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Results are

promising : Turned
power on and no smoke
detected -- this time...
Elements will be
phased in
gradually as
the software
matures:
It's late!

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

Logical Model Ltd 2015

Good,
butperhaps a
little more
detail here ?

Essentially complete: It's half done.


We predict... : We hope to God!
Serious but not insurmountable problems. : It'll take a miracle...
Basic agreement has been reached. : The @##$%%'s won't even talk to us.

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.

Copyright &
Licensing
Copyright & licensed materials See inside cover for details

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All the rights to PRINCE2 are held by a UK Government


and industry joint-venture company called AXELOS Ltd.
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
Only 1 of the diagram is copied in whole or significant part from
the above document (and even then it is augmented)

AXELOS appoint Examining Institutes (EIs) Ours are


PEOPLECERT. EIs accredit training organisations called ATOs
(Accredited Training Organisations)

ATOs offer training courses & can book candidates onto


exams via their linked EI. The EI assures the ATOs Course
Materials, Quality system and Competency

To sit the exams you need sponsorship from an ATO


This accredited course is not only the best available but it is
also fully supported AND its use is completely FREE with an
exam booking!
To register for exams with us visit
www.logicalmodel.net/prince2exams

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Crammin
Copyright & licensed materials See inside cover for details

Everything you need to pass the exams is within these pages


Read this section NOW so you know the work-load
This is the exam cram guide

Mostly it is not about running projects in real, politically rich work-place


contexts (free sources of that guidance are on our web-site)
It isnt about tasks done out of sequence, incompletely or to unrealistic
constraints such as dates set by sales people

This is all about how you answer the exam questions

Id offer you good luck but what you need is application not luck

To pass the exams first accept it takes work


Then: start by understanding the basic rhythm of start middle end, of
direction, management and delivery, of plan, execute and adjust

Then add detail like A19-Project Brief containsis created byin


activity
For the exam there is a lot of detail (These materials are MORE detailed
than ANYBODY ELSES And these are FREE!

When your organisation wants to use PRINCE2 for real you will
need your boss, your team and everyone else to understand how
to fulfil their roles

Achieving that is hard and has ZERO to do with exams

The combination of the depth and rigour of these materials and your
attention to the work required is all you need

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That is where we can help

Come back to us for a non-exam focus if you ever want to create real
capability to use PRINCE2

If you are using these materials it is to pass the Foundation or and


Practitioner exams For that you need an ATO

See www.logicalmodel.net/prince2exams

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PRINCE2 Practitioner
Completing this guide BEFORE
the exam isnt fool-proof, but is
very close to an assured pass )
Taking your exam unprepared is
foolish and avoidable. It is
possible to pass without focussed
preparation but risky and rare
Step 1 takes 5 mins to read the
next few pages-DO IT NOW!
Depending on your approach and
study speed the whole guide could
take 2 or more weeks to complete
Start now, finish early
Dont start on the eve of the
course!
Dont work under pressure and
fail to finish

Section:1
Pre Course
Preparation
Guide

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Section: 1 Page ii

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Over the page tells you how to


start

Read Me First!
Study Resources
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Your first step (reading this introduction) takes 5 minutes


(DO it NOW!)

Your resources are:

The online (iOS Android & PC) animated and narrated videos
The course slides
This workbook
Online exams &
Downloadable revision aids.
You may also have bought the expensive (and with these
materials also unnecessary) PRINCE2 Official Manual (OM)
the Big Grey-Blue book**.
The online sound track & its transcript are so detailed you dont
need the OM

Since all this is free go compare what you get from anyone
else for x00s of $ .
Studying your resources could take 15 to 30 hours or more
(or less!) of your TIME, money matters but time spent
studying weak, poor, thin material that mostly says Now go
read the manual really is not much of an investment is it?

This stuff is the best materials available & WE DONT


charge you to use it How good is that!
If you think there must be a catch just read on cos you there
isnt

S:1.1.1
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Exams @home Anytime!


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There are two exams involved in achieving the PRINCE2


Registered Practitioner qualification.
We provide both @Home online via PEOPECERTs
PASSPORT service https://candidate.peoplecert.org/

The first is a 1hr multiple choice confirmation of your


knowledge of the oms contents: It is entirely fact based &
closed book!
The second is a 2 hr open-book objective test which uses
more complicated multiple choice questions to test
supplicants ability to apply PRINCE2 to a scenario.

This section 1.1 guides you in checking-out the resources I


supply
This is Section 1, Part 1 Page 2 or S:1.1.2.
S:1.1.5 onwards describes the study resources & your study
steps.

S:1.1.2
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Navigating The Materials


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Page S:1.1.14 is a diary for you to establish your study


schedule targets
Mile-stones and inch-pebbles along the journey
eMail p2@logicalmodel and Ill send you a suggested diary
that others find helpful

Page S:1.1.15 is a template to cross-reference activities &


major products.
Complete it as you study
S:2 and S:3 Provides lots of reference materials but you
should still write stuff out by hand to build recall

After reading Section:1.1 the next step is to read the


PRINCE2 overview in S:1.2
Then the larger task is the narrated, animated videos of the
slides in Section:2.
Many slides are dense, complex reference materials
Downloadable and online (iOS, Android & Windoze) as animated
build-ups for PC, iOs and Android see
www.logicalmodel.net/prince2exams

If you received these materials on paper then you might want


to down load the book-marked PDF from the page above

S:1.1.3
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1st PRINCE2 Model


Whole World On A Page
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Read all of S:1 then if you have the OM use the whole of
the inside front cover hand-draw the above in landscape
layout* (otherwise use your fresh new PRINCE2 Project
Managers Daily Log (A7) ie notebook!
Write-out each activity name and leave space for products
created, roles involved, major steps
Browse these materials to gauge the details that may be added
as you study (Making your own hand-made notes will aid recall)

The placement of the sub-processes in the diagram above is


significant for a logical description of how activities interact,
and will be used throughout the course notes
Best to start with just names. Draw the boxes last
*The exam rules state Reference to the candidates own annotated Official PRINCE2 manual is permitted during the exam. No additional
support material is permitted; this includes post it notes (other than tabulation of the sections of the manual) and stapled sheets.

S:1.1.4
PRINCE2 is made up of 7 Processes that contain 40 activities, 7 themes, 7 principles, 2 Techniques, 26 document
templates
and 9 management
All will5th
be explained
when
into the course notes in S:2
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Step 1
Study Resources
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Section:2 (S:2) of this resource contains the slides.


With the narrations and animations they are designed to
make reading the OM irrelevant
Some slides are definitive reference resources. They demand
a second, third, even fifth look after you have covered the
videos.
You greatly improve your chance of exam success by
studying diligently & making notes
If you study I the order Ive preeted topics you will get a
logical journey with no hanging, unexplained references and
the minimum of circluar topics.
The materials include ALL the official AXELOS exam
questions See www.logcicalmodel.nex/prince2exams for
immediate access.

The official manual is the definitive statement but


It is also fragmented in its treatment of each topic, it rarely
gives insight into how the bits form a whole, it uses 10 words
where 5 would do.
Some people find wordy means accessible, others find
fragmented means frustrating

My reference materials are terse! And EXHAUSTIVE and


DETAILED
They consolidates each topic into one place.
Something relevant to two contexts is said in each, but always
with the absolute minimum of words.
Terse means hard at the start but great reference later

YOU must use the animated, narrated videos first


The narrations transcript is attached to each slide

S:1.1.5
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Step 1 Cont.
Study Resources
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In contrast the QUICK OVERVIEW S:1.2 gives you an


easy quick-start to assimilating the whole method
It omits definitive detail
S:1.2 summarises the whole manual and is a bridge from no
knowledge to complete overview without having to read 327
pages of official manual first.
After using or materials the official manuals only value is as
allowable note paper in the exam!

The reference materials will be hard going if you jump


straight to it without the logical journey that S:1.2 and the
animated, narrated videos provide
If you draw-out the template from S:1.1.4 and read S:1.2
NOTE the official manuals purpose is NOT to be a study
guide & very good it is at not being easy to read serially too!

The details in my materials over-view & link all the bits, but
they are not allowed into the exam (unless copied, by hand
into a copy of the OM.)

Quotes
Foundation questions often require recognition of quotes from
the manual (The exam checks you know its contents) so the
videos and slide retain many quotes all are introduced as
Quote. or shown in double-quote-marks.
The video eLearning narrations (& transcripts) are carefully
crafted to include all key phrases. They are absolutely
complete in their coverage of the official manuals guidance

S:1.1.6
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Step 1 Cont.
Study Resources
Copyright & licensed materials See inside cover for details

First you should skim all the materials - eye-ball each


piece, just quickly this time less than a second per page!
Get structure, dont try to internalise detail yet

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Section 1.1 & 1.2


Section 2 is the
Section 3.1 and 3.2
Section 4
Section 5

These Pre-Course notes


Course Notes
Hyper Linked Reference Materials
AXELOS Sample questions: P2 Foundation
AXELOS Sample questions: P2 Practitioner

Recap
Skim S:1 & S:2 now, serially, in 5 minutes or less!
DONT get bogged down into detail until you see the whole
Section 1.2 gives you the whole, but lacks detail while
Section 3.1 is just the detail but is too terse to grasp at 1st
sight
Each syllabus chapter in section 2 (S:2) is matched to
relevant sample questions in Section 5 (S:5)

The study materials provide many consolidated views of


the PRINCE2 method that will be useful in the exam BUT
you are not allowed to take them with youunless
you may take the official PRINCE2 manual into the exam &
you may hand-write your own notes on the manual (YOU
MAY NOT stick/ staple/ glue etc anything into the manual if
you want to take it into the exam)

S:1.1.7
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Step 1 Cont.
Study Resources
Copyright & licensed materials See inside cover for details

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Instructor support is always available to discuss all aspects


of success with PRINCE2 in the exams or real-life

Viewing each chapter of the videos (or reading the Course


Notes (Section 2)) is fairly quick
S:1.2 will give overview to assimilate the videos and S:2
(or you could read the 327 page OM instead!)

Expect to cover S:2 more than once.


First time through be quick, focus on early pages, gain an
appreciation of PRINCE2s structure and intent - SKIM.
Look for who is involved and the information flows. Weave
process names into a sentence in the order they are used.
Ignore the details of what is in which document, the inner
workings of processes etc.
Second time through study, make notes, do the exam
questions
Third-time through look just at places where you are foggy

Section 3 details access to reference and revision


materials

Sections 4 & 5 detail access to topical questions matched


to the videos and transcripts of the narrations.
ALL the AXELOS official mock foundation paper questions
are included
Both in topical extract and full mock exam structure.

S:1.1.8
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Step 1 Finished
Study Resources
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You should practice the questions repeatedly until scoring


well.
There will be an overlap between mock questions and the live
questions because everything is based on the syllabus and
the official manual!
IE the syllabus means live-questions will test the same thing
as the mocks. Mostly just the order of the words will change

Section 4 is AXELOS foundation and S:5 is AXELOS


PRINCE2 Practitioner level questions
Each chapter of the videos (& S:2) links to relevant questions
on the topics just covered (if AXELOS has provided
coverage)!

The course notes remind you to access our eMail support.


Now you have a birds-eye view of the study materials start
thinking of the schedule to cover it all
Send an email now to say you have started preparation & I
will send the suggested Revision Diary (S:1.1.9) to match the
20 mile stones in the diary
p2@LogicalModel.Net

You have now Graduated from Level Zero to Level 1:


Started to prepare for the Journey !!
Small celebration?!
The next step to graduate to Level 2 is explained overleaf

S:1.1.9
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Starting Studying
in Earnest
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Step 2: Work through the QuickStart (in S:1.2) it wont


take long either
Then work through the Course Videos online or (read the
material in S:2) - as soon as possible. There is guidance
at the start of S:2
As you look through S:2 and its guidance estimate the
work-load & assess your available time. Consider the
required work-rate to complete studies in a timely manner
Create a study schedule using the template overleaf.
Build up the schedule as you better understand the
resources available and the task at hand
Reviewing study material should be regarded as iterative,
quick first pass to get structure, second pass absorb
details and third pass focus on any disconnects &
confusions

If you read the OM then


I recommend that instead of reading it serially instead you
read all the Purpose sections of the 7 themes &
Purpose, Objectives and Context of the 7 processes
before reading anything else.
It means you cover the breadth before the depth.
It will make more sense AND these parts of the manual
are where the exam questions are drawn from.

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Create a
Study Schedule
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Set your-self a schedule of achievements between now and your exam date that recognise
the time you can realistically make available, the time that you feel you need to absorb the
volume of information and your personal focus on succeeding

I completed a 1st skim of the paper materials on:

I reviewed the full material set on:

I started/ finished setting my realistic schedule in place:


Achievement Event

Target Date

1 Read section 1.2

NOW!

Completed

2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20

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Create a Process Matrix


12.4.1 Appoint the Executive and the Project Manager
12.4.2 Capture previous lessons
12.4.3 Design & appoint the project management team
12.4.4 Prepare the outline Business Case
12.4.5 Select project approach & assemble Project Brief
12.4.6 Plan the initiation stage

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14.4.1 Cr. Risk Management Strategy

14.4.2 Cr. Configuration Management Strtgy


14.4.3 Cr. Quality MS
14.4.4 Cr. Communication MS
14.4.5 Set up the project controls
14.4.6 Create the Project Plan
14.4.7 Refine the Business Case
14.4.8 Assemble the Project Initiation Documentation
15.4.4 Review stage status
15.4.5 Report highlights
15.4.6 Capture and examine issues and risks
15.4.7 Escalate issues & risks
15.4.8 Take corrective action
15.4.1 Authorize a Work Package
15.4.2 Review Work Package status
15.4.3 Receive completed Work Packages
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,
13.4.5 Authorize project closure
17.4.1 Plan the next stage
17.4.2 Update the Project Plan
17.4.3 Update the Business Case
17.4.4 Report Stage End
17.4.5 Produce an Exception Plan
18.4.1 Prepare planned closure
18.4.2 Prepare premature closure
18.4.3 Hand over Products
18.4.4 Evaluate the Project
18.4.5 Recommend project closure
17.4.1 to 5 Team Planning
16.4.1 Accept a Work Package
16.4.2 Execute a Work Package

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A13-Issue Report
A10-Exception Report
A14-Lessons Log
A15-Lessons Report
A8-End Project Report

A7-Daily Log
A26-Work Package
A3-Checkpoint Report
A11-Highlight Report
A5-Configuration Item Records
A25-Risk Register
A23-Quality Register
A12-Issue Register

A17-Product Description
A18-Product Status Account
A16-Plan (Stage)
A9-End Stage Report

S:1.1.12

Process list is exhaustive


Product list restricted to Apdx-A items
(sort-of grouped by use/ timing)

A4-Communication Management Strategy


A22-Quality Management Strategy
A6-Configuration Management Strategy
A24-Risk Management Strategy
A21-Project Product Description
A16-Plan (Project)

C = Created
U = Updated
S = Archived (Saved)
A = Authorised
I = Input
O= Output
Others as you need, Eg in Reports
H=Highlight, ES=EndStage

A1-Benefits Review Plan


A2-Business Case
A19-Project Brief
A20-Project Initiation Documentation

16.4.3 Deliver a Work Package

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Section: 1.2 Page 0

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1.2: Quick-Start
Overview

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1 PRINCE2 - Two Parts: Time and Theme

Page: 1 of 10

13

DP

IP Initiation Stage

Starting up a project - Process

Starting
up a
Project
(SU)

Initiating
a Project
(IP)

Directing a Project
(DP)
1st Delivery Stage

CS

Controlling
a Stage
(CS)

12 14 15
16
Managing a
Stage Boundary
(SB)
SB

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1 PRINCE2 - Two Parts: Time and Theme


When we have reach the end of these words we (you and I) will have covered all the elements of P2.
For now Ill paraphrase the required elements as a time-view and a topical or thematic view. These two
perspectives are inter-woven: the warp and weft of any initiatives fabric. PRINCE2 also includes roles and
principles.
The time-view is the process model. It says do this and this and this, then this and this and this. The
thematic view describes each this. PRINCE2 includes seven of these themes: business case and risk and
quality and planning and organisation and progress and change.
When we combine process based timeline with themes we get procedural guidance. To illustrate: Appoint
the team, decide the goal and confirm approval. Then establish the controls and costs, the benefits and
risks and reconfirm approval Then execute the work to produce the outputs. Then harvest the benefits.
That is in-fact the whole investment management scope. While this is a 34 word summary their upcoming
full explanation takes many more.

1.1 Heartbeat
The process model provides a rhythm like a heartbeat that drives project control of progress.
A PRINCE2 project implements controls tailored specifically to meet this projects needs for agility and
rigor. Armed with an understanding of the principles it is possible to tailor the application of a methodical
approach to any specific projects needs. Skilfully used PRINCE2 is a powerful and light-weight tool.
Insightful use of P2 assists any organisation embarking on the management of change.

1.2 Making Soup


Applying a method is very much like the preparation and serving of a bowl of soup!
If you make vegetable soup then before the ingredients such as the carrots and tomatoes go into the pot
they are clearly and discretely visible.

1.2.1 Red Soup

Once the soup is made its red colour is clear indication that there are tomatoes in the melange. With the
aid of a spoon it is easy to find a discreet piece of carrot and the peas but not any longer possible to isolate
the salt, remove the water or see all the ingredients as the separate items that the recipe called for to be
prepared and combined. Exam crams operate at the 'ingredients level'.

1.2.2 The Official Manual Is Part Description of Ingredients Part of Method

A manual such as this describes discreet ingredients (EG the themes like quality and the records such as the
risk register) that are combined within procedures like configuration management and the Initiation Stage
that are made-up of processes, activities (management work packages), method and techniques.

Your challenge when translating any method into a practical tool is to move from collection of ingredients
and collection of techniques to soup.
It is the assimilation of explicit facts into implicitly understood behaviours that marks transition from
knowledge to skill. It is a journey from unconsciously incompetent to unconsciously competent. The first
hurdle is at conscious incompetence when you may say to your self Oh-boy there is a lot of this and it isnt
all easy!

1.2.3 Introduction of What You Learn

Most fresh graduates returning from the PRINCE2 exam have knowledge, few have skill. Cramming courses
and the work environments that attendees return to both omit consideration of how to integrate the
themes and techniques into daily and fluent use.
Without support for skill development the unused knowledge quickly withers. You should pause now and
consider the conversations that you need with boss, peers, teams, customers et.al if you are to introduce
1.2.1 Red Soup

Page- S:1.2.- 1 -

23

Process Numbers

SU

SB CS Last Delivery CP

Stage

Managing
a Stage
Boundary
(SB)

Closing
a Project
(CP)

17 18

Managing Product
Delivery (MP)
MP

23

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1 PRINCE2 - Two Parts: Time and Theme

Page: 2 of 10

13

DP

IP Initiation Stage

Starting up a project - Process

Starting
up a
Project
(SU)

improvements into your world. You might, when you are 'registered' want to contact us for
assistance with those wider conversations.

Initiating
a Project
(IP)

Directing a Project
(DP)
1st Delivery Stage

CS

Controlling
a Stage
(CS)

12 14 15
16
Managing a
Stage Boundary
(SB)
SB

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1.2.4 Integration of Elements

As a project is executed a single conversation such as Hey Simon can you drop by my office this afternoon
and bring Jane and Fred we have a new product to launch by trade-expo. Id like to rough-out a schedule,
some responsibilities and the major risks has just followed guidance (combined ingredients and
procedures) for appointing the team from two of the initial three activities or management work packages
of Starting up a Project (SU) and touched on two or three themes like planning and organisation without
necessarily finishing any of them entirely yet.
This simple corridor chat has set the scene for overlapping some of the project initiation work with start-up
activity. In the official manual they are separate and well bounded, in the work place overlapping and
merged: soup or SOOP (Simon's Observations On Projects).

1.3 Merging Separated Elements of The Guidance


From a time-line perspective PRINCE2 starts management work-packages in Starting up a Project (SU) with
description of appointing the team. Guidance from a topical perspective starts in the Organisation theme.

1.3.1 Separate Topics Approach

These are discrete sections in the official manual and discrete items in the exam syllabus. Work-place
implementation of the guidance requires one integrated set of actions. There is no discrete boundary in
practice only in the chapter boundaries of the official manual.

In reality rather than exams gathering the team often drags-on past SUs end. Maintaining the team persists
through every stage (sprint, release or phase pick your term) as the organisation theme discusses.

1.3.2 The Discrete Ingredients of Method

Within a project the ingredients to mix that will result in the soup are:

Most importantly: People nothing happens in a project without people. Everything else is less than half
the equation.
Roles assigned collections of responsibilities and work-packages
Responsibilities decision making limits, rights and duties,
Products - Products has many synonyms. Products are also known as (aka) Results, aka Configuration
Items, aka Deliverables, aka Outputs that lead to Outcomes aka Impacts aka change. Products all have
Acceptance Criteria (Product quality specifications).
Simon's Observation On Projects (SOOP): Projects (stages, sprints, phases, work-packages, tasks, jobs or
any other form of activity) that dont produce some change to the world are cost without value.
Everything a project makes, amends or acquires is a product. Every change that results from the
project is a product. The sum total of the products must totally resolve the projects objectives aka
goals.
Products are not necessarily physical: a culture change is a product. Products are not necessarily
deliverables: a progress report is a product.
Those products that are passed-on to the customer (the outputs) or those products passed-on to people
exercising control external to the project are also project deliverables. Hopefully outputs create an
impact aka an outcome. Some products may stay within the scope of the project EG A specification
received by designers, low-level test results and team members progress reports. The team members
progress report may be a product that does not outlive the project, except as filed away for future
audits.
Processes - The procedures and work packages (activities) sequenced steps of product creation and
project control,
Plans forecast activities in baselines and tolerances that balance risk and reward, balance scope,
resources and durations
Progress assessment and expression in reporting and escalations

1.2.4 Integration of Elements

Page- S:1.2.- 2 -

23

Process Numbers

SU

SB CS Last Delivery CP

Stage

Managing
a Stage
Boundary
(SB)

Closing
a Project
(CP)

17 18

Managing Product
Delivery (MP)
MP

23

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1 PRINCE2 - Two Parts: Time and Theme

Page: 3 of 10

13

DP

IP Initiation Stage

Starting up a project - Process

Starting
up a
Project
(SU)

Initiating
a Project
(IP)

Directing a Project
(DP)
1st Delivery Stage

CS

Controlling
a Stage
(CS)

12 14 15

Business case the motivating force that describes the objectives and justifies the
16
investment of money, morale, effort, time, skill and will to create the products that resolve
the goal
Contracts agreements that define how risk and reward are shared. What procedures are triggered by
what circumstances (events)
Risks that subset of concerns that are uncertainties about rewarding result or safe project conduct
Concerns handling actual or potential off-plan situations
PRINCE2s term for any form of request for change, new potential risk or problem is project issue.
Having given so broad a definition and being shy of accusations of bureaucracy the official manual then
suggests some issues be handled informally: a massive fault-line in the methods formulation: but this
is 'real-world, talk not exam preparation
Managing a
Stage Boundary
(SB)
SB

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1.3.3 The Complete Set Of PRINCE2 Processes

A project timeline is comprised of activities IE groupings of related tasks known as work-packages. Delivery
of products requires technical work-packages aka specialist work-packages while project planning and
project control requires the performance of management work-packages.

The activities are grouped by the official manual in seven processes and described in chapters 12 to 18.
The process Purpose, Objectives, Context and activities are explained in section 1 through 4 of the seven
chapters. Lots of foundation questions lie in 12.1, 12.2, 12.3, 13.1 etc to 18.3

1.3.3.1 Seven Processes in Seven Chapters


The processes are divided into 40 activities or management work-packages. Not all activities are needed in
all projects while some work-packages such as Review Stage Status happen many times.

1.3.4 Product Description Groupings

The 40 activities or management work-packages create management products (recall: any work-package
that doesnt produce a result is valueless).

Not all work-package results the official manual names are defined or described by it. The official set are
contained in Appendix-A of the official manual. The 2005 manual listed 36 entries. The 2009 manual
reduced these to 26 omitting some useful ones but sadly reusing the numbering leading to what was
avoidable confusion in some organisations (oops real world again).

1.4 Roles With-In Activities


Everything to manage a project that happens in a PRINCE2 project is performed by one of the 9 role
holders within one of the 40 activities of the 7 processes.
The 40 activities are management work-packages that create management products.
SOOP: Nothing happens in a project without people. People dont need process to succeed, but if done right
process improves the chances of success and possibly the speed of achievement and size of impact.
SOOP: Process without people (who understand and use it) is valueless.

1.4.1 The Roles People Hold

We will explore the details of the role holders duties later. For now the defined roles they hold
are:
The executive who has the vote in project board decisions,
The senior user(s) who say what is wanted or provides resources that can say,
The senior supplier(s) who provide resources that can build
what is specified.

Together they are the project board. The project board


project assurance staff as eyes-and-ears to help the project board
project over-sight duties.

1.3.3 The Complete Set Of PRINCE2 Processes

Page- S:1.2.- 3 -

23

Process Numbers

SU

may appoint some


members
with

SB CS Last Delivery CP

Stage

Managing
a Stage
Boundary
(SB)

Closing
a Project
(CP)

17 18

Managing Product
Delivery (MP)
MP

23

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1 PRINCE2 - Two Parts: Time and Theme

Page: 4 of 10

13

DP

IP Initiation Stage

administer the change

Starting up a project - Process

Starting
up a
Project
(SU)

They may appoint a change authority to

Initiating
a Project
(IP)

Directing a Project
(DP)
1st Delivery Stage

CS

Controlling
a Stage
(CS)

12 14 15
16
Managing a
Stage Boundary
(SB)
SB

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control budget.
The project manager who orchestrates all day to day activity, possibly helped by
some
Team managers to oversee specialist technical team activity.
Project support staff may help the project manager with management and admin
task, and finally some
Technical staff aka specialists aka subject matter experts who do the real work of creating,
acquiring and amending outputs from which the outcomes arise to generate the benefits.

1.4.2 Missing Roles

For the real world PRINCE2 omits at least one, perhaps two, key roles: the
investor and sponsor. The exec may or may not be the sponsor. The sponsor
may or may not be the investor.

Also sadly disjoint from reality PRINCE2 omits consideration of the portfolio of company
activity, seeing only programmes as a consideration above the project.
Those managing the project might be referred to collectively as the project management team [ while
those managing the company's portfolio of activity might be the investment management team or simply
"the board" ]

1.4.3 My Diagram Conventions

Often within my diagrams role-holders involvements are illustrated using the icons above. Technical
activity and staff are red in body and mind, project control blue and business-change management is grey:
portfolio considerations that span projects and operational business-as-usual are shades of grey. Businessas-usual is black. Thus the project manager must think from the business change perspective and
take action to manage the project by juggling the technical activities: project managers have
blue, management bodies and grey heads, while team managers have blue, project management
heads and red, technical day-job bodies. Many real-world project managers would have red-legs
on most days in my diagrams!

1.4.4 Customers and Suppliers

PRINCE2 describes the producers and receivers of the projects outputs as customer and supplier, even if
both groups are in the same organisation. Indeed even if both groups are the same people a customer
supplier relationship is said to exists. Customer and supplier(s) participate in an exchange of value:
contracts - Happily PRINCE2 touches on agreeing A16-Stage Plan and A26-Work Package as creating
contracts.
The official manual says the exec, senior user(s), operations and maintenance staff and project manager are
from the customer side of the relationship. The senior supplier(s) and team member/ managers are from
the supplier side.

1.4.2 Missing Roles

Page- S:1.2.- 4 -

23

Process Numbers

SU

SB CS Last Delivery CP

Stage

Managing
a Stage
Boundary
(SB)

Closing
a Project
(CP)

17 18

Managing Product
Delivery (MP)
MP

23

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2 PRINCE2s View of Projects

Page: 5 of 10

13

DP

IP Initiation Stage

Starting up a project - Process

Starting
up a
Project
(SU)

Initiating
a Project
(IP)

Directing a Project
(DP)
1st Delivery Stage

CS

Controlling
a Stage
(CS)

12 14 15
16
Managing a
Stage Boundary
(SB)
SB

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2 PRINCE2s View of Projects


Our first view wont be a helicopter view. It will be at jet-fighter speed (but at helicopter altitude). Two very
fast perspectives of the total project terrain: one in process order, one in thematic groupings.
The PRINCE2 project has three epochs in the process models timeline during which the themes are active
and integrated: the start, the middle and the end.
Later-on we will explore the process models time-line step by step. Then each time we encounter a new
theme we will explore it in detail, for now just notice that everything overlaps and links to everything else.

2.1 The Jargon: A Staring Point


Part of what makes PRINCE2 powerful is the assistance it provides for clear communication. People
communicating complex topics develop jargon. Jargon is short hand for important concepts shared by those
who are constantly involved in discussing some topic.
Jargon is great for the 'cognoscenti' - it helps develop conversations that explore subtleties: it is also a
barrier when seeking to communicate to those who lack knowledge of the jargon words and phrases.

2.1.1 Breaking The Jargon Circle

I have to break the circle of To fully explain the jargon you need an understanding of the jargon! So here
is an incomplete expression of some jargon. As we go we will explore more complete definitions and
definitions of more terms. For now:

A work-package is a chunk of work, or collection of linked tasks delegated as a whole. Perhaps more
properly an objective and some constrained allocation of resources that is agreed between two parties
to create some desired result.
Most work packages in a project allocate responsibility to subject matter experts to create project
outputs that enable the benefits. The rest are the 40 PRINCE2 activities explained next.
A PRINCE2 activity is a project management work-package whose tasks accomplish some part of
project planning and control.
Activities are carried out by the project management team members (One by the sponsor). An example
might be the activity to [14.4.6 Create the Project Plan]. Two activities are triggered by the routine
arrival at a point in time (both of these are reporting activities). All the rest are triggered reactively by
events.
The 7 PRINCE2 process are defined collections of "activities".
The Processes (via the details of each 'Activity') describe the structure through time and across
management layers by which the project is controlled. There are 7 processes with between three and
eight defined activities within each one.
The Directing a Project (DP) process covers all project board activities. The Managing Product Delivery
(MP) process covers all team member/ manager activity and the other 5 cover the project management
teams planning and control activities through project start, middle and end.
A "stage" is the PRINCE2 term for a period of time (and other constrains such as budget) within which
the project manager has authority to operate day-to-day project control.
A PRINCE2 project has a minimum life-span of the Starting up a Project (SU) process plus two stages.
PRINCE2 projects always have an Initiation Stage and at least one Delivery [ Benefits Enabling ] Stage.

2.1.2 A Stage Is A Collection Of Activities

Every stage requires the project management team to use guidance from two or more of the processes.
Benefits enabling stages mostly execute the activities of Controlling a Stage (CS) and Managing Product
Delivery (MP) and conclude with the activities of either Managing a Stage Boundary (SB) or if a stage is the
last benefits enabling stage it will close by following the activity guidance within the process Closing a
Project (CP).

PRINCE2 imposes control via tolerances and Management By Exception

2.1.1 Breaking The Jargon Circle

Page- S:1.2.- 5 -

23

Process Numbers

SU

SB CS Last Delivery CP

Stage

Managing
a Stage
Boundary
(SB)

Closing
a Project
(CP)

17 18

Managing Product
Delivery (MP)
MP

23

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2 PRINCE2s View of Projects

Page: 6 of 10

13

DP

IP Initiation Stage

Starting up a project - Process

Starting
up a
Project
(SU)

Initiating
a Project
(IP)

Directing a Project
(DP)
1st Delivery Stage

CS

Controlling
a Stage
(CS)

12 14 15

When some result is required it should be delegated in outcome terms (using a A26-Work
16
Package and A17-Product Descriptions). Once a plan for its achievement is authorised those
charged with its deliver are left to get on with the work so long as they stay within agreed tolerances.
Should a tolerance become threatened by a breach then the potential exception must be escalated to
the next higher level of management (who may also have to escalate it).
PRINCE2 describes an Organisation structure that defines escalation routes across a 4 tier hierarchy.
Three management levels are within the project: project board, project manager and optionally team
manager(s) and one, Corporate or Programme Management is above the project. Below team manager
is a non-management technical level.
Managing a
Stage Boundary
(SB)
SB

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2.1.2 A Stage Is A Collection Of Activities

Page- S:1.2.- 6 -

23

Process Numbers

SU

Logical Model Ltd

SB CS Last Delivery CP

Stage

Managing
a Stage
Boundary
(SB)

Closing
a Project
(CP)

17 18

Managing Product
Delivery (MP)
MP

23

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3 The Process Model Is The Heart-Beat

Page: 7 of 10

13

DP

Directing a Project
(DP)

IP Initiation Stage

Starting up a project - Process

Starting
up a
Project
(SU)

1st Delivery Stage

CS

Initiating
a Project
(IP)

Controlling
a Stage
(CS)

12 14 15
16
Managing a
Stage Boundary
(SB)
SB

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3 The Process Model Is The Heart-Beat


PRINCE2 is made up of 7 processes that support 7 themes and follow 7 principles. The process model sets
out the timeline through the 7 processes as grouped and repeated in the stages.

3.1.1 The Process Model in 666 Words

These 666 words summarise the entire process model


within the 327 page PRINCE2 manual. Brevity is at the
price of some loss of detail!

In a Nutshell

As the picture shows: PRINCE2 has some structure, some


players, some sequence and some output Less obviously
from the picture is that the trigger (the project mandate) is
Produced (P:) by CoPM.

Project
mandate
P:CoPM

3.1.1.1 Start-up
Arrival of a Project Mandate triggers the process Starting
up a Project (SU). Creation of the mandate is outside
PRINCE2s control so it will be in any format the producer chooses.

Project
Outputs

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In SU Programme Management or Corporate Management appoint the projects Executive and perhaps the
project manager. Exec and project manager then select a team, define project end point and the route to it,
outline the Business Case, and plan the planning of the project.
After SU we (here "we" means "anyone running a project") proceed into the Initiation Stage. Progression
from SU to Initiation requires approval of the outline business case and plans by the project board who are
Directing a Project (DP). If the project board like what they receive then they authorise the first project
stage - Initiation.

3.1.1.2 The Initiation Stage


In the initiation Stage the team first execute the activities of the Initiating a Project (IP) process and then
the activities of the Managing a Stage Boundary (SB) process to:
1. Create four control strategies (quality, risk, change, and communications) that match the project's
challenges [ Some tailoring is appropriate ]
2. Create the A16-Project and A16-Stage Plan to implement the strategies and controls in a manner
appropriate to this projects needs for speed, caution, benefits targets and cost consciousness.
The plans describe the timings and resourcing of work that creates the project outputs required.
3. Extend the definition of the project's justification into a full A2-Business Case
Costs and timescales to refine the business case are taken from the fully developed but possibly high
level A16-Project plan.
4. The team working on Initiation assemble plannings outputs into the A20-Project Initiation
Documentation and A16-Stage Plan. The baseline for all future project decisions.
5.

0.

3.1.1.3 Delivery [Benefits Enabling] Stages


Next, and again arrived at via project board approval, this time of the A20-Project Initiation Documentation
and A16-Stage Plan is the first Delivery (aka a Specialist aka benefits) Stage.
Benefits enabling stages are controlled by the three internal activity cycles of Controlling a Stage (CS):
1. the project manager hands-out work-packages to the specialist technicians,
2. everyone reports progress and concerns upwards,
3. everyone participates in the handling of concerns about off-plan situations.
4.

0.

Most of the work in a delivery stage is carried out by the technical specialists building the products the
customer wants. The management of the project adds some overhead which must add more value than
cost otherwise the embedding and tailoring is wrong!

3.1.1 /The Process Model in 666 Words

Page- S:1.2.- 7 -

23

Process Numbers

SU

SB CS Last Delivery CP

Stage

Managing
a Stage
Boundary
(SB)

Closing
a Project
(CP)

17 18

Managing Product
Delivery (MP)
MP

23

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3 The Process Model Is The Heart-Beat

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13

DP

IP Initiation Stage

Starting up a project - Process

Starting
up a
Project
(SU)

The three activities of MP are each used once per specialist A26-Work Package within a stages
scope. Execution of a work-package results in some product or sub-product moving through
some or all of its development life-cycle. Eventually the supply of A26-Work Packages is exhausted.

Initiating
a Project
(IP)

Directing a Project
(DP)
1st Delivery Stage

CS

Controlling
a Stage
(CS)

12 14 15
16
Managing a
Stage Boundary
(SB)
SB

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3.1.1.4 End of Stage and End of Project (Start of Benefits)


If more than one specialist stage is needed then the activities of Managing a Stage Boundary (SB) once again
define how to prepare the next request to the project board for authorisation to proceed. Preparations
include refreshing the A2-Business Case, risk summary, A16-Project Plan and creating a new day-to-day
level A16-Stage Plan. Controlling a Stage (CS) and Managing Product Delivery (MP) repeat.
Eventually we reach start of benefits realisation and management activity focuses on Closing a Project
(CP). The project manager should:
1. Check the products have been accepted and handed-over into business-as-usual,
2. summarises the projects performance in an A8-End Project Report and
3. pass the A1-Benefits Review Plan to Corporate or Programme Management to measure benefits at
some future time.
4.

0.

Then the project board grant approval for the project to end and benefits delivery starts to repay project
investment costs. Tada! 666 words
Obviously 327 pages adds a little more detail.
The 666 words omits some products such as the end stage report and omits all discussion of how to handle
concerns about off-plan situations but we will cover all of the details soon.

3.1.2 The 7 Principles and Themes Woven Through The Processes

Each process (like Starting up a Project (SU)) whose guidance we apply on the journey to deliver the
project's outputs will contribute to many of the continuous needs within a project. PRINCE2 calls the
continuous needs "themes" and principles.

The official manual's separation of 7 themes and 7 principles probably just confuses by fragmenting and
repeating 2/3rds of the same idea in two places. Id say that out of 14 bullet points there are a good solid 7
and four halves in total.
The 7 principles and themes add-up to:
Define the projects outputs at the start.
Products are always defined in acceptance criteria terms. Verified creation and hand-over of the
projects outputs into business as usual not only enables the projects outcome but also
acknowledges the suppliers discharge of their duty.
Outcomes result in the benefits that are claimed in the A2-Business Case to be worth the cost, time
and trouble of carrying out the project. (Product focus principle, quality theme, and a touch of business
case theme).
The identification, evaluation and ongoing maintenance of the A2-Business Case and the managing of
the threats and opportunities (risks) associated with it. (Business justification principle & business case
and risk themes.)
The initial development and subsequent maintenance of a team with defined reporting lines, skills,
levels of authority and tolerance limits matched to the challenge of the projects objective and
uncertainties. (Define roles and responsibilities principle, Management by Exception principle,
Organisation, Risk, Progress and Change themes.)
Successive creation of plans for approaching work with a monitoring and control regimen that allows us
to verify status and apply corrective or perfective adjustments - whether those adjustments are minor
or are serious enough to require escalation for decisions from higher authority. (Plans, progress and
controls themes, stages and management by exception principles).
Plus use history as a guide to the future (Learning from experience principle and Estimating if it were a
theme as it should be).

3.1.2 The 7 Principles and Themes Woven Through The Processes Page- S:1.2.- 8 -

23

Process Numbers

SU

SB CS Last Delivery CP

Stage

Managing
a Stage
Boundary
(SB)

Closing
a Project
(CP)

17 18

Managing Product
Delivery (MP)
MP

23

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3 The Process Model Is The Heart-Beat

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13

DP

IP Initiation Stage

Starting up a project - Process

Starting
up a
Project
(SU)

3.1.2.1 The Start Creates Controls, The Middle Uses Them and Maintains
Them (The End Dismantles Them)

Initiating
a Project
(IP)

Directing a Project
(DP)
1st Delivery Stage

CS

Controlling
a Stage
(CS)

12 14 15
16
Managing a
Stage Boundary
(SB)
SB

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Perhaps obvious is that all definition, identification or initial development in the previous bulletpoints occurs early in the process model (SU and IP processes). Less obvious at the moment may be that
verification of the results-created is ongoing through out the Controlling a Stage (CS) process and is finalised
in Closing a Project (CP).
Even less obvious may be the fact that Managing Stage Boundaries (SB) is an interim verification of
performance AND a revisit to all the project definition and planning activities of the Initiation Stage. SB
ensures that project justification, plans and team skills are aligned to the next cycle of product development
activity.

3.1.2.2 Principles Not Made Explicit


There are several principles that the official manual does not state explicitly but are none the less present.
They are:
Project success depends on a project board that is involved, supportive, available and responsive when
needed (and otherwise absent in order to have the bandwidth to run the enterprise).
The project board is accountability for (continued) provision of suitable resource and other Critical
Success Factors.
Always work to a plan (that doesnt mean a Gantt Chart).
But this is post exam-cram real-world again.

3.1.3 Techniques

The official manual gives description of only two techniques and what is described for each of them is scant:

Cursory guidance on Product Based Planning


Product Based Planning (PBP) would be better named Results Based Scoping. PBP is a long way short of
all the steps and techniques needed. A journey through planning includes techniques to create resource
levelled schedules, time-phased budgets, cash-flows, project controls and risk responses.
Product based planning doesnt cover the scope of planning only the scope of scoping. For what it does
cover it is the best tool available but it is too time-intensive for proper treatment in a certificate driven
cram-week so tends to be poorly understood. It is poorly explained in the official manual in reaction to a
sad history of being examined with too much focus on syntax over comprehension.
If you approach PRINCE2 hoping it will give you basic project planning and tracking skills prepare to be
disappointed . PRINCE2 assumes you have these skills and gives you one possible control framework
to structure their use by a management hierarchy across a project's life-cycle.
Quality Review Technique
The official manual describes a generic procedure for detecting concerns within, and raise comments
upon, a projects products (final or intermediary products). The official manuals treatment is document
oriented although review must be applied to all work-steps and their results.

3.1.3 Techniques

Page- S:1.2.- 9 -

23

Process Numbers

SU

SB CS Last Delivery CP

Stage

Managing
a Stage
Boundary
(SB)

Closing
a Project
(CP)

17 18

Managing Product
Delivery (MP)
MP

23

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4 Summary

Page: 10 of 10

13

DP

IP Initiation Stage

Starting up a project - Process

Starting
up a
Project
(SU)

Initiating
a Project
(IP)

Directing a Project
(DP)
1st Delivery Stage

CS

Controlling
a Stage
(CS)

12 14 15
16
Managing a
Stage Boundary
(SB)
SB

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4 Summary
PRINCE2 says:
Know the trigger (project mandate) then create a team and define the task.
Use the task definition as input to framing how much time and effort it will cost to create a good project
definition.
If approved create a good definition: controls and business case.
If approved do successive chunks of technical work until all the deliverables are received then check all
approvals and acceptances are in place and disband the project.
While following the steps you'll need to keep in mind the project's justification, its risks, the team,
authorising chunks (stages) and monitoring their status, perhaps by handling exceptions, but all that is
irrelevant if the agreed product-set is not produced to quality as from time-to-time amended.

3.1.3 Techniques

Page- S:1.2.- 10 -

23

Process Numbers

SU

SB CS Last Delivery CP

Stage

Managing
a Stage
Boundary
(SB)

Closing
a Project
(CP)

17 18

Managing Product
Delivery (MP)
MP

23

Good,
butperhaps a
little more
detail here ?

Section 2
Results are
promising : Turned
power on and no smoke
detected -- this time...
Elements will be
phased in
gradually as
the software
matures:
It's late!

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

Logical Model Ltd 2015

Essentially complete: It's half done.


We predict... : We hope to God!
Serious but not insurmountable problems. : It'll take a miracle...
Basic agreement has been reached. : The @##$%%'s won't even talk to us.

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.

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PRINCE2 Practitioner

Logical Model Ltd +44 (0) 845 2 57 57 07

Section: 2 Page 0

LogicalModel Ltd 2011

2: Course Notes

Essentially complete: It's half done.


We predict... : We hope to God!
Serious but not insurmountable problems. : It'll take a miracle...
Basic agreement has been reached. : The @##$%%'s won't
even talk to us.

Logical Model Ltd 2014

Slip: Being first at the bar


Float: Remaining Beer kitty
Milestone: Paul buys a round

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
trade mark of AXELOS Limited

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.

will be
phased in
gradually as
the prodct matures:It's late!
Good,
butperhaps a
little more
detail here ?

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

Licensed for commercial uses on Default terms see slide #8 notes License@logicalmodel.net) Please report this usage & share in fees levied

Foundation & Practitioner Exam


Success

Course Edition: 2015


Everything needed to prepare for the
2013 Exam Format*
Wholly based on the
PRINCE2-2009 Manual*

Be Qualified,

(*Both The most recent)

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


PRINCE2, MoR

Advance you Job Prospects,


Promotions and Pay Grade

Those who think education expensive have not yet accounted for what they pay daily for ignorance
P2 Exam Cram Assessed by PEOPLECERT Dec 2014 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
Some pages numbers are omitted it isnt an error its my means to insert pages later without renumbering everything afterwards

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3
3

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

AXELOS appoint Examining Institutes (EIs) Ours are PEOPLECERT


EIs accredit training organisations called ATOs (Accredited Training Organisations)

ATOs offer training courses & can book candidates onto exams via their linked EI
The EI assures the ATOs Course Materials, Quality system and Competency

To sit the exams you need sponsorship from an ATO


This accredited course is not only the best available but it is also fully supported AND its use is
completely FREE with an exam booking!
To register for exams with us visit www.logicalmodel.net/prince2exams

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HERE
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to
return
to 52
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Registering For Your Exams

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Visit https://candidate.peoplecert.org to register as an exam candidate its free


When you have registered see www.logicalmodel.net/prince2exams for details of how
to get your voucher to take your exams. The voucher code allows you to book
your exam(s) at a big discount to list price!
We give you a
whole free accredited,
fully instructor
supported course
with official practice
exams
AND
discounted entry to
the real certification
exams!!
Full instructions here and help here is available 24x7x365

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Course Objectives

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Provide information that matches what is needed to pass the PRINCE2 Exams
Match = 15 Syllabus areas All 7 processes, 7 themes and Overview

Explain the official PRINCE2 2009 (5th Ed.) manuals idea of how to run
projects
Matched to the 2013 exam revisions (as of Jan 2015 these are both the most recent)

Explain the exams structure, content and conduct


Provide insight into all the question answering techniques you really really need

Provide ALL the officially available AXELOS practice exams before you face the
real exam (& more in our extensive library of practice quizzes & tests for an extra confidence boost)

If, and when your interest becomes one of implementing PRINCE2 in a real
world context for true ROI please eMail p2@logicalmodel.net to discuss
Moving from newly qualified to able to embed PRINCE2 into daily working
practices always benefits from assistance - call me to discuss your needs

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P2 has some cannot be beaten content and (in my humble opinion-imho) some less sound content. But that is irrelevant for exams.
Exams test only that you know the OMs content: The exams purpose is to ensure two (or more) qualified individuals can discuss how we
will
manage this project given our and its idiosyncrasies. Knowing how to tailor & embed P2 takes more than just an exam pass
9

10

Study Approach

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Several types of session


Input: explanation of tools and techniques; Mostly me but you need to make notes and
study the Slides and the WorkBook and the practice exams (as explained shortly)
Exam practice: 100% you, but a safe environment in which to make mistakes !
Now is the time to make mistakes and learn from them before they are significant in

The real Exam itself


100% you, Online but proctored via web-cam
Explanation of question types, answering techniques and procedure to sit the exam coming in
chapter X

Have you registered for your exam yet?


You can set your exam date when you know you are ready
Setting a date focuses your effort
eMail me and Ill send a bonus Milestones to
Success study plan
p2@logicalmodel.net

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10

11

Study Materials

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The core messages


Syllabus references and comprehensive explanation of
the 2009 manuals process steps and roles and more
Laser-sharp focus on what you need to know and
apply to pass the two exams

Reference and DETAIL:


Places where you will need to dwell,
Read and to study AFTER the initial explanation

Concentrated extracts from many places across the official manual


Highly concentrated study aids that are unique to my course
They are in the course materials AND you can Download them to study off-line

Navigational elements to give context so you know where we are going


Optional (Unnecessary) extra questions & study aids
See www.logicalmodel.net/prince2exams

See CLICK HERE +44 84 52 57 57 07

The FREE materials plus your focussed work ethic are everything you need to pass. IF you want more
confidence then I provide Extras too. See Whats Xtra!

11

12

Layered Approach

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Repetition and a layered approach


SU

DP

IP

Starting Up
A Project
(SU)

12

13

Initiation Stage

Initiating A
Project
(IP)

14

Managing A
Stage Boundary
SB
(SB)

Directing A Project (DP)


CS

1st Delivery Stage

Controlling A
Stage (CS)

12

Managing A
Stage
Boundary
(SB)

15
17
Managing Product Delivery
(MP)
16

Plus our focus


moves from the broad
and general at the start to
Then narrow and exhaustive
See CLICK HERE +44 84 52 57 57 07

SB

MP

CS

Last Delivery
Stage

CP

Closing A
Project
(CP)

18

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

DP1

Not a stage
Pre Project

1st Stage
Mandatory

Mandatory
1st
DP2
DP3
DP3
Specialist Stage
(may be 1st & last)

Initiation Stage

Possible
Subsequent
stages

DP3

DP5
Last stage

2nd Delivery
Stage

A Delivery
Stage

nth
Stage

Management Stages
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
(16.4.)

Managing A Stage Boundary


17.4.1 Create 1st Stage
See CLICK HERE +44 84 52 57 57 07
Plan - Short term detail

17.4.1 Plan Next Stage


17.4.2 Update the
Project Plan

Starting Up A Project
12.4.6 Plan Initiation
Stage
The horizon is not
far off at this point in
the project!

14

Delivery Stage
Controlling A Stage
A16-Stage Plan
Managing
Product Delivery
(16.4.)
Project Plan
17.4.1 Plan Next Stage
17.4.2 Update the
Project Plan

Delivery Stage
Controlling A Stage
A16-Stage Plan
Managing
Product Delivery
Updated
Updated
(16.4.)

Project Plan
Closing A Project
18.4.1 Prepare
planned closure
Update Project Plan
with actuals

15

Course Resources

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

The workbook contains


Secret preparation tips Ensuring Exam Success at Your First Attempt
A Complete it as you progress aide memoir Process Matrix
My PRINCE2 QuickStart A 10 page abbreviation of the 327p Official manual
QuickStart is a comprehensive foundation & framework into which you slot the detailed facts
needed to pass the exam
P2 Roles explained, P2 Jargon Buster, P2 Process Models Heart-Beat in 666 words,
P2s Seven Key Principles, P2 Techniques

20 Key Milestones For Solid Preparation A Free Study Diary available on request
All these slides which include the most detailed theme and process maps available
from any source (see This and This as examples)
Official Exam Papers THE essential revision aids required to achieve a pass

Revision Aid with the theme and process maps and P2 templates all hyperlinked
Compatible with iOs, Android and PC

Animated, narrated presentation of the slides

See CLICK HERE +44 84 52 57 57 07

15

20

Feedback
Online Events

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Study runs successfully when we use the available controls effectively

Our controls include your feedback


I try hard not to offend, bamboozle or bore you, but
I also try hard to give striking examples, jolt your current thinking and hold-up a mirror
When you have feedback let me know in whatever way is comfortable for you so I can act
Use the delivery platforms feedback mechanisms or
Send me an eMail on p2@logicalmodel.net

If you have a review comment about something I can take action on please tell me the
action you would like taken before leaving a negative comment.
I promise if I can fix it I will hopefully then you can leave a positive comment and we will both be
happy.
Comments are always welcomed and acted upon but will you present them too late to make the
study experience better for you?
If I dont know it is unlikely I will fix it, If I do know I can at least try

Best regards Simon

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20

21

Revision Notes
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What Im sure of:

What I need to write-out to build recall:

What to study more to fully understand:

See CLICK HERE +44 84 52 57 57 07

As well as providing notes space these entries are pagination control


21

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22

Commercial Use

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If you want to use this intellectual property as a licensed, branded commercial


offering thats fine as long as you cut me in !!
Pre-arranged commercial use removes this notice, gives you animated slides that build
procedures step-by-step, also step-by-step exercise files, instructor notes, suggested
time-lines for delivery and gives you access to support

For non pre-arranged commercial use (IE where you charge a fee) I hereby offer you a contract to use this materials, without prior
notice at 1,000 per day or per copy which ever is the greater (thats an offer and notice of consideration, use will constitute
acceptance and forms contract) as soon as I become aware of use I will start proceedings to collect fees due
If in doubt Ask

If you are in a commercial context (you paid something) and are reading this then I
didnt get a cut. Let me know and Ill split what I recover with you
If you are evaluating these materials with a view to commercial use you should consider
1) The Student Workbooks structure and contents - See Resources in the player header
2) The Revision & QuickReference tool free from http://www.logicalmodel.net/shop/
3) These materials methodical journey from overview to detail that builds through the
slides in the presentation materials see particularly slides This, This, This, This, This,
This & This. But really you should put at least the 1st 100 slides through a projector and
follow the story-line to properly gauge
4) Integration with explicit reference to the syllabus & exam guidance see This, This & This
5) The completeness of the slide guidance notes that remove the need for (and cost of) the
See CLICK HERE +44 84 52 57 57 07
official manual for every student
22

24

Who Are Logical Model Ltd (LML)?

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

A niche consultancy delivering training, mentoring and consulting services in control & governance of project based benefits
realisation We know too much of what is put forward as PM capability is bullshit & we know how to fix it

LMLs purpose is to improve the project management state of the art through popularisation of OutcomeDelivery and New Generation
Thinking. #pm_ngt is common-sense (which I suggest is obvious after it is observed not necessarily is widely-known)

Consultancy & training in


Basic structured project management
Tools and techniques for advanced
project & programme management
Leading complex projects
Recovery of struggling projects
Creating & running PMOs
Project risk and quality management
Using Earned Value Analysis
Board briefings on project control &
governance

See CLICK HERE +44 84 52 57 57 07

24

Continued
Dimension Four Benefits Realisation
Method training and consultancy
PRINCE2 & PMBoK Guide in the realworld &
Exam preparation for PMP or PRINCE2
P2 for free (with an exam booking)
Implementing IT Governance using the
CobiT Framework
Implementing Benefits Realisation &
Lessons Learned processes

25

Revision Notes
Review the section just gone and capture NOW

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

What Im sure of:

What I need to write-out to build recall:

What to study more to fully understand:

See CLICK HERE +44 84 52 57 57 07

As well as providing notes space these entries are pagination control


25

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.
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.

Licensed for commercial uses on Default terms see slide #8 notes License@logicalmodel.net) Please report this usage & share in fees levied

Exams are based on:


The Syllabus
The elements of PRINCE2
The Scenario

Chapter 2
Exam Cram Confidence

Those who think education expensive have not yet accounted for what they pay daily for ignorance
See CLICK HERE +44 84 52 57 57 07

27
27

28

Hardest Part of Exam Preparation Is

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Believing the preparation work is everything you need to know


IT IS !
They can only ask you about what is in the syllabus or scenario
You have opportunity to practice it all; repeatedly to create recall

Believing that you are prepared!


You will be if you follow everything !
Be calm about the exams

Only two elements to passing:


1. Knowledge of the grey-blue book
2. Exam technique
I will cover it all and you may re-visit areas as often as you like

See CLICK HERE +44 84 52 57 57 07

28

29

Every Answer Has To Be About 1/2:


Process, Products and Roles

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Some process there are only 7

SU=Starting Up A Project
IP=Initiating A Project
CS=Controlling A Stage
MP=Managing Product Delivery
SB=Managing A Stage Boundary
CP=Closing A Project
DP=Directing A Project

SU

DP
IP

CS

SB

SB CS

MP

CP

MP

Some management products


A1-Benefits Review Plan to A26-Work Package

Roles there are only 9 possible in the organisation chapter/ Appendix C


Executive, Senior User, Senior Supplier, Project Board, project assurance, and change
authority, Project Manager, project support, team member/ manager

See CLICK HERE +44 84 52 57 57 07

Explanations soon:
29

30

Every Answer Has To be About 2/2:


Themes, Principles, Techniques, Scenario

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Some principle (there are 7) or theme (also 7) or technique (only 2 in PRINCE2)


Business justification, Learn from Experience, Define Roles & responsibilities, Use of
Stages, Manage by Exception, Products, Tailoring
Business Case (BC) and Risk, Organisation, Quality, Plans, Change and Progress
Product Based Planning and Quality Review

The scenario given for the practitioner exam


END Of Options!!!

For every question: Think calmly which S, T, T, o P, P, P, P worrying!...


Scenario, Technique, Theme or Process, Product, People (roles), Principle

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30

31

PRINCE2 Conventions

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These materials are [ in places! ] close to a plain extract from the 2009 manual
Some conventions apply so you know what is vanilla PRINCE2 from the manual

Text in quotes is important for the exam EG may be quoted in an exam answer
Text in quotes is close to a literal copy from the PRINCE2 manual
Sometimes a careful paraphrasing that reduces words while maintaining content
Also used when the idea is odd, weak or even (imho) wrong

[Text in square brackets]

[is commentary on the manual or non-prince elements of managing projects or


Adds words required[to] give a paraphrased quote grammatical sense
These uses aid understanding but do not directly support exam answers]
Process names are also delimited with [ ] eg [ Authorize initiation [ 13.4.1 ]

Text not in quotes or [ ] is also explanation wholly based on the manuals


contents
Normally removing tautology and piecing fragments from several sections together

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In My Humble Opinion
31

32

References To Syllabus and Official Manual

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The syllabus is referenced through-out the materials


References to the syllabus contain
Syllabus area, Exam-ID, Learning level & Item number
EG IP:P:2-7
Initiating A Project (IP) syllabus area,
Exam P: Practitioner (or F: Foundation),
Level 2
Item 7

Entries such as 10.3.2.3 are section numbers from


the Official Manual (OM)
10.3.2.3 p3 = paragraph 3, subsection 3.2.3, chapter 10

Often the boundary of the two

10.3.2 bp2 = bullet-point 2

Give the ability to ensure

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32

33

Abbreviations

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A26 is a reference to a management product in Appendix-A


The defined management products use Title Case for their names

P#1 is a principle EG P#5: Manage by Exception (MbE)


Mostly references to principles use the text or an abbreviation not a number

Roles (as described in Appendix C of the Official Manual (OM))


PB
= Project Board,
Exec = Executive,
PA
= Project Assurance,

PM = Project Manager,
SU = Senior User(s),
CC = Change Authority

PS = Project Support,
SS = Senior Supplier(s),
TM = Team Manager

The 7 Process names EG Starting Up A Project (they are all of the ing form)
Activity names are in [ ] use all lower case (except included nouns) and include
the manuals section # (which will always be x.4.1/2/3/)
EG [13.4.5 Authorise project closure]
EG [12.4.1 Appoint the Executive and the Project Manager] or
[14.4.8 Assemble the Project Initiation Documentation]

See CLICK HERE +44 84 52 57 57 07

SU may stand for Starting Up A Project (SU) or for Senior User.


Context will distinguish which is correct or the full expansion will be given
33

35

Revision Notes
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What Im sure of:

What I need to write-out to build recall:

What to study more to fully understand:

See CLICK HERE +44 84 52 57 57 07

As well as providing notes space these entries are pagination control


35

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.
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.

Licensed for commercial uses on Default terms see slide #8 notes License@logicalmodel.net) Please report this usage & share in fees levied

Procedural framework
The flow of activities
Management products
Roles
Themes
Principles
Syllabus
Learning levels
ALL the Activities
Some terminology

Chapter 3
Introducing PRINCE2
Breadth Without Depth

Those who think education expensive have not yet accounted for what they pay daily for ignorance
Logical Model Lt P2 Exam Cram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net

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36
36

37

The PRINCE2 Procedural Framework

13

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

IP Initiation

Starting
Up A
Project
(SU)

Stage

Initiating
A Project
(IP)

1st Delivery Stage

Controlling
A Stage
(CS)

12 14 15
16

Managing A
See CLICK HERE +44 84 52 57 57 07
Stage Boundary
(SB)
SB
37

CS

Directing A Project
(DP)

SB CS Last Delivery CP

Stage

Managing
A Stage
Boundary
(SB)

Closing
A Project
(CP)

17 18

Managing Product
Delivery (MP)
MP

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

Authorize
DP
initiation

SU

Decide if Pj Viable
then authorise stage

IP
Define
Team
Define task:
Outline
Business
Case(BC) &
Approach

Decide if Pj Viable
then authorise stage

CS
Create 4 strategies
(Risk, Config, Quality,
Comms) & Pj Controls
Create Pj Plan,
add cost & time
to BC

Assemble
PID

Plan 1st delivery


See CLICK HERE +44 84 52 57 57 07
stage & Report
on IP SB

Close
project

SB CS
Escalate

Log & examine


a Risk or Issue

Report
Highlights

CP

Report on
closing stage

Report on Pj
performance vs. PID

Update Pj plan & BC


(IE PID)

Handover product &


Release staff

Create
Exception Plan
Apply
Corrections

Plan IP

38

Ad-hoc
Direction

Premature
Close

Review
Stage status

Plan next
delivery stage

Delegate
Work-packages

Review
work status

Note work
completed

Receive
Work-packages

Create Results
(to quality)

Deliver
Results
MP

Check ALL products


approved vs. AC

The Defined Management Products:


Baselines/ Records/ Reports

39

A16
A17
A19
A20
A21
A22
A24
A26

See CLICK HERE +44 84 52 57 57 07

Records

A6

Benefits Review Plan


Business Case
Communication Management
Strategy
Configuration Management
Strategy
Plan (Project) (Stage) (Team)
Product Description
Project Brief
Project Initiation Documentation
Project Product Description
Quality Management Strategy
Risk Management Strategy
Work Package

Baselines

A1
A2
A4

A5
A7
A12
A14
A23
A25

Configuration Item Records


Daily Log
Issue Register
Lessons Log
Quality Register
Risk Register

Reports

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A3
A8
A9
A10
A11
A13
A15
A18

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

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 &
everyones 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

41

Purpose of the Themes 1/2

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1. BC - Business Case: Answers Why?

Establish mechanisms to judge [if] the project is (and remains) desirable, viable and
achievable to support decision making in its (continued) investment

2. OR - Organisation: Answers Who?

establish accountability and responsibilities (the who?)

3. QU - Quality: What?

Define & implement means to create products and verify as fit for purpose

4. PL - Plans: How? (Actions) How much? (Resources), When? (Schedule)

Facilitate communication and control by defining the means of delivering the products
(the where and how, by whom, and estimating the when and how much)

See CLICK HERE +44 84 52 57 57 07

41

42

Purpose of the Themes 2/2

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5. RK - Risk: What if?

ID, assess and control uncertainty [to] improve [the chance to] succeed

6. CH - Change: Impact?

ID, assess and control potential and approved changes to the baseline

7. PG - Progress: Where are we, where are we going, should we carry on

Establish mechanisms to monitor and compare achievements against plan;


forecast the viability of the projects objectives, provide control [over] deviations

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42

43

Seven Principles 1 and 2 of 7

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Method based approach


ALWAYS appropriate
A PRINCE2 project is one that adheres to the 7 principles

1. The Business Case is the continued justification* for investment and project
activities
Justification may evolve
A2-Business Case must follow corporate standards

2. Lessons are sought, recorded and acted upon** to learn from experience

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* 2.1, **2.2, ***2.3 et. seq.


43

44

Seven Principles 3 and 4 of 7

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3. Define an organisation structure for duties and rights, roles and reporting lines
Engages business, user and supplier***

4. Plan, monitor and control (Authorise the PM) stage by stage


A Stage is a defined allocation of limited time, scope, quality and resource

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* 2.1, **2.2, ***2.3 et. seq.


44

45

Seven Principles 5 and 6 of 7

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5. Manage by Exception
Define tolerances for delegated authorities then manage on an exception basis.
IE be available as needed but not otherwise involved
6 Tolerances: Time Cost Scope Risk Quality Benefits
4 at Project, Stage and Work-Package level: Time Cost Scope Risk
1 At Project Product Description and individual project description level Quality
1 at A2-Business Case level - Benefits

6. Focus on products
Results not activity (defined products that meet their acceptance criteria) are what
the customer pays for: Focus on [the] products
Configuration management is a crucial capability

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45

46

Seven Principles 7 of 7

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7. Tailoring for environment, size, complexity, importance, capability and risk is


essential for pragmatic application (of this and any other framework)
Embedding adapts the use of PRINCE2 to the organisations specific needs

Performed once when PRINCE2 is adopted

Tailoring adapts the use of PRINCE2 to the projects specific needs

Performed on every project during the Initiation Stage


Reviewed at Stage Boundaries
Documented in the A20-Project Initiation Document

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46

The 15 Syllabus Areas


The Up-Coming Contents Is

47

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OV Overview, Principles and Themes

7 Themes
BC

OR

QU

PL

RK

CH

PG

Business Case
Why: benefits versus costs
Organization
Who: reporting lines
Quality ( & Quality Review )
How good: Specification
Plans
Who/ when/ how and baseline
Risk
Uncertainty: Plan-B
Change
Error & request: Minor re-planning
Progress
Where are we: assessment

7 Processes
DP

SU

IP

CS

MP

SB

CP

Directing A Project
Own and oversee the project
Starting Up A Project
Define team and task
Initiating A Project
Define strategies and plans
Controlling A Stage
Day-to-day project management
Managing Product Delivery
Day-to-day specialist work
Managing A Stage Boundary
Refreshing the themes
Closing A Project
Confirming acceptance

See CLICK HERE +44 84 52 57 57 07

These materials rigorously follow the (distilled) syllabus.


A complete (but still distilled to less words) rendition of the Syllabus is provided in S:3
47

48

Themes and Principles


Throughout The Processes

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CoPM

Seven processes

Project
Board

Direction
Start-up, Initiation (Planning), Stage control, Stage re-planning,
Project closure
Product development
CoPM

Seven themes

Org

13.4.2 Authorize the


project
13.4.3 Authorize a
Stage

14.4.1 Risk

LFE

14.4.2 CM

12.4.3

Team

12.4.4

BC

12.4.5

Brief &
Approa
ch

13.4.4 Ad hoc direction


13.4.5 Authorize close

15.4.7 Escalate
15.4.8 Correct

17.4.1 Stage plan

15.4.6 Capture R&I

17.4.2 Update Pj
Plan

15.4.5 Highlights

17.4.3 Update BC

18.4.1 Close

18.4.2 Terminate

14.4.3 Quality

12.4.6

14.4.4 Comms

15.4.4 Day Job

Plan IP

14.4.5 Controls
14.4.6 Plan

15.4.1 Delegate WP

14.4.7 Refine BC

15.4.2 Monitor WP

14.4.8 PID

15.4.3 Close WP

18.4.3 Handover
17.4.4 Report Stage
End

18.4.4 Look-back

17.4.5 Exception
Plan

18.4.5 Tell board

Plan Delivery Stage


16.4.1 Get work

Team
Manager

16.4.3 Deliver results


16.4.2 Do work

Approach

P Plan IP

R Risk
C CM
Q Quality

Comms

Controls
Pg
OrgPlan C
R P
Refine BC
BC
PID
Prep A Stage

Advice

Pg

Org OK Close

Plan Stage

Escalate
BC R C
Capture R&I

Org R P

Org

Pg Highlights

BC
BC Update
Stage Report
Pg

Q
P Handover
Look-backC

P
C
Plan Recovery

Tell board
BC

Project Plan

C Correct
Delegate WP

Get work

Close

Terminate

Day Job

Pg

Monitor WP

R Q

Do work Pg

Close WP

Deliver results

Seven principles
Business Case, Lessons Learned, Roles, Stages, MBE, Products, Tailored

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Management By Exception
48

Justify-Why
BC
R

Q Brief &

Team Manager

Project
Manager

OK Project

OrgTeam

Pg

12.4.2

Org
BC R Pg OK StageR BC
OK Initiation
LFE

Project Manager

13.4.1 Authorize
initiation

Exec
Org & PM

Project Board

Organisation (Who)
Business Case (Why)
Risk, Change, Progress
Quality (What)
Plans (How, How much, When)
BC

12.4.1 Appoint Exec


& PM

49

Every Question Is At Some Learning Level

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Four of 6 classic* learning levels are tested


1. Factual knowledge Foundation only
Can recognise/ recall: terms, concepts, principles, themes, processes, and
responsibilities in the manual just tests your memory

2. Understanding of elements listed (Foundation & Practitioner)


Comprehends the roles, processes, themes, principles, and project context
Able to explain how elements inter-relate to guide managing of a project

3. Application to an exam scenario (Practitioner only)


Use of the steps of a theme and creation (or critique) of management products based
on a given scenario EG as applies to the processes in use at project start or end

4. ** Evaluation versus a given project scenario (Practitioner only)


Review completed products and plans and identify appropriate (or not) application of
the processes, roles, themes and principles in responses to project events

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*Bloom et al, 1956, Taxonomy of Educational Objectives


** Blooms level 6
49

50

A Syllabus Area

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Un-paraphrased in the illustration and paraphrased in the text as


OV:- Foundation: Know
OV:F:1-1 Six aspects of project performance to
be managed
1.5.2
OV:F:1-2 Definition of a project
1.3
OV:F:1-3 Four integrated elements of principles,
themes, processes & the project environment
upon which PRINCE2 is based
1.5.3
OV:F:1-4 Customer/supplier context of
a PRINCE2 project
5.1

OV:- Foundation: Understand


OV:F:2-1 Benefits of using PRINCE2
OV:F:2-2 Seven principles
OV:F:2-3 Characteristics of a project

1.7
2
1.3

OV:- Practitioner
OV:P:2-4 Difference between embedding and tailoring PRINCE2
OV:P:2-5 How customer/supplier affects the themes, processes
and management products
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50

19.1
19.6

Relationship of Processes to Principle P#4


(Management By Stages)

51

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Directing A Project process Syllabus DP, Manual ch-13


One or more Delivery Stage(s)
Initiation Stage
Uses 2 (or 4) processes
for specialist work
Initiating A Project
Syllabus code IP
IP is a Process
Manual ch-13

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
Syllabus SB
SB is a Process
Manual ch-17

Use 3 processes
Controlling A Stage
Managing Product
Delivery
Managing Stage
Boundaries for all
but the last stage
Syllabus SB,
Manual ch-17
May be 1st & last stage
CP instead of SB

& Optionally processes


Controlling A Stage
Managing
Product Delivery

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51

3 processes used
Controlling A Stage
Syllabus CS, Manual ch-15

Managing Product Delivery process


Syllabus MP, Manual ch-16

Last delivery
stage

Closing A Project
Process
Syllabus CP
Manual ch-18

MP

PRINCE2 World-Map

52
Project

mandate
P:CoPM

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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

14.4.1 Prepare the Risk


Management Strategy
12.4.2 Capture
previous lessons

12.4.3 Design and


appoint the project
management team

14.4.2 Prepare the


Configuration
Management Strategy

12.4.6 Plan the


Initiation Stage

14.4.4 Prepare the


Communication
Management Strategy

17.4.4 Report
Stage End

15.4.5 Report
highlights

17.4.2 Update
the Project Plan

15.4.8 Take
corrective action

15.4.4 Review
stage status

14.4.6 Create the Project 15.4.1 Authorize a


Work Package
Plan
14.4.7 Refine the
Business Case
14.4.8 Assemble the
Project Initiation
Documentation

16.4.1 Accept a
Work Package

15.4.2 Review Work


Package status
16.4.2 Execute a
Work Package

13.4.5 Authorize
project closure
18.4.5
Recommend
project closure

18.4.4 Evaluate
the Project

17.4.3 Update
the Business
Case
17.4.1 Plan the
next stage

14.4.5 Set up the project


controls

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52

15.4.6 Capture and 15.4.7 Escalate


examine issues and issues & risks
risks

14.4.3 Prepare the


Quality Management
Strategy

12.4.4 Prepare the


outline Business
Case

12.4.5 Select the


project approach
and assemble the
Project Brief

13.4.3 Authorize a Stage or


Exception Plan

13.4.4 Give ad hoc


direction

15.4.3 Receive completed


Work Packages
16.4.3 Deliver a
Work Package

18.4.3 Hand
over Products
18.4.1 Prepare
planned closure

17.4.5 Produce
an Exception
Plan

18.4.2 Prepare
premature
closure

54

CoPM

Activities (Full Names)


By Management Levels & Process

12.4.1 Appoint the


Executive
and

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Project
Board
Project
Manager

the
Project Manager
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
12.4.6 Plan the Initiation
Stage

Team
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


14.4.1 Prepare the Risk
Management Strategy
14.4.2
14.4.3
14.4.4
14.4.5
14.4.6
14.4.7
14.4.8

17.4.1 Plan the


18.4.1 Prepare
next stage
planned
closure
Prepare the Configuration 15.4.6 Capture and examine 17.4.2 Update the
Management Strategy
issues and risks
Project
18.4.2 Prepare
Prepare the Quality
Plan
15.4.5 Report highlights
premature
Management Strategy
closure
15.4.8 Take corrective action 17.4.3 Update the
Prepare the Communication
Business
18.4.3 Hand over
Management Strategy
Case
15.4.4 Review stage status
Products
Set up the project controls
15.4.1 Authorize a Work
17.4.4 Report
Create the Project Plan
Package
Stage End 18.4.4 Evaluate
the Project
Refine the Business Case 15.4.2 Review Work
17.4.5 Produce an
Package status
Assemble the Project
Exception 18.4.5 Recommend
Initiation Documentation
15.4.3 Receive completed
project
Plan

17.4.1-4 Manage Stage Boundaries


17.4.1 May include Team Planning

15.4.7 Escalate issues &


risks

Work Packages

closure

16.4.1 Accept a Work Package 16.4.3 Deliver a Work Package

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Team
Member

54

16.4.2 Execute a Work Package


Logical Model Ltd 2009-2015

56

(Some) Terminology

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PRINCE2 vocabulary
*Business Case [A description of the] justification for a project...against which
continuing viability is tested
*Customer commissioned the work benefit(s) from the end result
Product everything create(d) [acquired], or change(d) physical or intangible
Programme projects that together achieve a beneficial change
Supplier group providing specialist resources to create the project outcome
User use or operate the final product customer and user may be the same
Stage non-overlapping time periods in which the Project Manager is authorised,
within tolerances, to run the project on the Project Boards behalf
Tolerance allowed cost, time, scope, quality, benefits or risk variation from plan
Exception the status when a deviation beyond tolerance has or may happen
Embedding adoption of PRINCE2 across an organisation
*Tailoring matching the rigour of application to each specific projects local needs

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*From the glossary


Chapter 19 and particularly Table 19.1
56

57

Revision Notes
Review the section just gone and capture NOW

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What Im sure of:

What I need to write-out to build recall:

What to study more to fully understand:

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As well as providing notes space these entries are pagination control


57

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.

.
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.
.

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Two exams:
Foundation
Practitioner

Chapter 4
2 Exams
One with 4 and
One with 5 Question Formats

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58
58

60

Book Your Exam

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The full process is set-out on PEOPLECERTs webiste https://candidate.peoplecert.org


24x7x365 support is provided
You need to register and then either pay for an exam or have a voucher code
I suggested at the beginning that you register - Its free Have you done it yet?
Have you subscribed for your exam voucher at www.logicalmodel.net/prince2exams
Checkout the great discount we give you over the list price on PEOPLECERT

PEOPLECERTs web site takes you through the registration process

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60

64

Exam Vocabulary

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Title Case Is Used For All References To Themes, Processes, Management


Products and Nouns
Should
Tailor-able obligation, good, important, recommended,
consistent with PRINCE2 principles
A statement whose correctness needs assessment
True statement Can be relied upon without cross-checking other sources
True statements may contradict each other
Must
Mandatory
Appropriate
Matches recommended product composition given in
Appendix A or guidance presented in the Themes
According to
A question based on PRINCE2s manuals content without
regard to the scenario or reality
AKA a theoretical question

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64

65

Syllabus Areas: Sequence of Coverage

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SU

Starting Up A Project

DP1

DP
IP
SB

Directing A Project (DP) summary


Initiating A Project
Managing A Stage Boundary

DP2 & 3

OV
BC
OR
QU
PL

Directing A Project

Directing A Project

Overview, Principles and Tailoring


Business Case
Organization
Quality
Plans

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65

RK
CH
PG
CS

Risk
Change
Progress
Controlling A Stage

DP4

MP
CP

Directing A Project

Managing Product Delivery


Closing A Project

DP5

Directing A Project

66

Revision Notes
Review the section just gone and capture NOW

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What Im sure of:

What I need to write-out to build recall:

What to study more to fully understand:

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As well as providing notes space these entries are pagination control


66

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.
.
.

.
.
.
.
.

.
.
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.
.

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Two exams:
Foundation
Practitioner

Chapter 5
2 Exams
One with 4 and
One with 5 Question Formats

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67
67

68

Foundation Purpose

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Foundation purpose paraphrased from the syllabus is


to confirm sufficient understanding to work with, or [in] a project
management team [IE candidates understand]: structure and key terminology
characteristics and context of a project and the benefits of adopting PRINCE2
purpose of the roles, management products and themes
principles
purpose, objectives and context of the PRINCE2 processes

Foundation exam uses and expects recognition of phrases from the manual

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68

69

Foundation Questions Are Level 1 And 2

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Theme
Level 1: Know facts, terms and concepts relating to the theme. Specifically to
identify:
Each of the 15 syllabus areas has its own list based on corresponding chapter of the manual

Level 2: Understand how the theme relates to the principles; the approach to the
treatment of this theme; how it is applied throughout the project life-cycle and the
responsibilities involved

Process
Level 2: Understand the process and how it can be applied and tailored on a project
Specifically to identify:
Each of the 15 syllabus areas has its own list based on corresponding chapter of the manual

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69

70

Exam Duration & Content 1/2

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1 hour, Multiple choice Closed book

70 live and 5 trial question - 35/70 live questions correct to pass


Trial questions are not detectable by candidates and dont count in marking

One answer per question, Two answers will void your response
No negative marking for errors

No Senario
So STToPPPP becomes TToPPPP but then guess and move on

You should not be under time pressure

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70

71

Exam Duration & Content 2/2

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Understand PRINCE2s terminology and the:

7 principles,
7 themes,
7 processes,
two techniques*, and
9 roles

Know inter-actions between elements:


All management products purposes and usage
Composition of Business Case, Product Descriptions, Issue Report and the Issue, Risk
and Quality Registers

Simply repeating the manual: knowledge not analysis


Questions often use or expect recognition of direct quotes from the manual

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*Techniques are Product Based Planning and Quality Review Technique


The 56 elements (principles + themes + processes + roles + products) are coming soon!

71

72

4 Foundation Question Styles


Standard And Negative

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Online exams
IF you do a paper examthen answer sheet
needs to be legible to the marking scanner*

Fill circles completely


Use pencil
Soft enough to completely erase if you change your mind

Not following the 2 rules above may void your answers*

Wrong number of answers to a


question WILL void the answer

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*This advice applies to the Foundation AND Practitioner exam


Or use a line that occupies 80% of the circles area

72

73

4 Foundation Question Styles


Missing Word And List

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Mark your answers on the answer sheet as you go

Dont run out of time to copy answers from exam paper to answer sheet
Most often changing an answer goes from right to wrong
Think PPPPPTS*, then when all else fails guess!

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*All question are from the syllabus so have to be about a Person (role), Process, Product, Pheme, Principal, Technique or the
Scenario Question 4.3 above is answered by the Official Manual in section 4.1 paragraph 5
73

74

PEOPLECERT PASSPORT System

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The full instructions are at www.logicalmodel.net/prince2exams


And PEOPLECERT have 24x365 support

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74

75

Foundation Technique

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1.

Theories vary
Answer the easy questions and come-back to the hard-ones when youve read the whole
set

2.

The 3-pass approach

3.

All questions based on words in the book: however hard they try examiners cannot avoid some
questions being potential doubt busters for others
The exam paper says there are no trick questions you may not agree

Pass-1 Banker questions no doubt in your mind


Pass-2 Know the question but 50/50 on two answers
Pass-3 No idea then eliminate what you can (TToPPPP) and guess from the rest
1 theory is that statistically B is the best guess
(I make no guarantee that it isnt best to guess C or go for the longest!)

Do them in sequence, 1st impression is often best idea

No chance of forgetting to go back and fill-in an answer

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75

76

Technique Continued

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Mostly, changing your mind losses marks


1st responses are more often correct
Erase corrections fully
Marked by a computer!

Keep an eye on the time


Allow the last 2 minutes to guess the ones that are still a toss-up between 2 (or 3! Or
4!!!!) options

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76

77

Foundation Insights

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Look out for False, Not, All, Must, If any, All the above
Routinely, Frequently, May: distinguishes between answers

There may be D - all of the above


Do not answer any question A (or B) without checking all options

There may not be 4 answers given


E.G. There may only be an A True or B False option or A/ B/ C
Yes, the questions is a 50/50 chance not a 25/25/25/25% !!
You could get up-to 9 of these!

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77

78

Focus Areas

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Beware
An answer that starts C) A goo way to blah blah is easy to record as A not C !

For tough questions think:


Which Theme, Which Techniques, Principles , Which Process, Which Products,
Which People (Roles)?: TToPPPP
Scenario is not relevant to the foundation

2nd Is this Start/ Middle/ or End of Project or Stage


Therefore which Process are involved (SU/IP or CS/MP or SB/CP)
Is conversation between PB & PM (what the project is to achieve) or
between PM & TM (how the project will deliver)

3rd Which P2 management products and therefore where are they created and sent
4th What does the above confirm in or out of the short list
5th Guess !
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78

79

Revision Notes
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What Im sure of:

What I need to write-out to build recall:

What to study more to fully understand:

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As well as providing notes space these entries are pagination control


79

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OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Overview, Principles and Tailoring


Business Case
Organization
Quality
Plans
Risk
Change
Progress
Starting Up A Project
Directing A Project
Initiating A Project
Managing A Stage Boundary
Controlling A Stage
Managing Product Delivery
Closing A Project

Chapter 6
Syllabus Processes:
SU Starting Up A Project

Those who think education expensive have not yet accounted for what they pay daily for ignorance
Logical Model Lt P2 Exam Cram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net

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80
80

81

81

SU - Starting Up A Project Foundation

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SU:a project

Understand the SU process and how it can be applied and tailored on

SU:F:2-1,2,3 The purpose, objectives & context of the SU process

12.1,2,3

Provides the minimum pre-requisites of the Initiation Stage, answers do we have a viable,
worthwhile [ justified] project, Assigns people to key roles and secures authorities, gathers
information that defines project scope, suggests how to deliver the scope, plans initiation
Stops poorly conceived projects from gaining momentum and wasting resources
Triggered by a project mandate (any impetus to consider a project such as a feasibility study
or programme need)
The Project Manager should always (and at the least) validate the commission received
SU should be lightweight, quick and cheap - Size and rigor dependant on needs: it may merge with
initiation or be a full feasibility study

SUs objective are Well defined task & team in place

SU:F:2-4 The purpose of a Project Brief

12.1

A.19.1

Created in SU to provide full and firm foundation for the initiation [ stage ]
Evolved from the mandate and evolves into the A20-Project Initiation Documentation
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81

82

82

A19-Project Brief Product Description

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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The Project Brief (or the evolving PID) describes, as succinctly as possible {
Project definition: context, trigger and consequences of the Do Nothing option
Outcome, Scope and exclusions and acceptance criteria terms*

Project objectives expressed in terms of success criteria


IE schedule, budget, scope, quality, risk and benefit performance goals (sic)
Constraints and tolerance limits

The project's A21-Project Product Description


All agreed acceptance criteria from all significant stakeholders (users, operations and maintenance)
Customer quality expectations: Note we must move beyond CQE to AC as soon as possible

Project's approach to creating the outcome sought and products required


A2-Business Case: initially an outline, refined and maintained throughout the project
Assumptions and Risk (IE threats and opportunities)
All people allocated roles, their responsibilities, authorities and reporting obligations
All 'interfaces
IE dependencies on or from the project

All other useful information capable of inclusion or a relevant cross reference }

The full list of official headings are listed in the revision aid

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[pg 158 but note Apdx A also says CoPM strategies, standards, practices and controls ]
82

Theme Mandate A19-Project Brief83


A20-Project Initiation Documentation

12.4.1 Appoint the Executive and the Project Manager


1.
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

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
1.
Board approve the A19Project Brief and trigger
the Initiation Stage. The
mandate is archive (if it
exists)

13.4.2 Authorize the project


13.4.3 Authorize a Stage or Exception Plan
13.4.5 Authorize project closure
1.
CoPM review & Board approve (baseline) A20-PID (and its component products) 1.
Board consider whether to re-start a project 1.
Board compare original A20& thus make a contract that marks their commitment and authorises the project
where CoPM revise the mandate or treat as
PID to final A20-PID [no
2.
PM/ PS archives A19-Project Brief (replaced by A20-PID)
an RFC
guidance as to why and
seemingly uncoordinated
3.
PM/ PS baseline A20-PID in Config. Mgmt System (CfMS) for later review vs.
2.
CoPM review & Board re-approve (baseline)
with 18.4.4!]
state including approved changes
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 mandates 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
mandates 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 mandates context info, project approach,
A21-PjPdD & A2-oBC into A19-PjBf

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SU:P:2-7
its life-cycle
83

14.4.1 Prepare the Risk Management Strategy (A24-RMS)


15.4.7 Escalate issues &
17.4.1 Plan the next stage 18.4.1 Prepare planned
1.
PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf
1.
PM reviews/
risks
closure
1.
PM actions informed
updates any aspect 1.
PM actions
14.4.2 Prepare the Configuration Management Strategy(A6-CfMS)
by the A20-PID,
of the A20-PID in
informed by A201.
PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf
consultation with
specially the A16-Pj
PID (especially
Plan
board
A16-Pj Plan)
14.4.3 Prepare the Quality Management Strategy (A22-QMS)
1.

14.4.4
1.
14.4.5
1.
14.4.6
1.
14.4.7
1.

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

17.4.2
15.4.6 Capture and examine
Prepare the Communication Management Strategy(A4-CmMS)
issues and risks
1.
PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf 1.
PM actions informed
by the A20-PID
Set up the project controls
PM uses guidance in the A19-PjBf
15.4.5 Report highlights
17.4.3
[manual says summarise reality says detail]
1.
PM reports in A11Highlight Report
1.
Create the Project Plan
against A20-PID
PM derives from guidance in the A19-PjBf on milestones, standards,
external dependencies, approach & assumptions
17.4.4
15.4.4 Review stage status
1.
Refine the Business Case
1.
PM actions informed
PM extends (exec oversee) outline A2-BC to full A2-BC
by the A20-PID

14.4.8 Assemble the Project Initiation Documentation


1.
PM extracts Pj definition (mandates context info) and Pj Approach
from A19-PjBf and combines with initiation products to create A20Project Initiation Documentation to serve as basis for commitment,
baseline for change assessment and induction pack for new project
staff
2.
PM suggests P2 tailoring for this project (based on A14-LL)
Plan Delivery Stage

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


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

Update the Project 18.4.2 Prepare


premature
Plan
closure
PM reviews/
1.
PM
actions
updates any aspect
informed by A20of the A20-PID (sic)
PID (especially
Update the
A16-Pj Plan)
Business Case
18.4.4 Evaluate the
PM updates A2-BC
Project
(part of A20-PID)
1.
PM prepares A8Report Stage End
PM actions
informed by A20PID (especially A2BC & A4-CmMS)

15.4.1 Authorize a Work


17.4.5 Produce an
Package
Exception Plan
1.
PM extracts or crossPM reviews/
references A20-PID 1.
updates any aspect
Strategies/ Controls/
of the A20-PID in
Quality/ Milestones/
consultation with
CfM & handover
board (sic)
requirements

16.4.1 Accept a Work Package


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

End Project
Report of how Pj
performed vs
original A20-PIDa8 [and
separately?]
compares the
version of the
A20-PID
baselined at
13.4.2 and
current at 13.4.518.4.4

Project mandate P:CoPM


84
SU:P:2-5&6

84

12.4 Starting Up A Project (SU)


SU:P:2-5 The activities and responsibilities within SU 12.4.1 12.4.2 12.4.3 12.4.4 12.4.5 12.4.6
SU:P:2-6 How the seven themes applied in SU
12

12.4.1
Executive
&
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for Appoint
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A7

Daily Log P:PM

12.4.4 Prepare outline Business


Case
1. Exec drafts BC as fully as
currently known 0-100%
2. PM (+SU/E) drafts Pj-PdDn
Define What is required
3. Note Risk in Daily Log

A14 Lessons Log


A19 Project Brief {Exec role
description P:CoPM,
PM role description
P:E, A:CoPM }

Appointed Exec
P:CoPM

Appointed PM
P:E A:CoPM
A19 Project Brief {
A2 Outline Business Case P:E,
R:SU/SS/PM/PA, A:CoPM
A21 Project Product Description
P:PM, R:PA, (A):E/SU/SS }

12.4.3 Design/ appoint PMT


1. Define roles (PA/ TM/ PS)
Authority/ Reporting lines/
Availability/ Competency
2. Some may not be in post
3. Arrange training
4. Note Risk in Daily Log

Appointed PMT
P:E A:CoPM

13.4.113.4Authorize
DP
initiation
14.4
15.
CS
IP
A16 (init) Stage Plan
P:PM, R:PA (A)ESuSs
A7 Daily Log P:PM

Request to initiate a
project
`

Initiation Stage

12.4 Project Manager


SU 1. Based on Pj-Md8, skills
& availability
2. PM starts Daily Log

Starting Up A Project - Process

In the beginning is the project mandate


(partial Project Initiation Documentation)

A14 Lessons Log P:PM R:E


(All Subsequent activities are
expected to review this log)

12.4.2 Capture previous lessons


1. Record every relevant
lesson from any source

Previous lessons reports

12.4.5 Select project approach & assemble


Project Brief
1. Define How to deliver Pj-PdDn in Pj
context CoPM strategy & Ops needs
2. Create project definition: Assembled Pj
Brief
3. Risk+Issues in Daily Log

DoubleHeaded

A7

Daily Log P:PM

A19 Project Brief {


Project approach +
Addtl role desc}
P:PM R:PA
(R):SUSS (A):E

12.4.6 Plan the Initiation


Stage
1. Plan Initiation Stage and
define controls to
conform to CoPM
constraints
2. Incorporate Lessons and
Risks
3. Note/ Update Risks in A7
A14 Lessons Log

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

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HERE +44
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57 07
Audits/Staff/
In-84or
External

update

A7 Daily Log P:PM


A19 Project Brief {

PMT role descr. P:PM A:E

PMT structure P:PM, A:E}

Create

PMT
= Project Management Team, PMTs = PMT structure, P: = Produces, R: = Reviews, A: = Approves ( ) = in another process { } = containing
84

17.4
SB

85

Outputs of SU (12.4) DP1 (13.4.1)

85

Initiation Notification

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12.4.

13.4.

Starting Up A Project - Process

Request to initiate a project


A19 Project Brief
A16 (init) Stage Plan
P:PM, R:PA (A)ESuSs

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)
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 1st Delivery Stage
17.4. CS Delivery Stage
17.4. CS Last Delivery Stage

Authority to
initiate a project
17.4. 16.4.

Project Now Starts!


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A19 Project Brief (Approved)
P: = Produced By, R: = Reviewed By, (A) = Approved in another process by,
A16 Approved Initiation
PA=Project assurance, E=Exec, SU=Senior User(s) SS=Senior Supplier(s)
Stage Plan
85

18.4.

86

86

SU - Starting Up A Project Exam Questions

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The WorkBook contains a selection of foundation questions


Practitioner
SU: SU:P:3-1
SU:P:3-2

SU: SU:P:4-1
SU:P:4-2

Tailor SU to a scenario
Identify appropriate information, (using Apdx-A),
for inclusion in the Project Brief
Identify scenario actions appropriate to carrying out SU

Assess if SU applied correctly to an exam scenario


Critique the Project Briefs match to the scenario,
Apdx-A and roles involved during SU
Has SU been well applied by the right roles?

Official practice practitioner exam questions are


FX02 Qn 4
FX03 Qn 1

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86

A.19.2
12.4

A.19.2, 12.4
12.4

87

Revision Notes
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What Im sure of:

What I need to write-out to build recall:

What to study more to fully understand:

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As well as providing notes space these entries are pagination control


87

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Two exams:
Foundation
Practitioner

Chapter 7
2 Exams
One with 4 and
One with 5 Question Formats

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89
89

90

Practitioner

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Practitioner purpose paraphrased from the syllabus is


to confirm sufficient understanding to start applying the method to a real
project [IE candidates understand]:

How to apply and tailor PRINCE2 effectively


Apply the principles, themes and processes
Create or critique management products
Understand the relationships between the roles, management products, principles, themes,
techniques and processes

Can create (synthesise) or state each element's purpose & objectives

Confirm you can tailor (apply) PRINCE2 to a non-complex project


Can apply understanding of the reasons behind & relationships between
7 processes, 7 themes, 2 technique, 9 roles and 26 management products
Use of themes, process, people (roles Apdx C) & products (Apdx A)

Your registration must be reconfirmed every 5 years by a 1hr re-examination

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90

91

Practitioner Questions Themes At L 2, 3 & 4

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Theme
Level 3: Be able to apply and tailor the relevant aspects of the theme to a project
scenario, when creating products or making decisions related to this theme, in any or
all of the processes.
Level 4: Able to identify, analyse and distinguish between appropriate and
inappropriate application of the theme throughout the lifecycle of a project scenario.

Process
Level 3: Be able to apply the process, tailoring the recommended activities and actions
where appropriate, to a project scenario
Level 4:Be able to identify, analyse and distinguish between appropriate and
inappropriate application of the 7 processes to a project scenario.

All exam apply/ application is to a given scenario


All apply at process and theme levels 3 and 4 has a specific list of topics

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Practitioner Duration & Content

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55% is required to pass


8 questions of 10 question lines = 80 questions so 44 correct to pass
2.5 hour (150 minutes and 7-8,000 words!)
You are likely to be under time pressure

Open book*
PRINCE2 manual with handwritten notes only (no attachments of any kind)

Each exam paper will contain 7 themes and 2 process groups


Process groups are:
(SU & IP) or (DP, SB, CP) or (CS & MP)

OV questions mixed with the above

Objective Test but not normal multiple-choice


No recognition of the manuals words
Different question types take more / less time but all worth one mark

Re-registration
1 hour, 3 topics of 10 parts 55% to pass

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*There isnt time to read anything in the exam! But there is time to look at diagrams and reference charts

93

94

Three Booklets: 1/3

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The exam is structured as three booklets

Scenario booklet
One scenario for all questions
Spend the first 5 minutes of the exam SKIMMING it
Make notes of references that could be to (S)TToPPP in the scenario?

Specific questions may have Additional Information


Questions will highlight their reliance on Additional Information but still BE CAREFUL

Additional Information for different questions may be contradictory


Some questions contain all the information needed to answer them
In these cases the scenario provides context but not relevant facts

Scenario describes: Business rationale, project objectives and participants

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Booklets: 2 and 3 of 3

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Question structure in the question booklet


8 questions, 10 question lines
Grouped into 2 or 3 parts of the same question type
Different question types take more/ less time to decode

One question type requires more than one answer


Giving two answers where only one is required will void the question-line

Answer Booklet
Completed in graphite pencil
Fill-in the circles: at least 80% and through the centre
No ticks or crosses

Answers will be void if not completed correctly


Soft pencil so easy to erase

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95

98

5 Practitioner Question Types


1-Classic

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All questions worth one mark


Classical multi-choice are simple fast bang for the buck
Only one answer
3 or 4 options: after STToPPP a guess should be OK!

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99

Practitioner Questions - 2-Multiple Response


MULTIPLE RESPONSE!

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Two answers for 1 mark


More than twice as hard as classic-multi choice
Give the required (normally two) and only the required number of answers

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99

100

3-Matching Question

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Column 1 Items 1-n are paired with Column 2 options A-E


A-E may be used 0, 1 or many times

True statements
can be taken as
facts
Different True
statements may
contradict each
other

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100

101

4-Sequencing Question

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Matching based sequence

Start by considering the processes & activities and product & people
Effectively worth as many marks as there are parts
Getting a part out of sequence probably means minimum of two wrong answers
TAKE YOUR TIME

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101

102

5-Assertion/ Reason Question

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Most complex question type: IE SLOWEST to earn marks


Two parts: an Assertion and a Reason, Three considerations
Assertion & Reason each independently assessed True / False
Then T/T assessed for
Because

Answer A means the


assertion is explained
by the reason
Answer B applies to
two correct
statements NOT
causally linked

Several common techniques


Do whole columns THEN
for any T/ T consider the
because

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102

103

Exam Approach

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Many theories, few conclusions


DO NOT wait to transcribe answers to the answer booklet: it takes 15mins minimum
and YOU WILL RUN OUT OF TIME
(yes I do get proved wrong 1 time in 10: are you the lucky one? sad or safe?)

Some people say reading the scenario is partly irrelevant


You will have to read it at some point best if that is before all questions
Since before the questions you do not know what is significant skim it quickly

Reading the Additional Information is necessary


But only when you get to the relevant question
Additional information applies ONLY to the question asking for it
Additional information in different questions may override the scenario and contradict each
other

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103

104

104

SU - Starting Up A Project Practitioner

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SU:-

Tailor SU to a scenario

SU:P:3-1 Identify appropriate information, (using Apdx-A), for


inclusion in the Project Brief
SU:P:3-2 Identify scenario actions appropriate to carrying out SU

SU:-

A.19.2
12.4

Assess if SU applied correctly to an exam scenario

SU:P:4-1

Critique the Project Briefs match to the scenario,


Apdx-A and roles involved during SU
SU:P:4-2 Has SU been well applied by the right roles?

A.19.2, 12.4
12.4

Representative practitioner exam questions are


FX02 Qn 4
( and for later practice when you know everything we have FX03 Qn 1)

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104

107

Revision Notes
Review the section just gone and capture NOW

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What Im sure of:

What I need to write-out to build recall:

What to study more to fully understand:

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107

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108

OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Overview, Principles and Tailoring


Business Case
Organization
Quality
Plans
Risk
Change
Progress
Starting Up A Project
Directing A Project
Initiating A Project
Managing A Stage Boundary
Controlling A Stage
Managing Product Delivery
Closing A Project

Chapter 8
Syllabus Processes:
DP Directing A Project
(Overview)

Those who think education expensive have not yet accounted for what they pay daily for ignorance
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109

109

DP - Directing A Project (DP) Process


Foundation & Practitioner 1/2

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DP:F:2-1,2,3 The purpose, objectives & context of the DP process 13.1,2,3


13.1 Purpose
enable the Project Board to be accountable for projects success by making key
decisions and exercising overall control while delegating day-to-day management to
the Project Manager
without being overburdened by project activity
13.2 Objectives
Ensure authority to initiate and close the project and to deliver products, provide
direction, ensure continuation is only while viability remains, be CoPMs interface
Post-project benefits realisation plans are managed and reviewed, [ followed and
tuned as needed ]
Continued

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110

110

DP - Directing A Project (DP) Process


Foundation & Practitioner 2/2

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DP:F:2-1,2,3 The purpose, objectives & context of the DP process 13.1,2,3


13.3 Context
Starts on completion of Starting Up A Project (SU),
triggered by a request to Initiate the project,
Covers Project Boards actions to monitor via reports,
control via a small number of decision points (stage boundaries) and
manage by exception (MbE)

MBE removes routine meetings


Establishes levels of authority and decision making
(Crucially) Provides the two-way communications channel to/ from CoPM,
(who/ how/ when etc recorded in the A4-Communications Management Strategy)
Provides formal unified direction and informal advise to the Project Manager
If the Project Board advise is contradictory the Project Manager always follows the execs guidance

The board assures that there is a contined business justicication

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110

DP:P:2-4

111

DP:P:2-5

The activities within DP and the responsibilities within them


13..4.1 13.4.2 13.4.3 13.4.4 13.4.5
How the seven themes may be applied within the DP process
13

111

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


Interested Parties

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Initiation Notification

SU
12.4

Project authorisation notification

DP
13.4
13.4.1 Authorize
initiation (DP1)

Project Status Report Confirm specialist product approvals

13.4.2 Authorize
the project (DP2)

13.4.3 Authorize a Stage


(or Exception) Plan (DP3)

Premature
closure

A19

Starting Up A Project - Process

A16

Request to
initiate a
project
Project
Brief
(init)
Stage
Plan

A14
A20

1st Delivery Stage

A20

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

Initiation Stage

Authority to initiate a project


A21

Project Now Starts!


A19 Project Brief (Approved)
A1
A16 Approved Initiation Stage Plan
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111

CS

A1

update

A1

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

DoubleHeaded

A9

A16

IP

Approved Project
Product Description
SB
MP
Approved
Benefits
Review Plan

Create

Project Board request for advice

13.4.4 Give ad hoc


direction (DP4)

13.4.5 Authorize
project closure (DP5))

Premature
closure

Premature
closure
Project Manager
request for
advice
Exception
Raised
Corporate advice
& decisions
A11-Highlight
Reports
A10-Exception
Report
A13-Issue Report

Closure Notification

approved End
Project Report {
A15-Lesson
Report, FOAR }
Approve updated A2Business 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
Exception Plan
Request

SB CS

Delivery Stage

SB CS

Stage Authorisation or

(raise) New Issue R-Copm,


Exception Plan Authorisation
ESuSs, (P)-PM, R-PA
A20 Approved if updated PID

Project Board Advise


A9
Approved
(current)
End
Stage
Report
{
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 Rcmdtn }
A16 Approved Stage Plan
A1
Approved if updated Benefits Review Plan

Last Delivery Stage

CP

112

112

DP - Directing A Project (DP) Process


Foundation & Practitioner

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Foundation questions
See the WorkBook

DP:-

Assess if DP applied correctly to an exam scenario

DP:P:4-1 Whether the recommended DP process actions have been undertaken


appropriately, with reasons, and whether the appropriate roles have been involved
when carrying out the activities [ of DP ]
13.4

Representative exam questions are


FX02 Qn 8
FX03 Qn No suitable question

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112

113

Revision Notes
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What I need to write-out to build recall:

What to study more to fully understand:

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As well as providing notes space these entries are pagination control

113

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115

OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Overview, Principles and Tailoring


Business Case
Organization
Quality
Plans
Risk
Change
Progress
Starting Up A Project
Directing A Project
Initiating A Project
Managing A Stage Boundary
Controlling A Stage
Managing Product Delivery
Closing A Project

Chapter 9
Syllabus Processes:
IP Initiating A Project

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115

116

116

IP - Initiating A Project Foundation

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IP:F:2-1,2,3 The purpose, objectives & context of the IP process 14.1,2,3


Establish foundations - work needed to create the products (outputs enabling the
outcome) before committing [ resources ] to significant spend,
Work is to create specialist and management products
Specialist specified by Senior User(s) Management defined by PRINCE2 activities and appendix A

Project Board advises controls (management products) required and their review and
approval
PM creates the projects controls (who decides what, from what trigger, on what information)
Tuned to the Project Boards risk appetite and management attitude

Create commonly understood baseline of reasons, benefits, risks, products, their


quality and the scope of work to create/ verify them
Who has what role in, how and when controls operate and are verified
How specialist works progress is monitored and controlled through quality and configuration
management
How risks, issues and changes are identified, assessed and controlled
Who makes decisions based on what information, in what format at what times

Continued
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116

117

117

IP - Initiating A Project Foundation

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IP:F:2-1,2,3 The purpose, objectives & context of the IP process 14.1,2,3


IP creates the A20-Project Initiation Document [ Investment Definition ]
Contributions aid personal commitments
Ensure organization's commitment is not a leap of faith

Project Board assess if and guide how the project is the best strategic fit
Includes all management strategies required to exercise control
Control tuned to:
Projects complexity and Projects significance
Boards appetite for risk
Organisations willingness to pay for desired control particularly in senior peoples time

Management products may be approved as created or at stage end

Appropriate considerations are needed where customer and supplier are legally
separate entities with their own A2-Business Cases joined under a contract [ a court
would recognise ]

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117

118

118

IP Know the PID

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IP:F:2-4

The purpose of a Project Initiation Documentation (PID)

A.20.1

Sets out project controls, strategies and plans matched to objectives, politics and
technical complexity as re-baselined at each stages authorisation
Provides sound base for Project Board commitment

For confirming ongoing viability, progress and issue assessment


Contract between Project Board and Project Manager that defines the project
Basis for management and assessment ofsuccess

Three key uses


1. Basis for decisions
2. Baseline for assessment
3. Source of induction details for new project joiners

Living = Updated at stage end, as Issues affect component parts


Initial version (why initial?) used for assessment at Closing A Project (CP)

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118

119

119

A20-Project Initiation Documentation PIDs


Product Description

IP:P:2-7 Apdx-A for a Project Initiation Documentation, the process(es) and roles in its life-cycle A.20.2

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The PID evolves from Project Mandate (Pre-project), through A19-Project Brief (SU)
It might contain {
Project definition { Copied from the project mandate and A19-Project Brief

Context and cause (Why are we exploring changing the world in some way)
Goal: The business objectives and exclusions from objectives
Assumptions, Constraints and dependencies
The stakeholders and their stakes (as assessed in 14.4.4 and refreshed from time to time)
Interfaces between stakeholders, activities and products }

Project Approach: the strategy to create or acquire the required results


A2-Business Case
Project management team roles, reporting lines, duties and authorities
A22-Quality Management Strategy
A6-Configuration Management Strategy
A24-Risk Management Strategy
A4-Communications Management Strategy
A16-Project Plan
Project controls
Adaptation, extensions and exclusions applied in this project to the standard PRINCE2
implementation with reasons known as Tailoring }

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Should be 80% off-the-shelf 20% tailored for all but the first project any organisations runs with P2.

The first will need to do more to embed P2s structured control framework

119

120

IP:P:2-5 The activities within the IP process and the responsibilities within them
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
14

120

IP:P:2-5,6 Activities Within


14.4 Initiating A Project (IP) Process

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Authorize

14.4.1 Prepare the Risk Management Strategy


14.4.Initiation
1. Stage
Define Who/ How/ When of Risk Mgmt with
aid of and to satisfaction of PB & PA
2.
Create A25-Risk Register
Project Brief

Lesson Log
Daily Log

A19-Pj Brief { A21Project


Product
Description }

tarting Up A Project - Process

A20-PID {A24-Risk Management Strategy


P-PM, (A)-ESuSs, R-PA}

Authority to
initiate a project

A19
A14
A7

A25-Risk Register
A12-Issue Register

14.4.2 Prepare the Configuration


Management Strategy
1.
Define Who/ How/ When of Config
Mgmt (Inc. Issue & Change with aid of
& to satisfaction of PB & PA
2.
Define Priority & Severity scales
3.
Create & populate Issue Reg'tr (from
Daily Log)
4.
Create initial set of CIRs
5.
Upd8 A12-IR+A25-RR+A7DL
14.4.3 Prepare the Quality
Management Strategy
1.
Use CQE & AC to Define Who/
How/ When of Quality Mgmt aid
etc of PB & PA
2.
Create Quality Register
3.
Upd8 A12-IR+A25-RR+A7DL

A25-Risk Register
P-PS, A-PM, R-PA

A5

A20-PID {A24-Config Management


Strategy P-PM, (A)-ESuSs, R-PA}
A12-Issue Register P-PS, A-PM, R-PA
A20-PID {A22-Quality
Management
Strategy P-PM, (A)ESuSs, R-PA }
A23-Quality Register
P-PS, A-PM, R-PA

14.4.5 Set up the project controls


1.
Define stage boundaries
2.
Confirm strategies integrate as a set and
controls match project significance & difficulties
A14-Lesson Log
3.
Allocate tolerances and decision making
A20-PID (A22-QMS,
authorities (& note in role descr), amend
A6-CfgMS,
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HERE +44 84 52
57 57 07 as required for best use
assignments
A24-RMS }
4.
Upd8 A12-IR+A25-RR+A7DL

update

PMT Structure& Role Descrtns


Configuration Item Record
P-PS, A-PM, R-PA

A20-PID { A4-Communications Management Strategy


P-PM, (A)-ESuSs, R-PA}

A19-Project Brief

120

13.4.2

PBS = Product Breakdown Structure, PFD = Product Flow Diagram. PD A17-Product Description, CIR = A5-Configuration Item Record
See XREF for details

DoubleHeaded Create

A19-Project Brief { Pj Definition,


Pj Approach }
A20-PID { A24-RMS, A22-QMS,
A6-CfMS, A4-CmMS}

Pj Controls

P2 Tailoring

A19-Project Brief
A14-Lesson Log
Upd8 A12-IR+A25-RR
A7-Daily Log

14.4.4 Prepare the Communication


Management Strategy
1.
Perform stakeholder analysis
2.
Merge strategys comms needs
3.
Define Who/ How/ When of Comms
Mgmt with aid etc of PB & PA
4.
Upd8 A12-IR+A25-RR+A7DL

A12-Issue Register
A20-PID {A4-CmMS,
Project Controls }

A19-Project Brief { A21-Project Product


Description, Pj Approach }
A14-Lesson Log
A20-PID (A22-QMS, A6-CfgMS, A24-RMS }

17.4.CS
A20-Project Initiation
Documentation
P-PM, (A)-ESuSs, R-PA

14.4.8 Assemble the Project


Initiation Documentation
1.
Create the PID CI from
component CIs

A20-PID { A16-Project
Plan }

17.4.CS

Request to
deliver a
project
Stage boundary
approaching

A20-PID {A16-Project Plan{


A17 PdDn}, PMT Struct.,
Role Desc, }(P-PM, (A)E12.4.Ss, R-PA) }

14.4.6 Create the Project Plan


1.
Create PBS*/ PD/ PFD/ CIRs
(specialist and management products)
2.
ID the means to transfer specialist
products to BAU, Plan SLAs
3.
Confirm required resources
4.
Upd8 A12-IR+A25-RR+A7DL

Authorize
the project

1st Delivery Stage

13.4.1

12.4. 13.4. initiation

17.4.1-4
(see SB)

A20-PID { Create A2-Business


Case (Detailed) P-PM, (R)-CoPM,
R-PA, (A)-ESuSs}

16.4.

A5-Configuration Item Records


(P-PS, A-PM, R-PS)

A25-Risk Register

Refine
the Model
Business
Case
P2 Exam Cram Assessed by GRM 07032011 P2-5th14.4.7
Ed 2011
Logical
Ltd p2@logicalmodel.net

A20-PID={Pj Controls, Role Desc &


PMT Structure} (P-PM
A=ESuSs, R-PA)

A19-Project Brief { Outline A2-Business Case }

1.
2.
3.

Do Investment analysis with Time & Costs from Project Plan


Assess uncertainties, benefits & their tolerances
Determine who/ when/how/ and current baseline of each
expected benefit capture in the A1-Benefits Review Plan

A1-Benefits Review Plan


P-PM, R-PA, A-(ESuSs)

17.4.

DP:P:2-4

121

DP:P:2-5

121

The activities within DP and the responsibilities within them


13..4.1 13.4.2 13.4.3 13.4.4 13.4.5
How the seven themes may be applied within the DP process
13

13.4.2 Authorize the project (DP2)

Project authorisation notification

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12.4.

Starting Up A Project - Process

A14
A20
A1

13.4.

Request to deliver a project


Lessons Log
Project Initiation Documentation
Benefits Review Plan

Premature closure
Initiation Stage

A21
Product
Description
st Specialist
Stage
14.4.Approved
CS 1Project
17.4. CS
A1 Approved Benefits Review Plan

Delivery Stage

17.4. CS

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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121

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
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
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

update

DoubleHeaded

Create

Last Specialist Stage

18.4.

122

122

IP - Initiating A Project
Exam Practice

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Foundation questions

Practitioner
IP:

Tailor IP

IP:P:3-1 Identify scenario actions appropriate to carrying out IP

IP:

Assess if IP applied correctly to an exam scenario

IP:P:4-1 Critique the Project Initiation Documentations match


to the scenario, Apdx-A and roles involved during IP
IP:P:4-2 Has IP been well applied by the right roles?

Practice exam questions


FX02 Qn 4
FX03 Qn 1

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122

14.4
14.4 &
A.20.2
14.4

123

Revision Notes
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What I need to write-out to build recall:

What to study more to fully understand:

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As well as providing notes space these entries are pagination control

123

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125

OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Overview, Principles and Tailoring


Business Case
Organization
Quality
Plans
Risk
Change
Progress
Starting Up A Project
Directing A Project
Initiating A Project
Managing A Stage Boundary
Controlling A Stage
Managing Product Delivery
Closing A Project

Chapter 10

Syllabus Processes:
SB Managing A Stage Boundary

Those who think education expensive have not yet accounted for what they pay daily for ignorance
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125

126

126

SB:F:2-1,2,3 Managing A Stage Boundary


Foundation

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SB:F:2-1,2,3 The purpose, objectives & context of the SB process

17.1,2,3

Provides the Project Board with data to review at [13.4.3 Authorise a Stage or Exception Plan] a
closing stages performance, and approve (or not) preparations for the next stage
Confirm the project continues to offer best possible return otherwise the project is stopped or amended
Reviews amended elements of the A20-Project Initiation Documentation
Next A16-Stage Plan and
aggregate risk exposure (as noted in the A9-End Stage Report)
A decision to stop is not a failure, an uniformed or mis-led Project Board IS a failure

SB is a process: executed close to the end of all stages followed by another stage
Establishes status of the stages products
Completed & approved or not (via a A18-Product Status Account from P-PS)
Creates a A16-Stage Plan
May issue A15-Lesson Reports

Updates (if required) relevant elements of the A20-Project Initiation Documentation:


A2-Business Case, aggregate risk and A16-Project Plan, Project approach, 4 strategies and controls, Team structure
and roles assigned

Also executed in response to the Project Board requesting an Exception Plan

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126

SB:P:2-4 The activities within SB and the responsibilities within them


SB:P:2-5 How the seven themes may be applied within the SB process

127

127

17.4.1 17.4.2 17.4.3 17.4.4 17.4.5


17

SB:P:2-4,5 Activities Within


Managing A Stage Boundary (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

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13.4.3 Authorise a Stage or

13.4.3 Authorise a Stage or


Exception Plan

Initiation Stage

Stage boundary
approaching

A20

15.4.4 Review stage status

Starting Up A Project - Process

Configuration Item
Records P-PM, R-PaPs

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

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

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

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.

17.4
SB. +44 84 52 57 57 07
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127

(next) A-16-Stage Plan {


A17-Product Description }
P-PM, R-PA, (A)-ESuSs

A12-Issue Register P-PM


A25-Risk Register P-PM

14.4.8 Assemble the A20-PID


A5

A23-Quality Register P-PS, R-PmPa

update

DoubleHeaded

(next) A-16-Stage Plan

Request to approve [next


stage/ exception] plan

A9
End Stage Report {
A15-Lesson Report,
Follow-On-Action-Recommendations }
17.4.4 Report Stage End
1.
Seek Project Board approval to
continue vs.. Pj Plan, A2-Business
Case and risks
2.
Provide comments on current stage
under and over achievements:
Benefits/ Team/ R+I/ Products
produced, Quality Reviewed &
Handed over to all noted in the A4CmMS
3.
Suggest FOARs
4.
Create a A15-Lesson Report if useful

18.4
CP.

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

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

Create

17.415.4
SB. CS

Last Specialist Stage

17.4.1 Plan the next stage


1.
Update any changes to CQE/ AC/ Strategies/
Controls/ Roles
2.
Create A16-Stage Plan of task & resource
schedule to create products in stages scope
(from A16-Pj Plan)
3.
Create PBS/ A17-PD/ PFD/ A5-CIR/ A23-QR
4.
Consult & Add to risks, issue Registers

1st Specialist Stage

12.4 13.4 Exception Plan


SU.A20DP.PID
A14 14.4
Lesson Log15.4
IP
CS

16.4
MP.

128
13.4.3 Authorise a Stage or Exception Plan (DP3)

128

Interested Parties
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Project Status
Report

12.4
SU

13.4
DP

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 Reqd
A20 Approved if updated PID
A9 Approved (current) End Stage
Report {
Distribute A15 Lessons Report,
Distribute Follow On Actions
Rcmdtn }
A16 Approved Stage Plan
A1 Approved if updated Benefits
Review Plan

Starting Up A Project - Process

A20
A9

Request to approve next Stage Plan


Request to approve Exception Plan
Project Initiation Documentation {all, inc A4}
End Stage Report {
optnl. A15 Lessons Report
optnl Follow On Action Recommendation }
A16 (next) Stage Plan or
Exception Plan
A1 Benefits Review Plan

Initiation Stage

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Last
Specialist
Stage
14.4 15.4 1st Specialist Stage
17.4. 15.4 Delivery Stage
17.4.Approval
CS of
Confirm
Specialist
Product
IP
CS
CS
A-E/SU/SS, (R)-PM/PA, TM-(P)

Stage Authorisation or
17.4 16.4

Exception Plan Authorisation


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

When you come to really use P2 consider: during embedding and tailoring combine Project Brief and PID it is a good idea, combine A12 and
A25 is a good idea (Risk & Issues) we can help please contact us

128

Premature closure

update

DoubleHeaded

Create

18.4
CP

129

129

SB - Managing A Stage Boundary


Foundation & Practitioner

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Foundation questions in WorkBook


See the WorkBook table of contents

SB:-

Tailor SB

SB:P:3-1 Identify scenario actions appropriate to carrying out SB 17.4

SB:-

Assess if SB applied correctly to an exam scenario

SB:P:4-1 Has SB been well applied by the right roles?

17.4

Practitioner exam questions


See WorkBook table of contents
Neither FX02 nor FX03 provide suitable questions
FX02 Qn 8 is based on the exam grouping but all question parts refer to CP

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134

OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Overview, Principles and Tailoring


Business Case
Organization
Quality
Plans
Risk
Change
Progress
Starting Up A Project
Directing A Project
Initiating A Project
Managing A Stage Boundary
Controlling A Stage
Managing Product Delivery
Closing A Project

Chapter 11
Syllabus Themes:
OV Overview, Principles and
Tailoring

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134

135

OV - Overview, Principles and Tailoring


PRINCE2 to the Project Environment

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OV:- Foundation: Know


OV:F:1-1
OV:F:1-2
OV:F:1-3

OV:F:1-4

1.5.3
5.1

Benefits of using PRINCE2


Seven principles
Characteristics of a project

1.7
2
1.3

OV:- Practitioner
OV:P:2-4
OV:P:2-5

Difference between embedding and tailoring PRINCE2 19.1


How customer/supplier affects the themes, processes and
management products
19.6

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135

1.5.2
1.3

OV:- Foundation: Understand


OV:F:2-1
OV:F:2-2
OV:F:2-3

Six aspects of project performance to be managed


Definition of a project
Four integrated elements of principles, themes,
processes and the project environment upon
which PRINCE2 is based
Customer/supplier context of a PRINCE2 project

136

OV:- Foundation-1

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OV:F:1-1 Six aspects of project performance to be managed

1.5.2

Cost/ Time/ Quality/ Scope/ Risk/ Benefits

OV:F:1-2 Definition of a project

1.3

a temporary organization that is created for the purpose of delivering one or more
business products according to an agreed Business Case
Introduces change [to business as usual (bau)],
temporary = defined start and ends when products are delivered,
Cross-functional skills (and stresses), unique, uncertain

OV:F:1-4 Customer/supplier context of a PRINCE2 project

5.1

there will be a customer who will specify the desired result and probably pay for the
project, and a supplier who will provide the resources and skills to deliver that result
Both interests must be represented
Governance, responsibilities across the layers of Directing, Managing Delivering
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136

137

OV:- Foundation-2

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OV:F:1-3 Four integrated elements of principles, themes, processes and the project
environment upon which PRINCE2 is based
1.5.3

1. Principles: The 7 ideas you have to follow to be using PRINCE2


1. Continued business justification IE the A2-Business Case is developed and
approved at the start and throughout the project (in SU, IP and SB)
2. Learn from experience IE Start considering other projects successes and failures.
Keep a log of and share our own
3. Defined roles and responsibilities IE a management structure of delegation
authorities, reporting and escalation lines
4. Manage by stages IE Divide the project into authorised time-bound chunks during
which the team get on with it
5. Manage by exception IE Getting on with it ceases to be authorised if any pre-set
limits are threatened
6. Focus on products IE the projects only purpose is to deliver some result
7. Tailor to suit the project environment IE Understand the official manual then apply
as suits local needs*

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137

* Typically tailoring may add control/ role elements, merge them or it may de-emphasis some but should not delete any

138

OV:- Foundation-3

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OV:F:1-3 Four integrated elements of principles, themes, processes and the


project environment upon which PRINCE2 is based
1.5.3
OV:F:2-2 Principles: Business justification, Learn from experience,
Defined roles and responsibilities, Manage by stages, Manage by exception,
Focus on products, Tailor to suit the project environment
2
Processes: The 7 procedural descriptions of the time-line through the projects control
Starting up, Initiating, Controlling A Stage, Delivering products,
Managing Stage Boundaries, Closing A Project and Directing A Project
Themes: The 7 procedural ideas that weave in and out of the processes

Maintain the A2-Business Case,


Maintaining reporting lines
and authorities,
Managing Quality, Risk and Change,
Creating plans and
know current status

Tailoring: Merge or split


management products, roles and
process steps
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139

OV:- Foundation-4

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OV:F:2-1 Benefits of using PRINCE2

1.7

Best practice, suits any type of project, widely know, common vocabulary, sets out
roles and accountabilities, product focussed, plans at 3 levels matched to readers
needs, uses management by exception to be sparing with senior managers time,
keeps a focus on project viability, economical reporting structure, stakeholders properly
represented, promotes learning and growth, promotes consistency and reuse, supports
audit and diagnostics, accredited practitioners and trainers

OV:F:2-3 Characteristics of a project

1.3

Makes a permanent change to business-as-usual (BAU), Is more uncertain than BAU,


Is temporary (so needs procedure for starting and ending), Involves people with
differing skill sets, perspectives and motivations, Each project is unique

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139

Recall text in quotes is more or less a quote from the manual: the semantics are retained but the words
may be reduced, amended or re-sequenced

140

OV:- Practitioner-1

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OV:P:2-4 Difference between embedding and tailoring PRINCE2 19.1


Embedding is done once to implement PRINCE2 across the organisation
Tailoring is done every project to match how PRINCE2 is applied to the project
specific circumstances
Tailoring mostly applied by the first 5 IP activities

[14.4.1 Prepare the Risk Management Strategy]


[14.4.2 Prepare the Configuration Management Strategy]
[14.4.3 Prepare the Quality Management Strategy]
[14.4.4 Prepare the Communications Management Strategy]
[14.4.5 Set up the project controls]

(Common) Examples of tailoring are:


To merge the Starting Up A Project (SU) process and Initiation Stage
Merge the A12-Issue Register, A13-Issue Report and A25-Risk Register
Treat mandate, A19-Project Brief and A20-Project Initiation Document as an evolving
investment definition

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140

When as a freshly registered practitioner you consider What do I need in place for the organisation to
embed and use PRINCE2? then please contact us and we will help with implementation of the method.

141

OV:- Practitioner-2

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OV:P:2-5 How customer/supplier affects themes, processes & management


products 19.6
Which organisation provides the Project Manager?
Customer & supplier have their own reasons for engaging in the project, own
management/ governance systems, own culture
BC Affected by suppliers market place and profit/ reputation objectives
Customers need to consider acquisition and operational costs
OR Key decision is who is Senior Supplier and which organisation supplies the
PM?
Should the customers procurement staff be SS? (Exams #1 favourite answer!)

QU Whose Quality Management System is used or how they are combined


PL Will contract award be for the whole change or stage by stage, What
arrangements will be made for payment milestones or break-points
Will contract set-up be handled in initiation
Contractor TM must report status so the PM can maintain an up to date A16-Stage Plan
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142

OV:- Practitioner-4

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OV:P:2-5 continued How customer/supplier affects the themes, processes and


management products
19.6
RK Each party may maintain its own A25-Risk Register or may have a merged
register
CH Change control over the contracts must be aligned between customer and
supplier and with Change Budget/ Change authority/ Procurement procedures
PG Frequency, format and formality of reporting and review must be aligned
Processes as a whole
For the customer: processes are probably as per official manual
For the supplier: contract award may fall mid-way through the Initiation Stage
Both parties must align purchase/ business winning decision making with DP activities

Management Products
The A20-Project Initiation Documentation and A26-Work Packages (customers and
suppliers) may have legal significance as contracts

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142

143

OV Exam Practice

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Practice exam questions


See the WorkBooks table of contents
The official practice questions include foundation questions
but not practitioner questions

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143

144

Revision Notes
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What I need to write-out to build recall:

What to study more to fully understand:

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146

OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Overview, Principles and Tailoring


Business Case
Organization
Quality
Plans
Risk
Change
Progress
Starting Up A Project
Directing A Project
Initiating A Project
Managing A Stage Boundary
Controlling A Stage
Managing Product Delivery
Closing A Project

Chapter 12
Syllabus Themes:
BC Business Case

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146

147

BC - Business Case (BC) Foundation-1

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BC:F:1-1 Definition of: output, outcome, benefit and dis-benefit

4.2.2, 4.3.4.4

Output is any of the projects specialist products (whether tangible or intangible)


Outcome is the result of the change from using the outputs
Benefit is the measurable improvement from an outcome perceived as an advantage
by one or more stakeholders
Dis-benefit is an outcome perceived as negative by one or more stakeholders

BC:F:2-1 The purpose of the Business Case theme

4.1

to establish mechanisms to judge whether the project is (and remains) desirable*,


viable** and achievable*** as a means to support decision making in its (continued)
investment.
Start if & stop when.., *Estimated costs, risks and benefits, Drives decision making,
Impact assessment, **Project can deliver the products, ***Products create benefits
Senior User(s) responsible to specify & realizing benefits, Held to account
Executive responsible for ensuring benefits are value for money, aligned, realizable
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148

A2-Business Case Theme

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Up to date description of the projects merits

4.3 Developed in SU & IP, Maintained in SB, Verified in DP & Confirmed post project
4.2.3 Describes project outputs, the outcomes created and the benefits enabled
Customers and suppliers Business Cases different but aligned
Develop/ Verify/ Maintain/ Confirm
Exec responsible, needs business appraisal skills

Confirm is post project, includes unintended consequences


May address compulsory, not for profit, evolving, customer/supplier, multiorganisation project types
4.2.3

The exam wont ask about any financial appraisal skills such as IRR
Understanding the affect of interest rates on the value of money is a crucial part of preparing, evaluating
(EG in an exception) and managing a A2-Business Case in reality]

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149

BC - Business Case (BC) Foundation-2

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BC:F:2-2 The purpose of a A2-Business Case, A1-Benefits Review Plan


A.2.1 A.1.1
A2 document the justificationbased on [comparing all] costsbenefits and risks
A1 define how and when to measure achievementof benefits expected by the SU

BC:P:2-3 The composition of : 1) the Business Case, the process(es) that develop,
verify, maintain and confirm it and roles involved & 2) the Benefits Review Plan,
ditto
A.1.2, A.2.2, 4.3, 4.3.14, 12.4.4, 13.4.1-5, 14.4.7, 15.4.4-7, 17.4.34, 18.4.3-4,
C/Table 4.1
See following pages

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150

A2-Business Case Product Description

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[ A project is a mechanism to change business-as-usual


The justification is described (not promoted) in a A2-Business Case ]

The A2-Business Case might contain {


A summary
Why: The organizational context and trigger or motivation for undertaking the project
Either the opportunity being pursued or the threat being avoided

How: Options available for resolving the business threat or opportunity


Analysis of each option's pros and cons base lined against do nothing/ the minimum/ something
Through life impacts and costs
How development and maintenance will be supported, resourced, funded and absorbed into BAU

What: (Dis-) Benefits the project contributes to (affects) corporate strategies and tactics
Quantified with tolerances (Cashable & Non-Cashable) and base lined, Assigned, Mapped to outputs

Time-scales and other constraints and expectations: expressed with tolerances


Non-negotiable elements of Cost/ Time/ Performance, Expected timescales & Costs, Funding cycles and
funds available, Levels of resources available etc

Recommended option with reasons for selection


Appraisal (EG Net Present Value) as per corporate finance standards
Risk analysis for major risks individually and in aggregate
Uncertainties and actions to respond that are (or could be) included }

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150

A BC should be a small document (possibly with appendices).


A BC should not sell the project but describe it even-handedly

151

A1-Benefits Review Plan Product Description

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The A1-Benefits Review Plan might contain {


Context and description of the benefits to be measured
Who, how, when and with what resources achievement of expected benefits will be
measured
How the performance of the projects outputs will be reviewed (sic)
[ I recommend you amend reviewed during embedding to be monitored and adjusted to
maximise benefits ]

For each benefit claimed in the A2-Business Case


[ and identified subsequently at any time ]
Who is accountable for the expected benefits
Benefit specific measurement who, how, when and with what resources*
Pre-project baseline against which improvement is calculated }

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*Multiple measures over time are appropriate see the works of Alan Fowler, Tom Gilb or Steve Jenner
Benefits often take time to come-on-stream and then to ramp-up

151

152

BC - Business Case (BC) Practitioner

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BC:P:2-4 The relationship between a programmes Business Case and a projects


Business Case
4.3.1, 4.3.2, 4.3.3
Programme management may provide an approved A2-Business Case as part of the
A19-Project Brief
Will be reviewed by programme management and subject to their approval (or
management)
A1-Benefits Review Plan may be produced, executed and coordinated by the
programme
Responsibility for review transfers from the Executive to CoPM at project close
A1-Benefits Review Plan separated from the A16-Project Plan to aid its management
in the programme
SU accountable to programme management for benefits claimed

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152

A1-Benefits Review Plan,


A2-Business Case

153
CoPM

12.4.1 Appoint the Executive and the Project


Manager
1.
COPM appoint a business person as Exec
COPM may provide an A2-Business Case

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

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

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Project
Board

Project
Manager

13.4.1 Authorize initiation 13.4.2 Authorize the project


1.
Board verify A2- 1.
Board consider if A2-BC
BC (outline) viable
(Detailed) is adequate to justify
justification to
the project and approve
invest in the
(baseline) it
Initiation Stage
2.
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

13.4.3 Authorize a Stage or


13.4.4 Give ad hoc
Exception Plan
direction
1.
Board verify the A2- 1.
Board consider if
BC (as updated) is a
A2-BC still viable
viable justification for
vs.. latest A11continued investment
Highlight Reports
2.
Board approve ( if
[or A10-Exception
updated) A1-Benefits
Report]
Review Plan will
address all benefits
due in next Stage

12.4.2 Capture previous lessons


1.
PM Captures lessons relevant to the A2Business Case

14.4.6 Create the Project Plan


1.
PM determines costs & timescales needed for
investment appraisal by planning the project

12.4.4 Prepare the outline Business Case


1.
If received from CoPM the Exec reviews A2-BC
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]
3.
PM checks timescales (all constraints) applied
to A21-Project Product Description and the A2BC or Pj-Mandate all balance
(prior to 14.4.6 cost and timescales may be
rough order of magnitude)
4.
CoPM Approve the (Outline) A2-BC

14.4.7 Refine the Business Case


1.
PM Checks A19-Pj Brief defines corporate
format & presentation standards for A2-BC
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
4.
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)
5.
PM seeks board approval now or defer to
13.4.2 when included in the A20-PID

12.4.5 Select the project approach and assemble the


Project Brief
14.4.8 Assemble the Project Initiation Documentation
1.
PM drafts Pj Approach defining Corp.
1.
PM includes A2-BC (1st detail draft) in A20-PID
preference/ best practice for delivering the A2Plan Delivery Stage
BC into operational use

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Team
Manager

153

15.4.7 Escalate issues & risks


1.
PM assess potential
actions to respond to a
new risk or issue for their
impact on the A2-BC and
expresses in A10Exception Report
15.4.6 Capture and examine
issues and risks
1.
PM assesses new risks
and issues for impact on
the A2-BC
15.4.4 Review stage status
1.
PM checks A2-BC vs..
new (and existing) risks &
issues
2.
PM checks A1-BRP and
executes any Benefits
Reviews falling due
[NO! should be in the
Stage plan]

13.4.5 Authorize project closure


1.
Exec approves, Board compares confirms? original
and current versions of A2-BC [to what end?]
2.
Board ensure A1-Benefits Review Plan includes postproject review of all side-effects of pj products once in
operational use (side effects shared as lessons)
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

17.4.2 Update the Project Plan


18.4.3 Hand over
1.
PM determines revised project cost
Products
& timescales that may affect the
1.
PM updates
investment appraisal
A1-BRP if
required
17.4.3 Update the Business Case
1.
PM reflect external changes to
project context, updates of costs
and timescales, uncertainties, risks
and issues into A2-BC for the
accountable exec
2.
PM updates the A1-Benefits Review
Plan for current outlook Results any
reviews in stage just ending and
18.4.4 Evaluate the
need for review in approaching
Project
stage
1.
PM assess
17.4.4 Report Stage End
project
1.
PM reviews status and any benefits
performance
in stage & expresses view on A2vs.. expected
BC viability in A9-End Stage Report
benefits in the
2.
PM confirms any benefits review
A2-BC &
activity in stage is complete
reports in A83.
PM Seeks Board approval of
End Project
revised A1-BRP & A2-BC at 13.4.3
Report

154

Responsibilities in Business Case Theme

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CoPM
Hold the Senior User(s) to account for realizing the
Senior Supplier(s)
Responsible for the supplier Business
post-project benefits enabled by the projects products.
Case(s) (if they exist) see section 19.6.1.1.
Provide the project mandate and define any standards to
Confirm that the products required can be delivered within the
which the Business Case needs to be developed.
expected costs and are viable.
Responsible for the Benefits Review Plan (post-project).
Senior User(s)
Ensure that the expected benefits
(derived
from
the
projects
outcomes) are realized.
Exec's Business Assurance
Assist in the development of the Business Case.
Ensure that the project produces products which deliver the
desired outcomes.
Ensure the project fits with overall programme or corporate
strategy.
Ensure the desired outcome of the project is specified.
Ensure the value-for-money solution is constantly
Provide actual versus forecast benefits statement at the
reassessed.
benefits reviews.
Monitor changes to the Project Plan to identify any impact on
Responsible for specifying the benefits upon which the
the needs of the business or the Business Case.
Business Case is approved.
Monitor project finance on behalf of the customer.
Project Manager
Assess and report on project
performance at project closure.
Review the impact assessment of potential changes on the
Business Case and Project Plan.
Assess and update the Business Case at the end of each
management stage.
Verify and monitor the Benefits Review Plan for alignment to
corporate or programme management.
Conduct impact analysis of any new or revised issues or risks
that affect the projects
Verify and monitor the Business Case against external events
and project progress.
desirability, viability or achievability against the original basis
for approving the project.
Executive
Oversee the development of a viable Business Case,
ensuring that the project is aligned with corporate strategies,
Prepare the Business Case on behalf of the Executive.
and secure the funding for the project.
Project Support
The Business Case should have a
Responsible for the Benefits Review Plan (for the duration of
baseline and therefore be under configuration management.
Project Support should advise the Project Manager of any
the project) unless being managed by corporate or
proposed or actual changes to products that affect the
programme management.
Business Case.
Responsible for the Business Case for the duration of the
project.
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155

BC - Business Case Exam Questions

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Foundation exam questions


See the WorkBook table of contents

BC:- Able to use/ tailor the theme to an exam scenario to maintain products and
make decisions in the 7 processes
BC:P:3-1 Identify appropriate information, (using Apdx-A), for inclusion in A1 & A2
BC:P:3-2 Identify outputs, outcomes, benefits and dis-benefits
4.2.2, 4.3.4.4

BC:- Critique theme's application to an exam scenario


BC:P:4-1 QA and comment on theme's products (A1 & A2) and roles involved throughout their life-cycle

See WorkBook table of contents for BC practitioner exam questions


FX02 Qn 1
FX03 Qn 5
After attempting the FX02 question read each elements rationale in the exam paper

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156

Revision Notes
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What I need to write-out to build recall:

What to study more to fully understand:

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158

OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Overview, Principles and Tailoring


Business Case
Organization
Quality
Plans
Risk
Change
Progress
Starting Up A Project
Directing A Project
Initiating A Project
Managing A Stage Boundary
Controlling A Stage
Managing Product Delivery
Closing A Project

Chapter 13
Syllabus Themes:
OR Organization

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159

OR - Organization Purpose and 3 Interests

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OR:F:2-1

The purpose of the Organization theme

5.1

define and establish the structure of accountability and responsibilities (the who?)
Clear people structure (Reporting lines) & Clear process structure (Stages)

OR:F:2-2
The three project interests and how these are represented within the
three levels of the project management team structure
5.2.5, 5.3.2

Business: has the driving need and receives the benefits


User: uses (operates/ maintains) the outputs to create the outcome
Supplier: creates or acquires the products (outputs)
Escalation to, delegated authority from a programme or corporate parent

9 Roles
Apply to responsibilities and do not always mean a separate person
May be combined, split, amended but should not be dropped
Changing team 5.3.2.9
Senior members of the PMT should stay with the project

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159

160

Role Definitions Contents

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Project Management Team


Communications channels, Role descriptions

PRINCE2 describes roles but does not give a product description template
It would contain {
Roles responsibilities & goals
Decision making authority limits
Perhaps linked to Corporate Governance and legal accountabilities

Duties to be performed
Perhaps linked to Method statements in a QMS
Perhaps linked to a capability framework*

Resources to be provided/ Contribution expected


Relationships
Competencies, skills and experience required }

Assignment to roles in the organisation structure may cause training needs

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* EG The IPMAs Competency Baseline

160

OR:P:2-6

161

How the 4 levels of management applies to the processes 5.3.1

5 Levels: 4 Management
plus Technical

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Directs (Decides)
Delegates stage tolerance
(The Exec) Escalates to CoPM

Day to Day control within


tolerance
Doing
Delegates team tolerance
Escalates to the Board
Specialist activities to produce
products within tolerance
Escalates to PM

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Corporate or Programme Management


SU

DP

Project Board
CS

IP Initiation Stage

Starting
Up A
Project
(SU)

Initiating A
Project
(IP)

1st Delivery Stage

Controllin
g A Stage
(CS)

SB CS Last Delivery CP
Stage

Managing
A Stage
Boundary
(SB)

Managing A Stage
Boundary (SB)

SB

MP

Team Manager
Team Member

After a exam cram if P2 is to be of any value to your organisation you will need the senior management to understand their role too.
If you would like help with embedding and tailoring then please contact us to discuss your needs

161

Closing A
Project
(CP)

Project Manager

Starting Up A Project - Process

4 Management

Levels

Instigates, Sets constraints,


Delegates project tolerance

MP

OR:P:2-6

163

How the 4 levels of management applies to the processes 5.3.1

Customer

3 Interests Represented by
the Project Board

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Supplier

Customer

Customer (user) specifies


the outcome
Pays for the project

Customer

Supplier

Copyright AXELOS Limited 2009 Reproduced under licence from AXELOS


Figure 5.3 Project management team structure Page 33

Red border = PMT


Pink ground = Customer, Blue = Supplier, Grey = either
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After a exam cram will you have the fluency to present the details to your senior management, peers and project team members?.
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163

164

OR Organization:
Project Board 1 / 2

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OR:F:2-3
The responsibilities and characteristics of the role of the:
1. Project Board 2. Project Manager 3. Project Assurance 4. Change Authority 5.
Team Manager 6. Project Support 5.3.2.2, 5.3.2.6, 5.3.2.3, 5.3.2.4, 5.3.2.7,
5.3.2.8
Project Board: Exec, Senior User and Senior Supplier
Accountable to CoPM for project results
Credibility Authoritative Decision makers
Direct, delegate, facilitate, negotiate, lead
Hold bi-directional communications with external stakeholders
Act when triggered Management By Exception
Provide resources
Visible and supportive
Available on request and
Stay out of the way!!

Stay with the project through its life


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164

165

Project Board 2 / 2
Specific Duties

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OR:F:2-3
Board

The responsibilities and characteristics of the role of the: 1. Project

Approves Roles & appointments, Contracts and all stages


Approves almost all management products Sets baselines
Decides all escalated Issues, Requests for Change, Off-Specifications
Or escalates to Corporate Management or Programme Management

Oversees (assurance of) all processes especially risk


Defines severity & priority scales, stage tolerances, delegated budgets (risk and change)
Approves product descriptions & all resulting products
Confirms acceptance of products that are satisfactory
Authorises/ Passes-on: A1-Benefits Review Plan, A8-End Project Report FOAR, Lesson
Reports and Residual Risks and Issues
Monitor benefits achieved during the project

Should be small and balanced membership

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165

166

OR Organization:
Board Members Duties

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OR:F:1-1

Roles within the Organization theme

5.3.2

Executive: THE Decision maker, focussed on achieving the benefits

SPA Cannot be split or shared (or combined with Project Manager) may be with SU
Ultimate responsibility to get it done within CoPMs authorised limits
Designs and appoints the rest of the project management team
Secures funding, Chairs the Project Board
Business liaison and alignment

Senior User (s): Say what all customers need (liaison) and check we get it
Defines outcome, Ensures products specified, accountable for benefits

Senior Supplier (s): Produce what was asked for


Designing, developing, buying or commissioning products
Accountable for providing expertise to create products
Technical liaison

Project Assurance and Change Authority typically delegated

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166

167

OR Organization: PA and CA

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OR:F:2-3

The responsibilities and characteristics of

5.3.2.2, 5.3.2.6, 5.3.2.3, 5.3.2.4, 5.3.2.7, 5.3.2.8


Project assurance: board members role often delegated to those with time and
expertise to adequately fulfil

Monitors all areas of project performance and product development


Independent of the PM, aligned to 1 or more Project Board roles
May be from corporate Quality Assurance function
Support the PM and team with advise and expertise on standards and who to involve
Confirms right people involved at right time

Change authority: possibly delegated (during initiation) in whole or part by the board

Person or group able to authorise concessions and changes


Authorises (or not) Requests for Change and Off-Specifications
May be the Project Manager alone and/ or project assurance and/ or a board
Delegated based on expertise in products required

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167

168

OR Organization: Project Manager

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OR:F:2-3
The responsibilities and characteristics of the role of the: Project
Manager 3. 5.3.2.2, 5.3.2.6, 5.3.2.3, 5.3.2.4, 5.3.2.7, 5.3.2.8
Project Manager: Single focus day-to-day (cannot be split or shared)
Authorised to run the project on behalf of the Project Board within agreed tolerances
Normally from the customer

Responsible for ALL PRINCE2 activities except [12.4.1 Appoint the Executive and the
Project Manager], and 13.4 Directing A Project (Delegates16.4 Managing Product Delivery)
Delegates to team member/ manager, liaises with contractors and Project Board/ assurance
Relies on (possibly shared) project support or does those jobs them self

Aided by sound strategies, good controls and a strong Project Board

Working with people and with line management


Leading needs people skills
Alternate reporting lines needs close liaison with their bosses

Must balance personalities with roles and across teams

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168

169

OR Organization: The Technical Team

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OR:F:2-3
The responsibilities and characteristics of the role of the: 5. Team
Manager 6. 5.3.2.2, 5.3.2.6, 5.3.2.3, 5.3.2.4, 5.3.2.7, 5.3.2.8
Team manager: Optional role - has expertise to produce the products to specification
Maybe the Project Manager!
Reports/ escalates to the Project Manager at a frequency/ in a manner agreed when
commissioned, probably also reports, in parallel to the Senior Supplier
Holds team Checkpoint meetings and creates A3-Checkpoint Reports
Ensures team follows configuration management procedures

Receives and agrees commission via technical A26-Work Packages (may need team
planning to confirm constraints are achievable)
Responsible for team performance versus agreed constraints and tolerances
Ensures A17-Product Descriptions quality methods are applied and results recorded

Team Member: Produce the products to plan within tolerance


Executes A26-Work Packages
May be part time short engagement and concurrent duties
Work life balance: Projects are delivered by people
Balance of duties and personalities
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169

170

OR Organization: Project Support

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OR:F:2-3
The responsibilities and characteristics of the role of the: 6. Project
Support 5.3.2.2, 5.3.2.6, 5.3.2.3, 5.3.2.4, 5.3.2.7, 5.3.2.8
Project support: Mandatory role done by the PM if not otherwise resourced
Is administrative and may also be expert in quality review, risk, estimating, scheduling
Aids PB, PM and TM with administration such as booking meeting rooms, document control
Maintain project files particularly A23-Quality Register and A12-Issue Register

May provide configuration management capabilities (if not organization wide)


Configuration librarian - store the task results away safely & run change control

May be resourced as a shared resource from a project support office


Should be independent of project assurance

Experts: Provide knowledge in risk assessment and estimating


Centre of Excellence

Mandates & defines standards, procedures, templates and tools May support use
Helps resourcing, fragmented projects, programmes
Outlives projects: home or conduit for post-project deliverables
Project Support and Programme Management Offices (PSO or PMO)

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170

172
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172

173

OR Organization: Summary of
Roles and Stakeholders

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OR:F:2-4

What a stakeholder is

5.3.5

individuals or groups who are not part of the project management team, but who
may need to interact with the project or who may be affected by the projects outcome
Types: Supporters versus blockers, Beneficiaries versus those threatened
Engagement: Identify, Gauge interest and influence, Communicate
At programme level (!)

Engage stakeholders
5.3.5.2 External to the project and internal
5.3.5 Stakeholder analysis identifies stakeholders and their stakes
5.3.5.3 A4-Communications Management Strategy defined how to engage them

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173

CoPM
174

12.4.1 Appoint the Executive and the Project Manager


1.
CoPM define Executives & Project Managers role
descriptions & appoint based on skills & availability:
Exec has duty to deliver a product that will return
the forecast benefits that justify the cost

Organisation: Reference Map


OR:P:2-7 The relationship between the Communication Management Strategy and other
products and themes
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
OR:P:2-8 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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Project
Board
Project
Manager

13.4.1 Authorize initiation


1.
Board confirm PMT members accept roles
2.
Board obtain/ commit resources to deliver
Initiation Stage
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, peoples 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

Team
Manager
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13.4.2 Authorize the project


13.4.3 Authorize a Stage or Exception Plan
13.4.5 Authorize project closure
1.
Board obtain/ commit 1.
Board ratify team appointments or changes 1.
Board advise resources providers they are being freed
resources to deliver 2.
Board obtain/ commit resources to deliver
2.
Board transfer concern for resourcing benefits review
project
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 A26Work Packages to
Team members/
managers

15.4.3 Receive completed


Work Packages
1.
PM acknowledges
assignment
complete

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
1.
PM Reviews changes to
the PMT structure and
roles
2.
PM considers resources to
deliver exception plan

16.4.1 Accept a Work Package


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

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

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 A8End Project Report

175

Responsibilities in the Organisation Theme

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CoPM Appoint the Executive and (possibly) the


Project Manager.
Provide information to the project as
defined in the Communication
Management Strategy.
Executive Appoint the Project Manager (if not
done by corporate or programme
management).
Approve the Communication
Management Strategy.
Confirm the appointments to the project
management team and the structure of
the project management team.
Project Assurance Advise on selection of project
team members.
Advise on stakeholder engagement.
Ensure that the Communication
Management Strategy is appropriate and
that planned communication activities
actually take place.

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175

Project Manager
Design, review and update
the project management team structure.
Prepare role descriptions.
Prepare the Communication Management
Strategy.
Review and update the Communication
Management Strategy.
Project Support
Provide administrative support for the
project management team.
Senior Supplier(s)
Provide supplier resources.
Senior User(s)
Define and verify user requirements and
expectations.
Provide user resources
Team Manager
Advise on project team members and
stakeholder engagement.
Manage project team members

176

A4-Communications Management Strategy 1 of 2

OR:P:2-7 The relationship between the Communication Management Strategy and other products and themes
OR:P:2-8 The composition of a Communication Management Strategy, the process(es) and roles through-out its life-cycle

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
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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OR:F:2-5

The purpose of the Communication Management Strategy


A.4.1, 5.3.5.3

Describes the means and frequency of communication to parties both internal and
external to the project. It facilitates engagement with stakeholders through the
establishment of a controlled and bi-directional flow of information
Created by the Project Manager in [14.4.4 Prepare the Communications Management
Strategy]
Consistent with CoPM standards

Based on a stakeholder analysis


Consulted to [14.4.5 Set up the project controls] and [14.4.6 Create the Project Plan]
Included in the A20-Project Initiation Documentation
Used at project closure

Defines communication of risks, progress (including beyond the project)


Between Project Manager and Directing A Project activities

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176

177

A4-CMS 2 of 2

OR:P:2-7 The relationship between the Communication Management Strategy and other products and themes
OR:P:2-8 The composition of a Communication Management Strategy, the process(es) and roles through-out its life-cycle

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
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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Assessed (perhaps by project assurance as a delegated duty) in


[13.4.2 Authorise the project] for who/ what/ when/ how/ how often/

Followed by 13.4.2 (DP2) & 13.4.3 (DP3) to communicate beyond the project
In DP4 to gather relevant data for issue and exception handling and to inform CoPM
In Closing A Project and 13.4.5 (DP5) to advise of project closure
Approved by the Exec

Identifies and facilitates two way communication with stakeholders (including


CoPM)
A11-Highlight Reporting contents (if tailored) timing and
distribution from [15.4.5 Report highlights]
A9-End Stage Report in
[17.4.4 Report Stage End] and
A8-End Project Reporting in
[18.4.5 Recommend project closure]

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177

178
OR:P:2-8

A4-CMS: Product Description


The composition of a Communication Management Strategy, the process(es) 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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The A4-Communications Management Strategy* might contain {


Preamble: Who is responsible for maintaining the strategy, Version numbers, Publication dates
References to corporate standards for communications
Note project tailoring with auditable justifications

Any and all of:


Company branding such as colours, logos, formats
Project branding: significant projects (especially in matrix organisations) need their own clear identity
Standards such as image or writing standards, translations, speed of distribution etc

Roles and information needs of everyone involved in project communication


What the project needs as a receiver and the stakeholders/ roles (such as exec) who are suppliers!
What the project supplies (include how the Project Board communicate with CoPM) and to whom
What records are consulted and created and how records are looked after
By reference to the A6-Configuration Management Strategy

All timings, triggers and flow


The communications procedures, methods, media, tools and techniques, and crucially
Repetitions and parallel channels used to ensure key messages are absorbed not just received
The action the recipient is required to take on receipt
Formats for feedback, acknowledgement or follow-up that is required or beneficial
How communications management performance will be measured and reported }
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* Created by the Project Manager in [14.4.4 Prepare the Communications Management Strategy] and updated in [17.4.1 Plan the next stage]

178

179

OR Organization: Exam Practice

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The WorkBook table of contents details relevant foundation questions

OR:Able to use/ tailor the theme to an exam scenario to maintain products


and make decisions in the 7 processes
OR:P:3-1 Identify an appropriate project management team structure and role
descriptions, including acceptable role consolidations or sharing 5.3.2, C
OR:P:3-2 Identify appropriate information, (using Apdx-A), for inclusion in a
Communication Management Strategy
A.4.2

OR:-

Critique theme's application to an exam scenario

OR:P:4-1 QA and comment on: 1. Project management team structure 2.


Communication Management Strategy and roles involved through their life-cycle
5.3.2, C/Table 5.1 A.4.2

See Section 5
FX02 Qn 2 and leave Fx03 Qn 2, attempt it after having covered everything

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179

180

SU-04 F:2

Project mandate P:CoPM

The Activities Within Starting Up A


Project (SU)

12.4.1
Executive
&
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Starting Up A Project - Process

A7

Daily Log P:PM

A14 Lessons Log


A19 Project Brief {Exec role
description P:CoPM,
PM role description
P:E, A:CoPM }

Appointed Exec
P:CoPM

Appointed PM
P:E A:CoPM

12.4.3 Design/ appoint PMT


1. Define roles (PA/ TM/ PS)
Authority/ Reporting lines/
Availability/ Competency
2. Some may not be in post
3. Arrange training
4. Note Risk in Daily Log

13.4 DP
14.4
IP

Appointed PMT
P:E A:CoPM

In the beginning is the project mandate


(Project Initiation Documentation)
and the first thing we need are:
a decision maker and
someone to do the day to day management

15.
CS

A7 Daily Log P:PM


A19 Project Brief {

PMT role descr. P:PM A:E

PMT structure P:PM, A:E}

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PMT = Project Management Team, PMTs = PMT structure, P: = Produces, R: = Reviews,


A: = Approves ( ) = in another process { } = containing
update

180

Initiation Stage

12.4 Project Manager


SU 1. Based on Pj-Md8, skills
& availability
2. PM starts Daily Log

DoubleHeaded

Create

17.4
SB

181

Revision Notes
Review the section just gone and capture NOW

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What Im sure of:

What I need to write-out to build recall:

What to study more to fully understand:

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As well as providing notes space these entries are pagination control

181

.
.
.
.

.
.
.
.
.

.
.
.
.
.

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183

OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Overview, Principles and Tailoring


Business Case
Organization
Quality
Plans
Risk
Change
Progress
Starting Up A Project
Directing A Project
Initiating A Project
Managing A Stage Boundary
Controlling A Stage
Managing Product Delivery
Closing A Project

Chapter 14
Syllabus Themes:
QU Quality

Those who think education expensive have not yet accounted for what they pay daily for ignorance
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183

184

QU - Quality Purpose and Approach

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QU:F:2-1

The purpose of the Quality theme

6.1

define and implement the means by which the project will create and verify products
that are fit for purpose
Product focussed Product Based Planning create the Product Breakdown Structure (PBS)
Start with the A21-Project Product Description set of A17-Product Descriptions

Product descriptions specify acceptance criteria and acceptance method & skills
Quality controlled in-process by inspection and review
Properly applied quality control eliminates faults

Quality drives cost and timescale


Quality is Free (Prevention is cheaper than correction)

Defined as totality of featuresneeded and actions to insureachieved

QU:P:2-7

The PRINCE2 approach to quality and the quality audit trail

QP ensures products identified to the level required for control


Project planning defines scope and schedule quality activities
Work assigned via A26-Work Packages that contain A17-Product Descriptions
Review activity confirms results achieved and creates audit trail

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6.3

185

QU Quality Assurance and Project Assurance

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QU:F:2-2 Contrast quality assurance and Project Assurance

Quality assurance

6.2.6 Tab 6.1

A corporate or programme function


Check (audit) that quality control is used and useful
Provides assurance to the organisation that the project is following policies

Project assurance
A Project Board accountability
Ensures right people produce right products the right way at the right time
Independent of those doing the real (technical and management) work

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185

186

QU - Quality (QU) Foundation

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QU:F:2-4

Contrast QP, QC and QA

6.3.1, 6.3.2, 6.2.6

Quality management comprised three parts


QP & QC within the project management teams duties

QP: selecting standards when products and tasks are identified


Merges Quality Management System (QMS) of all parties
Confirm expectations and establish the quality approach
(Major) products acceptance criteria defined
A17-Product Descriptions by cross-reference
Product and process standards and

A26-Work Packages include or cross-reference process standards and process AC

QC following standards in Quality Management System (QMS)


Skill during execution of a A26-Work Package and A17-Product Descriptions
Built it right, Defect prevention & detection, Conformance To Specification (C2S)

QA is the independent inspection of QC audit trails to ensure QC is used and useful


Compliant with standards and policy
Project management teams responsibility to arrange QA
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187

Quality Control: Done Right

15.4.5 Report Achievement versus


expectation (Data to re-evaluate the
Return on Investment)

Corporate
Management

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A11 Highlight Report

15.4.4 Day-to-day(Re-)Consider balance of Risk,


Cost, Resource, Reward, Re-plan, and
commission next activity Escalate issues
15.4.1 & 16.4.1 Authorize/
Receive A 26 Work
Package.
Planning used PBS & A17
PdDesctn A26 =
{Constraints, A17, Quality
control tests}
Update A5 CIR to WIP

Step 9 Execute Detailed Technical Tasks & Report Status


A3 Checkpoint Report

16.4.2 Execute A26WkPk


Next task in Activity: Perform
task and associated Product/
Process quality control

Rework
Cost of NQ

Record costs
Step &
Result
OK?

No
No

Baseline Product
In A5 Config Item R
(& handover?)
A3 Checkpoint Report

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Yes

EV=100%

All tasks
Complete
?

Apply skills to follow


standards & meet
acceptance criteria

Record
Value

Verification versus WBS for C2S


PBS for FFP, RE for VfM
Good/ Missing/ Wrong/ Extra

Yes

Assessment of Achievement (Value Earned)

Quality Control
A23-Quality

Set A5-Configuration Item Record status to WIP Work in progress. Later settings will be Ready for Review and
Successfully reviewed and possibly Requires/ Being reworked, Ready for re-review

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188

QU CQE vs. AC

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QU:F:2-5

Contrast CQE and Acceptance Criteria (AC)

6.3.1.1, 6.3.1.2

6.3 Customer arrive with quality expectations (CQE-6.3.1.1), Early, broad, vague,
contradictory, unachievable: pre-politics of whos opinion counts
statement of quality expected from the project product, captured in the Project Product
Description
Senior User(s) duty to resolve differences, trade-off capabilities and to prioritise
SU and IP translate CQE to agreed prioritised Acceptance Criteria* (AC-6.3.1.2)
PBS products described in A21 and A17-Product Description via AC
[16.4.2 Execute a Work Package] applies QC and quality reviews (QR Pg.55)
Updates the A23-Quality Register to show results of quality control activity

Acceptance Criteria (AC) prioritized list of criteria that the project product must meet
before the customer will accept it, i.e. measurable definitions of the attributes required
or the set of products to be acceptable to key stakeholders

AC matched to QMS method statements and product standards


Post politics of whos wants are to be satisfied - MoSCoW
Senior Supplier(s) obligation to secure payment (or other reward)
Demonstrated by application of the Acceptance Method and Skills

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189

QU Quality Review Objectives and Roles

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QU:F:2-3

The objectives of the quality review technique

6.3.2.1

To assess conformance with acceptance criteria of documents and similar items


Involve key parties, aid team building, confirm ready for approval, baseline for change control

QU:F:1-1

Recall the recommended quality review team roles 6.3.2.1

Chair: Leads the review (and may, minimally be the reviewer)


Responsible for the reviews conduct, may be Project Manager or team manager

Presenter: May be the products producer


Presents the product, coordinates post review product changes if required

Reviewers: Raises suggestions and questions and confirms (eventually) satisfaction


Administrator: Administrative support and records actions and result
Limiting case for review is 2 people
One as chair and reviewer
One as presenter and administrator

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190

QU Quality Review Steps

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QU:F:2-3

The objectives of the quality review technique

6.3.2.1

Preparation
Chair Arrange venue, check product and reviewers ready, consolidate comments received
Presenter distribute product and A17-Product Description
Reviewers assess product, send comments to chair and presenter
Spelling/ grammar errors may be noted on the product

Meeting follows an agenda


Introductions, Product summary { who uses product to do what } (presenter)
Global/ Major points (Chair & reviewers)
Walk-through at appropriate level of detail vs.. comments and responses (presenter & reviewers &
administrator logs actions)
Summarise actions (admin)
Define result {product is fit, remedial actions without further review, remedial actions and re-review} (chair)

Follow-up

Presenter takes or coordinates actions


Reviewers signoff (or escalate to chair), Chair signs-off product on completion
Admin store quality records and advise management of reviews result
Presenter requests product approval from authority defined in the A17-Product Description

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191

Quality Records & Strategy

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QU:F:2-6
The purpose of a: 1. Project Product Description 2. Product
Description 3. Quality Register 4. Quality Management Strategy A.21.1 A.17.1
A.23.1 A.22.1
A22-Quality Management Strategy
defines the quality techniques, standards, roles and responsibilities to be used to
achieve required quality levels, during the project
How Project assurance and Quality assurance liaise
Defines formality Eg Independent audit

Prepared in [14.4.3 Prepare the Quality Management Strategy]

Evolves from A19-Project Briefs Project Approach


Approved (baselined and placed under change control) at [13.4.2 Authorise the project]
Component of the A20-Project Initiation Document
Mature organisations will have a normal project A22-Quality Management Strategy

Merger of customer and suppliers Quality Management System (QMS)s

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192

A22-Quality Management Strategy


Product Description

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, 18.4.45, C/Table 6.3

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The A22-Quality Management Strategy might contain {


Document admin: Ownership, Version control information etc
Who to advise of changes to the A22-Quality Management Strategy

Scope and objective of the strategy


How this project will carry out quality planning, quality control and quality assurance, who by, and when
Typically reference to organisational quality standards with audit trail of changes

Tools and techniques to be used: EG Sampling or exhaustive testing, rigs, jigs and test beds
Procedures to be followed, triggers and timings and the records to be kept
A23-Quality Register, Approval and Acceptance records, A3-Checkpoint Report, A11-Highlight Report,
A8-End Project Report and A9-End Stage Report

Duties, authorities, timings (roles and responsibilities) for management of quality activities
Triggers for quality activity and the time to complete them so decisions are timely

Procedures for or reference to relevant Quality Management Systems of either the customer(s) or
supplier(s) as derived from the CQE of the parties involved
Arrangements for independent audit and escalation to the Project Board }

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193

Quality Records & Strategy

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QU:F:2-6
The purpose of a: 1. Project Product Description 2. Product Description
3. Quality Register 4. Quality Management Strategy
A.21.1 A.17.1 A.23.1 A.22.1
A23-Quality Register
Index to record of all planned or executed quality reviews and tests that facilitates reporting and
access to primary records
Summarises the quality reviews conclusions
Placeholders added when creating the A16-Stage Plan and A16-Team Plan
Entries for specialist product tests completed during [16.4.2 Execute a Work Package]
Source of quality metrics for process improvement via lessons learned principle
Actual test results may also be within the A23-Quality Register entries

6.3.2.2 Quality Review confirms CIs conform to specification


Approval records
Confirm Fitness For Purpose in the eyes of the approval authority at end of [16.4.3 Deliver a Work
Package]
Often using a Quality Review: Walkthrough or Inspection
Approval closes budgets and freezes in configuration management
Products and results (CIs) are tested as defined in their A17-Product Description

Acceptance Records are contractual confirmations that all Approvals are in place or covered by
concessions and or follow-on-actions
[18.4.1 Prepare planned closure] confirms approvals [18.4.3 Hand over Products] confirms acceptance
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194

A23-Quality Register Product Description

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.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, 18.4.45, C/Table 6.3

A.21.2,

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Each A23-Quality Register record could be made-up of {


Identifier: EG A26-Work Package ID and time-stamp of test run-time
Linking records
A reference/ pointer to the test/ quality review's actual results
Reference to previous and future executions of this test or other tests CIs must clear before declared
mature
A26-Work Packages for corrective actions

A5-Configuration Item Record IDs for the CIs under review (specialist and management)
May include names and descriptions for convenience (even if thus no longer in 3rd normal form)

Reference to the A26-Work Package(s) in the team or A16-Stage plan that define the review
Methods that define how the CIs are to be tested
EG: stressed to failure, model-office, field test, read-through, (link to the A17-Product Description)
Who will be/ was involved in what capacity
IE Chair, Admin Support, CI's presenter/ producer, the reviewers or those assigned to other test methods EG Auditor and auditees
Schedule dates for baseline, currently intended and actual test dates
Dates of sign-off or other approvals and acceptance steps, perhaps with locations or other details

Summary of results
Pass or Fail - IE Rework and retest needed (linked corrective action A26-Work Package and A23-Quality
Register entry)
Provisional Pass as fail but re-test not required after corrective actions }
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195

QU - Quality (QU) Foundation

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QU:F:2-6
The purpose of a: 1. Project Product Description 2. Product Description 3.
Quality Register 4. Quality Management Strategy
A.21.1 A.17.1 A.23.1 A.22.1

A21-Project Product Description


A special Product Description that defines what the project must deliver in order to gain
acceptance. Used to gain agreement from the user on the projects scope and requirements,
explore customers quality expectations, define the acceptance criteria, method and
responsibilities for the project.
Input to product based planning and start of configuration management
Created in [12.4.4 Prepare the outline Business Case]
Customer's expectations of the result required and decomposition to component configuration items
Project acceptance criteria, quality targets, tolerances and acceptance demonstration methods

Included in the A19-Project Brief for approval (baselined) at [13.4.1 Authorise initiation]
Guide selection of project approach
Refined in the Initiation Stage and superseded by the A16- Project Plan & A17-Product Descriptions

Project closure references the A21-Project Product Description

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The A21-Project Product Description

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.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, 18.4.45, C/Table 6.3

A.21.2,

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The description of the projects final result* {


Who will use the project's outputs in what context
Aids plannings trade-offs between faster better cheaper

Major products to be delivered by the project


Cost or schedule targets
Customer [stakeholder] quality expectations (CQE) for development processes and project
management and control [what is expected (sic)]
Acceptance criteria [prioritised list ofmust meetmeasurableattributes to be
acceptable" (sic)]

Project-level quality targets and tolerances


Competencies required to develop and verify each of the major products
Methods, Competencies and Responsibilities to Accept and Handover the project's products
Context for the project's products functions, size, quality, complexity, robustness etc
Product source [or cross-reference the Project Approach in the A19-Project Brief] }

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* The use of Dimension4s Recognition Events and Value Flashpoints is recommended here
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196

197

QU - Quality (QU) Foundation

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QU:F:2-6
The purpose of a: 1. Project Product Description 2. Product Description 3.
Quality Register 4. Quality Management Strategy
A.21.1 A.17.1 A.23.1 A.22.1

A17-Product Description
Use is mandatory:
States how quality is proved, what the target and the tolerances are
Removes causes of acceptance dispute

Gives products context (the general) and details (the specific)


Crucial for estimating of costs, timescales, benefits and management of change

Identifies relevant standards, activities, people and skills to produce, review and approve products
Specifies purpose, appearance, users, quality* level required etc) of a product
May identify sources of information or supply

May be from a library held by the PSO/ PPMO/ Centre of Excellence


Shared by all products of the same type

Specifies acceptance criteria, and acceptance methods


Cross reference the Quality Management System (QMS)

References or sets-out the development (acquisition process)


Identify peer review and handover review points and criteria
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198

A17-Product Description Product Description

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.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, 18.4.45, C/Table 6.3

A.21.2,

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What the project creates, acquires or amends might be described by {


A product ID: either a code, a name or both (based on a A5-Configuration Item Records ID?)
Purpose and context of the product's usage
Aids designing quality attributes such as reliability, maintainability, speed, training needs etc
Presentational format (if relevant)

Composition IE CIs integrated in this CI (the Product Breakdown Structure (PBS) below this CI)
Products source
[ Beyond PRINCE2: For each of the remaining items in the product description consider:
The CIs development lifecycle with reference to product standards and method statement in customer and
suppliers Quality Management System (QMS)
All factors that populate the estimates to include in the A26-Work Packages in the products life-span
The effort, materials, infrastructure, resources required per method statement/ standard operating
procedure step and the skills required to perform them
The earned value type to be used to claim progress versus baseline and each maturity test that
demonstrates value earned ]

Skill base, resources and tools to create and verify each development step:

Quality Criteria
Quality Tolerances applied to quality criteria target values
Quality Testing Method or test type used to confirm test results are within tolerance
Quality Responsibilities }

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The factors beyond PRINCE2s definition are assumed by the official manual to already be in your competencies
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199

Responsibilities In The Quality Theme

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CoPM
Project Support
Provide details of the corporate or programme quality
Assist Team Managers and members with the application of
management system.
the projects quality processes.
Provide quality assurance.
Maintain the Quality Register and the quality records.
Executive
Provide administrative support for quality controls.
Approve the Project Product Description.
Senior Supplier(s)
Approve the Quality Management Strategy.
Approve Product Descriptions for key specialist products.
Confirm acceptance of the project product.
Approve the Project Product Description (if appropriate).
Project Assurance
Approve the Quality Management Strategy.
Advise the Project Manager on suitable quality
Approve the quality methods, techniques and tools adopted in
reviewers/approvers.
product development.
Advise the Project Manager on the Quality Management
Provide resources to undertake supplier quality activities.
Strategy.
Senior User(s)
Assist the Project Board and Project Manager by reviewing
Approve Product Descriptions for key user products.
the Product Descriptions.
Approve the Project Product Description.
Assure Project Board members on the implementation of the
Approve the Quality Management Strategy.
Quality Management Strategy, i.e. the proper conduct of the
Provide acceptance of the project product.
project management and quality procedures.
Provide resources to undertake user quality activities and
Project Manager
product approval.
Document customers quality expectations and acceptance
criteria.
Provide the customers quality expectations and acceptance
criteria.
Ensure that Team Managers implement the quality control
measures agreed in Product Descriptions and Work
Team Manager
Packages.
Advise the Project Manager of product quality status.
Prepare and maintain the Product Descriptions.
Assemble quality records.
Prepare the Project Product Description (with users).
Manage quality controls for the products concerned.
Prepare the Quality Management Strategy.
Produce products consistent with Product Descriptions.

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199

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)

200

CoPM

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, 18.4.45, C/Table 6.3

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Project
Board

13.4.1 Authorize initiation


13.4.3 Authorize a Stage or Exception Plan
13.4.2 Authorize the project
1.
Board review A21 and confirm CQE & AC 1.
Board approve A17-Product
Board confirm A22-QMS will achieve CQE (benefits) & baseline 1.
2.
A19, A21, CQE & AC placed under
Descriptions in stage plans scope
2.
Board approve A17-Product Descriptions in A16-project plans
change control
scope

12.4.3 Design and appoint 14.4.3 Prepare the Quality Management


Strategy (A22-QMS)
the project
PM confirms CQE & AC clear
management team 1.
1.
PM Consider
enough in A21-PjPdD, Creates A22training needs (e.g.
Quality Management Strategy
quality methods) 2.
PS create A23-Quality Register
3.
PM seeks board OK now or 13.4.2
12.4.4 Prepare the outline
14.4.4
Prepare the Communication
Business Case
Management Strategy (A4-CMS)
1.
SU provides/ PM
1.
PM includes A22-QMS needs in A4captures CQE &
Communications Management
AC, Criteria/
Strategy
Tolerance/ Quality
14.4.5 Set up the project controls
Methods/ Test
1.
PM inc. A22-QMS needs in controls
Skills or
responsibility in
14.4.6 Create the Project Plan (A16)
A21-Project
1.
PM/ SU Update CQE/ AC if change
Product Description
or refinement required since 12.4.4
2.
PM (team) create A16-Pj Plan based
on A21-PjPdD/ AC/ CQE/ A22-QMS
12.4.5 Select the project
3.
PM creates A17 for products in Pj
approach and
scope
assemble the
14.4.8
Assemble the Project Initiation
Project Brief
Documentation (A21)
1.
PM includes CQE &
1.
PM Assembles A21-PID including
AC (in A21)
A22-QMS
2.
Assemble A21 into
Plan
Delivery
Stage
A19-Project Brief
16.4.1 Accept a Work Package

1.
TM/ PM/ PS ensure best
Team
quality reviews in A23-QR
Manager
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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

15.4.7 Escalate issues & risks


1.
PM consults A23-QR for input to update A13-Issue
Report and A10-Exception Report Apdx-A Dervtn)
15.4.6 Capture and examine issues and risks
1.
PM consults A23-QR for input to A13-Issue Report
15.4.5 Report highlights
1.
PM confirms quality work in period from A23-QR in
A11-Highlight Reports
15.4.4 Review stage status
1.
PM seeks Q-Issues shown by A23-QR entries
2.
PM confirms products accepted by those named in
their A17-PD Responsibilities
3.
PM detects stage end as A23-QR entries all complete
15.4.1
1.
2.
3.

Authorize a Work Package


PM consults A22-QMS to create A26-Work Package
PM includes A17-Product Descriptions in A26-WkPkg
PS/ TM may update A23-QR quality reviews planned

15.4.2 Review Work Package status


1.
PM assesses status of Q-reviews by consulting A23QR
15.4.3 Receive completed Work Packages
1.
PM confirms A26-WkPk complete by consulting A23QR and Quality Responsibilities of each included
products A17-PD

17.4.1 Plan the next stage


1.
PM reviews A20-PID and changes to
CQE/ AC
2.
PM/ TM/ SU Refine AC for each A17Product Description per CI in the
stages PBS
3.
PM (team) creates stage plan based on
A22-QMS, A2-PjPdD
4.
PS add quality reviews to A23-Quality
Register

13.4.5 Authorise project closure


1.
Board Confirm all user &
Ops+Maint acceptances

18.4.1 Prepare planned closure


1.
PM asks if all products in A18-PSA
match AC in A17-PD or covered by a
concession
2.
PM Confirm AC met and A21-Project
Product Description delivered
18.4.2 Prepare premature closure
1.
PM Assesses via A18-PSA products
with Approval Records/ Concessions

17.4.2 Update the Project Plan


1.
PM checks for change to A21-PjPdD

18.4.3 Hand over Products


1.
PM asks if all products in A18-PSA
Approved by those named in A17-PD
17.4.4 Report Stage End
PM checks Acceptance records or
1.
PM confirms all done ok by checking 2.
Concessions from all parties e.g.
A23-QR & Approval Records
Ops+Maint
2.
PM reports in A9-End Stage Report on
PM may list FOAR for concessions
quality in period from A23-QR details of 3.
Quality records & Approval Records or
Off-Spec & Concession
18.4.4 Evaluate the Project
17.4.5 Produce an Exception Plan
1.
PM asks are CQE & AC changed
2.
PM creates Exptn-Plan based on A22QMS for any new A17-PD in PBS
3.
PS amend quality reviews in A23Quality Register for new products
and/or tests

1.
2.
3.
4.

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

16.4.2 Execute a Work Package


16.4.3 Deliver a Work Package
1.
TM develops products following quality method for in-process development to criteria in A17-PD & record quality records 1.
TM checks approval
2.
TM/ SU conduct quality reviews/ appraisal & assemble quality records to show products meet specification (if a quality
records in A26-WkPkg
review action will exceed tolerances then raise an Issue)
scope
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

201

QU:P Tailoring

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Foundation questions are included in the WorkBook


See the table of contents

Practitioner needs are as normal but a little more extensive!


QU:Able to use/ tailor the theme to an exam scenario to maintain products and
make decisions in the 7 processes
QU:P:3-1 Identify information for inclusion in the products listed in QU:P:2-8
QU:P:3-2,3 Identify actions and responsibilities to apply QC/ QR to product 6.3.2.1

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201

202

QU:P Critique Exam Questions

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QU:Able to use/ tailor the theme to an exam scenario to maintain products


and make decisions in the 7 processes

QU:-

Critique theme's application to an exam scenario

QU:P:4-1 QA and comment on theme's products and roles involved through-out their
life-cycle in QU:P:2-8
QU:P:4-2 Use of the quality review technique for a given product
6.3.2.1
QU:P:4-3 Critique QP activities and roles involved in managing CQE & AC in the Project
Product Description Formulating a Quality Management Strategy and setting up a
Quality Register
6.3.1, 6.3.1.1, 6.3.1.2, 6.3.1.3, 6.3.1.4, 6.3.1.6

QU:P:4-4 Analyse and comment on QC activities and roles involved. Including:


Carrying out the quality methods Maintaining quality and approval records Gaining
acceptance
6.3.2, 6.3.2.1, 6.3.2.2, 6.3.2.3, 6.3.2.4

Relevant questions are provided in FX02 Qn 3 and FX03 Qn 3


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202

203

Revision Notes
Review the section just gone and capture NOW

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What Im sure of:

What I need to write-out to build recall:

What to study more to fully understand:

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As well as providing notes space these entries are pagination control

203

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205

OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Overview, Principles and Tailoring


Business Case
Organization
Quality
Plans
Risk
Change
Progress
Starting Up A Project
Directing A Project
Initiating A Project
Managing A Stage Boundary
Controlling A Stage
Managing Product Delivery
Closing A Project

Chapter 15 Part 1
Syllabus Themes:
PL Plans

Those who think education expensive have not yet accounted for what they pay daily for ignorance
Logical Model Lt P2 Exam Cram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net

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205

206

PL - Plans (PL) Foundation

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PL:F:2-1

The purpose of the Plans theme

7.1

facilitate communication and control by defining the means of delivering the products
(the where and how, by whom, and estimating the when and how much)
Backbone of the MIS and the yardstick for measurement

Planning creates common understanding of options and intent of future actions


Aimed at a result (A21-Project Product Description and Product based planning)
Social planning creates buy-in and coordination of who does what when
Identifies constraints and consideration of required trade-offs

[ PRINCE2 light how to plan! PRINCE2 is about the Control Environment


Lots of appropriate material available for free from our web-site ]
Everything gets a mention but without explanation so not examined

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When you want to use a product based start to planning for real (it is the BEST way to start), when you need to understand how to translate
product scope to activity scope, to estimate and schedule activities, use Microsoft Project and Earned Value (etc) then download the free
materials from our web-site or ask us for assistance
206

207

Steps in Planning

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Mandate (Results) + CQEAC


& Strategic Risk etc

Product Based
Planning

Outputs (A21 PBP PBS Component CIs)


Quality Planning & AC & A17s, Benefits & Risks

Schedule
Estimating

PBS = Atomic Products/ CIs


(PBS, A17-PdDn + A5-CIR)

Activities, Depenencies
& Critical Path (PFD & PDM)

Schedule Baseline

Estimate Resources &


Durations & Costs

Scope & Responsibility


Baseline

Response to
Tactical Risk

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Cost Baseline

Cost &
Resource Estimating

Baselined
Cost/ Time/ Scope = BCWS

CQE Customer Quality Expectations, AC Acceptance Criteria, PFD Product Flow Diagram, PDM Precedence Diagram Method, BCWS Budgeted Cost of Work Scheduled, CI Configuration item

207

208

Rolling Wave Planning


Before/ After Stage Boundary

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Planning balances detail with distance into the future


Detail Planning
Stage Plan
Time Now

Outline Planning
Project Plan
Far Term
Project Plan

Planning
Packages

Work
Actuals
packages
Near Term Activities
Current Stage Plan
Named resources
Detailed tasks
Final/Definitive Estimates
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208

Generic resources
Activities
Indicative Estimates

Generic resources
Phases
ROM Estimates

209

PL - Plans (PL) Foundation

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PL:F:1-1
PL:F:2-2

Levels of plan recommended by PRINCE2


Purpose and relationship between Plans

7.2.3
7.2.3-7

Three levels of plan over 2 time-frames created by normal or exceptional trigger


Matched to differing needs of the management levels

A16-Project Plan
Mandatory - Full scope of the project, perhaps with less detail
Created in [14.4.6 Create the Project Plan] 1st approved in [13.4.2 Authorise the project]

Major products, activities, targets and controls such as stage boundaries


Provides cost and timescales to A2-Business Case
Aligned to CoPM plans and approved by CoPM

A16-Stage Plan

Required, Detailed, Short duration May be sum of Team Plans Updates A16-Project Plan
Day-to-day control by the Project Manager
Created in [12.4.6 Plan the Initiation Stage], & [17.4.1 Plan the next stage]
Board approves at [13.4.3 Authorise a Stage or Exception Plan] (or we close the project!)

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209

210

PL - Plans (PL) Foundation

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PL:F:1-1
PL:F:2-2

Levels of plan recommended by PRINCE2


Purpose and relationship between Plans

7.2.3
7.2.3-7

Exception Plan Triggered by tolerance issue


Replaces any other plan, Same format, Created in [17.4.5 Produce an Exception Plan]
Duration from approval to the end of the replaced plan
Exceptions can invalidate plans at all three levels

Team Plan (May follow A16)

Optional, Format unspecified, Approved by the Project Manager


May be an extract of the A16-Stage Plan or Stage plan may be aggregate of team plans
Covers one or more A26-Work Package
Created in [16.4.1 Accept a Work Package] or in parallel with [17.4.1 Plan the next stage]
A Team plan in exception is subject to [15.4.8 Take corrective action]

A1-Benefits Review Plan Starts at [14.4.7 Refine the Business Case]


Applies from start to finish of benefits delivery
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210

211

Rolling Wave Planning


Before/ After Stage Boundary

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211

212

212

Plans & Exceptions

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Project plan

Programme Plan

Board/ product focus


Mandatory

Stage plan
Day-to-day task focus
Required (may be within
Project plan

Project Plan

(inc Stage Plan)

Exception Plan if required

Initiation
Stage
Plan

Replaces any level


Runs to end of the plan it replaces

Initiation
Stage
Plan

Team
Plan
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212

Project

Team plan
Optional

Project Plan

1st
Specialist
Stage
Plan

Team
Plan

Team
Plan

0 or More
Specialist
Stages
Plan

Team
Plan

Last
Specialist
Stages
Plan

Team
Plan

Team
Plan

Initiation
Stage
Plan

Team
Plan

1st
Specia
Stage
Plan

Team
Plan

214

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


Product Description

PL:P:2-4 The composition of a Plan, the processes and roles in their life-cycle
A.16.2, 7.2.3, 7.3.37.3.8, 12.4.6, 13.4.113.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.13, 17.4.4, 18.4.1, C/ Table 7.1

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Plans exist at Project, Stage and Team level: a plan might contain {

Narrative description of project, stage or team objectives (or exception via A10-Exception Report)
Assumptions and Risks
References to A14-Lesson Log and A15-Lesson Report that explain approach or assumptions
Details of all prerequisite factors whose presence aids success
All technical and management products in plans scope by ref. to A17-Product Descriptions
For each:- { (via cross reference to A17-Product Descriptions )

Product Breakdown Structure (PBS) elements that model the products composition and life-cycle
The tasks required to acquire or create results that deliver the Senior User(s)s requirements
Quality tasks to verify, monitor, report and control product acquisition or creation
Management tasks for planning, progress assessment, reporting, risk and quality management
Task resources requirements (materials, personnel, equipment and facilities)
At base-lining: an estimate of resources expected to be required
During tracking: resources consumed so far and those still expected to be required
Earned value type and tests to prove product maturity at each life-cycle step

Allocations of resources (human, material, plant and machinery) to tasks


Tasks dates: Baseline early and late and actuals

Budgets for known work, for change and contingencies for risk }
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214

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, 7.3.37.3.8,
12.4.6, 13.4.113.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.13, 17.4.4, 18.4.1, C/ Table 7.1

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SU
12.4

IP
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
2.
Identify recipients
3.
Define plan levels, planning
tools, monitoring and
estimating methods suited to
each facet of the project
4.
Agree how to include change
and contingency allowances
in plan
5.
Follow local and supplier
planning standards & any
customer stipulations

(A20 PID {A6 CMS}


A22-Quality Management Strategy
7.3.3 Defining and Analysing Products
(Normal starting point, Home of PBP)
1.
SU writes the A21={Needs, Constraints, Assptns}
2.
Social workshop decomposes A21 in PBS
Note external products and associated risks
3.
Experts write A17-Product Descriptions to state AC
4.
Create the PFD

CS

Product Checklist 15.4

215

Activity estimates - durations & resources Inc.


Assumptions, margin for error & Confidence)

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
Plan

Product Breakdown Structure (PBS)


inefficiencies and optimism
Design

Product Flow Diagram (PFD)


2.
Tune estimates to plan level & project needs
A.17 Product Descriptions
(e.g. Project: Top-Down over stages. Team or
A.5 Configuration Item Records
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)

Project Approach
1.
List activities from PFD (Activity On Arrow network) or add
A22-Quality Management Strategy
Life-cycle tasks to PBS and create a WBS
A19-Project Brief or A20 PID
Include all management, risk and quality activities

CoP Planning Standards


2.
Show internal & external dependencies,
See CLICK
HERE

+44
84
52
57
57
07
Create a Precedence Diagram*

(Supplier Standards)

An iterative, step-wise
refinement process

MP 16.4

List of Activities

All planning information so far


(Previous experience)
Estimating training

Dependencies

* 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 4th & 5th Ed., its 6.2.2.2 Pg. 133 in the 3rd Ed. Of G-2-PMBoK

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, 7.3.37.3.8,
12.4.6, 13.4.113.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.13, 17.4.4, 18.4.1, C/ Table 7.1

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SU
12.4

IP
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
2.
Identify recipients
3.
Define plan levels, planning
tools, monitoring and
estimating methods suited to
each facet of the project
4.
Agree how to include change
and contingency allowances
in plan
5.
Follow local and supplier
planning standards & any
customer stipulations

(A20 PID {A6 CMS}


A22-Quality Management Strategy
7.3.3 Defining and Analysing Products
(Normal starting point, Home of PBP)
1.
SU writes the A21={Needs, Constraints, Assptns}
2.
Social workshop decomposes A21 in PBS
Note external products and associated risks
3.
Experts write A17-Product Descriptions to state AC
4.
Create the PFD

CS

Product Checklist 15.4

216

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
Plan

Product Breakdown Structure (PBS)


inefficiencies and optimism
Design

Product Flow Diagram (PFD)


2.
Tune estimates to plan level & project needs
A.17 Product Descriptions
(e.g. Project: Top-Down over stages. Team or
A.5 Configuration Item Records
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)

Project Approach
1.
List activities from PFD (Activity On Arrow network) or add
A22-Quality Management Strategy
Life-cycle tasks to PBS and create a WBS
A19-Project Brief or A20 PID
Include all management, risk and quality activities

CoP Planning Standards


2.
Show internal & external dependencies,
See CLICK
HERE

+44
84
52
57
57
07
Create a Precedence Diagram*

(Supplier Standards)

An iterative, step-wise
refinement process

MP 16.4

7
1
2
3

List of Activities

All planning information so far


(Previous experience)
Estimating training

Dependencies

6
7

* Pg.70 of the manual is flat-wrong. AON never was an Arrow Diagram. ADM is for AOA networks. Guide to the PMBoK8
dropped mention of them in the 4th & 5th Ed., its 6.2.2.2 Pg. 133 in the 3rd Ed. Of G-2-PMBoK

Planning: Fig 7.2, Fig 7.3 2/2

217

PL:P:2-4 The composition of a Plan, the processes and roles in their life-cycle
A.16.2, 7.2.3,
7.3.37.3.8, 12.4.6, 13.4.113.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.13, 17.4.4, 18.4.1, C/ Table 7.1

DP3 DP2 DP4 DP1 15.4.1

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CS

cklist 15.4

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

All planning information so far


(Previous experience)
Estimating training

See CLICK HERE +44 84 52 57 57 07

Dependencies

M is for AOA networks. Guide to the


133 in the 3rd Ed. Of G-2-PMBoK

217

SB
17.4

MP 16.4
7.3.7 Analyse the risks
(in parallel with 7.3.2-7)
1.
Assess risks and address by reperforming activities 7.3.2 to 6
2.
Ensure risk countermeasures
match Project Boards risk appetite

A25-Risk
Register
Assessed Plan

(draft) Schedule
7.3.6 Scheduling (iterate with all 7.3 activities)
1.
Critical Path Analysis of the precedence network
using estimated durations (D) to establish initial schedule
2.
Assess resources, availability (A) & experience (productivity (P))
3.
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
4.
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

Product Completed Plan


Checklist
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 ]

Plan Design

218

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What Im sure of:

What I need to write-out to build recall:

What to study more to fully understand:

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218

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220

OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Overview, Principles and Tailoring


Business Case
Organization
Quality
Plans
Risk
Change
Progress
Starting Up A Project
Directing A Project
Initiating A Project
Managing A Stage Boundary
Controlling A Stage
Managing Product Delivery
Closing A Project

Chapter 15 Part 2
Syllabus Themes:
PL Plans
Product Based Planning &
Activity Planning Techniques

Those who think education expensive have not yet accounted for what they pay daily for ignorance
Logical Model Lt 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

220

221

221

The Steps of Product-Based Planning 1/4

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PL:F:1-2

Four tasks of product-based planning

7.3.3

PL:F:2-3 The tasks within the PBP technique

Step 1: Write [Produce] A A21-Project Product Description for the A16-Project Plan
(7.3.3.1)

7.3.3.1-4, App D

Senior User writes (causes creation of) the A21-Project Product Description
Written by the customer so the Supplier knows the required outcome
Must be something within the Project Mandate, May be complete!
Details may be identified in workshops as part of [12.4.4 Prepare the outline Business Case]
& [12.4.5 Select the project approach and assemble the Project Brief]
Required in [14.4.3 Prepare the Quality Management Strategy] for formulation of Quality
Management Strategy
A Product based start to planning is key (I.e. Activity isnt key)

1
A PD of final product
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221

2&3
PBS & PDs of Sub products

4
PFD

Activity Planning

222

222

The Steps of Product-Based Planning 2/4

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PL:F:1-2

Four tasks of product-based planning

7.3.3

PL:F:2-3 The tasks within the PBP technique

Step 2: [Decompose into] A Product Breakdown Structure (7.3.3.2)

7.3.3.1-4, App D

Team* decomposes the composition of the A21-Project Product Description or A17-Product


Description in any preferred format EG a hierarchical rooted tree structure
Should be created as a team activity in a structured brainstorm
May differentiate Internal and External products, Simple, Integrated and collective
As composition is defined sub-products are defined in more detailed A17-Product
Descriptions by those with relevant expertise*
Product definitions may be refined over time

A Product based start to planning is key (I.e. Activity isnt key)

1
A PD of final product

2&3
PBS & PDs of Sub products

4
PFD

Activity Planning

See CLICK HERE +44 84 52 57 57 07

* The official manual declares the Project Manager responsible, Id say accountable for creation but the what MUST come from
the customer and how must come from the technical experts
222

223
Product Based Planning:
Syntax

223

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Products may be simple or intermediate


Simple may be
Internal or external

External
product
Intermediate may be

Simple
internal
product

Simple
product
to be
integrated

Collective or integrative
Made up of lower level intermediate or simple (internal or external) products

Collective

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Integrative

PRINCE2 does not differentiate between green and blue simple products. A product is either internal (box) or external
(ellipse). The convention in these notes is purely to aid illustration of rules governing translation from PBS to PFD

223

224
Simple Products

224

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A simple product is the lowest level of any branch


Does not need to be further broken down for control, or cannot be broken down
No difference whether parent is collective or integrative
External shown in a ellipse
Project dependent on a product, often pre-existing that is outside of the PMs authority &
accountability
Have no predecessors in a Product Flow Diagram
E.g. An advertising campaign requires existing logo & corporate brand standards

Internal shown in a box


Project Manager responsible for [correct] acquisition, creation or amendment
Work under PMs control; may be performed by a sub-contractor

Simple
internal
product
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External
product

External dependencies, but not resource are modelled as external product dependencies
Resource dependencies are modelled in scheduling (7.3.6.4)

224

Simple internal
product to be
integrated

225
Intermediate Products:
Integrative

225

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Intermediate products
Everything except the bottom level
(and the top which MUST be intermediate of one type or another)

Two types: Collective grouping & integrative assembly


Integrative
A product created from lower level products
that requires work to create it from its
components, e.g. assembly or testing
Likely requires its own Product Description and
Configuration Item Record
Appears in the Product Flow Diagram
Engine

Car

Steering GearBox Electrics

Necessarily after the component parts


are available

Spark-Plug
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225

LightBulbs

Headlight Bulb

226
Intermediate Products:
Collective

226

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Collective grouping
May aid top-down thinking e.g. Legal documents, now which ones apply?
Syntactic sugar: merely tidies up the diagram

Bottom-up thinking groups products with similar values for some attribute of interest

Does not appear in the Product Flow Diagram


No work associated with it

May be helpful to have a product description


if quality criteria can be specified at the
collective (super-type) level
Also used to show how a simple product moves
through its life-cycle

Headlight

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226

Indicators

Light Bulbs

Reversing

Stop Light

Interior
Light

227

227

The Steps of Product-Based Planning 3 & 4/4

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PL:F:1-2

Four tasks of product-based planning

7.3.3

PL:F:2-3 The tasks within the PBP technique

Step 3: [Create a] A17-Product Description of each (Sufficiently significant) product


(7.3.3.3)

7.3.3.1-4, App D

Describe the quality characteristics of every Sub-product


Created as soon as possible after each product is identified in the PBS

Step 4: [Sequence in a] A Product Flow Diagram (7.3.3.4)

Team* models sequence of product usage and interdependencies between


them using a directed graph (effectively an activity on arrow network)

A Product based start to planning is key (I.e. Activity isnt key)

1
A PD of final product
See CLICK HERE +44 84 52 57 57 07

So

2&3
PBS & PDs of Sub products

4
PFD

Activity Planning

the PRINCE2 manual says, but a better approach is to create a WBS then a Precedence Diagram my white-paper published by the
American Society For The Advancement of Project Management on use of breakdown structures on www.logicalmodel.net/PublishedArticles

227

228

228

Product Based Planning

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Final Product: A served cup of tea. Product Description:


Tea with milk & sugar in a china cup with matching saucer
Water 100O, Lapsang Souchong leaf tea, 7g sugar, fresh (skimmed) milk

PBS

Served
Cup of Tea

Condiments

Milk

Consists of

Poured
Tea
Saucer
Tea
Spoon

Sugar

Product of
Brewing

Cup

Hot
Tea
Water Leaves
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Milk
Hot
Water

Sugar
Product of
Brewing

Tea
Leaves

PFD

Cup

Precedes/ Follows

Poured
Tea
Tea
Spoon
Saucer

Once upon a time the P2 exams score depended on including/ omitting arrow-heads in these diagrams; you may have previously registered colleagues
whose impression is that PBP is overly prescriptive and who do not realise its power. Sadly a powerful but hard to master technique is now underrepresented. See my article on breakdown structures noted on the last slide
228

Served
cup
of
Tea

229

229

Product States

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Entity states are required when: Each state needs its own Product Description
Testing may need to be spelt out for state changes

Responsibility may change as states change

States not required when a products development activities can be adequately


described and managed during activity planning step 7.3.4

PBS
FP

Commercial
Products
Contract

See CLICK HERE +44 84 52 57 57 07

229

Contract

Signed
Contract

State change

PFD

Signed
Contract

FP

230

Worked Example PBP

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A local council has realized belatedly that their current Social Services Information Systems (SSIS) will not cope with new
legislation. They have one year to be compliant or may then face fines. A new system is proposed. It will also
automatically collate data that currently requires 3 staff to do manually.
Up to now the different departments have held their own records on small computers, offering basic facilities. Duplications
and omissions are a big problem. This has led to many costly mistakes in payments. These records will have to be
corrected by Social Workers before transferring to the new system after it is installed. The old and new programs use the
same database software, so no major conversion work will be needed.
A contract will be placed with an external supplier for hardware and software to replace all the current small computers
with one powerful machine, which offers many extra facilities plus operating economies. The supplier is already part way
through the design of a system, based on specifications agreed with two other councils. The purchase order will be
signed as soon as the Project Initiation Document is approved. The supplier also uses PRINCE2.
Five computer operators and seven other SSIS staff will need training in the new hardware and software. There will then
be further significant work by SSIS staff to prepare the new system for operational use.
The supplier, in the tender, has offered to make small adjustments at no cost at certain points in the new software to fit in
with local practices. From the suppliers point of view these will have to be carefully monitored in order to stay within a
very tight timescale and budget if the supplier is to make a profit. The Council must specify these changes within three
months of the contract being signed.
Two hundred Social Services staff will need to be trained to use the new software

See CLICK HERE +44 84 52 57 57 07

Note the answer below is illustrative not exhaustive. There are other products in the scenario (eg
transferred records) omitted in the interest of legible diagrams over completeness

230

231

Worked Example PBP

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A local council has realized belatedly that their current Social Services Information Systems (SSIS) will not cope with new
legislation. They have one year to be compliant or may then face fines. A new system is proposed. It will also
automatically collate data that currently requires 3 staff to do manually.
Up to now the different departments have held their own records on small computers, offering basic facilities. Duplications
and omissions are a big problem. This has led to many costly mistakes in payments. These records will have to be
corrected by Social Workers before transferring to the new system after it is installed. The old and new programs use the
same database software, so no major conversion work will be needed.
A contract will be placed with an external supplier for hardware and software to replace all the current small computers
with one powerful machine, which offers many extra facilities plus operating economies. The supplier is already part way
through the design of a system, based on specifications agreed with two other councils. The purchase order will be
signed as soon as the Project Initiation Document is approved. The supplier also uses PRINCE2.
Five computer operators and seven other SSIS staff will need training in the new hardware and software. There will then
be further significant work by SSIS staff to prepare the new system for operational use.
The supplier, in the tender, has offered to make small adjustments at no cost at certain points in the new software to fit in
with local practices. From the suppliers point of view these will have to be carefully monitored in order to stay within a
very tight timescale and budget if the supplier is to make a profit. The Council must specify these changes within three
months of the contract being signed.
Two hundred Social Services staff will need to be trained to use the new software

See CLICK HERE +44 84 52 57 57 07

Note the answer below is illustrative not exhaustive. There are other products in the scenario (eg
transferred records) omitted in the interest of legible diagrams over completeness

231

232

Social Services Scenario

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1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
See CLICK HERE +44 84 52 57 57 07

Hardware
Corrected Records
Trained Social Staff
Application Software
Database Software
Purchase Order
Design Changes
Installed System
5 Trained Operators
200 Trained Council
Staff
Contract
Legislative Order (Ext)
Tender
etc

See next slide for a discussion of which scenario words suggest products
This worked example omits several definite products in order to reduce complexity of the illustration

232

Installed
System
Purchased
Products
Training
Products

Purchasing
Products

New
SSIS

233

Submitted PBS Result

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New
SSIS
Legislative
Order

Training
Products

Installed
System

Purchasing
Products

Purchased
Products
Tender

Contract

Purchase Order

7 Trained SISSl Staff

200 Trained Council Staff

5 Trained Operators

Design Changes

233

Application Software

Corrected Record

Database Software

Hardware

See CLICK HERE +44 84 52 57 57 07

234

Submitted PFD Result

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Legislative
Order

Tender

Purchase Order
Contract

Database Software
Hardware
Design Changes
Application Software

Corrected Record

See CLICK HERE +44 84 52 57 57 07

234

Installed
System

5 Trained Operators

200 Trained Council Staff


7 Trained SISSl Staff

New
SSIS

235

What Could Count


As a Product?

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It is not always clear what counts as a product to


be included Here are some grey areas
The general rule is if in doubt note it while
analysing the question - You can always
ignore it later if it proves irrelevant
Prepared system (integrative or state),
Converted data, Transferred data (states),
Design of System (External), Specification of
changes, Minor Conversion Routines, Local
Practices description, Small adjustments
Signed Purchase order

Pretty clearly another product given in the


example in order to show states of a product

Other Possible Products


System or New system

Software

Synonyms for each other?


Synonyms for SSIS system?
Maybe a grouping for application and database
software

Powerful Machine

Synonym for hardware?

See CLICK HERE +44 84 52 57 57 07

235

Marginal, could be argued about


3 Removed admin staff?

Marginal but possible

Probably not (specialist) products


PID

Impact or outcome of project success

Operating Economies
Automatic data collection

Impact of project failure

Management product

Fines

Existing things or circumstances not a


product in the projects scope

Small computers
Costly mistakes

236

236

Tasks in PDM/ Network Diagrams

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Project

Work package

Work package

Work package

Deliverable 1

Deliverable 2

Deliverable 3

Tasks below each


Work Package
used in network
dependency
model
Uses estimated
durations to
identify the
Critical Path
Calculate float
0 on critical
path

See CLICK HERE +44 84 52 57 57 07

236

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

237

Calculating Float

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Total Float A = 6, B = 2, C = 3
Float for D = E = F = Zero therefore Critical Path

Free Float A = 4, B = 0, C = 3

3days

A
0

7d

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237

11

11

6d

13

14

13

13

E
7

5d

16

D
0

4d

19

6d

19

F
13

13

19

19

238

Network Diagram to Resource Gantt

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4
B

A
0

3
D

6
C

11

11

11

13

2
E

11

13

11

Earliest Finish

Latest Finish

Period
Task

Duration

See CLICK HERE +44 84 52 57 57 07

238

2 2 2

10

11

1 1

12

13

1 1 1
1 1
1 1

14

15

239

Resource Gantt to Resource Histogram

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Task

Duration

Period
1

1
A

1D 1D 1

2
1

Period

239

B2 B2 2 2

Resource
3
Usage/ Period

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10

11

1 1 1 1

1 1

12

13

13

15

14

15

1 1

D E
B B E
B B C C C C C C F
5

14

10

11

12

240

Resource Levelling

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Task

Duration

Period
1

2
1

Period

240

2 2 2 2
1 1 1

Resource
3
Usage/ Period

See CLICK HERE +44 84 52 57 57 07

10

11

1 1 1 1

1 1

12

13

14

15

1 1

Maximum of two resources


available for this project

D D D E
B B B B E
A B B B B C C C C C C F

13

10

11

12

14

15

241

Cumulative Resources & Timing

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24

20

15

10

5
3
2
1 A
1

B
B

B
B

B
B

B
B

D
C

D D
C C

E
C

9 10

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241

E
C

11 12 13 14 15

3
2

1 A
1

D
B
B

D D
B B
B B

E
B
B

E
C

9 10

11 12 13 14

242

WBS + Resources & Dependencies =


Schedule & Cumulative Cost & BAC

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See CLICK HERE +44 84 52 57 57 07

242

242

2007 Logical Model Ltd


Simon@LogicalModel.Net

243

Scoping Workshops

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Real planning creates outputs such as the white-board pictured


Results are then entered
into the software tool

Planning can NEVER be done as a solitary activity


BECAUSE:
SOOP: A plan is a shared consciousness that
predicts: what outputs are to be produced and
what resources will be consumed by what
activities and when to deliver the outputs
See CLICK HERE +44 84 52 57 57 07

SOOPs are Simons Observations on Projects Partly born from the observation that using a project management method
is like making soup. A paper to this effect is on the web-site www.logicalmodel.net

243

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

PL:P:2-4 The composition of a Plan, the processes and roles in their life-cycle

A.16.2, 7.2.3, 7.3.37.3.8, 12.4.6, 13.4.113.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.13, 17.4.4, 18.4.1, C/ Table 7.1

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Project
Board

13.4.1 Authorize initiation


1.
Board Approve Pj
Approach and Init
Stage Plan ( and
A19-Project Brief)
2.
Commit resources
to execute plan

12.4.2 Capture previous


Project
lessons
Manager 1.
PM Captures relevant
lessons
12.4.5 Select the project
approach and
assemble the Project
Brief
1.
PM suggests an
Approach to the Exec
to Approve (in 13.4.1)
12.4.6 Plan the Initiation
Stage
1.
PM considers if
CS/MP apply to
Initiation Stage
2.
PM Create Init plan
match constraints
(e.g. dates), address
risks, set initiation
controls & tolerances

13.4.2 Authorize the project


1.
Board approve A16-Plan Project
as viable IE will deliver A2Business Case, Stages
appropriate, Strategies,
Constraints (e.g. Milestones),
Tolerances & controls OK

13.4.3 Authorize a Stage or Exception Plan


1.
Board approve A16 (next) Stage Plan (or
Exptn-Plan) as viable (strategies/
constraints/ Tolerances) & commit
resources to execute OR
2.
Board reject plan & ask PM to Closes
project or re-plan

14.4.6 Create the Project Plan


1.
PM considers planning lessons, A19-Pj Brief, A25RiskReg, 4 Strategies, planning standards & format needs
of audiences (EG is a Product Checklist OK?*)
2.
PM/ PS Select planning & control tools, estimating
methods
3.
PM runs workshops to create PBS, PD, & PFD, define task
& dependencies for Specialist & Management Products
4.
PS Add A5-CIR
5.
PM adds Change budget & Risk responses into plan
6.
Estimate tasks & resources, calculate expenditure, time &
add to A16-Pj Plan
7.
PS Adds quality reviews to A23-QR
8.
Document plan (write any useful notes)
14.4.7 Refine the Business Case
1.
PM adds costs and timescales from A16-Pj Plan to A2Business Cases investment appraisal
14.4.8 Assemble the Project Initiation Documentation (A20-PID)
1.
PM integrates A16-Pj Plan to A20-PID
Plan Delivery Stage: In a simple 2 stage project include A16-Stage
Plan in the A16-Project Plan

13.4.4 Give ad hoc direction


13.4.5 Authorize project
1.
Board respond to CoPM change to Pj
closure
Mandate by asking PM to re-plan at 17.4.5 1.
Board approve
2.
Board consider any Concern & instruct PM
A8-EndPj-Rpt
to Submit Exception plan (or Close PJ)
for deviations
from approved
3.
Board review A11-HiRpt vs. A16-PjPlan
Plans

17.4.1 Plan the next stage


1.
PM checks for changes to CQE/ AC/ PID/ Strategies/ Controls/
Role holders
2.
PM runs workshops to create the A16-StagePlan as per 14.4.6
steps 1,3,4*,6 (Stage not Project Plan),7,8
3.
If last stage PM ensures Closure is planned

17.4.2 Update the Project Plan


1.
PM Updates A16-Pj Plan with actuals and revises forecasts from 18.4.2 Prepare premature
freshly created A16-Stage Plan
closure
2.
PM Applies any changes to A21-PjPdD, Pj context, PID/
1.
As18.4.1 Step 1
Strategies/ Controls/ P2 tailoring/ Risks & Issues
2.
PM may create an
A16-Exception Plan
17.4.3 Update the Business Case
for work to Salvage
1.
PM Applies A16-Pj Plan cost & timings to A2-BC justification
& Make Safe
17.4.4 Report Stage End
1.
PM reports achievement vs. old A16-Stage Plan & expresses
18.4.4 Evaluate the Project
view in A9-End Stage Report on meeting A16-Pj Plan
1.
PM reports in A817.4.5 Produce an Exception Plan
End Project Report
1.
PM uses A10-Exception Report to assess current status vs..
how project
plan in exception
performed vs. plans
2.
Update relevant items: as 17.4.1 step 1
& targets
3.
Plan as 14.4.6 steps 1,3,4,6 (Possibly Project & Stage Plan) ,7,8

Team
Manager

See CLICK HERE +44 84 52 57 57 07

* A Product Checklist is a list of top level products from the Project level PBS with baseline/ expected/ actual delivery dates

244

18.4.1 Prepare planned


closure
1.
PM Updates A16-Pj
Plan from stage
actuals (up to date
A16-Stage Plan)

245
CoPM

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


DP-duplicated, CS, MP 2/2

PL:P:2-4 The composition of a Plan, the processes and roles in their life-cycle

A.16.2, 7.2.3, 7.3.37.3.8, 12.4.6, 13.4.113.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.13, 17.4.4, 18.4.1, C/ Table 7.1

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Project
Board

13.4.1 Authorize initiation


1.
Board Approve Pj
Approach and Init
Stage Plan ( and
A19-Project Brief)
2.
Commit resources
to execute plan

Project
Manager

13.4.2 Authorize the project


1.
Board approve A16-Plan Project
as viable IE will deliver A2Business Case, Stages
appropriate, Strategies,
Constraints (e.g. Milestones),
Tolerances & controls OK

15.4.6 Capture and examine issues and


risks
1.
PM assesses R+I for impact on plans
2.
PM Add work-packages for selected
responses to plans

13.4.3 Authorize a Stage or Exception Plan


1.
Board approve A16 (next) Stage Plan (or
Exptn-Plan) as viable (strategies/
constraints/ Tolerances) & commit
resources to execute
2.
Board reject plan & ask PM to Closes
project or re-plan

13.4.4 Give ad hoc direction


13.4.5 Authorize project
1.
Board respond to CoPM change to Pj
closure
Mandate by asking PM to re-plan at 17.4.5 1.
Board approve
2.
Board consider any Concern & instruct PM
A8-EndPj-Rpt
to Submit Exception plan (or Close PJ)
for deviations
3.
Board review A11-HiRpt vs. A16-PjPlan
from approved
Plans

15.4.7 Escalate issues & risks


1.
PM assesses (actual or potential) untreated
deviations impact & all potential responses
for impact on plans
2.
PM presents concern & options to board at
13.4.4

15.4.5 Report highlights


1.
PM uses A16-Stage Plan in creation of
A11-Highlight Reports

15.4.8 Take corrective action


15.4.4 Review stage status
1.
PM updates A16-StgPlan by adding or 1.
PM updates A16-Stage Plan actuals & forecasts using A12-IR,
amending A26-WkPkgs to maintain
A25-RR, A23-QR, A3-ChkPt, A5-CIR & A18-PSA, resourcing
projects progress in stage tolerances
status and corrective actions at frequency in Stage Plan
2.
PM analyses baseline vs. actual to allocate new work-packages
or instigate (new) corrective actions
3.
PM triggers planning of next stage

Team
Manager

See CLICK HERE +44 84 52 57 57 07

245

15.4.1 Authorize a Work Package


1.
PM extracts Product/ Controls/ Strategies/ Reporting/
Constraints from A16-Pj/ Stage Plan (or Team Plan) & A20-PID
2.
PM review TMs Team Plan and revise Stage Plan if needed
3.
PS add quality reviews to A23-QR
4.
PM/ TM Agree report & escalation regime

15.4.2 Review Work Package status


1.
PM updates A16-Stage Plan for
progress logged to A23-QR and
forecast ETCs
2.
PM & TM agree status
3.
PS update A5-CIR for status

16.4.1 Accept a Work Package


1.
TM create Team Plan to confirm constraints achievable
(may have been performed when Planning the Stage)
2.
(SS) approves Team Plan

Execute a Work Package


16.4.3 Deliver a Work Package
Team work to plan
1.
TM updates Team Plan to
TM updates Team Plan with actuals & ETCs
show A26-WkPkg completed
TM Reports via A3-Checkpoint Reports

16.4.2
1.
2.
3.

15.4.3 Receive completed Work


Packages
1.
PM checks A23-QR &
updates A16-Stage Plan to
show A26-WkPkg complete
2.
PS update A5-CIR

248

Roles in Planning Theme

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CoPM
Set project tolerances and document
them in the project mandate

Provide the corporate or programme


management planning standards
Approve Exception Plans when project-level
tolerances are forecast to be exceeded

Executive Approve the Project Plan.

Approve Exception Plans when stage-level


tolerances are forecast to be exceeded
Commit business resources to Stage Plans
(e.g. finance).
Define tolerances for each stage and approve
Stage Plans.

Senior Supplier(s)
Stage Plans.

Ensure that Project Plans and Stage Plans


remain consistent from the supplier perspective
Commit user resources to Stage Plans
Ensure that Project Plans and Stage Plans
remain consistent from the user perspective

Prepare schedules for each Work Package

Design the plans.


Instruct corrective action when Work Packagelevel tolerances are forecast to be exceeded.
Prepare an Exception Plan to implement
corporate management, programme
management or the Project Boards decision in
response to Exception Reports.
Prepare the Project Plan and Stage Plans.

Project Support
Assist with the compilation of
Project Plans, Stage Plans and Team Plans.

See CLICK HERE +44 84 52 57 57 07

248

Commit supplier resources to

Team Manager Prepare Team Plans

Project Manager
Decide how management
and technical stages are to be applied and
design Stage Plans.

Baseline, store and distribute Project Plans,


Stage Plans and Team Plans.
Contribute specialist expertise (for example,
planning tools)

Project Assurance Monitor changes to the


Project Plan to see whether there is any
impact on the needs of the business or the
project Business Case.

Monitor stage and project progress against


agreed tolerances.

249

249

PL - Plans Exam Questions

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Foundation Questions in the WorkBook


PL:- Able to use/ tailor the theme to an exam scenario, maintain products and
make decisions in the 7 processes
PL:P:3-1 Identify appropriate information, (using Apdx-A), for inclusion in a Plan
(excluding the schedule)
A.16.2, 7.3.3-7.3.8
PL:P:3-2 Identify the appropriate actions and responsibilities when applying the
product-based planning technique, including the creation of Product Descriptions, a
product breakdown structure and a product flow diagram
7.3.3.1-4, D

PL:- Critique theme's application to an exam scenario


PL:P:4-1 Critique a Plans composition and fitness for use (excluding the schedule), and
roles involved throughout its life-cycle
A.16.2, 7.3.3-7.3.8, C/Table 7.1
PL:P:4-2 Critique PBPs Product Descriptions, PBS and PFD
7.3.3.1-4, D

Relevant sample questions are given in


FX02 Qn 6 and FX03 Qn 4
Simons bonus The FX02 Scenario is suitable for creating PBS & PFD

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249

250

Revision Notes
Review the section just gone and capture NOW

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What Im sure of:

What I need to write-out to build recall:

What to study more to fully understand:

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As well as providing notes space these entries are pagination control

250

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254

OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Overview, Principles and Tailoring


Business Case
Organization
Quality
Plans
Risk
Change
Progress
Starting Up A Project
Directing A Project
Initiating A Project
Managing A Stage Boundary
Controlling A Stage
Managing Product Delivery
Closing A Project

Chapter 16
Syllabus Themes:
RK Risk

Those who think education expensive have not yet accounted for what they pay daily for ignorance
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254

255

255

RK - Risk (RK) Foundation

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Projects are a medium term response to organisational context


RK:F:1-1
Define risk, threat and opportunity
8.2.1
RK:F:2-4 Uncertain event or events that may occur (probability) and would impact
objectives (8.3.5.2)
Threat: where impact is negative, Opportunity: where impact is favourable

RK:F:1-3

Contrast risk owner and a risk actionee

8.3.5.4

Owner: Person responsible for all aspects of a specified risks management


Actionee: Person taking risk response actions at the owners direction and support

RK:F:2-1

The purpose of the Risk theme

8.1

to [systematically and pro-actively] identify, assess and control uncertainty and, as a


result, improve the ability of the project to succeed
Cost effective 5 step process
Identify (Context and Risks), Assess (Estimate & Evaluate), Plan, Implement, Communicate
A24-Risk Management Strategy created in [14.4.1 Prepare the Risk Management Strategy]

Project risk is medium term (strategic long term and operational is short term)
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in reality every event has multiple impacts and multiple observers who often have different opinions of the same outcomes.
PRINCE2 risk treatment must be implemented with consideration of these factors that are beyond the guidance provided. Equally
events often have many possible causes For a wider and deeper view look at the (free) risk course on the web-site
255

257

257

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RK:F:2-6

The purpose of a: 1. Risk Management Strategy 2. Risk Register


A.24.1 A.25.1

A24-Risk Management Strategy


Description of the specific risk management techniques, standards, procedure and
responsibilities as tailored for this project
Influences all other strategies controls & plans, Refreshed at stage boundaries
Tailored from enterprise policies & project mandate to the projects needs
Expresses risk appetite via assessment scales (details next slide)
Strategy starts with risk aware culture & includes controls
Escalation trigger points and paths and A25-Risk Register

Created in risk management step 1) Identify Context


([14.4.1 Prepare the Risk Management Strategy])

Guides [15.4.6 Capture and examine issue and risks] and [15.4.7 Escalate issues and
risks]

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257

258

258

Ordinal Scales

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RK:F:2-7
Describe risk appetite and risk tolerance
Define with visceral statements e.g. threat scale
10
9 Government falls
8 Make global
headlines

2 Causes minor
inconvenience
1 Affect hard to
measure

Ordinal and non-linear:


6 to 7 is not
proportional to 7 to 8

Project
Objective

Very Low
.05

Low
.1

Cost

PM has
authority to
decide

< 5% Cost
Increase

Schedule

Slippage
within float

Slippage
within
Execs
tolerances

Scope &
Quality

Optional
quality
aspects
reduced

Staff
Moral

Some
grumbles

Authority

8.3.2, 8.3.3
Moderate
.2

Overall
Project
Slippage
15-40%

High
.4
Cost decision
needs FDs
approval

Terminate
project rather
than proceed

Dates will
miss external
obligations

Overall Project
Schedule Slips
>120%

Should of
items
removed
from
delivery
Volatile staff
may resign

Team

PM

PM & PA

Very High
.8

Acceptance
criteria breach
notliquidatable
Multiple loss
of skilled staff

Loss of crucial
senior staff

Board

CoPM

Impact Scale adapted from the Project Management Body of Knowledge


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See my PMToday article on risk management in the members area www.logicalmodel.net for
discussion of scales that include positives and building responses into the base-line

258

259

259

A24-Risk Management Strategy


Product Description*

RK:P:2-8 Composition, processes and roles involved in: Risk Management Strategy, Risk Register
13.4.2, 13.4.5, 14.4.1-7, 15.4.1-2, 15.4.4-8, 16.4.1, 17.4.1-5, 18.4.35, C/Table 8.2 & 8.3

A.24.2, A.25.2, 8.3.3-4,

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A24-Risk Management Strategy might contain {


Document pre-amble: Version, Author, Introduction, etc
Cross-reference to corporate standards & project local extensions and exceptions
Procedures (steps), timings & triggers, tools and techniques

Duties, roles, records


Reporting regimen and decision making Timings and Who has what authority

Guidance on the identification of risks


Definition of scales to judge probability, impact and proximity
Guidance on the use of the scales particularly Escalation triggers
Tolerances and risk appetite

Description and definition of categories (in tools EG Checklists, Prompt-Lists, RBS, )


risk causes,
risk consequences,
risk responses and risk early warning signs (including progress based metrics)
Guidance on the project's approach to defining and managing its risk budget
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259

* & see 8.3.3

260

260

A25-Risk Register Product Description*

RK:P:2-8 Composition, processes and roles involved in: Risk Management Strategy, Risk Register A.24.2,
A.25.2, 8.3.3-4, 13.4.2, 13.4.5, 14.4.1-7, 15.4.1-2, 15.4.4-8, 16.4.1, 17.4.1-5, 18.4.35, C/Table 8.2 & 8.3

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RK:F:2-6

The purpose of a: 1. Risk Management Strategy 2. Risk Register


A.24.1 A.25.1

A25-Risk Register: records the evolving history of the risks identified


Maintained by Project support

The official manual gives contents as {


Risk identifier, Risk author, Date registered, Risk category
Risk description: cause, event, effect
Risk dimensions: Probability, Impact, Expected value, Proximity, Priority
Inherent (initial), Current Residual, Linked Secondary

Risk response identified by category


When implemented or implementation trigger
Avoid, reduce, fallback, transfer, accept, Share - enhance, exploit, reject, share

Risk responses, Risk status


Risk owner (managing on PM and Sponsors behalf)
Risk actionee(s) taking risk responses and reporting effectiveness }
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260

* & see 8.3.4

261

261

RK - Risk (RK) Foundation

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RK:F:2-2

The steps in the risk management procedure

8.3.5, 8.2.2 8.3.5.1, 8.2.1 8.3.5.2, 8.3.5.3, 8.3.5.4, 8.3.5.5

1. Identify
1. Context influences on & Create the Risk Management Strategy
Enterprise policy, Boards appetite, Project CQE, Product complexity

2. Identify risks to objectives: Brainstorming workshops & In-House Checklists


Record in A25-Risk Register
RK:F:2-5 Contrast Cause (source/ driver), Event and Effect
8.3.5.1
Cause is the source of the triggering Event that creates a state with effects on objectives

Warning signs and stakeholders appetite for risk and each potential response
RK:F:2-4 Proximity How long do we have to prepare and act?

Risk owner!

2. Assess (Estimate, Evaluate), 3. Plan, 4. Implement, 5. Communicate

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261

262

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RK:F:2-2
The steps in the risk management procedure
1. Identify
2. Assess (Estimate, Evaluate)
1. Estimate risk inherent (raw) probability, impact and proximity (urgency)

Assess against relevant scales the likelihood of event(s),


the significance of impact(s)
Assess how probability and impact may change during the project
(as a result of context AND responses identified and selected in step 3. Plan Responses)

RK:P:2-9 Inherent, secondary and residual risks

Timing to event occurrence and impact onset


Plot on PIM / Risk Profile Chart
Calculate Expected Value for ranking purposes

2. Evaluate

3. Plan, 4. Implement, 5. Communicate


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262

8.3.5.3

264

RK - Risk (RK) Foundation

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RK:F:2-2

The steps in the risk management procedure

8.3.5, 8.2.2 8.3.5.1, 8.2.1 8.3.5.2, 8.3.5.3, 8.3.5.4, 8.3.5.5

1. Identify
2. Assess (Estimate, Evaluate)
1. Estimate risk inherent (raw) probability, impact and proximity
2. Evaluate

Calculate Expected Monetary Value for contincency purposes


RK:F:2-3 Establish Risk Budget = Contingencies + reserves

Identify and select responses (including contingent responses)

3. Plan
4. Implement

Risk event occurs = Authorisation to take contingent actions

5. Communicate
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264

265

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RK:F:2-2

The steps in the risk management procedure

8.3.5, 8.2.2 8.3.5.1, 8.2.1 8.3.5.2, 8.3.5.3, 8.3.5.4, 8.3.5.5

1. Identify (Context & Individual Risks), 2. Assess (Estimate, Evaluate)


3. Plan

Identify responses & determine response impact and change to risk P% & Impact
Use A14-Lesson Log and workshops
Select responses for best overall A2-Business Case
9 Response types
RK:P:2-9 Responses may
create Secondary risk
Inherent minus response =
Residual Risk

4. Implement, 5. Communicate

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RK - Risk (RK) Foundation

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RK:F:1-2

List risk response types and appropriate use

Fig 8.7, Tab 8.2

For threats
Avoid: Change the project so the event cant happen or its impact is irrelevant
Reduce: Add actions to the project that decrease probability or impact
Fallback: Actions to be taken IF the event occurs (contingent upon), reactive, may be
prepared before or after the events probability becomes certain
Transfer (reduces impact only[], often financial): Pass an aspect of the risk to a third-party
as in contract terms and conditions (Ts&Cs) and insurance
Accept: Decide not to take further action beyond monitoring, normally based on cost
effectiveness of reductions and contingencies enacted so far

Opportunity responses:

Exploit: Actions that guarantee probability is 100% and impact is noticeable (aye right!)
Enhance: Actions that make the event more probable and/ or the impact more desirable
Reject: Decide not to take further action beyond monitoring
Share: Use contract Ts&Cs to apportion actions, obligations and impacts

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266

267

267

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RK:F:2-2
The steps in the risk management procedure
1. Identify (Context & Individual Risks), 2. Assess (Estimate, Evaluate), 3. Plan
4. Implement
Actionee takes assigned actions & Risk owner monitors risk response actions

Act to maximise opportunity & minimise threat - Re-evaluate risk profile


Amend risk responses if required: More, less, different
Retire or use contingency

RK:F:1-3 Contrast risk owner and a risk actionee

8.3.5.4

Owner: Person responsible for most able to care for a specified risks management
Actionee: Person taking risk response actions at the owners direction and support
Must maintain a balanced workload

5. Communicate
Called a step but continuous
Checkpoint, Highlight, End Stage, End Project, Lessons reports & Non PRINCE2
specified media Dashboards & Notice boards
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267

269

12.4.1 Appoint the Executive


and the Project Manager
CoPM define risk
CoPM 1.
capacity & appetite

269
A24-Risk Management Strategy
A25-Risk Register Risk Budget: SUIP CP DP
RK:P:2-8 Composition, processes and roles involved in: Risk Management Strategy, Risk Register A.24.2,
A.25.2, 8.3.3-4, 13.4.2, 13.4.5, 14.4.1-7, 15.4.1-2, 15.4.4-8, 16.4.1, 17.4.1-5, 18.4.35, C/Table 8.2 & 8.3

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Project
Board

13.4.1 Authorize initiation


13.4.2 Authorize the project
1.
Board consider T&O to 1.
Board approve the A24-RMS as sufficient to control risks
Board assess draft A16-Pj Plan to review threat and
& from authorising the 2.
opportunities (T&O) and responses are acceptable: plan
Initiation Stage
is approved and baselined under change control

12.4.2 Capture previous lessons


Project 1.
PM Captures lessons relevant to risk
Manager
management in A14-Lesson Log
12.4.3 Design and appoint the project
management team
1.
PM logs threats & opportunities (T&O) to
the A7-Daily Log in advance of creating
A24-Risk Management Strategy and A25Risk Register
2.
PM may appoint PS for familiarity with risk
management tools and techniques (EG
Monte Carlo Analysis and estimating
methods)
12.4.4 Prepare the outline Business Case
1.
PM captures any risks to A7-DL
2.
Exec considers T&O and includes key
ones in (outline) A2-Business Case
12.4.5 Select the project approach and assemble
the Project Brief
1.
PM logs any T&O to A7-DL
2.
[Risk drives consideration of Pj Approach]
12.4.6 Plan the Initiation Stage
1.
PM considers T&O to Initiation Stage plan
& makes provision
2.
PM updates risk status in A7-DL

14.4.1 Prepare the Risk Management Strategy


(A24-RMS)
1.
PM defines RMS goals, roles, procedures,
reporting (E.g. a Probability Impact Grid and
Risk Retirement Curve**), tools, techniques,
timing and tolerance based on CoP
standards noted in A19-PjBrf and lessons in
A14-LL
2.
PM (team) define scales for probability,
impact & proximity, Categories, Early
warning indicators
3.
PM (team) define risk tolerance thresholds
for escalation between management levels
4.
PM (Exec) define risk tolerances
5.
PM suggests risk budgets and how they
should be controlled [So IP processes must
be iterative e.g. 14.4.1 with 14.4.6]
6.
PS create the A25-Risk Register and
populate with T&O identified so far (IE in A7Daily Log)
7.
PM seeks board approval or defer to 13.4.2
14.4.5 Set up the project controls
1.
PM considers Risk to suggest: number and
placement of stage boundaries, strength,
formality, timings and who is assigned to
which project controls

13.4.3 Authorize a Stage or Exception Plan


13.4.4 Give ad hoc
direction
1.
Board assess draft A16-Stage Plan to
Board defer action
confirm risk exposure is tolerable and T&O 1.
on exceptions
responses acceptable: plan is approved
contingent on risks
and baselined
14.4.2 Prepare the Configuration Management Strategy (A6CfMS)
1.
PM responds to risks that affect CfMS
14.4.3 Prepare the Quality Management Strategy (A22-QMS)
1.
PM responds to risks that affect A22-QMS
14.4.4 Prepare the Communication Management Strategy (A4CmMS)
1.
PM responds to risks that affect A4-CmMS
2.
PM add A24-RMS needs to project communications
14.4.6 Create the Project Plan (A16-PjPlan)
1.
PM responds to risks that affect planning processes
2.
PM builds provision to manage risk into the project plan
(resources i.e. costs and timescales) [p2 mis-defines
contingency]
3.
PM ensures A16-PjPlan includes responses to T&O in
the A25-RR
14.4.7 Refine the Business Case (A2-BC)
1.
PM expresses aggregate (and significant individual)
T&O affects on A2-BC
2.
PM (Exec) justify cost & risk based on A2-BCs benefits
3.
PM assess projects sensitivity to factors in its context
(EG drivers of cost, time, benefit, confidence)
14.4.8 Assemble the Project Initiation Documentation (A20PID)
1.
PM includes A24-RMS in A20-PID
(A20-PID acts as baseline for all Assessment of Risks)

Team
Manager

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ALL 40 activities include PM logs new risks to the A25-Risk Register


* PRINCE2 uses Event, Cause, Effect. To my mind Event IS Cause. CCC is more meaningful ** See XREF
Most management products Such as A25-Risk Register are given in full on first use and abbreviated Subsequently e.g. A25-RR, those that are not can be looked-up in the Reference list
Other abbreviations within the diagram (EG T&O) are expanded on first use in the diagram
269

13.4.5 Authorize project closure


1.
Board compare current
A2-Business Case and
Risks to original
baseline
18.4.3 Hand over Products
1.
PM prepares
Follow-On-Actions
in A8-End Project
Report for all open T
& O on the A25-RR
18.4.4 Evaluate the Project
1.
PM compiles a
review of useful
measures EG
statistics on project
risk management in
A8-EPjRpt

18.4.5 Recommend project


closure
1.
PM ensures all risks
are closed or
Subject to FOAR,
then closes the
A25-Risk Register

270
CoPM

270
A24-Risk Management Strategy, A25-Risk Register
Risk Budget: CS/MP/ SB/ DP-Duplicated

RK:P:2-8 Composition, processes and roles involved in: Risk Management Strategy, Risk Register
8.3.3-4, 13.4.2, 13.4.5, 14.4.1-7, 15.4.1-2, 15.4.4-8, 16.4.1, 17.4.1-5, 18.4.35, C/Table 8.2 & 8.3

A.24.2, A.25.2,

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Project
Board

Project
Manager

Team
Manager

13.4.1 Authorize initiation


13.4.2 Authorize the project
1.
Board consider T&O to 1.
Board approve the A24-RMS as sufficient to control risks
Board assess draft A16-Pj Plan to review threat and
& from authorising the 2.
opportunities (T&O) and responses are acceptable: plan
Initiation Stage
is approved and baselined under change control
15.4.6 Capture and examine issues and
risks
1.
Anyone at anytime: raise a risk
2.
PM (risk author?) record T or Os
Condition, Cause & Consequence
(CCC)* on A25-RR in accord with
A24-RMS
3.
PM consults and follows throughout A24-RMS & A4-CmMS to report
risk status to stakeholders
4.
PM (team) use scales from A24|RMS to assess CCC for
Probability, Impact and Proximity
(P14.4.) vs.. all plans, A2-BC and
Risk Tolerance
5.
PM (team) identify possible
responses, log to A25-RR and
assess vs.. tolerances
6.
PM may escalate a Tolerance
threat via 15.4.7 otherwise (aswell?)
7.
PM (team) select responses in
tolerance and add to A16-StgPlan

15.4.7 Escalate issues & risks


1.
PM when triggered by a risk or
aggregation of risks that create a
deviation: snap-shot full project
status
2.
PM (team) assess deviations
impact on baseline and impact of
each possible response
3.
PM records assessment &
recommendation in an A10Exception Report & sends to the
board with a request for direction

13.4.3 Authorize a Stage or Exception Plan


13.4.4 Give ad hoc
13.4.5 Authorize project closure
direction
1.
Board assess draft A16-Stage Plan to
1.
Board compare current
Board decide action
confirm risk exposure is tolerable and T&O 1.
A2-Business Case and
on exceptions
responses acceptable: plan is approved
Risks to original
contingent on risks
and baselined
baseline
15.4.5 Report highlights
1.
PM includes T&O Summary:
perhaps via a Probability Impact
Grid and Risk Retirement Curve**
15.4.4 Review stage status
1.
PM responds if a risk action
advisable
2.
PM (team) assess risk impacts on
all project aspects: especially plans,
A2-BC, A1-BRP
3.
PM escalates risks that create a
Tolerance Threat
4.
PM maintains A25-RR

15.4.1
15.4.8 Take corrective action
1.
Board or 15.4.4 trigger action
1.
2.
PM collects information on
deviation (concern) from Records, 2.
Reports, Logs & Registers
(RRL&R), selects or devises
3.
responses and triggers via 15.4.1
and updates RRL&R EG A5-CIR

16.4.1 Accept a Work Package (A26-WkPkg)


1.
TM advises PM of risk status and logs T or O to the A25-RR (p2 says if appropriate)
2.
TM (team) considers risk related to and within A26-WkPkg tolerances as per 15.4.6
steps 1-7 for the A16-Team Plan

Authorize a Work Package (A26WkPkg)


PM assign an A26-WkPkg to
respond to a risk
PM/ TM consider T&O to/ from A24WkPkg
PM/ TM agree process and
tolerances for raising/ responding
to/ escalating risk

17.4.1 Plan the next stage


1.
PM checks risk action owners for current T&O
status and assesses T&O affecting next stage
2.
PM ensures all external dependencies have a
A25-Risk Register entry
3.
PM includes risk responses A26-WkPkg into A16Stage Plan for all selected T&O responses
17.4.2 Update the Project Plan
1.
PM includes risk responses into A16-Project Plan
17.4.3 Update the Business Case (A2-BC)
1.
PM checks current CoPM & Board risk appetite,
capacity and tolerances
2.
PM updates A2-BC to reflect key & aggregate
T&O
3.
PM inspects A25-RR responds as required
17.4.4 Report Stage End
1.
PM assesses and reports (in A9-End Stage
Report) on T&O activity in the stage ending &
aggregate status
17.4.5 Produce an Exception Plan
1.
PM updates A25-RR as needed

16.4.2 Execute a Work Package


1.
TM monitors & responds to risk related actions
2.
TM notifies PM of new or changed risk (directly
and formally via A3-Checkpoint Reports)

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* PRINCE2 uses Event, Cause, Effect. To my mind Event IS Cause. CCC is more meaningful ** See XREF

ALL 40 activities include PM logs new risks to the A25-Risk Register

Most management products Such as A25-Risk Register are given in full on first use and abbreviated Subsequently e.g. A25-RR, those that are not can be looked-up in the Reference list
abbreviations within the diagram (EG T&O) are expanded on first use in the diagram

Other
270

16.4.3 Deliver a Work Package


1.
[ TM/ PM Retire unused Risk
budget ]

273

Duties of the Roles In The Theme

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CoPM

Be accountable for all aspects of risk


management ensure a project Risk
Management Strategy exists.
Ensure that risks associated with the Business
Case are identified, assessed and controlled.
Escalate risks to corporate or programme
management as necessary.
Ensure risks relating to the supplier aspects are
identified, assessed and controlled (such as the
creation of the projects products).

Senior User(s)

Ensure risks users identified, assessed


controlled (such as the impact on benefits,
operational use and maintenance).

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273

Create and maintain the Risk Register.


Create the Risk Management Strategy.
Ensure project risks being identified, assessed
and controlled throughout the project lifecycle.

Project Support

Review risk management practices to ensure


that they are performed in line with the projects
Risk Management Strategy.

Project Manager

Senior Supplier(s)

Provide corporate risk management policy &


risk mgmt process guide (or similar documents).

Project Assurance

Executive

Assist the Project Manager in maintaining the


projects Risk Register

Team Manager

Participate in the identification, assessment and


control of risks.

274

274

RK - Risk (RK) Practitioner

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RK:Able to use/ tailor the theme to an exam scenario to maintain products


and make decisions in the 7 processes
RK:P:3-1 Identify appropriate information, (using Apdx-A), for inclusion in the products
listed in RK:P:2-8 above
RK:P:3-2 Who does what when in the Risk Management steps listed in RK:F:2-2
8.3.5 C/Table 8.2&.3

RK:P:3-3 ID primary & secondary risks, estimate inherent & residual risks
8.3.5.3

RK:-

Critique theme's application to an exam scenario

RK:P:4-1 Critique RM products and roles involved through their life-cycle in RK:P:2-8
RK:P:4-2 Critique activities and who involved during the execution of RM procedure
(RK:P:2-2)
8.3.5 C/Table 8.2 & 8.3

Relevant questions are


FX02 Qn 5 FX03 Qn 5

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274

276

276

RK - Risk (RK) Foundation

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RK:F:2-2

The steps in the risk management procedure

8.3.5, 8.2.2, 8.3.5.1, 8.2.1 8.3.5.2, 8.3.5.3, 8.3.5.4, 8.3.5.5

ID risk owner and/or risk actionee


See RK:F:1-3

Communicate about risks to internal and external stakeholders


Not a step: continuous, in accord with A4-Communications Management Strategy
By use of: A3-Checkpoint Report, A11-Highlight Report, A9-End Stage Report, A8-End
Project Report and A14-Lesson Log plus bulletins, dash-boards, discussion forums

Project risk is dynamic


Continual change to risk = continual communications

Participation and networking with a wide circle of contacts improves risk management

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RK - Risk (RK) Foundation

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RK:F:2-3

The purpose of a risk budget

8.3.6

Funds (sic) set aside to respond to specified risks, partly sized by EMV calculations or
the use of Monte-Carlo analysis, partly by inclusion of reserves for new/ unknown risk

RK:F:2-4

Risk probability, risk impact and risk proximity

8.3.5.2

Probability: defined by P2 as likelihood


[ Likelihood is a compound of probability and opportunities: the two are NOT synonyms ]

Impact: the magnitude of the change to objectives if the event does/ does not occur
Proximity: when they might materialize [ which should differentiate time to event and
time to impact and recognise there are often many impacts and many events ]

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Reality requires the consideration of schedule and scope contingencies not just funding and

277

consideration of both positive and negative allowances

278

Revision Notes
Review the section just gone and capture NOW

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What Im sure of:

What I need to write-out to build recall:

What to study more to fully understand:

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As well as providing notes space these entries are pagination control

278

.
.
.
.

.
.
.
.
.

.
.
.
.
.

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279

OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Overview, Principles and Tailoring


Business Case
Organization
Quality
Plans
Risk
Change
Progress
Starting Up A Project
Directing A Project
Initiating A Project
Managing A Stage Boundary
Controlling A Stage
Managing Product Delivery
Closing A Project

Chapter 17
Syllabus Themes:
CH Change

Those who think education expensive have not yet accounted for what they pay daily for ignorance
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280

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CH - Change Themes Purpose

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CH:F:2-1

The purpose of the Change theme

9.1

to [systematically] identify, assess and control any potential and approved changes to
the baseline via a responsive, common approach to handling issues and changes
Includes configuration management

5 Step process for change control used throughout the projects life-cycle
Incorporates all consequential affects of changes to baselines
(agreed balance of time, cost, [resources], scope, quality, benefits, risks)
Request For Change, Off-Specification (variances), Concerns
A12-Issue Register

Configuration management based on 5 technical and administrative procedures


Planning [14.4.2 Prepare the Configuration Management Strategy]

Baseline is a collection of configuration items (in the Product Breakdown Structure (PBS)
Applies to management & technical products
Outlives the project, Corporate capability, Liaison between configuration librarian & PSO
A6-Configuration Management Strategy

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A6-Configuration Management Strategy


Product Description

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CH:F:2-3

The purpose of a: Configuration Management Strategy

A.6.1

States procedures, timings and responsibilities for naming, storing and issuing the projects
management and specialist products from inception, through changes to retirement

The A6-Configuration Management Strategy might contain {


Document pre-amble: Name, version, author, date
Cross ref to corporate standards, procedures, reporting regimen, rights and duties, and roles for
configuration management techniques and tools plus notes of local extensions and exceptions
Triggers, timings, resources, dependencies, record formats
Information flows: the producer, data sources, analysis applied, communications triggers, contents, timing
(and repetition), format, medium, recipients and analysis duties and required responses
Product storage locations: Documents and physical items through their life-cycles
Assignment of personnel to roles, including assurance review and formal audit of the procedures
effectiveness

Change Control and Issue Management Procedures


Procedures, roles etc as noted for CM above
Priority and severity scales that define level of management required for decision making
Change Authority and Change Budget }
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282

Three Types of Issue

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CH:F:1-1

Three types of issue

9.2.4, Tab 9.1

Relevant event that has happenedand needs to be resolved or escalated


Escalation = raise to next higher management level of decision/ advice/ authority
A13-Issue Report and A10-Exception Report
[15.4.7 Escalate issues and risks] to [13.4.4 Give ad hoc direction]

Minor (trivial) issues treated informally via A7-Daily Log in [15.4.4 Review stage status]
A12-Issue Register created in [14.4.2 Prepare the Configuration Management Strategy]
A13-Issue Report

RFC: Request for change a discretionary change whose adoption (or not) rests on its
affect on the stakeholders A2-Business Cases
Off-Specification: - Mistake
One or more parties are liable for remedy, typically a missing product or quality short-fall

Concern: anything else anyone wants to raise at any time, any how, any etc

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283

283

Handling Issues (and Exceptions)

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Intent: Evaluate change from all perspectives


Facilitate change, address variations from baseline, weed-out bad change, Reduce
Project Boards burden
Not to prevent change

A6-Configuration Management Strategy sets out


Steps by which products are cared for throughout their life-cycle
Steps by which Project Issues are cared for
Requests for Change and Off-Specification

Continual need
RFS are Captured, Examined, Proposed, Decided, Implemented
Approve, Reject, Defer, Clarify, or Request an A16-Exception Plan

Off-Specs: Recorded, Assessed, Corrected or A10-Exception Report


Any concern about any element of any agreement is a Project Issue

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284

Configuration Items

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Configuration item: An entity subject to configuration management (!)


Everything created, acquired, amended In the Product Breakdown Structure (PBS)
Products are deliverable CIs, CI also component of a CI (product), Collection of CIs
Tracked via a A5-Configuration Item Record, Described by a A17-Product Description
Linked CIs (Parent & children), RFCs affecting this CI

Version controlled, Document CIs archived, Masters retained

Change requires
authorised RFC or
Work-Package
Baseline:a CI that is
a collection of CIs
frozen for a
particular purpose
Release: a
mature baseline
EG Ready for test
See CLICK HERE +44 84 52 57 57 07

284

Training Course
Stationary

A Configuration Item

Everyone's
Pen

Everyone's
Paper
Freds
Paper

Freds
Janes
Mikes

Ballpoint Ballpoint Ballpoint Ballpoint

Refill

Refill

Refill

Spring

Spring

Spring

Cap

Cap
Cap

Barrel

Retraction
mechanism
Retraction
BarrelRetraction
mechanism

Janes
Paper

Mikes
Paper

Barrel

mechanism

CIs to the pen manufacturer,


but not a conference organiser

Paper

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A5-Configuration Item Record


Product Description

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CH:F:2-3

The purpose of a: Configuration Item Record

A.5.1

Records each Configuration items history and relationship to other CIs and to RFCs and OffSpecifications

The A5-Configuration Item Record might contain {


CI's unique Identifier
EG project-code, Product-id (from the A17-Product Description) CI-name or abbreviation), version number

The steps in the products lifecycle and for each step


Who or what skills build it & verify it
Which product and process standards apply Cross-reference to the Quality Management System
Who receives it (or for documents receive copies) when completing this step, and how it is delivered

Status: which step is the CIs development with-in during what period
Who moved it (forward test passed or backward test failed) on what evidence

CIs this CI made-up from


Reference to the Product Breakdown Structure (PBS)

Storage location: physical or logical


Cross reference to other project records that relate to this CI and the nature of the link
Other A5-Configuration Item Records
Project issues (especially Requests for Change and Off-Specifications)
Risks }
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CH - Change Configuration Management


Procedures 1, 2 and 3

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CH:F:1-2

Five activities of configuration management

9.3.2

1. Planning: [14.4.2 Prepare the Configuration Management Strategy] and A6Configuration Management Strategy

Defining naming scheme matched to PBSs level of decomposition

2. Identification: During development of PBSs

(Sub-) Products recorded in a A5-Configuration Item Record


At level individual CIs Created, Aquired, Tested (installed, replaced, modified)
CIs includes all physical and digital/ document items, All specialist or management items

3. Control: throughout the CIs life-span record each transition in maturity level as
evidenced by tests applied

Assign version numbers & Variant ID


Store base-lined (ready for test/ past test) CIs safely IE Restricts access
Archive the old, re-Issue replacement versions, Hold Master (eg Signed) copies

Issue CIs on receipt of authority - aka perform a release

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Links to creation of the A17-Product Description and A26-Work Package both of which must link to QMS
* Work In Progress. Generic cycle is Not started, {{ WIP, Ready for Test }, Tested OK, Integrated/ Released}

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CH - Change Configuration Management


Procedures 4 & 5

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CH:F:1-2

Five activities of configuration management

9.3.2

4. Status Accounting A18-Product Status Account

Report selected fields from selected A5-Configuration Item Records


Typically at Stage end, To analyse issues and risks, at Project end to check everything is done
EG WIP* Team-A

May be exaustive, often just a list of CI-Id, On/ Off status and Who is assigned

5. Verification and Audit

Check the status of CIs in Configuration management database and the real-world match
Confirms CM procedures are working and being used

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Links to creation of the A17-Product Description and A26-Work Package both of which must link to QMS
* Work In Progress. Generic cycle is Not started, {{ WIP, Ready for Test }, Tested OK, Integrated/ Released}

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A18-Product Status Account


Product Description

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CH:F:2-3
The purpose of a: Product Status Account
A report from the configuration management database

A.18.1

Lists A5-Configuration Item Record details

The A18-Product Status Account might contain {


Selection parameters used to extract relevant A5-Configuration Item Record
E.g. All un-started CIRs for team plus all dependant CIs as at date

For each CIR in scope any subset of the product's details

Products Type and Name


Products version history covering all possible Life-cycle stages
Dates of transitions between states with planned and if appropriate actual dates
Stakeholders in each transition and their role at each transition
EG Producer, Verified by, Worked on by, Owner of business-as-usual aspects and Owner of
operational and maintenance aspects

Those who are using (holding the item or a copy), If copied the location of any master
Linked items and the interface/ linkage
Other related records: Either CIRs, Risk, Issues etc }
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289

Change Authority And Budget (Pg. 93)

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Issues outside of tolerance versus baseline (Scope-PBS+CIs, Cost etc) trigger exceptions
Trivial issues (concerns) dealt with informally Recorded in A7-Daily Log
Priority and severity scales determine management level required for decision making
Minor PM(?), Significant Change Authority, Major Project Board, Critical - CoPM

Base-lining a product (management or specialist) closes the associated cost-account


Requires fresh authorisation to re-open expenditure on the product
Authority over project funds rests with the Project Board

Authority to change any base-line (management or technical) rests with the Project Board
May be delegated to a Change Authority in whole or in part

CH:F:2-2

The purpose of a change budget

9.3.1.1

Fund agreed between customer & supplier for change control procedure & to implement changes
Purpose is to avoid raising a project exception for each scope change

NOT tolerance and not provided to handle risks and over-runs


Tolerance is not for funding change*! Applies to existing scope. Extra scope = more tolerance not less

Authority over the change budget (to RFCs and Off-specs) rests with the Project Board
Change funded by change budget, new project budget or de-scoping other project elements MoSCoW
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* SO common as an exam question I got asked exactly this on my


last assessment as an accredited p2 trainer

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CH - Change (CH) Foundation

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CH:F:2-4

The steps in the issue and change control procedure 9.3.3, 9.3.3.1-5

[15.4.6 Capture and examine issues and risks]


Capture: assess for formality, record in the A7-Daily Log or A12-Issue Register

A13-Issue Report raised (by Issues author?)


All subsequent steps update the records
Decide type: RFC, Off-Spec, Concern and compare to severity and priority scales
If an exception create an A10-Exception Report

Examine: Estimate impact on all stakeholders with appropriate haste


Check if assessment triggers and exception
Define impact on C/T/Q/S, A2-Business Case including benefits, Risk profile,
Consider business, users and suppliers interests, ops and other projects or programmes

Propose:
Identify possible responses and cost/ effort impact on suppliers
Contrast their acquisition and through-life costs/ benefits and risks to all stakeholders,
Raise an A10-Exception Report for responses beyond tolerance

Decide & Implement


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imho A mistaken process because assessment can only happen after examine and both must follow capture. A safer procedure is to
record all concerns in the A12-Issue Register. Then assess, then treat with required formality. Capture must be light-weight or it will be
avoided.
If it isnt captured you dont know about it and miss-assessed and individually small but frequent items are lost
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CH - Change (CH) Foundation

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CH:F:2-4

The steps in the issue and change control procedure 9.3.3, 9.3.3.1-5

Decide RFCs: Place the facts in front of those authorised to decide future actions
Select the option that balances stakeholder interest over full life-span
Approve: execute the remainder of the A26-Work Package, A16-Stage Plan or A16-Project
Plan to the new baseline
Reject: continue to execute to the old baseline
Defer, or Request more information, Request an Exception Plan
Escalate exceptions A10-Exception Report in addition to A13-Issue Report

Decide Off-Specs: Place the facts in front of those authorised to decide future actions
Concession: Allow Off-Spec without remedial action Update A17-Product Description
Instruct resolution: Require the Off-Spec to be remedied
Defer, Request more information, Request an Exception Plan

Implement: [15.4.8 Take corrective action] or [17.4.5 Produce an Exception Plan] or


Close the project
Amend existing A26-Work Package or create new ones

Update records & keep stakeholders advised throughout


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A12-Issue Register Product Description


(As Given in the Official Manual)

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CH:F:2-3

The purpose of a: Issue Report, Issue Register A.13.1/2 A.12.1/2

Capture and maintain information on all of the issues that are being formally
managed. The Issue Register should be monitored by the Project Manager on a
regular basis
The official manual suggests the A12-Issue Register contain {

Issue identifier, Issue type - Request for change, Off-specification, Problem/concern


Date raised, Raised by, Issue Report author (sic!)
Issue description statement of cause and impact
Priority & Severity, Status, Closure date* }

Describes the evolving analysis of an issue being handled formally


The A13-Issue Report might contain {

Issue identifier, Issue type - Request for change, Off-specification, Problem/concern


Date raised, Raised by, Issue Report author (sic!)
Issue description statement of cause and impact
Impact analysis, Recommendation
Priority & Severity, Status, Closure date* }

Often risks, issues (Assumption & Dependency) registers merged in small projects
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* A repeating group of Status and Status-Date would be a better data-architecture

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CH - Change (CH) Foundation

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CH:F:2-3

The purpose of a: Issue Report, Issue Register A.13.1/2 A.12.1/2

A13-Issue Report
Describes the evolving history (from identified to closed or FOAR*), context, events causing
and analysis of a request for change, off specification or a problem/concern to be handled
formally
*FOAR = Follow-On-Action-Recommendation post project action

A12-Issue Register: to capture and maintain information on all of the issues that are
being formally managed. The Issue Register should be monitored by the Project
Manager on a regular basis

Often merged for small projects

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Passing the exam and discussion with other practitioners requires you have clarity of the official guidance. As
described there are context where the generic process may require tailoring. Ch-19 highlights the need for context
specific application of the generic process: contact us for help to embed something safe, simple and fit-for-purpose
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Issues and Configuration Management


SU, IP, DP1, DP2, DP3 - 1/3

CoPM

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[13.4.1 Authorise initiation]
1.
Board confirm initiation controls are ok

Project
Board

Project
Manager

12.4.1 Appoint the Executive


and the Project
Manager
1.
PM creates A7-Daily
Log for issue capture
in SU& through-out
the project records
informal issues and
reminders on formal
issues
12.4.2 Capture previous
lessons
1.
PM Captures relevant
lessons
12.4.6 Plan the Initiation
Stage
1.
PM considers how
Initiation Stage will
control management
products prior to
establishing
configuration
management

13.4.2 Authorize the project


1.
Board approve the A6-CfMS as adequate
2.
Board agree CAs authority limits

14.4.2 Prepare the Configuration Management Strategy (A6-CfMS)


1.
PM/ PS perform Configuration Management Planning. IE they define procedures & roles,
timings, records (EG A5-Configuration Item Record) & reporting (EG A18-Product Status
Account) content & format, responsibility/ authority to decide actions for maintaining baselines
(Configuration Management (CM)) and assessing impacts to baselines (Issue & Change
Control (ICC)) In alignment with CoPM standards in the A6-Configuration Management
Strategy (A6-CfMS)
2.
PM/ PS consider if all Registers, Records and Logs are within one integrated repository/ file/
database [excel spreadsheet!]
3.
Exec sets priority & severity scales* (p97)
4.
Exec decides if they wish to delegate some discretion to a Change Authority (C8-CA), and if
so the level of individual and aggregate impact under the CAs control. CA may address
Requests for Change (RFC) and Off-Specifications (OS). Often Project assurance form a
change board with stage level authority and the PM acts as CA for A26-WkPkg
5.
PM/ PS select Configuration Management tools to be used
6.
PS establishes the A5-Configuration Item Records and creates initial set of A5-CIRs (for the
A21-Project Product Description and management products Such as A2-Business Case!)
7.
Exec decides if a change budget (Money [and time]) should be allocated to fund Impact
Analysis of Request For Change (RFCs) & implementation of RFCs and if so how much any
CA has discretion over (EG per change & per stage in aggregate)
8.
PM integrates change procedures release of change budget with contract and procurement
procedures
9.
PS create the A12-Issue Register & populates from existing issues in A7-DL needing formal
treatment
10. Delivery
PM seeks
Plan
Stageboard approval or defers to 13.4.2 with the A20-PID

13.4.3 Authorize a Stage or Exception Plan


1.
Board seek confirmation that product handed-overs
during the stage just closing followed the A6-CfMS

14.4.3 Prepare the Quality Management Strategy A22-QMS


1.
PM considers issues affecting the A22-QMS, PS logs new issues to
A12-IR
14.4.4 Prepare the Communication Management Strategy (A4-CmMS)
1.
PM establishes the information & communication needs for CM
including issue management
2.
PM considers issues affecting the A22-CmMS, PS logs new issues to
A12-IR
14.4.5 Set up the project controls
1.
PM establishes controls appropriate to A6-CfMS
2.
PM considers issues affecting controls, PS logs new issues to A12-IR
14.4.6 Create the Project Plan
1.
PM includes a26-WkPkgs in A16-PjPlan appropriate for scheduling
and budgeting CM activity
2.
PM considers issues affecting planning, PS logs new issues to A12IR
14.4.7 Refine the Business Case
1.
PM considers & includes issues affecting the A2-BC
14.4.8 Assemble the Project Initiation Documentation
1.
PM includes A6-CfMS into the A20-PID
(A20-PID acts as baseline for all Impact Assessment of Issues)

Team
Manager

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CH:P:2-5 The processes and roles involved in issues management
SU, 15.4.6-8, C/Table 9.2 and 9.3
CH:P:2-6 The processes and roles involved in agreeing a change budget and Change Authority 14.4.2, 13.4.2, C.1.1
CH:P:2-7 Apdx-A entries, life-cycles and roles involved in: Issue Report, Issue Register, Configuration Management Strategy, Configuration Item Record, Product Status Account
A.6.2, A.5.2, A.18.2, A.13.2, A.12.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5, 18.4.2-5, C/Table 9.2 and 9.3

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DP2 &3, CS & MP, DP4 - 2/3

CoPM

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13.4.4
1.
2.
3.

Project
Board

Project
Manager

Team
Manager

Give ad hoc direction


CoPM/ Exec/ SU/ SS Raise an Issue
Board may ask for an Issue or Exception Report to clarify PMs request for guidance or A11-Highlight Report
Board respond to A13-Issue Report as necessary by seeking input from CoPM, asking for an Exception Plan (via 17.4.5), a
corrective action (via 15.4.8), amending tolerances (update A16-StagePlan). Grant a concession to or demand remedy of an OffSpec. Defer, Approve (as corrective action/ tolerance change), Reject or ask for an Exception Plan for an RFC

15.4.6 Capture and examine issues and risks


1.
PM follows issue handling & reporting procedure as defined
in A6-CfMS & A4-CmMS to report issue status to
stakeholders
2.
Anyone at anytime: raise a new issue (concern) about
anything
3.
PM (Issue author?) record concern on A12-IR in accord
with A6CfMS [official manual say may be to A7-Daily Log if
PM resolves directly]
4.
PM categorises as: Problem, Concern, Request for Change
(RFC) or Off-Spec (OS) Transfer concerns discovered to
be risks to A15-RR
5.
PM (team) use scales from A6-CfMS to assess Priority (of
RFC & OS) & Severity (Impact) on all plans, A2-BC and
Tolerances
6.
PM creates an Issue Report [Simon says A12-IR & A4CmMS should be defined as sufficient*)
7.
PM (team) identify possible responses, log to A12-IR and
assess vs.. tolerances
8.
PM may escalate a Tolerance threat via 15.4.7 otherwise
(as-well?)
9.
PM (team) select responses in tolerance and add to A16StgPlan
10.
PS cross reference Issue to affected products A5-CIRs

15.4.7
1.
2.
3.

16.4.1 Accept a Work Package


1.
TM confirms procedure to handle issues

16.4.2 Execute a Work Package


1.
TM includes notes on issues in A3Checkpoint Report

4.

Escalate issues & risks


PM when triggered by a Tolerance threat or breach: snap-shot full project status
PM (team) assess deviations impact on baseline and impact of each possible response
PM records assessment & recommendation in an A10-Exception Report & sends to the board [13.4.4] with
request for direction
PM updates A12-Issue Register/ A13-Issue Report for decision

15.4.5 Report highlights


1.
PM assess & report on contents of A12-Issue Register & corrective actions in period
15.4.8 Take corrective action
1.
Board or 15.4.4 or TM trigger action
2.
PM collects information on deviation (concern) from Records, Reports, Logs & Registers (RRL&R), selects or
devises responses and triggers via 15.4.1 and updates RRL&R EG A5-CIR
3.
PM changes A17-PD for Off-Specs granted a concession
15.4.4 Review stage status
1.
PM checks A12-IR & acts on all affects on A2-BC & all plans
2.
PM raises any new issues
15.4.1
1.
2.
3.

Authorize a Work Package


PM/ TM agree process & people for any product handovers as per A6-CfMS [possibly amended]
PM/ TM Agree process for TM to raise A26-WkPkg issues
PM considers issues affecting the A26-WkPkg, PM logs new issues to A12-IR

15.4.2 Review Work Package status


1.
PM raises any new issues

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CH:P:2-5 The processes and roles involved in issues management
SU, 15.4.6-8, C/Table 9.2 and 9.3
CH:P:2-6 The processes and roles involved in agreeing a change budget and Change Authority 14.4.2, 13.4.2, C.1.1
CH:P:2-7 Apdx-A entries, life-cycles and roles involved in: Issue Report, Issue Register, Configuration Management Strategy, Configuration Item Record, Product Status Account
A.6.2, A.5.2, A.18.2, A.13.2, A.12.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5, 18.4.2-5, C/Table 9.2 and 9.3

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CoPM

296

Issues and Configuration Management


SB and CP, DP3 & 5 - 3/3

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Project
Board

Project
Manager

13.4.3 Authorize a Stage or Exception Plan


1.
Board seek confirmation that product handed-overs
during the stage just closing followed the A6-CfMS

17.4.1 Plan the next stage


1.
PM reviews the A12-IR for issues affecting the
next A16-StgPlan
2.
PM updates A12-IR with new issues and changes
17.4.2 Update the Project Plan
1.
PM updates A12-IR with new issues and changes
17.4.3 Update the Business Case
1.
PM reflects issues in A2-BC update
2.
PM updates A12-IR with new issues and changes
17.4.4 Report Stage End
1.
PM assesses the A12-IR for issues marked for
assessment at stage end [17.4.1 p196 bp9)
2.
PM Summarises issue status in A9-ESRpt
including Off-specs: product or features missing &
Concessions
17.4.5 Produce an Exception Plan
1.
PM updates A12-IR (& A13-Issue Report) with
board request for an Exception Plan
2.
PM updates A12-IR with new issues & changes

13.4.5 Authorize project closure


1.
Board seek confirmation that product handed-overs during the
stage just closing and the project as a whole followed the A6CfMS specially for Ops & Maint
18.4.2 Prepare premature closure
1.
PM updates A12-IR (& A13-Issue Report) with board request
for premature closure
18.4.3 Hand over Products
1.
PM checks product handovers into Operations (Ops) &
Maintenance (Maint.) as per A6-CfMS
2.
PM ensure suitable Ops & Maint. environment and service
level agreements in place [should be 12.4./SS]
3.
PM transfers responsibility for products to Ops & Maint. And
secures acceptances [should be 12.4./SS/ Exec]
4.
PM prepares Follow-On-Action-Recommendations based on
open Issues & concessions
5.
PS updates CIRs [Need to be handed over to Maint!!]
18.4.4 Evaluate the Project
1.
PM compiles a review of useful measures EG statistics on
project issue management
2.
PM Summarises issue status in A8-EPjRpt including Offspecs: product or features missing & off-spec
18.4.5 Recommend project closure
1.
PM archives project records according to A6-CfMS
2.
PM confirms all issues are closed or included in FOAR, then
closes the A12-IR

Team
Manager

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CH:P:2-5 The processes and roles involved in issues management
SU, 15.4.6-8, C/Table 9.2 and 9.3
CH:P:2-6 The processes and roles involved in agreeing a change budget and Change Authority 14.4.2, 13.4.2, C.1.1
CH:P:2-7 Apdx-A entries, life-cycles and roles involved in: Issue Report, Issue Register, Configuration Management Strategy, Configuration Item Record, Product Status Account
A.6.2, A.5.2, A.18.2, A.13.2, A.12.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5, 18.4.2-5, C/Table 9.2 and 9.3

296

297

297

A5-Configuration Item Record,


A18-Product Status Account

CoPM
The activities & roles involved in maintaining A5-Configuration Item Record and A18-Product Status Accounts

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Project
Board

12.4.2 Capture previous lessons


Project 1.
PM Captures relevant
Manager
lessons
12.4.4 Prepare the outline
Business Case
1.
PM/ Exec/ SU define
A21-Project Product
Description: Specialist
Products are outputs
whose use creates
outcomes that deliver
the measurable benefits
that justify the project
2.
PM/ PA note need for
A5-CIRs for products in
A21-PjPdDs
composition &
derivation
12.4.6 Plan the Initiation Stage
1.
PM/ PS note need for A5CIR for management
products

14.4.2 Configuration Management Strategy


1.
PM/ PS define process, selection
criteria and formats of A18-Product
Status Account (PSA) that snapshots
A5-Configuration Item Records. A18PSA may select by Date/ Team/ Stage
& status EG Not started, Work-InProgress (WIP) late & WIP on
schedule, Ready for review, Baselined,
Released etc
2.
PM/ PS define A5-Configuration Item
Record attributes for required A18-PSA
selections
3.
PS create initial A5-CIR for
management products [and A21Project Product Description and all
known component parts (may be notes
in A7-Daily Log for a small project)
14.4.6 Create the Project Plan
1.
PS create/ update A5-CIR (& A17-PD)
for all products in project Product
Breakdown Structure (PBS)
Plan Delivery Stage

Team
Manager

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And 9.3.1.2 & 9.3.1.3

297

15.4.6 Capture and examine issues and risks


1.
PM uses A18-PSA to analyse product status (derived from
A5-CIR)
15.4.5 Report highlights
1.
PM uses a18-PSA for details of products to include in A11Highlight Report
15.4.4 Review stage status
1.
PM requests a A18-PSA from PS to snap-shot A5Configuration Item Records and assess variance to A16StgPlan
2.
PM requests A18-PSA for any releases to check all OK
3.
PM requests PS perform a Configuration Audit to check all
A5-CIRs match reality (or change reality)
15.4.1 Authorize a Work Package
1.
PS update A5-CIR (& A17-PD) for any products in A26WkPkg PBS as useful EG set status = WIP
15.4.2 Review Work Package status
1.
PS check A5-CIR & reality agree - update A5-CIR as useful
15.4.8 Take corrective action
1.
PM assess deviations using A5-CIR (& A12-IR, A15-Lesson
Rpt, A13-Issue Rpt, A10-ExcptnRpt, A7-DlyLg & Board)
2.
PS update affected A5-CIR
15.4.3 Receive completed Work Packages
1.
PS confirm aall A5-CIR in release are approved by the
authority in A17-PD

16.4.2 Execute a Work Package


1.
TM & PS update A5-CIR status (e.g. WIP/
Ready for Review/ Released)

17.4.1 Plan the next stage


1.
PM [(sic)?] create/
update A5-CIR (&
A17-PD) for all
products in stage
PBS
(inc A16-PjPlan
changes)

18.4.1 Prepare planned


closure
1.
PM uses A18-PSA to
check all A5-CIR
approved by authority in
their A17-PD or have a
concession
18.4.2 Prepare premature
closure
1.
PM uses A18-PSA to
17.4.4 Report Stage End
see which A5-CIR
(A9-ESRpt)
approved by authority in
1.
PM request A18-PSA
their A17-PD, have a
for details to include
concession, are WIP or
in A9-ESRpt
Not started
2.
PM plans work to
salvage & pass-on or
17.4.5 Produce an Exception
make safe A5-CIRs as
Plan
required
1.
PS (sic) create/
18.4.3 Hand over Products
update A5-CIR (&
1.
PS update A5-CIR for
A17-PD) for all
products transferred to
products in
operations [& should
exceptions scope
transfer the actual CI
(Scope determined in
records too!]
15.4.6 by A18-PSA)
16.4.3 Deliver a Work Package
1.
[TM & PS check status OK in A5-CIR for all
CIs to close the A26-WkPkg]

298

298

CH - Change (CH) Practitioner


Configuration Management

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Foundation Questions in the WorkBook see TOC


CH:- Able to use/ tailor the theme to a scenario, to products and to make decisions in the 7 processes

CH:P:3-1 Identify appropriate information, (using Apdx-A), for inclusion in the products of change
CH:P:3-2 Identify the appropriate type for a given issue
9.2.4
CH:P:3-3 Identify the actions and roles to apply issue and change control
9.3.3
CH:P:3-4 Identify appropriate resource(s) for the role of Change Authority
9.3.1.1, C.8

CH:- Critique theme's application to an exam scenario

QA and comment on theme's products and roles involved through-out their life-cycle in CH:P:2-7
CH:P:4-2 Critique use & roles across issue and change control steps: Capturing and analyzing Issue type for
formal (or not) management, Determine impact, Proposing actions, Deciding actions, Implementing actions

CH:P:3-1
CH:P:3-5

Identify appropriate information, (using Apdx-A), for inclusion in the products of change
Identify actions & roles to apply configuration management
9.3.2

CH:- Critique theme's application to an exam scenario

9.3.3, 9.3.3.1, 9.3.3.2, 9.3.3.3, 9.3.3.4, 9.3.3.5 C/Table 9.2 and 9.3

CH:- Able to use/ tailor the theme to a scenario, to products and to make decisions in the processes

CH:P:4-2
Critique use & roles involved in Planning the CM level, Identifying CIs, Controlling CIs, Status
accounting Verifying and auditing configuration items
9.3.2 C/Table 9.2 and 9.3

Appropriate questions are provided in FX02 Qn 8 and FX03 Qn 7

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298

CH:P:4-1

299

Revision Notes
Review the section just gone and capture NOW

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What Im sure of:

What I need to write-out to build recall:

What to study more to fully understand:

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As well as providing notes space these entries are pagination control

299

.
.
.
.

.
.
.
.
.

.
.
.
.
.

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300

OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Overview, Principles and Tailoring


Business Case
Organization
Quality
Plans
Risk
Change
Progress
Starting Up A Project
Directing A Project
Initiating A Project
Managing A Stage Boundary
Controlling A Stage
Managing Product Delivery
Closing A Project

Chapter 18
Syllabus Themes:
PG Progress

Those who think education expensive have not yet accounted for what they pay daily for ignorance
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300

301

301

PG Progress: Purpose and Concepts

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PG:F:2-2

The purpose of the Progress theme

10.1

establish mechanisms to monitor and compare actual achievements against those


planned; provide a forecast for the project objectives and the projects continued
viability; and control any unacceptable deviations
Control = Decision making to maximise the A2-Business Case objectives
Reporting lines = Delegation of goals and resource control & decision making limits
Project Managers (& boards) freedom to operate without overstepping limits
Analysis of status vs plan = Variance and potential for exceptions vs authority

Organisation: Four management levels


Two plus four tolerances at different levels
of applicability
Created in [14.4.5 Set up the project controls]
Part of A20-Project Initiation Document
Starts in Starting Up A Project (SU) with
mandate and [12.4.6 Plan the Initiation Stage]
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301

Plan
Control

Delegate
Monitor

302

302

PG Progress: 4 Management Levels

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PG:F:1-1 Reporting lines between the four levels of management 10.3.1.1, 10.3.3.4
CoPM
Delegate projects objectives in benefit terms and project tolerances to the Executive
Appoints exec and Project Manager, Receive escalations from the Executive

Project Board Project control, Directs stage by stage


Agree project cost (resources), time, scope+quality, Risk (CTSQR) budgets with CoPM
Starting Up A Project, the Initiation Stage, for specialist product delivery, risk and change

Delegates outcomes in product terms, budgets and stage tolerances to the Project Manager
Receives escalations from the PM, Escalates to CoPM

Decides within tolerances if project continues, stops or change

Project Manager Stage control, Manages day to day


Agrees stage CTSQR with the Project Board, Escalates breaches (A10-Exception Report)
Decides what and when to [15.4.8 Take corrective action] within tolerances

Allocates A26-Work Packages and tolerance to team, Receives escalations from team

TMs - Deliver
Negotiates realistic A26-Work Package CTSQR then commits to delivery of products within
constraints, Escalates to the Project Manager (by raising an Issue)
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302

303

303

10.2.3: Tolerance

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Tolerance is the allowable variation (plus or minus)


between actual status (or forecast status) and agreed base-line

Actual or threatened breach of tolerances causes an exception


PRINCE2 based on the idea of Management By Exception
Tolerance is held by the Project Board at project level, the Project Manager at stage
level and team member/ manager at A26-Work Package level

Table 10.1: Tolerance is defined in 6 aspects but can be zero tolerance!


Cost (Budget) and Time (Schedule) for the project, a stage and a A26-Work Package
Scope products (PBS) delivered by project, a stage, A26-Work Package (MoSCoW)
Product quality Attributes specified as ranges,
Agreed at A21-Project Product Description and A17-Product Description (PM & PB)

Risk appetite for the project, a stage and a A26-Work Package


Individual large threats and aggregate level of the EMV

Benefits tolerance agreed at project level between CoPM and the board
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Tolerance is discretion for decision making


MBE is an act of faith that is too hard for many senior managers to embrace when starting down a road towards mature project management when you
303want a more complete route-map and guidance on the journey please contact us

304 PG

304

- Progress Tolerance in Management Products


1/2

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PG:F:2-5
When and how tolerance is set and exceptions reported, The
management products tolerances is documented in, how management by
exception applies at management levels
10.2.3, 10.3.1.1, 10.3.4
Documentation of tolerance
A2-Business Case: Expected benefits range (tolerance) for each benefit
A3-Checkpoint Report: A26-Work Package tolerance status
A8-End Project Report: Review of project objectives Time Cost Quality Scope Benefits &
Risk (TCQSRB)
A9-End Stage Report
Review of project objectives (TCQSRB), Review of stage objectives (TCQSRB), Forecast
(TCQSRB)

A10-Exception Report: Options affect on tolerances


A11-Highlight Report: Project and stage tolerance status actuals and forecast
A13-Issue Report: quality criteria ask if the issues affect on tolerances was considered

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304

305 PG

305

- Progress Tolerance in Management Products


Continued 2/2

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Documentation of tolerance continued


A16-Plan (Project) (Stage) (Team):
Tolerances TCS and stage or team-level Risk (sic see a24)
The A17-Product Descriptions within included each plan state product quality tolerances

A17-Product Description: Quality tolerances range within which each quality criteria
is acceptable
A19-Project Brief: Project definition (from Mandate) { Project tolerances, }
A20-Project Initiation Documentation: Project controls summary of agreed tolerances
A21-Project Product Description: Project-level quality tolerances: apply to acceptance
criteria
A24-Risk Management Strategy: Risk tolerance: Thresholds for exposures requiring
escalation between PM & PB, Exec & CoPM
A26-Work Package: Tolerances time and cost but may also include scope and risk

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305

306

306

Tolerance in the Roles


(From Appendix-C)

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Executive
Escalates to CoPM risks and issues that threaten or breach tolerance
Provides (or delegates) overall business assurance including for tolerances

Project Board
In SU and Initiation Stage: confirm tolerances with CoPM
In Delivery [ specialist ] stages: Set stage tolerance (approval of A16-Stage Plans and exception
plans)
Senior User must specify/ ratify A21 & A17-Product Description tolerances and
Senior Supplier must confirm achievable]

PA
Assess aggregate risk exposure against project tolerance (sic!)
Monitor stage and project progress vs.. tolerances

PM
Ensure the products are produced within TCSQ Benefits & Risk tolerance
May be able to authorise changes that do not affect tolerances
PM and TM must confirm A16-Stage Plan & A26-Work Package tolerances realistic

TM: Ensure teams quality work planned and performedwithin tolerances

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306

307

307

Tolerance In The Activities

12.4.1 Appoint the Executive and


the Project Manager
1.
CoPM Set project level
tolerances

CoPM

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Project
Board

13.4.1 Authorize initiation


1.
Board set
tolerances (Tol.) for
Initiation Stage

13.4.2 Authorize the project


1.
Board check Pj Tol. from CoPM is realistic
2.
Exec renegotiates Pj Tol if relevant
3.
Board agree project budget including cost tolerance (and risk
and change budget) and project timescales including
schedule tolerance (and risk & change time-budget)

13.4.4 Give ad hoc direction


1.
Board consider their direction in response to a
Tolerance Threat (TT): Increase Tol., Request
an Exception Plan, Defer if TT contingent on a
Risk Cause (event), Reject sic! (eh?)

13.4.3 Authorize a Stage or Exception


Plan
1.
Board set Stage Tol. (for last
stage consider what to do with
unused Tol [wrong thinking*]

12.4.2 Capture
previous lessons
Project 1.
PM Captures relevant
Manager
lessons

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 includes Risk Tol in A24-RMS IE the thresholds for 1.
PM converts & extends A13-Issue Rpt into
1.
PM includes specification of
risk escalation from management level to level,
A10-Exception Report giving Overview of which
Stage Tolerances (Cost/
specially from PM to Board (possibly using a
tolerances are threatened by how much and
Time/ Scope/ Risk, not
Probability Impact Grid or Matrix
when and why, the consequences of each
quality-See below or benefits18.4.4 Evaluate the
12.4.4 Prepare the outline
possible response (including none)
See 14.4.6)) in A16-Stage
14.4.3 Prepare the Quality Management Strategy
Project
Business Case
Plan
1.
Q-Tol is defined in each A17-Product Description
15.4.6
Capture
and
examine
issues
and
risks
1.
PM
reports on
1.
SU expresses Customer
2.
PM (team) create stage PBS
1.
PM create A13-Issue Report considering affect
Pj performance
Quality Expectations & PM 14.4.5 Set up the project controls
and A17-PD with product
Tols
1.
PM confirms Tol levels and escalation mechanisms
& objectives
captures as driver for
quality tolerances defined
between
CoPM/
board/
PM/
TM
vs.. tolerances
quality tolerance
(probably as attribute ranges
15.4.5 Report highlights
in A8-End
2.
PM (Exec) starts defining 14.4.6 Create the Project Plan
(e.g. Customer call duration
1.
PM gives board confidence of operating within
Project Report
each benefits tolerances 1.
between
1
and
3
minutes)
PM includes specification of Pj tolerances in A16-PjPln
Tol by regularly reporting stage status vs. Tol &
and aggregate benefits
PM notes scope tolerance in
(Cost/ Time/ Scope/ not quality-See below or BenefitsTT early warnings** in A11-Highlight Reports 3.
tolerance
A17-PD and stage PBS
See A2-BC or Risk-See 14.4.1))
3.
PM records SU's quality 2.
PM includes spec. of quality & scope tolerance in each 15.4.4 Review stage status
17.4.3 Update the Business Case
1.
PM determines from controls (project Records
tolerance (i.e. limits on
A17-Product Description (& A21-PjPD)
1.
PM Checks for change in
Registers and Logs) any tolerance threat &
Acceptance Criteria) in
3.
PM notes scope tol in A17-PDs and project level
CoPM/ board Risk tolerance
Escalates via 15.4.7
A21-Project Product
Product Breakdown Structure (PBS)
per Risk and in total
Description
4.
PM (Exec) consider affect of part-time-teams on
15.4.8 Take corrective action
17.4.4 Report Stage End
schedule and consider compensation in other
1.
PM acts within Stage Tol EG to resolve A261.
PM reports Pj objectives and
12.4.5 Select the project
tolerances
WkPkg exception
Stage objectives vs. all
approach and assemble
14.4.7 Refine the Business Case
tolerances, and forecasts tol.
15.4.1 Authorize a Work Package
the Project Brief
1.
PM (Exec) refines quantified definition of each
for rest of project in A9-End
1.
PM/ TM make joint agreement on A26-WkPkg
1.
PM documents Pj
benefits
Best/
Expected/
Worst
target
expresses
as
Stage Report
Cost/ Start & End date, Milestone, Quality (from
tolerances received by
tolerances
and
aggregate
benefits
tolerance
17.4.5
Produce
an Exception Plan
A17-PDs) targets and A26-WkPkg tolerances
Exec in project mandate
PM (Exec) considers affect of timescales on benefit
PM creates a new A16-Stg or
(Cost/ Time/ Risk & Scope. Zero time tolerance 1.
(or by discussion) prior to 2.
tolerances including delivery dates
Pj Plan to Suggest recovery
and higher scope tolerance implies iterative/
transfer to A16-Pj Plan at
Plan Delivery Stage
options from Stage or Pj TT
agile methods Such as SCRUM
14.4.6
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Team
Manager

307

16.4.1 Accept a Work Package


*X-Ref correct tolerance handling
1.
As 15.4.1
** Strictly ANY Tolerance Threat forecast of an
out-of-tolerance situation is by definition being in Exception and

16.4.2 Execute a Work Package


1.
TM makes corrections within Wk-Pkg Tol or raises an Issue to the PM (to log in the A7-Daily Log and handle at 15.4.8)
2.
TM reports tol status in A3-Checkpoint Report

308

PG Progress: Authorising & Measuring Work

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Achievement requires effort!


A26-Work Package means to delegate to technical specialists
[15.4.1 Authorise a Work Package] [16.4.1 Accept a Work Package]
[16.4.2 Execute a Work Package] [15.4.2 Review Work Package status]
[16.4.3 Deliver a Work Package][15.4.3 Receive completed Work Packages]

Required A26-Work Packages defined by product based


planning & CQEAC their contents (tasks) determined by activity based planning
Work starts only when authorised: Both parties agree CTSQR, Quality activities,
Escalation and reporting details, Configuration management and handover procedures
Each step recorded in the A5-Configuration Item Records of products in scope
After which Configuration management dependant on results from quality review

Meaningful measure is Finished! Binary


Monitoring must be at work-performance level - Analysis in 6 axis based on monitoring
Extrapolate from achievements, Resource consumed does not = Results achieved
Detect tolerance breach or threat, authorise next A26-Work Package or stage

Milestone charts, S-Curves, Earned Value Management


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308

309

PG Progress: Progress & Record Keeping

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[16.4.2 Execute a Work Package] A3-Checkpoint Report


[15.4.2 Review Work Package status] [15.4.4 Review stage status]
[15.4.5 Report highlights] A11-Highlight Report [13.4.4 Give ad hoc direction]
[15.4.8 Take corrective action]

Progress assessment examines


A18-Product Status Account
(A5-Configuration Item Record),
A23-Quality Register,
A12-Issue Register,
A25-Risk Register,
A7-Daily Log
A7-Daily Log is PMs diary of
everything to be done,
conversations needed or held

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309

310

310

A7-Daily Log Product Description

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PG:F:2-6

Purpose of a: Daily Log

A.7.1

The A7-Daily Log is a diary or aide-memoire for the Project Manager and perhaps also
team member/ managers
Is all other registers and logs in Starting Up A Project (SU) and small projects

It might contain {
Date of entry, Points of note or reference
Parties to any discussion
All notes on their way to a register as a result of recent, probably verbal communications
EG results of project definition workshops

Cross-reference to a register (if relevant)


EG for action today

What needs to be achieved by when


Who has what role, pending actions & interim points of monitoring or communications

Ear-marked pages As an alternate to separate registers and logs


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310

311

311

A3-Checkpoint Report
Product Description

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PG:F:2-8

Purpose of a: Checkpoint Report

A.3.1

Reports status of a A26-Work Packages activity at PM & TMs agreed frequency

For progress control the checkpoint report might contain {

Document admin such as date written and period covered


Follow-ups to previous action items, particularly where PM assistance is needed
This period: Products worked on & completed/ Quality activity/ Lessons observed
Revised estimates for materials and skills needed to finish (E@C)
Earned value assessment and the audit trail to justify it
Work not done to plan (missing, wrong, extra) and how it was scheduled and funded!
Material & Immaterial variances (EG within float): Why & Return to Green Actions should
be confirmation not notification!

Next period: Corrections, Products to be completed or worked on, Planned Quality


Work-package status summary: Tolerance situation, Issue and risk summary, Lessons
observed to be shared }
PG:P:2- Apdx-A entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2

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312

312

A11-Highlight Report Product Description

PG:P:2- Apdx-A entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2

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PG:F:2-8

Purpose of a: Highlight Report

A.11.1

Reports results! (stage status) to stakeholders typically the Project Board


Frequency & format etc defined in the A4-Communications Management Strategy

Mechanism for PM to ask for help and advise and raise potential [ issues ] problems
Project Board should monitor project and stage status [ vs.. business evolving needs ]

The A11-Highlight Report might contain {


Document admin such as producer, production date and period covered
Project status summary: Tolerance situation, Volume and value of changes: Request For
Changes (RFCs) by status, (non-RFC) issue and risk summary
Areas where Project Board assistance has been requested or is needed, IE Tolerance issues
This period: Products completed/ behind plan with corrective responses where appropriate
Next period: Products due and corrective actions
Work-packages pending, in progress, completed this period, to be authorised, to be completed
next period
Purchase order (contract) and invoice information
Lessons observed to be shared }

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312

313

313

PG Progress: Controls

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Control = decision making as events occur Based on analysis Based on data


Monitoring = routine data gathering leading to analysis leading to decision making
Matched to detail of plan & at a frequency to balance cost with usefulness
Project assurance provide oversight to ensure reports can be relied on

PG:F:2-1

Contrast event-driven and time-driven controls

10.3.3

Time-driven: A3-Checkpoint Report and A11-Highlight Reports


A3 Frequency agreed at start of A26-Work Package and start of stage
A11 Frequency set out in A4-Communications Management Strategy (as amended?)
All A3-Checkpoint Reports, Registers and Logs
Distribution defined in A4-Communications Management Strategy too

Event-driven: triggered by an achievement or exception


EG End of stage, Tolerance Threat, Creation of a product, Passing of a Quality Review

PRINCE2 meetings are all event driven (efficient use of senior management time)
After tolerances are agreed the assumption is progress to plan unless an exception occurs
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applying the best then please contact us

313

314

314

PG Progress: Controls

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4 Levels of management controls are all authorisations


Controls (decisions) = authority to approve intentions & obligation to supply resources
Copm: Authorise the mandate and project tolerance
Board
The Directing A Project (DP) activities- Authorise: Initiation, a Project, the Stages, Closure
Strategies linked to Senior User(s) & supplier(s) merged Quality Management Systems
A20-Project Initiation Document [ Investment Definition ]

A16-Project Plan & Stage tolerances


Routine A11-Highlight Reports or All end stage/ end project or exception responses

at any time they wish!

Project Manager controls over specialist work includes


All the Controlling A Stage (CS) activities (15.4.1, 2 & 3, 15.4.4, 5 & 8, 15.4.6 & 7)
A26-Work Package, A16-Stage Plan, all Registers & Reports, Logs & Baselines
Control of the project is achieved by all activities of Initiating A Project (IP), Managing A
Stage Boundary (SB) and Closing A Project (CP)

Team Manager Technical discretion (outside of PRINCE2s scope)


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314

315

315

PG Progress: Stages

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PG:F:2-3 Contrast management stages and technical stages 10.3.2, 10.3.2.3


Management Stages: partitions of the project with management decision points
a collection of activities and products whose delivery is managed as a unit
Non-overlapping time-periods during which the Project Manager is authorised by the Project
Board to manage the project on a day-to-day basis within stage tolerances
Set in [14.4.5 Set up the project controls] & each is planned in [17.4.1 Plan the next stage]
Plan before deciding whether to act or not

Technical stage: a grouping of work by the set of techniques used or the products
created
A synonym for phases such as Design, or Dig Foundation, TS may overlap
Scope of specialist & management stages matched by Product Based Planning (PBP)

PG:F:2-4 The factors to consider in identifying management stages 10.3.2.1 -3


Mandatory - MUST be a minimum of 2: Initiation and one for the technical work
How far ahead the team can plan, where decision points are needed, Risk level
(Project Board confidence and appetite), Value of control vs.. overhead cost of control

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317

317

Learning From Experience


& A14-Lessons Log Product Description

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A PRINCE2 principle is based on Learning from Experience (LfE)


[12.4.2 Capture previous lessons] creates a A14-Lesson Log, Initialised with other
projects relevant observations and passed, at project end, to interested parties
Used to log events to repeat or avoid in future
Applied in every process during the project Learned lessons = actions in plans!
Source of A15-Lesson Reports created when something to share

PG:F:2-6

Purpose of a: Lessons Log, Work Package A.14.1

Record lessons to be applied to this and other projects

The A14-Lesson Log might contain {


What happened
May cross-reference entries for risks and issues

Why and how it affected us or someone else


What we would do differently or the same next time
What we might do to spot and avoid future bad lessons or repeat good ones }
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PG:P:2- Apdx-A entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2

317

318

318

A15-Lesson Report Product Description

PG:P:2- Apdx-A entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2

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PG:F:2-7

Purpose of a: Lessons Report

A.15.1

Created anytime useful lesson to share to provoke learning from positive and
negative experiences
May exist in variants (See CM) appropriate to select audiences
Is in part a part of the mechanisms to refine estimating databases and methods

Might contain {
Summary, perhaps with highlights specific to different audiences
What topics, project or timeframe (e.g. stage) is covered in the report
Events and circumstances with a consequence worth recording:
What were the conditions, their causes and their consequences?
How these could be spotted, anticipated, encouraged or avoided in future perhaps against
some standard topics such as:
project management strategies and controls, technical techniques, standards, processes, tools
use of PRINCE2 tailoring and suitability of what is embedded

Metrics or measures and responses found to be useful, or useless


Including performance versus estimates (EG task SPI/ CPI figures}
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Schedule and Cost Performance Indices Measures of efficiency vs.. original estimates. Calculated by dividing
the level of verifiable achievement to date, expressed in budgeted effort or cost by firstly intended and 2ndly actuals

318

319

319

A14-Lesson Log & A15-Lesson Report

CoPM 12.4.1 Appoint the Executive and the


Project Manager
1.
COPM provide lessons

PG:P:2- Apdx-A entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2

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Project
Board

13.4.2 Authorize the project


1.
Board seek evidence
previous lessons are
being consulted &
current documented

Project
12.4.2 Capture previous lessons
Manager
1.
PM Install culture Lessons Sought,
Record, Acted on within this project
(12.4.2 may be repeated during the
Pj, especially if novel/ complex)
2.
PM Captures (via a workshop) into
A14-Lesson Log all relevant lessons
from previous projects A15-Lesson
Reports, CoPM & external sources
12.4.3 Design and appoint the project
management team
1.
PM considers how to act on
observations in A14-LL for team
design

13.4.3 Authorize a Stage or Exception Plan


1.
Board review (Exec assures) A15-LR
and decide who to send to
(Board ensure CoPM & CoE
functions aware of responsibilities)

14.4.X All Initiation Process activities in stage


1.
Seek lessons from PM team, CoPM, A14-LL & other Pjs A15LR
14.4.1 Prepare Risk Management Strategy (A24-RMS)
1.
PM includes lessons (EG Risk Breakdown Structure
[taxonomy] & categories) into Risk ID guidance & Impact
estimating see 14.4.6 & Response development IE ideas of
effective responses
14.4.2 Configuration Management Strategy (A6-CfMS)
1.
PM defines how records are stored. Accessed kept safe &
distributed. Pj records are the source of lessons
14.4.3 Prepare Quality Management Strategy ((A22-QMS)
1.
PM includes lessons into quality approach, Define QC[?QA]
process to remove causes of unsatisfactory results, Use Qmetrics for learning & process improvements

12.4.4 Prepare the outline Business Case


1.
PM considers A14-LL for Pj
justification

14.4.4 Prepare Communication Managnt Strategy (A4-CmMS)


1.
PM considers how to communicate lessons to other projects,
during Pj or in CP at a minimum

12.4.5 Select the project approach and


assemble the (A19) Project Brief
1.
PM considers A14-LL for approval

14.4.5 Set up the project controls


1.
PM defines records maintained (includes A14-LL)

12.4.6 Plan the Initiation Stage


Team 1.
PM considers A14-LL for Init-Stage
Manager
controls

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14.4.6
1.
2.
3.

Create the Project Plan (A16-Pj Plan)


PM considers value in repeating 12.4.2
PM include action to capitalise on previous lessons in Plan
PM (team) use comparative [analogous] estimating techniques

Plan Delivery Stage

15.4..X All CS/ 17.4./ 16.4./ CP activity in


Delivery Stage
1.
Seek lessons from PM team, CoPM,
A14-LL & other projects A15-LR
15.4.7 Escalate issues & risks
1.
PM considers lessons causing need
for A10-Exception Report

17.4.1 Plan the next


stage
1.
PM considers
value in repeating
12.4.2
2.
PM (team)
consider all A14LL as 14.4.6

15.4.6 Capture and examine issues and


risks
1.
PM may create A13-Issue Report
from a14-LL

17.4.4 Report Stage End


1.
PM creates A15LR of what went
15.4.5 Report highlights
well/ badly,
1.
PM includes lessons observed and
estimates versus
applied
actuals and
15.4.4 Review stage status
statistics as
1.
PM captures (seek, record, act) to
appropriate,
A14-LL good & bad observations on
includes in A9P2 tailoring, tools, team & technique,
ESR & distributes
Process & product from team, A26according to A4WkPkg & all Plans/ Registers/
CmMS
Records & Logs
(A15-LR may be
2.
PM considers holding lesson review
tailored to an
now, later or at end of stage
audience,
3.
PM includes A15-LR in A11-Highlight
always(?) include
Reports if useful
Corp. QA)

16.4.2 Execute a Work Package


1.
TM notifies PM of lessons observed or applied, directly and via
A3-Checkpoint Report

CofE = Centre of Excellence, previously known as a Project Office or Pj Support Office (PSO) or Pj Management Office (PMO)

319

13.4.5 Authorize project closure


1.
Board assures (sic) final A15-LR and authorises (sic) & distributes (as
part of approving (sic) A8-EPjRpt)
2.
(Board ensure CoPM & CoE functions aware of responsibilities)
3.
Board review A1-Benefits Review Plan is suitable to identify side-effects
and capture/ distribute as lessons
18.4.3 Hand over
Products
1.
PM includes in
A1-BRP,
provision for
distribution of
Lessons
observed in
Post-Project
Review [!]
18.4.4 Evaluate the
Project
1.
PM team
identify lessons
PM creates
A15-LR as
17.4.4, plus
reasons if
premature
closure Board
review & CoPM
approve it
18.4.5 Recommend
project closure
1.
PM closes A14LL

320

Roles in the Progress Theme

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CoPM
Make decisions on Exception Plans when
project-level tolerances are forecast to be exceeded.
Provide project tolerances in the project mandate.
Executive Ensure that progress towards the outcome
remains consistent from the business perspective.
Make decisions on Exception Plans when stage-level
tolerances are forecast to be exceeded.
Provide stage tolerances.
Recommend action to corporate or programme
management if project exception forecast
Senior Supplier(s)
Ensure progress consistent from
the supplier perspective.
Senior User(s)
Ensure progress consistent from
the user perspective.
Project Assurance
Confirm stage and project
progress against agreed tolerances.
Verify Project Plan changes for impact on the needs
of the business or the Business Case.
Verify the Business Case against external events
and project progress.

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320

Project Manager
Authorize Work Packages.
Maintain the projects registers and logs.
Monitor progress against Stage Plans.
Produce Exception Reports for the Board when
stage-level tolerances are forecast to be exceeded.
Produce Highlight Reports, End Stage Reports ,
Lessons Reports and End Project Report
Project Support
Assist the Project Manager in
maintaining the Issue Register and Risk Register.
Assist with the compilation of reports.
Contribute specialist tool expertise (for example,
planning and control tools).
Maintain the Quality Register for Project Manager.
Number, record, store and distribute Issue Reports
and Exception Reports.
Team Manager
Agree Work Packages with PM.
Inform Project Support of quality activities.
Notify the Project Manager of any forecast deviation
from Work Package tolerances.
Produce Checkpoint Reports.

321

321

PG - Progress (PG) Exam Questions

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Foundation Questions in the WorkBook see ToC


PG:- Able to use/ tailor the theme to an exam scenario to maintain products and
make decisions in the 7 processes
PG:P:3-1 Identify appropriate information, (using Apdx-A), for inclusion in the products
listed in PG:P:2-9
PG:P:3-2 Identify the appropriate actions and responsibilities when applying the concept
of management by exception
2.5, 10.2.3, 10.3.1, 10.3.1.1, 10.3.4, Tab 10.1

PG:- Critique theme's application to an exam scenario


PG:P:4-1 Critique products in PG:P:2-9 and roles involved through-out their life-cycle
PG:P:4-2 Critique activities and roles involved to manage by exception 2.5, 10.2.3,
10.3.1, 10.3.1.1, 10.3.4, C/Table 10.1 & 10.2

Relevant questions are:


FX02 Qn 7 and FX03 Qn 7
Same instructions as ever

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321

322

Revision Notes
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What Im sure of:

What I need to write-out to build recall:

What to study more to fully understand:

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As well as providing notes space these entries are pagination control

322

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323

OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Overview, Principles and Tailoring


Business Case
Organization
Quality
Plans
Risk
Change
Progress
Starting Up A Project
Directing A Project
Initiating A Project
Managing A Stage Boundary
Controlling A Stage
Managing Product Delivery
Closing A Project

Chapter 19
Status Review
What We Have Done &
Have Still To Do

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323

324

7&7&7

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BC Justification, Defined roles,


LfE, M-by-Excptn, Product focus,
M-by-Stages, Tailoring
Business Case, Organisation,
Quality, Plans, Risk,
Change, Progress
Starting Up A Project (SU),
Initiating A Project (IP),
Controlling A Stage (CS)
Managing A Stage Boundary (SB),
Managing Product Delivery (MP),
Closing A Project (CP),
Directing A Project (DP)

CoPM

Exec & PM

BC Org

Org
BC R Pg OK Stage
OK Initiation
LFE
Team

Org
Project Manager

Justify-Why

BC R
Brief &

QApproach
P Plan IP
Team Manager

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324

OK Project

Project Board

Risk

C CM
Q Quality

R BC

Escalate

BC R C
Capture R&I
Pg Highlights

Comms
Controls
Pg

OrgPlan C
R P
Refine
BC BC
PID
Prep A Stage

Advice

Plan Stage

Org R P

Project Plan

BC Update
BC

Get work

Org OK Close
R

Close

Org

Terminate

P Handover

Stage Report
Pg

Look-backC

P
Plan Recovery
C

Tell board
BC

C Correct
Delegate WP

Pg

Day Job

Pg

Monitor WP

R Q

Do work Pg

Close WP

Deliver results

325

7&7&7

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BC Justification, Defined roles,


LfE, M-by-Excptn, Product focus,
M-by-Stages, Tailoring
Business Case, Organisation,
Quality, Plans, Risk,
Change, Progress
Starting Up A Project (SU),
Initiating A Project (IP),
Controlling A Stage (CS)
Managing A Stage Boundary (SB),
Managing Product Delivery (MP),
Closing A Project (CP),
Directing A Project (DP)

CoPM

Exec & PM

BC Org

Org
BC R Pg OK Stage
OK Initiation
LFE
Team

Org
Project Manager

Justify-Why

BC R
Brief &

QApproach
P Plan IP
Team Manager

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325

OK Project

Project Board

Risk

C CM
Q Quality

R BC

Escalate

BC R C
Capture R&I
Pg Highlights

Comms
Controls
Pg

OrgPlan C
R P
Refine
BC BC
PID
Prep A Stage

Advice

Plan Stage

Org R P

Project Plan

BC Update
BC

Get work

Org OK Close
R

Close

Org

Terminate

P Handover

Stage Report
Pg

Look-backC

P
Plan Recovery
C

Tell board
BC

C Correct
Delegate WP

Pg

Day Job

Pg

Monitor WP

R Q

Do work Pg

Close WP

Deliver results

326
Project

The Process Summary

mandate
P:CoPM

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Authorize
DP
initiation

SU

Decide if Pj Viable
then authorise stage

IP
Define
Team
Define task:
Outline
Business
Case(BC) &
Approach

Decide if Pj Viable
then authorise stage

CS
Create 4 strategies
(Risk, Config, Quality,
Comms) & Pj Controls
Create Pj Plan,
add cost & time
to BC

Assemble
PID

Plan 1st delivery


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stage & Report
on IP SB

Close
project

SB CS
Escalate

Log & examine


a Risk or Issue

Report
Highlights

CP

Report on
closing stage

Report on Pj
performance vs. PID

Update Pj plan & BC


(IE PID)

Handover product &


Release staff

Create
Exception Plan
Apply
Corrections

Plan IP

326

Ad-hoc
Direction

Premature
Close

Review
Stage status

Plan next
delivery stage

Delegate
Work-packages

Review
work status

Note work
completed

Receive
Work-packages

Create Results
(to quality)

Deliver
Results
MP

Check ALL products


approved vs. AC

327

Overview

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First 2 chapters of the official manual


Temporary, cross-functional, unique and uncertain
Introduce change.
Project management: 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

PMs role

Coordinate project day to day activity


Work from and to approved plan
6 aspects: cost and time, quality and scope, benefits and risk
Minimum of 2 Stages, 3 Interests, 4 Management Level, 9 Roles & 7 of everything

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327

328

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Review the section just gone and capture NOW

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What Im sure of:

What I need to write-out to build recall:

What to study more to fully understand:

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As well as providing notes space these entries are pagination control

328

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.
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.

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.

.
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329

OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Overview, Principles and Tailoring


Business Case
Organization
Quality
Plans
Risk
Change
Progress
Starting Up A Project
Directing A Project
Initiating A Project
Managing A Stage Boundary
Controlling A Stage
Managing Product Delivery
Closing A Project

Chapter 20

Managing a Delivery Stage


Syllabus Processes:
CS Controlling A Stage,
MP Managing Product Delivery &
SB Managing A Stage Boundary

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329

331

CS & MP: Three Distinct Related Cycles

331

CS:P:2-4 The activities within CS and the responsibilities within them


CS:P:2-5 How the seven themes may be applied within the CS process

15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8


15

Project mandate
P:CoPM

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Authorize
initiation

Decide if Pj Viable then authorise stage

Create 4 strategies: R, CM, Q, C


& Pj Controls

Ad-hoc Direction

Decide if Pj Viable then authorise stage

Close project

Report on closing stage

Report on Pj performance vs. PID

Escalate

Define Team
Create Pj Plan, add cost & time to
BC

Define task: Outline Business


Case & Approach

Log & examine a Risk or Issue

Report Highlights

Update PJ plan & BC


(IE PID)
Create Exception Plan

Assemble PID

Apply Corrections

Plan 1st delivery stage & Report on IP


Project mandate
P:CoPM
Authorize
initiation

Plan next delivery stage

Delegate
Work-packages

Review
work status

Note work completed

Receive
Work-packages

Create Results
(to quality)

Deliver Results

Decide if Pj Viable then authorise stage


Create 4 strategies: R, CM, Q, C
& Pj Controls

Ad-hoc Direction

Handover product & Release staff


Premature Close

Review
Stage status

Plan IP

Check ALL products approved vs. AC

Decide if Pj Viable then authorise stage

Close project

Report on closing stage

Report on Pj performance vs. PID

Escalate

Define Team
Create Pj Plan, add cost & time to
BC

Define task: Outline Business


Case & Approach

Log & examine a Risk or Issue

Report Highlights

Update PJ plan & BC


(IE PID)
Create Exception Plan

Assemble PID

Apply Corrections

Review
Stage status

Plan next delivery stage

Delegate
Work-packages

Review
work status

Note work completed

Receive
Work-packages

Create Results
(to quality)

Deliver Results

Plan IP

Plan 1st delivery stage & Report on IP


Project mandate
P:CoPM
Authorize
initiation

Decide if Pj Viable then authorise stage


Create 4 strategies: R, CM, Q, C
& Pj Controls

Ad-hoc Direction

Handover product & Release staff


Premature Close
Check ALL products approved vs. AC

Decide if Pj Viable then authorise stage

Close project

Report on closing stage

Report on Pj performance vs. PID

Escalate

Define Team
Define task: Outline Business
Case & Approach

Create Pj Plan, add cost & time to


BC

Log & examine a Risk or Issue

Report Highlights

Update PJ plan & BC


(IE PID)
Create Exception Plan

Assemble PID

Apply Corrections

Review
Stage status

Plan next delivery stage

Delegate
Work-packages

Review
work status

Note work completed

Receive
Work-packages

Create Results
(to quality)

Deliver Results

Plan IP

Plan 1st delivery stage & Report on IP

See CLICK HERE +44 84 52 57 57 07

331

Handover product & Release staff


Premature Close
Check ALL products approved vs. AC

Managing creation
of products
between Project
Manager and
team
Reporting from
team to Project
Manager and PM
to Project Board
Handling Project
Issues, & End of
Stages (Normal or
Exception based)

332

332

CS Purpose of CS & MP

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

CS:F:2-1,2,3 The purpose, objectives & context of the CS process 15.1,2,3

Focus on delivery of the stages products to [ current ] business needs,


Project Managers day-job (generic): Delegate work, monitor achievement and problems

CS may be used to control the Initiation Stages activities

MP:F:2-1,2,3 The purpose, objectives & context of the MP process 16.1,2,3

Ensure work can be completed within constraints, Critical success factors in place

Control the link between the Project Manager and the Team Manager(s), by placing formal requirements
on accepting, executing and delivering project work
Applies whether team is internal or external to the Project Managers organisation
No guideance on any technical or specialist activity

3 Cycles: 1) Assign work, 2) Monitor & Report 3) Handle events


1. Routinely [15.4.2 Review Work Package status] and [15.4.4 Review stage status], after [15.4.1 Authorise
a Work Package] and [15.4.3 Receive completed Work Packages]
2. [15.4.4 Review stage status], [15.4.5 Report highlights]
3. [15.4.6 Capture and examine issues and risks] and [15.4.7 Escalate issue and risks] as dictated by events

Towards stage end trigger activities of SB or CP

See CLICK HERE +44 84 52 57 57 07

With appropriate Change Control

332

P:CoPM

Authorize
Decide if Pj Viable then
Ad-hoc
initiation
authorise stage
Direction
Create 4 strategies: R, CM,
Escalate
Q, C
Define Team
& Pj Controls
Create Pj Plan, add
Define task:
Log & examine a
cost & time to BC
Outline
Risk or Issue
Business Case
& Approach
Assemble
Apply
Plan IP
PID
Corrections

333

Plan 1st delivery stage


& Report on IP

Decide if Pj Viable then


authorise stage

Close project

Report on closing
stage

Report on Pj performance
vs. PID

Report
Highlights

Update PJ plan & BC


(IE PID)
Create Exception
Plan
Review
Plan next
Stage status
delivery stage

Delegate
Work-packages

Review
work status

Note work
completed

Receive
Work-packages

Create Results
(to quality)

Deliver
Results

Premature
Close

Handover product &


Release staff
Check ALL products
approved vs. AC

CS MP Interface & Purpose


Assign Work

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

Controlling A Stage (CS) and Managing Product Delivery (MP)


[15.4.1 Authorise a Work Package] & [16.4.1 Accept a Work Package]
[16.4.2 Execute a Work Package] & [15.4.2 Review Work Package status]
[15.4.3 Receive completed Work Packages] & [16.4.3 Deliver a Work Package]
A26-Work Package, A17-Product Description
A23-Quality Register, A5-Configuration Item Record
A3-Checkpoint Report, A12-Issue Register

TM ensures products are created within targets and tolerances by:


Team Plan confirms constraints are realistically balance of CTSQ and Resources
Maintains interfaces and uses development methods specified in the A26-Work Packages,
applies process and product standards to demonstrate achievement of quality criteria via
A17-Product Descriptions defined quality methods & skills
Obtains approval for completed products from authority defined in A17-Product Description
and deliver [ notification of ] products to the Project Manager (!)

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333

Translating an Exam-Crams content into practical project management is typically very hard. When you return to work Registered & want to find
out how to actually apply P2 & so need help bringing the rest of the organisation to a level of competence then please contact us to discuss your
needs.
The average crammer returnee needs help bringing the whole company to a point everyone has common understanding
333

334

Controlling A Stage (CS)


Cycles 2 & 3

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

[15.4.4 Review stage status]


Ask What next? - Consults reports, registers, logs and stakeholders
[15.4.1 Authorise a Work Package] or
[15.4.8 Take corrective action]
[15.4.5 Report highlights]

Handle (normal) stage end


Managing A Stage Boundary (SB) or Closing A Project (CP)

Un-normal Issues
[15.4.6 Capture and examine issue and risks]
Deal with those in tolerance
[15.4.8 Take corrective action]

[15.4.7 Escalate issues and risks]


Deal with the intolerable
[17.4.5 Produce an Exception Plan]
[18.4.2 Prepare premature closure]

Authorize
initiation

Project
mandate
P:CoPM

Decide if Pj Viable
then authorise stage

Create 4 strategies: R,
CM, Q, C
& Pj Controls

Define
Team
Define task:
Outline Business
Case & Approach

Create Pj Plan,
add cost & time to
BC

Assemble PID

Plan IP

See CLICK HERE +44 84 52 57 57 07

334

Plan 1st delivery stage


& Report on IP

Ad-hoc
Direction

Decide if Pj Viable
then authorise stage

Escalate

Log &
examine
a Risk or
Issue

Close
project
Report on Pj
performance vs. PID

Report on
closing stage
Report Highlights

Update PJ plan & BC


(IE PID)

Create
Exception Plan

Handover product &


Release staff

Premature
Close

Apply
Corrections

Review
Stage status

Plan next
delivery
stage

Delegate
Work-packages

Review
work status

Note work
completed

Receive
Work-packages

Create Results
(to quality)

Deliver
Results

Check ALL products


approved vs. AC

Plan{ PBS & A17-Product Descriptions}


335 A16-Stage
A20-PID {Pj Controls, A22-QMS, A6-CfgMS }

Team Plan (or Milestone summary)

CS:P:2-5, MP:P:2-4 How the seven themes may be applied within the CS & MP
CS:P:2-4 MP:P:2-5 The activities within CS & MP and the responsibilities within them
15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8 and 16.4.1 16.4.2 16.4.3

335
PG:P:2-9 CS:F:2-4,5 Controlling A Stage (CS)
and +MP:F:2-4,5 Managing Product Delivery (MP)
15, 16
15.4.1 15.4.2

PG:P:2-9 [ Apdx-A entries,] life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight
Report, End Stage Report, Exception Report, End Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2
A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2

Licensed for commercial uses on Default terms see slide #8 notes License@logicalmodel.net)
If YOU
A16-Stage Plan P-PM,
R-PAPAID for these materials report usage & share in fees levied

13.4.313.4.Authorize a Stage
12.4.

A5-Configuration Item Record


P-PS, A-PM, (R)-TM, R-PA

or Exception Plan

Stage Authorisation
or
14.4.
CS
Exception Plan Approved

Team Plan

Last Delivery Stage

Initiation Stage

A16-Stage Plan (PBS) 1st Delivery Stage


17.4CS 18.4.
[15.4.4
Review
stage
status]
A12-Issue Register
SB
1. What next?
Corrective Action
A25-Risk Register
New Work-Package
A23-Quality Register
15.4.1 Authorize a Work Package
15.4.2 Review Work Package Status
15.4.3 Receive completed Work Packages
1. PM & TM agree new/ amended A26: A5-CIRs created 1. Update the Stage Plan from all A3-ChkPts and 1. Check vs. A17-PD & A23-QR that all
& A17-PDs, Development process & Quality Reviews
Team Plans for all current A26-WkPkgs
Quality Reviews are passed
2. Agree Constraints & tolerances, Controls, Reporting,
2. Assess ETCs & E@C (apply EVM)
2. Update Stage Plan & A5-CIR status to
Comms interfaces, Escalations & Handover
Releasable
3. Discuss status with Team manager/ member
3. Set CIRs to WIP
4. Check A23-QR & A5-CIR

Starting Up A Project - Process

A5-Configuration
A23-Quality
A3-Checkpoint Report
Update A23-Quality Register
Item Record
Register
Update/Raise New Risks & Issues
Authority to deliver a
A26-Work Package
A16-Team Plan
Approve A26-Work Package
A26-Wk-Pkg
Notice of Completed
A16? Team Plan
A26-Wk-Pkg
Work-Package
A20-PID
16.4.2 Execute a Work Package
1. Technicans Do the Real Work! Most cost & effort
16.4.3 Deliver a Work Package
16.4.1 Accept a Work Package
follow A26-WkPkg process & A17-PD quality criteria
1. Check all quality activity noted as
1. PM & TM agree what can reasonably be delivered in 2. Hold Checkpoints, Assess status vs. Team Plan, S-PA
complete in A23-Quality Register,
constraints (if16.4.
required, by creating a Team plan Chk
checkTeam Plan, TM raise A3-Checkpoint Report to PM
16.4.
All approvals obtained
with s-PA, Sign-Off by SS?)
3. Maintain comms interfaces reqd by A26-WkPkg
2. Update A16-Team Plan
2. Agree: Reporting of WIP & completion & Quality
4. Do QC, Update A23-QReg & Do CM A5-CIR as in A26-WkPkg 3. Deliver products as per A26-WkPkg
Reviews
& CI
& Tolerances &
5. Obtain product approvals,
See CLICK
HERE
+44handover/
84 52 57 57approval
07
4. Notify PM A26-WkPkg completed
Escalation, Interfaces, P2 Controls
6. Raise issue vs. A26-WkPkg tolerance,
Created Specialist Products
3. Add any risks
7. Raise risks or lessons observed
Obtain Approval Records
update17.4. DoubleHeaded
Create
335
A26-Wk-Pkg

336

336

A26-Work Package Product Description

PG:P:2- Apdx-A entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2

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

PG:F:2-6

Purpose of a: Daily Log, Lessons Log, Work Package A.7.1 A.14.1 A.26.1

Dialogue assigning responsibility to move products through part (or all) of a life-cycle phase

A A26-Work Package may contain {


Who is authorised within what Resources to what Constraints, Tolerances & Control strategies
Tools and resources needed and who supplies each

Result required: A17-Product Description (Technical or Project Management-PRINCE2)


Technical constraints EG product standards and process standards
Cross-reference to a Quality Management System (QMS)

Cross-references to or extracts from A16-Stage Plan


Configuration management arrangements
How notice of the products acquisition, integration and handover occurs
How to prove requirements met

Communications interfaces or a cross-reference to the A4-Comms Management Strategy

Frequency, timing and attendance at checkpoints and of A3-Checkpoint Reports


The means and thresholds for escalation of issues, threats and opportunities
How to inform the Project Manager that acceptance criteria have been met
Staff performance appraisal, or career development needs

Technical and communications interfaces, specifications and protocols through product life
Document control details}

See CLICK HERE +44 84 52 57 57 07

336

CS:P:2-5 How the seven themes may be applied within the CS process
15
CS:P:2-4 The activities within CS and the responsibilities within them
15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8
PG:P:2-9 [ Apdx-A] entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight
Report, End Stage Report, Exception Report, End Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4,
C/Table 10.2
A12-IR+A25-RR

337

337

CS:F:2-4,5 and PG:P:2-9


PMs Day Job & Board interface in Detail (CS)

A14-Lesson
Log see slide #8 notes License@logicalmodel.net) If YOU PAID for these materials report usage & share in fees levied
Licensed for commercial uses on Default
terms
or Exception Plan

Initiation Stage

14.4.

A20

CS

Previous A11-Highlight Reports


PID {A4-CmMs}

A7

Stage Plan

15.4.8 Take corrective action


1. Assess board i/p, A7 or Issue
2. Id possible responses (vs. a16)
3. Take action

A23
A18
A3

Quality Register
Product Status Account
Checkpoint Report

Stage Authorisation
or Exception Plan
Approved

A1

Benefits Review Plan

A5

Configuration Item Record


P-PS, A-PM, (R)-TM, R-PA

13.4.3 Authorize a Stage


or Exception Plan

13.4.4 Give ad hoc direction

17.4.
CS 18.4.
Tolerance
Threat

Project Bd
Advise

A13 Issue Request for


Report
Advice

15.4.4 Review stage status (At frequency defined in stage plan)


1. Check progress A16s, A5-CIRs & A23-QR, Check resource
status, Assess forecasts vs. baseline & update plans as reqd,
2. Authorise new or amended A26-WkPkg
3. Raise A11, & Trigger Comms as per A4-CmMS
4. As triggered: Respond to the Project Board/ Log & Analyse
Issues or Risks, Escalate, Do corrections, Log lessons
5. Check Release: Quality+Accpt + Ops+Maint ready & Benefits
6. Trigger Managing Stage Boundaries/ Closing a Project

A20-PID { A2-BC, A16-PjP, A1-BnftsRvwPln }

Corrective Actions
A13 Issue
Report

Highlight
Reports

15.4.5 Report highlights


1st Specialist Stage
1. Consolidate all info from [15.4.4 Review the stage status]
and [15.5.8 Take Corrective action] into a Highlight Report
2. Check outstanding items from previous report
3. Distribute to list in, & at frequency in A4-CmMS

Daily Log

A16

A11

A12-IR+A25-RR
Corrective action

Last Delivery Stage

13.4.313.4.Authorize a Stage
12.4.

Stage Boundary
Approaching
17.4.1-4
(17.4.)
Project End
Approaching

Starting Up A Project - Process

New Work-Package
A16-Stage Plan{
A17-Product
Descriptions}

A20-PID {Pj Controls,


A22-QMS, A6CfgMS }

update

15.4.1 Authorize a
Work Package

A16 Stage Plan

17.4.

15.4.2 Review Work Package Status

16.4. A26-Wk-Pkg

A3-Checkpoint Report
Update A23-Quality Register

DoubleHeaded
Create

Configuration Item Record


P-PS, A-PM, (R)-TM, R-PA

A14-Lesson Log
(& A15?)

A23-Quality Register

See CLICK HERE +44 84 52 57 57 07

337

A5

16.4.1 Accept a Work Package

A16-Team Plan
16.4.2 Execute a Work Package

A16-Stage Plan

15.4.3 Receive completed Work Packages

A5-Configuration Item Record


A16-Team Plan

18.4.1-4
(18.4.)

A23-Quality
Register 16.4.

16.4.3 Deliver a Work Package

Create Specialist Products A26-Work Package


Obtain Approval Records Notice of Completed Work-Package

PG:P:2- Apdx-A entries, life-cycles and roles involved in: Work Package, Lessons
Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End
Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2,
15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2

338

338

CS:F:2-4,5 & PG:P:2-9 Exceptions

Capture

Examine

Propose

Decide

CoPM

Project Board and


Project
Level
Risk, Issue, Tolerance Threat
Board
Interface
request for advice
Tolerance Threat

Implement

Raise New Issue


Premature close
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
A13

Issue Report

15.4.6
14.4.CaptureCSand examine issues and risks
1. Log I or R to Register or A7-Daily Log
2. Assess the I or R vs. Plans & A2-Business
Case
3. Identify possible responses
New 4. Schedule corrective actions or escalate
where outside PM tolerance
Issue

Initiation Stage

1st

or
Risk
A20

A16

A12

Stage
Plan

PID {A4-CmMS,
A6-CfMS,
A2-Business Case,
A16-Pj Plan }

A7

A13
A12

Starting Up A Project - Process

A16-Stage Plan{
A17-Product
Descriptions}

DoubleHeaded
update

16.4.

A16

Stage Plan

A23-Quality Register
A3-Checkpoint Report
A23-Quality Register
A16-Team Plan

17.4.

16.4.1 Accept a Work Package

16.4.2 Execute a Work Package

13.4.3 Authorise a Stage or


Exception Plan
Exception Plan request
Highlight Reports

17.4.CS 18.4.

15.4.5 Report highlights

Project Bd Advise
A7
A11

A20
PID {
A2-Business Case,
a16-Project Plan }

A20
A16
A12
A15

A14-Lesson Log
A3
A23
A18

15.4.4 Review stage status


1.
As triggered: Respond to the Project
Board/ Log & Analyse Issues or
Risks, Escalate Issue, Log lessons

Daily Log
old Highlight
Reports
PID {A4-CmMs}
Stage Plan
Issue Register
Lesson Report

Checkpoint Report
Quality Register
Product Status Account

New Issue
or Risk
Stage Boundary
Approaching
Project End
Approaching

Configuration Item Record


P-PS, A-PM, (R)-TM, R-PA
15.4.2 Review Work Package Status

A26-Wk-Pkg

See CLICK HERE +44 84 52 57 57 07

Tolerance Threat

Corrective Action

A5

New A26-Work-Package

15.4.1 Authorize a Work Package

Stage Plan

Issue Report A20-PID { A1-BnftsRvwPln }


Issue Register

Corrective Action

A20-PID {Pj Controls, A22QMS, A6-CfgMS }

338

A25-Risk Register

15.4.8 Take corrective action

A5-CIR

A16

A11
Request for Advice

15.4.7 Escalate issues and risks


1. Alert the Project Board ASAP
2. Assess deviations outlook, possible
responses and impacts vs. Plans and A2Business Case
3. Raise an A10-Exception Report to board

13.4.4 Give ad hoc direction

A10 Exception Report

Delivery Stage
Exception Raised

Issue Register

Daily Log

Request for Advice

A16-Stage Plan

15.4.3 Receive completed Work Packages

Raise New Issue

17.4.5,2-4
(SB)
17.4.1-4 (SB)
18.4.2-5 (CP)

18.4.1,3-5
(CP)

16.4.

A23-Quality
Register

A5-Configuration Item Record


A16-Team Plan

Last Delivery Stage

Authorise a Stage or
12.4. 13.4.3
13.4.Exception
Plan

16.4.3 Deliver a Work Package


Create Specialist
Products

A26-Work Package
Notice of Completed Work-Package

339

339

A10-Exception Report Product Description

PG:P:2- Apdx-A entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2

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

PG:F:2-8

Purpose of a: Exception Report A.10.1

Informs the Project Board of a situation where tolerances are threatened or breached
Stage Project Manager raises an exception to the Project Board
Project Executive raises an exception to CoPM

The A10-Exception Report might contain {


Overview of the exception
Causes and consequences for the project and more widely for sponsor and portfolio
management board

Options available
Impact of each on A2-Business Case, risk and A16-Project Plan

Recommendation and reason


Lessons
Cross-Reference to the A14-Lesson Log}

See CLICK HERE +44 84 52 57 57 07

339

340

340

13.4.4 Give ad hoc direction DP4


Interested Parties

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12.4.

13.4.

Change of context

Starting Up A Project - Process

Project Manager request for advice

Exception Raised

Corporate advice & decisions


A11-Highlight Reports
A10-Exception Report
A13-Issue Report

Initiation Stage

17.4. 16.4.

update

DoubleHeaded

13.4.4 Give ad hoc direction


1. Two way communication: Distribute Pj comms, Respond to Requests for
advice/ Issue Report/ Exception Report/ External triggers (e.g. CoPM change
project mandate!)/ Board role change/ Or on a Whim
2. Review Highlight Report, Seek input from or inform relevant groups (e.g.
CoPM) to ensure validity of Business Case, strategy, progress to plans
3. Decide within project tolerances: request an Exception Plan/ Change stage
tolerance/ Grant concession/ Address problem personally/ Remove cause
For RFCs: (follow change theme) Accept: agree to resource & funds,
Reject: keep current plan, scope & benefits, Defer, Reject, Ask for clarification
4. Advise (interfere with) Project Manager, E.g. in response to request for
assistance in a Highlight Report or advise of CoPM actions

(raise) New Issue stR-CoPM, E:SUSS, (P)-PM, R-PA


Exception Plan Request
14.4. CS 1 Specialist Stage
17.4. CS Delivery Stage
17.4. CS
17.4.5 DP-3
Project Board advise

See CLICK HERE +44 84 52 57 57 07

340

New Issue
Recycle SU
Instruction

Project Board request for advice

Create

Premature closure
Last Specialist Stage 18.4.

341

Managing A Stage Boundary (SB) Revisited

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Purpose: provided the Project Board with sufficient information so that it can review the
success of the current stage, approve the next Stage Plan, review the updated Project
Plan, and confirm continued business justification and acceptability of the risks
Requests permission to execute the next stage

Brings a stage to a close and prepares for the next one


Duplicates purpose of Initiating A Project (IP) and Closing A Project (CP)
Two alternate entry points - Little if any difference: Terminated stages PBS will be incomplete
Both approved by same activity 13.4.3 Authorise a Stage or Exception Plan

In an exception the A16-Project Plan, project management team assignments, strategies and
control may change significantly
Ensure smooth transition that keeps momentum without being rushed

Exception to add feature is not the same as an exception to recover a struggling project
A9-End Stage Report
Project Manager reports on the projects history and outlook

Stop poor projects is not failure


Confirm the project continues to be well focussed or stopping the project.

See CLICK HERE +44 84 52 57 57 07

341

SB:P:2-4 The activities within SB and the responsibilities within them


SB:P:2-5 How the seven themes may be applied within the SB process

342

342

17.4.1 17.4.2 17.4.3 17.4.4 17.4.5


17

SB:P:2-4,5 Activities Within


Managing A Stage Boundary (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

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13.4.3 Authorise a Stage or
Exception Plan

15.4
CS

Stage boundary
approaching

17.4.1 Plan the next stage


1.
Consult & Update any changes to CQE/ AC/
Strategies/ Controls/ Roles/ Approach
2.
Create PBS/ A17-PD/ A5-CIR & Standards
3.
Create A16-Stage Plan of task & resource
schedule to create products in stages scope
(from A16-Pj Plan) Cashflow to 17.4.3
4.
Add risks, issues and quality records

1st Specialist Stage

Lesson Log

14.4
IP

Initiation Stage

A14

13.4.3 Authorise a Stage or


Exception Plan

14.4.8 Assemble the PIID A20

Starting Up A Project - Process

A5

A10-Exception
Report (& A13)

Configuration Item
Records

17.4.5 Produce an Exception Plan


1.
Note exception processing vs.. issue records
2.
Consult & Update PID as useful vs.. {CQE/ AC,
Approach, Strategies, Controls, Role holders }
3.
Consider A10-Exception Report and Create the
exception plan to cover products in scope of
exception stage & create A5-CIR/ A17-PD/ A23QR as required perhaps update PBS/ PFD too!
4.
Update A12-IR+A25-RR as required

Quality Register

A12-Issue Register
A25-Risk Register
A20-PID {A16-Project Plan }

A1

Benefits
Review Plan
A12-Issue Register
A25-Risk Register

17.4.3 Update the Business Case


1.
Reassess A2 Re-do financial appraisal Including 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.

17.4 15.4
SB. CS
Request to approve [next
stage/ exception] plan

A9
End Stage Report {
A15-Lesson Report,
Follow-On-Action-Recommendations }

17.4.4 Report Stage End


1.
Seek Project Board approval to
continue vs.. Pj Plan, A2-Business
Case and risks
2.
Provide comments on current stage
under and over achievements:
Benefits/ Team/ R+I/ Products
produced, Quality Reviewed &
Handed over to all noted in the A4CmMS
3.
Suggest FOARs
4.
Create a A15-Lesson Report if useful

18.4
CP.

A20-PID { A2-Business Case}


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

16.4
MP.

13.4.4 Give ad hoc direction

17.4

DoubleHeaded

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

A16-Exception Plan {
A17-Product Description}

A23

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SB. +44 84 52 57 57 07

342

A23-Quality Register

(current) A16-Stage
Plan PBS!!

Exception Plan request

update

(next) A-16-Stage Plan {


A17-Product Description }

A20 PID { Strategies, A2, A16 {PBS}}


A12-Issue Register
A25-Risk Register

15.4.4 Review stage status

Every Delivery Stage Followed by a Stage

Last Specialist Stage

12.4 13.4
SU. DP.

Create

343

343
PG:P:2- Apdx-A entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception
Report, End Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2

A9-End Stage Report


Product Description

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PG:F:2-7

Purpose of a: End Stage Report

A.9.1

Summarises stage facts and PMs view of progress to date to inform PBs decision on what
next?
NB tandem with assessment of the next stages A16-Stage Plan

At stage end the Project Manager summarises the stage in an A9-End Stage Report {
Project Managers summary of performance versus plans and tolerances
Recognition of teams and peoples contributions
Unusual and or unforeseen situations that arose during the stage, Lessons to be learned
Resourcing planned and provided

Project Managers forecast for the project and the stage versus the 4 strategies
A2-Business Cases current viability, benefits achieved and still reasonably remaining
Explanation of any revision of the A2-Business Case

Summary of current risks and issues


Follow-On-Action-Recommendations (FOAR): Outstanding risk, issues, concessions, off-specs
Statistics and commentary on:
Quality reviews planned, held and the results achieved:
EG Passed, Off-specifications, issues raised, rework & concessions

Product approvals planned, sought and achieved or not, Products handed over to operations and
maintenance or ready for hand-over
History of Issues: Volume and aggregate impact }

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343

344

344

CS - Controlling A Stage (CS)


Exam Practice

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Foundation questions in the WorkBook


See Table of Contents

CS & MP:- Tailor CS/ MP for an exam scenario


CS:P:3-1 Identify scenario actions appropriate to carrying out CS
MP:P:3-1 Identify scenario actions appropriate to carrying out MP

CS & MP:- Assess if CS/ MP applied correctly to an exam scenario


CS:P:4-1 Has CS been well applied by the right roles?
MP:P:4-1 Has MP been well applied by the right roles?

15.4
16.4

15.4
16.4

Sample CS/ MP exam questions


FX02 No suitable questions, FX03 Qn 9 but save as a full scale mock exam
Less familiar with the scenario will be more realistic

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344

345

13.4.3 Authorise a Stage or Exception Plan (DP3)


Interested Parties

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Project Status
Report

12.4
SU

13.4
DP

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 Reqd
A20 Approved if updated PID
A9 Approved (current) End Stage
Report {
Distribute A15 Lessons Report,
Distribute Follow On Actions
Rcmdtn }
A16 Approved Stage Plan
A1 Approved if updated Benefits
Review Plan

Starting Up A Project - Process

A20
A9

Request to approve next Stage Plan


Request to approve Exception Plan
Project Initiation Documentation {all, inc A4}
End Stage Report {
optnl. A15 Lessons Report
optnl Follow On Action Recommendation }
A16 (next) Stage Plan or
Exception Plan
A1 Benefits Review Plan

Initiation Stage

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14.4
IP
17.4
SB

15.4
CS
16.4
MP

1st Specialist Stage

17.4. 15.4 Delivery Stage


CS
Stage Authorisation or
Exception Plan Authorisation

When you come to really use P2 consider: during embedding and tailoring combine Project Brief and PID it is
a good idea, combine A12 and A25 is a good idea (Risk & Issues) we can help please contact us

345

Premature closure

Last
Specialist
Stage
17.4. Approval
CS
Confirm
of
Specialist
Product
A-E/SU/SS, (R)-PM/PA, TM-(P)

18.4
CP

346

346

PG Progress: Exception Route

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Management By Exception

Principle 2.5 Provides for efficient use of senior management time


Based on tolerances in TCQSBR*, Operates between each management level
Integrated into the organisation structure and selection of stages
() Facilitates frank internal discussion Tab B-1)

PG:F:2-5
When and how tolerance is set and exceptions reported, The
management products tolerances is documented in, how management by
exception applies at management levels - 10.2.3, 10.3.1.1, 10.3.4
Reporting Exceptions
Exec to CoPM (mechanism outside P2 scope) Possibly with reference to an Exception Plan
PM to PB:
Via A13-Issue Report then A10-Exception Report from [15.4.7 Escalate issue and risks] to
[13.4.4 Give ad hoc direction], possibly then [17.4.5 Produce an Exception Plan] to
[13.4.3 Authorise a Stage or Exception Plan]

TM to PM: Via the A12-Issue Register


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Do not notify PM like this in the real world!, fine as a record of what has already been raised
face-2-face even if over a conference link

346

347

Revision Notes
Review the section just gone and capture NOW

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What Im sure of:

What I need to write-out to build recall:

What to study more to fully understand:

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As well as providing notes space these entries are pagination control

347

.
.
.
.

.
.
.
.
.

.
.
.
.
.

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348

OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Overview, Principles and Tailoring


Business Case
Organization
Quality
Plans
Risk
Change
Progress
Starting Up A Project
Directing A Project
Initiating A Project
Managing A Stage Boundary
Controlling A Stage
Managing Product Delivery
Closing A Project

Chapter 21
Syllabus Processes:
CP Closing A Project
Normal
&
Premature

Those who think education expensive have not yet accounted for what they pay daily for ignorance
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348

349

349

CP - Closing A Project
Foundation & Practitioner

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CP:F:2-1,2,3 The purpose, objectives & context of the CP process 18.1,2,3


a fixed point at which acceptance of project products is confirmed,
recognize objectives in original Project Initiation Documentation are achieved (as modified by
approved changes), or the project has nothing more to contribute
Fixed point means planned in last stage plan & reported via A8-End Project Report

Verify user ops & maintenance acceptance of products,


Transfer of products (following configuration management procedure), post-project host-site
support of results, review project vs. baseline, assess any benefits to date, pass-on FOARs

a project is finite[better than a] slow drift into use, objectives met, run its course,
products passed to someone, team disbanded, cost centres closed
Formality may vary
Benchmark achievements and
ensure benefits measurement is in place

SU

DP
IP

13.4.5 Authorize project closure


1. Confirm customer
2. Configuration Management Strategy
guidance. Products are under

CS

13.4.5 Authorize project closure


1. Confirm customer
2. Configuration Management Strategy
guidance. Products are under

SB CS

CP

MP

MP

Closure may be premature


Standard process tailored to
suit partial product delivery with FOARs
or total withdrawal
SB
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349

350

350

CP:P:2-4,5 The Activities Within 18.4 Closing A


Project (CP)

CP:P:2-4 The activities within CP and the responsibilities within them


CP:P:2-5 How the seven themes may be applied within the CP process
PG:P:2-5 Lessons Log, End Project Report, Lessons Report

18.4.1 18.4.2 18.4.3 18.4.4 18.4.5


18
A.14.2 A.8.2, 13.4.3-5, 18.4.4, C/Table 10.2

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13.4.4 Give ad hoc
direction

15.4
CS

15.4.4 Review stage


Last Delivery
status

Stage

Premature close

Prepare Draft project


closure notification
Closure recommendation

Project end
approaching

18.4.1 Prepare planned closure


1. Track actuals into the Pj-Plan
2. Check all products approved by authority in the
A17-Product Description or have a concession
3. A21-Project Product Descriptions AC met
4. Advise board to release resources back to CoPM
A18
A20

Product Status Account


PID { A16-Pj-Plan }

A20

18.4.2 Prepare premature closure


1. Check A18-PSA for un-deliverable products
2. Reclaim what must be, Salvage what can be,
make safe what cannot , Create an exception
plan if useful for safe & save work 17.4.5,2-4
3. Advise CoPM of gap created
(SB)
by projects premature end
4. Update A12-Issue Register+A13-Issue Report
5. Track actuals into Pj-plan
6. Advise board to release resources back to CoPM

350

DoubleHeaded

Create Additional
work estimates

A12-Issue Register

Create

A20-PID { A4-CmMS }

Close & archive as per a6


A12-Issue Register
A25-Risk Register
A23-Quality Register
A7-Daily Log
A14-Lesson Log

A5-CIR
A1-Benefits Review Plan
Acceptance records

18.4.3 Hand over Products


1. Transfer responsibility from the project to O&Maint
2. Ensure products have or will meet A6-CfMS handover
stipulations for Support including newly operational
peaks (perhaps under an SLA a product in pj scope!)
3. Prepare FoAR for incomplete products/ issues/ risks/
concessions for appropriate audiences
4. Ensure A1-Benefits Review Plan covers all future
benefits, disbenefits & side-effects
5. Confirm (secure records of) all acceptances e.g. Ops
6. Mark A5-CIRs released
A20-PID { A6-CfMS }

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update

PID { A16-Pj Plan }

18.4.5 Recommend project closure


1. Send board closure recommendation and draft closure notification
2. Communicate to stakeholders (as per A4-CmMS) for best press
3. Close logs & registers, secure project records in the Config.
Management System for future audits

18.4
CP.

A8-End Project Report {


A15-Lesson Report }

18.4.4 Evaluate the Project


1. Compare the A20-PID as approved at [13.4.2 Authorise a Project],
the current version of the PID and Risks/ Issues etc in between
2. Facilitate team discussion of events: normal/ good/ bad, of methods/
tools/ procedures/ strategies/ controls etc used. Record in A8-End
Project Report { PMs report, Performance vs. A2-Business Case,
constraints and tolerance, performance of: the team & the products
(plus FoAR). Document context for premature closure
3. Record Lessons observed & agree the recipient. Inc. tailoring of P2
4. Capture Change, Quality & Estimating statistics

A8-End Project Report { FoAR}


A25-Risk Register

13.4.5 Authorise Project


Closure

A23-Quality Register
A20-PID
A14-Lesson Log

351

351

A8-End Project Report Product Description

PG:P:2- Apdx-A entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2

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PG:F:2-7

Purpose of a: End Stage & End Project Report, Lessons Report A.9.1 A.8.1 A.15.1

Summarises project facts and PMs opinions of project performance vs. the A20-Project Initiation
Documentation used to authorise it [as amended from time to time]

It might contain {

Document control information


Project Managers opinion of performance in business and project process terms

Team performance and recognition for individuals performances


Note-worthy events EG triggers for premature closure, Stage level exceptions etc

Performance relative to Cost/ Time/ Scope success criteria in the initial A20-Project Initiation Documentation
Realism and viability of the initial and final strategies, controls, tolerances, exceptions, contingencies and change control
Realism and viability of the initial and current A2-Business Case and A1-Benefits Review Plan
Benefits delivered so far (if any) and now considered realistic

Summary of A21-Project Product Description outputs delivered

Statistics and commentary on:

Follow-On-Action-Recommendations (FOAR) for open Risks and Issues


A23-Quality Register entries for retests, product approvals and Off-specifications with concessions for missing products,
missing features or quality compromises
Record of acceptances and hand-overs made to users and operations and maintenance
Effectiveness of procedures for design, development & delivery of products fit-for-purpose

A15-Lessons Report(s) for the project in total

Perhaps in multiple versions with content specific to each stakeholder community }

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351

352

352

13.4.5 Authorize project closure (DP5)

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12.4
SU

13.4
13.4.5 Authorize project closure
DP 1. Confirm customer has received all products within A6-Configuration Management Strategy
2.
3.

Starting Up A Project - Process

4.
5.
6.
7.

guidance. Products are under sustainable Support and fully accepted


Business Case and Post-project A1-Benefits Review Plan are current (update if needed),
resourced and committed
Assess latest and original versions of PID & Business Case for variances in baselines,
strategies & controls, Costs, Risks and Benefits
Review/ Approve End Project Report: note deviations from baselines
Confirm who receives FOAR, Lessons (Observed) Report
Broadcast project closure notification according to A4-Comms strategy
Disband the project teams including the Project Board & Close cost codes

Closure Notification

approved End Project Report {


Lesson Report, FOAR }
Approved updated A2-Business Case
Approved if updated A1-Benefits Review Plan

Closure recommendation

Draft Closure Notification (p211)


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

14.4 Initiation Stage


IP

15.4 1st Specialist Stage


CS
17.4
SB. 16.4 MP

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352

update

DoubleHeaded

Create

17.4 15.4
SB CS

Delivery Stage

17.4 15.4
SB CS

Last Delivery Stage

18.4
CP

353
Project Mandate,A19-Project Brief,
A20-Project Initiation Documentation (PID)

353

12.4.1 Appoint the Executive and the Project Manager


1.
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

IP:P:2-7

Apdx-A for a Project Initiation Documentation, the process(es) and roles in its life-cycle

A.20.2

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13.4.1 Authorize initiation
1.
Board approve the A19Project Brief and trigger
the Initiation Stage. The
mandate is archive (if it
exists)

13.4.2 Authorize the project


13.4.3 Authorize a Stage or Exception Plan
13.4.5 Authorize project closure
1.
CoPM review & Board approve (baseline) A20-PID (and its component products) 1.
Board consider whether to re-start a project 1.
Board compare original
& thus make a contract that marks their commitment and authorises the project
where CoPM revise the mandate or treat as
A20-PID to final A20-PID
2.
PM/PS archives A19-Project Brief (replaced by A20-PID)
an RFC
[no explicit guidance as to
3.
PM/ PS baseline A20-PID in Config. Mgmt System (CfMS) for later review vs.
2.
CoPM review & Board re-approve (baseline)
why presumably coordted
current status including approved changes
revised parts of A20-PID & PS store in CfMS
with 18.4.4 for Lessons]

12.4.1 Appoint the Executive and the Project Manager


1.
Exec & PM review & understand mandate
2.
PM log mandates 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.
Exec creates (& ensures corporate alignment) preproject outline A2-Business Case from mandates
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 A4-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
probably has product standards, guidelines,
procedures and development life-cycles
3.
PM add mandates context info, project approach,
A21-PjPdD & A2-oBC into A19-PjBf

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353

14.4.1 Prepare the Risk Management Strategy (A24-RMS)


15.4.7 Escalate issues &
17.4.1 Plan the next stage 18.4.1 Prepare planned
1.
PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf
1.
PM reviews/
risks
closure
1.
PM actions informed
updates any aspect 1.
PM actions
14.4.2 Prepare the Configuration Management Strategy(A6-CfMS)
by the A20-PID,
of the A20-PID in
informed by A201.
PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf
consultation with
specially the A16-Pj
PID (especially
Plan
board
A16-Pj Plan)
14.4.3 Prepare the Quality Management Strategy (A22-QMS)
1.

14.4.4
1.
14.4.5
1.
14.4.6
1.
14.4.7
1.

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

17.4.2
15.4.6 Capture and examine
Prepare the Communication Management Strategy(A4-CmMS)
issues and risks
1.
PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf 1.
PM actions informed
by the A20-PID
Set up the project controls
PM uses guidance in the A19-PjBf
15.4.5 Report highlights
17.4.3
[manual says summarise reality says detail]
1.
PM reports in A11Highlight Report
1.
Create the Project Plan
against A20-PID
PM derives from guidance in the A19-PjBf on milestones, standards,
external dependencies, approach & assumptions
17.4.4
15.4.4 Review stage status
1.
Refine the Business Case
1.
PM actions informed
PM extends (exec oversee) outline A2-BC to full A2-BC
by the A20-PID

14.4.8 Assemble the Project Initiation Documentation


1.
PM extracts Pj definition (mandates context info) and Pj Approach
from A19-PjBf and combines with initiation products to create A20Project Initiation Documentation to serve as basis for commitment,
baseline for change assessment and induction pack for new project
staff
2.
PM suggests P2 tailoring for this project (based on A14-LL)
Plan Delivery Stage

15.4.1 Authorize a Work


17.4.5
Package
1.
PM extracts or crossreferences A20-PID 1.
Strategies/ Controls/
Quality/ Milestones/
CfM & handover
P2 Exam Cram Assessed by GRM 07032011 P2-5th Ed 2011 Logicalrequirements
Model Ltd p2@logicalmodel.net
16.4.1 Accept a Work Package
1.
TM actions informed by (relevant extracts of)
the A20-PID

Update the Project 18.4.2 Prepare


premature
Plan
closure
PM reviews/
1.
PM
actions
updates any aspect
informed by A20of the A20-PID (sic)
PID (especially
Update the
A16-Pj Plan)
Business Case
18.4.4 Evaluate the
PM updates A2-BC
Project
(part of A20-PID)
1.
PM prepares A8Report Stage End
PM actions
informed by A20PID (especially A2BC & A4-CmMS)
Produce an
Exception Plan
PM reviews/
updates any aspect
of the A20-PID in
consultation with
board (sic)

End Project
Report of how Pj
performed vs.
original A20-PID
[and separately?]
compares the
version of the
A20-PID
baselined at
13.4.2 and
current at 13.4.518.4.4

355

355

CP - Closing A Project
Foundation & Practitioner

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Foundation Questions
The table of contents does include Closing A Project (CP) questions, but
You could refer to the WorkBook table of contents for the 75 question mock exams

CP:- Tailor CP 18.4


CP:P:3-1 Identify scenario actions appropriate to carrying out CP

CP:- Assess if CP 18.4 applied correctly to an exam scenario


CP:P:4-1 Has CP been well applied by the right roles?

Relevant CP Questions are given in


FX02 Qn 8 addresses the process grouping of but isn't focussed on CP
FX03 does not contain any CP specific questions but
You could do the whole paper it takes 150 minutes

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355

356

356

The End
Beginning

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Congratulations
Booking & taking the exam is the trivial bit compared to all you have done to get here

For the best chance of passing the exams you should start at the beginning again
Second time through you know at the start what will be at the end
Third time through (if you need it) resolve any dis-connects

To review the Revision Aid is probably the right tool


(Only) Where your review suggests you are missing exam questions & marks redo the
relevant video

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356

357

357

Exam Thoughts

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They can ONLY ask about what is in the manual


Your opinion is never asked for, only their own writings

For every question think: STToPPP or PPPPPtS

Process (which of 7)
People (which of 9 roles)
Product (which of 26)
Principle (which of 7)
Pheme a cheat for Theme (which of 7) applies here
Two techniques and the
Scenario
The PPPPPtS analysis may knock-out an answer or two then Guess from the Rest!
Open book means official manual (on which you may write your own notes) but this is THE
ONLY SOURCE allowed

Determine your preferred answering style


Mostly changing your mind on an answer changes a right answer to a wrong one

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357

358

Revision Notes
Review the section just gone and capture NOW

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What Im sure of:

What I need to write-out to build recall:

What to study more to fully understand:

See CLICK HERE +44 84 52 57 57 07

As well as providing notes space these entries are pagination control

358

.
.
.
.

.
.
.
.
.

.
.
.
.
.

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359

OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Overview, Principles and Tailoring


Business Case
Organization
Quality
Plans
Risk
Change
Progress
Starting Up A Project
Directing A Project
Initiating A Project
Managing A Stage Boundary
Controlling A Stage
Managing Product Delivery
Closing A Project

Chapter 22/22
Wrap-up

Wrap-Up

Those who think education expensive have not yet accounted for what they pay daily for ignorance
Logical Model Lt 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

359

360

A Final How Can I Help?

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

You have covered a huge amount


First time through the facts will be swirling around and links still forming in your mind
A few gentle & swift passes through the Revision Aid will build recall & help make links

Where you need help to get that last bit exam ready then give me a shout!

Revisit the materials up-to the exam to keep all that detail current
Reach-out to me after the exam to discuss how do we apply all of this?
www.linkedin.com/in/simonharrispmp or an eMail to discuss what help you might want

The 5th Edition PMBoK contains much that a PRINCE2 practitioner needs to
know in order to fill in those so how do you create a resource levelled schedule
or engage subcontractors under an appropriate contract type?
Excellence in project delivery needs PRINCE2 skills and PMBoK Guide skills and
skills from project owners and sponsors
We call the integrated capability New Generation Thinking and would love to tell you about it
See the American Society for the Advancement of Project Management Paper here

See CLICK HERE +44 84 52 57 57 07

360

361

Where Next?

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

At logical model we specialise in helping organisations use pm methods

We know real world use is a lot more demanding than sitting an exam-courses
Ive done my best here to ensure you know what the exam will ask by telling you what
the book says, but in places it is either incomplete and poor advice

Passing the PRINCE2 exams gives real value to individuals who also have
some solid pm experience and a boost to those seeking pm roles who dont yet
have the experience its only of value to organisations when all the layers know
their roles
Id love to help your organisation use pm for real. You now know that takes action at
the direct, manage and deliver layers

Logical models website is www.logicalmodel.net


Follow me on twitter @pm_ngt A New Generation of PM Thinking

See CLICK HERE +44 84 52 57 57 07

361

362

Dedication &
About the Author

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

To Lea for the many hundreds of cups of Lapsang Souchong delivered during the
making of this course without a PBS or PFD in sight

Hi Im Simon, husband to Lea and father of Jessica and Toby


Owner of Logical Model Ltd., ex PRINCE2 examiner, project management &
governance expert
I hope you found this course useful
It has been a lot of effort for you
to follow to here
Actually even more for me to
compile it!

Id be grateful if you found it


excellent that you give it a review
& if you didnt you tell me how
it fell short so I can improve it
(Excellent is not perfect but maybe ?)

See CLICK HERE +44 84 52 57 57 07

362

363

Revision Notes
Review the section just gone and capture NOW

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What Im sure of:

What I need to write-out to build recall:

What to study more to fully understand:

See CLICK HERE +44 84 52 57 57 07

As well as providing notes space these entries are pagination control

363

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.
.
.

.
.
.
.
.

.
.
.
.
.

364

Good-bye

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The beginning,
Good Luck in the future

See CLICK HERE +44 84 52 57 57 07

364

Good,
butperhaps a
little more
detail here ?

Section 3
Results are
promising : Turned
power on and no smoke
detected -- this time...
Elements will be
phased in
gradually as
the software
matures:
It's late!

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

Logical Model Ltd 2015

Essentially complete: It's half done.


We predict... : We hope to God!
Serious but not insurmountable problems. : It'll take a miracle...
Basic agreement has been reached. : The @##$%%'s won't even talk to us.

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.

Licensed for individual use without fee. A commercial licence (License@logicalmodel.net) removes this note: Please report unlicensed use & share in fees levied

PRINCE2 Practitioner
The exams syllabus areas
are the official manuals
chapters:
OV Overview, Principles and Tailoring
7 Themes: BC Business Case, OR
Organization, QU Quality, PL Plans, RK
Risk, CH Change, PG Progress
7 Processes: SU Starting up a Project,
DP Directing a Project, IP Initiating a
Project, SB Managing a Stage
Boundary, CS Controlling a Stage, MP
Managing Product Delivery, CP Closing
a Project

3.1-Product
Cross-Refs

The exams are designed to test at four levels

Logical Model Ltd +44 (0) 845 2 57 57 07

Section: 3.1 Page 0

LogicalModel Ltd 2011

Knows the facts: Can recognise/ recall terms, concepts, principles,


themes, processes, and responsibilities in the manual just memory
Comprehends the roles, processes, themes, principles, and project
context can explain how they are used
Use of the steps of a themes and creation of the management products
appropriate to a given scenario
Review products and plans and identify appropriate (or not) application
of the principles, processes, roles and themes

Pm
Pa
Ctl

Undefined
ProjectMandate
ProjectApproach
ProjectControls
Additionalworkestimates
TailoringofPRINCE2

PrePrince
SU5
IP5
CP2
?!

OrganogramElements
ExecutiveRoleDescription
SU1
AppointedExec
SU1
PMRoleDescription
SU1
AppointedPM
SU1
ProjectManagementTeamRoleDescriptionSU3,IP2,IP5
PMTs ProjectManagementTeamStructure
SU3,IP2,IP5
AppintedPMT
SU3
Rd
AdditionalRoleDescriptions
SU5,IP2,IP5

P22009ManagementProductAccesses

LogicalModelLtd2011

Approved

Input

Reviewed

CellsdefinewhichACTIVITYmakeswhatACCESS(columns)towhichPRODUCT(row)
"*"meansall,"!?"=Notspecified"{...}"=Includedinorincludes
Created/
Updated

ManagementProductvs.
Activity'sCRUDOperations

SU4
IP6,IP8
IP8
IP8

SU3,SU5
SU3,SU5
SU5,IP8
SU5,IP8

ManagementProductvs.Activity'sCRUDOperations
Page1of4

A1

Baselines&Strategies
BenefitsReviewPlan

A2o
A2d
A4
A6

OutlineBuinessCase
BusinessCase
CommunicationManagementStrategy
ConfigurationManagementStrategy
initiationStagePlan
A16 Plan[Project][Stage][Team]
A16p ProjctPlan
A16c StagePlan[current]
TeamPlan
ExceptionPlan
A16n NextStagePlan
A17 ProductDescription
A19 ProjectBrief
Pd
ProjectBrief{ProjectDefinition}
A20 ProjectInitiationDocumentation

A21
A22
A24
A26

ProjectProductDescription
QualityManagementStrategy
RiskManagementStrategy
WorkPackage
NewA26WorkPackage
CompletedWorkPackage
SpecialistProducts
ApprovalRecords
AcceptanceRecords

Approved

LogicalModelLtd2011

Input

Reviewed

CellsdefinewhichACTIVITYmakeswhatACCESS(columns)towhichPRODUCT(row)
"*"meansall,"!?"=Notspecified"{...}"=Includedinorincludes
Created/
Updated

ManagementProductvs.
Activity'sCRUDOperations

DP3u,IP7,SB3u,CP3u

DP2,DP3,DP5,SB3,SB4

SU4
IP7[Detailed]
IP4
IP2
SU6

SU5
DP5,IP8
IP8,[A20:IP5,IP6,CS5,CS6,CP5and{*}]
IP8,[A20:IP4,IP5,IP6,CS1,CS6,CP3and{*}]
DP1

DP1

IP6
CS1u,CS2u,CS3u,CS4u,CS8u
MP1,MP2u,MP3u
SB5{A17}
SB5{A17}
SB1,SB5
SU1C,SU2U,SU4U,SU5Assemble

IP5,IP8
CS2,CS3,CS4,CS5,CS6,CS7,CS8,SB2,SB4,SB5
CS1,CS2,MP2
DP3,SB2
DP3,CS1{A17},SB2

DP3

DP3U,IP1{RMS},IP2{CfMS},IP3{QMS},IP4{CMS},
IP5{PjCtl+PMTs+Rd},IP6{A16p+PMTs+Rd},IP7{dA2},
IP8{*},SB1{*},SB2u{A16p},SB3u{A2},SB5{*},
CP1u{A16p} CP2u{A16p}
SU4
IP3
IP1
CS1u,CS2u,MP3u
CS4
MP3
MP2
MP2[obtain]
CP3[obtain]

P22009ManagementProductAccesses

DP2,DP3u,DP5u

DP5u

DP1,IP1,IP2,IP3,IP4,IP5,IP6{Pa+A21},IP7{A2[o]},IP8{PjDef+Pa}
IP8
DP2,DP3,DP5{A2},IP4{A24+A22+A6},IP5{4s&A16!},IP6{4s+PjCtls},IP7{A16p},
CS1{PjCtl+A22+A6},CS4{A2+A16+A1},CS5{A4},CS6{A2+A16+A4+A6},CS7{A2+A16},
MP1{*},MP2{*},SB1{*},SB2{*},SB3{A16p},SB4{A2+A4},SB5{*},CP1{A16p},
CP2{A16p} CP3{A6} CP4{*} CP5{A4}
SU5,IP3,IP6
IP8,[A20:IP4,IP5,IP6,CS1,and{*}]
IP8,[A20:IP4,IP5,IP6and{*}]
CS2,MP1,MP2,MP3
CS1
CS3

DP1
DP2,
DP3U

MP1

ManagementProductvs.Activity'sCRUDOperations
Page2of4

A5

Reports&Registers
ConfigurationItemRecords

A7
A12

DailyLog
IssueRegister

A14
A23
A25

LessonsLog
QualityRegister
RiskRegister

A3
A8
A9
A10
A11
A11
A13
A15
A18

NewIssue
NewRisk
Records
CheckpointReport
EndProjectReport
EndStageReport
FollowonActionsRecommendations
ExceptionReport
HighlightReport
HighlightReport,Previous
IssueReport
LessonsReport
PreviousLessonsReports
ProductStatusAccount

Input

Reviewed

IP2,IP6,CS1u,CS2u,CS3u,CS8u,MP2u,SB1u,SB5u,CP3u

CS3,CS8,MP3

SU1,SU3,SU4,SU5,SU6,CS6u,CS8u,CP5[close]
IP2,CS1u,CS2u,CS4u,CS6u,CS7u,CS8u,SB1u,SB2u,
SB3u,SB5u,CP2u,CP5[close]
SU2PM,CS4u,CP5[close]
IP3,CS1u,MP1u,MP2u,SB1u,SB5u,CP5[Close]
IP1,CS1u,CS2u,CS4u,CS6u,CS7u,CS8u,Sb1u,SB2u,
SB3u,SB5u,CP5[close]
DP4[raise],MP2[raise]
MP1[raise],MP2[raise]

SU6,IP1,IP2,CS5,CS8
IP3,IP4,IP5,IP6,CS4,CS5,CS7,CS8,SB1,SB3,SB4,SB5,CP3,CP4
SU2Exec SU3,SU4,SU5,SU6,DP2,IP1,IP2,IP3,IP4,IP5,IP6,CS5,SB1,SB4,CP4
CS2,CS3,CS4,CS5,MP3,SB4,CP4
IP2,IP3,IP4,IP5,IP6,IP7,CS2,CS4,CS5,CS7,CS8,SB1,SB3,SB4,SB5,CP3,CP4
CS6
CS6

MP2
CP3{foar},CP4{A15}
SB4{A15+foar}
SB4,CP3[A8]
CS7
CS5

CS2,CS4,CS5
DP5{A14+foar},CP4{foar}
DP3
DP3
SB5
CS5
CS7,CS8
DP3

CS4u,CS6,CS7u,CS8u
PrePrince

P22009ManagementProductAccesses

LogicalModelLtd2011

Approved

CellsdefinewhichACTIVITYmakeswhatACCESS(columns)towhichPRODUCT(row)
"*"meansall,"!?"=Notspecified"{...}"=Includedinorincludes
Created/
Updated

ManagementProductvs.
Activity'sCRUDOperations

DP5
DP3
DP3,DP5

DP3,DP5

SU2
CS4,CS5,SB4,CP1,CP2,

ManagementProductvs.Activity'sCRUDOperations
Page3of4

CommunicationofAuthorities
RequesttoInitiateaProject
Authoritytoinitiateaproject
InitiationNotification
Requesttodeliveraproject
Projectauthorisationnotification
StageAuthorisation
AuthoritytodeliveraWorkPackage
Correctiveaction
ToleranceThreat
ExceptionRaised
ExceptionPlanRequest
RequesttoApproveExceptionPlan
RequesttoApproveNextStagePlan
ExceptionPlanAuthorisation
ExceptionPlanApproved
Stageboundaryapproaching
ProjectEndapproaching
ClosureRecommendation
ClosureNotification
Draftprojectclosurenotification
Prematureclose
Requestforadvice
ProjectBoardRequestforAdvice
CorporteAdviceandDecision
PMRequestforadvice
ProjectBoardAdvice

SU6
DP1
DP1
IP8
DP2
DP3
CS1
CS4,CS8
CS4
CS7
DP4
SB4
SB4
DP3
CS4
CS4
CP5
DP5
CP5[prepare]
DP2,DP3,DP4
CS4,CS6
DP4

DP4

P22009ManagementProductAccesses

LogicalModelLtd2011

Approved

Input

Reviewed

CellsdefinewhichACTIVITYmakeswhatACCESS(columns)towhichPRODUCT(row)
"*"meansall,"!?"=Notspecified"{...}"=Includedinorincludes
Created/
Updated

ManagementProductvs.
Activity'sCRUDOperations

DP1
IP1,IP2,IP3
DP1
CS1
MP1
CS1,CS4,CS8
CS7
DP4
SB5
DP3
DP3
CS1
SB1
CP1
DP5

CP2

DP4
DP4
CS4

ManagementProductvs.Activity'sCRUDOperations
Page4of4

Licensed for individual use without fee. A commercial licence (License@logicalmodel.net) removes this note: Please report unlicensed use & share in fees levied

PRINCE2 Practitioner
The exams syllabus areas
are the official manuals
chapters:
OV Overview, Principles and Tailoring
7 Themes: BC Business Case, OR
Organization, QU Quality, PL Plans, RK
Risk, CH Change, PG Progress
7 Processes: SU Starting up a Project,
DP Directing a Project, IP Initiating a
Project, SB Managing a Stage
Boundary, CS Controlling a Stage, MP
Managing Product Delivery, CP Closing
a Project

3.2-Key
Diagrams

The exams are designed to test at four levels

Logical Model Ltd +44 (0) 845 2 57 57 07

Section: 3.2 Page 0

LogicalModel Ltd 2011

Knows the facts: Can recognise/ recall terms, concepts, principles,


themes, processes, and responsibilities in the manual just memory
Comprehends the roles, processes, themes, principles, and project
context can explain how they are used
Use of the steps of a themes and creation of the management products
appropriate to a given scenario
Review products and plans and identify appropriate (or not) application
of the principles, processes, roles and themes

Licensed for individual use without fee. A commercial licence (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied

Processes
including Business Case

Those who think education expensive have not yet accounted for what they pay daily for ignorance
Logical Model Ltd 0845 2 57 57 07 Logical Model Lt P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net

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Mandate/ Brief/ PID


Starting up a Project (SU)
A2-Business case &
A1-Benefits Review Plan
DP1

The Start
& Business Case

Those who think education expensive have not yet accounted for what they pay daily for ignorance
Logical Model Ltd 0845 2 57 57 07 Logical Model Lt P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net

12.4.1 Appoint the Executive and the Project Manager


1.
COPM provides mandate in any form as long as it allows identification of
the Exec. It is the project trigger, the Instruction
Syl to,
P:2or remit or Terms of
Reference for the Pj Board. Includes Pj Reason, Pj tolerance, Risks, All
standards to be followed

Project Mandate,A19-Project Brief,3


A20-Project Initiation Documentation (PID)
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

IP:P:2-7

Apdx-A for a Project Initiation Documentation, the process(es) and roles in its life-cycle

A.20.2

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13.4.1 Authorize initiation
1.
Board approve the A19Project Brief and trigger
the Initiation Stage. The
mandate is archive (if it
exists)

13.4.2 Authorize the project


13.4.3 Authorize a Stage or Exception Plan
13.4.5 Authorize project closure
1.
CoPM review & Board approve (baseline) A20-PID (and its component products) 1.
Board consider whether to re-start a project 1.
Board compare original
& thus make a contract that marks their commitment and authorises the project
where CoPM revise the mandate or treat as
A20-PID to final A20-PID
2.
PM/PS archives A19-Project Brief (replaced by A20-PID)
an RFC
[no guidance as to why and
3.
PM/ PS baseline A20-PID in Config. Mgmt System (CfMS) for later review vs.
2.
CoPM review & Board re-approve (baseline)
seemingly uncoordinated
state including approved changes
revised parts of A20-PID & PS store in CfMS
with 18.4.4!]

12.4.1 Appoint the Executive and the Project Manager


1.
Exec & PM review & understand mandate
2.
PM log mandates 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 Business Case A2-oBC)
1.
Exec/ PM understand Pj reason in mandate
2.
PM creates (exec oversees corporate alignment)
pre-project outline A2-Business Case from
mandates 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

14.4.1 Prepare the Risk Management Strategy (A24-RMS)


15.4.7 Escalate issues &
17.4.1 Plan the next stage 18.4.1 Prepare planned
1.
PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf
risks
1.
PM reviews/
closure
1.
PM actions informed
updates any aspect 1.
PM actions
14.4.2 Prepare the Configuration Management Strategy(A6-CfMS)
by the A20-PID,
of the A20-PID in
informed by A201.
PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf
specially the A16-Pj
consultation with
PID (especially
Plan
board
A16-Pj Plan)
14.4.3 Prepare the Quality Management Strategy (A22-QMS)
1.

14.4.4
1.
14.4.5
1.
14.4.6
1.

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

17.4.2
15.4.6 Capture and examine
Prepare the Communication Management Strategy(A4-CmMS)
issues and risks
1.
PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf 1.
PM actions informed
by the A20-PID
Set up the project controls
PM uses guidance in the A19-PjBf
15.4.5 Report highlights
17.4.3
[manual says summarise reality says detail]
1.
PM reports in A11Highlight Report
1.
Create the Project Plan
against A20-PID
PM derives from guidance in the A19-PjBf on milestones, standards,
external dependencies, approach & assumptions
17.4.4
15.4.4 Review stage status
1.
Refine the Business Case
1.
PM actions informed
PM extends (exec oversee) outline A2-BC to full A2-BC
by the A20-PID

12.4.5 Select the project approach and assemble the


14.4.7
Project Brief (A19-PjBf)
1.
1.
PM refines & extends mandate to create a well
defined start-point: the A19-Project Brief to known
14.4.8 Assemble the Project Initiation Documentation
quality criteria by filling the gaps and applying A4-LL 1.
15.4.1
PM extracts Pj definition (mandates context info) and Pj Approach
lessons. (An a programme context the A19-PjB has
from A19-PjBf and combines with initiation products to create A20probably been created done by the programme)
1.
Project Initiation Documentation to serve as basis for commitment,
2.
PM/ SS (if in post) define project approach, Supplier
baseline for change assessment and induction pack for new project
standards, guidelines, procedures and development
staff
life-cycles
2.
PM suggests P2 tailoring for this project (based on A14-LL)
3.
PM add mandates context info, project approach,
A21-PjPdD
A2-oBC
Delivery
Stage07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
P2 ExamCramPlan
Assessed
by GRM
Logical Model Ltd&
0845 into
2 57A19-PjBf
57 07

Update the Project 18.4.2 Prepare


premature
Plan
closure
PM reviews/
1.
PM actions
updates any aspect
informed by A20of the A20-PID (sic)
PID (especially
A16-Pj Plan)
Update the
Business Case
18.4.4 Evaluate the
PM updates A2-BC
Project
(part of A20-PID)
1.
PM prepares A8Report Stage End
PM actions
informed by A20PID (especially A2BC & A4-CmMS)

Authorize a Work
Package
17.4.5 Produce an
PM extracts or crossException Plan
references A20-PID 1.
PM reviews/
Strategies/ Controls/
updates any aspect
Quality/ Milestones/
of the A20-PID in
CfM & handover
consultation with
requirements
board (sic)

16.4.1 Accept a Work Package


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

End Project
Report of how
Pj performed vs
original A20-PIDa8 [and
separately?]
compares the
version of the
A20-PID
baselined at
13.4.2 and
current at 13.4.518.4.4

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 12.4.1 12.4.2 12.4.3 12.4.4 12.4.5 12.4.6
SU:P:2-6 How the seven themes applied in SU
12

Licensed
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use without &
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12.4.1
Appoint Executive

A7

Daily Log P:PM

12.4.4 Prepare outline Business


Case
1. Exec drafts BC as fully as
currently known 0-100%
2. PM (+SU/E) drafts PjPdtD
Define What is required
3. Note Risk in Daily Log

A14 Lessons Log


A19 Project Brief {Exec role
description P:CoPM,
PM role description
P:E, A:CoPM }

Appointed Exec
P:CoPM

Appointed PM
P:E A:CoPM

12.4.3 Design/ appoint PMT


1. Define roles (PA/ TM/ PS)
Authority/ Reporting lines/
Availability/ Competency
2. Some may not be in post
3. Arrange training
4. Note Risk in Daily Log

Appointed PMT
P:E A:CoPM

13.4.113.4Authorize
DP
initiation
14.4
15.
IP
CS
A16 (init) Stage Plan
P:PM, R:PA (A)ESUSS
A7 Daily Log P:PM

Request to initiate a
project
`

Initiation Stage

Project Manager
12.4
SU 1. Based on Pj-Md8, skills
& availability
2. PM starts Daily Log

Starting up a project - Process

A14 Lessons Log P:PM R:E


(All Subsequent activities are
expected to review this log)

12.4.2 Capture previous lessons


1. Record every relevant
lesson from any source

In the beginning is the project mandate


(a partial Project Initiation Document)
A19 Project Brief {
A2 Outline Business Case P:E,
R:SU/SS/PM/PA, A:CoPM
A21 Project Product Description
P:PM, R:PA, (A):E/SU/SS }

A7 Daily Log P:PM


A19 Project Brief {

PMT role descr. P:PM A:E

PMT structure P:PM, A:E}

12.4.5 Select project approach & assemble


Project Brief
1. Define How to deliver PjPdtD in Pj
context CoPM strategy & Ops needs
2. Create project definition: Assembled Pj
Brief
3. Risk+Issues in Daily Log

A7

Daily Log P:PM

A19 Project Brief {


Project approach +
Addtl role desc}
P:PM R:PA
(R):SUSS (A):E

12.4.6 Plan the initiation


stage
1. Plan Initiation Stage and
define controls to
conform to CoPM
constraints
2. Incorporate Lessons and
Risks
3. Note/ Update Risks in A7

ffrroomm
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Previous
lessons
reports
e
r
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P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
Logical Model Ltd 0845 2 57 57 07
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DoubleHeaded
Create
Th anim
im
PMT = Project Management Team, PMTs = PMT structure, P: = Produces, R: = Reviews, A: t=thApproves
hee an ( ) = in another process { } = containing

Pm
Pa

Project Mandate
Project Approach
Executive Role Description
Appointed Exec

Project Board

Change
Authority

Team Manager

Project
Support

Project
Assurance

Project
Manager

Senior Supplier

Senior User

Executive

Roles and Products: A=Approves,


R=Reviews, U=Updates, u-R=Reviews if
updated, ??-X(ID)=ID notes X is done
elsewhere but no matching entry exists
(mostly within pid)

Logical Model Ltd 2011

CoPM

Products Involved In SU

SU1-P
SU5-P

PMTs

SU1-P
SU1Confirm
PM Role Description
SU1- A
Appointed PM
SU1-A
Project Management Team Role Descriptions
Project Management Team Structure
SU3-A

Rd

Appinted PMT
Additional Role Descriptions

A20

Outline Buiness Case


initiation Stage Plan

SU4-A

SU4-P
DP1-A

SU4-R
DP1-A

SU4-R
DP1-A

SU5-P, IP6U
SU4-R
SU6-P

A19

Project Brief

DP1-R

DP1-A

DP1-A

DP1-A

SU5-P

A21
A7

Project Product Description


Daily Log

A14

Lessons Log

SU1-P
SU1-P
SU3-A
SU3-A,
DPpid-A
SU3-P
DPpid-A

DPpid-A

DPpid-A

DPpid-A

DPpid-A

SU3-P
SU3-P, IP6- IP6-R
U

SU4-P
SU1-P, SU3U, SU4-U,
SU5-U, SU6U, CS6-U,
CS8-U,
CP5[close]

SU2-R, DP2- DP2-R


R

DP2-R

SU5-R

SU5-R, IP5R, IP6-R


SU4-R
SU6-R, DP1R
SU5-R, DP1R
SU4-R

SU2-P, CS4- DP2-R


U,
CP5[close]

Products In SU Page: 1 of 1

A1-Benefits Review Plan,5


A2-Business Case

CoPM 12.4.1 Appoint the Executive and the


Project Manager
1.
COPM

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

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

Licensed for individual use without fee. A commercial licence (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied
Project
Board

Project
manager

13.4.1 Authorize initiation 13.4.2 Authorize the project


1.
Board verify A2- 1.
Board consider if A2-BC
BC (outline) viable
(Detailed) is adequate to justify
justification to
the project and approve
invest in the
(baseline) it
Initiation Stage
2.
Board (Exec) approve (IE
baseline) A1-Benefits Review
Plan covers all benefits, meets
CoPM needs and Exec, Pgm or
CoE is responsible for reviews
being held

13.4.3 Authorize a Stage or


13.4.4 Give ad hoc
13.4.5 Authorize project closure
Exception Plan
direction
1.
Exec approves, Board compares confirms? original
1.
Board verify the A2- 1.
Board consider if
and current versions of A2-BC [to what end?]
BC (as updated) is a
A2-BC still viable 2.
Board ensure A1-Benefits Review Plan includes postviable justification for
vs. latest A11project review of all side-effects of pj products once in
continued investment
Highlight Reports
operational use (side effects shared as lessons)
2.
Board approve
3.
Board approve A1-BRP will cost effectively assess
(updated) A1-Benefits
benefits not measurable until after the project
Review Plan will
4.
Board/ Exec transfer responsibility for A1-BRP to CoPM
address all benefits
to hold SU accountable for benefits from their assigned
due in next Stage
products. Ensure resources are committed

12.4.2 Capture previous lessons


1.
PM Captures lessons relevant to the A2Business Case

14.4.6 Create the Project Plan


1.
PM determines costs & timescales needed for
investment appraisal by planning the project

12.4.4 Prepare the outline Business Case


1.
If received from CoPM the Exec reviews A2-BC
2.
Exec drafts (delegates drafting) inline with
Corp. standards the A2-BC with Context,
Objectives, Strategic alignment, Feasibility
Expected contribution, Funding, Contracts,
Risks (ie uncertainties) and sensitivities to
viability of benefits
[SU. accountable for benefits p35 c2.1, 4.3.3,
c3]
3.
PM checks timescales (all constraints) applied
to A21-Project Product DescriptionA2-BC or PjMandate balance
(prior to 14.4.6 cost and timescales may be
rough order of magnitude)
4.
CoPM Approve the A2-BC (Outline)

14.4.7 Refine the Business Case


1.
PM Checks A19-Pj Brief for corporate format &
presentation standards
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
4.
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)
5.
PM seeks board approval now or defer to
13.4.2 and A20-PID

15.4.7 Escalate issues & risks


1.
PM assess potential
actions to respond to a
new risk or issue for their
impact on the A2-BC and
expresses in A10Exception Report
15.4.6 Capture and examine
issues and risks
1.
PM assesses new risks
and issues for impact on
the A2-BC

15.4.4 Review stage status


1.
PM checks A2-BC vs.
new (and existing) risks &
issues
2.
PM checks A1-BRP and
12.4.5 Select the project approach and assemble the
executes any Benefits
Project Brief
14.4.8 Assemble the Project Initiation Documentation
Reviews falling due [NO!
1.
PM drafts Pj Approach defining Corp.
1.
PM include A2-BC (detailed) in A20-PID
should be in the Stage
preference/ best practice for delivering the A2P2 ExamCram Assessed
by GRM
07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
plan]
Logical Model BC
Ltdinto
operational
0845 2 57 use
57 07
Plan Delivery
Stage
Team
Manager

17.4.2 Update the Project Plan


18.4.3 Hand over
1.
PM determines revised project cost
Products
& timescales that may affect the
1.
PM updates
investment appraisal
A1-BRP if
required
17.4.3 Update the Business Case
1.
PM reflect external changes to
project context, updates of costs
and timescales, uncertainties, risks
and issues into A2-BC for the
accountable exec
2.
PM updates the A1-Benefits
Review Plan for current outlook
Results any reviews in stage just
18.4.4 Evaluate the
ending and need for review in
Project
approaching stage
1.
PM assess
project
17.4.4 Report Stage End
performance
1.
PM reviews status and any benefits
vs. expected
in stage & expresses view on A2benefits in the
BC viability in A9-End Stage Report
A2-BC &
2.
PM confirms any benefits review
reports in A8activity in stage is complete
End Project
3.
PM Seeks Board approval of
Report
revised A1-BRP & A2-BC at 13.4.3

ResponsibilitiesoftheRolesWithintheThemes

LogicalModel2011

Role

Theme

CoPM

BusinessCase

CoPM

BusinessCase

CoPM
Exec'sBusinessAssurance
Exec'sBusinessAssurance
Exec'sBusinessAssurance

BusinessCase
BusinessCase
BusinessCase
BusinessCase

Exec'sBusinessAssurance

BusinessCase

Exec'sBusinessAssurance

BusinessCase

HoldtheSeniorUser(s)toaccountforrealizingthepostprojectbenefitsenabledbytheprojects
products.
ProvidetheprojectmandateanddefineanystandardstowhichtheBusinessCaseneedstobe
developed.
ResponsiblefortheBenefitsReviewPlan(postproject).
AssistinthedevelopmentoftheBusinessCase.
Ensuretheprojectfitswithoverallprogrammeorcorporatestrategy.
Ensurethevalueformoneysolutionisconstantlyreassessed.
MonitorchangestotheProjectPlantoidentifyanyimpactontheneedsofthebusinessorthe
BusinessCase.
Monitorprojectfinanceonbehalfofthecustomer.

Exec'sBusinessAssurance

BusinessCase

ReviewtheimpactassessmentofpotentialchangesontheBusinessCaseandProjectPlan.

Exec'sBusinessAssurance

BusinessCase

Exec'sBusinessAssurance

BusinessCase

Executive

BusinessCase

Executive

BusinessCase

Executive
ProjectManager
ProjectManager
ProjectManager

BusinessCase
BusinessCase
BusinessCase
BusinessCase

VerifyandmonitortheBenefitsReviewPlanforalignmenttocorporateorprogramme
management.
VerifyandmonitortheBusinessCaseagainstexternaleventsandprojectprogress
OverseethedevelopmentofaviableBusinessCase,ensuringthattheprojectisalignedwith
corporatestrategies,andsecurethefundingfortheproject.
ResponsiblefortheBenefitsReviewPlan(forthedurationoftheproject)unlessbeingmanaged
bycorporateorprogrammemanagement.
ResponsiblefortheBusinessCaseforthedurationoftheproject.
Assessandreportonprojectperformanceatprojectclosure.
AssessandupdatetheBusinessCaseattheendofeachmanagementstage
Conductimpactanalysisofanyneworrevisedissuesorrisksthataffecttheprojects

ProjectManager

BusinessCase

desirability,viabilityorachievabilityagainsttheoriginalbasisforapprovingtheproject.

ProjectManager

BusinessCase

ProjectSupport

BusinessCase

SeniorSupplier(s)

BusinessCase

PreparetheBusinessCaseonbehalfoftheExecutive.
TheBusinessCaseshouldhaveabaselineandthereforebeunderconfigurationmanagement.
ProjectSupportshouldadvisetheProjectManagerofanyproposedoractualchangestoproducts
thataffecttheBusinessCase.
ResponsibleforthesupplierBusinessCase(s)(iftheyexist)seesection19.6.1.1.

ResponsibilitiesoftheRolesWithintheThemes

Responsibility

Page:1of10

ResponsibilitiesoftheRolesWithintheThemes

LogicalModel2011

Role

Theme

Responsibility

SeniorSupplier(s)

BusinessCase

Confirmthattheproductsrequiredcanbedeliveredwithintheexpectedcostsandareviable.

SeniorUser(s)
SeniorUser(s)
SeniorUser(s)
SeniorUser(s)
SeniorUser(s)

BusinessCase
BusinessCase
BusinessCase
BusinessCase
BusinessCase

Ensurethattheexpectedbenefits(derivedfromtheprojectsoutcomes)arerealized
Ensurethattheprojectproducesproductswhichdeliverthedesiredoutcomes.
Ensurethedesiredoutcomeoftheprojectisspecified.
Provideactualversusforecastbenefitsstatementatthebenefitsreviews
ResponsibleforspecifyingthebenefitsuponwhichtheBusinessCaseisapproved.

ResponsibilitiesoftheRolesWithintheThemes

Page:2of10

Outputs of SU (12.4) DP1 (13.4.1)

Initiation Notification

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12.4.

13.4.

Starting up a project - Process

Request to initiate a project


A19 Project Brief
A16 (init) Stage Plan
P:PM, R:PA (A)ESUSS

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)
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.

14.4. CS 1st Delivery Stage


17.4.CS Delivery Stage
17.4. CS Last Delivery Stage
Initiation Stage

Authority to
initiate a project
17.4. 16.4.
ModelProject
Now
P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
Logical
Ltd 0845
2 57 Starts!
57 07
A19 Project Brief (Approved)
P: = Produced By, R: = Reviewed By, (A) = Approved in another process by,
A16 Approved initiation
PA=Project assurance, E=Exec, SU=Senior User(s) SS=Senior Supplier(s)
Stage Plan

18.4.

Licensed for individual use without fee. A commercial licence (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied

IP and SB
Plans
DP2 and DP3

Initiation
& Plans

Those who think education expensive have not yet accounted for what they pay daily for ignorance
Logical Model Ltd 0845 2 57 57 07 Logical Model Lt P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net

IP:P:2-5 The activities within the IP process and the responsibilities within them
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
14

IP:P:2-5,6 Activities Within


14.4 Initiating a Project (IP) Process

Licensed for individual use without fee. A commercial licence (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied
Authorize

A19
A14
A7

14.4.1 Prepare the Risk Management Strategy


14.4.Initiation
1. Stage
Define Who/ How/ When of Risk Mgmt to
satisfaction of PB & PA
2.
Create A25-Risk Register
Project Brief

A19-Pj Brief { A21Project


Product
Description }

Starting up a project - Process

A24-Risk Management Strategy (in A20-PID)


P-PM, (A)-ESUSS, R-PA

Authority to
initiate a project

Lesson Log
Daily Log

A25-Risk Register
A12-Issue Register

13.4.2

PBS = Product Breakdown Structure, PFD = Product Flow Diagram. PD A17-Product Description, CIR = A5-Configuration Item Record
See XREF for details

14.4.2 Prepare the Configuration


Management Strategy
1.
Define Who/ How/ When of Config
Mgmt (Inc. Issue & Change to
satisfaction of PB & PA
2.
Define Priority & Severity scales
3.
Create & populate Issue Reg (from
Daily Log)
4.
Create initial set of CIRs
5.
Upd8 A12-IR+A25-RR+A7DL
14.4.3 Prepare the Quality
Management Strategy
1.
Use CQE & AC to Define Who/
How/ When of Quality Mgmt to
satisfaction of PB & PA
2.
Create Quality Register
3.
Upd8 A12-IR+A25-RR+A7DL

A25-Risk Register
P-PS, A-PM, R-PA

A5

PMT Structure& Role Descrtns


Configuration Item Record
P-PS, A-PM, R-PA

A24-Config Management Strategy (in A20PID)P-PM, (A)-ESUSS, R-PA


A12-Issue Register P-PS, A-PM, R-PA
A20-PID {A22-Quality
Management
Strategy }
P-PM, (A)-ESUSS,
R-PA
A23-Quality Register
P-PS, A-PM, R-PA

A4-Communications Management Strategy (in A20PID) P-PM, (A)-ESUSS, R-PA

A19-Project Brief { Pj Definition,


Pj Approach }
A24-RMS, A22-QMS, A6-CfMS,
A4-CmMS

Pj Controls

P2 Tailoring

A19-Project Brief
A14-Lesson Log
Upd8 A12-IR+A25-RR
A7-Daily Log

A12-Issue Register
A20-PID {A4-CmMS,
Project Controls }

17.4.CS
A20-Project Initiation
Document

14.4.8 Assemble the Project


Initiation Document
1.
Create the PID CI from
component CIs

14.4.4 Prepare the Communication


Management Strategy
A20-PID { A16-Project
1.
Perform stakeholder analysis
Plan,PMT Struct,
2.
Merge strategys comms needs
Role Desc}(P-PM, (A)3.
Define Who/ How/ When of Comms
E12.4.Ss, R-PA) }
Mgmt to satisfaction of PB & PA
4.
Upd8 A12-IR+A25-RR+A7DL
14.4.6 Create the Project Plan
1.
Create PBS*/ PD/ PFD/ CIRs
(specialist and management products)
2.
ID the means to transfer specialist
products to BAU, Plan SLAs
3.
Confirm required resources
4.
Upd8 A12-IR+A25-RR+A7DL

17.4.CS

Request to
deliver a
project
Stage boundary
approaching
17.4.1-4
(17.4.)

A20-PID { Create A2Business Case


(Detailed) }

A19-Project Brief { A21-Project Product


14.4.5 Set up the project controls
Description, Pj Approach }
1.
Define stage boundaries
A14-Lesson Log
A20-PID { A16-Project
A5-Configuration Item Records
2.
Confirm strategies integrate as a set and
A20-PID
(A22-QMS,
A6-CfgMS,
A24-RMS
}
Plan
}
(P-PS, A-PM, R-PS)
controls match project significance & difficulties
A14-Lesson Log
3.
Allocate tolerances and decision making
A25-Risk Register
A20-PID (A22-QMS,
14.4.7 Refine the Business Case
authorities
in ExamCram
role descr),Assessed
amend by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
Logical
Model Ltd 0845 2 57
57 07 (& noteP2
A20-PID={Pj Controls, Role Desc &
A6-CfgMS,
1.
Do Investment analysis with Time & Costs from Project Plan
assignments as required for best use
PMT Structure} (P-PM
A24-RMS }
2.
Assess uncertainties, benefits & their tolerances
4.
Upd8 A12-IR+A25-RR+A7DL
A=ESUSS, R-PA)
3.
Determine who/ when/how/ and current baseline of each
update
DoubleHeaded Create
expected benefit capture in the A1-Benefits Review Plan
A19-Project Brief { Outline A2-Business Case }
A19-Project Brief

Authorize
the project

1st Delivery Stage

13.4.1

12.4. 13.4. initiation

16.4.

Create A1-Benefits
Review Plan

17.4.

Ctl
Project Controls
PMTs Project Management Team Structure
Rd

Additional Role Descriptions

A1

Benefits Review Plan

A2d

Business Case

A4
Communication Management Strategy
A6
Configuration Management Strategy
A16p Projct Plan
A17

Product Description

A20

Project Initiation Documentation

A22
A24
A5

Quality Management Strategy


Risk Management Strategy
Configuration Item Records

DPpid-A
SU3-A,
DPpid-A
DPpid-A

DPpid-A
DPpid-A

DPpid-A
DPpid-A

SU3-P, IP6-U

IP5-R
IP6-R

DPpid-A

DPpid-A

SU5-P, IP6-U

SU5-R, IP5-R, IP6-R

DP2-A,
DP3u-A,
DP5u-A
DP5u-A,
??-A(sb3)
DPpid-A
DPpid-A
DPpid-A

DP2-A,
DP3u-R,
DP5u-R
DP5u-A,
??-A(sb3)
DPpid-A
DPpid-A
DPpid-A

DP2-A,
DP3u-R,
DP5u-R
DP5u-A,
??-A(sb3)
DPpid-A
DPpid-A
DPpid-A

IP7-P, CP3-Ru

DP2-A,
DP2-R,
DP3u-R, DP3u-A
??-R(sb1),
??-R(sb5)

DP2-A,
DP3u-A

DP2-A,
DP3u-A

IP8-P, SB1-U, SB5- DP2-R, DP3u-R, IP8U


R, SB1-R, SB5-R

DPpid-A
DPpid-A

DPpid-A
DPpid-A

DPpid-A
DPpid-A

IP3-R
IP1-P
IP2-A, IP6-A, CS1-A,
CS2-A, CS3-A, CS8U, SB1-P-CrU, SB5RCrU, CP3-A

DP2-A,
DP3u-A,
DP5u-A
DP5u-R,
??-R(sb3)

Project Board

Change Authority

Team Manager

Project Support

Project Assurance

Project Manager

Senior Supplier

Senior User

Executive

Roles and Products: A=Approves, R=Reviews,


U=Updates, u-R=Reviews if updated, ??-X(ID)=ID
notes X is done elsewhere but no matching entry
exists (mostly within pid)

Logical Model Ltd 2011

CoPM

Products Involved In IP

DP2-R, DP3u-R,
DP5u-R, IP7-R, CP3R, -----IP7-P, SB3-U
DP5u-R, IP7-R, Sb3R,
IP4-P
IP4-R
IP2-P
IP2-R
IP6-P, SB2-U, CP1- IP6-R, SB2-R, CP1U, CP2-U
R, CP2-R
DP[A16]-A DP[A16]-A DP[A16]-A IP6-P
IP6-R

IP3-R
IP1-R
IP2-R, IP6-R, CS1-R, IP2-P, IP6-P, CS1- MP1-R, MP2CS2-R, CS3-R, SB1- P, CS2-P, CS3-P, R, MP3-R,
MP2-U
R, SB5-RCrU, CP3-R CS8-R, MP2-U,
SB1-R, SB5-PCrU,
CP3-U

Products In IP Page: 1 of 2

Products Involved In IP

Logical Model Ltd 2011

A12

Issue Register

IP2-A, CS1-U, CS2- IP2-R, SB1-R, SB2R, SB3-R


U, CS4-U, CS6-U,
CS7-U, CS8-U, SB1U, SB2-U, SB3-U,
CP2-U, CP5[close]

IP2-P

A23

Quality Register

A25

Risk Register

IP3-A, CS1-R, SB1Ru, SB5-Ru,


CP5[close]
IP1-A, CS1-U, CS2U, CS4-U, CS6-U,
CS7-U, CS8-U, SB1U, SB2-U, SB3-U,
SB5-U, CP5[close]

IP3-P, CS1-P, ??- MP1-R, MP2P(mp2), SB1-U, R, ??SB5-Ru


R(sb5u)
IP1-P

IP3-R, CS1-R, SB1R, SB5-Ru


IP1-R, SB1-R, SB2R, SB3-R, SB5-Ru

Products In IP Page: 2 of 2

SU6 IP6

SB1 SB5 SB2 MP1

Planning: Fig 7.2, Fig 7.3 and 7.3


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 individual use without fee. A commercial licence (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied

SU
12.4

IP
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
2.
Identify recipients
3.
Define plan levels, planning
tools, monitoring and
estimating methods suited to
each facet of the project
4.
Agree how to include change
and contingency allowances
in plan
5.
Follow local and supplier
planning standards & any
customer stipulations

(A20 PID {A6 CMS}


A22-Quality Management Strategy
7.3.3 Defining and Analysing Products
(Normal starting point, Home of PBP)
1.
SU writes the A21-Project Product Description
2.
Team workshop decomposes A21 in PBS
Note external products and associated risks
3.
Experts write A17-Product Descriptions to state AC
4.
Create the PFD

CS

Product Checklist 15.4

Activity estimates - durations & resources Inc.


Assumptions, margin for error & Confidence)

7.3.5 Prepare estimates


1.
Identify resource types and effort/
materials needed for each activity by each type
Iterate to refine initial estimates of staff, money,
equipment, skill levels, cost and time over time
Plan

Product Breakdown Structure (PBS)


Note assumptions, allow for inefficiencies and
Design

Product Flow Diagram (PFD)


optimism
A.17 Product Descriptions
2.
Tune estimates to plan level & project needs
A.5 Configuration Item Records
(eg Project: Top-Down over stages. Team or
Stage Level: Bottom-up of PBS, WBS & PFD
A25-Risk Register

7.3.4 Identifying Activities and Dependencies (iterates with 7.3.2+6)

Project Approach
1.
List activities from PFD (Activity On Arrow network) or add
A22-Quality Management Strategy
Life-cycle tasks to PBS and create a WBS
A19-Project Brief or A20 PID
Include all management, risk and quality activities

CoP Planning Standards


2.
Show internal & external dependencies,
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Create a Precedence Diagram*

(Supplier Standards)

An iterative, step-wise
refinement process

MP 16.4

List of Activities

All planning information so far


(Previous experience)
Estimating training

Dependencies

* Pg.70 is flat-wrong. AON never was an Arrow Diagram. ADM is for AOA networks. Guide to the
PMBoK 4th Ed. no longer even mentions them, its 6.2.2.2 Pg. 133 in the 3rd Ed. Of G-2-PMBoK

10

Planning: Fig 7.2, Fig 7.3 and 7.3


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

DP3 DP2 DP4 DP1 CS1

Licensed for individual use without fee. A commercial licence (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied

CS

cklist 15.4

SB
17.4

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 for each activity by each type
Iterate to refine initial estimates of staff, money,
equipment, skill levels, cost and time over time
S)
Note assumptions, allow for inefficiencies and
optimism
2.
Tune estimates to plan level & project needs
(eg Project: Top-Down over stages. Team or
Stage Level: Bottom-up of PBS, WBS & PFD

7.3.7 Analyse the risks


(in parallel with 7.3.2-7)
1.
Assess risks and address by reperforming activities 7.3.2 to 6
2.
Ensure risk countermeasures are
match project boards risk appetite

A25-Risk
Register
Assessed Plan

Schedule

7.3.6 Scheduling (iterate with all 7.3 activities)


1.
Critical Path Analysis of the precedence network
using estimated durations (D) to establish initial schedule
2.
Assess resources, availability (A) & experience (productivity (P))
3.
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
4.
Level and smooth the resource profile for activities in ascending

List of Activities
6)
order of float (Critical path first). Re-assess D=E/(PxA)

All planning information so far


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

(Previous experience)
6.
Define milestones [ Set dates for those properly defined!]

Estimating training
P2 ExamCram Assessed by GRM
P2-5th Edresource
2011 Logical
Modeland
Ltd p2@logicalmodel.net
Logical Model Ltd 0845 2 57 57 07
7. 07032011
Calculate
totals
demand profiles, risk and

Dependencies
change budgets, tolerances, cash flows and Planned Value
DM is for AOA networks. Guide to the
8.
Translate to presentational form: EG Gantt, or Checklist
rd

133 in the 3 Ed. Of G-2-PMBoK

Product Completed Plan


Checklist
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 ]

Plan Design

10

ResponsibilitiesoftheRolesWithintheThemes

LogicalModel2011

Role
CoPM
CoPM
CoPM
Executive
Executive
Executive
Executive

Theme
Plans
Plans
Plans
Plans
Plans
Plans
Plans

ProjectAssurance

Plans

ProjectAssurance
ProjectManager
ProjectManager

Plans
Plans
Plans

ApproveExceptionPlanswhenprojectleveltolerancesareforecasttobeexceeded.
Providethecorporateorprogrammemanagementplanningstandards.
Setprojecttolerancesanddocumentthemintheprojectmandate.
ApproveExceptionPlanswhenstageleveltolerancesareforecasttobeexceeded
ApprovetheProjectPlan.
CommitbusinessresourcestoStagePlans(e.g.finance).
DefinetolerancesforeachstageandapproveStagePlans.
MonitorchangestotheProjectPlantoseewhetherthereisanyimpactontheneedsofthe
businessortheprojectBusinessCase.
Monitorstageandprojectprogressagainstagreedtolerances.
DecidehowmanagementandtechnicalstagesaretobeappliedanddesignStagePlans
Designtheplans.

ProjectManager

Plans

InstructcorrectiveactionwhenWorkPackageleveltolerancesareforecasttobeexceeded.

ProjectManager

Plans

ProjectManager
ProjectSupport
ProjectSupport
ProjectSupport
SeniorSupplier(s)
SeniorSupplier(s)
SeniorUser(s)
SeniorUser(s)
TeamManager
TeamManager

Plans
Plans
Plans
Plans
Plans
Plans
Plans
Plans
Plans
Plans

ResponsibilitiesoftheRolesWithintheThemes

Responsibility

PrepareanExceptionPlantoimplementcorporatemanagement,programmemanagementorthe
ProjectBoardsdecisioninresponsetoExceptionReports.
PreparetheProjectPlanandStagePlans.
AssistwiththecompilationofProjectPlans,StagePlansandTeamPlans
Baseline,storeanddistributeProjectPlans,StagePlansandTeamPlans
Contributespecialistexpertise(forexample,planningtools).
CommitsupplierresourcestoStagePlans.
EnsurethatProjectPlansandStagePlansremainconsistentfromthesupplierperspective
CommituserresourcestoStagePlans.
EnsurethatProjectPlansandStagePlansremainconsistentfromtheuserperspective
PrepareschedulesforeachWorkPackage.
PrepareTeamPlans.

Page:5of10

ResponsibilitiesoftheRolesWithintheThemes

LogicalModel2011

Role

Theme

Responsibility

CoPM

Progresstheme

MakedecisionsonExceptionPlanswhenprojectleveltolerancesareforecasttobeexceeded.

CoPM

Progresstheme

Provideprojecttolerancesanddocumentthemintheprojectmandate.

Executive

Progresstheme

Ensurethatprogresstowardstheoutcomeremainsconsistentfromthebusinessperspective.

Executive

Progresstheme

MakedecisionsonExceptionPlanswhenstageleveltolerancesareforecasttobeexceeded.

Executive

Progresstheme

Executive

Progresstheme

ProjectAssurance

Progresstheme

ProjectAssurance

Progresstheme

ProjectAssurance
ProjectManager
ProjectManager
ProjectManager

Progresstheme
Progresstheme
Progresstheme
Progresstheme

ProjectManager

Progresstheme

ProjectManager
ProjectSupport
ProjectSupport
ProjectSupport
ProjectSupport
ProjectSupport

Progresstheme
Progresstheme
Progresstheme
Progresstheme
Progresstheme
Progresstheme

Providestagetolerances.
Recommendfutureactionontheprojecttocorporateorprogrammemanagementiftheproject
toleranceisforecasttobeexceeded.
Confirmstageandprojectprogressagainstagreedtolerances.
VerifychangestotheProjectPlantoseewhetherthereisanyimpactontheneedsofthe
businessortheBusinessCase.
VerifytheBusinessCaseagainstexternaleventsandprojectprogress
AuthorizeWorkPackages.
Maintaintheprojectsregistersandlogs.
MonitorprogressagainstStagePlans.
ProduceExceptionReportsfortheProjectBoardwhenstageleveltolerancesareforecasttobe
exceeded.
ProduceHighlightReports,EndStageReports,LessonsReportsandEndProjectReport.
AssisttheProjectManagerinmaintainingtheIssueRegisterandRiskRegister
Assistwiththecompilationofreports.
Contributespecialisttoolexpertise(forexample,planningandcontroltools).
MaintaintheQualityRegisteronbehalfoftheProjectManager.
Number,record,storeanddistributeIssueReportsandExceptionReports.

SeniorSupplier(s)

Progresstheme

Ensurethatprogresstowardstheoutcomeremainsconsistentfromthesupplierperspective.

SeniorUser(s)
TeamManager
TeamManager
TeamManager

Progresstheme
Progresstheme
Progresstheme
Progresstheme

Ensurethatprogresstowardstheoutcomeremainsconsistentfromtheuserperspective.
AgreeWorkPackageswiththeProjectManager.
InformProjectSupportofcompletedqualityactivities.
NotifytheProjectManagerofanyforecastdeviationfromWorkPackagetolerances

ResponsibilitiesoftheRolesWithintheThemes

Page:6of10

ResponsibilitiesoftheRolesWithintheThemes

Role
TeamManager

Theme
Progresstheme

ResponsibilitiesoftheRolesWithintheThemes

LogicalModel2011

Responsibility

ProduceCheckpointReports.

Page:7of10

11

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


SU, IP, SB, CP, DP

CoPM 12.4.1 Appoint the Executive and the


Project Manager
1.
COPM

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 individual use without fee. A commercial licence (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied
Project
Board

13.4.1 Authorize initiation


1.
Board Approve Pj
Approach and Init
Stage Plan ( and
A19-Project Brief)
2.
Commit resources
to execute plan

12.4.2 Capture previous


Project
lessons
manager 1.
PM Captures relevant
lessons
12.4.5 Select the project
approach and
assemble the Project
Brief
1.
PM suggests an
Approach to the Exec
to Approve (in 13.4.1)
12.4.6 Plan the initiation
stage
1.
PM considers if
CS/MP apply to
Initiation Stage
2.
PM Create Init plan
match constraints (eg
dates), address risks,
set controls &
tolerances

13.4.2 Authorize the project


1.
Board approve A16-Plan Project
as viable IE will deliver A2Business Case, Stages
appropriate, Strategies,
Constraints (eg Milestones),
Tolerances & controls OK

13.4.3 Authorize a Stage or Exception Plan


1.
Board approve A16 (next) Stage Plan (or
ExPlan) as viable (strategies/ constraints/
Tolerances) & commit resources to
execute
2.
Board reject plan & ask PM to Closes
project or re-plan

14.4.6 Create the Project Plan


1.
PM considers planning lessons, A19-Pj Brief, A25RiskReg, 4 Strategies, planning standards & format
needs of audiences (EG is a Product Checklist OK?*)
2.
PM/PS Select planning & control tools, estimating
methods
3.
PM runs workshops to create PBS, PD, & PFD, define
task & dependencies for Specialist & Management
Products
4.
PS Add A5-CIR
5.
PM adds Change budget & Risk responses into plan
6.
Estimate tasks & resources, calculate expenditure, time &
add to A16-Pj Plan
7.
PS Adds quality reviews to A23-QR
8.
Document plan (write any useful notes)
14.4.7 Refine the Business Case
1.
PM adds A16-Pj Plan info to A2-Business Case
investment appraisal
14.4.8 Assemble the Project Initiation Documentation (A20-PID)
1.
PM integrates A16-Pj Plan to A20-PID
Plan Delivery Stage: In a 2 stage project include A16-Stage Plan in
the A16-Project Plan

13.4.4 Give ad hoc direction


13.4.5 Authorize project
1.
Board respond to CoPM change to Pj
closure
Mandate by asking PM to re-plan at 17.4.5 1.
Board approve
2.
Board consider any Concern & instruct PM
A8-EndPjlRpt
to Submit Exception plan (or Close PJ)
for deviations
3.
Board review A11-HiRpt vs A16-PjPlan
from approved
Plans

17.4.1 Plan the next stage


1.
PM checks for changes to CQE/ AC/ PID/ Strategies/ Controls/
Role holders
2.
PM runs workshops to create the A16-StagePlan as per 14.4.6
steps 1,3,4*,6 (Stage not Project Plan),7,8
3.
If last stage PM ensures Closure is planned
17.4.2 Update the Project Plan
1.
PM Updates A16-Pj Plan actuals and forecasts from revised
A16-Stg Plan
2.
PM Applies any changes to A21-PjPdD, Pj context, PID/
Strategies/ Controls/ P2 tailoring/ Risks & Issues
17.4.3 Update the Business Case
1.
PM Applies A16-Pj Plan cost & timings to A2-BC justification
17.4.4 Report Stage End
1.
PM reports achievement vs old A16-Stage Plan & expresses
view in A9-End Stage Report on meeting A16-Pj Plan

18.4.1 Prepare planned


closure
1.
PM Updates A16-Pj
Plan from stage
actuals (up to date
A16-Stage Plan)
18.4.2 Prepare premature
closure
1.
At 18.4.1 Step 1
2.
PM may create an
A16-Exception Plan
for work to Salvage
& Make Safe

18.4.4 Evaluate the


Project
1.
PM reports in A817.4.5 Produce an Exception Plan
End Project Report
1.
PM uses A10-Exception Report to assess current status vs. plan
how project
in exception
performed vs plans
2.
Update relevant items: as 17.4.1 step 1
& targets
3.
Plan as 14.4.6 steps 1,3,4,6 (Possibly Project & Stage Plan) ,7,8

Team
Manager

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* A Product Checklist is a list of top level products from the Project level PBS with baseline/ expected/ actual delivery dates

11

12

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


DP-duplicated, CS, MP

CoPM 12.4.1 Appoint the Executive and the


Project Manager
1.
COPM

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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Project
Board

Project
manager

13.4.1 Authorize initiation


1.
Board Approve Pj
Approach and Init
Stage Plan ( and
A19-Project Brief)
2.
Commit resources
to execute plan

PP
D
/
D
S
/
CCS
DDaayy
JJoobb

13.4.2 Authorize the project


1.
Board approve A16-Plan Project
as viable IE will deliver A2Business Case, Stages
appropriate, Strategies,
Constraints (eg Milestones),
Tolerances & controls OK

15.4.6 Capture and examine issues and


risks
1.
PM assesses R+I for impact on plans
2.
PM Add work-packages for selected
responses to plans

13.4.3 Authorize a Stage or Exception Plan


1.
Board approve A16 (next) Stage Plan (or
ExPlan) as viable (strategies/ constraints/
Tolerances) & commit resources to
execute
2.
Board reject plan & ask PM to Closes
project or re-plan

13.4.4 Give ad hoc direction


13.4.5 Authorize project
1.
Board respond to CoPM change to Pj
closure
Mandate by asking PM to re-plan at 17.4.5 1.
Board approve
2.
Board consider any Concern & instruct PM
A8-EndPjRpt
to Submit Exception plan (or Close PJ)
for deviations
3.
Board review A11-HiRpt vs A16-PjPlan
from approved
Plans

15.4.7 Escalate issues & risks


1.
PM assesses (actual or potential) untreated
deviations impact & all potential responses
for impact on plans
2.
PM presents concern & options to board at
13.4.4

15.4.5 Report highlights


1.
PM uses A16-Stage Plan in creation of
A11-Highlight Reports

15.4.8 Take corrective action


15.4.4 Review stage status
1.
PM updates A16-StgPlan by adding or 1.
PM updates A16-Stage Plan actuals & forecasts using A12-IR,
amending A26-WkPkgs to maintain
A25-RR, A23-QR, A3-ChkPt, A5-CIR & A18-PSA, resourcing
projects progress in stage tolerances
status and corrective actions at frequency in Stage Plan
2.
PM analyses baseline vs actual to allocate new work-packages
or instigate (new) corrective actions
3.
PM triggers planning of next stage
15.4.1 Authorize a Work Package
1.
PM extracts Product/ Controls/ Strategies/ Reporting/
Constraints from A16-Pj/ Stage Plan (or Team Plan) & A20-PID
2.
PM review TMs Team Plan and revise Stage Plan if needed
3.
PS add quality reviews to A23-QR
4.
PM/TM Agree report & escalation regime

15.4.2 Review Work Package status


1.
PM updates A16-Stage Plan for
progress logged to A23-QR and
forecast ETCs
2.
PM & TM agree status
3.
PS update A5-CIR for status

Team
Manager

16.4.1 Accept a Work Package


1.
TM create Team Plan to confirm constraints achievable
(may have been performed when Planning the Stage)
2.
SS approves Team Plan

Execute a Work Package


16.4.3 Deliver a Work Package
Team work to plan
1.
TM updates Team Plan to
TM updates Team Plan with actuals & ETCs
show A26-WkPkg completed
TM Reports via A3-Checkpoint Reports

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PP
M
/
M
S
/
CCS

16.4.2
1.
2.
3.

15.4.3 Receive completed Work


Packages
1.
PM checks A23-QR &
updates A16-Stage Plan to
show A26-WkPkg complete
2.
PS update A5-CIR

12

SB:P:2-4 The activities within SB and the responsibilities within them


SB:P:2-5 How the seven themes may be applied within the SB process

13

17.4.1 17.4.2 17.4.3 17.4.4 17.4.5


17

SB:P:2-4,5 Activities Within


Managing Stage Boundaries (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

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13.4.3 Authorise a Stage or
17.4.1 Plan the next stage
1.
Update any changes to CQE/ AC/
Strategies/ Controls/ Roles
2.
Create A16-Stage Plan of task & resource
schedule to create products in stages scope
(from A16-Pj Plan)
3.
Create PBS/ A17-PD/ A5-CIR
4.
Add risks, issues and quality records

Starting up a project - Process

A5

17.4.5 Produce an Exception Plan


1.
Note exception processing vs. issue records
2.
Update PID as useful vs. {CQE/ AC, Approach,
Strategies, Controls, Role holders }
3.
Consider A10-Exception Report and Create the
exception plan to cover products in scope of
exception stage & create A5-CIR/ A17-PD/ A23QR as required perhaps update PBS/ PFD too!
4.
Update A12-IR+A25-RR as required

Quality Register

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

A16-Exception Plan {
A17-Product Description}

A23

A10-Exception
Report

PID

(current) A16-Stage
Plan

Configuration Item
Records

Delivery Stage

(next) A-16-Stage Plan {


A17-Product Description }

A20

A12-Issue Register
A25-Risk Register

15.4.4 Review stage status

1st
A23-Quality Register

A12-Issue Register
A25-Risk Register
A20-PID {A16-Project Plan }

A1

Benefits
Review Plan
A12-Issue Register
A25-Risk Register

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.

17.415.4

Request to approve [next


SB. CS
stage/ exception] plan

A9
End Stage Report {
A15-Lesson Report,
Follow-On-Action-Recommendations }

17.4.4 Report Stage End


1.
Seek project board approval to
continue vs. Pj Plan, A2-Business
Case and risks
2.
Provide comments on current stage
under and over achievements:
Benefits/ Team/ R+I/ Products
produced, Quality Reviewed &
Handed over to all noted in the A4CmMS
3.
Suggest FOARs
4.
Create a A15-Lesson Report if useful

update

DoubleHeaded

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

Create

18.4
CP.

A20-PID { A2-Business Case}


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

Exception Plan request

17.4
13.4.4 Give ad
hoc direction
Logical Model
Ltd 0845 2 57 57 07
SB.

Last Specialist Stage

Stage boundary
approaching

13.4.3 Authorise a Stage or


Exception Plan

1st Specialist Stage

Initiation Stage

12.4 13.4 Exception Plan


SU.A20DP.PID
A14 14.4
Lesson Log15.4
CS
IP

13

16.4
MP.

A2d

Business Case

A16p Projct Plan


Exception Plan
A16n Next Stage Plan
A20 Project Initiation Documentation

A5

Configuration Item Records

A12

Issue Register

A23

Quality Register

A25

Risk Register

A9

End Stage Report


Follow-on-Actions Recommendations

DP5u-R, ??- DP5u-A, ??- DP5u-A, ??- DP5u-A, ??- IP7-P, SB3-U
R(sb3)
A(sb3)
A(sb3)
A(sb3)
DPpid-A
DPpid-A
DPpid-A
IP6-P, SB2-U, CP1-U, CP2U
DP3-A
DP3-A
DP3-A
SB5-P
DP3-A
DP3-A
DP3-A
SB1-P
DP2-R,
DP2-A,
DP2-A,
DP2-A,
IP8-P, SB1-U, SB5-U
DP3u-R, ??- DP3u-A
DP3u-A
DP3u-A
R(sb1), ??R(sb5)
IP2-A, IP6-A, CS1-A, CS2A, CS3-A, CS8-U, SB1-PCrU, SB5-RCrU, CP3-A

Project Board

Change Authority

Team Manager

Project Support

Project
Assurance

Project Manager

Senior Supplier

Senior User

Executive

Roles and Products: A=Approves,


R=Reviews, U=Updates, u-R=Reviews if
updated, ??-X(ID)=ID notes X is done
elsewhere but no matching entry exists
(mostly within pid)

Logical Model Ltd 2011

CoPM

Products Involved In SB

DP5u-R, IP7-R,
Sb3-R,
IP6-R, SB2-R, CP1R, CP2-R
DP3-R, SB5-R
DP3-R, SB1-R
DP2-R, DP3u-R,
IP8-R, SB1-R, SB5R
IP2-R, IP6-R, CS1R, CS2-R, CS3-R,
SB1-R, SB5-RCrU,
CP3-R

IP2-P, IP6-P, CS1- MP1-R,


P, CS2-P, CS3-P,
MP2-R,
CS8-R, MP2-U, SB1- MP3-R,
R, SB5-PCrU, CP3- MP2-U
U
IP2-A, CS1-U, CS2-U, CS4- IP2-R, SB1-R, SB2- IP2-P
U, CS6-U, CS7-U, CS8-U, R, SB3-R
SB1-U, SB2-U, SB3-U, CP2U, CP5[close]
IP3-A, CS1-R, SB1-Ru, SB5- IP3-R, CS1-R, SB1- IP3-P, CS1-P, ??R, SB5-Ru
P(mp2), SB1-U,
Ru, CP5[close]
SB5-Ru
IP1-A, CS1-U, CS2-U, CS4- IP1-R, SB1-R, SB2- IP1-P
U, CS6-U, CS7-U, CS8-U, R, SB3-R, SB5-Ru
SB1-U, SB2-U, SB3-U, SB5U, CP5[close]

DP3-A
DP3-A
DP3-A
SB4-P
DP3-A, DP5- DP3-A, DP5- DP3-A, DP5- SB4-P, CP3-PCrU
A
A
A

MP1-R,
MP2-R, ??R(sb5u)

DP3-R, SB4-R
DP3-R, DP5-R,
SB4, CP3-R

Products In SB Page: 1 of 2

Products Involved In SB
A15

Lessons Report

Logical Model Ltd 2011


DP5-A

DP3-A, DP5- DP3-A, DP5- DP3-A, DP5- SB4-P[distribute], CP4-P


A, DP5-R
A, DP5-R
A, DP5-R

DP3-R, DP5-R,
SB4-R, CP4-R

Products In SB Page: 2 of 2

14

13.4.2 Authorize the project (DP2)

Project authorisation notification

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12.4.

13.4.

Starting up a project - Process

A14
A20
A1

Request to deliver a project


Lessons Log
Project Initiation Documentation
Benefits Review Plan

Initiation Stage

DP2 Authorize the project (13.4.2)


Performed in parallel with 13.4.3 Authorising a Stage (or exception) Plan
Decide if the whole proposition is attractive enough to invest in the project
1. Review/ Approve the A20-PID (Review may be delegated to Project Assurance)
Adequate & tailored Strategies, Controls, Budgets, Tolerances, Commitments in
place for Project Board to pursue the benefits, All roles/ rights/ duties/ limits agreed
2. A1-Benefits Review Plan acceptable to CoPM
3. Authorise the PM or close the project
4. Tell the wider stakeholder community

A21
Product
Description
st Specialist
14.4.Approved
CS 1Project
17.4.CS
Stage
A1 Approved Benefits Review Plan

Premature closure
Delivery Stage

17.4. CS

Last Specialist Stage

17.4. 16.4.

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14

18.4.

15

13.4.3 Authorize a Stage (or Exception) Plan (DP3)

Project Status Report

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12.4
SU

13.4 DP

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 }
A16 (next) Stage Plan or
Exception Plan
A1 Benefits Review Plan
Starting up a project - Process

A20
A9

Initiation Stage

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13.4.3 Authorize a Stage (or Exception) Plan (DP3)


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 End Stage Report (& Pass on FOAR), check any Lessons
Reports, Risk level
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 Reqd

A20 Approved if updated PID


A9 Approved (current) End Stage Report {
Distribute A15 Lessons Report,
Distribute Follow On Actions Rcmdtn }
A16 Approved Stage Plan
IP
CSif updated
SB CS
1st Specialist
A1 Approved
BenefitsStage
Review Plan

Delivery Stage

17.4 CS
SB

Premature
closure
Last Specialist
Stage

Stage Authorisation or
17.4 16.4 MP

Exception Plan Authorisation


P2SB
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Specialist Product
Confirm Approval

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18.4
CP

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Controlling a Stage (CS)


Managing Product
Delivery (MP) and
[13.4.4 Give ad hoc
direction]

The Middle

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Stage Plan{ Product Descriptions}
A20-PID {Pj Controls, A22-QMS, A6-CfgMS }

Team Plan

17
CS:F:2-4,5 and MP:F:2-4,5 Activities of Controlling
a Stage (CS) and Managing Product Delivery (MP)
How the seven themes may be applied within the CS & MP 15, 16
PG:P:2-9 A26-Work Package

CS:P:2-5, MP:P:2-4
CS:P:2-4 MP:P:2-5 The activities within CS & MP and the responsibilities within them
15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8 and 16.4.1 16.4.2 16.4.3
PG:P:2-9 [ Apdx-A entries,] life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2

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A16-Stage Plan
P-PM,this
R-PA
or Exception Plan

Initiation Stage

Stage Authorisation
or
14.4.
CS
Exception Plan Approved
Corrective Action
New Work-Package

A25-Risk Register
A12-Issue Register
A16 Stage Plan
A23-Quality Register

15.4.1 Authorize a Work Package


1. PM & TM agree new/ amended A26: CIs created &
A17-PDs, Development process & Quality Reviews
2. Agree Constraints & tolerances, Controls, Reporting,
Comms interfaces, Escalations & Handover
3. Set CIRs to WIP
Team Plan

A5-Configuration Item Record


P-PS, A-PM, (R)-TM, R-PA

1st Delivery Stage

15.4.2 Review Work Package Status


1. Update the Stage Plan from all A3-ChkPts and
Team Plans for all current A26-WkPkgs at
agreed frequency and formality
2. Check A23-QR & A5-CIR
3. Assess ETCs (apply EVA)

13.4.3

Authorize a Stage
or Exception Plan

17.4CS 18.4.
SB
Last Delivery Stage

13.4.313.4.Authorize a Stage
12.4.

15.4.3 Receive completed Work Packages


1. Check vs A17-PD & A23-QR that all
Quality Reviews are passed
2. Update Stage Plan & A5-CIR status to
Releasable

Starting up a project - Process

A5-Configuration
A23-Quality
A3-Checkpoint Report
Update A23-Quality Register
Item Record
Register
Update/Raise New Risks & Issues
Authority to deliver a
A16-Team Plan
Approve A26-Work Package
A26-Wk-Pkg
A26-Work Package
A16-Team Plan
A26-Wk-Pkg
Notice of Completed
A20-PID
Work-Package
16.4.2 Execute a Work Package
1. Do the Real Work! follow A26-WkPkg process & A17-PD quality 16.4.3 Deliver a Work Package
16.4.1 Accept a Work Package
criteria
1. Check all quality activity noted as
1. PM & TM agree what can reasonably be delivered in 2. Obtain product approvals, handover products
complete in A23-Quality Register,
16.4.
constraints (if16.4.
required, by creating a Team plan)
3. Maintain comms reqd by A26-WkPkg
All approvals obtained
2. Agree: reporting of WIP & completion,
4. Update A23-QReg & A5-CIR as specified in A26-WkPkg
2. Update A16-Team Plan
5. Raise issue vs. A26-WkPkg tolerance
Agree: Quality Reviews required,
3. Deliver products as per A26-WkPkg
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Agree:LtdCIhandover/
approval,
6. Raise risks or lessons observed
4. Notify PM A26-WkPkg completed
Agree: Tolerances & escalation
7. Assess status vs Team Plan Hold Checkpoints, raise A3Created Specialist Products
3. Add any risks
Checkpoint Report to PM
Obtain Approval Records
update17.4. DoubleHeaded
Create
A26-Wk-Pkg

17

A16c

Stage Plan [current]


Team Plan

A26

A5

Work Package
Specialist Products
Approval Records
Configuration Item Records

A23

Quality Register

A3

New Issue
New Risk
Checkpoint Report

DP4-P

DP3-A

DP3-A

DP4-P

DP4-P

CS1-U, CS2-U, CS3-U, CS1-R, CS2-R, CS3-R,


CS4-U, CS8-U
CS8-R
??-A(mp1) CS1-R, CS2-R, CS1-A, ??- MP1-R, MP2-R, MP3-R
R(mp3)
CS1-P, ??-A(mp3)
CS1-R, MP3-R
DP3-A
??R(mp2)
MP2-R
??-R(mp2)
MP2-R
IP2-A, IP6-A, CS1-A,
IP2-R, IP6-R, CS1-R,
CS2-A, CS3-A, CS8-U, CS2-R, CS3-R, SB1-R,
SB1-P-CrU, SB5-RCrU, SB5-RCrU, CP3-R
CP3-A
IP3-A, CS1-R, SB1-Ru, IP3-R, CS1-R, SB1-R,
SB5-Ru, CP5[close]
SB5-Ru
DP4-P

??-R(mp2)
??-R(mp1/2)
CS2-R

Project Board

Change Authority

Team Manager

Project Support

Project Assurance

Project Manager

Senior Supplier

Senior User

Executive

Roles and Products: A=Approves,


R=Reviews, U=Updates, uR=Reviews if updated, ??-X(ID)=ID
notes X is done elsewhere but no
matching entry exists (mostly within
pid)

Logical Model Ltd 2011

CoPM

Products Involved In MP

MP1-R
MP1-P, MP2-U, MP3-U
MP1-A, MP3Pu
MP2-P
MP2-R
MP2-P[obtain]
IP2-P, IP6-P, CS1-P, CS2- MP1-R, MP2-R, MP3-R,
P, CS3-P, CS8-R, MP2- MP2-U
U, SB1-R, SB5-PCrU,
CP3-U
IP3-P, CS1-P, ??MP1-R, MP2-R, ??P(mp2), SB1-U, SB5-Ru R(sb5u)
MP2-P
MP1-P, MP2-P
MP2-P

Products In MP Page: 1 of 1

CS:P:2-5 How the seven themes may be applied within the CS process
CS:P:2-4 The activities within CS and the responsibilities within them
15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8

18
CS:F:2-4,5 Controlling a Stage PG:P:2-9 A11-Highlight Report
Project managers Day Job & Board interface in Detail (CS)

15

PG:P:2-9 [ Apdx-A] entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2

A12-IR+A25-RR

Log
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or Exception Plan

Initiation Stage

14.4.

CS

A7

Previous A11-Highlight Reports


PID {A4-CmMs}

Stage Plan

15.4.8 Take corrective action


1. Assess board guidance or Issue
2. Identify possible responses

A23
A18
A3
A5

A16-Stage Plan{
A17-Product
Descriptions}
A20-PID {Pj Controls,
A22-QMS, A6CfgMS }
Stage Authorisation or
Exception Plan Approved

Starting up a project - Process

Quality Register
Product Status Account
Checkpoint Report
Configuration Item Record
P-PS, A-PM, (R)-TM, R-PA
A12-IR+A25-RR

A20-PID { A2-BC, A16-PjP, A1-BnftsRvwPln }

Corrective Actions
A13

Highlight
Reports

13.4.4 Give ad hoc direction 13.4.3 Authorize a Stage


or Exception Plan

15.4.5 Report highlights


1st Specialist Stage
1. Consolidate all info from [15.4.4 Review the stage status]
and [15.5..8 Take Corrective action] into a Highlight Report
2. Check outstanding items from previous report
3. Distribute to list in, & at frequency in A4-CmMS

Daily Log

A16

A11

Issue Report

Corrective action

17.4.CS 18.4.
Project Bd Advise

Tolerance Threat

Last Delivery Stage

A20

13.4.313.4.Authorize a Stage
12.4.

Request for Advice

15.4.4 Review stage status (At frequency defined in stage plan)


1. Check progress from A5-CIRs & A23-QR, Check resource
status, Assess forecasts vs baseline & update plans as reqd,
2. Authorise new or amended A26-WkPkg
3. Ensure handover of any Release of CIs fully actioned
4. As triggered: Respond to the project board/ Log & Analyse
Issues or Risks, Escalate Issue, Log lessons
5. Trigger Comms as per A4-CmMS
6. Trigger Managing Stage Boundaries/ Closing a Project

Stage Boundary
Approaching
17.4.1-4
(17.4.)
Project End
Approaching

New Work-Package
A5

15.4.1 Authorize a Work Package

Configuration Item Record


P-PS, A-PM, (R)-TM, R-PA

A14-Lesson Log
18.4.1-4
(18.4.)

A23-Quality Register
A16 Stage Plan
P
CCSS--MMPed
pliffi ied16.4. A26-Wk-Pkg
SSim
impli
update

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17.4.

15.4.2 Review Work Package Status

A3-Checkpoint Report

Update A23-Quality Register

A16-Stage Plan

A5-Configuration Item Record

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A16-Team Plan

16.4.1 Accept a Work Package

A16-Team Plan

16.4.2 Execute a Work Package

15.4.3 Receive completed Work Packages

A23-Quality
Register 16.4.

16.4.3 Deliver a Work Package

18

Create Specialist Products A26-Work Package


Obtain Approval Records Notice of Completed Work-Package

19

13.4.4 Give ad hoc direction DP4

PG:P:2- Apdx-A entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight
Report, End Stage Report, Exception Report, End Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7,
18.4.4, C/Table 10.2

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12.4.

13.4.

Project board request for advice

Change of context

Starting up a project - Process

Project manager request for advice

Exception Raised

Corporate advice & decisions


A11-Highlight Reports
A10-Exception Report
A13-Issue Report

13.4.4 Give ad hoc direction


1. Respond to Request for advice/ Highlight Report, Issue Report/ Exception
Report/ External trigger (eg CoPM change project mandate!)/ Board role
change/ Or on a Whim
2. Review trigger, Seek input from or inform relevant groups (eg CoPM) to ensure
continuing validity of business case, progress to plans
3. Decide within project tolerances: request an Exception Plan/ Change stage
tolerance/ Grant concession/ Address problem personally/
For RFCs: Accept (agree to resource & funds), Reject (stick with current plan,
scope & benefits), Defer, Reject, Ask for clarification
4. Advise (interfere with) project manager, Eg in response to request for
assistance in a Highlight Report or advise of CoPM actions

Initiation Stage

14.4. CS

1st Specialist Stage

17.4.CS

Delivery Stage

Last Specialist Stage

17.4. 16.4.

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(raise) New Issue R-Copm,


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Exception Plan Request

Project Board advise

17.4. CS

Premature closure

Create

19

18.4.

PG:P:2- Apdx-A entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report,
Stage Report, Exception Report, End Project Report, Lessons Report
o End
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2

20
CS:F:2-4,5 Activities in Controlling a Stage PG:P:2-9 A10-Exception Report
CoPM
Risk, Issue, Tolerance Threat and Board Interface (CS)

CS:P:2-5 How the seven themes may be applied within the CS process
CS:P:2-4 The activities within CS and the responsibilities within them

Capture

Examine

Propose

Decide

15
15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8

Implement

Project Board
request for advice

Project Level
Tolerance Threat
Premature close

Raise New Issue

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14.4.

A16
A20

Capture

CS

A12

Stage
Plan

PID {A4-CmMS,
A6-CfMS,
A2-Business Case,
A16-Pj Plan }

A5-CIR

A7

Examine

Propose

DoubleHeaded
update

A26-Wk-Pkg

17.4.

Tolerance Threat

Corrective Action

A5

New A26-Work-Package

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- MP P
CSS
C pl-iM
fiedd
Simimplifie
S

A16

Stage Plan

Issue Report A20-PID { A1-BnftsRvwPln }


Issue Register

Corrective Action

16.4.

A11
Request for Advice

A23-Quality Register
A3-Checkpoint Report

A16-Team Plan
16.4.2 Execute a Work Package

Exception Plan request


Highlight Reports

17.4.CS 18.4.

15.4.5 Report highlights


A7
A11

A20
PID {
A2-Business Case,
a16-Project Plan }

A20
A16
A12
A15

A14-Lesson Log
A3
A23
A18

15.4.4 Review stage status


1.
As triggered: Respond to the project
board/ Log & Analyse Issues or
Risks, Escalate Issue, Log lessons

Daily Log
old Highlight
Reports
PID {A4-CmMs}
Stage Plan
Issue Register
Lesson Report

Checkpoint Report
Quality Register
Product Status Account
New Issue or
Risk
Stage Boundary
Approaching
Project End
Approaching

A16-Stage Plan

15.4.3 Receive completed Work Packages

Raise New Issue

16.4.3 Deliver a Work Package


Create Specialist Products
Obtain Approval Records

17.4.5,2-4
(SB)
17.4.1-4 (SB)
18.4.2-5 (CP)

18.4.1,3-5
(CP)

16.4.

A23-Quality
Register

A5-Configuration Item Record

A16-Team Plan
P2 ExamCram
Assessed
by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
A23-Quality
Register

16.4.1 Accept a Work Package

13.4.3 Authorise a Stage or


Exception Plan

Project Bd Advise

Configuration Item Record


P-PS, A-PM, (R)-TM, R-PA
15.4.2 Review Work Package Status

Stage Plan

13.4.4 Give ad hoc direction

Exception Report

Delivery Stage
Exception Raised

A16

A25-Risk Register

Daily Log

15.4.1 Authorize a Work Package

Implement
1st

Issue Register

15.4.8 Take corrective action

A20-PID {Pj Controls, A22QMS, A6-CfgMS }

Decide

A10

Issue Report

15.4.7 Escalate issues and risks


1. Alert the project board ASAP
2. Assess deviations outlook, possible
responses and impacts vs Plans and A2Business Case
3. Raise an A10-Exception Report to board

A13
A12

A16-Stage Plan{
A17-Product
Descriptions}

Starting up a project - Process

A13

15.4.6 Capture and examine issues and risks


1. Log I or R to Register or A7-Daily Log
2. Assess the I or R vs Plans & A2-Business
Case
3. Identify possible responses
4. Schedule corrective actions or escalate
where outside PM tolerance

Initiation Stage

New
Issue
or
Risk

Request for Advice

Last Delivery Stage

Authorise a Stage or
12.4. 13.4.3
13.4.Exception
Plan

20

A26-Work Package
Notice of Completed Work-Package

A16c Stage Plan [current]

CS1-U, CS2-U, CS3-U,


CS4-U, CS8-U
??-A(mp1) CS1-R, CS2-R, CS1-A, ??R(mp3)
CS1-P, ??-A(mp3)
IP2-A, IP6-A, CS1-A, CS2A, CS3-A, CS8-U, SB1-PCrU, SB5-RCrU, CP3-A

Team Plan

CS1-R, MP3-R
IP2-R, IP6-R, CS1-R, CS2- IP2-P, IP6-P, CS1-P,
R, CS3-R, SB1-R, SB5CS2-P, CS3-P, CS8-R,
RCrU, CP3-R
MP2-U, SB1-R, SB5PCrU, CP3-U

MP1-A, MP3Pu
MP1-R, MP2-R, MP3-R,
MP2-U

A7

Daily Log

A12

Issue Register

A14

Lessons Log

A23

Quality Register

A25

Risk Register

IP1-A, CS1-U, CS2-U, CS4- IP1-R, SB1-R, SB2-R,


U, CS6-U, CS7-U, CS8-U, SB3-R, SB5-Ru
SB1-U, SB2-U, SB3-U,
SB5-U, CP5[close]

A3
A10

Checkpoint Report
Exception Report

CS2-R
CS7-P

SU1-P, SU3-U, SU4-U,


SU5-U, SU6-U, CS6-U,
CS8-U, CP5[close]
IP2-A, CS1-U, CS2-U, CS4- IP2-R, SB1-R, SB2-R,
U, CS6-U, CS7-U, CS8-U, SB3-R
SB1-U, SB2-U, SB3-U,
CP2-U, CP5[close]

DP4-R, DP4-R DP4-R


?DP4-A?

SU2-P, CS4-U,
CP5[close]
IP3-A, CS1-R, SB1-Ru,
SB5-Ru, CP5[close]

Project Board

Change Authority

MP1-R

Work Package
Configuration Item Records

DP2-R DP2-R

Team Manager

CS1-R, CS2-R, CS3-R,


CS8-R
MP1-R, MP2-R, MP3-R

A26
A5

SU2-R,
DP2-R

Project Support

Project Assurance

Project Manager

Senior Supplier

Senior User

Executive

Roles and Products: A=Approves,


R=Reviews, U=Updates, uR=Reviews if updated, ??-X(ID)=ID
notes X is done elsewhere but no
matching entry exists (mostly within
pid)

Logical Model Ltd 2011

CoPM

Products Involved In CS

MP1-P, MP2-U, MP3-U

IP2-P

DP2-R
IP3-R, CS1-R, SB1-R,
SB5-Ru

IP3-P, CS1-P, ??P(mp2), SB1-U, SB5Ru


IP1-P

MP1-R, MP2-R, ??R(sb5u)

MP2-P
DP4-R, CS7-R

Products In CS Page: 1 of 2

Products Involved In CS
A11

Highlight Report

A13

Issue Report

Logical Model Ltd 2011


DP4-R

DP4-R DP4-R

CS5-P

DP4-R, CS5-R

CS4-U, CS6-P, CS7-U,


CS8-U

CS8-R

Products In CS Page: 2 of 2

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Closing a Project (CP)


DP5

Project Close

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21

22

CP:P:2-4,5 The Activities Within 18.4 Closing A


Project (CP)

CP:P:2-4 The activities within CP and the responsibilities within them


CP:P:2-5 How the seven themes may be applied within the CP process
PG:P:2-5 Lessons Log, End Project Report, Lessons Report

18.4.1 18.4.2 18.4.3 18.4.4 18.4.5


18
A.14.2 A.8.2, 13.4.3-5, 18.4.4, C/Table 10.2

Licensed for individual use without fee. A commercial licence (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied
13.4.5 Authorise Project
Closure

13.4.4 Give ad hoc


direction

15.4
CS

15.4.4 Review stage


Last Delivery
status

Stage

18.4.1 Prepare planned closure


1. Track actuals into the Pj-Plan
2. Check all products approved by authority in the
A17-Product Description or have a concession
3. A21-Project Product Descriptions AC met
4. Advise board to release resources back to CoPM
A18
A20

Premature close

Project end
approaching

Product Status Account


PID { A16-Pj-Plan }

A20

PID { A16-Pj Plan }


Create Additional
work estimates

18.4.5 Recommend project closure


1. Send board closure recommendation and draft closure notification
2. Communicate to stakeholders (as per A4-CmMS) for best press
3. Close logs & registers, secure project records in the Config.
Management System for future audits

18.4
CP.

Prepare Draft project


closure notification
Closure recommendation

A20-PID { A4-CmMS }
A5-CIR
A1-Benefits Review Plan
Obtain Acceptance record's)

18.4.3 Hand over Products


1. Prepare FoAR for incomplete products/ issues/ risks/
concessions for appropriate audiences
2. Ensure A1-Benefits Review Plan covers all future
benefits
3. Ensure products have or will meet A6-CfMS handover
stipulations for Support including newly operational
peak (perhaps under an SLA a product in pj scope!)
4. Confirm (secure records of) all acceptances eg Ops
5. Transfer responsibility from the project
6. Mark A5-CIRs released

Close
A12-Issue Register
A25-Risk Register
A23-Quality Register
A7-Daily Log
A14-Lesson Log

A8-End Project Report {


A15-Lesson Report }

18.4.4 Evaluate the Project


18.4.2 Prepare premature closure
1. Compare the A20-PID as approved at [13.4.2 Authorise a Project],
1. Check A18-PSA for un-deliverable products
the current version of the PID and Risks/ Issues etc in between
2. Salvage what can be, make safe what cannot ,
2. Facilitate team discussion of events normal/ good/ bad of methods/
Create an exception plan if useful for safe &
tools/ procedures/ strategies/ controls etc use. Record in A8-End
save work
Project Report { PMs report, Performance vs A2-Business Case,
3. Advise CoPM of gap created by projects
constraints and tolerance, performance of: the team & the products
premature end
(plus FoAR). Document context for premature closure
4. Update A12-Issue Register/ A13-Issue Report as
3. Record Lessons observed & agree the recipient. Inc. tailoring of P2
16.4
useful
4. Capture Change, Quality & estimating statistics
5. MP.
Track actuals into Pj-plan
A8-End Project Report { FoAR}
6. Advise board to release resources back to
A20-PID { A6-CfMS }
P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
LogicalCoPM
Model Ltd 0845 2 57 57 07
A23-Quality Register
A12-Issue Register
A25-Risk Register
A20-PID
update
DoubleHeaded
Create
A14-Lesson Log

22

A1

Additional work estimates


Draft project closure notification
Benefits Review Plan

A16p

Projct Plan

A5

Acceptance Records
Configuration Item Records

A7

Daily Log

A12

Issue Register

A14

Lessons Log

A23

Quality Register

A25

Risk Register

A8

End Project Report


Follow-on-Actions Recommendations

DP2-A,
DP3u-A,
DP5u-A

??-A(cp2) ??-A(cp2) ??-A(cp2) CP2-P


CP5-P
DP2-A,
DP2-A,
DP2-A,
IP7-P, CP3-Ru
DP3u-A, DP3u-R, DP3u-R,
DP5u-A
DP5u-R
DP5u-R
DPpid-A DPpid-A DPpid-A IP6-P, SB2-U, CP1-U, CP2U
??-A(cp3) ??-A(cp3) ??-A(cp3) CP3-P
IP2-A, IP6-A, CS1-A, CS2A, CS3-A, CS8-U, SB1-PCrU, SB5-RCrU, CP3-A

SU2-R,
DP2-R

DP5-A
DP3-A,
DP5-A

DP2-R

DP2-R

IP6-R, SB2-R, CP1-R,


CP2-R
CP3-R
IP2-R, IP6-R, CS1-R,
CS2-R, CS3-R, SB1-R,
SB5-RCrU, CP3-R

IP3-A, CS1-R, SB1-Ru, SB5- IP3-R, CS1-R, SB1-R,


Ru, CP5[close]
SB5-Ru

DP5-A
DP3-A,
DP5-A

DP5-A
DP3-A,
DP5-A

Project Board

Change

Team Manager

CP2-R
CP5-R
DP2-R, DP3u-R, DP5uR, IP7-R, CP3-R, ------

SU1-P, SU3-U, SU4-U, SU5U, SU6-U, CS6-U, CS8-U,


CP5[close]
IP2-A, CS1-U, CS2-U, CS4- IP2-R, SB1-R, SB2-R,
U, CS6-U, CS7-U, CS8-U, SB3-R
SB1-U, SB2-U, SB3-U, CP2U, CP5[close]
SU2-P, CS4-U, CP5[close] DP2-R

IP1-A, CS1-U, CS2-U, CS4U, CS6-U, CS7-U, CS8-U,


SB1-U, SB2-U, SB3-U, SB5U, CP5[close]
CP4-P
SB4-P, CP3-PCrU

Project
Support

Project
Assurance

Project
Manager

Senior Supplier

Senior User

Executive

Roles and Products: A=Approves,


R=Reviews, U=Updates, u-R=Reviews if
updated, ??-X(ID)=ID notes X is done
elsewhere but no matching entry exists
(mostly within pid)

Logical Model Ltd 2011

CoPM

Products Involved In CP

IP1-R, SB1-R, SB2-R,


SB3-R, SB5-Ru

IP2-P, IP6-P, CS1-P,


CS2-P, CS3-P, CS8-R,
MP2-U, SB1-R, SB5PCrU, CP3-U

MP1-R,
MP2-R,
MP3-R,
MP2-U

IP2-P

IP3-P, CS1-P, ??MP1-R,


P(mp2), SB1-U, SB5- MP2-R, ??Ru
R(sb5u)
IP1-P

DP5-R, CP4-R
DP3-R, DP5-R, SB4,
CP3-R

Products In CP Page: 1 of 2

ProductsInvolvedInCP
A15

LessonsReport

A18

ProductStatusAccount

LogicalModelLtd2011
DP5A

DP3A,
DP5A,
DP5R

DP3A,
DP5A,
DP5R

DP3A,
DP5A,
DP5R

SB4P[distribute],CP4P

DP3R,DP5R,SB4R,
CP4R

CP1R,CP2R

CP1R,CP2R

CP1P,CP2P

ProductsInCPPage:2of2

23

13.4.5 Authorize project closure (DP5)


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12.4
SU

13.4
13.4.5 Authorize project closure
DP
1.
2.
3.

Starting up a project - Process

4.
5.
6.
7.

Confirm customer has received all products within A6-Configuration Management Strategy
guidance. Products are under sustainable Support and fully accepted
Business case and Post-project A1-Benefits Review Plan are current (update if needed),
resourced and committed
Assess latest and original versions of PID & Business case for variances in baselines,
strategies & controls, Costs, Risks and Benefits
Review/ Approve End Project Report: note deviations from baselines
Confirm who receives FOAR, Lessons (Observed) Report
Broadcast project closure notification according to A4-Comms strategy
Disband the project teams including the project board

Closure Notification

approved End Project Report {


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 {
Lessons report
FOAR }
A1-Benefits Review Plan

14.4 Initiation Stage


IP

Logical Model Ltd 0845 2 57 57 07

update

DoubleHeaded

15.4 1st Specialist Stage


CS
17.4
SB. 16.4 MP

17.4 15.4
SB CS

Delivery Stage

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

Create

17.4 15.4
SB CS

Last Delivery Stage

23

18.4
CP

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The DPs

Directing
Summarised

Those who think education expensive have not yet accounted for what they pay daily for ignorance
Logical Model Ltd 0845 2 57 57 07 Logical Model Lt P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net

24

DP:P:2-4 The activities within DP and the responsibilities within them


13..4.1 13.4.2 13.4.3 13.4.4 13.4.5
DP:P:2-5 How the seven themes may be applied within the DP process
13

25

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


Interested Parties

Licensed for individual use without fee. A commercial licence (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied
Initiation Notification

SU
12.4

DP
13.4
13.4.1 Authorize
initiation (DP1)

Project authorisation notification

13.4.2 Authorize
the project (DP2)

Project Status Report

13.4.3 Authorize a Stage


(or Exception) Plan (DP3)

Premature
closure

A19

Starting up a project - Process

A16

Request to
initiate a
project
Project
Brief
(init)
Stage
Plan
P:PM,
R:PA
(A)ESUSS

A14
A20
A1

CS

1st Delivery Stage

A20

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

Authority to initiate a project

Project Now Starts!


A19 Project Brief (Approved)
A16 Approved initiation Stage Plan
Logical Model Ltd 0845 2 57 57 07

DoubleHeaded

A9

A16

IP

Initiation Stage

update

A1

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

A21

Specialist product confirm approval

Approved Project
Product Description
SB
MPBenefits
Approved
Review Plan

Project board request for advice

13.4.4 Give ad hoc


direction (DP4)

Closure Notification

13.4.5 Authorize
project closure (DP5))

approved End
Project Report {
Lesson Report,
FOAR }
Approve updated A2Business Case
Approve if updated
A1-Benefits
Review Plan

Premature
closure

Premature
closure

Project manager
request for
advice
Exception
Raised
Corporate advice
& decisions
A11-Highlight
Reports
A10-Exception
Report
A13-Issue Report

Closure recommendation
Draft Closure Notification
(p211)
A20-PID { Updated A2-Business Case}
A8-End Project Report { Lessons
report, FOAR }
A1-Benefits Review Plan
Exception Plan
Request

SB CS

g
je
ia - E
mmaateter riarlsbosss/s/pprorojer ct
e
(raise) New Issue R-Copm,
s
e
h
of t hese you r bo prio r
ESUSS, (P)-PM, R-PA
aial ul usese oef nt tatiotionntoto yeo.uWithithoouut t p1ri,o0000
i
c
r
e
Project board Advise
CCoommmmegricve aappreresseenstaa licliecennccei.ceWnseeaat t1,00
uir a
to ve
a l ns
ththeemm to /gtieammrereqquIiroefsfer ryoyouu a leiceemeennt t
r
a
e
bbooaardrd / teendmmeennt t I oeffquaalslsaaggreem
d am end Use equ
aaggrereeed apmer ruusese. . Use
pe

Delivery Stage

Stage Authorisation or

Exception Plan Authorisation


A1
A20 Approved if updated PID

A9
Approved (current) End Stage Report {
P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
Distribute A15 Lessons Report,
Distribute Follow On Actions Rcmdtn }
A16
Approved
Stage Plan
Create
A1
Approved if updated Benefits Review Plan

SB CS

UsiniCP
ng
Last Delivery Stage
ls - EGG Us ct

25

DP3-A
DP3-A
DP[A16]-A
DP1-A
DP2-A, DP3u-A
DPpid-A
DPpid-A
DP3-A
DP2-R
DP4-P
DP5-A
DP3-A
DP3-A, DP5-A
DP4-R
DP4-R

A4
A6

A22
A24
A14
A8
A9
A10
A11

Quality Management Strategy


Risk Management Strategy
Specialist Products
Lessons Log
New Issue
End Project Report
End Stage Report
Follow-on-Actions Recommendations
Exception Report
Highlight Report

DP3-A
DP3-A
DP[A16]-A
DP1-R
DP1-A
DP2-R, DP3u-R, DP2-A, DP3u-A
??-R(sb1), ??R(sb5)
DPpid-A
DPpid-A
DP3-A
SU2-R, DP2-R
DP4-P
DP4-P
DP5-A
DP3-A
DP3-A, DP5-A
DP4-R, ?DP4-A?
DP4-R

IP7-P, SB3-U

IP5-R
IP6-R
SU5-R, IP5-R, IP6-R
DP2-R, DP3u-R, DP5u-R, IP7R, CP3-R, -----DP5u-R, IP7-R, Sb3-R,

IP4-P
IP2-P
SU6-P
IP6-P, SB2-U, CP1-U, CP2-U

IP4-R
IP2-R
SU6-R, DP1-R
IP6-R, SB2-R, CP1-R, CP2-R

DP3-A
DP3-A
DP[A16]-A
DP1-A
DP2-A, DP3u-A

SB5-P
SB1-P
IP6-P
SU5-P
IP8-P, SB1-U, SB5-U

DP3-R, SB5-R
DP3-R, SB1-R
IP6-R
SU5-R, DP1-R
DP2-R, DP3u-R, IP8-R, SB1R, SB5-R

DPpid-A
DPpid-A
DP3-A
DP2-R
DP4-P
DP5-A
DP3-A
DP3-A, DP5-A
DP4-R
DP4-R

IP3-R
IP1-P
??R(mp2)
SU2-P, CS4-U, CP5[close]
??-R(mp2)
CP4-P
SB4-P
SB4-P, CP3-PCrU
CS7-P
CS5-P

IP3-R
IP1-R
MP2-R
DP2-R

SU3-P, IP6-U
SU5-P, IP6-U
IP7-P, CP3-Ru

Team Manager

A16n
A17
A19
A20

Exception Plan
Next Stage Plan
Product Description
Project Brief
Project Initiation Documentation

A2d

Project
Assurance

DPpid-A
DPpid-A
DPpid-A
DP2-A, DP3u-R,
DP5u-R
DP5u-A, ??A(sb3)
DPpid-A
DPpid-A
DP1-A
DPpid-A

Project Controls
Project Management Team Structure
Additional Role Descriptions
Benefits Review Plan

Project
Manager

DPpid-A
DPpid-A
DPpid-A
DP2-A, DP3u-R,
DP5u-R
DP5u-A, ??A(sb3)
DPpid-A
DPpid-A
DP1-A
DPpid-A

Ctl
PMTs
Rd
A1

Executive

A16p

DPpid-A
SU3-A, DPpid-A
DPpid-A
DP2-A, DP3u-A, DP2-A, DP3u-A,
DP5u-A
DP5u-A
Business Case
DP5u-R, ??DP5u-A, ??R(sb3)
A(sb3)
Communication Management Strategy
DPpid-A
DPpid-A
Configuration Management Strategy
initiation Stage Plan
DP1-A
DPpid-A
Projct Plan

Roles and Products: A=Approves, R=Reviews,


U=Updates, u-R=Reviews if updated, ??-X(ID)=ID
notes X is done elsewhere but no matching entry
exists (mostly within pid)

CoPM

Senior Supplier

Logical Model Ltd 2011


Senior User

Products Involved In DP

MP2-P
MP2-P

DP5-R, CP4-R
DP3-R, SB4-R
DP3-R, DP5-R, SB4, CP3-R
DP4-R, CS7-R
DP4-R, CS5-R

Products In DP Page: 1 of 2

Products Involved In DP
A15

Lessons Report

Logical Model Ltd 2011


DP5-A

DP3-A, DP5-A,
DP5-R

DP3-A, DP5-A,
DP5-R

DP3-A, DP5-A,
DP5-R

SB4-P[distribute], CP4-P

DP3-R, DP5-R, SB4-R, CP4-R

Products In DP Page: 2 of 2

Pm
Pa
Ctl

Undefined
ProjectMandate
ProjectApproach
ProjectControls
Additionalworkestimates
TailoringofPRINCE2

PrePrince
SU5
IP5
CP2
?!

OrganogramElements
ExecutiveRoleDescription
SU1
AppointedExec
SU1
PMRoleDescription
SU1
AppointedPM
SU1
ProjectManagementTeamRoleDescriptionSU3,IP2,IP5
PMTs ProjectManagementTeamStructure
SU3,IP2,IP5
AppintedPMT
SU3
Rd
AdditionalRoleDescriptions
SU5,IP2,IP5

P22009ManagementProductAccesses

LogicalModelLtd2011

Approved

Input

Reviewed

CellsdefinewhichACTIVITYmakeswhatACCESS(columns)towhichPRODUCT(row)
"*"meansall,"!?"=Notspecified"{...}"=Includedinorincludes
Created/
Updated

ManagementProductvs.
Activity'sCRUDOperations

SU4
IP6,IP8
IP8
IP8

SU3,SU5
SU3,SU5
SU5,IP8
SU5,IP8

ManagementProductvs.Activity'sCRUDOperations
Page1of4

A1

Baselines&Strategies
BenefitsReviewPlan

A2o
A2d
A4
A6

OutlineBuinessCase
BusinessCase
CommunicationManagementStrategy
ConfigurationManagementStrategy
initiationStagePlan
A16 Plan[Project][Stage][Team]
A16p ProjctPlan
A16c StagePlan[current]
TeamPlan
ExceptionPlan
A16n NextStagePlan
A17 ProductDescription
A19 ProjectBrief
Pd
ProjectBrief{ProjectDefinition}
A20 ProjectInitiationDocumentation

A21
A22
A24
A26

ProjectProductDescription
QualityManagementStrategy
RiskManagementStrategy
WorkPackage
NewA26WorkPackage
CompletedWorkPackage
SpecialistProducts
ApprovalRecords
AcceptanceRecords

Approved

LogicalModelLtd2011

Input

Reviewed

CellsdefinewhichACTIVITYmakeswhatACCESS(columns)towhichPRODUCT(row)
"*"meansall,"!?"=Notspecified"{...}"=Includedinorincludes
Created/
Updated

ManagementProductvs.
Activity'sCRUDOperations

DP3u,IP7,SB3u,CP3u

DP2,DP3,DP5,SB3,SB4

SU4
IP7[Detailed]
IP4
IP2
SU6

SU5
DP5,IP8
IP8,[A20:IP5,IP6,CS5,CS6,CP5and{*}]
IP8,[A20:IP4,IP5,IP6,CS1,CS6,CP3and{*}]
DP1

DP1

IP6
CS1u,CS2u,CS3u,CS4u,CS8u
MP1,MP2u,MP3u
SB5{A17}
SB5{A17}
SB1,SB5
SU1C,SU2U,SU4U,SU5Assemble

IP5,IP8
CS2,CS3,CS4,CS5,CS6,CS7,CS8,SB2,SB4,SB5
CS1,CS2,MP2
DP3,SB2
DP3,CS1{A17},SB2

DP3

DP3U,IP1{RMS},IP2{CfMS},IP3{QMS},IP4{CMS},
IP5{PjCtl+PMTs+Rd},IP6{A16p+PMTs+Rd},IP7{dA2},
IP8{*},SB1{*},SB2u{A16p},SB3u{A2},SB5{*},
CP1u{A16p} CP2u{A16p}
SU4
IP3
IP1
CS1u,CS2u,MP3u
CS4
MP3
MP2
MP2[obtain]
CP3[obtain]

P22009ManagementProductAccesses

DP2,DP3u,DP5u

DP5u

DP1,IP1,IP2,IP3,IP4,IP5,IP6{Pa+A21},IP7{A2[o]},IP8{PjDef+Pa}
IP8
DP2,DP3,DP5{A2},IP4{A24+A22+A6},IP5{4s&A16!},IP6{4s+PjCtls},IP7{A16p},
CS1{PjCtl+A22+A6},CS4{A2+A16+A1},CS5{A4},CS6{A2+A16+A4+A6},CS7{A2+A16},
MP1{*},MP2{*},SB1{*},SB2{*},SB3{A16p},SB4{A2+A4},SB5{*},CP1{A16p},
CP2{A16p} CP3{A6} CP4{*} CP5{A4}
SU5,IP3,IP6
IP8,[A20:IP4,IP5,IP6,CS1,and{*}]
IP8,[A20:IP4,IP5,IP6and{*}]
CS2,MP1,MP2,MP3
CS1
CS3

DP1
DP2,
DP3U

MP1

ManagementProductvs.Activity'sCRUDOperations
Page2of4

A5

Reports&Registers
ConfigurationItemRecords

A7
A12

DailyLog
IssueRegister

A14
A23
A25

LessonsLog
QualityRegister
RiskRegister

A3
A8
A9
A10
A11
A11
A13
A15
A18

NewIssue
NewRisk
Records
CheckpointReport
EndProjectReport
EndStageReport
FollowonActionsRecommendations
ExceptionReport
HighlightReport
HighlightReport,Previous
IssueReport
LessonsReport
PreviousLessonsReports
ProductStatusAccount

Input

Reviewed

IP2,IP6,CS1u,CS2u,CS3u,CS8u,MP2u,SB1u,SB5u,CP3u

CS3,CS8,MP3

SU1,SU3,SU4,SU5,SU6,CS6u,CS8u,CP5[close]
IP2,CS1u,CS2u,CS4u,CS6u,CS7u,CS8u,SB1u,SB2u,
SB3u,SB5u,CP2u,CP5[close]
SU2PM,CS4u,CP5[close]
IP3,CS1u,MP1u,MP2u,SB1u,SB5u,CP5[Close]
IP1,CS1u,CS2u,CS4u,CS6u,CS7u,CS8u,Sb1u,SB2u,
SB3u,SB5u,CP5[close]
DP4[raise],MP2[raise]
MP1[raise],MP2[raise]

SU6,IP1,IP2,CS5,CS8
IP3,IP4,IP5,IP6,CS4,CS5,CS7,CS8,SB1,SB3,SB4,SB5,CP3,CP4
SU2Exec SU3,SU4,SU5,SU6,DP2,IP1,IP2,IP3,IP4,IP5,IP6,CS5,SB1,SB4,CP4
CS2,CS3,CS4,CS5,MP3,SB4,CP4
IP2,IP3,IP4,IP5,IP6,IP7,CS2,CS4,CS5,CS7,CS8,SB1,SB3,SB4,SB5,CP3,CP4
CS6
CS6

MP2
CP3{foar},CP4{A15}
SB4{A15+foar}
SB4,CP3[A8]
CS7
CS5

CS2,CS4,CS5
DP5{A14+foar},CP4{foar}
DP3
DP3
SB5
CS5
CS7,CS8
DP3

CS4u,CS6,CS7u,CS8u
PrePrince

P22009ManagementProductAccesses

LogicalModelLtd2011

Approved

CellsdefinewhichACTIVITYmakeswhatACCESS(columns)towhichPRODUCT(row)
"*"meansall,"!?"=Notspecified"{...}"=Includedinorincludes
Created/
Updated

ManagementProductvs.
Activity'sCRUDOperations

DP5
DP3
DP3,DP5

DP3,DP5

SU2
CS4,CS5,SB4,CP1,CP2,

ManagementProductvs.Activity'sCRUDOperations
Page3of4

CommunicationofAuthorities
RequesttoInitiateaProject
Authoritytoinitiateaproject
InitiationNotification
Requesttodeliveraproject
Projectauthorisationnotification
StageAuthorisation
AuthoritytodeliveraWorkPackage
Correctiveaction
ToleranceThreat
ExceptionRaised
ExceptionPlanRequest
RequesttoApproveExceptionPlan
RequesttoApproveNextStagePlan
ExceptionPlanAuthorisation
ExceptionPlanApproved
Stageboundaryapproaching
ProjectEndapproaching
ClosureRecommendation
ClosureNotification
Draftprojectclosurenotification
Prematureclose
Requestforadvice
ProjectBoardRequestforAdvice
CorporteAdviceandDecision
PMRequestforadvice
ProjectBoardAdvice

SU6
DP1
DP1
IP8
DP2
DP3
CS1
CS4,CS8
CS4
CS7
DP4
SB4
SB4
DP3
CS4
CS4
CP5
DP5
CP5[prepare]
DP2,DP3,DP4
CS4,CS6
DP4

DP4

P22009ManagementProductAccesses

LogicalModelLtd2011

Approved

Input

Reviewed

CellsdefinewhichACTIVITYmakeswhatACCESS(columns)towhichPRODUCT(row)
"*"meansall,"!?"=Notspecified"{...}"=Includedinorincludes
Created/
Updated

ManagementProductvs.
Activity'sCRUDOperations

DP1
IP1,IP2,IP3
DP1
CS1
MP1
CS1,CS4,CS8
CS7
DP4
SB5
DP3
DP3
CS1
SB1
CP1
DP5

CP2

DP4
DP4
CS4

ManagementProductvs.Activity'sCRUDOperations
Page4of4

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Organisation
Quality
Risk

Themes

Risk 1 of 2
Risk 2 of 2

Change and CM
C&CM 1/3
C&CM 2/3
C&CM 3/3
A5-CIR & A18-PSA

Progress
Tolerance
Lessons (A14 & A15)

Those who think education expensive have not yet accounted for what they pay daily for ignorance
Logical Model Ltd 0845 2 57 57 07 Logical Model Lt P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net

26

CoPM

27

12.4.1 Appoint the Executive and the Project Manager


1.
CoPM define Executives & project managers role
descriptions & appoint based on skills & availability:
Exec has duty to deliver a product that will return
the forecast benefits that justify the cost

Organisation
OR:P:2-7 The relationship between the Communication Management Strategy and other
products and themes
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
OR:P:2-8 The composition of a Communication Management Strategy, the process(es) 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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Project
Board
Project
manager

13.4.1 Authorize initiation


1.
Board confirm PMT members accept roles
2.
Board obtain/ commit resources to deliver
Initiation Stage
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, peoples skills & time
& CoPM agreement
4.
Consider Project Assurance,
Team managers, Project Support
5.
Define reporting lines
6.
Consider training needs (eg
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

Team
Manager
Logical Model Ltd 0845 2 57 57 07

13.4.2 Authorize the project


13.4.3 Authorize a Stage or Exception Plan
13.4.5 Authorize project closure
1.
Board obtain/ commit 1.
Board ratify team appointments or changes 1.
Board advise resources providers they are being freed
resources to deliver 2.
Board obtain/ commit resources to deliver 2.
Board transfer concern for resourcing benefits review
project
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 A26Work Packages to
Team members/
managers

15.4.3 Receive completed


Work Packages
1.
PM acknowledges
assignment
complete

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
1.
PM Reviews changes to
the PMT structure and
roles
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
18.4.3 Hand over Products
CoPM

18.4.4 Evaluate the Project


1.
PM reports on team
performance in A8End Project Report

16.4.1 Accept a Work Package


1.
Team create A16-Team plan to confirm work
and resource constraints are in balance
P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net

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, Aintro, 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, ApxC!, e1/4/18/45/46/95, g309-pmt/pmts/pd, 310-qrt/ps, 312-rd/ss, 313tm/12.4./s

27

ResponsibilitiesoftheRolesWithintheThemes

Role
CoPM
CoPM
Executive
Executive

Theme
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme

Executive

Organizationtheme

ProjectAssurance
ProjectAssurance

Organizationtheme
Organizationtheme

ProjectAssurance

Organizationtheme

ProjectManager
ProjectManager
ProjectManager
ProjectManager
ProjectSupport
SeniorSupplier(s)
SeniorUser(s)
SeniorUser(s)
TeamManager
TeamManager

Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme

ResponsibilitiesoftheRolesWithintheThemes

LogicalModel2011

Responsibility

AppointtheExecutiveand(possibly)theProjectManager.
ProvideinformationtotheprojectasdefinedintheCommunicationManagementStrategy.
AppointtheProjectManager(ifnotdonebycorporateorprogrammemanagement).
ApprovetheCommunicationManagementStrategy.
Confirmtheappointmentstotheprojectmanagementteamandthestructureoftheproject
managementteam.
Adviseonselectionofprojectteammembers.
Adviseonstakeholderengagement.
EnsurethattheCommunicationManagementStrategyisappropriateandthatplanned
communicationactivitiesactuallytakeplace.
Design,reviewandupdatetheprojectmanagementteamstructure.
Prepareroledescriptions.
PreparetheCommunicationManagementStrategy.
ReviewandupdatetheCommunicationManagementStrategy.
Provideadministrativesupportfortheprojectmanagementteam.
Providesupplierresources.
Defineandverifyuserrequirementsandexpectations.
Provideuserresources.
Adviseonprojectteammembersandstakeholderengagement.
Manageprojectteammembers.

Page:4of10

CoPM

QU:P:2-8

28
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

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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Project
Board

13.4.1 Authorize initiation


1.
Board review A21 and confirm CQE & AC
2.
A19, A21, CQE & AC placed under
change control

12.4.3 Design and appoint 14.4.3 Prepare the Quality Management


the project
Strategy
management team 1.
PM confirms CQE & AC clear
1.
Consider training
enough in A21-PjPdD, Creates A22needs (eg quality
Quality Management Strategy
methods)
2.
PS create A23-Quality Register
3.
PM seeks board OK now or l8r
12.4.4 Prepare the outline
14.4.4
Communication
Management
Business Case
Strategy (A22-QMS)
1.
SU provides/ PM
1.
PM includes A22-QMS needs in A4captures CQE &
Communications
Management
AC, Criteria/
Strategy
Tolerance/ Quality
14.4.5 Set up the project controls
Methods/ Test
1.
PM inc. A22-QMS needs in controls
Skills or
responsibility in
14.4.6 Create the Project Plan
A21-Project
1.
PM/ SU Update CQE/ AC if change
Product
or refinement required since 12.4.4
Description
2.
PM (team) create A16-Pj Plan based
on A21-PjPdD/ AC/ CQE/ A22-QMS
12.4.5 Select the project
3.
PM creates A17 for products in Pj
approach and
scope
assemble the
14.4.8 Assemble the Project Initiation
Project Brief
Documentation
1.
PM includes CQE
1.
PM Assembles A21-PID including
& AC (in A21)
A22-QMS
2.
Assemble A21 into
A19-Project Brief Plan Delivery Stage
16.4.1 Accept a Work Package

13.4.2 Authorize the project


1.
Board confirm A22-Quality Management Strategy will achieve CQE
(benefits) & baseline
2.
Board approve A17-Product Descriptions for project plan scope

15.4.7 Escalate issues & risks


1.
PM consults A23-QR for input to update A13-Issue
Report and A10-Exception Report Apdx-A Dervtn)
15.4.6 Capture and examine issues and risks
1.
PM consults A23-QR for input to A13-Issue Report
15.4.5 Report highlights
1.
PM confirms quality work in period from A23-QR in
A11-Highlight Reports
15.4.4 Review stage status
1.
PM seeks Q-Issues shown by A23-QR entries
2.
PM confirms products accepted by those named in
their A17-PD Responsibilities
3.
PM detects stage end as A23-QR entries all complete
15.4.1
1.
2.
3.

Authorize a Work Package


PM consults A22-QMS to create A26-Work Package
PM includes A17-Product Descriptions in A26-WkPkg
PS/TM may update A23-QR quality reviews planned

15.4.2 Review Work Package status


1.
PM assesses status of Q-reviews by consulting A23QR
15.4.3 Receive completed Work Packages
1.
PM confirms A26-WkPk complete by consulting A23QR and Quality Responsibilities of each included
products A17-PD

13.4.3 Authorize a Stage or Exception Plan


1.
Board approve A17-Product
Descriptions for stage plan scope

17.4.1 Plan the next stage


1.
PM reviews A20-PID and changes to
CQE/ AC
2.
PM/TM/SU Define AC for each A17Product Description per CI in the stage
PBS
3.
PM creates stage plan based on A22QMS, A2-PjPdD
4.
PS add quality reviews to A23-Quality
Register

18.4.1 Prepare planned closure


1.
PM asks if all products in A18-PSA
match AC in A17-PD or covered by a
concession
2.
PM Confirm AC met and A21-Project
Product Description delivered
18.4.2 Prepare premature closure
1.
PM Assesses via A18-PSA products
with Approval Records/ Concessions

17.4.2 Update the Project Plan


1.
PM checks for change to A21-PjPdD

18.4.3 Hand over Products


1.
PM asks if all products in A18-PSA
Approved by those named in A1717.4.4 Report Stage End
PD
1.
PM confirms all done ok by checking
2.
PM checks Acceptance records or
A23-QR & Approval Records
Concessions
from all parties eg
2.
PM reports on quality in period (from
Ops+Maint
A23-QR) details of Quality records &
3.
PM may list FOAR for concessions
Approval Records or Off-Spec &
Concession in A9-End Stage Report
18.4.4 Evaluate the Project
17.4.5 Produce an Exception Plan
1.
PM asks are CQE & AC changed
2.
PM creates ExPlan based on A22-QMs
for any new A17-PD in PBS
3.
PS amend quality reviews in A23Quality Register for new products
and/or tests

16.4.2 Execute a Work Package

1.
2.
3.
4.

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

16.4.3 Deliver a Work Package


TM checks approval
records in A26-WkPkg
scope

Team
TM/ PM/ PS ensure best quality
1.
TM develops products following quality method for in-process development to criteria in A17-PD & record quality records 1.
Manager
reviews in A23-QR
2.
TM/ SU conduct quality reviews/ appraisal & assemble quality records to show products meet specification (if a quality
action
will exceed
tolerances
then Model
raise an
P2 ExamCram Assessedreview
by GRM
07032011
P2-5th Ed
2011 Logical
LtdIssue)
p2@logicalmodel.net
Logical Model Ltd 0845 2 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

3.
4.
5.

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


TM obtains & issues Approval Records from authority named in A17-PD
TM confirms quality work in period in A3-Checkpoint Report

28

ResponsibilitiesoftheRolesWithintheThemes

LogicalModel2011

Role
CoPM
CoPM
Executive
Executive
Executive
ProjectAssurance
ProjectAssurance
ProjectAssurance

Theme
Quality
Quality
Quality
Quality
Quality
Quality
Quality
Quality

ProjectAssurance

Quality

ProjectManager

Quality

ProjectManager

Quality

ProjectManager
ProjectManager
ProjectManager

Quality
Quality
Quality

Providedetailsofthecorporateorprogrammequalitymanagementsystem
Providequalityassurance.
ApprovetheProjectProductDescription.
ApprovetheQualityManagementStrategy.
Confirmacceptanceoftheprojectproduct.
AdvisetheProjectManageronsuitablequalityreviewers/approvers.
AdvisetheProjectManagerontheQualityManagementStrategy.
AssisttheProjectBoardandProjectManagerbyreviewingtheProductDescriptions.
AssureProjectBoardmembersontheimplementationoftheQualityManagementStrategy,i.e.
theproperconductoftheprojectmanagementandqualityprocedures.
Documentcustomersqualityexpectationsandacceptancecriteria.
EnsurethatTeamManagersimplementthequalitycontrolmeasuresagreedinProduct
DescriptionsandWorkPackages.
PrepareandmaintaintheProductDescriptions.
PreparetheProjectProductDescription(withusers).
PreparetheQualityManagementStrategy.

ProjectSupport

Quality

AssistTeamManagersandmemberswiththeapplicationoftheprojectsqualityprocesses.

ProjectSupport
ProjectSupport
SeniorSupplier(s)
SeniorSupplier(s)
SeniorSupplier(s)
SeniorSupplier(s)
SeniorSupplier(s)
SeniorUser(s)
SeniorUser(s)
SeniorUser(s)
SeniorUser(s)
SeniorUser(s)
SeniorUser(s)

Quality
Quality
Quality
Quality
Quality
Quality
Quality
Quality
Quality
Quality
Quality
Quality
Quality

MaintaintheQualityRegisterandthequalityrecords.
Provideadministrativesupportforqualitycontrols.
ApproveProductDescriptionsforkeyspecialistproducts.
ApprovetheProjectProductDescription(ifappropriate).
ApprovetheQualityManagementStrategy.
Approvethequalitymethods,techniquesandtoolsadoptedinproductdevelopment.
Provideresourcestoundertakesupplierqualityactivities.
ApproveProductDescriptionsforkeyuserproducts.
ApprovetheProjectProductDescription.
ApprovetheQualityManagementStrategy.
Provideacceptanceoftheprojectproduct.
Provideresourcestoundertakeuserqualityactivitiesandproductapproval.
Providethecustomersqualityexpectationsandacceptancecriteria.

ResponsibilitiesoftheRolesWithintheThemes

Responsibility

Page:8of10

A24-Risk Management Strategy, A25-Risk Register29


Risk Budget: SU, IP, CP, DP

CoPM 12.4.1 Appoint the Executive


and the Project Manager
1.
COPM define risk
capacity & appetite

RK:P:2-8 Composition, processes and roles involved in: Risk Management Strategy, Risk Register A.24.2,
A.25.2, 8.3.3-4, 13.4.2, 13.4.5, 14.4.1-7, 15.4.1-2, 15.4.4-8, 16.4.1, 17.4.1-5, 18.4.3-5, C/Table 8.2 & 8.3

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Project
Board

13.4.1 Authorize initiation


13.4.2 Authorize the project
1.
Board consider T&O to 1.
Board approve the A24-RMS as sufficient to control risks
& from authorising the 2.
Board assess draft A16-Pj Plan to review threat and
Initiation Stage
opportunities (T&O) and responses are acceptable: plan
is approved and baselined under change control

Project 12.4.2 Capture previous lessons


manager 1.
PM Captures lessons relevant to risk
management in A14-Lesson Log

13.4.3 Authorize a Stage or Exception Plan


13.4.4 Give ad hoc
1.
Board assess draft A16-Stage Plan to
direction
confirm risk exposure is tolerable and T&O 1.
Board defer action
responses acceptable: plan is approved
on exceptions
and baselined
contingent on risks

14.4.1 Prepare the Risk Management Strategy


(A24-RMS)
1.
PM defines RMS goals, roles, procedures,
reporting (Eg a Probability Impact Grid and
12.4.3 Design and appoint the project
Risk Retirement Curve**), tools, techniques,
management team
timing and tolerance based on CoP
1.
PM logs threats & opportunities (T&O) to
standards noted in A19-PjBrf and lessons in
the A7-Daily Log in advance of creating
A14-LL
A24-Risk Management Strategy and A252.
PM (team) define probability, impact &
Risk Register
proximity
scales, Categories, Early warning
2.
PM may appoint PS for familiarity with risk
indicators
management tools and techniques (EG
3.
PM (team) define risk tolerance thresholds
Monte Carlo Analysis and estimating
for
escalation between management levels
methods)
4.
PM (Exec) define risk tolerances
12.4.4 Prepare the outline Business Case
5.
PM suggests risk budgets and how they
1.
PM captures any risks to A7-DL
should be controlled [We dont know how
2.
Exec considers T&O and includes key in
much to allow at this point]
(outline) A2-Business Case
6.
PS create the A25-Risk Register and
12.4.5 Select the project approach and assemble
populate with T&O identified so far (IE in
the Project Brief
A7-Daily Log)
1.
PM logs any T&O to A7-DL
7.
PM seeks board approval or defer to 13.4.2
2.
[Risk drives consideration of Pj Approach] 14.4.5 Set up the project controls

1.
12.4.6 Plan the initiation stage
1.
PM considers T&O to Initiation stage plan
& makes provision
PM updates risk status in A7-DL
Team 2.
Manager

Logical Model Ltd 0845 2 57 57 07

14.4.2 Prepare the Configuration Management Strategy (A6CfMS)


1.
PM responds to risks that affect CfMS
14.4.3 Prepare the Quality Management Strategy (A22-QMS)
1.
PM responds to risks that affect A22-QMS
14.4.4 Prepare the Communication Management Strategy (A4CmMS)
1.
PM responds to risks that affect A4-CmMS
2.
PM add A24-RMS needs to project communications
14.4.6 Create the Project Plan (A16-PjPlan)
1.
PM responds to risks that affect planning processes
2.
PM builds provision to manage risk into the project plan
(resources i.e. costs and timescales) [p2 mis-defines
contingency]
3.
PM ensures A16-PjPlan includes responses to T&O in
the A25-RR
14.4.7 Refine the Business Case (A2-BC)
1.
PM expresses aggregate (and significant individual)
T&O affects on A2-BC
2.
PM (Exec) justify cost & risk based on A2-BCs benefits
3.
PM assess projects sensitivity to factors in its context
(EG drivers of cost, time, benefit, confidence)
PM considers Risk to suggest: number and 14.4.8 Assemble the Project Initiation Documentation (A20placement of stage boundaries, strength,
PID)
formality, timings and who is assigned to
1.
PM includes A24-RMS in A20-PID
which project controls
(A20-PID acts as baseline for all Assessment of Risks)

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

ALL 40 activities include PM logs new risks to the A25-Risk Register

* PRINCE2 uses Event, Cause, Effect. To my mind Event IS Cause. CCC is more meaningful ** See XREF

Most management products Such as A25-Risk Register are given in full on first use and abbreviated Subsequently eg A25-RR, those that are not can be looked-up in the Reference list
Other abbreviations within the diagram (EG T&O) are expanded on first use in the diagram

13.4.5 Authorize project closure


1.
Board compare current
A2-Business Case and
Risks to original
baseline
18.4.3 Hand over Products
1.
PM prepares
Follow-On-Actions
in A8-End Project
Report for all open
T & O on the A25RR
18.4.4 Evaluate the Project
1.
PM compiles a
review of useful
measures EG
statistics on project
risk management in
A8-EPjRpt

18.4.5 Recommend project


closure
1.
PM ensures all risks
are closed or
Subject to FOAR,
then closes the
A25-Risk Register

29

A24-Risk Management Strategy, A25-Risk Register,30


Risk Budget: CS/MP/ SB/ DP-Duplicated

CoPM

RK:P:2-8 Composition, processes and roles involved in: Risk Management Strategy, Risk Register
8.3.3-4, 13.4.2, 13.4.5, 14.4.1-7, 15.4.1-2, 15.4.4-8, 16.4.1, 17.4.1-5, 18.4.3-5, C/Table 8.2 & 8.3

A.24.2, A.25.2,

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Project
Board

Project
manager

Team
Manager

13.4.1 Authorize initiation


13.4.2 Authorize the project
1.
Board consider T&O to 1.
Board approve the A24-RMS as sufficient to control risks
& from authorising the 2.
Board assess draft A16-Pj Plan to review threat and
Initiation Stage
opportunities (T&O) and responses are acceptable: plan
is approved and baselined under change control
15.4.6 Capture and examine issues and
risks
1.
Anyone at anytime: raise a risk
2.
PM (risk author?) record T or Os
Condition, Cause & Consequence
(CCC)* on A25-RR in accord with
A24-RMS
3.
PM consults and follows throughout A24-RMS & A4-CmMS to report
risk status to stakeholders
4.
PM (team) use scales from A24|RMS to assess CCC for
Probability, Impact and Proximity
(P14.4.) vs. all plans, A2-BC and
Risk Tolerance
5.
PM (team) identify possible
responses, log to A25-RR and
assess vs. tolerances
6.
PM may escalate a Tolerance
threat via 15.4.7 otherwise (aswell?)
7.
PM (team) select responses in
tolerance and add to A16-StgPlan

15.4.7 Escalate issues & risks


1.
PM when triggered by a risk or
aggregation of risks that create a
deviation: snap-shot full project
status
2.
PM (team) assess deviations
impact on baseline and impact of
each possible response
3.
PM records assessment &
recommendation in an A10Exception Report & sends to the
board with a request for direction

13.4.3 Authorize a Stage or Exception Plan


13.4.4 Give ad hoc
1.
Board assess draft A16-Stage Plan to
direction
confirm risk exposure is tolerable and T&O 1.
Board defer action
responses acceptable: plan is approved
on exceptions
and baselined
contingent on risks
15.4.5 Report highlights
1.
PM includes T&O Summary:
perhaps via a Probability Impact
Grid and Risk Retirement Curve**
15.4.4 Review stage status
1.
PM responds if a risk action
advisable
2.
PM (team) assess risk impacts on
all project aspects: especially
plans, A2-BC, A1-BRP
3.
PM escalates risks that create a
Tolerance Threat
4.
PM maintains A25-RR

15.4.1
15.4.8 Take corrective action
1.
1.
Board or 15.4.4 trigger action
2.
PM collects information on
deviation (concern) from Records, 2.
Reports, Logs & Registers
3.
(RRL&R), selects or devises
responses and triggers via 15.4.1
and updates RRL&R EG A5-CIR

16.4.1 Accept a Work Package (A26-WkPkg)


1.
TM advises PM of risk status and logs T or O to the A25-RR (p2 says if appropriate)
2.
TM (team) considers risk related to and within A26-WkPkg tolerances as per 15.4.6
steps 1-7 for the A16-Team Plan

Logical Model Ltd 0845 2 57 57 07

Authorize a Work Package (A26WkPkg)


PM assign an A26-WkPkg to
respond to a risk
PM/ TM consider T&O to/ from A24WkPkg
PM/ TM agree process and
tolerances for raising/ responding
to/ escalating risk

17.4.1 Plan the next stage


1.
PM checks risk action owners for current T&O
status and assesses T&O affecting next stage
2.
PM ensures all external dependencies have a
A25-Risk Register entry
3.
PM includes risk responses a26-WkPkg into A16Stage Plan for all selected T&O responses
17.4.2 Update the Project Plan
1.
PM includes risk responses into A16-Project Plan
17.4.3 Update the Business Case (A2-BC)
1.
PM checks current CoPM & Board risk appetite,
capacity and tolerances
2.
PM updates A2-BC to reflect key & aggregate
T&O
3.
PM inspects A25-RR responds as required
17.4.4 Report Stage End
1.
PM assesses and reports (in A9-End Stage
Report) on T&O activity in the stage ending &
aggregate status
17.4.5 Produce an Exception Plan
1.
PM updates A25-RR as needed

16.4.2 Execute a Work Package


1.
TM monitors & responds to risk related actions
2.
TM notifies PM of new or changed risk (directly
and formally via A3-Checkpoint Reports)

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

ALL 40 activities include PM logs new risks to the A25-Risk Register

13.4.5 Authorize project closure


1.
Board compare current
A2-Business Case and
Risks to original
baseline

* PRINCE2 uses Event, Cause, Effect. To my mind Event IS Cause. CCC is more meaningful ** See XREF

Most management products Such as A25-Risk Register are given in full on first use and abbreviated Subsequently eg A25-RR, those that are not can be looked-up in the Reference list
Other abbreviations within the diagram (EG T&O) are expanded on first use in the diagram

16.4.3 Deliver a Work Package


1.
[ TM/ PM Retire unused
Risk budget ]

30

ResponsibilitiesoftheRolesWithintheThemes

LogicalModel2011

Role

Theme

CoPM

Risk

Executive

Risk

Executive

Risk

EnsurethatrisksassociatedwiththeBusinessCaseareidentified,assessedandcontrolled.

Executive

Risk

ProjectAssurance

Risk

ProjectManager
ProjectManager

Risk
Risk

ProjectManager

Risk

ProjectSupport

Risk

SeniorSupplier(s)

Risk

SeniorUser(s)

Risk

TeamManager

Risk

Escalateriskstocorporateorprogrammemanagementasnecessary
Reviewriskmanagementpracticestoensurethattheyareperformedinlinewiththeprojects
RiskManagementStrategy.
CreateandmaintaintheRiskRegister.
CreatetheRiskManagementStrategy.
Ensurethatprojectrisksarebeingidentified,assessedandcontrolledthroughouttheproject
lifecycle.
AssisttheProjectManagerinmaintainingtheprojectsRiskRegister
Ensurethatrisksrelatingtothesupplieraspectsareidentified,assessedandcontrolled(suchas
thecreationoftheprojectsproducts).
Ensurethatriskstotheusersareidentified,assessedandcontrolled(suchastheimpacton
benefits,operationaluseandmaintenance).
Participateintheidentification,assessmentandcontrolofrisks.

ResponsibilitiesoftheRolesWithintheThemes

Responsibility

Providethecorporateriskmanagementpolicyandriskmanagementprocessguide(orsimilar
documents).
Beaccountableforallaspectsofriskmanagementand,inparticular,ensureaprojectRisk
ManagementStrategyexists.

Page:10of10

Syllabus details at the bottom!

CoPM

12.4.1 Appoint the Executive and the


Project Manager

1/3 Issues and Configuration Management31


SU, SB and CP, DP5

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Project
Board

Project
manager

13.4.5 Authorize project closure


1.
Board seek confirmation that product handed-overs during the
stage just closing and the project as a whole followed the A6CfMS specially for Ops & Maint
1.

PM creates A7-Daily Log for


issue capture in SU& throughout the project records informal
issues and reminders on
formal issues

12.4.2 Capture
previous lessons
1.
PM Captures relevant lessons

12.4.6 Plan the initiation stage


1.
PM considers how Initiation
Stage will control management
products prior to establishing
configuration management

17.4.1 Plan the next stage


18.4.2 Prepare premature closure
1.
PM reviews the A12-IR for issues affecting the
1.
PM updates A12-IR (& A13-Issue Report) with board request
next A16-StgPlan
for an Exception Plan
2.
PM updates A12-IR with new issues and changes
18.4.3 Hand over Products
1.
PM checks product handovers into Operations (Ops) &
17.4.2 Update the Project Plan
Maintenance (Maint.) as per A6-CfMS
1.
PM updates A12-IR with new issues and changes
2.
PM ensure suitable Ops & Maint. environment and service
level agreements in place [should be 12.4./SS]
3.
PM transfers responsibility for products to Ops & Maint. And
17.4.3 Update the Business Case
secures acceptances [should be 12.4./SS/ Exec]
1.
PM reflects issues in A2-BC update
PM prepares Follow-On-Action-Recommendations base on
2.
PM updates A12-IR with new issues and changes 4.
open Issues & concessions
5.
PS updates CIRs [should be handed over to Maint!!]
17.4.4 Report Stage End
1.
PM assesses the A12-IR for issues marked for
18.4.4 Evaluate the Project
assessment at stage end [17.4.1 p196 bp9)
1.
PM compiles a review of useful measures EG statistics on
2.
PM Summarises issue status in A9-ESRpt
project issue management
including Off-specs: product or features missing &
2.
PM Summarises issue status in A8-EPjRpt including OffConcessions
specs: product or features missing & off-spec
17.4.5 Produce an Exception Plan
1.
PM updates A12-IR (& A13-Issue Report) with
board request for an Exception Plan
2.
PM updates A12-IR with new issues & changes

18.4.5 Recommend project closure


1.
PM archives project records according to A6-CfMS
2.
PM confirms all issues are closed or included in FOAR, then
closes the A12-IR

Team
Manager

Logical Model Ltd 0845 2 57 57 07

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

CH:P:2-5 The processes and roles involved in issues management


SU, 15.4.6-8, C/Table 9.2 and 9.3
CH:P:2-6 The processes and roles involved in agreeing a change budget and Change Authority 14.4.2, 13.4.2, C.1.1
CH:P:2-7 Apdx-A entries, life-cycles and roles involved in: Issue Report, Issue Register, Configuration Management Strategy, Configuration Item Record, Product Status Account
A.6.2, A.5.2, A.18.2, A.13.2, A.12.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5, 18.4.2-5, C/Table 9.2 and 9.3

31

32

2/3 Issues and Configuration Management


IP, DP2 & DP3

CoPM

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13.4.2 Authorize the project
1.
Board approve the A6CfMS as adequate
2.
Board agree CAs
authority limits

Project
Board

Project
manager

14.4.2 Prepare the Configuration Management Strategy (A6-CfMS)


1.
PM/ PS perform Configuration Management Planning. IE they define procedures & roles, timings,
records (EG A5-Configuration Item Record) & reporting (EG A18-Product Status Account) content
& format, responsibility/ authority to decide actions for maintaining baselines (Configuration
Management (CM)) and assessing impacts to baselines (Issue & Change Control (ICC)) In
alignment with CoPM standards in the A6-Configuration Management Strategy (A6-CfMS)
2.
PM/ PS consider if all Registers, Records and Logs are within one integrated repository/ file/
database [excel spreadsheet!]
3.
Exec sets priority & severity scales* (p97)
4.
Exec decides if they wish to delegate some discretion to a Change Authority (C8-CA), and if so
the level of individual and aggregate impact under the CAs control. CA may address Requests for
Change (RFC) and Off-Specifications (OS). Often Project assurance form a change board with
stage level authority and the PM acts as CA for A26-WkPkg
5.
PM/ PS select Configuration Management tools to be used
6.
PS establishes the A5-Configuration Item Records and creates initial set of A5-CIRs (for the A21Project Product Description and management products Such as A2-Business Case!)
7.
Exec decides if a change budget (Money [and time]) should be allocated to fund Impact Analysis
of Request For Change (RFCs) & implementation of RFCs and if so how much any CA has
discretion over (EG per change & per stage in aggregate)
8.
PM integrates change procedures release of change budget with contract and procurement
procedures
9.
PS create the A12-Issue Register & populates from existing issues in A7-DL needing formal
treatment
10.
PM seeks board approval or defers to 13.4.2 with the A20-PID

13.4.3 Authorize a Stage or Exception Plan


1.
Board seek confirmation that
product handed-overs during the
stage just closing followed the A6CfMS

14.4.3 Prepare the Quality Management Strategy A22-QMS


1.
PM considers issues affecting the A22-QMS, PS logs new issues to
A12-IR
14.4.4 Prepare the Communication Management Strategy (A4-CmMS)
1.
PM establishes the information & communication needs for CM
including issue management
2.
PM considers issues affecting the A22-CmMS, PS logs new issues to
A12-IR
14.4.5 Set up the project controls
1.
PM establishes controls appropriate to A6-CfMS
2.
PM considers issues affecting controls, PS logs new issues to A12-IR
14.4.6 Create the Project Plan
1.
PM includes a26-WkPkgs in A16-PjPlan appropriate for scheduling
and budgeting CM activity
2.
PM considers issues affecting planning, PS logs new issues to A12IR
14.4.7 Refine the Business Case
1.
PM considers & includes issues affecting the A2-BC
14.4.8 Assemble the Project Initiation Documentation
1.
PM includes A6-CfMS into the A20-PID
(A20-PID acts as baseline for all Impact Assessment of Issues)

Plan Delivery Stage


Team
Manager

Logical Model Ltd 0845 2 57 57 07

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

CH:P:2-5 The processes and roles involved in issues management


SU, 15.4.6-8, C/Table 9.2 and 9.3
CH:P:2-6 The processes and roles involved in agreeing a change budget and Change Authority 14.4.2, 13.4.2, C.1.1
CH:P:2-7 Apdx-A entries, life-cycles and roles involved in: Issue Report, Issue Register, Configuration Management Strategy, Configuration Item Record, Product Status Account
A.6.2, A.5.2, A.18.2, A.13.2, A.12.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5, 18.4.2-5, C/Table 9.2 and 9.3

32

33

3/3 Issues and Configuration Management


DP2 &3, CS & MP, DP4

CoPM

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Project
Board

Project
manager

Team
Manager

13.4.2 Authorize the project


1.
Board approve the
A6-CfMS as
adequate
2.
Board agree CAs
authority limits

13.4.3 Authorize a Stage or


Exception Plan
1.
Board seek confirmation
that product handed-overs
during the stage just closing
followed the A6-CfMS

13.4.4
1.
2.
3.

Give ad hoc direction


CoPM/ ESUSS Raise an Issue
Board may ask for an Issue or Exception Report to clarify PMs request for guidance or A11-Highlight Report
Board respond to A13-Issue Report as necessary by seeking input from CoPM, asking for an Exception Plan (via 17.4.5), a
corrective action (via 15.4.8), amending tolerances (update A16-StagePlan). Grant a concession to or demand remedy of an OffSpec. Defer, Approve (as corrective action/ tolerance change), Reject or ask for an Exception Plan for an RFC

15.4.6 Capture and examine issues and risks


1.
PM follows issue handling & reporting procedure as defined
in A6-CfMS & A4-CmMS to report issue status to
stakeholders
2.
Anyone at anytime: raise a new issue (concern) about
anything
3.
PM (Issue author?) record concern on A12-IR in accord
with A6CfMS [official manual say may be to A7-Daily Log if
PM resolves directly]
4.
PM categorises as: Problem, Concern, Request for Change
(RFC) or Off-Spec (OS) Transfer concerns discovered to
be risks to A15-RR
5.
PM (team) use scales from A6-CfMS to assess Priority (of
RFC & OS) & Severity (Impact) on all plans, A2-BC and
Tolerances
6.
PM creates an Issue Report [Simon says A12-IR & A4CmMS should be defined as sufficient*)
7.
PM (team) identify possible responses, log to A12-IR and
assess vs. tolerances
8.
PM may escalate a Tolerance threat via 15.4.7 otherwise
(as-well?)
9.
PM (team) select responses in tolerance and add to A16StgPlan
10.
PS cross reference Issue to affected products A5-CIRs

15.4.7
1.
2.
3.

16.4.1 Accept a Work Package


1.
TM confirms procedure to handle issues

16.4.2 Execute a Work Package


1.
TM includes notes on issues in A3Checkpoint Report

Logical Model Ltd 0845 2 57 57 07

4.

Escalate issues & risks


PM when triggered by a Tolerance threat or breach: snap-shot full project status
PM (team) assess deviations impact on baseline and impact of each possible response
PM records assessment & recommendation in an A10-Exception Report & sends to the board [13.4.4] with
request for direction
PM updates A12-Issue Register/ A13-Issue Report for decision

15.4.5 Report highlights


1.
PM assess & report on contents of A12-Issue Register & corrective actions in period
15.4.8 Take corrective action
1.
Board or 15.4.4 or TM trigger action
2.
PM collects information on deviation (concern) from Records, Reports, Logs & Registers (RRL&R), selects or
devises responses and triggers via 15.4.1 and updates RRL&R EG A5-CIR
3.
PM changes A17-PD for Off-Specs granted a concession
15.4.4 Review stage status
1.
PM checks A12-IR & acts on all affects on A2-BC & all plans
2.
PM raises any new issues
15.4.1
1.
2.
3.

Authorize a Work Package


PM/ TM agree process & people for any product handovers as per A6-CfMS [possibly amended]
PM/TM Agree process for TM to raise A26-WkPkg issues
PM considers issues affecting the A26-WkPkg, PM logs new issues to A12-IR

15.4.2 Review Work Package status


1.
PM raises any new issues

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

CH:P:2-5 The processes and roles involved in issues management


SU, 15.4.6-8, C/Table 9.2 and 9.3
CH:P:2-6 The processes and roles involved in agreeing a change budget and Change Authority 14.4.2, 13.4.2, C.1.1
CH:P:2-7 Apdx-A entries, life-cycles and roles involved in: Issue Report, Issue Register, Configuration Management Strategy, Configuration Item Record, Product Status Account
A.6.2, A.5.2, A.18.2, A.13.2, A.12.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5, 18.4.2-5, C/Table 9.2 and 9.3

33

ResponsibilitiesoftheRolesWithintheThemes

Role
TeamManager
TeamManager
TeamManager
TeamManager

Theme
Quality
Quality
Quality
Quality

ResponsibilitiesoftheRolesWithintheThemes

LogicalModel2011

Responsibility

AdvisetheProjectManagerofproductqualitystatus.
Assemblequalityrecords.
Managequalitycontrolsfortheproductsconcerned.
ProduceproductsconsistentwithProductDescriptions.

Page:9of10

34

Record ,

A5-Configuration Item
A18-Product Status Account

CoPM 12.4.1 Appoint the Executive and the


Project Manager
1.
COPM

The activities & roles involved in maintaining A5-Configuration Item Record and A18-Product Status Accounts

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Project
Board

Project 12.4.2 Capture previous


lessons
manager
1.
PM Captures relevant
lessons
12.4.4 Prepare the outline
Business Case
1.
PM/ Exec/ SU define
A21-Project Product
Description: Specialist
Products are outputs
whose use creates
outcomes that deliver
the measurable
benefits that justify the
project
2.
PM/ PA note need for
A5-CIRs for products in
A21-PjPdDs
composition &
derivation
12.4.6 Plan the initiation stage
1.
PM/ PS note need for
A5-CIR for management
products
Team
Manager

Logical Model Ltd 0845 2 57 57 07

And 9.3.1.2 & 9.3.1.3

14.4.2 Configuration Management Strategy


1.
PM/ PS define process, selection
criteria and formats of A18-Product
Status Account (PSA) that snapshots
A5-Configuration Item Records. A18PSA may select by Date/ Team/ Stage
& status EG Not started, Work-InProgress (WIP) late & WIP on
schedule, Ready for review, Baselined,
Released etc
2.
PM/ PS define A5-Configuration Item
Record attributes for required A18-PSA
selections
3.
PS create initial A5-CIR for
management products [and A21Project Product Description and all
known component parts (may be notes
in A7-Daily Log for a small project)
14.4.6 Create the Project Plan
1.
PS create/ update A5-CIR (& A17-PD)
for all products in project Product
Breakdown Structure (PBS)
Plan Delivery Stage

15.4.6 Capture and examine issues and risks


1.
PM uses A18-PSA to analyse product status (derived from
A5-CIR)
15.4.5 Report highlights
1.
PM uses a18-PSA for details of products to include in A11Highlight Report
15.4.4 Review stage status
1.
PM requests a A18-PSA from PS to snap-shot A5Configuration Item Records and assess variance to A16StgPlan
2.
PM requests A18-PSA for any releases to check all OK
3.
PM requests PS perform a Configuration Audit to check all
A5-CIRs match reality (or change reality)
15.4.1 Authorize a Work Package
1.
PS update A5-CIR (& A17-PD) for any products in A26WkPkg PBS as useful EG set status = WIP
15.4.2 Review Work Package status
1.
PS check A5-CIR & reality agree - update A5-CIR as useful
15.4.8 Take corrective action
1.
PM collect data on deviations form A5-CIR (& A12, A15, A13,
A10, A7 & Board)
2.
PS update affected A5-CIR
15.4.3 Receive completed Work Packages
1.
PS confirm all A5-CIR in release are approved by the
authority in A17-PD

16.4.2 Execute a Work Package


1.
TM & PS update A5-CIR status (eg WIP/
Ready for Review/ Released)
P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net

17.4.1 Plan the next stage


1.
PM [(sic)?] create/
update A5-CIR (&
A17-PD) for all
products in stage
PBS
(inc A16-PjPlan
changes)

18.4.1 Prepare planned


closure
1.
PM uses PSA to check
all A5-CIR approved by
authority in their A17PD or have a
concession
18.4.2 Prepare premature
closure
1.
PM uses PSA to see
17.4.4 Report Stage End
which A5-CIR approved
(A8-SER)
by authority in their
1.
PM request A18-PSA
A17-PD, have a
for details to include
concession, are WIP or
in A8-SER
Not started
2.
PM plans work to
salvage
& pass-on or
17.4.5 Produce an
make safe A5-CIRs as
Exception Plan
required
1.
PS (sic) create/
update A5-CIR (&
18.4.3 Hand over Products
A17-PD) for all
1.
PS update A5-CIR for
products in
products transferred to
exceptions scope
operations [& should
(Scope determined in
transfer the actual CI
15.4.6 by A18-PSA)
records too!]
16.4.3 Deliver a Work Package
1.
[TM & PS check status OK in A5-CIR for all
CIs to close the A26-WkPkg]

34

ResponsibilitiesoftheRolesWithintheThemes

LogicalModel2011

Role

Theme

CoPM

Changetheme

Executive

Changetheme

Providethecorporateorprogrammestrategyforchangecontrol,issueresolutionand
configurationmanagement.
DeterminetheChangeAuthorityandchangebudget.

Executive

Changetheme

Makedecisionsonescalatedissues,withparticularfocusoncontinuedbusinessjustification.

Executive
Executive
Executive
ProjectAssurance
ProjectManager
ProjectManager

Changetheme
Changetheme
Changetheme
Changetheme
Changetheme
Changetheme

RespondtorequestsforadvicefromtheProjectManager.
Setthescaleforpriorityratingsforrequestsforchangeandoffspecifications.
Setthescaleforseverityratingsforissues.
Adviseonexaminingandresolvingissues.
CreateandmaintaintheIssueRegister,assistedbyProjectSupportwherepossible
Implementcorrectiveactions.

ProjectManager

Changetheme

Managetheconfigurationmanagementprocedure,assistedbyProjectSupportwherepossible.

ProjectManager

Changetheme

Managetheissueandchangecontrolprocedure,assistedbyProjectSupportwherepossible.

ProjectSupport
ProjectSupport
ProjectSupport
ProjectSupport

Changetheme
Changetheme
Changetheme
Changetheme

SeniorSupplier(s)

Changetheme

SeniorSupplier(s)

Changetheme

AssisttheProjectManagertomaintaintheIssueRegister
MaintainConfigurationItemRecords
ProduceProductStatusAccounts
Administertheconfigurationmanagementandissueandchangecontrolprocedures:
Makedecisionsonescalatedissues,withparticularfocusonsafeguardingtheintegrityofthe
completesolution.
RespondtorequestsforadvicefromtheProjectManager.

SeniorUser(s)

Changetheme

Makedecisionsonescalatedissueswithparticularfocusonsafeguardingtheexpectedbenefits.

SeniorUser(s)
TeamManager

Changetheme
Changetheme

RespondtorequestsforadvicefromtheProjectManager.
Implementcorrectiveactions.

ResponsibilitiesoftheRolesWithintheThemes

Responsibility

Page:3of10

35

Tolerances

CoPM 12.4.1 Appoint the Executive and


the Project Manager
1.
COPM Set project level
tolerances

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Project
Board

13.4.2 Authorize the project


13.4.1 Authorize initiation
1.
Board check Pj Tol from CoPM realistic
1.
Board set tolerances (Tol)
2.
Exec renegotiates Pj Tol if relevant
for Initiation Stage
3.
Board agree project budget including cost tolerance (and risk and change
budget) and project timescales including schedule tolerance (and risk &
change time-budget)

Project
manager 12.4.2 Capture
previous lessons
1.
PM Captures relevant
lessons

13.4.3 Authorize a Stage or Exception


Plan
1.
Board set Stage Tol (for last
stage consider what to do with
unused Tol [wrong thinking*]

14.4.1 Prepare the Risk Management Strategy (A24-RMS)


15.4.8 Take corrective action
1.
PM includes Risk Tol in A24-RMS IE the thresholds for 1.
PM acts within Stage Tol EG to resolve A26risk escalation from management level to level,
WkPkg exception
specially from PM to Board (possibly using a
15.4.7 Escalate issues & risks
Probability Impact Grid or Matrix
1.
PM converts & extends A13-Issue Rpt into
12.4.4 Prepare the outline
14.4.3 Prepare the Quality Management Strategy
A10-Exception Report giving Overview of
Business Case

Q-Tol is defined in each A17-Product Description


which tolerances are threatened by how much
1.
SU expresses Customer 14.4.5 Set up the project controls
and when and why, the consequences of each
Quality Expectations & PM 1.
possible response (including none)
PM confirms Tol levels and escalation mechanisms
captures as driver for
between CoPM/ board/ PM/ TM
15.4.6 Capture and examine issues and risks
quality tolerance
1.
PM create A13-Issue Report considering affect
2.
PM (Exec) starts defining 14.4.6 Create the Project Plan
PM includes specification of Pj tolerances in A16-PjPln
Tols
each benefits tolerances 1.
(Cost/ Time/ Scope/ not quality-See below or Benefitsand aggregate benefits
15.4.5 Report highlights
See A2-BC or Risk-See 14.4.1))
tolerance
1.
PM gives board confidence of operating within
2.
PM
includes
spec.
of
quality
&
scope
tolerance
in
each
3.
PM records SU's quality
Tol by regularly reporting stage status vs Tol &
A17-Product Description (& A21-PjPD)
tolerance (ie limits on
TT early warnings** in A11-Highlight Reports
3.
PM
notes
scope
tol
in
A17-PDs
and
project
level
Acceptance Criteria) in
Product
Breakdown
Structure
(PBS)
A21-Project Product
15.4.4 Review stage status
4.
PM (Exec) consider affect of part-time-teams on
Description
1.
PM determines from controls (project Records
schedule and consider compensation in other
Registers and Logs) any tolerance threat &
tolerances
Escalates via 15.4.7
12.4.5 Select the project
14.4.7
Refine the Business Case
approach and assemble
1.
PM (Exec) refines quantified definition of each
the Project Brief
15.4.1 Authorize a Work Package
benefits
Best/ Expected/ Worst target and (as)
1.
PM documents Pj
1.
PM/ TM make joint agreement on A26-WkPkg
expresses tolerances and aggregate benefits
tolerances received by
Cost/ Start & End date, Milestone, Quality (from
tolerance
Exec in project mandate
A17-PDs) targets and A26-WkPkg tolerances
2.
PM (Exec) considers affect of timescales on benefit
(or by discussion) prior to
(Cost/ Time/ Risk & Scope. Zero time tolerance
tolerances including delivery dates
A16-Pj
andLtdhigher
scope tolerance implies iterative/
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0845
2 57Plan
57 at07
14.4.6
agile methods Such as SCRUM
Plan Delivery Stage

Team *X-Ref correct tolerance handling


16.4.1 Accept a Work Package
Manager ** Strictly ANY forecast of an out-of-tolerance
1.
As 15.4.1
situation is by definition being in Exception and deserves 15.4.6

13.4.4 Give ad hoc direction


1.
Board consider their direction in response to a
Tolerance Threat (TT): Increase Tol., Request
an Exception Plan, Defer if TT contingent on a
Risk Cause (event), Reject (eh?)

17.4.1 Plan the next stage


1.
PM includes specification of
Stage Tolerances (Cost/
Time/ Scope/ Risk, not
quality-See below or
benefits-See 14.4.6)) in A16Stage Plan
2.
PM (team) create stage PBS
and A17-PD with product
quality tolerances defined
(probably as attribute ranges
(eg Customer call duration
between 1 and 3 minutes)
3.
PM notes scope tolerance in
A17-PD and stage PBS

18.4.4 Evaluate the


Project
1.
PM reports on
Pj performance
& objectives vs.
tolerances in
A8-End Project
Report

17.4.3 Update the Business Case


1.
PM Checks for change in
CoPM/ board Risk tolerance
per Risk and in total
17.4.4 Report Stage End
1.
PM reports Pj objectives and
Stage objectives vs all
tolerances, and forecasts tol
for rest of project in A9-End
Stage Report
17.4.5 Produce an Exception Plan
1.
PM creates a new A16-Stg or
Pj Plan to Suggest recovery
options from Stage or Pj TT

35

16.4.2 Execute a Work Package


1.
TM makes corrections within WkPkg Tol or raises an Issue to the PM (to log in the A7-Daily Log and handle at 15.4.8)
2.
TM reports tol status in A3-Checkpoint Report

36

A14-Lesson Log & A15-Lesson Report

CoPM 12.4.1 Appoint the Executive and the


Project Manager
1.
COPM provide lessons

PG:P:2- Apdx-A entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2

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Project
Board

13.4.2 Authorize the project


13.4.3 Authorize a Stage or Exception Plan
1.
Board seek evidence 1.
Board review (Exec assures) A15previous lessons are
LR and decide who to send to
being consulted &
(Board ensure CoPM & CoE
current documented
functions aware of responsibilities)

Project
manager 12.4.2 Capture previous lessons
1.
PM Install culture Lessons Sought,
Record, Acted on within this project
(12.4.2 may be repeated during the
Pj, especially if novel/ complex)
2.
PM Captures (via a workshop) into
A14-Lesson Log all relevant
lessons from previous projects
A15-Lesson Reports, CoPM &
external sources
12.4.3 Design and appoint the project
management team
1.
PM considers how to act on
observations in A14-LL for team
design
12.4.4 Prepare the outline Business Case
1.
PM considers A14-LL for Pj
justification
12.4.5 Select the project approach and
assemble the Project Brief (A19PjBf)
1.
PM considers A14-LL for approval
Team 12.4.6 Plan the initiation stage
PM considers A14-LL for Init-Stage
Manager 1.
controls

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14.4.X All Initiation Process activities in stage


1.
Seek lessons from PM team, CoPM, A14-LL & other Pjs A15LR
14.4.1 Prepare Risk Management Strategy (A24-RMS)
1.
PM includes lessons (EG Risk Breakdown Structure
[taxonomy] & categories) into Pisk ID guidance & Impact
estimating see 14.4.6 & Response development IE ideas of
effective responses
14.4.2 Configuration Management Strategy (A6-CfMS)
1.
PM defines how records are stored. Accessed kept safe &
distributed. Pj records are the source of lessons
14.4.3 Prepare Quality Management Strategy ((A22-QMS)
1.
PM includes lessons into quality approach, Define QC[?QA]
process to remove causes of unsatisfactory results, Use Qmetrics for learning & process improvements
14.4.4 Prepare Communication Managnt Strategy (A4-CmMS)
1.
PM considers how to communicate lessons to other projects,
during Pj or in CP at a minimum
14.4.5 Set up the project controls
1.
PM defines records maintained (includes A14-LL)
14.4.6
1.
2.
3.

Create the Project Plan (A16-Pj Plan)


PM considers value in repeating 12.4.2
PM include action to capitalise on previous lessons in Plan
PM (team) use comparative [analogous] estimating techniques

Plan Delivery Stage

15.4..X All CS/ 17.4./ 16.4./ CP activity in


Delivery Stage
1.
Seek lessons from PM team, CoPM,
A14-LL & other projects A15-LR
15.4.7 Escalate issues & risks
1.
PM considers lessons causing need
for A10-Exception Report
15.4.6 Capture and examine issues and
risks
1.
PM may create A13-Issue Report
from a14-LL

17.4.1 Plan the next


stage
1.
PM considers
value in repeating
12.4.2
2.
PM (team)
consider all A14LL as 14.4.6

17.4.4 Report Stage End


1.
PM creates A1515.4.5 Report highlights
LR of what went
1.
PM includes lessons observed and
well/ badly,
applied
estimates versus
15.4.4 Review stage status
actuals and
1.
PM captures (seek, record, act) to
statistics as
A14-LL good & bad observations on
appropriate,
P2 tailoring, tools, team & technique,
includes in A9Process & product from team, A26ESR & distributes
WkPkg & all Plans/ Registers/
according to A4Records & Logs
CmMS
2.
PM considers holding lesson review
(A15-LR may be
now, later or at end of stage
tailored to an
3.
PM includes a15-LR in A11-Highlight
audience,
Reports if useful
always(?) include
Corp. QA)

Execute
a Work Package
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1.

13.4.5 Authorize project closure


1.
Board assures (sic) final A15-LR and authorises (sic) &
distributes (as part of approving (sic) A9-EPjRpt)
2.
(Board ensure CoPM & CoE functions aware of responsibilities)
3.
Board review A1-Benefits Review Plan is suitable to identify
side-effects and capture/ distribute as lessons

TM notifies PM of lessons observed or applied, dierctly and via


A3-Checkpoint Report

CofE = Centre of Excellence, previously known as a Project Office or Pj Support Office (PSO) or Pj Management Office (PMO)

18.4.3 Hand over


Products
1.
PM includes in
A1-BRP,
provision for
distribution of
Lessons
observed in
Post-Project
Review [!]
18.4.4 Evaluate the
Project
1.
PM team
identify lessons
PM creates
a15-LR as
17.4.4, plus
reasons if
premature
closure Board
review & CoPM
approve it
18.4.5 Recommend
project closure
1.
PM closes A14LL

36

37

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PRINCE2 Practitioner
The exams syllabus areas
are the official manuals
chapters:

3.3-Syllabus

OV Overview, Principles and Tailoring


7 Themes: BC Business Case, OR
Organization, QU Quality, PL Plans, RK
Risk, CH Change, PG Progress
7 Processes: SU Starting up a Project,
DP Directing a Project, IP Initiating a
Project, SB Managing a Stage
Boundary, CS Controlling a Stage, MP
Managing Product Delivery, CP Closing
a Project

The exams are designed to test at four levels

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Section: 3.3 Page 0

LogicalModel Ltd 2011

Knows the facts: Can recognise/ recall terms, concepts, principles,


themes, processes, and responsibilities in the manual just memory
Comprehends the roles, processes, themes, principles, and project
context can explain how they are used
Use of the steps of a themes and creation of the management products
appropriate to a given scenario
Review products and plans and identify appropriate (or not) application
of the principles, processes, roles and themes

Managing a Successful Project Using

Syllabus
2013

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1. Introduction
The Managing Successful Projects with PRINCE2 manual provides guidance on the
principles, processes and themes to use to manage projects in any environment.
This syllabus is based on the Managing Successful Projects with PRINCE2 manual issued in
June 2009 by OGC and the TSO. It reflects both the Foundation and Practitioner levels of
examination.
The primary purpose of the syllabus is to provide a basis for accreditation of people involved
with PRINCE2. It documents the learning outcomes related to use of PRINCE2 and describes
the requirements a candidate is expected to meet to demonstrate that these learning
outcomes have been achieved at each qualification level.
The target audience for this document is:
Exam Board
Exam Panel
Accredited Training Organizations.
This syllabus informs the design of the exams and provides accredited training organizations
with a more detailed breakdown of what the exams will assess. Details of the exam structure
and content are documented in the PRINCE2 Foundation and Practitioner Exam Designs.

2. Foundation Qualification
2.1 Purpose of the Foundation Qualification
The purpose of the Foundation qualification is to confirm that a candidate has sufficient
knowledge and understanding of the PRINCE2 method to be able to work effectively with, or
as a member of, a project management team working within an environment supporting
PRINCE2. The Foundation qualification is also a pre-requisite for the Practitioner qualification.

2.2 Target Audience


This qualification is aimed at project managers and aspiring project managers. It is also
relevant to other key staff involved in the design, development and delivery of projects,
including: Project Board members (e.g. Senior Responsible Owners), Team Managers (e.g.
Product Delivery Managers), Project Assurance (e.g. Business Change Analysts), Project
Support (e.g. Project and Programme Office personnel) and operational line managers/staff.

2.3 High Level Performance Definition of a Successful Candidate


A candidate should understand the structure and key terminology of the method. Specifically
the candidate should understand:

The characteristics and context of a project and the benefits of adopting PRINCE2
The purpose of the PRINCE2 roles, management products and themes
The PRINCE2 principles
The purpose, objectives and context of the PRINCE2 processes.

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3. Practitioner Qualification
3.1 Purpose of the Practitioner Qualification
The purpose of the Practitioner qualification is to confirm whether the candidate has achieved
sufficient understanding of how to apply and tailor PRINCE2 in a scenario situation. A
successful Practitioner candidate should, with suitable direction, be able to start applying the
method to a real project but may not be sufficiently skilled to do this appropriately for all
situations. Their individual project management expertise, complexity of the project and the
support provided for the use of PRINCE2 in their work environment will all be factors that
impact what the Practitioner can achieve.

3.2 Target Audience


This qualification is aimed at project managers and aspiring project managers. It is also
relevant to other key staff involved in the design, development and delivery of projects,
including: Project Board members (e.g. Senior Responsible Owners), Team Managers (e.g.
Product Delivery Managers), Project Assurance (e.g. Business Change Analysts), Project
Support (e.g. Project and Programme Office personnel) and operational line managers/staff.

3.3 High Level Performance Definition of a Successful Candidate


Candidates should be able to apply and understand how to tailor PRINCE2 effectively to a
project within an organization environment supporting PRINCE2. Specifically candidates
should:

Understand the relationships between the roles, management products, principles,


themes, techniques and processes
Be able to apply the principles, themes and processes to a project
Be able to create and assess management products.

4. Learning Outcomes Assessment Model


A classification widely used when designing assessments for certification and education is the
Blooms Taxonomy of Educational Objectives. This classifies learning objectives into six
ascending learning levels, each defining a higher degree of competencies and skills. (Bloom
et al, 1956, Taxonomy of Educational Objectives).
APMG have adapted this into a four-step variation of the Blooms model The APMG
Learning Outcomes Assessment Model which defines the standard for each qualifications
Learning Outcome Assessment Model. The Model is used as a basis for classifying learning
outcomes when developing exam qualification schemes and syllabi.
This structured approach helps to ensure:

There is a clear delineation in learning level content between different qualification


levels
Learning outcomes are documented consistently across different manual areas
Exam questions and papers are pitched appropriately and consistently for each of the
learning levels.

4.1 PRINCE2 Learning Outcome Assessment Model


For PRINCE2 the four levels of learning outcomes are shown below. These learning
outcomes are independent of the method used to assess whether a qualification level has
been achieved.
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PRINCE2 Learning Outcomes Assessment Model


1.Knowledge

2. Comprehension

3. Application

4. Analysis

Generic
Definition
from APMG
Learning
Outcomes
Assessment
Model

Know key facts,


terms and concepts
from the
manual/guidance

Understand key
concepts from the
manual/guidance

Be able to apply key


concepts relating to
the syllabus area for a
given scenario

Be able to identify,
analyse and
distinguish between
appropriate and
inappropriate use of
the method/guidance
for a given scenario
situation

PRINCE2
Learning
Outcome
Assessment
Model

Know facts,
including terms,
concepts,
principles, themes,
processes, and
responsibilities from
the guidance.

Understand the
principles, processes,
themes, the projects
environment and
roles and can explain
how these are applied
on/are involved with a
project.

Be able to:

Be able identify,
analyse and
distinguish between
appropriate and
inappropriate use of
the method through
appraisal of completed
products and planned
or completed project
events for a given
project scenario.

(i) Use the themes


appropriately;
(ii) Create the
management
products;
(iii) Tailor the
processes and
themes
appropriately
for a given project
scenario.

5. Syllabus Presentation
For each of the above learning levels, the syllabus defines the individual learning outcomes
required for the qualification. Each learning outcome is then supported by a description of the
requirements that a candidate is expected to meet to demonstrate that the learning outcome
has been achieved at the qualification level indicated. These are shown as syllabus topics.
All Foundation level requirements are assumed to have been met for Practitioner level and
are not directly assessed again, although Foundation level knowledge and understanding will
be used when demonstrating Practitioner application and analysis learning outcomes.

Each of the subject areas is presented in a similar format as follows:


1. Syllabus area

Unit of learning, e.g. chapter of the manual.

2. Learning Outcome
(topic header
shown in bold)

A statement of what a candidate will be expected to know,


understand or do.

3. Level

Classification of the learning outcome against the APMG


Learning Outcomes Assessment Model.

4. Topic

Description of what is required of the candidate to


demonstrate that a learning outcome has been achieved at
the qualification level indicated.

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6. Syllabus Areas
Syllabus
Area Code

Syllabus Area Title

OV

Overview, Principles and Tailoring PRINCE2 to the project environment

BC

Business Case theme

OR

Organization theme

QU

Quality theme

PL

Plans theme

RK

Risk theme

CH

Change theme

PG

Progress theme

SU

Starting up a Project process

DP

Directing a Project process

IP

Initiating a Project process

SB

Managing a Stage Boundary process

CS

Controlling a Stage process

MP

Managing Product Delivery process

CP

Closing a Project process

With the exception of the quality review technique, the examples and techniques shown in
shaded boxes throughout the PRINCE2 manual are not examined.

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OV
Level

Primary
Manual
Reference

Overview, Principles and Tailoring PRINCE2 to the


Project Environment

Practitioner

Syllabus Area :

Foundation

Syllabus
Area
Code

Topic

Know facts, terms and concepts relating to the overview, principles and
tailoring PRINCE2 to the project environment.
Specifically to recall the:
01

01

Six aspects of project performance to be managed

1.5.2

01

02

Definition of a project

1.3

01

03

Four integrated elements of principles, themes, processes and the project


environment upon which PRINCE2 is based

1.5.3

01

04

Customer/supplier context of a PRINCE2 project

5.1

Understand terms and concepts relating to the overview, principles and


tailoring PRINCE2 to the project environment, and explain how these are
applied on/are involved with a project.
Specifically to identify the:
02

01

Benefits of using PRINCE2

1.7

02

02

Seven principles

02

03

Characteristics of a project

1.3

02

04

Difference between embedding and tailoring PRINCE2

02

05

Context of a customer/supplier environment and how it affects the


application of the themes, processes and management products within a
project

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19.1
19.6

Owner Chief Examiner

BC
Level

Primary
Manual
Reference

Business Case (BC) Theme

Practitioner

Syllabus Area :

Foundation

Syllabus
Area
Code

Topic

Know facts, terms and concepts relating to the Business Case theme.
Specifically to recall the:
01

01

Definition of a project output, an outcome, a benefit and a dis-benefit

4.2.2, 4.3.4.4

Formatted: Left

Understand how the Business Case theme relates to the principles; the
approach to the treatment of this theme; how it is applied throughout the
project life-cycle and the responsibilities involved.
Specifically to identify:
02

01

The purpose of the Business Case theme

4.1

02

02

The purpose of a
1. Business Case
2. Benefits Review Plan

A.2.1
A.1.1

02

02

03

04

The recommended composition of a


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

The relationship between a programmes business case and a projects


Business Case

A.1.2, A.2.2, 4.3, 4.3.14, 12.4.4, 13.4.1-5,


14.4.7, 15.4.4-7, 17.4.34, 18.4.3-4, C/Table 4.1

4.3.1, 4.3.2, 4.3.3

Be able to apply and tailor the relevant aspects of the Business Case theme
to a project scenario, when creating products or making decisions related
to this theme, in any or all of the processes.
Specifically to:
03

01

Identify appropriate information, using the recommended composition, for


inclusion in the products listed in 0203 above

03

02

Identify outputs, outcomes, benefits and dis-benefits

4.2.2, 4.3.4.4

Able to identify, analyse and distinguish between appropriate and


inappropriate application of the Business Case theme throughout the lifecycle of a project scenario.
Specifically to analyse:
04

01

Whether the products listed in 0203 above, using the recommended


composition, are fit for purpose, with reasons, and whether the
appropriate roles have been involved in their development and
maintenance throughout the life of a project

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OR
Level

Primary
Manual
Reference

Organization (OR) Theme

Practitioner

Syllabus Area :

Foundation

Syllabus
Area
Code

Topic

Know facts, terms and concepts relating to the Organization theme.


Specifically to recall the:
01

01

Roles within the Organization theme

5.3.2

Understand how the Organization theme relates to the principles; the


approach to the treatment of this theme; how it is applied throughout the
project life-cycle and the responsibilities involved.
Specifically to identify:
02

01

The purpose of the Organization theme

5.1

02

02

The three project interests and how these are represented within the three
levels of the project management team structure

5.2.5
5.3.2

02

03

The responsibilities and characteristics of the role of the:


1. Project Board
2. Project Manager
3. Project Assurance
4. Change Authority
5. Team Manager
6. Project Support

5.3.2.2
5.3.2.6
5.3.2.3
5.3.2.4
5.3.2.7
5.3.2.8

02

04

What a stakeholder is

5.2.5

02

05

The purpose of the Communication Management Strategy

A.4.1, 5.3.5.3

02

06

How the four levels of the project management structure apply to the
process model

02

07

The relationship between the Communication Management Strategy and


other products and themes

02

08

The recommended composition of a Communication Management


Strategy, in which process(es) it is developed, used and reviewed and
which roles are responsible for this

5.3.1

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

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

Be able to apply and tailor the relevant aspects of the Organization theme to
a project scenario, when creating products or making decisions related to
this theme, in any or all of the processes.
Specifically to:
03

01

Identify an appropriate project management team structure and role


descriptions, including acceptable role consolidations or sharing

5.3.2, C

03

02

Identify appropriate information, using the recommended composition, for


inclusion in a Communication Management Strategy

A.4.2

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Be able to identify, analyse and distinguish between appropriate and


inappropriate application of the Organization theme throughout the life-cycle
of a project scenario.
Specifically to analyse:
04

01

Whether the following products, using the recommended composition, are


fit for purpose, with reasons, and whether the correct roles have been
involved in their development and maintenance throughout the life of a
project. Including:
1. Project management team structure
2. Communication Management Strategy

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5.3.2, C/Table 5.1


A.4.2

Owner Chief Examiner

QU
Level

Primary
Manual
Reference

Quality (QU) Theme

Practitioner

Syllabus Area :

Foundation

Syllabus
Area
Code

Topic

Know facts, terms and concepts relating to the Quality theme.


Specifically to recall the:
01

01

Recall the recommended quality review team roles

6.3.2.1

6.1

6.2.6
Tab 6.1

Understand how the Quality theme relates to the principles; the approach to
the treatment of this theme; how it is applied throughout the project lifecycle and the responsibilities involved.
Specifically to identify:
02

01

The purpose of the Quality theme

02

02

The difference between quality assurance and Project Assurance

02

03

The objectives of the quality review technique

6.3.2.1

02

04

The difference between quality planning, quality control and quality


assurance

6.3.1, 6.3.2, 6.2.6

02

05

The difference between customers quality expectations and acceptance


criteria

6.3.1.1, 6.3.1.2

02

06

The purpose of a:
1. Project Product Description
2. Product Description
3. Quality Register
4. Quality Management Strategy

02

07

The PRINCE2 approach to quality - quality audit trail

02

08

The recommended composition of a


1. Project Product Description
2. Product Description
3. Quality Register
4. Quality Management Strategy
and in which process(es) they are developed, used and reviewed and
which roles are responsible for this

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A.21.1
A.17.1
A.23.1
A.22.1

6.3
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, 18.4.45, C/Table 6.3

Owner Chief Examiner

Be able to apply and tailor the relevant aspects of the Quality theme to a
project scenario, when creating products or making decisions related to
this theme, in any or all of the processes.
Specifically to:
03

01

Identify appropriate information, using the recommended composition, for


inclusion in the products listed in 0208 above

03

02

Identify appropriate actions and responsibilities when applying the quality


review technique to a given product

6.3.2.1

03

03

Identify appropriate actions and responsibilities when applying quality


planning and quality control to a given project

6.3.1, 6.3.2

Be able to identify, analyse and distinguish between appropriate and


inappropriate application of the Quality theme throughout the life-cycle of a
project scenario.
Specifically to analyse:
04

01

Whether the products listed in 0208 above, using the recommended


composition, are fit for purpose, with reasons, and whether the
appropriate roles have been involved in their development and
maintenance throughout the life of a project

04

02

Use of the quality review technique for a given product

04

03

Whether quality planning activities have been, or are scheduled to be,


undertaken appropriately during the execution of a project, with reasons,
and whether the appropriate roles have been involved. Including:

04

04

Understanding and documenting the customers quality


expectations and the projects acceptance criteria in the Project
Product Description

Formulating a Quality Management Strategy and setting up a


Quality Register

Whether quality control activities have been, or are scheduled to be,


undertaken appropriately during the execution of a project, with reasons,
and whether the appropriate roles have been involved. Including:

Carrying out the quality methods

Maintaining quality and approval records

Gaining acceptance

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6.3.2.1
6.3.1
6.3.1.1
6.3.1.2
6.3.1.3
6.3.1.4
6.3.1.6
6.3.2
6.3.2.1
6.3.2.2
6.3.2.3
6.3.2.4

Owner Chief Examiner

PL
Level

Primary
Manual
Reference

Plans (PL) Theme

Practitioner

Syllabus Area :

Foundation

Syllabus
Area
Code

Topic

Know the facts, terms and concepts relating to the Plans theme.
Specifically to recall the:
01

01

Levels of plan recommended by PRINCE2

7.2.3

01

02

Four tasks of product-based planning

7.3.3

7.1

Understand how the Plans theme relates to the principles; the approach to
the treatment of this theme; how it is applied throughout the project lifecycle and the responsibilities involved.
Specifically to identify:
02

01

The purpose of the Plans theme

02

02

The levels of plans, their purpose and the interrelationship between the:
1. Project Plan
2. Stage Plans
3. Team Plans
4. Exception Plan

02

03

The tasks within the product-based planning technique

02

04

The recommended composition of a Plan, in which process(es) it is


developed, used and reviewed, and which roles are responsible for this

7.2.3-7

7.3.3.1-4 App D

A.16.2, 7.2.3, 7.3.37.3.8, 12.4.6, 13.4.113.4.3, 13.4.5, 14.4.6,


14.4.7, 15.4.1-8, 16.4.13, 17.4.4, 18.4.1, C/
Table 7.1

A.16.2, 7.3.3-7.3.8

Be able to apply and tailor the relevant aspects of the Plans theme to a
project scenario, when creating products or making decisions related to
this theme, in any or all of the processes.
Specifically to:
03

01

Identify appropriate information, using the recommended composition, for


inclusion in a Plan (excluding the schedule)

03

02

Identify the appropriate actions and responsibilities when applying the


product-based planning technique, including the creation of Product
Descriptions, a product breakdown structure and a product flow diagram

7.3.3.1-4, D

Be able to identify, analyse and distinguish between appropriate and


inappropriate application of the Plans theme throughout the life-cycle of a
project scenario.
Specifically to analyse:
04

04

01

02

Whether a Plan (excluding the schedule), using the recommended


composition, is fit for its purpose, with reasons, and whether the
appropriate roles have been involved in its development and
maintenance throughout the life of a project

Whether the Product-based planning technique has been applied


appropriately. This should include analysing the appropriate application of
Product Descriptions, a product breakdown structure and a product flow
diagram, with reasons

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A.16.2, 7.3.3-7.3.8,
C/Table 7.1
7.3.3.1-4, D

Owner Chief Examiner

RK
Level

Primary
Manual
Reference

Risk (RK) Theme

Practitioner

Syllabus Area :

Foundation

Syllabus
Area
Code

Topic

Know facts, terms and concepts relating to the Risk theme.


Specifically to recall the:
01

01

The definition of a risk and the difference between a threat and an


opportunity

8.2.1

01

02

The recommended risk response types and whether they are used to
respond to a threat or an opportunity.

Fig 8.7, Tab 8.2

01

03

The difference between a risk owner and a risk actionee

8.3.5.4

8.1

Understand how the Risk theme relates to the principles; the approach to the
treatment of this theme; how it is applied throughout the project life-cycle
and the responsibilities involved.
Specifically to identify:
02

01

The purpose of the Risk theme

02

02

The steps within the recommended risk management procedure. This


should include:

Identify the context and therefore the influences on a projects


Risk Management Strategy

Identify the threats and opportunities that may affect a projects


objectives

Estimate risks to assess their probability, impact and proximity

Evaluate the net effect of all risks on a project when aggregated


together

Plan risk management responses

Implement planned risk management responses, identifying an


appropriate risk owner and/or risk actionee

Communicate information related to risks, both within the project


and externally to stakeholders

8.3.5
8.2.2
8.3.5.1
8.2.1
8.3.5.2

8.3.5.3
8.3.5.4
8.3.5.5

02

03

The purpose of a risk budget

8.3.6

02

04

The risk probability, risk impact and risk proximity

8.3.5.2

02

05

The difference between cause, event and effect when expressing a risk

8.3.5.1

02

06

The purpose of a:
1. Risk Management Strategy
2. Risk Register

A.24.1
A.25.1

8.3.2, 8.3.3

02

07

The concept of risk appetite and risk tolerance

02

08

The recommended composition of a


1. Risk Management Strategy
2. Risk Register
and in which process(es) they are developed, used and reviewed, and
which roles are responsible for this

A.24.2, A.25.2, 8.3.3-4,


13.4.2, 13.4.5, 14.4.1-7,
15.4.1-2, 15.4.4-8,
16.4.1, 17.4.1-5, 18.4.35, C/Table 8.2 & 8.3

The concept of inherent, secondary and residual risks

8.3.5.3

02

09

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Owner Chief Examiner

Be able to apply and tailor the relevant aspects of the Risk theme to a project
scenario, when creating products or making decisions related to this theme,
in any or all of the processes.
Specifically to:
03

01

Identify appropriate information, using the recommended composition, for


inclusion in the products listed in 0208 above

03

02

Identify the appropriate actions and responsibilities when applying the


steps within the recommended risk management procedure, as listed in
0202 above

8.3.5 C/Table 8.2 & 8.3

Identify primary and secondary risks and estimate inherent and residual
risks

8.3.5.3

03

03

Be able to identify, analyse and distinguish between appropriate and


inappropriate application of the Risk theme throughout the life-cycle of a
project scenario.
Specifically to analyse:
04

04

01

02

Whether the products listed in 0208 above, using the recommended


composition, are fit for purpose, with reasons, and whether the appropriate
roles have been involved in their development and maintenance
throughout the life of a project

Whether activities undertaken during the execution of the recommended


risk management procedure (listed in 0202 above) are appropriate, with
reasons, and whether the appropriate roles have been involved

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8.3.5 C/Table 8.2 & 8.3

Owner Chief Examiner

CH
Level

Primary
Manual
Reference

Change (CH) Theme

Practitioner

Syllabus Area :

Foundation

Syllabus
Area
Code

Topic

Know facts, terms and concepts relating to the Change theme.


Specifically to recall the:
01

01

Three types of issue

9.2.4, Tab 9.1

01

02

Five typical activities of configuration management

9.3.2

Understand how the Change theme relates to the principles; the approach to
the treatment of this theme; how it is applied throughout the project life-cycle
and the responsibilities involved.
Specifically to identify:
02

01

The purpose of the Change theme

9.1

02

02

The purpose of a change budget

9.3.1.1

02

03

The purpose of a:
1. Configuration Management Strategy
2. Configuration Item Record
3. Issue Report
4. Issue Register
5. Product Status Account

A.6.1
A.5.1
A.13.1/2
A.12.1/2
A.18.1

02

04

The steps in the recommended issue and change control procedure

02

05

In which process(es) issues are captured and managed, and which roles are
responsible

SU, 15.4.6-8,
C/Table 9.2 and 9.3

02

06

In which process(es) a change budget and a Change Authority are agreed


and which roles are responsible

14.4.2, 13.4.2, C.1.1

02

07

The recommended composition of a:


1. Configuration Management Strategy
2. Configuration Item Record
3. Issue Report
4. Issue Register
5. Product Status Account
and in which process(es) they are developed, used and reviewed, and which
roles are responsible for this

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9.3.3, 9.3.3.1-5

A.6.2
A.5.2
A.13.2
A.12.2
A.18.2
9.3.1, 14.4.2,
14.4.6, 15.4.1-4,
15.4.6-8, 16.4.2,
17.4.1-3, 17.4.5,
18.4.2-5, C/Table
9.2 and 9.3

Owner Chief Examiner

Be able to apply and tailor the relevant aspects of the Change theme to a
project scenario, when creating products or making decisions related to this
theme, in any or all of the processes.
Specifically to:
03

01

Identify appropriate information, using the recommended composition, for


inclusion in the products listed in 0207 above

03

02

Identify the appropriate type for a given issue

9.2.4

03

03

Identify the appropriate actions and responsibilities when applying the


recommended issue and change control procedure

9.3.3

03

04

Identify appropriate resource(s) for the role of Change Authority

9.3.1.1, C.8

03

05

Identify the appropriate actions and responsibilities when applying the typical
activities of configuration management

9.3.2

Be able to identify, analyse and distinguish between appropriate and


inappropriate application of the Change theme throughout the life-cycle of a
project scenario.
Specifically to analyse:
04

04

01

02

Whether the products listed in 0207 above, using the recommended


composition, are fit for purpose, with reasons, and whether the appropriate
roles have been involved in their development and maintenance throughout
the life of a project
Whether activities undertaken during the execution of the recommended
issue and change control procedure are appropriate, with reasons, and
whether the appropriate roles have been involved. Including activities
associated with:

04

03

Capturing and analyzing to determine the type of issue and whether


it can be managed informally or formally

Examining an issue to determine its impact

Proposing a course of action

Deciding on appropriate course of action

Implementing agreed action

9.3.3

9.3.3.1
9.3.3.2
9.3.3.3
9.3.3.4
9.3.3.5
C/Table 9.2 and 9.3

Whether the typical activities of configuration management have been


undertaken appropriately, with reasons, and whether the appropriate roles
have been involved. Including activities associated with:

Planning what level of configuration management is required

Identifying configuration items

Controlling configuration items

Status accounting

Verifying and auditing configuration items

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9.3.2
C/Table 9.2 and 9.3

Owner Chief Examiner

PG
Level

Primary
Manual
Reference

Progress (PG) Theme

Practitioner

Syllabus Area :

Foundation

Syllabus
Area
Code

Topic

Know facts, terms and concepts relating to the Progress theme.


Specifically to recall the:
01

01

Lines of authority and reporting between the four levels of management

10.3.1.1, 10.3.3.4

Understand how the Progress theme relates to the principles; the approach to
the treatment of this theme; how it is applied throughout the project life-cycle
and the responsibilities involved.
Specifically to identify:
02

01

The difference between event-driven and time-driven controls

10.3.3

02

02

The purpose of the Progress theme

10.1

02

03

The concept of management stages and the difference between


management and technical stages

10.3.2, 10.3.2.3

02

04

The factors to consider in identifying management stages

10.3.2.1 - 3

02

05

Tolerance(s): when and how tolerances are set and exceptions reported, in
which management products tolerances are documented and how
management by exception applies to the different levels of management

10.2.3, 10.3.1.1,
10.3.4

The purpose of a:
1. Daily Log
2. Lessons Log
3. Work Package

02

02

02

02

06

07

08

09

The purpose of a:
1. End Stage Report
2. End Project Report
3. Lessons Report
The purpose of a:
1. Checkpoint Report
2. Highlight Report
3. Exception Report
The recommended composition of a:
1. Work Package
2. Lessons Log
3. Checkpoint Report
4. Highlight Report
5. End Stage Report
6. Exception Report
7. End Project Report
8. Lessons Report
and in which process(es) they are developed, used and reviewed, and which
roles are responsible for this

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A.7.1
A.14.1
A.26.1
A.9.1
A.8.1
A.15.1

A.3.1
A.11.1
A.10.1

A.26.2
A.14.2
A.3.2
A.11.2
A.9.2
A.10.2
A.8.2
A.15.2
15.4.1-2, 16.4.1-2,
12.4.2, 15.4.5
13.4.3-5, 17.4.4
15.4.7, 18.4.4,
C/Table 10.2

Owner Chief Examiner

Be able to apply and tailor the relevant aspects of the Progress theme to a
project scenario, when creating products or making decisions related to this
theme, in any or all of the processes.
Specifically to:
03

01

Identify appropriate information, using the recommended composition, for


inclusion in the products listed in 0209 above

03

02

Identify the appropriate actions and responsibilities when applying the


concept of management by exception

2.5, 10.2.3, 10.3.1,


10.3.1.1, 10.3.4,
Tab 10.1

Be able to identify, analyse and distinguish between appropriate and


inappropriate application of the Progress theme throughout the life-cycle of a
project scenario.
Specifically to analyse:
04

04

01

02

Whether the products listed in 0209 above, using the recommended


composition, are fit for purpose, with reasons, and whether the appropriate
roles have been involved in their development and maintenance throughout
the life of a project

Whether activities undertaken to manage by exception during the execution


of the project were applied appropriately, with reasons, and whether the
appropriate roles have been involved.

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2.5, 10.2.3, 10.3.1,


10.3.1.1, 10.3.4,
C/Table 10.1 & 10.2

Owner Chief Examiner

SU
Level

Primary
Manual
Reference

Starting up a Project (SU) Process

Practitioner

Syllabus Area :

Foundation

Syllabus
Area
Code

Topic

Understand the SU process and how it can be applied and tailored on a


project.
Specifically to identify:
02

01

The purpose of the SU process

12.1

02

02

The objectives of the SU process

12.2

02

03

The context of the SU process

12.3

02

04

The purpose of a Project Brief

A.19.1

02

05

The following activities within the SU process and the responsibilities within
them:

Appointing the Executive and the Project Manager

Capturing previous lessons

Designing and appointing the project management team

Preparing the outline Business Case

Selecting the project approach and assembling the Project Brief

Planning the initiation stage

12.4.1
12.4.2
12.4.3
12.4.4
12.4.5
12.4.6

02

06

How the seven themes may be applied within the SU process

12

02

07

The recommended composition of a Project Brief and in which process(es) it


is developed, used and reviewed, and which roles are responsible

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

Be able to apply the SU process, tailoring the recommended activities and


actions where appropriate, to a project scenario.
Specifically to:
03

01

Identify appropriate information, using the recommended composition, for


inclusion in the Project Brief

A.19.2

03

02

Identify the recommended SU process actions when carrying out the


activities listed in 0205 above

12.4

Whether the Project Brief, using the recommended composition, is fit for its
purpose, with reasons, and whether the appropriate roles have been
involved in its development and maintenance throughout the SU process

A.19.2, 12.4

Whether the recommended SU process actions have been undertaken


appropriately, with reasons, and whether the appropriate roles have been
involved when carrying out the activities listed in 0205 above

12.4

Be able to identify, analyse and distinguish between appropriate and


inappropriate application of the SU process to a project scenario.
Specifically to analyse:
04

04

01

02

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Owner Chief Examiner

DP
Level

Primary
Manual
Reference

Directing a Project (DP) Process

Practitioner

Syllabus Area :

Foundation

Syllabus
Area
Code

Topic

Understand the DP process and how it can be applied and tailored on a


project.
Specifically to identify:
02

01

The purpose of the DP process

13.1

02

02

The objectives of the DP process

13.2

02

03

The context of the DP process

13.3

02

04

The following activities within the DP process and the responsibilities within
them:

02

05

Authorizing initiation

Authorizing the project

Authorizing a Stage or Exception Plan

Giving ad hoc direction

Authorizing project closure

How the seven themes may be applied within the DP process

13.4.1
13.4.2
13.4.3
13.4.4
13.4.5

13

13.4

Be able to identify, analyse and distinguish between appropriate and


inappropriate application of the DP process to a project scenario.
Specifically to analyse:
04

01

Whether the recommended DP process actions have been undertaken


appropriately, with reasons, and whether the appropriate roles have been
involved when carrying out the activities listed in 0204 above

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Owner Chief Examiner

IP
Level

Primary
Manual
Reference

Initiating a Project (IP) Process

Practitioner

Syllabus Area :

Foundation

Syllabus
Area
Code

Topic

Understand the IP process and how it can be applied and tailored on a project.
Specifically to identify:
02

01

The purpose of the IP process

14.1

02

02

The objectives of the IP process

14.2

02

03

The context of the IP process

14.3

02

04

The purpose of a Project Initiation Documentation (PID)

A.20.1

02

05

The following activities within the IP process and the responsibilities within
them:

Pre