ince2pri

1. AXELOS.com PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. PRINCE2® Foundation 1

2. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Learning Objectives To help you understand PRINCE2 in respect of its: • Principles, processes, themes, techniques and roles for successful project management • Management products that are input and output of the processes. So that you may: • Attempt your exam(s) of choice with confidence • Begin to apply the method, tailoring it to your projects’ needs. 2

3. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Course Topics • Overview, Principles and Tailoring PRINCE2 to the project environment (OV) • Business Case theme (BC) • Organization theme (OR) • Quality theme (QU) • Plans theme (PL) • Risk theme (RK) • Change theme (CH) • Progress theme (PG). • Starting up a Project process (SU) • Initiating a Project process (IP) • Directing a Project process (DP) • Managing a Stage Boundary process (SB) • Controlling a Stage process (CS) • Managing Product Delivery process (MP) • Closing a Project process (CP). 3

4. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Examination Information Foundation • Multiple choice questions • 60 questions per paper • 33 marks required (out of 60 available) to pass: 55% • One hour's (60 minutes) duration • Closed book. 4

5. PUBLIC PUBLIC Overview of PRINCE2 5

6. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. What is a project Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P3-4 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 • Characteristics: • Change • Temporary • Cross-functional • Unique • Uncertainty. Six project variables to control: • Time • Cost • Scope • Quality • Risk • Benefits 6

7. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Programmes and Projects: Differences Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P217-8, 309 • Programme = A temporary, flexible organization created to co- ordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organization’s strategic objectives. • Deals with the big, strategic picture • Is initiated to realize benefits through change • Proceeds in tranches, with benefits reviews in between. • PRINCE2 is a method for project management; MSP® is a method for programme management. 7

8. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. How does PRINCE2 Help? Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P5, 7 • Provides four integrated elements for successful project management: • Principles • Processes • Themes • Tailoring PRINCE2 to the project environment. • Benefits of using PRINCE2: • Established best practice – no need to re-invent the wheel • Flexible, scalable, tailorable, transferable • Active stakeholder engagement • Provides consistency across project work • Promotes continual improvement. 8

9. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. What are Principles? Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P11-4 • A guiding obligation for good practice • 7 Principles • Continued Business Justification • Learn from Experience • Defined Roles and Responsibilities • Manage by Stages • Manage by Exception • Focus on Products • Tailor to Suit the Environment. 9

10. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Processes Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P113 Starting up a Project Directing a Project Initiating a Project Controlling a Stage Managing Product Delivery Managing Product Delivery Directing Managing Delivering Controlling a Stage SB SB CP Pre-Project Initiation Stage Subsequent Delivery Stages Final Stage 10

11. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Themes Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P17-8 • Aspects of project management that need to be continually addressed – the Project Manager’s toolbox • Enable the PRINCE2 processes to be effective - if the process requires action the Theme provides guidance on how it should be done • 7 Themes • Business Case • Quality • Organization • Plans • Risk • Change • Progress. 12

12. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. The Project Environment Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P215 • Tailoring - Done by the project team to adapt the method to the context of a specific project • Roles and responsibilities to allocate • Management products to use and how • Number, length and nature of stages • Tolerances, reporting and reviewing • Use of PRINCE2 processes. 13

13. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Management Products Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P235 • Baseline Management Products • Define aspects of the project and, once approved, are subject to Change Control, e.g. Business Case • Records • Dynamic management products that maintain information regarding project progress, e.g. Risk Register • Reports • Management products that provide a snapshot of the status of certain aspects of the project, e.g. Highlight Report • Records and Reports not subject to Change Control, but other aspects of Configuration Management still apply, e.g. version control, safe storage. 14

14. PUBLIC PUBLIC Organization Theme Who? 15

15. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Key Concepts PRINCE2® manual ref: P31 Defined roles and responsibilities • A temporary organization… • Every project needs effective direction, management, control and communication • Project’s structure of accountability and responsibilities (the who?) • Customer/supplier environment • Roles, NOT jobs. 16

16. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Customer/Supplier Environment Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P224-7 • Customer – specifies project result and (probably) funds the project • Supplier – provides resources and skills to produce desired result • In-house or commercial relationship 17

17. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Three Projects Interests Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P32 Consider the difference between “stakeholders” and “decision-makers” Business User Supplier The project 18

18. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Four Levels of Management Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P33 Starting up a Project Directing a Project Initiating a Project Controlling a Stage Managing Product Delivery Managing Product Delivery Directing Managing Delivering Controlling a Stage SB SB CP Pre-Project Initiation Stage Subsequent Delivery Stages Final Stage Project Board Project Manager Team Manager Project management team Corporate or Programme Management 19

19. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Project Management Team Structure Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P33 Corporate or programme management Project Board Senior User(s) Senior Supplier(s) Team members Change Authority Project Support Project Manager Team Manager(s) Business, User & Supplier Project Assurance Executive Project Management Team 20

20. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. The Project Board Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P34-5, 269-70 Customer • Three roles: • Executive – business interests • Senior User – user interests • Senior Supplier – supplier interests. • Authority and responsibility for the project within the remit of the project mandate (initially) • Characteristics: • Authority • Credibility • Ability to delegate • Availability. 21

21. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Project Board: Executive Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P35, 270 • Role: • Final responsibility for the project and its success or failure • Must ensure that the project has a sound business basis (‘business case’) and represents value for money throughout the life of the project. • Responsibilities: • Chairs the Board and owns the Business Case • Represents the “business” interests – should this project be done? • Ensures the Project is delivering against targets and remains focused on achieving objectives • Key decision-maker – role cannot be shared. 22

22. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Role: • Ensures that requirements are fully specified and agreed before project delivery begins • Accountable to the Executive for the delivery of benefits. Responsibilities: • Ensures that user resources are made available • Ensures that the required outcome for the project is clearly specified and signed-off • Monitors progress and maintains focus on the deliverables from a user perspective • Signs-off completed deliverables against agreed quality criteria • Resolves user conflicts. Project Board: Senior User Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P35, 270-1 23

23. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Role: • Designing and developing, procuring and implementing the end product • Achieving the results specified by the Senior User to the level of quality required • May be in-house or external . Responsibilities: • Provides cost information for the Business Case • Ensures supplier resources are made available • Responsible for the technical integrity of the products, their quality and for delivering the outputs required by the users • Advises on development strategy, design and methods. Project Board: Senior Supplier Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P35-6, 271 24

24. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. • Ensures that the project is being run to the required quality standards, that project controls are being executed and that the Project Board is happy with the Project Manager’s performance • Provides advice and guidance to the Project Manager • Assurance is the responsibility of all members of the Project Board – they can carry it out themselves or delegate • Business, user and supplier assurance • Cannot be delegated to the Project Manager • Should be involved in all processes. Project Assurance Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P36, 273-4 25

25. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. • Who is permitted to authorize Requests for Change or Off-specifications? • Configuration Management Strategy should define rating scales for severity of changes • Depending on severity, the request for change could be handled by: • Corporate or programme management • Project Board • Delegated to a Change Authority • Delegated to the Project Manager. • Any delegated authority must be agreed in role description. Change Authority Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P36, 274 26

26. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. • Responsible on a day-to-day basis for the project • Responsible for planning and control within the project • Responsible for the project delivering the required result on time and to budget • Reports progress and exceptions to the Project Board • Role should not be shared. The Project Manager Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P38, 271-2 27

27. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. • Ensures the products allocated by the Project Manager are produced to required quality level within constraints of time and cost • Plans and manages the work of a team • Reports progress, issues and risks to Project Manager • Could be combined with role of Project Manager • Ensure relationship with Senior Supplier is understood. Team Manager Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P38-9, 272-3 28

28. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. • The use of a separate person to perform Project Support is optional and will depend on such things as the size and the complexity of the project • Typical activities might include: • Planning / Re-planning • Management of Risk • Change Control • Data gathering and collation • Administration • Specialist advice / guidance • Links to other projects / programmes. Project Support Copyright © AXELOS Limited 2017 PRINCE2 ® manual ref: P39, 274-5 29

29. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Project Management Team Structure Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P33 Corporate or programme management Project Board Team members Project Management Team 30

30. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Project Management Team Structure Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P33 Corporate or programme management Project Board Senior User(s) Senior Supplier(s) Team members Change Authority Project Support Project Manager Team Manager(s) Business, User & Supplier Project Assurance Executive Project Management Team 31

31. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. • Stakeholder = any party that can affect, be affected by or perceive itself to be affected by a project • Communication Management Strategy • Description of the means and frequency of communication to parties both internal and external to the project • Documented during Initiating a Project • Communication activities should be put in plans. Working with Stakeholders Communication Mgmt Strategy A.4 Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P41-2 32

32. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. To be following PRINCE2, a project must, as a minimum: • define its organization structure and roles. • document the rules for delegating change authority responsibilities, if required • define its approach to communicating and engaging with stakeholders. PRINCE2 requires that two products are produced and maintained for the organization theme:  PID  Communication Management Approach PRINCE2’s Requirements for Organization Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P41-2 33

33. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Project Manager OR1: Which role represents the business interests in the project? D Corporate or programme management C Executive B Project Assurance 34

34. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A During Starting up a Project OR2: When is the Project Manager appointed? D In Directing a Project C When the Project Mandate is created B During Initiating a Project 35

35. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Corporate or programme management OR3: Which role will decide how supplier assurance will be carried out in the project? D Project Mandate C Executive B Senior Supplier 36

36. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Anyone that can affect, be affected by or perceive itself to be affected by a project OR4: Project stakeholders can be best described as…? D Anyone in the project management team C Those who have the authority to commit resources and funds B The main driving force behind a project 37

37. PUBLIC PUBLIC Starting up a Project Process 40

38. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. • Triggered by Project Mandate from Corporate or Programme Management • Purpose • Do we have a worthwhile and viable project? • Pre-requisite for Initiation • Define and agree base project information. • Objective • Is there business justification for Initiation? • Do the necessary project authorities exist for Initiation? • Sufficient information is available to define the What? Who? How? of the project • The Initiation Stage is planned. Starting up a Project - Context Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P121-2 41

39. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Process Overview Copyright © AXELOS Limited 2017 PRINCE2 ® manual ref: P121 Project mandate Corporate or programme management Directing a Project Appoint the Executive and the Project Manager Design and appoint the project management team Select the project approach and assemble the Project Brief Request to initiate a project Plan the initiation stage Starting up a Project Capture previous lessons Prepare the outline Business Case 42

40. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Appoint the Executive and the Project Manager Organization Corporate or programme management appoint… …who appoints… the Executive the Project Manager Executive Role Description Appendix C PM Role Description Appendix C Daily Log A.7 Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P123-4, 270, 271, 242 We need a decision-maker (Executive) and a day-to-day manager (Project Manager) 43

41. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Capture Previous Lessons Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P124, 248 Lessons Log A.14 Previous projects’ Lessons Reports Corporate or programme management Other interested parties External experts 44

42. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Design and Appoint the Project Management Team Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P124-6, Appendix C Organization Corporate or programme management Project Board Senior User(s) Senior Supplier(s) Team members Change Authority Project Support Project Manager Team Manager(s) Business, User and Supplier Project Assurance Executive Project Management Team Role Descriptions App C Project Management Team Role Descriptions App C Project Management Team Role Descriptions App C Project Management Team Role Descriptions Appendix C 45

43. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Prepare the Outline Business Case Business Case, Quality Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P126-8, 256 The Executive… • Drafts the outline Business Case: • Background information to the project • Contribution to corporate/programme objectives • Project objectives • Project funding. The Project Manager… • Creates the Project Product Description (A.21): • What is the project to deliver? • Customer Quality Expectations • Acceptance Criteria. • Summarises key risks in outline Business Case. 46

44. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Select the Project Approach… Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P128-30 • Definition of the Project Approach is a pre-requisite to project planning • Dependant on customer and supplier standards • Approach taken must be appropriate to deliver project product and achieve outline Business Case • Considerations: • Lessons from previous projects • Corporate/programme strategies and/or standards • Security considerations • Training needs • Operational environment. 47

45. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. …and Assemble the Project Brief Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P128-30, 253 Business Case, Quality, Risk Project Brief A.19 Project Definition Outline Business Case Project Approach Project Management Team structure Project Product Description Issues and Risks? 48

46. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Plan the Initiation Stage Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P130-1, 250 • Create a Stage Plan (A.16) for the initiation stage: – Lessons? – Reporting and controls? – Constraints? – Risks? Pre-project SU SB CP IP Initiation stage Subsequent delivery stage(s) Final delivery stage Directing Managing Delivering Directing a Project SB Controlling a Stage Controlling a Stage Managing Product Delivery Managing Product Delivery Scope of the plan Plans 49

47. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Summary Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P121 Project mandate Corporate or programme management Directing a Project Appoint the Executive and the Project Manager Design and appoint the project management team Select the project approach and assemble the Project Brief Request to initiate a project Plan the initiation stage Starting up a Project Capture previous lessons Prepare the outline Business Case Defined roles and responsibilities Continued business justification Learn from experience Manage by stages Focus on products Manage by exception Tailor to suit the project environment 50

48. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. SU1: Which of the following forms part of the Project Brief? D Daily Log C Stage Plan B Project Mandate A Project Product Description 51

49. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Project Mandate SU2: Which of the following is created when appointing the Executive and the Project Manager? D Daily Log C Lessons Log B Outline Business Case 52

50. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Senior User SU3: Which role drafts the outline Business Case? D Executive C Project Assurance B Project Manager 53

51. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Senior Supplier and Senior User SU4: With whom should the Project Manager consult when creating the Project Product Description? D Corporate or programme management C Executive and Project Support B Executive and Senior User 54

52. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Initiating a Project SU5: Which process follows Starting up a Project? D Closing a Project C Directing a Project B Controlling a Stage 55

53. PUBLIC PUBLIC Business Case Why? 57

54. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Purpose Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P21 Continued Business Justification • Is the project: • Desirable? • Viable? • Achievable? • Documents the business justification for the project • Supports project decision-making • Responsibility of the Executive. 58

55. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. • Mix of information for investment decisions • Cost • Risk • Benefit • Contribution to strategic objectives • Provides confidence for Project Board and Stakeholders • Dynamic not static. What is a Business Case? Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P21 59

56. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. • Compulsory project • Legal, regulatory • Not for profit • Public sector, charity • Evolving • Research and development • Customer / Supplier • Multi-Organization • Joint ventures, inter-governmental. Types of Business Case Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P22 60

57. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. • Executive summary • Reasons • Business options (include ‘do nothing’) • Expected benefits • Expected dis-benefits • Timescale • Costs • Investment appraisal • Major risks. Business Case Contents Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P25-7, 217-8, 237 61

58. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Outputs, Outcomes, (Dis-)Benefits Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P25-6 Output A project produces outputs… Outcomes Which, when used, produce outcomes… Benefits Dis-benefits Which deliver measurable results perceived as positive (Benefits) or negative (Dis-benefits) by stakeholders A new medicine Quicker, more effective patient treatment 25% reduction in cost of treatment 5% of patients suffer minor side-effects 62

59. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Business Case in the Project Lifecycle Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P23 Pre-Project Initiation Stage Subsequent Delivery Stages Final Delivery Stage Post Project Outline Business Case Detailed Business Case Updated Business Case Updated Business Case ? ? ? ? Business Case development Business Case maintenance Benefits? Benefits? Benefits? Benefits Review Plan Based on AXELOS PRINCE2® material. Material is reproduced under licence from AXELOS. Business Case A.2 Benefits Review Plan A.1 63

60. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Responsibilities Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P28 Corporate or Programme Management Responsible for Benefits Review Plan (post-project) Holds Senior User to account for benefits realization (post project) Executive Responsible for the Business Case and Benefits Review Plan throughout the project Project Manager Prepares the Business Case on behalf of Executive Analyses impact of any issues and risks on the Business Case Assesses Business Case at the end of every management stage and reports on project performance at closure Project Assurance Assists in Business Case development Verifies and monitors Business Case against external events and project progress Verifies and monitors the Benefits Review Plan 64

61. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Controlling a Stage BC1: Which process creates the Benefits Review Plan? D Managing a Stage Boundary C Initiating a Project B Starting up a Project 65

62. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Project Manager BC2: Which role is responsible for drafting the outline Business Case? D Corporate or Programme Management C Senior User B Executive 66

63. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Result of change derived from using products BC3: Which statement best describes an output? D A management product C An advantage for a stakeholder B Any of the project’s specialist products 67

64. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Learn from experience BC4: Which principle does the Business Case theme support? D Continued business justification C Manage by stages B Focus on products 68

65. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Premature closure BC5: Which business option should always be considered? D Not-for-profit C Commercial B Do nothing 69

66. PUBLIC PUBLIC Directing a Project Process 71

67. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Directing a Project - Context Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P135-6 • Starts on completion of Starting up a Project • Trigger is request to initiate a project • Covers the activities of the Project Board • Monitor project progress via reports • Event-driven decisions • No need for other ‘progress meetings’ • Flow of information • Corporate or programme management • Project Manager. 72

68. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Process Overview Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P135 Directing a Project Managing a Stage Boundary Authority to initiate a project Request to deliver a project Closing a Project Initiating a Project Starting up a Project Request to initiate a project Stage authorization Exception Plan approved Request to approve Exception Plan Request to approve Next Stage Plan Exception Plan request Project Manager request for advice Exception raised New issue Project Board advice and decisions Premature close Closure recommendation Controlling a Stage Authorize project closure Give ad hoc direction Authorize a Stage or Exception Plan Authorize the project Authorize initiation Initiation notification Project authorization notification Project Board request for advice Corporate advice and decisions Closure notification 73

69. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Authorize Initiation Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P136-7 Starting up a Project Initiating a Project Authorize Initiation • Is investment to initiate project worthwhile? • Review and approve Project Brief • Review and approve Initiation Stage Plan. Request to initiate a project Project Brief Initiation Stage Plan Initiation Notification to corporate or programme management Authority to initiate a project Organization, Business Case, Quality, Risk 74

70. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. DP1: Which of the following are received by ‘give ad hoc direction’? D Highlight Report, Product Status Account C End Stage Report, End Project Report B Exception Report, End Stage Report A Highlight Report, Issue Report 75

71. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. DP2: Which of the following statements is false? D Directing a Project starts on completion of the Starting up a Project process C Directing a Project is predominantly a time-driven process B The Project Board can trigger premature closure at any point after initiation has been authorized A Directing a Project is predominantly an event-driven process 76

72. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. DP3: Which role(s) carry out Directing a Project? D Corporate/Programme Management and Project Board C Project Board and Project Assurance B Project Manager and Project Board A Project Board Executive 77

73. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. DP4: Which activity approves the original PID? D Authorize a project C Authorize a Stage or Exception Plan B Authorize initiation A Give ad hoc direction 78

74. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. DP5: Which two products will the Project Board use to decide whether to authorize initiation? D PID, Initiation Stage Plan C End Stage Report, PID B Project Mandate, outline Business Case A Initiation Stage Plan, Project Brief 79

75. PUBLIC PUBLIC Initiating a Project Process 80

76. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Initiating a Project - Context • Triggered by Authority to Initiate a Project from Project Board • Purpose • Establish firm foundations on which to deliver the project • Enables the organization to understand the work to be done before committing to significant expenditure • Objective • Ensures there is a common understanding of: • Why the project is required • Scope and quality of project deliverables • How, when and by whom the deliverables will be produced • How the project will be controlled • Information required throughout the project. Copyright © AXELOS Limited 2017 PRINCE2® manual ref: p149-150 81

77. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Process Overview Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P149 82

78. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Prepare the Communication Management Strategy / Approach Organization Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P155-6, 239 • Should be last strategy to be produced • Facilitates stakeholder engagement • Defines both internal and external project communications activities: • Procedures • Tools and techniques • Records and reports • Roles and responsibilities • Stakeholder analysis • Information needs • Communication related to the other strategies. • Appendix A.4. 83

79. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Create the Project Plan Plans Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P159-61, 250, 251 Review Project Brief Review Lessons Log Review Risk/Issue Registers Create Project Plan - Create Product Descriptions - Update Configuration Item Records - Update project management team structure Project Product Description Project Approach Lessons from previous projects? Related risks or issues? New risks or issues? Seek Project Board approval Consult Project Assurance 84

80. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Set up the Project Controls Progress Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P156-8 • Done in conjunction with creating the Project Plan • Project controls can include: • Communication between project management levels • Number and length of stages • Tolerances • Mechanisms for dealing with issues and exceptions • Summarized in PID. 85

81. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Refine the Business Case Business Case Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P161-2, 235, 237 Review Project Brief Review Lessons Log Review Risk Register Refine the Business Case - Create detailed Business Case - Create Benefits Review Plan Outline Business Case Lessons from previous projects? Major Project Risks New risks or issues? Seek Project Board approval Consult Project Assurance Project Plan Time and cost 86

82. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Assemble the Project Initiation Documentation Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P1623-4, 254 Information from Starting up a Project Assemble the Project Initiation Documentation - Tailoring of PRINCE2 Project Brief Stage boundary approaching Request to deliver a project Consult Project Assurance Information from Initiating a Project Strategies, Project Plan, Business Case, Project Controls Focal point of the ‘what, why, who, how, where, when and how much of the project 87

83. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Summary Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P149 Initiating a Project Managing a Stage Boundary Prepare the Risk Management Strategy Prepare the Change 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 Authority to initiate project Request to deliver a project Stage boundary approaching Defined roles and responsibilities Continued business justification Learn from experience Manage by stages Focus on products Manage by exception Tailor to suit the project environment 88

84. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. IP1: Which of the following is NOT a strategy produced by Initiating a Project? D Configuration Management Strategy C Quality Management Strategy B Communication Management Strategy A Change Management Strategy 89

85. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Set up Project Controls IP2: Which activity produces the Benefits Review Plan? D Prepare the Risk Management Strategy C Assemble the PID B Refine the Business Case 90

86. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Resource names IP4: What information does the Project Plan provide to refine the Business Case? D Activity lists C Time and cost B Project tolerances 92

87. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Refine the Business Case IP5: In which activity are Product Descriptions created? D Create the Project Plan C Assemble the PID B Set up Project Controls 93

88. PUBLIC PUBLIC Plans Theme How? How Much? When? 94

89. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Purpose of Plans Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P61 Plan Delegate Monitor Control Effective project management relies on effective planning as without a plan there is no control. Business Case, Risk 95

90. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Acquire resources What is a Plan? Achieve our objectives Build on our achievements Recover from exceptions Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P61 A method or way of proceeding thought out in advance. It helps us to: 96

91. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Levels of Plan Project Plan Stage Plan Team Plan Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P61-2, 250 Plan A.16 Manage by stages Manage by exception PRINCE2 proposes 3 levels of plan to reflect the needs of different levels of the Project Management Team in controlling the project. 97

92. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. The Project Plan Project Plan Stage Plan Team Plan Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P62 Provides a statement of how and when a project’s time, cost, scope and quality targets are to be achieved • Shows major products, activities and resources • Provides the Business Case with project costs • Is used by the Project Board to monitor and control project costs and progress • Identifies major project control points (e.g. stages) • Should be in line with corporate/programme plans. 98

93. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. The Stage Plan Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P62 Project Plan Stage Plan Team Plan • For each Stage identified, a Stage Plan is required • Each element within the Project Plan will now be broken down to a level of detail to enable adequate day-to-day control by the Project Manager • Identifies the method of quality checking products and activities involved • Each Stage Plan is completed near to the end of the preceding stage • Gives greater confidence in the plan • Assistance from Team Managers/members. 99

94. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. The Team Plan Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P62-3 Project Plan Stage Plan Team Plan • An optional plan • Need determined by size and complexity of project • Contains detailed information to assist in the management of Work Packages • Detailed activity and resource requirements for quality control • May be prepared in parallel with Stage Plan • Could be owned by Third party suppliers on certain projects – the Project Manager may not have control over Team Plans. 100

95. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. The Exception Plan Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P63 Project Plan Stage Plan Team Plan Prepared for the appropriate management level to show the actions required to recover from the effect of a tolerance deviation • Same level of detail and format • Picks up from current plan actuals • Continues to the end of the plan • Will become the new baselined Project Plan or current Stage Plan • Exception Plan for Stage Plan – approved by Project Board • Exception Plan for Project Plan – approved by Corporate or Programme. Management. 101

96. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Plans in the Project Lifecycle Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P31, 73 Pre-project SU SB CP IP Initiation stage Subsequent delivery stage(s) Final delivery stage Directing Managing Delivering Directing a Project SB Controlling a Stage Controlling a Stage Managing Product Delivery Managing Product Delivery Project Plan Stage Plan Team Plan(s) 102

97. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. How to Produce a Plan Analyse the risks Repeated for: • Project Plan • Stage Plan • Team Plan (optional) Prerequisite Define and analyse the product Identify activities and dependencies Prepare estimates Prepare the schedule Document the plan Design the plan Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P63 Use Product- Based Planning technique Focus on products 103

98. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Product-Based Planning Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P64-7, 251, 256, Appendix D Project Plan only 1. Write the Project Product Description • Created in Starting up a Project • Appendix A.21 2. Create the product breakdown structure • Hierarchy of products to be produced by the plan • Appendix D 3. Write Product Descriptions • Understand each product in detail • Appendix A.17 4. Create the product flow diagram • Defines sequence in which products will be developed • Appendix D 104

99. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. To be following PRINCE2, a project must, as a minimum: • ensure that plans enable the business case to be realized (PRINCE2’s continued business justification principle) • have at least two management stages: an initiation stage and at least one further management stage. The more complex and risky a project, the more management stages that will be required (PRINCE2’s manage by stages principle) • produce a project plan for the project as a whole and a stage plan for each management stage (PRINCE2’s manage by stages principle) • use product-based planning for the project plan, stage plans and exception plans. It may be optionally used for team plans. alternative approaches may be used. produce specific plans for managing exceptions (PRINCE2’s manage by exception principle) • define the roles and responsibilities for planning (PRINCE2’s defined roles and responsibilities principle) • use lessons to inform planning (PRINCE2’s learn from experience principle) PRINCE2’s Requirements for Plan Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P41-2 105

100. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Project, Stage, Team Plans PL1: Which levels of plan are recommended by PRINCE2®? D Stage, Product, Work Package Plans C Programme, Project, Stage Plans B Project, Stage, Product Plans 106

101. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Project Manager PL2: Which role is responsible for preparing the Project Plan? D Executive C Project Support B Project Board 107

102. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Business Case PL3: Which of the following forms part of a Plan? D Project definition C External dependencies B Project Brief 108

103. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Team Plans are optional PL4: Which of the following statements is INCORRECT? D The Project Plan needs to be aligned with the Business Case C The Project Plan is baselined at the end of the Initiation Stage B A Stage Plan covers the work of a technical stage 109

104. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Project Product Description, product flow diagram PL5: Which of the following are created in Product-Based Planning? D Estimate, budget C Product breakdown structure, schedule B Product Description, activity list 110

105. PUBLIC PUBLIC Risk What if? 111

106. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Purpose Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P77 Continued business justification To identify assess and control uncertainty and, as a result, improve the ability of the project to succeed • Systematic and proactive approach • Cost-effective risk management procedures • Continual and unavoidable activity. 112

107. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. What is a Risk? Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P77 • An uncertain event or set of events that, should it occur, will have an effect on the achievement of objectives • Consists of: • Probability that it will occur • Impact on objectives • Also consider its Proximity • May be: • Negative - Threat • Positive – Opportunity. 113

108. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Risk Management Procedure Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P80-7 Identify Assess Plan Implement Communicate 114

109. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Risk Appetite Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P78 Long-term Medium-term Short-term Strategic Operational Project Programme Business change An organization’s unique attitude to risk 115

110. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Identify Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P80-81 Cause - Event - Effect • Context: • Relating to Risk Management Strategy • Early Warning Indicators • Risks • Capture in Risk Register • Prepare and monitor Indicators • Understand Stakeholders’ views. 116

111. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Assess Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P82-3 Consider using a Risk Summary • Estimate: • Probability and Impact • Proximity (how quickly it might happen) • How it may change over the life of the projects. • Evaluate • Net effects of aggregated threats and opportunities • Within tolerance? • Continued business justification. 117

112. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Summary Risk Profile Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P83-4 Probability Very High 1,2 13 5 High 19 3,4 18 15 Medium 10 16 9,11 Low 14 17 7 Very Low 6 20 12 8 Very Low Low Medium High Very High Impact Risks 5 and 15 are beyond risk tolerance 118

113. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Impact Probability Grid Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P83-5 Probability 0.9 Very High 0.045 0.09 0.18 0.36 0.72 0.7 High 0.035 0.07 0.14 0.28 0.56 0.5 Medium 0.025 0.05 0.10 0.20 0.40 0.3 Low 0.015 0.03 0.05 0.12 0.24 0.1 Very Low 0.005 0.01 0.02 0.04 0.08 Very Low Low Medium High Very High 0.05 0.1 0.2 0.4 0.8 Impact 119

114. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P84-5 Plan - Risk Responses Threat responses Opportunity responses Exploit Avoid Reduce (probability and/or impact) Fallback (reduces impact only) Transfer (reduces impact only, and often only the financial impact) Enhance Share Reject Accept 120

115. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Implement Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P84-6, 88 Could be the same person • Action the selected Response(s): • Monitor Implementation • Take any corrective action • Review roles and responsibilities • Risk Owner - responsible for the management, monitoring and control of all aspects of a particular risk assigned to them, including the implementation of the selected responses • Risk Actionee - assigned to carry out risk response action(s) to respond to a particular risk or set of risks. They support and take direction from the Risk Owner. 121

116. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Communicate Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P80-1 • Formally: • Agree a Work Package • Checkpoint Reports • Highlight Reports • End Stage Report • End Project Report (Residual Risk) • Lesson Report. • Informally • Risk Workshops • Feedback to Concern authors • Anything appropriate for organization. 122

117. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. To be following PRINCE2, a project must, as a minimum: • define its risk management approach, which must minimally cover: – how risks are identified and assessed, how risk management responses are planned and implemented and how the management of risk is communicated throughout the project lifecycle – assessing whether identified risks might have a material impact on the business justification of the project (PRINCE2’s continued business justification principle) – the roles and responsibilities for risk management (PRINCE2’s defined roles and responsibilities principle) • maintain some form of risk register to record identified risks and decisions relating to their analysis, management and review • ensure that project risks are identified, assessed, managed and reviewed throughout the project lifecycle • use lessons to inform risk identification and management (PRINCE2’s learn from experience principle). PRINCE2’s Requirements for Risk Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P41-2 123

118. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A If it is part of a programme RK1: When can risk management be safely left out of a Project? D Never C If we have done something similar before B When the project is small or urgent 124

119. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Identify, Implement, Plan, Communicate RK2: What are the steps in the Risk Management Procedure? D Communicate, Assess, Implement, Monitor C Identify, Assess, Plan, Implement, Communicate B Communicate, Plan, Identify, Assess, Implement 125

120. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Negative opportunity or positive threat RK3: A Risk can be…? D Negative threat or positive opportunity C Anything that is a threat B Something we did not see coming 126

121. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Avoid RK4: Which Risk Response is used for both threats and opportunities? D Share C Fallback B Reject 127

122. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Attitude to risk taking RK5: Which of these should appear in a Risk Management Strategy? D Proximity of an individual risk C Assigning risk owners B Risk Budget amount 128

123. PUBLIC PUBLIC Quality What? 130

124. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. What is Quality? The means by which the project will create and verify products that are fit for purpose. Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P48 Learn from experience 131

125. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Quality Assurance vs. Project Assurance Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P48 • Quality Assurance • Checks to ensure that the relevant corporate standards and policies have been complied with and assures the organization that quality is in place • Reports to the relevant organization • External to the project. • Project Assurance • Checks that the project is being conducted appropriately and properly • Reports to a member of the Project Board • Within the project. 132

126. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Approach to Quality Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P48, 50, 54 Learn from experience • Quality Planning • Defining quality criteria, methods and responsibilities, including effort for quality control and product acceptance • Quality Control • Checking to ensure that the finished product conforms to the pre-determined quality criteria • Carrying out the quality methods • Maintaining quality and approval records • Gaining Acceptance • Eliminating causes of unsatisfactory performance. 133

127. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Quality Register Quality Activity ID Product ID Product Quality Method Producer Reviewer(s) Approver(s) Target Review Date Actual Review Date Target Approval Date Actual Approval Date Result 1 121 Test Plan Inspection Ali John, Rita 14-Feb Pass 2 124 Water Pump Performance Test Paulo Ali, Bob John 20-Mar NA Fail 3 124 Maintenance Test Rita Pass . . . . . . . . . . . Water Pump Paulo Paulo Ali, Amir 21-Feb 21-Feb 28-Feb 20-Mar 27-Mar 21-Mar 21-Mar 27-Mar 27-Mar Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P53-4, 258 • Created in Initiating a Project and populated as plans are developed • Summarizes all planned and actual quality activities • Updated by Team Manager, but may be maintained by Project Support. 134

128. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Quality Audit Trail Customer’s Quality Expectations Acceptance Criteria Quality Planning Project Product Description Quality Management Strategy Product Descriptions Quality Control Quality Register Products Produced Products Quality Checked Quality Register Updated Acceptance Criteria Sign-off!! Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P49, 58 135

129. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Quality Methods Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P53-4 • “In Process” • Built in to product development, can include checks, calibrations, automation, workshops, surveys, etc. • Appraisal • Testing – objective and quantifiable criteria • Quality Inspection – subjective judgement required, e.g. Quality Review. 136

130. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Quality Review Preparation Review Approved Minor Defects Major Defects Corrective Action Configuration Library Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P55-6 Review Preparation Review Meeting Agenda Review Follow-up 137

131. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Quality Review Roles Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P55-6 Chair • Responsible for the overall conduct of the review Presenter • Introduces and presents the product • Coordinates work after the review Administrator • Supports the Chair and records results and actions Reviewer(s) • Submits questions and reviews product • Confirms corrections 138

132. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. To be following PRINCE2, a project must, as a minimum: • define its quality management approach. This approach must minimally cover: • the project’s approach to quality control • the project’s approach to project assurance • how the management of quality is communicated throughout the project lifecycle • the roles and responsibilities for quality management • specify explicit quality criteria for products in their product descriptions (PRINCE2’s focus on products principle) • maintain records in some form of quality register • specify the customer’s quality expectations and prioritized acceptance criteria for the project in the project product description • use lessons to inform quality planning, the definition of quality expectations and quality criteria (PRINCE2’s learn from experience principle) PRINCE2’s Requirements for Quality Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P41-2 139

133. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Authorize Initiation QU1: When does the Project Board first see the Customer’s Quality Expectations? D Authorize a Stage C Give Ad-hoc Direction B Authorize a Project 140

134. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Project Product Description QU2: What product summarizes quality activities that are planned? D Quality Plan C Quality Register B Project Plan 141

135. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Project Assurance QU3: Which of these must be independent of the Project Management Team? D Quality Reviewers C Quality Control B Quality Assurance 142

136. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Assessing and correcting a product QU4: What is the purpose of a quality review? D Method of systematic inspection C Checks that quality has been done B Accepts the product for the customer 143

137. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Being fit for purpose QU5: What is the best description of ‘quality’? D Being reliable in use C Being the best it can be B Being easy to use 144

138. PUBLIC PUBLIC Progress Where are we now? Where are we going? Should we carry on? 145

139. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Purpose of Progress Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P101 Plan Delegate Monitor Control Decision- making Continued Business Justification To establish mechanisms to monitor and compare actual achievements against those planned; provide a forecast for […] the project’s continued viability; and control any unacceptable deviations. 146

140. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Progress Controls Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P101, 106 • Enable each level in the project management team to: • Make decisions and give authorizations • Handle exceptions and changes • Monitor progress (actual vs. plan) • Learn from experience. • Event-driven controls – Take place when a specific event occurs, e.g. end of a stage • Time-driven controls – Take place a pre-defined periodic intervals, e.g. monthly Highlight Report. 147

141. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. How to Define Stages Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P104-5 Number of stages? Length of stages? Planning horizons – how far ahead can we plan? How much risk is involved? Key decision points? Balance too many short stages vs. too few long ones Confidence in plans? Where do technical stages end? Alignment with the programme? Manage by stages 148

142. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Work Package Tolerances Controlled Delegation Corporate Management Project Tolerances Stage Tolerances Team Manager Team Plan Work Package progress (Checkpoint Reports)/ Issues Project Manager Stage Plan Stage progress (Highlight Reports)/ Exception Reports Project Board Project Plan Project progress/ exceptions Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P103, 109 Manage by Exception 149

143. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Baselines for Progress Control Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P106-7 • Project Plan (A.16) • Project-level performance targets and tolerances • Tolerance threats escalated to corporate/programme management via the Project Board. • Stage Plans (A.16) • Basis for day-to-day control • Exception Plan (A.16) • May be requested by Project Board following receipt of and Exception Report • Work Package (A.26) • Authorized by Project Manager • Tolerance threats raised as issues. 150

144. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Reviewing Progress Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P107 • Daily Log (A.7) • Project Manager’s project diary • Tool to record actions. • Issue Register (A.12) • Repository of all formal issues raised • Product Status Account (A.18) • Report on data held by Configuration Item Records • Quality Register (A.23) • Repository of all information related to planned and actual quality activities • Risk Register (A.25) • Repository of all identified risks. 151

145. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Reporting Progress Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P108-9 • Checkpoint Report (A.3) • Time-driven report from Team Manager to Project Manager • Frequency defined in Work Package • Highlight Report (A.11) • Time-driven report from Project Manager to Project Board • Frequency defined in Communication Management Strategy • End Stage Report (A.9) • Produced in Managing a Stage Boundary • End Project Report (A.8) • Produced in Closing a Project. 152

146. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Capturing and Reporting Lessons Learn from experience Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P108 • Lessons Log (A.14) • Opened in Starting up a Project to record lessons to be applied to this project • Also records all lessons identified when reviewing progress • Lessons Report (A.15) • Report on significant lessons with relevance for future projects • Can be created at any time during a project • At least created during Closing a Project and included in End Project Report. 153

147. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. To be following PRINCE2, a project must, as a minimum: • define its approach to controlling progress in the PID • be managed by stages (PRINCE2’s manage by stages principle) • set tolerances and be managed by exception against these tolerances (PRINCE2’s manage by exception principle) • review the business justification when exceptions are raised (PRINCE2’s continued business justification principle) • learn lessons (PRINCE2’s learn from experience principle) PRINCE2 provides progress control through: • delegating authority from one level of management to the level below it • dividing the project into management stages and authorizing the project one management stage at a time (PRINCE2’s manage by stages principle) • time-driven and event-driven progress reporting and reviews • raising exceptions (PRINCE2’s manage by exception principle) PRINCE2’s Requirements for Progress Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P41-2 154

148. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Project Board PG1: Which role sets project-level tolerances? D Project Assurance C Corporate/programme management B Project Manager 155

149. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Continued business justification PG2: The setting of tolerance supports which PRINCE2 Principle? D Focus on products C Manage by stages B Manage by exception 156

150. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A An issue should be raised PG3: How should the Project Manager be notified of Work Package exceptions? D A note in the Quality Register C Checkpoint Report B Exception Report 157

151. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A End Stage Report PG4: Which of the following is a time-driven control? D Checkpoint Report C Exception Report B Issue Report 158

152. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Too many short stages vs. too few long ones PG5: Which of the following is not a consideration when defining a project’s stages? D Project Board availability C Levels of risk B Planning horizons 159

153. PUBLIC PUBLIC Controlling a Stage Process 160

154. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Controlling a Stage - Context Manage by Stages Manage by Exception Continued Business Justification Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P167-8 • Triggered by stage authorization or Exception Plan approval by the Project Board • To assign work to be done, monitor such work, deal with issues, report progress to the Project Board, and take corrective actions to ensure that the stage remains within tolerance • Objective • Focus on delivery of stage’s products within constraints and tolerances • Control risks and issues • Review Business Case. 161

155. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Work Packages Authorize Work Packages Review Work Package Status Receive completed Work Packages Managing Product Delivery Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P168-73 Plans, Progress, Quality, Risk • Interface with Team Manager • Agreement of Work Package (A.26) • Receipt of Checkpoint Report • Update registers and stage plan to reflect progress • Confirmation of specialist product approvals. 162

156. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Problem Handling Capture and examine issues and risks Give ad hoc direction Review the stage status Escalate issues and risks Take corrective action Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P176-82 • Capture of events that require managing • Handle formal issues with Issue Report (A.13) • Forecast any tolerance threats • Assessment and recommendation of corrective actions • Raise Exception Reports (A.10). 163 Change, Progress, Business Case, Risk

157. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Monitoring and Reporting Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P173-7 Review Work Package status Give ad hoc direction Review the stage status Report highlights Progress, organization, Business Case, Risk • Identify deviations from plan • Progress updates to the Stage Plan • Progress reporting to Project Board and other stakeholders • Production of Highlight Report (A.11) • Triggers for the next stage and closing the project. 164

158. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. CS1: What can be used alongside the Checkpoint Report to review Work Package status? D Exception Report C End Stage Report B Quality Register A Issue Report 165

159. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. CS2: When should Highlight Reports be produced? D When the Project Board ask for them C When highlights occur B Every month A At the frequency defined in the Communications Management Strategy 166

160. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. CS3: What should the Project Manager do when stage tolerance is forecast to be exceeded? D Do nothing C Produce an Exception Report B Take corrective action A Produce an Issue Report 167

161. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. CS4: Which principle does the activity “escalate issues and risks” support? D Manage by exception C Learn from experience B Focus on products A Continued business justification 168

162. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. CS5: In which activity is the Lessons Log updated? D Authorize Work Packages C Report highlights B Review Work Package Status A Review stage status 169

163. PUBLIC PUBLIC Managing Product Delivery Process 170

164. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Managing Product Delivery - Context • Triggered by authority to deliver a Work Package from Project Manager (Controlling a Stage) • Purpose • To control the link between the Project Manager and the Team Manager(s), by placing formal requirements on accepting, executing and delivering project work • Objective • Work is authorized and agreed before it commences • All parties are clear on what has to be delivered, within what constraints • Products are delivered to expectations • Accurate, timely progress information is provided to the Project Manager. Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P185-7 171

165. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Process Overview Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P186 Accept a work package Execute a work package Deliver a W ork Pa kage Authority to deliver work package Completed Work Package Controlling a Stage Managing Product Delivery Deliver a work package 172

166. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Accept a Work Package Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P187-8, 251, 261 Plans, Risk, Quality, Progress Authorize a Work Package Controlling a Stage Accept a Work Package Managing Product Delivery Authority to deliver a Work Package - Team Plan created - New risks raised - Quality Register updated - Work Package approved 173

167. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Execute a Work Package Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P188-90, 238 Change, Risk, Quality, Progress Review Work Package status Controlling a Stage Execute a Work Package Managing Product Delivery Checkpoint Report Quality Register - Specialist products created - New risks raised - Team Plan and CIRs updated - New issues raised 174

168. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Deliver a Work Package Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P190 Plans, Quality, Progress Receive completed Work Packages Controlling a Stage Deliver a Work Package Managing Product Delivery Completed Work Package - Work Package updated - Team Plan updated 175

169. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Summary Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P186 Accept a work package Execute a work package Deliver a W ork Pa kage Authority to deliver work package Completed Work Package Controlling a Stage Managing Product Delivery Deliver a work package 176

170. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. MP1: In which activity are Checkpoint Reports produced? D Delivering a Work Package C Executing a Work Package B Reviewing Work Package Status A Accepting a Work Package 177

171. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Write an Exception Report MP2: What should the Team Manager do when Work Package tolerance is forecast to be exceeded? D Nothing, carry on C Raise an Issue B Talk to the Project Manager 178

172. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Quality check products MP3: The purpose of Managing Product Delivery is to…? D Agree the work to be done C Define Configuration Management procedures B Control the link between Project Manager and the Team Manager(s) 179

173. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A The Checkpoint Report is time-driven MP4: Which statement is incorrect? D Work Package tolerances are set by the Project Manager C The Team Plan is the element of delegation from Project Manager to Team Manager B Product Descriptions are included in the Work Package 180

174. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Executive MP5: Approval for completed products is obtained from? D A majority of those testing the product C Project Manager B The Authorities identified in the Product Description 181

175. PUBLIC PUBLIC Managing a Stage Boundary Process 182

176. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Managing a Stage Boundary - Purpose PAST PRESENT FUTURE LEARN Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P193 To enable the Project Board to be provided with sufficient information by the Project Manager so that it can review the success of the current stage, approve the next Stage Plan, review the updated Project Plan, and confirm continued business justification and acceptability of the risks. 183

177. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Managing a Stage Boundary - Context Routine stage end • All products in the current stage completed and approved • Review and update the PID to demonstrate ongoing viability of the project • Plan next stage and request authorization to proceed • Record lessons. Exceptions • Produce Exception Plan • Request approval to replace Project or Stage Plan with Exception Plan. • Triggered by: • Stage boundary approaching (routine) • Exception Plan request (from Project Board) Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P193-4 184

178. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Process Overview Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P193 Managing a Stage Boundary Plan the next stage Update the Project Plan Update the Business Case Report stage end Produce an Exception Plan Assemble the PID Review the stage status Exception Plan Request Request to approve next Stage Plan Request to approve Exception Plan Stage boundary approaching 185

179. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Report Stage End Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P199-200, 244 Progress End Stage Report A.9 Directing a Project – Project Board Request to approve next Stage Plan/ Exception Plan Distribution to other Stakeholders? – see Communication Management Strategy • Current Business Case status and benefits achieved • Stage objectives met? • Plans still achievable? • Review team performance • Review Product Status Account for product performance • Results of quality activities • Issues and risks? • Lessons Report? 186

180. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. SB1: Which process does not trigger Managing a Stage Boundary? D Controlling a Stage C Starting up a Project B Directing a Project A Initiating a Project 187

181. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Only the Project Board SB2: To whom should the End Stage Report be distributed? D Project Assurance C Corporate/Programme Management B The stakeholders named in the Communications Management Strategy 188

182. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Business Case SB3: Along with the Project Plan, what else is updated by Managing a Stage Boundary? D All of the above C Risk Register B Configuration Item Records 189

183. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Provide a means by which an exception process can be implemented SB4: A purpose of Managing a Stage Boundary is to …? D Provide a regular progress report to the Project Board C Sign off all products completed within the stage that is coming to an end B Authorize the start of the next stage and set its tolerances 190

184. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A End Stage Report, Exception Plan SB5: Which products can be produced in Managing a Stage Boundary? D Stage Plan, Exception Report C Product Status Account, End Project Report B End Stage Report, Highlight Report 191

185. PUBLIC PUBLIC Change What’s the impact? 192

186. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Change is Inevitable… Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P91 Issue and Change Control Configuration Management The purpose of the Change theme is to identify, assess and control any potential and approved changes to the baseline. A prerequisite of effective issue and change control is the establishment of an appropriate configuration management system. 193

187. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Issues Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P91-2 Any event that has happened, was not planned, and requires management action. • An issue can be about anything related to the project • Anyone with an interest in the project and/or its outcome can raise an issue at any time • types of issue: • Off-specification • Problem/concern. 194

188. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. What is Configuration Management? Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P91 The technical and administrative activity concerned with the creation, maintenance and controlled change of configuration throughout the life of a product (or item) • Configuration Item = an entity subject to configuration management • Component of a product • Product • Release • Enables impact assessment by holding information about relationships • Maintains baselines – a defined state 195

189. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Configuration Management Procedure Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P94 • Planning - Level of configuration management required and how to achieve this • Identification - Unique identification of each product and version • Control - Nothing moves or changes without authorization • Status Accounting - Reporting on current and historical data – Product Status Account • Verification and Audit - Reviews and audits to check actual product state against records held. 196

190. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. To be following PRINCE2, a project must, as a minimum: • define its change control approach. This approach must minimally cover: – how issues are identified and managed – assessing whether identified issues might have a material impact on the business justification of the project (PRINCE2’s continued business justification principle) – the roles and responsibilities for change control (PRINCE2’s defined roles and responsibilities principle), including a defined change authority • define how product baselines are created, maintained and controlled • maintain some form of issue register to record identified issues and decisions relating to their analysis, management and review • ensure that project issues are captured, examined, managed and reviewed throughout the project lifecycle • use lessons to inform issue identification and management (PRINCE2’s learn from experience principle). PRINCE2 requires that the following products are produced and maintained: • Issue register Captures and maintains information on all the issues that are being formally managed. • Change control approach Identifies how, and by whom, the project’s products will be controlled and protected. PRINCE2’s Requirements for Change Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P41-2 197

191. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Initiation Stage CH1: When is the Issue Register created? D Controlling a Stage C Managing a Stage Boundary B Starting up a Project 198

192. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Issue Register CH2: Which of the following can be used to handle issues informally? D Daily Log C Configuration Item Records B Issue Report 199

193. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Problem/concern CH3: Which of the following is NOT a type of issue? D Request for Change C Off-specification B Question/query 200

194. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Initiating a Project CH4: When should the use of a Change Budget be decided upon? D Controlling a Stage C Starting up a Project B Directing a Project 201

195. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Planning CH5: Which of the following is not a Configuration Management activity? D Identification C Verification and audit B Capturing 202

196. PUBLIC PUBLIC Closing a Project Process 203

197. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Closing a Project - Purpose Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P205 To provide a fixed point at which acceptance for the project product is confirmed, and to recognize that objectives set out in the original Project Initiation Documentation have been achieved (or approved changes to the objectives have been achieved), or that the project has nothing more to contribute. 204

198. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Closing a Project - Context Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P193-4 • Triggered by: • Project end approaching (routine) • Premature closure (from Project Board) • Objective • Confirm acceptance of the project’s products • Ensure that operational and maintenance environment exists to support products in use • Evaluate project performance and assess any benefits realized to date • Address matters to be actioned after project closure • Unrealized benefits • Open issues and risks. 205

199. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Process Overview Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P205 Closing a Project Prepare planned closure Hand over products Evaluate the project Recommend project closure Prepare premature closure Review the stage status Premature closure Closure recommendation Project end approaching Directing a Project 206

200. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. Evaluate the Project Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P210-11, 243, 249 All Themes Original and current PID Issue, Risk, Quality Registers Evaluate the Project - Review of project and team performance against targets -Assessment of results vs. expected benefits - Review lessons, measurements and success of tailoring Project’s original intent vs. approved changes Project data Consult Project Assurance Lessons Log What went well? What went badly? Useful metrics, etc. End Project Report A.8 207

201. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. CP1: When should the activities of Closing a Project be performed? D Projects never really close C As part of the end of the final stage B After the end of the final stage A As the final stage of a project 208

202. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Highlight Report CP2: Which report is created in “prepare premature closure”? D Issue Report C Product Status Account B End Project Report 209

203. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Project Manager CP3: Which role carries out the activities of Closing a Project? D All of the above C Corporate or Programme Management B Project Support 210

204. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A End Stage Report CP4: The End Project Report contains which other report? D Lessons Report C Checkpoint Report B Issue Report 211

205. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. A Company policy CP5: Why should all project information be archived in Closing a Project? D It may contain sensitive information C So it can be re-used on future projects B To permit future audit of the project 212

206. PUBLIC PUBLIC Summary and Close 213

207. PUBLIC PUBLIC © FGI Limited, save for PRINCE2 text and diagrams which are © AXELOS Limited reproduced under licence from AXELOS Limited. PRINCE2 Starting up a Project Directing a Project Initiating a Project Controlling a Stage Managing Product Delivery Managing Product Delivery Directing Managing Delivering Controlling a Stage S B S B CP Pre-Project Initiation Stage Subsequent Delivery Stages Final Stage Copyright © AXELOS Limited 2017 PRINCE2® manual ref: P113 214

208. PUBLIC PUBLIC Exam Preparation 215

ince2pri

Esté a ler uma amostra.

Confira estes a seguir

ince2pri

Mais Conteúdo rRelacionado

Diapositivos para si (20)

Semelhante a ince2pri (20)

Mais de Anne Starr (20)

Mais recentes (20)

ince2pri

ince2pri

Esté a ler uma amostra.

ince2pri

Recomendadas

Mais Conteúdo rRelacionado

Diapositivos para si (20)

Semelhante a ince2pri (20)

Mais de Anne Starr (20)

Mais recentes (20)

ince2pri