1. PRINCE2: 2009 Project Progress Update Andy Murray – Outperform
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2. Progress Update Version 3.2
PRINCE2: 2009 Project
Progress Update
Version 3.2
Warning: this presentation provides a snapshot of the current approach. As the development is based on continued user consultation the final result may be different. Always check the website for latest information.

3. Reasons For Change - mandate
Reason for change:
10 years old – reviewed for ‘fitness’ every 3 to 5 years
Projects are different – e.g. New Thinking
MSP and M_o_R updated – needed to integrate to (finally) create an integrated set
Decision for a refresh (step change) not a rewrite (incremental, corrections)
Public consultation started November 2006 and concluded in June 2007.
Summarised in Public Consultation Report issued in June 2007
More than 160 organisations and individuals consulted from all sectors and internationally
OGC mandate stated that the revised method still needed to look like PRINCE2 – therefore we asked people what they regarded as the essential elements
Interesting to note how many mis-truths were captured in the consultation. It became clear that the method is largely ok, it is mainly the perception and application of the method that is weak
This is what happens when the immovable object meets the irresistible force
Users want more content and OGC want ‘new thinking’ included
Users say manual is too big and OGC set limit of 200 pages.
Therefore needed to take an alternate approach (see next slide re 3 publications)
NB, Core Manual size raised to <275 (April 08)

4. Proposed Approach Supporting Guides The Method PRINCE2
Knowledge Centre (on-line)
Templates
Case Studies
Checklists
Guides
The Method
Directing Successful Projects Using PRINCE2
Managing Successful Projects Using PRINCE2
Supporting Guides
Pocketbook
Think PRINCE2
P2MM Guide
PRINCE2 and DSDM
etc

5. New PRINCE2 Explain: Processes largely unchanged – explain more later
Components are now “Key Themes” – reason is that components implied they added up to 100%, whereas there is more to project management than PRINCE2 – will explain more later
Have added PRINCIPLES – to overcome the issue of PINO
Explicitly covers the need to adapt the method to the project’s environment (context) – resolving the issue of a universal method (general) being applied to a given project (specific)

6. The Project Environment
Summary of changes
2005
2009
Principles -
7 Principles
Themes
8 Components
7 Key Themes
Processes
8 Processes
7 Processes
Sub-processes
45 sub-processes
Techniques
3 techniques
Cross-references to other BoKs including ‘soft’ aspects
Management Products
36 products
27 products
The Project Environment
Context rich
Trouble-shooting
Hints & Tips
Hints & Tips in FAQ style
Explain:
7,7,7 by chance
We defined what we meant by a Theme and Principle and then applied the test against the current manual content and against recommendations from the public consultation – this provided us with the short list of principles, themes and processes.
For each major change we produce a design note covering for/against options
We held a design review to seek external (expert) opinion on the proposed changes
Management Products defined for the typical project – can still scale up and down

7. What are Principles? Principles are: Universal Self Validating
Empowering
“A guiding obligation for good practice”

8. The PRINCE2 Principles Business Justification Learn Lessons
A PRINCE2 project has continued business justification
Learn Lessons
PRINCE2 project teams learn 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
Manage by Stages
A PRINCE2 project is planned, monitored and controlled on a stage by stage basis
Manage by Exception
A PRINCE2 project has defined 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
Tailor
PRINCE2 is tailored to suit the project’s size, environment, complexity, importance, capability and risk
These principles were also derived from the ‘common causes of project failure’

9. PRINCE2 Processes
Processes
Activities
Recommended Actions
No sub-processes
No codification of processes (e.g. DP1, SU2)
Less emphasis on prescriptive sequence
“The processes provide the lifecycle based list of project management activities”

10. PRINCE2 Processes DP SU SB SB CP IP CS CS MP MP Pre-project
Initiation Stage
Subsequent Stage(s)
Final Stage DP
Directing SU SB SB CP
Managing IP CS CS
Delivering MP MP
Key:
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
Note:
SU is used by both the direction and management layers
There should be at least two management stages, the first of which is the initiation Stage.
SB is first used at the end of the initiation Stage and repeated at the end of each subsequent Stage except the final Stage.

11. The Process Model

12. Example Process

13. What are Key Themes? Key Themes are: And
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
Explain previous issue with components (a component is an element of project management).
Give example of specific treatment (organisation roles)
Explain why Configuration Management was dropped.
“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.”

14. The PRINCE2 Key Themes Business Case Organisation Quality Plans Risk
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
Facilitate communication and control by 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

15. The Project Environment
Embedding
Tailoring
Done by the organisation to adopt PRINCE2
Done by the project team to adapt the method to the context of a specific project
scale of project
within a programme
industry sector (e.g. private/public, customer/supplier)
type of project (e.g. R&D, policy, construction)
multi-organisation
corporate/programme standards (e.g. procurement)
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
roles & responsibilities to allocate
management products to use and how
number, length and nature of stages
reporting and reviewing
tolerances
use of PRINCE2 processes
Guidance in PRINCE2 Maturity Model
Guidance in the Method

16. Project Scale Non-Projects Scary Projects Typical Projects
Programmes
Simple Projects
Typical Projects
Scary Projects
Projects
Non-Projects
Tasks

17. Project Scale Non-Projects Scary Projects Typical Projects
MSP
Scary Projects
Guidance
No business case
Work Package
Product Description (s)
Logs
PM = team
Typical Projects
PRINCE2
Simple Projects
Non-Projects
Managing Product Delivery

18. Project Scale Non-Projects Scary Projects Typical Projects
MSP
Guidance
As per non-projects +
Business case and PID
Single Stage
Exec & PM only
Scary Projects
Typical Projects
PRINCE2
Simple Projects
Non-Projects
Managing Product Delivery

19. Project Scale Non-Projects Scary Projects Typical Projects
Guidance
As per simple projects +
Most Management Products
Single or Multi-stage Stage
Full Project Board
Non-Projects
MSP
Scary Projects
Typical Projects
PRINCE2
Simple Projects
Non-Projects
Managing Product Delivery

20. Project Scale Non-Projects Scary Projects Typical Projects
Guidance
As per typical projects +
Multi-stage Stage
Full Management Products
Team Managers
Project Support
Non-Projects
MSP
Scary Projects
Typical Projects
PRINCE2
Simple Projects
Non-Projects
Managing Product Delivery

21. Directing Successful Projects Using PRINCE2
Duties & Behaviours
Be accountable
Provide unified direction
Delegate effectively
Facilitate cross-functional integration
Commit resources
Ensure effective decision-making
Support the project manager
Ensure effective communication
Approach
Lifecycle oriented
Pre-project
Project
Post-project
Providing
Example Agenda
Decision checklist
Role guidance by stakeholder perspective
Business
User
Supplier
Focus on ‘duties & behaviours”

22. Management Products Philosophy Will be supported by a set of templates
designed for typical projects
can be scaled up
can be scaled down
Will be supported by a set of templates
with embedded guidance
and quality criteria
“PRINCE2 requires information and decisions, not documents and meetings”

23. Management Products Organised by Baseline products Records Reports
Nesting of management products is explicit

24. Next Steps Quality Reviews (second draft, final draft)
Feedback from pilots
Surveys – to address options and test quality criteria
Proof of Concept (for exam syllabus)
Further consultation (for enhanced exam scheme)
Transition period Q1 2009

25. Any Questions?
Warning: this presentation provides a snapshot of the current approach. As the development is based on continued user consultation the final result may be different. Always check the website for latest information:

26. Speaker Profile – Andy Murray
Andy Murray is a Chartered Director and PRINCE2 Registered Consultant, having worked in the field of Projects and Programmes for over 15 years.
He is currently a director of Outperform UK Ltd ( an Accredited Consultancy Organisation (ACO) licensed to consult in the OGC’s best practice trilogy of PRINCE2™, MSP and M_o_R®.
Andy was an early adopter of PRINCE2™, back in 1997, and has been helping organisations implement and gain value from PRINCE2™ ever since. He has helped implement PRINCE2™ in numerous organisations in more than a dozen countries.
Andy has been using maturity models as a consulting aid for more than five years, since they help diagnose an organisation’s strengths and weaknesses, prioritise improvement initiatives and measure progress. Andy has used the OGC’s PRINCE2™ Maturity Model (P2MM) and Portfolio, Programme and Project Management Maturity Model (P3M3) as a means to both benchmark organisations via the APM Group assessment process and to define improvement plans.
Andy is the co-author the P2MM Guide - published in July 2007 by TSO.
Andy is the Lead Author for PRINCE
Key Points:
ACO
Independent
ISO 9001
Registered Consultants
Practitioners, NOT trainers