© tso 2008. content within this presentation may be subject to change. prince2: 2009 project...
TRANSCRIPT
© TSO 2008. Content within this presentation may be subject to change.
PRINCE2: 2009 ProjectProgress Update
Andy Murray – OutperformBPUG Workshops at Project Challenge are supported by:
© TSO 2008. Content within this presentation may be subject to change.
PRINCE2: 2009 Project
Progress UpdateVersion 3.2
Warning: this presentation provides a snapshot of the current approach. As the development is based on continued user consultation the final result may be different. Always check the website for latest
information.
www.best-management-practice.com/PRINCE2Register
© TSO 2008. Content within this presentation may be subject to change.
Reasons For Change - mandate
NB, Core Manual size raised to <275 (April 08)
© TSO 2008. Content within this presentation may be subject to change.
Proposed Approach
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New PRINCE2
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Summary of changes
2005 2009Principles - 7 Principles
Themes 8 Components 7 Key Themes
Processes 8 Processes 7 Processes
Sub-processes 45 sub-processes -
Techniques 3 techniquesCross-references to other
BoKs including ‘soft’ aspects
Management Products 36 products 27 products
The Project Environment - Context rich
Trouble-shooting Hints & Tips Hints & Tips in FAQ style
© TSO 2008. Content within this presentation may be subject to change.
What are Principles?
• Principles are:– Universal– Self Validating– Empowering
“A guiding obligation for good practice”
© TSO 2008. Content within this presentation may be subject to change.
The PRINCE2 Principles
Business Justification A PRINCE2 project has continued business justification
Learn Lessons PRINCE2 project teams learn from previous experience (lessons are sought and recorded throughout)
Roles & Responsibilities A PRINCE2 project has defined and agreed roles and responsibilities with an organisation structure that engages the business, user and supplier stakeholder interests
Manage by Stages A PRINCE2 project is planned, monitored and controlled on a stage by stage basis
Manage by Exception A PRINCE2 project has defined tolerances for each project objective to establish limits of delegated authority
Product Focus A PRINCE2 project focuses on the definition and delivery of products, in particular their scope and quality requirements
Tailor PRINCE2 is tailored to suit the project’s size, environment, complexity, importance, capability and risk
© TSO 2008. Content within this presentation may be subject to change.
PRINCE2 Processes
Processes
Activities
RecommendedActions
“The processes provide the lifecycle basedlist of project management activities”
© TSO 2008. Content within this presentation may be subject to change.
IPIP CSCS
SBSB
CSCS
SBSB CPCP
MPMPMPMP
Directing
Managing
Delivering
SUSU
DPDP
Key: • SU = Starting Up a Project• DP = Directing a Project• IP = Initiating a Project• SB = Managing a Stage Boundary• CS = Controlling a Stage• MP = Managing Product Delivery• CP = Closing a Project
Note: •SU is used by both the direction and management layers•There should be at least two management stages, the first of which is the initiation Stage.•SB is first used at the end of the initiation Stage and repeated at the end of each subsequent Stage except the final Stage.
PRINCE2 Processes
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The Process Model
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Example Process
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What are Key Themes?
• Key Themes are:– aspects of project management that need to be
continually addressed. They are not one off activities
And– aspects of project management that requires
specific treatment for the PRINCE2 processes to be effective
“If the processes are considered as the time-based activity list then theKey Themes are the reference manual. If the process requires actionthe Key Theme provides guidance on how it should be done.”
© TSO 2008. Content within this presentation may be subject to change.
The PRINCE2 Key Themes
Business Case Defining the business objectives (the why)
Organisation Establishing the structure of accountability and responsibilities (the who)
Quality Defining and verifying products that are fit-for-purpose (the what)
Plans Facilitate communication and control by defining the means of delivering the products (the where and how, and estimating the when and how much)
Risk Identifying, assessing and controlling uncertainty (what if)
Change Managing the integrity of products and making decisions on issues which may affect the objectives
Progress Monitoring the achievement of objectives and making decisions based on actual and forecast progress
© TSO 2008. Content within this presentation may be subject to change.
The Project Environment
Embedding TailoringDone by the organisation to adopt PRINCE2 Done by the project team to adapt the method to the
context of a specific project- scale of project- within a programme- industry sector (e.g. private/public, customer/supplier)- type of project (e.g. R&D, policy, construction)- multi-organisation - corporate/programme standards (e.g. procurement) - working with other methods and frameworks
Focus on:- process ownership- scaling rules / guidance (e.g. score card)- Standards (templates, definitions)- training and development strategy- integration with business processes- tools- process assurance
Focus on:- roles & responsibilities to allocate- management products to use and how- number, length and nature of stages - reporting and reviewing- tolerances- use of PRINCE2 processes
Guidance in PRINCE2 Maturity Model Guidance in the Method
© TSO 2008. Content within this presentation may be subject to change.
Non-Projects Tasks
Project Scale
Simple Projects
Typical Projects
Scary Projects
Projects
Non-Projects Programmes
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Project Scale
Non-Projects
Simple Projects
Typical Projects
Scary Projects
Non-Projects MSP
PRINCE2
ManagingProductDelivery
Guidance• No business case• Work Package• Product Description (s)• Logs• PM = team
© TSO 2008. Content within this presentation may be subject to change.
Project Scale
Non-Projects
Simple Projects
Typical Projects
Scary Projects
Non-Projects MSP
PRINCE2
ManagingProductDelivery
Guidance• As per non-projects +• Business case and PID• Single Stage• Exec & PM only
© TSO 2008. Content within this presentation may be subject to change.
Project Scale
Non-Projects
Simple Projects
Typical Projects
Scary Projects
Non-Projects MSP
PRINCE2
ManagingProductDelivery
Guidance• As per simple projects +• Most Management Products• Single or Multi-stage Stage• Full Project Board
© TSO 2008. Content within this presentation may be subject to change.
Project Scale
Non-Projects
Simple Projects
Typical Projects
Scary Projects
Non-Projects MSP
PRINCE2
ManagingProductDelivery
Guidance• As per typical projects +• Multi-stage Stage• Full Management Products• Team Managers• Project Support
© TSO 2008. Content within this presentation may be subject to change.
Directing Successful Projects Using PRINCE2
Approach– Lifecycle oriented
• Pre-project• Project• Post-project
– Providing• Example Agenda• Decision checklist• Role guidance by
stakeholder perspective– Business
– User
– Supplier
– Focus on ‘duties & behaviours”
© TSO 2008. Content within this presentation may be subject to change.
Management Products
• 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”
© TSO 2008. Content within this presentation may be subject to change.
Management Products
• Organised by
– Baseline products
– Records
– Reports
• Nesting of management products is explicit
© TSO 2008. Content within this presentation may be subject to change.
Next Steps
• Quality Reviews (second draft, final draft)• Feedback from pilots• Surveys – to address options and test quality criteria• Proof of Concept (for exam syllabus)• Further consultation (for enhanced exam scheme)• Transition period Q1 2009
© TSO 2008. Content within this presentation may be subject to change.
Any Questions?
Warning: this presentation provides a snapshot of the current approach. As the development is based on continued user consultation the final result may be
different. Always check the website for latest information:
www.best-management-practice.com/PRINCE2Register
© TSO 2008. Content within this presentation may be subject to change.
Speaker Profile – Andy Murray
• Andy Murray is a Chartered Director and PRINCE2 Registered Consultant, having worked in the field of Projects and Programmes for over 15 years.
• He is currently a director of Outperform UK Ltd (www.outperform.co.uk), an Accredited Consultancy Organisation (ACO) licensed to consult in the OGC’s best practice trilogy of PRINCE2™, MSP and M_o_R®.
• Andy was an early adopter of PRINCE2™, back in 1997, and has been helping organisations implement and gain value from PRINCE2™ ever since. He has helped implement PRINCE2™ in numerous organisations in more than a dozen countries.
• Andy has been using maturity models as a consulting aid for more than five years, since they help diagnose an organisation’s strengths and weaknesses, prioritise improvement initiatives and measure progress. Andy has used the OGC’s PRINCE2™ Maturity Model (P2MM) and Portfolio, Programme and Project Management Maturity Model (P3M3) as a means to both benchmark organisations via the APM Group assessment process and to define improvement plans.
• Andy is the co-author the P2MM Guide - published in July 2007 by TSO.
• Andy is the Lead Author for PRINCE2 2009.