PURPOSE, OBJECTIVES and RELATIONSHIP WITH THEMES
PRINCE2® 2017 PROCESSES by lizz robb yellowhouse.net
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Authorize a Work Package
Agree on the tailoring requirements
Prepare the Risk Management Approach
Prepare the Change Control Approach
Prepare the Quality Management Approach
Review Work Package status
Plan the next management stage
Update the Project Plan
Report management stage end
Update the Business Case
Receive completed Work Package
Review the management stage status
IP8
Refine the Business Case
Create the Project Plan
Set up the project controls
Prepare the Communication Management Approach
Report highlights
Capture and examine issues and risks
IP9
Take corrective action
Assemble the Project Initiation Documentation Designing the Plan
De ning and analyzing the products
The PRINCE2ÂŽ Accredited Training Organization logo is a trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved. Yellowhouse is an AXELOS Accredited Training Organization (ATO).
Produce an Exception Plan
Escalate issues and risks
Identifying activities and dependencies
Preparing estimates
Preparing a schedule
Documenting a plan
Analyzing risks to a plan
Corporate, programme management or the customer
Project mandate
Initiation notification
Direction
DP1 Authorize initiation
Project authorization notification
Project Board request for advice
DP2 Authorize the project
DP3 Authorize a Stage or Exception Plan
DP4 Give ad hoc direction
Starting up a Project SU1 Appoint the Executive and the Project Manager
SU2 Capture previous lessons
Management
SU4 Prepare the outline Business Case
Request to initiate a project
SU3 Design and appoint the project management team
SU5 Select the project approach and assemble the Project Brief
SU6 Plan the initiation stage
Initiating a Project
Closure recommendation
Closing a Project SB5 Produce an Exception Plan
SB3 Update the Business Case
CP2 Prepare premature closure
SB1 Plan the next management stage
IP4 Prepare the Quality Management Approach
CP1 Prepare planned closure CP3 Hand over products
CP4 Evaluate the project
Exception raised Request for advice
Stage boundary approaching
IP5 Prepare the Communication Management Approach
Project end approaching
CP5 Recommend project closure
Controlling a Stage
CS8 Take corrective action
CS7 Escalate issues and risks
IP7 Create the Project Plan
CS1 Authorize a Work Package
CS4 Review the management stage status
CS5 Report highlights
CS6 Capture and examine issues and risks
CS3 Receive completed Work Package
CS2 Review Work Package status
Authority to deliver a Work Package
IP9 Assemble the Project Initiation Documentation
Delivery
Premature closure
SB2 Update the Project Plan
IP3 Prepare the Change Control Approach
IP8 Refine the Business Case
Project Board advice
Managing a Stage Boundary SB4 Report management stage end
IP2 Prepare the Risk Management Approach
IP6 Set up the project controls
DP5 Authorize project closure
Request to approve Exception Plan Request to approve next Stage Plan
Request to deliver a project
IP1 Agree the tailoring requirements
Closure notification
Directing a Project
Stage Authorization Exception Plan approved
Exception Plan request
Authority to initiate a project
Corporate advice and decisions
Completed Work Package
MP1 Accept a Work Package
MP2 Execute a Work Package
MP3 Deliver a Work Package
The PRINCE2ÂŽ Accredited Training Organization logo is a trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved. Yellowhouse is an AXELOS Accredited Training Organization (ATO).
Managing Product Delivery
To ensure prerequisites for Initiating a Project are in place
Purpose of Starting up a Project (SU)
• Do we have a viable and worthwhile project?
To do the minimum necessary to decide if it is worthwhile to initiate a project
To prevent poorly conceived projects from being initiated
SU is a pre-project process
The PRINCE2ÂŽ Accredited Training Organization logo \is a trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved. Yellowhouse is an AXELOS Accredited Training Organization (ATO)
Business justification
To appoint the Project Management Team
Objectives of Starting Up a Project
• To ensure that key roles and responsibilities are allocated before a decision is made to initiate a project
Necessary authorities
Sufficient information is sought to define and confirm the scope of the project
The project approach is selected
Individuals are appointed for the Initiation Stage
The work of Initiation is planned
Time is not wasted on Initiation if there aren’t sufficient grounds to proceed
Relationship between Starting up a Project and the Themes Plans Risk Organization Quality Business Case Not
and
Purpose of Directing a Project (DP)
• To enable the Project Board to be accountable for the project’s success by • Making key decisions • Exercising overall control • Delegating day-to-day management of the project to the Project Manager on a stage by stage basis • Starts after SU
Objectives of Directing a Project
Authority to initiate the project
Authority to deliver the project’s products
Provision for management direction and control
Ensuring that Corporate or programme management interface to the project
Authority to close the project
Plans for realizing postproject benefits
Relationship between Directing a Project and the Themes Change Plans Progress Risk Organization Quality Business Case
To establish solid foundations for the project
Purpose of Initiating a Project (IP)
To enable the organization to understand the work to be done to deliver the project’s products
Before committing to a significant spend (financial investment)
Objectives of IP
• To ensure a common understanding of: • The reasons for the project, benefits expected and associated risks • Quality requirements • Who is to be involved • What is to be done (scope) • When things will get done • How progress will be monitored and controlled • Communication requirements • How the project management method will be tailored
• To ensure that baselines are established and controlled
Relationship between Initiating a Project and the Themes Change Plans Risk Organization Quality Business Case Not
• To deal with issues
Purpose of Controlling a Stage (CS)
• To report progress to the Project Board • To take corrective action to ensure the stage remains within tolerance • Used to manage and control each delivery stage of a project • Ensures focus on delivery of a stage’s products and avoids uncontrolled change • To select and implement actions that will resolve deviations from a plan within tolerance
Attention is focused on delivery of the stage’s products Risks and issues are kept under control
Objectives of Controlling a Stage
The Business Case is kept under review The agreed products for the stage are delivered within the required constraints The project management team is focused on delivery within the tolerances Monitor work that has been assigned to a Project Manager
Relationship between Controlling a Stage and the Themes Change Plans
Progress Risk Organization Quality Not
To control the link between the Project M anager and the Team M anager(s) by placing formal requirements on
Purpose of Managing Product Delivery (MP)
• Accepting, executing and delivering project work
In a commercial environment, this process links the Team M anager and the PRINCE2 method used in a project The role of the Team M anager is to coordinate an area of work The Team M anager can come from the customer’s organization or could be from an external party
• To deliver one or more of the project’s products
Objectives of Managing Product Delivery
Work on products allocated to the team is authorized and agreed
Team Managers, team members and suppliers are clear about what is to be produced
The planned products are delivered to requirements/tolerance
Accurate progress information is provided to the Project Manager
Relationship between Managing Product Delivery and the Themes Change Plans Progress Risk Quality Not
and
Purpose of Managing a Stage Boundary (SB)
To enable the Project Board to have enough information from the Project Manager so it can
Projects do not always go to plan so the Project Board may also need to
Review the success of the current stage
Approve an Exception Plan
Approve the next Stage Plan
Review the updated Project Plan
Confirm continued business justification and acceptability of the risks
Objectives of Managing a Stage Boundary
Provide
Provide the Project Board with information on the performance of the current stage
Assure
Assure the Project Board that all products in the Stage Plan for the current stage have been completed and approved
Prepare
Prepare the Stage Plan for the next stage
Review and update
Review and update, if necessary, the Project Management Team Structure and role descriptions Review and update (if necessary) the PID
Provide
Provide information necessary for the Board to assess the project’s ongoing viability
Record
Record any information or lessons for later stages
Request
Request authorization for the next stage
Relationship between Managing a Stage Boundary and the Themes Plans Progress Risk Organization Quality Business Case Not
Purpose of Closing a Project (CP)
To provide a fixed point at which acceptance for the project product is confirmed
It supports the Principle of Learn from experience
To recognise that objectives set out in the original PID have been achieved or that the project has nothing more to contribute
Objectives of Closing a Project
Verify user acceptance of the project’s products
Ensure that the host site is able to support the products on project closure
Review project performance against baselines
Assess benefits already realized
Deal with on-going issues and risks through follow-on action recommendations
To recognize whether or not objectives set out in the original PID have been achieved
Relationship between Closing a Project and the Themes Plans Progress Risk Organization Quality Business Case Not
Processes
Themes
Relationship between the Processes and the Themes Starting up a Project Directing a Project Initiating a Project Controlling a Stage Managing Product Delivery Managing a Stage Boundary Closing a Project
Change
Plans
Progress
Risk
Organization
Quality
Business Case
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