PRINCE2 Overview Paradigm Consulting Group PCGI

Projects IN Controlled Environments(PRINCE2) An Overviewof Cabinet Office’sBest Practice Methodology inProject Management
Paradigm Consulting Group (PCGI)
Best Practice Presentation -Sep 18, 2014
Presenters: Ashley Smidt, Thomas Coats, Lyle Knobbe

Internet: http://pcgi.mb.ca/Twitter: https://twitter.com/PCGI
LinkedIn: http://www.linkedin.com/company/pcgi-consulting-services 2
Agenda
•Projects IN Controlled Environments (Prince2)®: An Overview of Cabinet Office’s Best Practice Methodology
–Introduction
–Prince2 Principles
–Prince2 Themes
–Prince2 Processes
•Our Presenters
–Ashley Smidt, Thomas Coats, Lyle Knobbe
•Paradigm Consulting Group (PCGI)
–About Us
–Accredited Consulting Organization (ACO)
–Best Practice Overview
–Cabinet Office Experience
–Organizational Reference
–Training Opportunities
–Contact Us & Questions
•Copyrights and Trademarks

BIG Picture Summary
PRINCE2 acts as a common language between all of customers, users and suppliers, bringing these parties together on the Project Board.
Although PRINCE2 doesn't include contract management as such, it provides the necessary controls and boundaries needed for everybody to work together within the limits of any relevant contracts.
In addition, the Project Board provides support to the project manager in making key decisions.

7 Principles -Summary
1.Continued Business Justification
2.Learn from Experience
3.Define Roles & Responsibilities
4.Manage by Stages
5.Manage by Exception
6.Focus on Products
7.Tailor to Suit the Project Environment

7 Principles -Details
1 Continued Business Justification
2 Learn from Experience
•Justifiable reason to start project –cost, risk, benefit
•Justification must remain valid throughout (even if changes are made)
•Business Case –desirable, viable, achievable
•Documented and approved in ‘Starting up a Project’
•Reviewed and refined by Project Board in ‘Initiating a Project’ & all stage boundaries
•If project can no longer be justified, project should be stopped
•In ‘Closing a Project’, assess results of project vs. expected benefits in Business Case
•Projects are unique and involve temporary teams
•Temporary teams may not have experienced this type of project
•‘Starting Up a Project’: review previous/ similar projects – document lessons in ‘Daily Log’
•‘Initiating a Project’: create ‘Lessons Log’–repository of lessons
•‘Closing a Project’: create ‘Lessons Report’ –lessons that can be applied to future projects
•Lessons Report: What went well, badly, recommendations, events that caused deviations, how much effort used to create products, stats on issues and risks ...

•People Part -Organization Chapter
•Project teams: different priorities, objectives, interests
•Corporate Mgmt: commissions project, identifies the Executive, defines tolerances, quality assurance
•Project Board = ‘Directing’
•Primary stakeholders:
•‘Business’ investment = value for money
•‘Users’ gain intended benefits
•‘Suppliers’ deliver quality products
•Overall direction of project: approves major plans, approves completion of stages, ...
•Project Manager = ‘Managing’ ensure project produces required products on time, quality, scope, risk & benefit.
•Team Manager = ‘Delivering’ products on time, quality, cost. Doers
•Team Members = BA’s etc.
•Communication Management Strategy developed –means and frequency of communication –internal / external
3 Defined Roles & Responsibilities

•Projects controlled on stage-by stage basis
•Minimum 2 stages: project initiation, closing a project
•Control points (stage boundaries) at major intervals
•Each end stage: review current stage, approve next Stage Plan, review updated Project Plan, update Benefit Review Plan, is Business Case still justifiable, acceptability of risks, decision whether to proceed
•High level Project Plan + detailed Stage Plan (current stage) – breaking the project into chunks for manageability
•Corporate Management defines project tolerances against 6 objectives–limits of delegated authority
–Time, Cost, Quality, Scope, Risk, Benefit
•Set controls so that if tolerances are forecast to be exceeded, they are immediately referred up to next management layer for decision on how to proceed
•Efficient use of Sr. Mgmt time without removing their control
4 Manage by Stages
5 Manage by Exception

6 Focus on Products7 Tailor to Suit the Project Environment
•Quality Chapter
•Begin with the end in mind
•Output oriented not activity oriented
•Agree upon and define products (scope) prior to undertaking activities to produce them
•Identify/ Define all project products: Product Descriptions
•Product Descriptions: purpose, composition, derivation, format, quality criteria and quality method. This provides means to determine resource requirements, activity schedules..
•Track quality methods –quality control (quality register)
•PRINCE2 is a universal project management method
•Ensure the project management method relates to project environment
•Ensure project controls are based on the project’s scale, complexity, importance, capability and risk
•Project Initiation Document (PID) created in ‘Initiating a Project’ should state how the PRINCE2 method is being tailored for that project
•How much/ how little of the methodology do you need?

Themes

Theme: Business Case

Theme: Plans

Theme: Organization
•Three project interests as they relate to levels of project organization
Corporate or programme management
Directing
•Project Board … Executive, Senior User, Senior Supplier
Managing
•Project Manager
Delivering
•Team Manager
Business
Supplier
User

Theme: Quality
•What is it?
–Product’s ability to meet requirements
•Quality Management
–Quality Planning
–Quality Control
–Quality Assurance
•Twists
–Project assurance vs. quality assurance
–Centrality of PRODUCT DESCRIPTIONS
•Project Product Description
•Product Description

Theme: Plans

Plans –Planning Levels
Corporate or Programme Plan
(Initiation) Stage Plan
Project Plan
(Delivery) Stage Plans
Team Plans
Exception Plans(as necessary)

Plans –Approach to Plans
Design the Plan
Define and analyze products
Identify activities and dependencies
Prepare estimates
Prepare schedule and document the plan

•What is it?
–Risk … an uncertain event or set of events that, should it occur, will have an effect on the achievement of objectives.
•Risk Perspectives
–Strategic…programme…project…operational
•Risk Management
–Identification
–Assessment
–Control
•Threats … Opportunities and their responses
–Avoid … Reduce … Fallback… Transfer … Share .. Accept
–Exploit … Enhance … Share … Reject
Risks

Theme: Change

Change –Issue and Change Control
Project Board / Change Authority
Daily Log or Issue Register / Issue Report
Capture
Examine
Propose
Decide
Implement

Theme: Progress

Progress –Tolerance Areas
Time
Cost
Scope
Risk
Quality
Benefits

Progress –Delegating Tolerance & Reporting ActualForecast Progress
… sets PROJECT tolerances
Project Board
…. sets STAGE tolerances
Project Manager
… sets WORK PACKAGE tolerances
Team Manager
… reports WORK PACKAGE progress/issues
Project Manager… reports STAGE progress / exceptions
Project Board
… reports PROJECT progress / exceptions

Processes -Summary
7 Processes
1.Starting up a Project
2.Directing a Project
3.Initiating a Project
4.Controlling a Stage
5.Managing Product Delivery
6.Managing a Stage Boundary
7.Closing a Project

Processes -Details
1 Starting Up A Project
2 Directing A Project
•Ensure prerequisites for initiating a project are in place
–Information for decision making
–Key Roles and Responsibilities allocated
–Foundation for detailed planning is available
•Activities
–Appoint Executive and PM
–Review previous lessons
–Appoint the PM team
–Prepare outline business case
–Select project approach and create project brief
–Plan the initiation stage
•Enables Project Board to be accountable for success
•Activities
–Authorize Initiation
–Authorize the project
–Authorize Stage or Exception Plan
–Give ad hoc direction
–Authorize project closure

Processes -Details
3 Initiating A Project
4 Controlling A Stage
•Establish a solid foundation
•Activities
–Prepare Strategy s for: Risk Management, Configuration Management, Communication Management
–Set up project controls
–Create the Project Plan
–Refine the Business Case
–Assemble the project initiation documentation (PID)
•Assign, monitor, deal with issues, report progress
•Activities
–Authorize, review and receive completed work packages
–Review and report stage statuses/highlights
–Capture and examine issues and risks
–Escalate issues and risks
–Take corrective action

Processes -Details
5 Managing Product Delivery
6 Managing A Stage Boundary
•Control link between PM and Team Manager
•Activities
–Accept work package
–Execute work package
–Deliver work package
•Enables Project Board to review current stage, approve next stage, confirm business justification
•Activities
–Plan the next stage
–Update Project Plan
–Update Business Case
–Report stage end
–Product Exception Plan

Processes -Details
7 Closing A Project
•Fixed point for product acceptance and measure against objectives
•Activities
–Prepare planned closure
–Prepare premature closure
–Hand over products
–Evaluate project
–Recommend project closure

LinkedIn: http://www.linkedin.com/company/pcgi-consulting-services
Our Presenters
28

Ashley Smidt
•Ashley’s experience spans through account management, sales, marketing, business development and customer relationship management in the IT industry. Her exceptional ability to understand customer initiatives and provide solutions to meet their goals and objectives has enabled her to act in diverse roles: Business Analyst, Project Advisor and Business Development.
•Can be reached at:
–Email: asmidt@paradigm.sk.ca

Thomas Coats
•Thomas is a business analyst with over 25 years of business and IT project experience with a passion for ensuring IT solutions address underlying business issues and problems. Over the course of his career he has honed his skill set and wide ranging experience in diverse roles: business analyst, project manager, organizational change management consultant, and financial analyst.
–Email: tcoats@paradigm.sk.ca

Lyle Knobbe
•Lyle is a senior consultant in program and project management, with a proven track record of successfully managing many corporate wide technical, application and business process projects. He has strong leadership skills, this enables him to establish high performing project teams.Lyle was one of 46 founding members of the PMI South Saskatchewan Chapter and remains active member today.
–Email: lknobbe@paradigm.sk.ca

Paradigm Consulting Group (PCGI) About Us
32
•Within the Paradigm Consulting Group (PCGI) offices in Regina and Winnipeg, we employ over 110 staff.
•We offer our customers a wide range of IT and business consulting services.
•Our experience spans customers within several industries, with particular expertise in Healthcare, Insurance, and the Public Sector.
Winnipeg
www.pcgi.mb.ca
Regina
www.paradigm.sk.ca

Paradigm Consulting Group (PCGI) Accredited Consulting Organization
33
•We have been awarded the Accredited Consulting Organization (ACO) designation in Project, Program and Portfolio Management!
–Only the second organization in North America.
•To achieve this designation, ACOs have:
–Undergone rigorous assessments by a large international organization
–Proven their knowledge, experience and communication skills
–Achieved high examination scores and passed multiple product knowledge interviews
–Undergone multiple client references
•Which means….
–ACOs offer superior standards of consulting services
–The robust accreditation process provides assurance that their advice is valid and trustworthy!

Paradigm Consulting Group (PCGI)– Accredited Consulting Organization
34
•How can this benefit you?
–ACOs have exclusive access to assess organizations using the P3M3 Assessment Tool for:
•Portfolio, Program & Project Management Maturity Model (P3M3®)
•PRINCE2®Maturity Model
–An assessment will benchmark your program, project and risk management processes and will get you on the right course to ensure the full value of the project is achieved AND sustained.
–An assessment is invaluable whether you are:
•in the early planning stages of a new initiative, or
•struggling in the latter stages of an implementation

Paradigm Consulting Group (PCGI) Best Practices
•Paradigm’s Best Practices provide:
–an opportunity for our consultants to share experience and insight.
–strengthening the Paradigm culture and promoting personal and professional growth.
•Best Practices meetings occur weekly and offer an opportunity to connect with team members and clients from other work sites.
•Sharing knowledge and training opportunities within our diverse team helps strengthen Paradigm employees and benefits our clients.
35

Paradigm Consulting Group (PCGI) Cabinet Office Experience
•We have consultants with the following Cabinet Office certifications.
–PRINCE2®(Project Management)
–MSP®(Programme Management)
–MOP®(Portfolio Management)
–P3O®(Project, Programme, and Portfolio Offices)
–M_o_R®(Risk Management)
•We value and encourage continuing learning and certifications, we can proudly state that we have most PRINCE2® practitioners than any other organization in Canada!
36

Paradigm Consulting Group (PCGI) Organizational Reference
The Paradigm Consulting Group’s depth of consulting expertise in the area of Project, Programmeand Portfolio Management Best Practices is the strongest in Canada.
Their Accredited Consulting Organization designation and over 90 certifications among their consulting staff demonstrates this expertise.
With their depth of experience in PRINCE2, Managing Successful Programs and Management of Portfolios with numerous clients in Western Canada, Paradigm is a proven and respected leader in this rapidly expanding field.
David Smyth
Marketing Manager, Canada
APMG International
37

Paradigm Consulting Group (PCGI) Cabinet Office Training Opportunities
•Paradigm partners with an accredited training organization (Advantage Learning) to offer accredited training in PRINCE2®, MSP®, P3O®, M_o_R® and MOP®, as well as Agile Project Management.
38
•Our trainers have years of real life project and programme management experience.
•We offer a small class format to verify participants understanding of the content and progress prior to the course exams.
•All courses are independent of each other and there are no prerequisites for any class.

Paradigm Consulting Group (PCGI) Cabinet Office Training
39
Contact us at headoffice@paradigm.sk.cafor training dates and course information or to register for any of our courses:
–PRINCE2®
–MSP®
–P3O®
–M_o_R®
–MOP®
–Agile Project Management

Paradigm Consulting Group (PCGI) Contact Us
40
To learn more about us:
•Winnipeg:
–Internet: http://pcgi.mb.ca/
–LinkedIn: http://www.linkedin.com/company/pcgi-consulting- services
–Twitter: https://twitter.com/PCGI
•Regina:
–Internet: http://paradigm.sk.ca/
–LinkedIn: http://www.linkedin.com/company/paradigm- consulting-group

Paradigm Consulting Group (PCGI) Questions?
41
If you have any questions about howPCGI can assist your organization, please contact:
Ken Howell, Registered ACO Consultant, PRINCE2MOPP3O Practitioner certified, PMP
Executive Partner
Paradigm Consulting Group (PCGI)
khowell@paradigm.sk.caor khowell@pcgi.mb.ca
204-999-8555

Copyrights and Trademarks
All diagrams produced by Cabinet Office and Office of Government Commerce.
PRINCE2®, M_o_R®, MSP®, P3O®, MSP®, MoV® and MoP® are registered trademarks of AXELOS Limited.
All AXELOS Limited product training courses are offered by Advantage Learning UK, an ATO of AXELOS Limited.
Copyright © 2014 All rights reserved.
Reproduction or reuse of this material is strictly prohibited without prior written approval and consent of the Paradigm Consulting Group (PCGI).
42

PRINCE2 Overview Paradigm Consulting Group PCGI

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to PRINCE2 Overview Paradigm Consulting Group PCGI

Similar to PRINCE2 Overview Paradigm Consulting Group PCGI (20)

Recently uploaded

Recently uploaded (14)

PRINCE2 Overview Paradigm Consulting Group PCGI