Making Project management SEXY with Prince 2
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This presentations gives a high level overview of the project management methodology PRINCE 2 , and highlights the benefits which make it attractive (SEXY)
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Making Project management SEXY with Prince 2
- 1. Willkommen Velkommen Vítejte Bienvenue Selamat datang Dobrodošli Hoş geldin Bene bennios Witamy Добро пожаловать Welcome Mirë se vjen Welkom Bem-vindo Benvenuto Bienvenido Aloha Vítajte Bun venit Bonvenon Salve
- 3. PRINCE 2 – SEXY? What is PRINCE 2 Big Picture Benefits Questions / Discussion Networking Wine and Raffle
- 4. Trevor Smith
- 7. L
- 17. What makes PRINCE 2 Attractive?
- 18. The name ‘PRINCE’ ? PRojects IN Controlled Environments v 7.2
- 19. Sponsored by UK Government – OGC From PROMPT 1985 Then PRINCE® 1989 ® PRINCE2 1996 Now PRINCE2 (refresh) 2009
- 20. OGC owns Copyright Through APM Group Licenses Companies, Trainers and Consultants
- 21. Now global…
- 22. Project Management – Current Status Quality RESULTS Cost Time
- 24. …and the industry still gets it wrong research shows: 31% of projects will be cancelled before they ever get completed Further results indicate 53% of projects will cost 189% of their original estimates
- 25. Scottish Parliament In 2004 £430m . Initial estimates £10m and £40m in 1997.
- 26. Why do some Projects Fail? .... ever heard this one?
- 27. I am not sure when we will finish this project!
- 28. I didn’t expect that RISK to happen
- 29. It is difficult to say how far through the project we are!
- 30. Every time I talk to the customer they just want one more tiny thing done!
- 31. I am not sure who is doing what!
- 32. The requirements are still evolving!
- 33. We are not sure what has been promised!
- 34. Everyone seems to have different expectations!
- 35. No one tells me what is going on in this project!
- 36. I am not sure what our target in this project is
- 37. So what is PRINCE 2?
- 42. PRINCE2 Principles To conform to PRINCE2, your project MUST adhere to these principles. 1. Continued business justification 2. Learn from experience 3. Defined roles and responsibilities 4. Manage by stages 5. Manage by exception 6. Focus on products 7. Tailor to suit the project environment
- 45. Defined Roles and Responsibilities
- 46. Manage by Stages Stage 1 Stage 2 Stage 3
- 48. Manage by Exception Manage by Exception
- 49. Tailor to suit the Project Environment
- 51. Organisation Directing Managing Delivering
- 52. Business The project User Supplier
- 53. Project Management Team Structure Corporate or Programme Management Project Board Directing Senior User(s) Executive Senior Supplier(s) Business, User and Change Authority Supplier Project Managing Assurance Project Manager Project Support Team Manager(s) Delivering Team members
- 54. What does the Project Executive do?
- 55. What does the Project Executive do?
- 56. What does a Project Manager Do?
- 58. If you are 6 months late on a milestone due next week but really believe you can make it – you’re a project manager
- 60. Business Case
- 62. ‘People don’t go to Bauhaus to buy a ¼ inch drill. They go because they want to make ¼ inch holes.’
- 64. The From customer Customer’s quality expectations Project response Quality Acceptance criteria Trail Project Product Quality Management Strategy Description Quality components Quality Quality criteria Product planning Descriptions and tolerances PRINCE2 product-based planning Quality methods techniques Quality responsibilities Quality Register PRINCE2 PRODUCT quality Quality review technique Quality and approval control records Acceptance records v7.2
- 65. The From customer Customer’s quality expectations Project response Quality Acceptance criteria Trail Project Product Quality Management Strategy Description Quality components Quality Quality criteria Product planning Descriptions and tolerances PRINCE2 product-based planning Quality methods techniques Quality responsibilities Quality Register PRINCE2 PRODUCT quality Quality review technique Quality and approval control records Acceptance records v7.2
- 67. The From customer Customer’s quality expectations Project response Quality Acceptance criteria Trail Project Product Quality Management Strategy Description Quality components Quality Quality criteria Product planning Descriptions and tolerances PRINCE2 product-based planning Quality methods techniques Quality responsibilities Quality Register PRINCE2 PRODUCT quality Quality review technique Quality and approval control records Acceptance records v7.2
- 68. Identif ier Conference/4.1/version 1.0 Title Mail-shot Purpose The mail-shot is the primary means of advertising the conference to potential deleg ates. It will be mailed to a list of professionals working in the industry. Composition • Mailing envelope • Letter g iv ing outline explanation of the conference • Leaf et g iving detailed explanation of the conference, the venue and how to make a booking • Booking form • Response envelope Derivation • Mailing list • Ag reed prog ramme • Booking arrang ements • Selected venue Format and Letter to be A4 on standard branded letterhead presentation Leaf et and booking form to be A5 size Mailing envelope to be C5 Development skills Marketing , desig n and copywriting skills required required Knowledg e of conference necessary Quality • Producer – Event manag ement company responsibilities • Reviewers – as stated under ‘Quality Skills Required’ • Approver – Membership secretary Quality criteria Quality tolerance Quality method Quality skills required Adheres to corporate As def ned in corporate PRINCE2 quality review Marketing team identity standards identity standards L etter and leaf et N one Inspection Conference Project accurately ref ect all Manag er ag reed details of the conference No spelling or None Word processor spell Proof reader g rammatical errors in checker any elements of the mail-shot Inspection The covering letter f ts May extend to reverse of Inspection Proof reader on one side of A4 a sing le sheet of A4 v7.2
- 69. CLEAR
- 70. What is the cost of ignoring Quality? Ask…….
- 74. Plans
- 75. Levels of Plans Corporate or programme plan Project Plan (Initiation) (Delivery) Exception Plans Stage Plan Stage Plans as necessary Team Plans
- 76. Levels of Plans Corporate or programme plan Project Plan (Initiation) (Delivery) Exception Plans Stage Plan Stage Plans as necessary Team Plans
- 77. Levels of Plans Corporate or programme plan Project Plan (Initiation) (Delivery) Exception Plans Stage Plan Stage Plans as necessary Team Plans
- 78. Levels of Plans Corporate or programme plan Project Plan (Initiation) (Delivery) Exception Plans Stage Plan Stage Plans as necessary Team Plans
- 79. Levels of Plans Corporate or programme plan Project Plan (Initiation) (Delivery) Exception Plans Stage Plan Stage Plans as necessary Team Plans
- 83. Risk Management Procedure Implement Identify Identify Communicate Plan Assess v7.2
- 84. Risk Management Procedure Implement Identify Identify Communicate Plan Assess v7.2
- 85. Expressing Risks A risk cause Identify may result in A risk event which may affect An objective v7.2
- 86. Risk Management Procedure Implement Identify Identify Communicate Plan Assess v7.2
- 87. Summary Risk Profile Very high 1 3 High 2 Identify 4 Medium 8 6 Low 10 7 Very low 9 5 Prob. Very low Low Medium High Very high Impact Risk tolerance line . v7.2
- 88. Summary Risk Profile Very high 1 3 High 2 Identify 4 Medium 8 6 Low 10 7 Very low 9 5 Prob. Very low Low Medium High Very high Impact Risk tolerance line . v7.2
- 89. Risk Responses Threat responses Opportunity responses Identify Avoid Exploit Reduce (probability and/or impact) Fallback Enhance (reduces impact only) Transfer (reduces impact only, and often only the financial Plan impact) Share Share Accept Reject v7.2
- 91. Risk Responses Threat responses Opportunity responses Identify Avoid Exploit Reduce (probability and/or impact) Fallback Enhance (reduces impact only) Transfer (reduces impact only, and often only the financial Plan impact) Share Share Accept Reject v7.2
- 98. Progress
- 100. Processes Pre-project Initiation Subsequent Final delivery stage delivery stage(s) stage Directing a Project Directing SU SB SB CP Managing IP Controlling a Stage Controlling a Stage Managing Managing Product Delivery Delivering Product Delivery v7.2
- 101. Processes
- 102. Processes Activities
- 103. Processes Activities Recommended Actions “The processes provide the lifecycle based list of project management activities”
- 104. Starting up a Project …preventing poorly conceived Input projects… Project Mandate Activities Select the project Appoint Prepare Design & approach the Capture the Plan the appoint and Executive previous Outline initiation the PM assemble & Project lessons Business stage Team the Manager Case Project Brief Output …approving viable Request to initiate a project projects… v7.2
- 105. Initiating a Project Directing a Project Authority to initiate project Prepare the Prepare the Prepare the Risk Management Quality Management Config Management Strategy Strategy Strategy Prepare the Communication Management Strategy Set up the Create the project controls Project Plan Refine the Business Case Initiating a Assemble the Request to Project Project Initiation deliver a project Documentation Managing a Stage boundary approaching Stage Boundary v7.2
- 106. Initiating a Project Directing a Project Authority to initiate project Prepare the Prepare the Prepare the Risk Management Quality Management Config Management Strategy Strategy Strategy Prepare the Communication Management Strategy Set up the Create the project controls Project Plan Refine the Business Case Initiating a Assemble the Request to Project Project Initiation deliver a project Documentation Managing a Stage boundary approaching Stage Boundary v7.2
- 107. Assemble the PID Focal point for what, why, who, how, where, when, how much? v7.2
- 108. Controlling a Stage Directing a Project Controlling a Stage Escalate issues Report and risks Highlights Take Capture and Review stage corrective examine issues status action and risks Authorize Work Packages Review Work Package status Receive completed Work Packages Managing Product Delivery v7.2 v7
- 109. Managing Product Delivery Controlling a Stage Managing Product Delivery v7.2
- 110. Managing Product Delivery Controlling a Stage Accept a Work Package Managing Product Delivery v7.2
- 111. Managing Product Delivery Controlling a Stage Accept a Execute a Work Work Package Package Managing Product Delivery v7.2
- 112. v7.2
- 113. Managing Product Delivery Controlling a Stage Accept a Execute a Deliver a Work Work Work Package Package Package Managing Product Delivery v7.2
- 114. Managing a Stage Boundary Directing a Project Request to approve Exception Plan Request to approve next Stage Plan Exception Plan request Produce an Report stage end Update the Exception Plan Business Case Update the Project Plan Plan the next stage Managing a Stage Boundary Stage boundary approaching Initiating a Controlling a Project Stage v7.2
- 115. Managing a Stage Boundary Directing a Project Request to approve Exception Plan Request to approve next Stage Plan Exception Plan request Produce an Report stage end Update the Exception Plan Business Case Update the Project Plan Plan the next stage Managing a Stage Boundary Stage boundary approaching Initiating a Controlling a Project Stage v7.2
- 116. Closing a Project Directing a Project Premature close Prepare Controlling a Project end Prepare planned premature closure Stage approaching closure Hand over products Closing a Evaluate the Project project Recommend project Closure closure recommendation v7.2
- 117. Closing a Project Directing a Project Premature close Prepare Controlling a Project end Prepare planned premature closure Stage approaching closure Hand over products Closing a Evaluate the Project project Recommend project Closure closure recommendation v7.2
- 118. Closing a Project Directing a Project Premature close Prepare Controlling a Project end Prepare planned premature closure Stage approaching closure Hand over products Closing a Evaluate the Project project Recommend project Closure closure recommendation v7.2
- 119. v7.2
- 120. Directing a Project Authorize Authorize Authorize Authorize Stage/Exception initiation project project closure Plan Give ad hoc direction v7.2
- 121. What makes PRINCE 2 Attractive? SEXY
- 122. It is worth the effort!
- 127. Process Maturity
- 128. Programme Management Risk Management Project Support
- 129. There are many more benefits of using PRINCE2® - ensures that the project management is focused on the continuing viability of the project in relation to its Business Case - involves senior management in the project at the right time and in the right place - focuses on Products which provides clarity for all parties involved on what the project must deliver, why, when by whom and for whom - facilitates controls at all levels - makes the project's progress more visible to management - provides a communication medium for all project staff - ensures that work progresses in the correct sequence - allows the project to be stopped and, if required, re-started completely under management control, at any time in the project's life - has a well established User Group dedicated to the support, promotion and strengthening of the method
- 130. What makes PRINCE 2 Attractive? SEXY
- 131. S calable E X Y
- 133. S calable E xams X Y
- 134. Exams
- 135. 250 000 passed exams 2000 new each month
- 136. Practitioner level 5 day course Followed by 3 hour multiple choice Foundation level 3 day course Followed by 1 hour multiple choice
- 137. Practitioner level 3 day UPGRADE course Followed by 3 hour multiple choice 1 – 2 months GAP Foundation level 3 day course Followed by 1 hour multiple choice
- 143. 100%
- 144. S calable E xams X eXception Y
- 145. eXception
- 146. S calable E xams X eXception Y
- 147. What makes PRINCE 2 attractive for you?
- 148. S calable E xams X eXception Y
- 149. S calable E xams X eXception You
- 150. You
- 152. You
- 158. Its people not the process that makes the project!
- 160. One more thing…
- 161. Special offer! 20% discount from cost of PRINCE 2 training 19th – 23rd March 2012 or May / June 2012 Quote keyword - SEXY
- 163. Trevor Smith Vision Training 00420 777 013 806 trevor.smith@visiontraining.cz
Notas do Editor
- These PRINCE2 principles are based on years of experience and lessons learned from both successful projects as well as failed projects. To conform to PRINCE2, your project MUST adhere to these principles.
- Continued business justification The justification is documented in the Business Case, and this is used to drive all decision-making processes to ensure that the project remains aligned to the business objectives, and that the benefits and Business Case is viable, desirable, and achievable The Business Case must be viable to start the project, and remain viable throughout. If the Business Case ceases to be viable, the project should be changed or stopped.
- Learn from experience Everyone involved in the project should proactively seek out lessons rather than waiting for someone else to provide them. The lessons are captured in the Lessons Log when starting the project to see if any could be applied. Lessons should be included in reports and reviews including End Stage Assessments, the aim being to seek opportunities to implement improvements. When the project closes, the Lessons Report should pass on lessons identified for the use of future projects.
- Defined roles and responsibilities All projects need resources with the right level of knowledge, skills, experience, and authority. These must be assigned required roles within the project. The Project Management Team structure must have these roles and responsibilities agreed plus a means for effective communication between them. A project must have primary stakeholders, and all three stakeholder interests must be represented on the project: Business sponsors – ensuring that the project provides value for money Users – those who will use the project’s products Suppliers – they provide the project resources including the specialist team who create the products
- Manage by stages A PRINCE2 project divides the project into a number of management stages – the minimum being two, the initiation stage and one delivery stage. These stages are partitions of the project with a control/decision point at the end of each - the Project Board need to approve the next stage plan before work commences. Shorter stages give more control, and longer stages place less burden on senior management. There is no point attempting to plan beyond the horizon, as planning effort will be wasted. PRINCE2 achieves this by having a high-level Project Plan, and detailed Stage Plans that are created for the next stage near the end of each current stage. The project is released to the Project Manager one stage at a time.
- Focus on products Without a product focus projects can be subjected to “scope creep”. PRINCE2 uses Product Descriptions which are created during planning. These include the quality criteria that each product must meet. Once the products of a plan have been defined, then the activities and resources can be planned in order to create the products.
- Manage by exception Management by exception enables efficient use of senior management time by reducing their time and effort burden – while still having control by ensuring that appropriate decisions are made at the right level within the organization. It does this by defining distinct responsibilities at different levels for directing, managing and delivering the project with accountability at each level. The situation is escalated to the next management level (up) if the tolerances are forecast to be exceeded. These levels of authority from one management level to the next is achieved by setting appropriate tolerances ( a plus/minus allowable deviation from plan). The tolerances can be set against the six objectives and constraints for each plan. They are Time, Cost, Quality, Scope, Risk, and Benefit.
- Tailor to suit the project environment PRINCE2 is a universal project management method that can be applied to any project in any industry, organization and culture because the method is designed to be tailored. Tailoring ensures the PRINCE2 method relates to the project environment, that the project controls are adjusted to suit the project’s scale, complexity, importance, capability and risk.
- Organisational OverviewBy implementing a consistent but flexible approach to PRINCE2 you gain consistency in the way that projects are presented for evaluation, commissioning, reporting and review. This can help to reduce the potential for replication of effort and double-counting of benefit. By standardising on the way that projects report, the organisation can get a clear focus on the current load of risk, for example. If all projects use the same template and approach to presenting a business case it is easier to make like-for-like comparisons between projects, even when those projects originate in different areas of the business.
- Consistency & FluencyIf you organisation delivers projects in a number of different locations the PRINCE2 process and naming conventions can help to clarify project delivery. If you have a project manager in Delhi and a project executive in Geneva, their local procedures may not be aligned; if the project is runthrough PRINCE2 the potential for confusion or replication is reduced.
- Reputational ManagementPRINCE2 is the de-facto global standard for project delivery and is the preferred standard for a number of international development agencies and high profile public and private sector organisations. By becoming a PRINCE2 organisation you gain prestige with clients who have either adopted already or who are thinking of making the switch. PRINCE2’s focus on governance and control is selling point for any organisation that delivers customer projects.
- Organisational CapacityBy introducing PRINCE2 and standardising on your project lifecycle it is possible to see, at a glance, the loading of your delivery teams. By checking the number of projects in Start Up, in Initiation, in Delivery and approaching closure it is possible to constantly refine resource and capacity plans based on ‘live’ data rather than periodic estimates.
- Process MaturityAll the studies show that there is a strong correlation between improved productivity and improved process maturity.One of the key steps to increased process maturity is the implementation of a standardised approach to project management. If this approach can flex to accommodate local requirements while retaining all the appropriate controls this would be characteristic of high process maturity.PRINCE2 is designed to be extensible, and the key to its success is using as much or as little of the standard as you need, while remaining in control.