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© TSO Content within this presentation may be subject to change. Trevor Smith
© TSO Content within this presentation may be subject to change. Project and Change Management Introduction to Project Management Prince 2 – Foundation Prince 2 – Practitioner Prince 2 - Executive overview International Project Communication Principles of Change Management Pearce Mayfield
© TSO Content within this presentation may be subject to change. Innovative, inspirational, professional training and support services Accredited Training Organisation: PRINCE2, MSP, Change Management, P3O Helped develop PRINCE2 & MSP pearcemayfield
© TSO Content within this presentation may be subject to change. Progress Nov 06 – Public consultation starts June 07 – Public Consultation Report issued Sep 07 – Scoping Document and PDs issued Oct 07 – Design Review Nov 07 – Draft Principles reviewed Dec 07 – Principles updated Feb 08 – Pilots started Feb 08 to April 08 - Draft Manuscripts reviewed April 08 – Project Board approve recommended changes
© TSO Content within this presentation may be subject to change. Lead authorAndy Murray Outperform UK Ltd Authoring teamNigel Bennett Sun Microsystems John Edmonds Pearce Mayfield Bob Patterson Fujitsu Services Sue Taylor Freelance consultant Graham Williams GSW Consultancy Ltd
© TSO Content within this presentation may be subject to change. Lead reviewer and mentor Colin BentleyPRINCE2 Chief Examiner 1998–2008 PRINCE 2 reference group14 PRINCE 2 – 2009 project governance6 Change control panel5 Reviewers93
© TSO Content within this presentation may be subject to change. Reasons For Change - mandate NB, Core Manual size raised to <275 (April 08)
© TSO Content within this presentation may be subject to change. Reasons for change - context Common Glossary(updated) Guides In Development Portfolio, Programme and Project Office (P3O) Updated 2007 M_o_R® Gateway® Updated2007 Refresh underway PRINCEproject 2™ MSPprogramme Updated2007 Portfolio Guide In Development Models Portfolio, Programme and Project Management Maturity Model (P3M3) PRINCE2™ Maturity Model (P2MM) Refresh pending BPUG PPM User group itSMF ITIL User group TSO Publishing partner ITIL PPM Project management for refresh APMG Accreditation partner ITIL PPM Exams, training, consultants
© TSO Content within this presentation may be subject to change. Study Guides P2MM / P2MM Guide Pocket Book P3M3 PRINCE2 & DSDM Think PRINCE2 MSP Business Benefits Through Project & Programme Management M_o_R ITIL Case Studies P3O Knowledge Centre Proposed Approach P2MM / P2MM Guide Business Benefits Through Project & Programme Management Managing Successful Projects Using PRINCE2 Templates Checklists Directing Successful Projects Using PRINCE2 Method
© TSO Content within this presentation may be subject to change. A project is a temporary organization that is created for the purpose of delivering one or more business products according to an agreed Business Case. PRINCE 2 – refresh What’s new?
© TSO Content within this presentation may be subject to change. Summary of changes Principles -7 Principles Themes 8 Components7 Key Themes Processes 8 Processes7 Processes Sub-processes 45 sub-processes- Techniques 3 techniques Cross-references to other BoKs including ‘soft’ aspects Management Products 36 products27 products The Project Environment -Context rich Trouble-shooting Hints & TipsHints & Tips in FAQ style
© TSO Content within this presentation may be subject to change. The New PRINCE 2 Manual 1 The principles (Chapter 2) These are the guiding obligations and good practices which determine whether the project is genuinely being managed using PRINCE2. There are seven principles and unless all of them are applied, it is not a PRINCE2 project. 2 The themes (Chapters 3 to 10) These describe aspects of project management that must be addressed continually and in parallel throughout the project. The seven themes explain the specific treatment required by PRINCE2 for various project management disciplines and why they are necessary. 3 The processes (Chapters 11 to 18) These describe a step-wise progress through the project lifecycle from getting started to project closure. Each process provides checklists of recommended activities, products and related responsibilities. 4 Tailoring PRINCE2 to the project environment (Chapter 19) This chapter addresses the need to tailor PRINCE2 to the specific context of the project. PRINCE2 is not a ‘one size fits all’ solution; it is a flexible framework that can readily be tailored to any type or size of project.
© TSO Content within this presentation may be subject to change. To ensure that all those people involved with the project understand how PRINCE2 is to be used, the Project Initiation Documentation should state how the method is being tailored for that particular project. Tailoring PRINCE2 to the project environment PRINCE2 is tailored to suit the project’s environment, size, complexity, importance, capability and risk.
© TSO Content within this presentation may be subject to change. What are Principles? Principles are: –Universal –Self Validating –Empowering “A guiding obligation for good practice”
© TSO Content within this presentation may be subject to change. The PRINCE 2 Principles Business Justification A PRINCE2 project has continued business justification Learn Lessons A PRINCE2 project learns from previous experience (lessons are sought and recorded throughout) Roles & Responsibilities A PRINCE2 project has defined and agreed roles and responsibilities with an organisation structure that engages the business, user and supplier stakeholder interests Managed by Stages A PRINCE2 project is planned, monitored and controlled on a stage by stage basis Managed by Exception A PRINCE2 project defines tolerances for each project objective to establish limits of delegated authority Product Focus A PRINCE2 project focuses on the definition and delivery of products, in particular their scope and quality requirements Tailored A PRINCE2 project tailors the method to suit its size, environment, complexity, importance, capability and risk
© TSO Content within this presentation may be subject to change. PRINCE 2 Processes Processes Activities Recommended Actions “The processes provide the lifecycle based list of project management activities”
© TSO Content within this presentation may be subject to change. Initiating a Project activities are Project-Manager-oriented and comprise: Prepare the Risk Management Strategy Prepare the Configuration Management Strategy Prepare the Quality Management Strategy Prepare the Communication Management Strategy Set up the project controls Create the Project Plan Refine the Business Case Assemble the Project Initiation Documentation Activities
© TSO Content within this presentation may be subject to change. Process Model
© TSO Content within this presentation may be subject to change. PRINCE 2 Processes Process Starting Up a Project Directing a Project Initiating a Project Controlling a Stage Managing Product Delivery Managing a Stage Boundary Closing a Project Pre- project Initiation Stage Final Stage Stage 2, 3, etc = process applies= process optional Stage
© TSO Content within this presentation may be subject to change. What are Key Themes? Key Themes are: –aspects of project management that need to be continually addressed. They are not one off activities And –aspects of project management that requires specific treatment for the PRINCE2 processes to be effective “If the processes are considered as the time-based activity list then the Key Themes are the reference manual. If the process requires action the Key Theme provides guidance on how it should be done.”
© TSO Content within this presentation may be subject to change. The PRINCE 2 Key Themes Business Case Defining the business objectives (the why) Organisation Establishing the structure of accountability and responsibilities (the who) Quality Defining and verifying products that are fit-for-purpose (the what) Plans Defining the means of delivering the products (the where and how, and estimating the when and how much) Risk Identifying, assessing and controlling uncertainty (what if) Change Managing the integrity of products and making decisions on issues which may affect the objectives Progress Monitoring the achievement of objectives and making decisions based on actual and forecast progress
© TSO Content within this presentation may be subject to change. The Project Environment EmbeddingTailoring Done by the organisation to adopt PRINCE2Done by the project to adapt the method to the project context - team capabilities - corporate/programme standards (e.g. procurement) - industry sector (e.g. private/public) - type of project (e.g. R&D, Construction) - size of project - multi-organisation - within a programme - customer/supplier commercial context - working with other methods and frameworks Focus on: - process ownership - scaling rules / guidance (e.g. score card) - Standards (templates, definitions) - training and development strategy - integration with business processes - tools - process assurance Focus on: - roles & responsibilities to allocate - management products to use and how - number, length and nature of stages - reporting and reviewing - tolerances Guidance in PRINCE2 Maturity ModelGuidance in the Method
© TSO Content within this presentation may be subject to change. Management Products Philosophy –designed for typical projects –can be scaled up –can be scaled down –Any ‘nesting’ is explicit Will be supported by a set of templates –with embedded guidance –and quality criteria “PRINCE2 requires information and decisions, not documents and meetings”
© TSO Content within this presentation may be subject to change. Baseline management products are those that define aspects of the project and, once approved, are subject to change control. These are: A.1 Benefits Review Plan A.2 Business Case A.4 Communication Management Strategy A.6 Configuration Management Strategy A.16 Plan (covers Project-, Stage- and Team-level Plans) A.17 Product Description A.19 Project Brief A.20 Project Initiation Documentation A.21 Project Product Description A.22 Quality Management Strategy A.24 Risk Management Strategy A.26 Work Package.
© TSO Content within this presentation may be subject to change. Records are dynamic management products that maintain information regarding project progress. These are: A.5 Configuration Item Records A.7 Daily Log A.12 Issue Register A.14 Lessons Log A.23 Quality Register A.25 Risk Register.
© TSO Content within this presentation may be subject to change. Reports are management products providing a snapshot of the status of certain aspects of the project. These are: A.3 Checkpoint Report A.8 End Project Report A.9 End Stage Report A.10 Exception Report A.11 Highlight Report A.13 Issue Report A.15 Lessons Report A.18 Product Status Account.
© TSO Content within this presentation may be subject to change. PRINCE2 and a Body of Knowledge PRINCE2Body of Knowledge A project management method.A broad collection of ‘good practices’ for project management. Prescriptive.Non-prescriptive. An integrated set of processes and themes (they are not isolated silos that can be selectively applied). Each topic area can be referred to in isolation of others. Covers all project management roles.Targeted at Project Managers. Does not cover interpersonal skills.Covers interpersonal skills. References techniquesDescribes techniques
© TSO Content within this presentation may be subject to change. The Contents of a Business Case The Business Case should describe the reasons for the project based on estimated costs, risks and expected benefits. It typically contains: 1.An executive summary 2.Reasons 3.Business options 4.Expected benefits 5.Expected dis-benefits 6.Timescale 7.Costs 8.Investment appraisal 9.Major risks.
© TSO Content within this presentation may be subject to change. New PRINCE 2
© TSO Content within this presentation may be subject to change. Tel:
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