PRINCE22009workbook

PRINCE2precoursereading
&
Thesearethesevenmainaspectsofprojectmanagementthatmustbeaddressedineveryproject.Like
theprocessesthethemesshouldbetailoredtoeachproject.
BusinessCase
Toensurecontinuedinvestmentaprojectmustremainjustified,theBusinessCasemanagement
productshoulddemonstratethattheprojectisdesirable,achievableandviable.TheoutlineBusiness
CaseisdevelopedintheprocessStartingupaProject,andthenrefinedinInitiatingaProject.The
BusinessCaseisreviewedateachstageboundary.Theproject'sbenefitsarereviewedaccordingtothe
BenefitsReviewPlanbothduringandaftertheproject.
Organisation
Therolesandresponsibilitiesdefinedintheprojectmakeuptheorganisationalstructure,andare
createdinStartingupaProject.Roledescriptions,notjobdescriptionsaredefinedtoenableflexibility
inthenumberofindividualsrequiredtofulfilarole.TherolesincludetheProjectBoardasthedecision
makingauthoritytaskedwithdirectingtheprojectandlookingafterthethreeinterestsoftheproject:
Business(Executive),User(SeniorUser)andSupplier(SeniorSupplier).ThoseontheProjectBoard
havetheoptiontodelegatesomeoftheirresponsibilitiestootherroles:ProjectAssurancetoevaluate
performanceandproductsandChangeAuthority,toauthoriserequestsforchangeoroff-specifications.
TheroletaskedwithmanagingtheprojectistheProjectManager,whomustmanagetheprojectona
day-to-daybasisusingtheStagePlanasthebaselineforprogresscontrol.TheTeamManagerdelivers
theproductsandmayormaynothavebeenappointedasaseparateperson(s),ifnotthenthedelivery
workfallstotheProjectManager.
Quality
Theprojectisexpectedtodeliverproductswhichareinturnexpectedtomeetacertainlevelofquality.
Therearetwomainaspectsofquality:planningandcontrol.Aspartofplanning,qualityfortheproject
isdescribedinthecustomer'squalityexpectationsanddefinedtheacceptancecriteria.Thequality
standardsthatmustbemetareoutlinedinthequalitymanagementstrategywhichiscreatedin
InitiatingaProjectandthequalityforeachproductisspecifiedintheProductDescriptions.Controlling
thequalityoftheproductsmeansimplementingaqualitymethodandallocatingqualityresponsibilities,
trackedformallyintheQualityRegister.
Version5.1 Page 3 of 44 8/7/2009
Plans
Therearethreelevelsofplans,whichmatchthethreelevelsofmanagement.Theseareproject,stage
andteam.ProjectandStagePlansarereplacedwithanExceptionPlanwhenrequestedbytheProject
Board.Theapproachtoplansfollowsstepsthatuseproductbasedplanningasacoreaspectof
constructingtheplan,forthisreasonproductdescriptions,productbreakdownstructuresandproduct
flowdiagramsneedtobecreated,inadditiontoidentifyingactivities,estimatesandaschedule.
Risk
Risksincludebothopportunitiesandthreats,withassociatedresponsesthataffecteithertheimpactor
likelihoodoftherisk.Theapproachtheprojecttakestorisk,includingprioritisationandseverityscales,
isdocumentedintheRiskManagementStrategycreatedinInitiatingaProject.Anyriskmanagement
procedureisexpectedtofollowthestepsa)identifythecontextandtherisk,b)assesstheimpactand
evaluatetherisk,c)plantheresponse,d)implementitallwhilee)communicatingwithrelevant
stakeholders.
Change
Thisincludesdealingwithissuesthatcouldchangebaselinesandconfigurationmanagementof
products.Theprocedurestoimplementchangeandconfigurationmanagementarefoundinthe
ConfigurationManagementStrategy.EachissueisdealtwithaseitheraRequestforChange,Off-
specificationorproblem/concern.

PRINCE22009workbook
PRINCE2precoursereading
Progress
Progressisaboutcomparingwhathashappenedwithwhatwashopedwouldhappen.TheProjectPlan
andStagePlanareusedasthebaselineofwhatwashopedwouldhappen,andthecurrentreportsand
registersareusedtomeasurethecurrentsituation.Tolerancesareusedtoimplementmanagementby
exceptionsoescalationsaremadewhennecessary,allowingworktobedonewithout
micromanagement.Thelevelsofauthoritydefinewhoassesseswhatprogressatwhatlevel.Thelevels
arecorporateorprogrammemanagement,ProjectBoard(whomeasureprojectprogressusingthe
ProjectPlanandHighlightReports),ProjectManager(whomeasuresteamprogressusingtheStage
PlanandCheckpointReports)andTeamManager.
Version5.1 Page 4 of 44 8/7/2009

PRINCE22009workbook
PRINCE2precoursereading
%" && &
Likearecipeforacake,PRINCE2canbebrokendownintoingredientsandsteps.Theingredientsare
representedbythethemesandthestepsarerepresentedbyprocesses.Thereare7processesin
PRINCE2andwithineachareactivitiestocarryouttheworkforeachprocess.Withineachprocessthe
activitynamesareagooddescriptorofthemainworktobecarriedoutandindicateinmanycasesthe
managementproducttobecreatedorupdated.
Version5.1 Page 5 of 44 8/7/2009

PRINCE22009workbook
PRINCE2precoursereading
StartingupaProject
CorporateorprogrammemanagementappointtheExecutiveandProjectManager,whothenwork
togethertocreatetheProjectBriefandInitiationStagePlan.Thisworkisdonepriortotheproject
starting,henceitiscalledpreprojectpreparation.Thecustomer'squalityexpectations,theProject
ProductDescriptionandtheacceptancecriteria.Allofwhichmaybemodifiedfurtherbutshouldbe
sufficienttojustifycommitmentoffurtherresourcesbytheappointedProjectBoardintheprocess
DirectingaProject.
DirectingaProject
ThisistheworkperformedbytheProjectBoardwhodirecttheProjectManager.Theirfirstactivityisto
authoriseinitiationmeaningthattheycommitmentresourcestoplanfortheproject.Foreverystage
(includingtheinitiationstage)thestageplanisapproved,asareanyexceptionplanswheretolerances
arethreatenedandanewplanisrequested.Theprojectisauthorisedafterinitiation,basedonthe
BusinessCasejustifyingtheprojectasdesirable,achievableandviable.ThefinalactivitybytheProject
Boardisapprovingtheclosureoftheproject,performedafterthelaststage.
InitiatingaProject
OnceinitiationisauthorisedbytheProjectBoardtheProjectManagercreatesthemanagement
strategiesoftheproject:quality,risk,configurationandcommunication.Thesedescribehowcorporate
orprogrammemanagementstandardswillbeappliedintheproject,theformalityoftheirapplication,
tailoringandrelevantprocedurestobefollowed.Usingthestrategiestheprojectisplanned,controls
arespecified,andtheBusinessCaseisrefined.Allmanagementproductsareassembledtoconstitute
theProjectInitiationDocumentationrequiredtojustifythecommitmentofresourcesfortheprojectand
providethebaselinefortheProjectBoardtomeasuretheproject'sprogress.Thenextstageisplanned
usingManagingaStageBoundaryandauthorisationforboththeprojectandstageissoughtfromthe
ProjectBoard.
ControllingaStage
ThisiswheretheProjectManagerfocusesattentionsonceapprovalfromtheProjectBoardhasbeen
giventocommencethestage.Thisprocessisabouttwomainthings:dealingwithissuesanddriving
theworkperformedbytheTeamManager(s).Issuesandrisksarecaptured,thenanalysed,ifwithin
tolerancescorrectiveactionistaken,ifnottheyareescalated.Monitoringthestagestatusensuresthat
anythreatstotolerancesareforecastratherthanrealised.WorktobeperformedbytheTeam
Managersisauthorised,reviewedandreceivedthroughWorkPackages,whichcontaintherequired
ProductDescriptions.
Version5.1 Page 6 of 44 8/7/2009
ManagingProductDelivery
ThisistheworkperformedbyTeamManagersifthereareTeamManagersontheproject.Itinvolves
accepting,executinganddeliveringaWorkPackage,maynotusePRINCE2andalthoughmanagedby
theProjectManageritmaynotbeoverseenbytheProjectManager.
ManagingaStageBoundary
Eachstage,otherthantheinitiationstage,requiresaStagePlantobeplannedbytheProjectManager
inManagingaStageBoundary.Withinastageboundarythepreviousstageisreviewedandthenext
stageisplanned.TheBusinessCaseandProjectPlanareupdated.IftheProjectorStagePlanisin
exceptionthentheplantobecreatediscalledanExceptionPlan,replacingthestageinexceptionfrom
thepointoftheexceptiontotheoriginalplan'scompletion.
ClosingaProject
OncetheprojectiseitherclosedprematurelybyarequestfromtheProjectBoardorclosedasplanned
theProjectManagerhandsoveranyremainingproducts,theprojectisevaluatedanditis
recommendedforclosure.TheProjectBoardactivityfollowingthisprocessisauthoriseprojectclosure.

PRINCE22009workbook
PRINCE2precoursereading
PRINCE2chart
Version5.1 Page 7 of 44 8/7/2009
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