICK HERE  +44 84 52 57 57 07
(Supplier Standards)
2. Show internal & external dependencies,
Create a Precedence Diagram*
Dependencies
† An iterative, step-wise
refinement process
* Pg.70 of the manual is flat-wrong. AON never was an Arrow Diagram. ADM is for AOA networks. Guide to the PMBoK
dropped mention of them in the 4 th & 5 th Ed., its 6.2.2.2 Pg. 133 in the 3 rd Ed. Of G-2-PMBoK
215

7

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Who Are Logical Model Ltd (LML)?

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‘PM capability’ is bullshit & we know how to fix it – LML’s purpose is to

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22

Commercial Use

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If you are evaluating these materials with a view to commercial use you should consider
1)
2)
3)
4)
5)
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The Revision & QuickReference tool – free from http://www.logicalmodel.net/shop/
These material’s methodical journey from overview to detail that builds through the
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The completeness of the slide guidance notes that remove the need for (and cost of) the
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22

216 12.4.6 14.4.6 17.4.1 17.4.2 17.4.5 16.4.1 Planning: Fig 7.2 & Fig 7.3 1/2 PL:P:2-4
216
12.4.6 14.4.6
17.4.1
17.4.2
17.4.5
16.4.1
Planning: Fig 7.2 & Fig 7.3 1/2
PL:P:2-4
The composition of a Plan, the processes and roles in their life-cycle
A.16.2, 7.2.3, 7.3.3-7.3.8,
12.4.6, 13.4.1-13.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.1-3, 17.4.4, 18.4.1, C/ Table 7.1
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SU
IP
CS
Product Checklist
15.4 MP 16.4
12.4
14.4
7.3.2 Designing a Plan
1. Select presentation
formats and layouts EG for
approval, day-to-day use) to
ensure clarity by recipients
(A20 PID {A6 CMS}
A22-Quality Management Strategy
• All currently available planning Information
7.3.3
Defining and Analysing Products
(Normal starting point, Home of PBP)
Activity estimates - durations & resources Inc.
Assumptions, margin for error & Confidence)
1.
SU ‘writes † ’ the A21={Needs, Constraints, Ass’ptns}
Resource Availability
2. Identify recipients
2.
3. Define plan levels, planning
tools, monitoring and
estimating methods suited to
each facet of the project
Social workshop decomposes A21 in PBS
Note external products and associated risks
7.3.5 Prepare estimates
3.
Experts ‘write’ A17-Product Descriptions to state AC
4.
Create the PFD
4. Agree how to include change
and contingency allowances
in plan
Plan
• Product Breakdown Structure (PBS)
1. Identify resource types and effort/
materials needed by activity by type, Iterate to
refine initial values of staff, money, equipment,
skills cost & time. Note assumptions, overheads
inefficiencies and optimism
7
1
Design
• Product Flow Diagram (PFD)
5. Follow local and supplier
planning standards & any
customer stipulations
2
A.17 Product Descriptions
A.5
2. Tune estimates to plan level & project needs
(e.g. Project: Top-Down over stages. Team or
Stage Level: Bottom-up of PBS/ WBS & PFD.
History/ Analogous, Parametric, Delphi, 3Pt
3
Configuration Item Records
A25-Risk Register
4
7.3.4 Identifying Activities and Dependencies (iterates with 7.3.2+6)
List of Activities
Project Approach
A22-Quality Management Strategy
A19-Project Brief or A20 PID
1. List activities from PFD (Activity On Arrow network) or add
Life-cycle tasks to PBS and create a WBS
– Include all management, risk and quality activities
All planning information so far
5
(Previous experience)
• CoP Planning Standards
Estimating training
6
See © CLICK HERE  +44 84 52 57 57 07
(Supplier Standards)
2. Show internal & external dependencies,
Create a Precedence Diagram*
7
Dependencies
† An iterative, step-wise
refinement process
* Pg.70 of the manual is flat-wrong. AON never was an Arrow Diagram. ADM is for AOA networks. Guide to the PMBoK
dropped mention of them in the 4 th & 5 th Ed., its 6.2.2.2 Pg. 133 in the 3 rd Ed. Of G-2-PMBoK
8
216

217

Planning: Fig 7.2, Fig 7.3 2/2

PL:P:2-4

7.3.3-7.3.8, 12.4.6, 13.4.1-13.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.1-3, 17.4.4, 18.4.1, C/ Table 7.1

The composition of a Plan, the processes and roles in their life-cycle

A.16.2, 7.2.3,

DP3

DP2

DP4 DP1 15.4.1

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CS

cklist

15.4

MP 16.4

All currently available planning Information

Activity estimates - durations & resources Inc. Assumptions, margin for error & Confidence)

Resource Availability

7.3.5 Prepare estimates

1. Identify resource types and effort/ materials needed by activity by type, Iterate to refine initial values of staff, money, equipment, skills cost & time. Note assumptions, overheads inefficiencies and optimism

2. Tune estimates to plan level & project needs (e.g. Project: Top-Down over stages. Team or Stage Level: Bottom-up of PBS/ WBS & PFD. History/ Analogous, Parametric, Delphi, 3Pt

6)

• List of Activities

• List of Activities
• List of Activities
List of Activities

List of Activities

Estimating training

• List of Activities • • • Estimating training All planning information so far (Previous experience)
• List of Activities • • • Estimating training All planning information so far (Previous experience)

All planning information so far

(Previous experience)

See © CLICK HERE +44 84 52 57 57 07

• Dependencies

Dependencies

Dependencies
• Dependencies
• Dependencies

M is for AOA networks. Guide to the 133 in the 3 rd Ed. Of G-2-PMBoK

217

 

7.3.7

Analyse the risks (in parallel with 7.3.2-7)

1.

Assess risks and address by re- performing activities 7.3.2 to 6

2.

Ensure risk countermeasures match Project Board’s risk appetite

 

(draft) Schedule

 

7.3.6

 

1.

2.

3.

4.

Scheduling (iterate with all 7.3 activities)

A25-Risk

Product

Checklist

Register

Assessed Plan

Critical Path Analysis of the precedence network using estimated durations (D) to establish initial schedule

Assess resources, availability (A) & experience (productivity (P))

Assign resources to tasks and determine loading profile, re-estimate and re-assess durations based on assigned resources (D = effort (E) / (PxA)) Ensure tasks have a committed point of accountability

Level and smooth resource profile - in ascending order of float (Critical path 1st). Consider Critical Chain,Re-assess D=E/(PxA)

5. Agree control points with the Project Board and add product approval and end-stage activities, resources and duration

6. Define milestones [ Set dates for those properly defined!]

7. Calculate resource totals and demand profiles, risk and change budgets, tolerances, cash flows and Planned Value

8. Translate to presentational form: EG Gantt, or Checklist

Plan Design

SB

17.4

Completed Plan for Approval

7.3.8 Document the plan

1. Using plan design: consolidate schedule, costs, risks & countermeasures, controls & tolerances, constraints, assumptions, external dependencies Add explanatory narrative to describe “what is covered”, the approach to planning, execution and quality, monitoring and reporting (Checkpoint, Highlight, End Stage, End Project) & controls Format appropriately for daily use or Project Board presentation

2. [ Quality check the plan for complete and reasonable

3. Finalise the Product Checklist ]

244 CoPM

A16-Plan (Project) (Stage) (Team) (Exception)

SU, IP, SB, CP, DP 1/2

12.4.1 Appoint the Executive and the Project Manager

1. COPM may supply something in the project mandate

The composition of a Plan, the processes and roles in their life-cycle

PL:P:2-4

A.16.2, 7.2.3, 7.3.3-7.3.8, 12.4.6, 13.4.1-13.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.1-3, 17.4.4, 18.4.1, C/ Table 7.1

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Project
13.4.1
Authorize initiation
13.4.2 Authorize the project
13.4.3 Authorize a Stage or Exception Plan
13.4.4 Give ad hoc direction
Board
1.
Board Approve Pj
Approach and Init
Stage Plan ( and
A19-Project Brief)
1.
Board approve A16-Plan Project
as viable IE will deliver A2-
Business Case, Stages
appropriate, Strategies,
1.
Board approve A16 (next) Stage Plan (or
Exptn-Plan) as viable (strategies/
constraints/ Tolerances) & commit
resources to execute OR
1. Board respond to CoPM change to Pj
Mandate by asking PM to re-plan at 17.4.5
13.4.5 Authorize project
closure
1.
Board approve
2. Board consider any Concern & instruct PM
to Submit Exception plan (or Close PJ)
A8-EndPj-Rpt
for deviations
2.
Commit resources
to execute plan
Constraints (e.g. Milestones),
Tolerances & controls OK
2.
Board reject plan & ask PM to Closes
project or re-plan
3. Board review A11-HiRpt vs. A16-PjPlan
from approved
Plans
12.4.2
Capture previous
lessons
14.4.6
Create the Project Plan
17.4.1
Plan the next stage
18.4.1
Project
1.
PM considers planning lessons, A19-Pj Brief, A25-
1.
Manager
1.
RiskReg, 4 Strategies, planning standards & format needs
of audiences (EG is a Product Checklist OK?*)
PM checks for changes to CQE/ AC/ PID/ Strategies/ Controls/
Role holders
Prepare planned
closure
PM Captures relevant
lessons
1.
2.
2.
PM/ PS Select planning & control tools, estimating
methods
PM runs workshops to create the A16-StagePlan as per 14.4.6
steps 1,3,4*,6 (Stage not Project Plan),7,8
12.4.5
Select the project
approach and
assemble the Project
Brief
3.
If last stage PM ensures Closure is planned
PM Updates A16-Pj
Plan from stage
actuals (up to date
A16-Stage Plan)
3.
PM runs workshops to create PBS, PD, & PFD, define task
& dependencies for Specialist & Management Products
17.4.2
Update the Project Plan
1.
4.
PM Updates A16-Pj Plan with actuals and revises forecasts from
freshly created A16-Stage Plan
18.4.2
PS Add A5-CIR
Prepare premature
closure
1.
PM suggests an
Approach to the Exec
to Approve (in 13.4.1)
5.
PM adds Change budget & Risk responses into plan
2.
PM Applies any changes to A21-PjPdD, Pj context, PID/
Strategies/ Controls/ P2 tailoring/ Risks & Issues
1.
As18.4.1 Step 1
6.
Estimate tasks & resources, calculate expenditure, time &
add to A16-Pj Plan
2.
PM may create an
A16-Exception Plan
17.4.3
Update the Business Case
7.
PS Adds quality reviews to A23-QR
for work to Salvage
12.4.6
Plan the Initiation
Stage
1.
PM Applies A16-Pj Plan cost & timings to A2-BC justification
8.
Document plan (write any useful notes)
&
Make Safe
17.4.4
Report Stage End