Presentation on theme: "Project management method PRINCE2 Theory vs. Practice"— Presentation transcript:
1 Project management method PRINCE2 Theory vs. Practice Harry Duys Head of Departement Communications Infrastructure UCI June
2 (not very project management like) Table of contentWe will see !(not very project management like)
3 Who am I ?I’m Harry DuysInformatics at Radboud University NijmegenExperience:- Software development Network protocols- Software development Image processing- Software development Neural Networking- Network engineering- System engineering- Project managementCurrent job:Head Department Communication Infrastructure UCI
4 UCI (Universitair Centrum Informatievoorziening) Central supplier of ICT-services (about 150) at RUThe most important ones are:- Development en maintenance network infrastructure- Development, implementation and maintenanceconcern systems (financial, employee information, etc.)- Development en maintenance information systems,websites and multimedia systems- System- and Network engineering- Support of workstations- Selling and distributing software licenses
5 UCI (Universitair Centrum Informatievoorziening) - About 25 projects, the most important ones are:- Zimbra implementation ( and calendar functionality)- Implementation S(torage)A(rea)N(etwork)/ N(etwork)A(ttached)S(torage) environment- Implementation second computer room (Gymnasion)- Wireless networking available everywhere on campus- Implementation Identity Management at RU (program of projects)- Etc.- Largest Clients:- University Nijmegen (Management Contract Board of the University)- Surfnet (Organization which supplies Universities, Schools for Middle and Higher Education and Research center's, with Internet connectivity and services)- Number of Employees: about 120
6 UCI (Universitair Centrum Informatievoorziening) For the UCI-organization it is fundamental (to stay “alive”) that there is:Control of time, money, results and quality.
7 Some facts In general (problem for a lot of organizations): Half of the projects come to endCosts are twice as high as estimatedLasted two time longer as estimatedThe results were insufficient (not the required functionality and or bad quality)
9 Some factsSo:Is it essential to improve the implementation of new productsProject management methods are essential to achieve that goal.
10 What is PRINCE2 ?PRojects IN Controlled EnvironmentsDeveloped by OGC (Office of Government Commerce) in 1989 and updated (PRINCE2) in 1996There is a register of PRINCE2 accredited ( for instance Ruysdael The counseling company) and certified persons (PRINCE2 practitioner and foundation).See:- PRINCE User group:
11 What is PRINCE2 ?PRINCE2 is a project management method.Developed to make sure a organization uses resources controlled and efficient and to handle risk in a effective way.PRINCE2 has several aspect that are common with other methods, but also distinguish elements such as:- The business case- A defined organization structure for the wholeProject. Tasks and responsibilities are defined.- The principal of management by exception- A product based planning- No predefined phases- Components and processes are defined.
12 What is PRINCE2 ?A generic method (PRINCE1 specific for IT-project management).It’s an international used, best-practice approach.Examining is possible (foundation en practitioner).Important: PRINCE2 does no recommendation about content of specialized activities to create products.So if the product is software you can use software engineering tools that you like, to create it.Important: PRINCE2 can be used for small and big projects, use only those aspects that are useful, but stick to the principles
14 Why PRINCE2 at UCI?First of all to improve control over money, time in the context of projects.Need for project management methods at several organizations within RU (UB, CF, CO, UCI)No standards for project management (only UCI had his own method).UCI-method already contained PRINCE2 aspectsIt is the de facto standard internationalCentral service possible (Project Support Office)One project management “language”Sharing knowledgeScalability advantagesA lot of (external) expertiseA lot of external party’s that are involved in projects use PRINCE2
15 A project according to PRINCE2 A managed (controlled) environmentCreated to deliver business productsAccording a specified business casePredefined temporary organizationPredefined resultPredefined specified amount of time
16 Characteristics of a PRINCE2 project A defined lifecycle that is endingDefined and measurable productsCorresponding activities to create productsDefined number of Human Resources and money and toolsOrganization structure with defined responsibilities.
17 The elements of PRINCE28 Processes- 8 Components- 3 Techniques
18 PRINCE2 Processes SU (starting up a Project) Research whether it’s useful to start the project and to create a management environmentIP (Initiating a Project)Setup the project environment and planning and get commitmentDP (Directing a Project)Activities of the board in relation to making decisions
19 PRINCE2 Processes CS (Controlling a Stage) Daily management of a phase (project manager).MP (Managing Product Delivery)Coordination by Team managers of operational activitiesSB (Managing Stage Boundaries)Preparation of decisions of the board by the project managerCP (Closing a Project)Controlled finishing of the projectPl (Planning)Creation of several plans during the lifecycle of the project.The processes are strictly related to management products thatare necessary for process and quality assurance.
21 PRINCE2 Components Business case Justification of the project OrganizationRoles, tasks, responsibilities, mandatesPlansDifferent kinds of plans that are necessaryControlsMechanisms to measure, drive, and splitting up in phases
22 PRINCE2 Components Management of Risk Analyzing and controlling of risksQuality in a Project EnvironmentMaking sure that the products have the Wright quality measuresConfiguration ManagementRegistration and managing the products of the projectChange ControlManaging changes and disruptions
24 PRINCE2 Techniques Product based Planning Change Control Technique Quality Review TechniqueJust Product based planning is obliged (fundamental inPRINCE2)
25 Business case Justification of the Project (reason and background) - Is the base of all decisionsJustification of the Project (reason and background)Contains all of the expected costs, benefits, and risksContains all of the expected changes in businessNO Business case NO Project
26 Business case Contains: Reasons to start the Project Chosen option (incl. possible options and “doing nothing”)Expected benefits (measurable)RisksCostsTimelineJudgment on InvestmentEvaluation
27 When to maintain the Business case? During SU (Outline Business case)- During IP (Detailed en specified Business case, enough for the project board to make it possible to decide for go/no go)- During CS (actualize Business case, for instance the costs can be higher than expected, still profitable to go on?)
28 Business caseIs an element of the Project Initiating Document (PID), which is output ofInitiating a Project.Inhoud1. Inleiding2. Achtergrond3. Projectdefinitie3.1. Doelstelling3.2. Aanpak3.3. Resultaten3.4. Afbakening3.5. Samenhang met andere projecten4. Aannames5. Initiële business case6. Projectorganisatie7. Communicatieplan8. Kwaliteitsbewaking9. Projectplanning
29 Business case Example: Project Initiating Document 9.1. Producten 9.2. Balkenplanning9.3. BegrotingTijdGeld10. Project controles10.1. Start10.2. Uitvoering10.3. Fasering10.4. Afsluiting11. Afwijkingen12. Risico’s en maatregelen13. Continuïteit
30 Business case example example: Implementing PRINCE2 as the Standard Project management method at RU for ICT-projects for theorganizations CO and CF)Het biedt meerdere voordelen om voor de gehele RU één endezelfde methode te hanteren: eenduidig taalgebruik, standaardopleiding en naslagmateriaal, schaalvoordeel, etc. Als daarbijwordt aangesloten bij een de-facto markstandaard op dit gebiedkomt daar nog het voordeel bij dat ook met externe organisatiesvaak in “dezelfde taal” kan worden gesproken, dat er gebruik kanworden gemaakt van een groot arsenaal aan aanwezige kennis bij diverse partijen en dat er standaard opleidingstrajectenvoorhanden zijn.
31 Business case example (cont’d) Dé de-facto standaard op het gebied vanprojectmanagement is momenteel Prince2 (PRojects In aControlled Environment, versie 2). Dit zijn louterkwalitatieve baten, zij zijn niet nader te kwantificeren.Omdat momenteel niet bekend is wat de kosten vanprojectmanagement zijn bij (beide clusters van) de RU,kan na invoering van Prince2 niet worden nagegaan ofdeze kosten omlaag zijn gegaan. Omdat er momenteelgeen kwaliteitsmetingen plaatsvinden op het gebied vanprojectmanagement bij (de clusters van) de RU, kan ookniet worden nagegaan of de kwaliteit van projectvoeringverbetert met de invoering van Prince2.
32 Business case exampleDe kosten van de invoering van Prince2 bestaan uit:de tijd van de medewerkers voor opleiding en certificering Prince2 Foundation: twee dagen training, één dag leren en examen per deelnemer: te financieren uit de reguliere opleidingsbudgetten van de medewerkers;tijd van het management voor deelname aan de workshops Prince2 voor Management: één dagdeel per deelnemer: te financieren uit hun persoonlijke opleidingsbudgetten;tijd van de stuurgroep, de projectleden en de klankbordgroep voor het uitvoeren van dit project en het realiseren van de resultaten: zie de projectbegroting (§ 9.3);externe kosten van de opleidingen, de workshops en ev. promomateriaal: zie de projectbegroting (§ 9.3).
33 Organization Corporate or Program Management Project Board (Senior User, Executive, Senior Supplier)Project Assurance Project Manager Project SupportTeam Manager
34 ResponsibilitiesCorporate or Program Management - Strategic management of all projects Project Board - Managing the project Project Manager - Managing the Project on daily bases Team Manager - Managing the Team on daily bases
35 ResponsibilitiesFrom above to below in hierarchy: - Decisions and budgets From below to above in hierarchy: - Products and reports
36 ResponsibilitiesThree roles in the Board (can be combined) but 1 person has the Role of ExecutiveThe Board has to manage the Project Manager (Management by Exception)1. Senior User (Interests of End users, defining Results, fit for purpose)2. Executive (Interests of Business, value for money)3. Senior Supplier (Interests of Supplier or Developer, make sure persons with the right skills)
37 Responsibilities Executive Is the person who is responsible for the project in relation to Corporate ManagementIs the person who is responsible for the Business CaseRelation between costs and benefitsMonitoring and controlling progressHelping in resolving problemsFormal closing of the projectProject review afterwards
38 Responsibilities Senior User Make sure that the interests of end users are met in relation to products.Make sure the demands are clearSupply the project with end-users who can define and accept results
39 Responsibilities Senior supplier Make sure that Senior User demands are met includingdefined quality on time and within budget- Supply the project with resources with the right skills
40 Responsibilities Project manager Managing the Project on daily bases Just one person! (one captain on the ship)No combination with role in boardDelivery of needed products- Managing Team manager's and Project SupportCommunication with the Board and Project AssuranceProject Assurance: Independently supervision on all aspects of the projectProject Support: Administration, Logistics, etc
41 Responsibilities Team manager (optional role) Delegated responsibility for delivery of productsManaging a team of specialists
45 Product breakdown structure product based planning
46 What is necessary to run successful projects? The use of a method, but …..most of all the quality and motivation of the people involved (the Wright man and/or women on the Wright place at the Wright time).Soft skills of the project manager are very important (perhaps most important)I've seen successful projects (without method) run by excellent project managers and a good team.I've seen dramatically poor projects with a method, because of lack of interest and not the right skills.
47 The new project manager Suppose your chief, asks you to come to his office.He says:You’re a smart and hard working guy.You’ve never managed a project, but I’ve no doubt you can do that as well.You’re the only one around here who’s capable.So I what you to do that, the company needs you.Start tomorrow.Oh and eh, I have to go now. Go for it, project manager!!Very likely that you’re very pleased with the compliments and the faith your chief has in you. But after your first excitement…
48 Which soft skills must a project manager have? Communication skills Team building Flexibility Creativity Leadership
49 Which soft skills must a project manager have? (examples) Make sure that everybody knows what to do, make expectations clear.Organize frequently meetings with the complete team to discus the progress, successes and problems.Be critical about the results (quality, time and money) - By good results; show you're appreciationBy negative results: show your disappointment, discuss solutions (technically, organizational. Who can do what to make the change
50 Which soft skills must a project manager have? (examples) - Organize (unexpected) informal meetings (lunch, dines, or a drink)When some people are not enough motivated or skilled to perform proper, make sure to replace them if possible. When not possible, report to the board what the consequences are.Make sure that the scope of the project is and stays clear.Communicate to the board on time (don’t surprise them with out of scope aspects)
51 Which soft skills must a project team member have? Communication skills Flexibility Creativity Team player
52 Which soft skills must a project team member have? (examples) Make sure that you know what you should do.Make sure that you can to what you must do.Are you hard skilled and experienced enough? If not, escalate to your Human Resource Manager (chief).Make sure that you got enough time to fulfill your tasks.Make sure that you escalate when you can't do what you've promisedHelp your colleagues if possible and wanted
53 High Performance Teams Team members identify with the team i.e.:They have a clear team visionThey know what the team finds importantThey feel that they supported by each otherThey work together on a common result in a flow- They are highly flexible, cooperative, take initiative and are result driven.
54 High Performance Teams Ideal situation for a project manager- Create your own teamMake sure that you choose actors, dreamers, specialists, generalists, etc, depending on the results you have to achieveImportant quality: communication skills
55 Final advice If you want to be a project manager: Make sure to learn a project management method(PRINCE2 Foundations takes a course of to days examination including certificate).Make sure that you get experienced, start with small projects (even though they perhaps ask you to do a large project)But most of all:Find out about your soft skills by experience,or get tested and if necessary find yourself a professional coach.
56 References PRINCE2 compact, Methode voor projectmanagement ISBN ) (Ir. A.G. van den Akker)PRINCE User group:Ruysdael, The Counselling Company