PRINCE2 Foundation Classroom slides - Sample - Classic

1P2F-Class-EN-PT0090-v03
Copyright © PTCoE NV and AXELOS Limited 2018. All rights reserved. Material in this document has been sourced from Managing Successful Projects with PRINCE2® 2017 Edition.
No part of this document may be reproduced in any form without the written permission of both the PTCoE NV and AXELOS Limited. Permission can be requested at frank.turley@gmail.com and licensing@AXELOS.com.
PRINCE2®
Foundation Training
Frank Turley
PRINCE2® trainer, author and consultant

IPR acknowledgements
• PRINCE2® is a Registered Trade Mark of AXELOS Limited.
• ITIL® is a Registered Trade Mark of AXELOS Limited.
• M_o_R® is a Registered Trade Mark of AXELOS Limited.
• P3O® is a Registered Trade Mark of AXELOS Limited.
• MSP® is a Registered Trade Mark of AXELOS Limited.
• P3M3® is a Registered Trade Mark of AXELOS Limited.
• MoV® is a Registered Trade Mark of AXELOS Limited.
• MoP® is a Registered Trade Mark of AXELOS Limited.
• The Swirl logo™ is a Trade Mark of AXELOS Limited.

Course Objectives
• Learn what a project is and what is its context
• Establish an understanding of the benefits of using PRINCE2
• Establish the purpose of the PRINCE2 themes
• Learn about the roles and the management products used
• Learn about the PRINCE2 principles
• Establish the purpose, objectives and context of the PRINCE2 processes

Target Audience
• Project managers (or those who would like to become one)
• Key staff involved in the design, development and delivery of projects
– Project Board members
– Team Managers
– Project Assurance
– Project Support
– Operational line managers/staff.

Pre-
course
Timeline
Diagram
Introduction
to PRINCE2
Break
Business Case
Theme
Organization
Theme
Lunch
Quality
Theme
Break
Plans
Theme
Exam
Guidance
Day1
Risk
Theme
Break
Change
Theme
Lunch
Progress
Theme
Process
Model
Diagram
Sample
Exam
+
Review
Day2
Q&A
Process
Purpose
and
Objectives
Break
Review and Q&A
Lunch
Foundation Exam
Exam
Preparation
Day3
The End
Break
Break
Break
Product
Map
Diagram
Break
Sample
Exam
+
Review

ABOUT THE COURSE

About the Course
• A training manual for PRINCE2
• 100% focused on PRINCE2®Foundation syllabus
• Easy to read format (plain English)
• Use examples when introducing new topics
• Lots of example project documents
• All training material is based on this manual
• Provides summary questions at the end of each chapter
• PDF format makes it easy to search
PRINCE2® Foundation Training Booklet

About the Course
• PRINCE2 Foundation Classroom slides
• PRINCE2 Foundation Q&A Workbook
• PRINCE2 Process Model Diagram
• PRINCE2 Management Product Map
• PRINCE2 Timeline
• Official Sample Exam #1 and Rationale
• Official Sample Exam #2 and Rationale
• PRINCE2 Foundation Training Manual – E-book
Training Material

ABOUT PRINCE2

About PRINCE2
1975
PROMPT
1989
PRINCE
Simpact Systems Ltd.
Project
Resource
Organization
Management &
Planning
Techniques
1996
PRINCE2
2009
PRINCE2
Designed for IT projects Adopted for all kinds of projects
For local use in UK For international use
CCTA
PRompt
IN the
CCTA
Environment
OGC
PRojects
IN
Controlled
Environments
2013
PRINCE2
AXELOSOGC

About PRINCE2
PRINCE2 = Projects IN Controlled Environments
AXELOS Best Practices
PRINCE2 Management of Projects
MSP Management of Programs
MoP Management of Portfolios
M_o_R Management of Risk
MoV Management of Value
P3O Project, Program, and Portfolio Offices (PMO)
P3M3 Project, Program, and Portfolio Management Maturity Model
ITIL IT Service Management

PRINCE2 Timeline Diagram

PRINCE2® Timeline Diagram
Agenda
• Overview of a typical PRINCE2® project
• Where a project idea might come from & what happens next?
• When does management make the first decision to spend money?
• When does management make decison to fund full project?
• Type of information the management needs
• Overview of what the Project Management Team does
• When requirements are gathered?
• How to break up a big project
• When and where does the work get done (products created)?

1 weeke.g. time
SU
60 hrs
1: Authorize
Initiation
Pre-project
(feasibility)
-- Once during project
-- Once per stage
-- Many times during stage
-- Once per Work Package
PRINCE2® Project Timeline / Exampleproject
mandate
Ver 1.3
7Processes
Upper Management – Project Board
Runs the project– Project Manager
Creates the products– Team Manager
Project Structure
PM
PM
PM
Team
PB
PM
PM
PM
Team
PB
PM
PM
PM
Team
PBDP
CS
SU – IP
SB / CP
MP
DP: Directing a Project
SU: Starting Up a Project
IP: Initiating a Project
CS: Controlling a Stage
SB: Managing a Stage Boundary
CP: Closing a Project
MP: Managing Product Delivery

1 weeke.g. time
SU
60 hrs
1: Authorize
Initiation
Pre-project
(feasibility)
-- Once per stage
mandate
Ver 1.3
7Processes
How project starts?
Project mandate (idea)
- Normally this is just an IDEA
- From someone with authority
PM
PM
PM
Team
PB
PM
PM
PM
Team
PB
PM
PM
PM
Team
PBDP
CS
SU - IP
SB / CP
MP

1 weeke.g. time
SU
60 hrs
1: Authorize
Initiation
Pre-project
(feasibility)
-- Once per stage
mandate
Ver 1.3
7Processes
PM
PM
PM
Team
PB
PM
PM
PM
Team
PB
PM
PM
PM
Team
PB
Starting up a Project : Objectives
- See if the project is a good idea or not
- If YES, document the proof
- If NO, document why and kill the project
- Inputs / Outputs
Input = Project mandate
Output = Project Brief
DP
CS
SU - IP
SB / CP
MP

1 weeke.g. time
SU
60 hrs
1: Authorize
Initiation
Pre-project
(feasibility)
-- Once per stage
mandate
Ver 1.3
7Processes
Starting up a Project : Outputs
- Plan for the Initiation Stage
- Project Brief
- How project aligns to strategy
- Project Team
- Main Product Description + Quality info
- High Level Risks
- outline Business Case
- Project Approach
PM
PM
PM
Team
PB
PM
PM
PM
Team
PB
PM
PM
PM
Team
PBDP
CS
SU - IP
SB / CP
MP

1 weeke.g. time
SU
60 hrs
1: Authorize
Initiation
Pre-project
(feasibility)
-- Once per stage
mandate
Ver 1.3
7Processes
First decision by Project Board
- Objective – See if project is a good idea?
- Ask for Business Case
- Add to company strategy? – waste of time?
PM
PM
PM
Team
PB
PM
PM
PM
Team
PB
PM
PM
PM
Team
PBDP
CS
SU - IP
SB / CP
MP

1 week 4 weekse.g. time
2: Authorize
the Project
I PSU
SB
60 hrs 850 hrs
Authorize Next Stage1: Authorize
Initiation
Initiation
(Planning)
1st Stage
Pre-project
(feasibility)
-- Once per stage
mandate
Ver 1.3
7Processes
CS : Optional
PM
PM
PM
Team
PB
PM
PM
PM
Team
PB
PM
PM
PM
Team
PB
What happens in Initiation (planning)?
- PBS (WBS), Product Descriptions, ….
- Define how the project will be monitored
- Confirm how Risk, Communication, Quality, Change control
will be managed
- Complete Project Plan and Business Case
- Create the Benefits M.A.
DP
CS
SU - IP
SB / CP
MP

1 week 4 weekse.g. time
2: Authorize
the Project
I PSU
SB
60 hrs 850 hrs
Authorize Next Stage1: Authorize
Initiation
Initiation
(Planning)
1st Stage
Pre-project
(feasibility)
-- Once per stage
mandate
Ver 1.3
7Processes
CS : Optional
Authorize Next Stage
2nd decision
- What will they ask?
- Business Case?
- How, When, Whom, What
PM
PM
PM
Team
PB
PM
PM
PM
Team
PB
PM
PM
PM
Team
PBDP
CS
SU - IP
SB / CP
MP

1 week 4 weeks 8 weekse.g. time
2: Authorize
the Project
CS : Stage
I PSU
SB SB
Work Packages
60 hrs 850 hrs
Reports & Advise
Project Board decisions
1: Authorize
Initiation
Initiation
(Planning)
1st Stage
Pre-project
(feasibility) Delivery Stages - (Execution)
-- Once per stage
mandate
Ver 1.3
7Processes
CS : Optional
Authorize Next StageAuthorize Next Stage
PM
PM
PM
Team
PB
PM
PM
PM
Team
PB
PM
PM
PM
Team
PB
Hand out Work Packages
- Hand out work
- Check all is going OK (Quality)
- Receive finished work
DP
CS
SU - IP
SB / CP
MP

1 week 4 weeks 8 weeks 8 weekse.g. time
2: Authorize
the Project
CS : Stage CS : Stage
I PSU
SB SB SB
Work Packages Work Packages
60 hrs 850 hrs
Reports & Advise Reports & Advise
1: Authorize
Initiation
Initiation
(Planning)
1st Stage
Pre-project
(feasibility)
Delivery Stages - (Execution)
-- Once per stage
mandate
Ver 1.3
7Processes
CS : Optional
PM
PM
PM
Team
PB
PM
PM
PM
Team
PB
PM
PM
PM
Team
PBDP
CS
SU - IP
SB / CP
MP

1 week 4 weeks 8 weeks 8 weeks 8 weekse.g. time
2: Authorize
the Project
CS : Stage CS : Stage CS : Stage
I P
CPSB SB SB
Closing a Project
Work Packages Work Packages Work Packages
60 hrs 850 hrs
Reports & Advise Reports & Advise Reports & Advise
Closing
1: Authorize
Initiation
Initiation
(Planning)
1st Stage
Pre-project
(feasibility)
Authorize
Project Close
delivery Stages - (Execution)
-- Once per stage
PRINCE2® Project Timeline / Example
project
mandate
Ver 1.3
7 Processes
1 week
CS : Optional
Project
Board
Project
Manager
Team
Manager
SU PM
PM
PM
Team
PB
PM
PM
PM
Team
PB
PM
PM
PM
Team
PBDP
CS
SU - IP
SB / CP
MP

1. What is the trigger for the project?
2. What is a product?
3. What are the minimum number of stages in a project?
4. Where are requirements gathered in the project?
5. What does the Project Manager do?
6. What does the Project Board do?
7. What is a Work Package?
8. When does the project actually start?
9. Who closes the project?
10. What happens in the SU process?
11. What happens in the IP process?
12. What happens in the SB process?

PRINCE2 OVERVIEW

PRINCE2 Overview
• Project Characteristics (What makes projects different?)
• What does a Project Manager do?
• What do we wish to control during a project?
• The structure of PRINCE2® (Four Elements)
• What PRINCE2® does not provide?
• Benefits of using PRINCE2

PRINCE2 Overview
Defining the Word: PROJECT
Full Definition of PROJECT
1: a specific plan or design : SCHEME
2 obsolete : IDEA
3: a planned undertaking
Origin: Middle English projecte, to throw forward.
Source, Merriam-Websters Online Dictionary

PRINCE2 Overview
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
(Source, “Managing Successful Projects with PRINCE2® 2017 Edition”)

PRINCE2 Overview
Characteristics of a Project
... output will change the business-as-usualChange
... project ends after the new product is implementedTemporary
... involves people with different skills to introduce the changeCross-functional
... a project never repeatsUnique
... more risks involved than business-as-usualUncertainty

PRINCE2 Overview
What does a Project Manager do?
Plan
Delegate
Monitor
Control
Plan
Delegate
Monitor
Control
• They do this mainly in the Controlling a Stage Process
• This is similar to Plan, Do, Check, Act
Plan: Plan the work to be done
Delegate: Hand out work packages
Monitor: Monitor work package progress
Control: Take corrective action if necessary
Copyright © AXELOS Limited 2017. Reproduced under license from AXELOS.

PRINCE2 Overview
Six Aspects of Project Performance
Timescales
Cost
Quality
Scope
Risk
Benefits
...How much risk are we
prepared to accept?
...Project as an investment
...Achieving the desired return
...When will it be finished?
Remain affordable...
Products are fit for purpose...
What is meant to be delivered?...

PRINCE2 Overview
• Defined in planning
• Monitored constantly
• Connected to each other
Also known as
• “Six Aspects”
• “Six Variables”
• “Six Targets”
Timescales
Cost
Quality
Scope
Risk
Benefits

PRINCE2 Overview
Tip to remember: TeCQuila SoBeR or BC QRST
Time Cost Benefits
Scope Quality Risk

PRINCE2 Overview
Four Integrated Elements of PRINCE2®
Project Environment
Themes
Processes
Principles

PRINCE2 Overview
What PRINCE2® does not provide?
• Specialist aspects
– Excluded: Industry-specific or type-specific activities
– E.g.: How to do financial, construction or IT projects
• Detailed techniques
– Excluded: Planning and control techniques (too many for a single framework)
– E.g.: Techniques such as Critical Path, Earned Value, etc.
• Leadership capability
– Excluded: leadership, motivational skills and interpersonal skills
– E.g.: How to be a good leader, teambuilding, conflict resolution

PRINCE2 Overview
• Proven best practice Continually improved in each update
• Can be applied to any project Generic, IT, Finance, Building, etc…
• Widely recognized # 1 PM Certification
• Recognition of project responsibilities Roles & responsibilities
• Clarifies what the project will deliver From the very start of the project & stage
• Management by exception Using tolerance (avoid micro management)
• Business case leads the project
• Structure of reports and processes Customize to suit your project
• Ensures that stakeholders are properly represented
• Promotes learning and continual improvement
Benefits of using PRINCE2

PRINCE2 Overview
1. What are the five project characteristics?
2. What does a Project Manager do?
3. What do we wish to control during a project?
4. What are the four Integrated Elements of PRINCE2®?
5. List some of the benefits of using PRINCE2

PRINCIPLES

PRINCE2 Overview
1. Continued business justification
2. Learn from experience
3. Defined roles and responsibilities
4. Manage by stages
5. Manage by exception
6. Focus on products
7. Tailor to suit the project environment
PRINCE2® Principles
Always checking if there is a valid BC
Learn from previous projects, etc…
Accountability and Responsibility
Break up big projects into chunks
A delegation technique
Describe products before development
Adopt PRINCE2® to the organization

Principle 3: Defined roles and responsibilities
Principle 4: Manage by Stages
Principle 5: Manage by Exception
Principle 6: Focus on Products
Principle 7: Tailor to suit the project environment
Principle 2: Learn from experience
Principle 1: Continued business justification
All of them must be applied
PRINCE2 Principles

PRINCE2 Principles
Making sure that the project and its ongoing justification remain consistent.
• A justifiable reason to start the project
• A continuous validity of this justification throughout the project
• A documented and approvable justification

PRINCE2 Principles
Everyone involved in the project has the responsibility to seek lessons.
• Reviewing if lessons learned from previous projects can be applied
• Continuous learning… Lessons should be included in all relevant documents
• Accumulate experience… Pass on lessons learned to future projects

PRINCE2 Principles
The project management team must have agreed roles and responsibility definitions and an effective
communication between them
• What is expected from me?
• What can I expect from others?
• How do I communicate with the stakeholders?
• What do I need to know?

PRINCE2 Principles
Management stages are needed to provide senior management with decision points to review justification.
End of the
project
Start of the
project
Stage 1 Stage 2 Stage 3 Stage 4 Stage 5

PRINCE2 Principles
Organization
Directing
Managing
Delivering
• Time
• Cost
• Quality
• Scope
• Risk
• Benefits
Establishing accountability
by delegating authority
using tolerances.

PRINCE2 Principles
Defining and agreeing on the project’s products before taking action to produce them.
• A defined and agreed scope
• A basis for planning and control
• Common understanding of the products

PRINCE2 Principles
The PRINCE2 project requires information and decisions (not necessarily documents and meetings).
• The method will relate to the project environment
• Project controls will be based on the project’s scale

PRINCE2 Overview
1. Continued business justification
2. Learn from experience
3. Defined roles and responsibilities
4. Manage by stages
5. Manage by exception
6. Focus on products
7. Tailor to suit the project environment
Theme Business Case + Progress
Theme Progress
Theme Organization
Theme Plans + Progress
Theme Progress + Organization
Theme Plans + Quality
Tailoring
PRINCE2® Principles

THEMES

PRINCE2 Overview
1.Business Case Why – Reasons
2.Organization Who, Roles, Responsibilities
3.Quality What, to what level of quality?
4.Plans How, how much, when?
5.Risk What if x happens?
6.Change What is the impact of this change
7.Progress Where are we now, where are we going, should we carry on
Themes must be addressed continuously, and therefore support the processes
Strength is in tailoring the themes
PRINCE2® Themes

BUSINESS CASE

Business Case
Agenda
• Purpose of the Business Case theme
• What is a Business Case?
• Outputs, outcomes and benefits
• Types of Business Case
• The PRINCE2® Approach to Business Case (Develop, Maintain)
• The contents of a Business Case
• Benefits Management Approach
• Roles and Responsibilities

Business Case
• Desirable
• Viable
• Achievable
• Mechanisms to judge
• Support decision making
The purpose of the Business Case theme is to establish
mechanisms to judge whether the project is (and remains)
desirable, viable and achievable as a means to support decision
making in its continued investment.
KEYWORDS

Business Case
• “The Business Case presents the optimum mix of information used to judge
whether the project is (and remains) desirable, viable and achievable, and
therefore worthwhile investing in”
• The Business Case is not a static document
– It is continually updated during the project with actuals
– It is continually used by the Project Board to see if the project is still worth
doing
What is a Business Case?

Business Case
• Output The product
• Outcome The result / Features / What can it do differently
• Benefits Measurable improvement
Outputs, outcomes and benefits
Tangible product
CRM System
Output
Results in
Outcome Benefits
Result of change
• Easier to create reports
• Quicker searchers
• Easier to import data
Measurable improvements
• 30% reduction in sales costs
• 15% increase in sales
• 20% reduction in admin costs
• Why is there such a focus on monitoring benefits?
• Who do you think should monitor benefits for all closed projects
Questions
Results in

Business Case
Output
(user story)
Outcome
(result)
Benefit
(business value)
Outcome
(result)
Outcome
(result)
Benefit
(business value)
Benefit
(business value)

PRINCE2 Foundation Classroom slides - Sample - Classic

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