PRINCE2® 2017 Edition - A Pocket Guide E-Book

Bert Hedeman

• Herausgeber: Van Haren Publishing
• Kategorie: Bildung
• Sprache: Englisch
• Veröffentlichungsjahr: 2018

Seitenzahl: 171

Beschreibung

- This Pocket Guide supplies a summary of the PRINCE2 method, to provide a quick introduction as well as a structured overview of the method; - Main target Group for this pocket guide is anyone who wants to get to know the method PRINCE2 or a methodical approach for project management. The book is also very useful for members of a project management team on a project using the PRINCE2 method. Furthermore this pocket guide can be used as literature for the preparation of the PRINCE2® 2017 Edition Foundation exam; - This pocket guide is based on PRINCE2® 2017 Edition; - This pocket book deals with the processes, themes and principles within project management and PRINCE2. - Tailoring PRINCE2 explains how to fit the PRINCE2 method onto the specific project circumstances; - A complete but concise description of PRINCE2® 2017 Edition, for anyone involved in projects or project management, for only €17,50!

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PRINCE2® 2017 EDITION – A POCKET GUIDE

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Title:

PRINCE2® 2017 Edition – A Pocket GuideThird edition, first impression, June 2018

Series:

Best Practice

Authors:

Bert Hedeman (HWP Consulting), Ron Seegers (Projectmeester)

Reviewers:

Marc Kouwenhoven (nThen!)Jaap Germans (Pinkelephant)Henny Portman (HWP Consulting)Georges Kemmerling (Quint Wellington Redwood)

Final Editor:

Bert Hedeman

Text editor:

Carmen Tjin

Publisher:

Van Haren Publishing, Zaltbommel,www.vanharen.net

ISBN Hard copy:

9789401803182

ISBN EBook pdf:

9789401803199

ISBN EPub

9789401803205

Print:

Second edition, first impression, April 2018First edition, first impression, September 2009

Layout and type setting:

S&B IT Services, Amersfoort – NL

Copyright:

© Van Haren Publishing, 2018

© Crown copyright 2017 Reproduced under licence from AXELOS: Figures 1.1, 5.1, 6.1, 6.2, 6.3, 8.1, 8.3, 8.4, 9.1, 9.2, 9.4, 10.1, 11.2, 12.1, 14.1, 17.1, C.1, C.2.

ITIL®, PRINCE2®, PRINCE2 Agile™, MSP™, P3O™, MoP™, M_o_R® and P3M3™ are a Registered Trade Mark of AXELOS. AgilePM® is a registered trademark of DSDM in the United Kingdom and other countries.

For any further enquiries about Van Haren Publishing, please send an e-mail to: [email protected]. Although this publication has been composed with utmost care, neither Author nor Editor nor Publisher can accept any liability for damage caused by possible errors and/or incompleteness in this publication.

No part of this publication may be reproduced in any form by print, photo print, microfilm or any other means without written permission by the Publisher.

Contents

PART I    INTRODUCTION

1 Introduction

1.1 The purpose of this guide

1.2 What is a project?

1.3 Why are projects important?

1.4 Projects versus business as usual

1.5 What is project management?

1.6 What does a project manager do?

1.7 What is it all parties involved wish to control?

2 Introduction to PRINCE2

2.1 Structure of PRINCE2

2.2 What makes a project a PRINCE2 project?

2.3 What PRINCE2 does not provide

2.4 Customer/supplier environment

2.5 Benefits of PRINCE2

3 Principles

3.1 Continued business justification

3.2 Learn from experience

3.3 Defined roles and responsibilities

3.4 Manage by stages

3.5 Manage by exception

3.6 Focus on products

3.7 Tailor to suit the project environment

PART II   THEMES

4 Introduction to PRINCE2 themes

5 Business case

5.1 Purpose of the business case theme

5.2 Business case defined

5.3 PRINCE2 requirements for the business case theme

5.4 PRINCE2 approach to the business case theme

5.5 Content of a business case

5.6 Guidance for effective business case management

5.7 Techniques: investment appraisal

5.8 Responsibilities business case theme

6 Organization

6.1 Purpose of the organization theme

6.2 Organization defined

6.3 Levels of organization

6.4 PRINCE2 requirements for the organisation theme

6.5 Project management team

6.6 Communication management approach

6.7 Guidance for effective organization

7 Quality

7.1 Purpose of the quality theme

7.2 Quality defined

7.3 PRINCE2 requirements for the quality theme

7.4 Purpose of the quality management products

7.5 Quality management

7.6 PRINCE2 approach to the quality theme

7.7 Guidance for effective quality management

7.8 Quality review technique

7.9 Responsibilities quality theme

8 Plans

8.1 Purpose of the plans theme

8.2 Plans defined

8.3 PRINCE2 requirements for the plans theme

8.4 Management stages

8.5 PRINCE2 approach to the plans theme

8.6 Product-based planning approach

8.7 Guidance for effective planning

8.8 Responsibilities plans theme

9 Risks

9.1 Purpose of the risk theme

9.2 Risk defined

9.3 PRINCE2 requirements for the risk theme

9.4 PRINCE2 approach to the risk theme

9.5 Risk management procedures

9.6 Guidance for effective risk management

9.7 Responsibilities risk theme

10 Change

10.1 Purpose of the change theme

10.2 Change defined

10.3 PRINCE2 requirements for the change theme

10.4 PRINCE2 approach to the change theme

10.5 Issue and change control procedure

10.6 Guidance for effective change control

10.7 Responsibilities change theme

11 Progress

11.1 Purpose of the progress theme

11.2 Progress defined

11.3 PRINCE2 requirements for the progress theme

11.4 Management by exception

11.5 PRINCE2 approach to the progress theme

11.6 Delegating authority

11.7 Event- and time-driven controls

11.8 Raising exceptions

11.9 Guidance for effective progress control

11.10 Responsibilities progress theme

PART III  PROCESSES

12 Introduction to PRINCE2 processes

12.1 Pre-project

12.2 Initiation stage

12.3 Subsequent delivery stage(s)

12.4 Final delivery stage

12.5 Post-project

12.6 Tailoring the processes

13 Starting up a project

13.1 Purpose

13.2 Objective

13.3 Context

13.4 Activities

13.5 Tailoring starting up a project

14 Directing a project

14.1 Purpose

14.2 Objective

14.3 Context

14.4 Activities

14.5 Tailoring directing a project

15 Initiating a project

15.1 Purpose

15.2 Objective

15.3 Context

15.4 Activities

15.5 Tailoring initiating a project

16 Controlling a stage

16.1 Purpose

16.2 Objective

16.3 Context

16.4 Activities

16.5 Tailoring controlling a stage

17 Managing product delivery

17.1 Purpose

17.2 Objective

17.3 Context

17.4 Activities

17.5 Tailoring managing product delivery

18 Managing a stage boundary

18.1 Purpose

18.2 Objective

18.3 Context

18.4 Activities

18.5 Tailoring managing a stage boundary

19 Closing a project

19.1 Purpose

19.2 Objective

19.3 Context

19.4 Activities

19.5 Tailoring closing a project

PART IV  TAILORING AND ADOPTING

20 Introduction tailoring and adopting PRINCE2

20.1 Tailoring PRINCE2

20.2 Adopting PRINCE2

21 Tailoring PRINCE2

21.1 Elements to tailor

21.2 Scaling projects

21.3 Small projects

21.4 Agile projects

21.5 Commercial projects

21.6 Projects within a programme

21.7 Multi-organizational projects

22 Adopting PRINCE2

22.1 Tailoring to create its own method

22.2 Embedding PRINCE2

22.2 Maturity assessment

Appendix A Outline product descriptions management products

Appendix B Roles and responsibilities

Appendix C Example product-based planning

Appendix D Glossary

About the authors

Chapter 1

Introduction

PRINCE2® is a generic project management method which focuses on the management aspects of projects. PRINCE2® was originally launched in 1996 by the CCTA. Since then several versions have been launched. The latest update of the method has been published in 2017.

PRINCE2® is now a registered trade mark of AXELOS. Additionally AXELOS provides certification to organizations, activities and persons related (but not limited to) projects, programmes and risk based on the methods owned by AXELOS, such as ITIL®, PRINCE2 Agile™, MSP™, P3O™, MoP™, M_o_R® and P3M3™.

1.1 The purpose of this guide

This pocket guide supplies a summary of the PRINCE2 method. It is intended to provide a quick introduction as well as a structured overview of the method and to act as a reference for those who have studied the method in the past and want to use the method now in the day-to-day management of their projects.

1.2 What is a project?

A project is a set of related activities within a temporary organization that is created to deliver, according to agreed conditions, one or more predefined products or services. Within the context of the method of PRINCE2 a project is defined as:

A temporary organization that is created for the purpose of delivering one or more business products according to an agreed business case.

1.3 Why are projects important?

Projects are carried out mainly when the work cannot be carried out properly with normal business operations. One of these conditions is when the business operations have to transform to meet new requirements, in order to survive or to compete in the future.

The temporary organization of projects makes it possible to unite all stakeholders to deliver the required products or services. The structure and processes within a proper project management method enforce focus, support and commitment for the products and services that are to be delivered. Projects are therefore an important means to supporting change.

As business change is becoming more and more important in business operations as well as in the public domain, projects nowadays are crucial in professional life.

1.4 Projects versus business as usual

Based on the definition of a project, there are a number of characteristics of projects that distinguish project work from regular business operations:

•   Change – Most projects are carried out in a changing environment and are, at the same time, the means by which the organization introduces these changes. This will often cause severe resistance from the parties involved. The project has to manage this resistance and, increasingly, has to contribute in diminishing this resistance in addition to its requirements to deliver the predefined products and services.

•   Temporary – This is an essential condition for a project. Without this, there is no project. A project ends automatically when the predefined products or services are handed over to the customer. Projects by nature are finite, they have a predefined start and end.

•   Cross-functional – Projects involve a team of people with different skills and functions, most often from different organizational entities. This can be from within a single organization or from several organizations.

•   Unique – Every project is different, even when an identical product or service is delivered. The context is always different and there are always differences in objectives, new team members or other parties involved. This makes each project unique in relation to every other project.

•   Uncertainty – All the characteristics above result in uncertainty and this will always result in opportunities and threats. You cannot exclude this, you can only manage it. Projects are typically more risky than the normal business operations. Management of risk (uncertainty) is therefore a core focus of project management.

1.5 What is project management?

Project management is the planning, delegating, monitoring and control of all aspects of the project, and the motivation of those involved, to achieve the project objectives within the expected performance targets for time, cost, quality, scope, risks and benefits, see figure 1.1.

Figure 1.1  Project management cycle (Source: AXELOS)

The purpose of project management is to retain control over the specialist work required to create the project’s products (products and services).

Project management, therefore, within this definition is not limited to the work of the project manager. Project management is a duty of all involved in the management of the project. This includes the executive, the other members of the project board, the project manager, the project support and the respective team managers.

1.6 What does a project manager do?

The project manager is responsible for the day-to-day management of the project, within the directions set by the executive/project board.

As part of this day-to-day management, the project manager is responsible for the planning, delegation, monitoring and control of the work to be carried out, as well as for the management of other aspects of the project, such as:

•   Engagement of stakeholders to create support and commitment and to diminish resistance;

•   Motivation of team members and all who are contributing to the project.

1.7 What is it all parties involved wish to control?

There are considered to be six basic aspects involved in any project:

•   Costs – the costs involved to create the defined project products. This also includes the costs to manage the project.

•   Time – the total lifecycle of the project and/or the date of handing over the project product.

•   Quality – the product’s ability to meet its requirements.

•   Scope – what is included in the project works? What has to be delivered and what not? What work has to be carried out and what not?

•   Risks – the management of threats as well as the management of the opportunities.

•   Benefits – the benefits to be realized based on the project product.

PRINCE2 defines the project product as that which the project must deliver to be accepted. Project products are all products to be created during the project lifecycle including the management products.

In addition to these basic aspects, other aspects are often involved in projects, such as health, environment, safety and security. These aspects can be controlled as part of the quality aspect.

Chapter 2

Introduction to PRINCE2

PRINCE2 is a structured project management method, based on best practice.

PRINCE2 is a non-proprietary method. Project managers and others are free to use the method in their own practice.

PRINCE2 is truly generic. It can be applied to any project, regardless of scale, type, organization, geography or culture. However the method always has to be tailored to the project at hand.

PRINCE2 achieves this by isolating the management aspects of project work from the specialist contributions, such as design, construction, etc. However the specialist work can easily be integrated with the PRINCE2 method.

Because PRINCE2 is generic and based on proven principles, organizations can easily adopt the method as a standard and tailor it to their own organization and substantially improve their organizational capability to perform projects and deliver change.

PRINCE2 is protected by trademark. Professional training is restricted to Accredited Training Organizations and their Affiliates. See the Axelos website (www.axelos.com).

2.1 Structure of PRINCE2

The PRINCE2 method addresses project management from four different perspectives:

•   Principles – are the guiding obligations of good practices which determine whether the project is genuinely being managed using PRINCE2.

•   Themes – describe the aspects of project management that must be addressed continually and in parallel throughout the project. The themes explain the specific treatment required by PRINCE2 for various project management disciplines and why they are necessary.

•   Processes – describe a step-wise progression through the project lifecycle. Each process provides checklists of recommended activities, products and related responsibilities.

•   Project environment – relates to the tailoring of PRINCE2 to the specific context of the project. This context depends on specific project factors as well as environmental factors.

2.2 What makes a project a PRINCE2 project?

A project is considered a PRINCE2 project if at a minimum it applies:

•   All seven PRINCE2 principles;

•   The minimum requirements specified in the PRINCE2 themes;

•   Processes that comply with the purpose and objectives of the PRINCE2 processes;

•   All techniques recommended by PRINCE2 or equivalent alternative techniques.

2.3 What PRINCE2 does not provide

There are three broad areas which are deliberately left outside the scope of PRINCE2:

•   Specialist work – PRINCE2’s strength is in its wide application. Consequently industry-specific or type-specific activities are not within the scope of PRINCE2. However PRINCE2 can easily be aligned to specialist lifecycle models.

•   Techniques – There are many proven planning and control techniques. Such techniques are well documented elsewhere. Techniques are only included in PRINCE2 when they contribute to the specific PRINCE2 treatment of a theme, e.g. the quality review technique in the quality theme.

•   Leadership capability – Leadership and other social skills are inherently important in project management but impossible to codify in a method. Also these are well documented elsewhere. However the principles, themes and processes of PRINCE2 facilitate a good performance of these skills and thus contribute to the performance of the project too.

2.4 Customer/supplier environment

PRINCE2 is based on a customer/supplier environment. The customer is the person or group who commissioned the work and who will benefit from the project’s products. A supplier is a person or group who is responsible for the delivery of (a part of) the project’s products. In a project there may be several suppliers organizations.

Customers and suppliers can be part of the same organization. They can also be part of different organizations. Within the customer we can again recognize users and business representatives.

In commercial projects with different organizations, such as external suppliers, each organization may have its own business cases, management systems, governance, delivery approaches and corporate cultures.

A project can be a stand-alone project or a part of a programme or portfolio. PRINCE2 refers to the organization that commissions a project as the corporate, programme management or customer.

2.5 Benefits of PRINCE2

PRINCE2 delivers benefits to all parties concerned, especially the customers, suppliers and the project manager:

•   Proven best practice, widely recognized;

•   Can be applied to any type of project;

•   Provides a common vocabulary and approach;

•   Integrates easily with industry-specific standards;

•   Allocates resources as part of the go/no-go moments;

•   Thorough but economical structure of reports;

•   Restricts meetings to only those that are essential;

•   Promotes learning and continuous improvement;

•   Promotes reuse of project assets, facilitates staff mobility;

•   Availability of Accredited Training Organizations;

•   Clear roles and responsibilities for all participants;

•   Focus on continuous justification of the project;

•   Participation of stakeholders in planning and decision making;

•   Management by exception for all levels of the project;

•   Product focus: what a project will deliver;

•   Plans meet the needs of different levels of management;

•   Quality control during whole lifecycle of the project;

•   Manages business and project risks;

•   Ensures relevant issues are escalated;

•   Diagnostic tool for assurance and assessments.

Chapter 3

Principles

The purpose of PRINCE2 is to provide a project management method that can be applied regardless of project scale, type, complexity and culture, and irrespective of the environmental factors.

This is possible because PRINCE2 is principle-based. Principles are characterized as universal, self-validating and empowering.

3.1 Continued business justification

A requirement for each PRINCE2 project is that:

•   There is a justifiable reason to start it;

•   The justification may change, but should remain valid throughout the life span of the project;

•   The justification is documented and approved.

The justification drives the decision-making process. In PRINCE2 the justification is documented in a business case. Even projects that are compulsory require justification to validate the option chosen to comply with the compulsive requirement.

3.2 Learn from experience

In PRINCE2 the project and management approaches are perfected through learning from experience:

•   When starting the project, lessons from previous projects should be reviewed to see if these lessons could be applied;

•   As the project progresses, lessons should be included in all reports and reviews. The goal is to seek opportunities to implement improvements during the project lifecycle;

•   As the end of the intermediate stages and as the project closes, the project should pass the lessons on to the relevant corporate, programme management or customer.

It is everyone’s responsibility to continuously seek lessons rather than waiting for someone else to provide them.

3.3 Defined roles and responsibilities

A PRINCE2 project has defined and agreed roles and responsibilities, with an organizational structure that reflects the stakeholder interests of the business, user and supplier:

•   Business sponsors endorse the objectives and should ensure the business investment provides value for money;

•   Users who, after the project is completed, will use the project’s products to enable the organization to gain the expected benefits;

•   Suppliers will provide the resources required by the project.

Therefore all three stakeholder interests need to be represented effectively in the project organization, at the delivery level as well as at the directing level.

3.4 Manage by stages

A PRINCE2 project is planned, monitored and controlled on a stage-by-stage basis.

Management stages provide senior management with control at major decision points by having a high level project plan for the total project and a detailed stage plan for the next stage. At the end of each intermediate stage, the next stage plan will be produced and the project plan will be updated.

PRINCE2 requires a minimum of two management stages: one initiation stage and one or more delivery stages.

3.5 Manage by exception

A PRINCE2 project has defined tolerances for each project objective to establish limits of delegating authority.

PRINCE2 enables appropriate governance by defining a distinct responsibility and accountability at each level of the project by:

•   Delegating authority so that tolerances are set against the objectives (time, cost, quality, scope, risk and benefits) for each level of plan;

•   Establishing controls so that if those tolerances are forecast to be exceeded they are immediately referred up to the next management level for a decision on how to proceed;