Test only

1. June 2008
University of Adelaide
Perry Wheeler

2. PRINCE2 TimelinePRINCE2 Timeline
1989
2005
1996
2009 ?
CurrentCurrent ReleaseRelease
PromptPrompt

3. How big is Prince2?How big is Prince2?
More than 250,000 practitioners worldwide
More than 20 national user groups
Over 120 accredited training organisations
Translated into at least 17 languages
Public and private sector
Used on all types of projects (construction, change,
technology)
Over 2 million page links on Google (PMBOK gets 1.4
million)
Now the most widely used PM methodology in the world

4. PRINCE3?PRINCE3?
Still Prince2
Prince to Prince2 was a fundamental change
Cost
Trademark and image

5. Why Change?Why Change?

6. OGC MandateOGC Mandate

7. OGC MandateOGC Mandate

8. Public ConsultationPublic Consultation

9. Public ConsultationPublic Consultation

10. The approachThe approach
PRINCE2
Method
PRINCE2
in Practice
Managing
Directing
Business benefits through
project and programme
management
Think Prince2
Study guides
Prince2 handbook
Templates
Checklists
P3O
P2MM
MSP
M_O_R
ITIL
Case Studies
PRINCE2 &
DSDM

11. TheThe ChangesChanges
Manuals - Changed
Principles - New
Themes – Updated Components
Processes – Changed
Techniques – Probably replaced
Management Products – Reduced
Project Environment - New

12. The ManualsThe Manuals

13. The PrinciplesThe Principles
The new release is to be placed in context by new,
defined principles which should be:
Universal
Self validating
Empowering
These principles separate a PRINCE2 project from a
PINO project

14. Business Justification A PRINCE2 project must have continued business justification
Roles and Responsibilities A PRINCE2 project must have defined and agreed roles and
responsibilities with an organisation structure that engages the
business, user and supplier stakeholder interests
Product Focus A PRINCE2 project must focus on products and their quality
Managed by Stages A PRINCE2 project must be planned, baselined, monitored and
controlled on a stage by stage basis
Management of Risk A PRINCE2 project must proactively manage its risk
Scaling and Tailoring A PRINCE2 project must decide how to apply the method such that it
is scaled and tailored to suit the project’s environment, complexity,
importance and risk
Learning Lessons A PRINCE2 project must learn from experience

15. Business Case The why
Organisation The who
Plans The what, how and when
Risk Managing uncertainty
Progress Controlling time and costs
Quality Assuring the delivery of fit-for-purpose products
Issues & Changes Controlling scope

16. The old process diagramThe old process diagram

17. Directing a ProjectDirecting a Project
Start-upStart-up
InitiationInitiation
Stage BoundariesStage Boundaries
Controlling a StageControlling a Stage
Product DeliveryProduct Delivery
Closing aClosing a
ProjectProject

18. Management ProductsManagement Products
Scaling philosophy
Designed for typical projects
Can be scaled up
Can be scaled down
Will be supported by a set of templates with
embedded guidance and quality criteria
“PRINCE2 requires information and decisions NOT documents and meetings”

19. The Project EnvironmentThe Project Environment
Will contain context based guidance
Projects in a programme / not in a programme
Customer/Supplier commercial relationships
Working with project or programme offices
Using PRINCE2 with specialist methods
Links with OGC Gateway
Procurement
Policy projects
Feasibility projects
R&D projects
Multi-organisation projects
Evolving projects
Compulsory projects

20. What happens now?What happens now?
First Drafts completed (Feb 2008)
Pilots nearly completed (March 08 to June 08)
Quality Reviews (first draft, second draft, final draft)
Surveys – to address options and test quality criteria
Proof of Concept (for exam syllabus) Another Exam
change!
Further consultation (for enhanced exam scheme)
Transition period Q1 2009