prince2 2009

1

PRINCE2 (2009)

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages

SUDirecting a Project

SB SB CP

IP Controlling a Stage Control Stage

Managing Product Delivery MP

Principles

1. Continued business justification

2. Learn from experience

3. Define roles and responsibilities

4. Manage by stages

5. Manage by exception

6. Focus on products

7. Tailor to suit the project environment

Themes

1. Business Case

2. Organisation

3. Quality

4. Plans

5. Risk

6. Change

7. Progress

Documents and Records Overview

2

CONTINUED BUSINESS JUSTIFICATION

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



Principles




4. Manage by stages




Themes

1. Business Case

2. Organisation

3. Quality

4. Plans

5. Risk

6. Change

7. Progress

A requirement for a PRINCE2 project

is that:

1. There is a justifiable reason to start it

2. The justification should remain valid

throughout the life of the project

3. The justification is documented and

approved

3

LEARN FROM EXPERIENCE

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



Principles




4. Manage by stages




Themes

1. Business Case

2. Organisation

3. Quality

4. Plans

5. Risk

6. Change

7. Progress

2. As the project progresses lessons

should be included in all reports and

reviews.

3. As the project closes the project

should pass on lessons learned

1. When starting a project previous or

similar projects should be reviewed to

see if lessons learned could be

applied.

4

DEFINE ROLES AND RESPONSIBILITIES

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



Principles




4. Manage by stages




Themes

1. Business Case

2. Organisation

3. Quality

4. Plans

5. Risk

6. Change

7. ProgressProject

Manager

Project

Assurance

Project Board

Project Executive

Senior User

Senior Supplier

Project

Support

Project

Team

Change

Authority

5

MANAGE BY STAGES

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



Principles




4. Manage by stages




Themes

1. Business Case

2. Organisation

3. Quality

4. Plans

5. Risk

6. Change

7. Progress

Dividing the project into a number of

management stages.

Having a high-level project plan and

a detailed stage plan.

Planning, delegating, monitoring and

controlling the project on a stage-by-

stage basis.

6

MANAGE BY EXCEPTION

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



Principles




4. Manage by stages




Themes

1. Business Case

2. Organisation

3. Quality

4. Plans

5. Risk

6. Change

7. Progress

Delegating authority from one

management level to the next by

setting tolerances against the six

objectives for the respective level of

the plan.

Setting up controls so that if those

tolerances are forecast to be

exceeded, they are immediately

referred up to the next management

layer for a decision on how to

proceed.

Putting an assurance mechanism in

place so that each management

layer can be confident that such

controls are effective

7

FOCUS ON PRODUCTS

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



Principles




4. Manage by stages




Themes

1. Business Case

2. Organisation

3. Quality

4. Plans

5. Risk

6. Change

7. Progress

Agrees and defines the project’s

products prior to undertaking the

activities required to produce them.

The set of agreed products defines

the scope of the project and provides

the basis for planning and control.

Product descriptions provide clarity

by defining each product’s purpose,

composition, format, quality criteria

and quality method.

8

TAILOR TO SUIT THE PROJECT ENVIRONMENT

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



Principles




4. Manage by stages




Themes

1. Business Case

2. Organisation

3. Quality

4. Plans

5. Risk

6. Change

7. Progress

Ensure that the project management

method relates to the project’s

environment.

Ensure that project controls are

based on the project’s scale,

complexity, importance, capability

and risk.

9

STARTING UP A PROJECT (SU)

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



SU – Starting up a project

1. Appoint Exec & PM (C)

2. Capture previous lessons (P)

3. Design & appoint PM team (E,P)

4. Prepare Outline Business Case (C)

5. Select Proj approach & Proj Brief (P)

6. Initiation Plan (P)

Daily Log

Lessons Log

Mandate

(C)

Request to initiate a project

Project Brief

Initiation Stage Plan

PURPOSE OF STARTING UP A PROJECT:

To ensure that the prerequisites for Initiating a Project are in place by answering the

question: do we have a viable and worthy project?

The purpose of SU is as much about preventing poorly conceived projects from ever

being initiated as it is about approving the initiation of viable projects. As such SU is

a lighter process compared to the more detailed and thorough IP. The aim is to do

the minimum necessary in order to decide whether it is worthwhile to even initiate

the project.

10

PROJECT BRIEF

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP










Daily Log

Lessons Log

Mandate

(C)


Project Brief


Derivation:

•Project Mandate

•Programme Management

•Corporate Management

•Project Board

•Operations & Maintenance

•Suppliers (Potential)

•Lessons Log

PROJECT BRIEF

To provide a full and firm foundation for the initiation of the project. It is included in

the PID in IP and is then no longer maintained.

Composition:

Project Definition

Outline Business Case

Project Product Description

Project Approach

Project Management Team Structure

Role Descriptions

References to associated documents

11

OUTLINE BUSINESS CASE

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP










Daily Log

Lessons Log

Mandate

(C)


Project Brief


Derivation:

• Project Mandate & Brief

• Project Executive

• Lessons log

OUTLINE BUSINESS CASE

Created as part of the Project Brief to document the justification for the

undertaking of the project based on the estimated costs against the anticipated

benefits to be gained and offset by any risks. The outline Business Case is likely

to be only a high level view providing an agreed foundation for a more extensive

Business Case developed in IP

Composition:

• Executive summary

• Reasons

• Business options

• Expected benefits

• Expected dis-benefits

• Timescale

• Costs

• Investment appraisal

• Major risks

12

PROJECT PRODUCT DESCRIPTION

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP










Daily Log

Lessons Log

Mandate

(C)


Project Brief


Derivation:

• Project Mandate

• Senior User & Executive

• Request for proposal

PROJECT PRODUCT DESCRIPTION

As part of the Project Brief it defines what the project must deliver to gain

acceptance.

Composition:

• Title

• Purpose

• Composition (Major products)

• Derivation

• Development skills required

• Customer’s Quality Expectations

• Acceptance Criteria

• Project-level quality tolerances

• Acceptance method

• Acceptance responsibilities

13

INITIATION PLAN

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP










Daily Log

Lessons Log

Mandate

(C)


Project Brief


Derivation:

• Project Brief

• Daily log

• Lessons Log

PROJECT PLAN (Initiation Stage)

Initiating a project takes time and consumes resources. The work should be

planned and approved like any other project work. This also ensures that

the initiation is not aimless and unstructured.

Composition:

• Plan description

• Plan prerequisites

• External dependencies

• Planning assumptions

• Lessons incorporated

• Monitoring & control

• Budgets

• Tolerances

• Product descriptions

• Schedule

14

PRODUCT DESCRIPTION

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP










Daily Log

Lessons Log

Mandate

(C)


Project Brief


Derivation:

• Product Breakdown Structure

• End-users of the product

• Quality Management Strategy

• Configuration Management Strategy

PRODUCT DESCRIPTION

To understand the detailed nature, purpose, function and appearance of the

product.

Composition:

• Identifier

• Title

• Purpose

• Product composition

• Derivation

• Format & presentation


• Quality criteria

• Quality tolerance

• Quality method

• Quality skills required

• Quality responsibilities

15

DAILY LOG

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP










Daily Log

Lessons Log

Mandate

(C)


Project Brief


Derivation:

• When Project Manager or Team Manager feels it appropriate – often based on thoughts, conversations and observations.

DAILY LOG

To record informal issues, required actions or significant events not caught by other registers or logs. Acts as the project diary for the Project Manager.

Composition:

• Date of entry

• Problem, action, event or comment

• Person responsible

• Target date

• Results

16

LESSONS LOG

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP










Daily Log

Lessons Log

Mandate

(C)


Project Brief


Derivation:

• Lessons reports from other

projects

• Project Mandate or Brief

• Daily log, Issue register, Quality

register & Risk register

• Checkpoint & Highlight reports

• Completed work packages

• Stage plans with actuals

• Observations and experience of

project’s processes

LESSONS LOG

Project repository for lessons that apply to this and future projects.

Composition:

• Lesson type

• Lesson detail

• Date logged

• Logged by

• Priority

17

INITIATING A PROJECT

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



IP – Initiate a project

1. Prepare Risk Man Strategy (P)

2. Prepare Config Man Strategy (P)

3. Prepare Quality Man Strategy (P)

4. Prepare Comm Man Strategy (P)

5. Set up project controls (P)

6. Create Project Plan (P)

7. Refine B/Case (P)

8. Assemble PID (P)

Risk Register

Configuration Item Records

Issue Register

Quality Register

Authorise

to proceed

Request to deliver a project

Project Initiation Documentation

Benefits Review Plan

Next Stage Plan

PURPOSE OF INITIATING A PROJECT:

To establish solid foundations for the project, enabling the organisation to

understand the work that needs to be done to deliver the project’s products before

committing to a significant spend.

18

PROJECT INITIATION DOCUMENTATION

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



Derivation:

• Project Brief

• Discussions with stakeholders:

– User

– Business

– Supplier

PROJECT INITIATION DOCUMENTATION

To define the project in order to form the basis for its management and

an assessment of its overall success.

.IP – Initiate a project








8. Assemble PID (P)

Risk Register


Issue Register

Quality Register

Authorise

to proceed




Next Stage Plan

Composition:

• Project definition

• Project approach

• Business case

• Project management team structure

• Role descriptions

• Quality management strategy

• Configuration management strategy

• Risk management strategy

• Communication management strategy

• Project plan

• Project controls

• Tailoring of PRINCE2 for the project

19

BUSINESS CASE

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



Derivation:

• Project Mandate & Brief

• Project Plan

• Senior Users

• Project Executive

• Risk Register

• Issue Register

BUSINESS CASE

To document the justification for the undertaking of the project based on the estimated costs against the anticipated benefits to be gained and offset by any risks.









8. Assemble PID (P)

Risk Register


Issue Register

Quality Register

Authorise

to proceed




Next Stage Plan

Composition:

• Executive summary

• Reasons

• Business options

• Expected benefits

• Expected dis-benefits

• Timescale

• Costs

• Investment appraisal

• Major risks

20

QUALITY MANAGEMENT STRATEGY

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



Derivation:

• Project Board

• Project Brief

• Organisational Standards

• Supplier & Customer QMS

• Configuration Management requirements

• Change Control requirements

• Corporate / programme strategies

• Workshops & discussions

QUALITY MANAGEMENT STRATEGY

To define the quality techniques and standards to be applied and the various responsibilities for achieving the required quality levels during the project.









8. Assemble PID (P)

Risk Register


Issue Register

Quality Register

Authorise

to proceed




Next Stage Plan

Composition:

• Introduction

• Quality Management Procedure

• Tools and Techniques

• Records

• Reporting (Quality)

• Timing of quality management activities

• Roles and Responsibilities

21

CONFIGURATION MANAGEMENT STRATEGY

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



Derivation:

• Customer’s quality expectations

• Corporate Config. Man. System

• Programme Quality Management Strategy

• Programme Information Management Strategy

• User’s Quality Man. System

• Supplier’s Quality Man. System

• Specific needs of project’s products

• PM Team structure


CONFIGURATION MANAGEMENT STRATEGY

To define how, and by whom, the projects products will be controlled and

protected.









8. Assemble PID (P)

Risk Register


Issue Register

Quality Register

Authorise

to proceed




Next Stage Plan

Composition:

• Introduction

• Configuration Management Procedure

• Issue & change control procedure


• Records

• Reporting (Issue Report, Product Status Account)

• Timing of configuration management & change control activities

• Roles and Responsibilities

• Scales for priority and severity

22

RISK MANAGEMENT STRATEGY

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



Derivation:

• Project Brief

• Business Case

• Corporate or programme management risk management guide, strategy or policy

RISK MANAGEMENT STRATEGY

Describes the specific risk management techniques and standards to be

applied and the responsibilities for achieving an effective risk management

procedure.IP – Initiate a project








8. Assemble PID (P)

Risk Register


Issue Register

Quality Register

Authorise

to proceed




Next Stage Plan

Composition:

• Introduction

• Risk Management Procedure


• Records

• Reporting (Risk Management)

• Scales for probability & impact

• Proximity

• Risk categories

• Risk response categories

• Early-warning indicators

• Risk tolerance

• Risk budget

23

COMMUNICATION MANAGEMENT STRATEGY

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



Derivation:

• Corporate communication policies

• Programme information management strategy

• PID ( PM Team structure, Risk, Quality & Configuration Management Strategies)


• Stakeholder analysis

COMMUNICATION MANAGEMENT STRATEGY

Describes the means and frequency of communication to parties both internal and

external to the project.IP – Initiate a project








8. Assemble PID (P)

Risk Register


Issue Register

Quality Register

Authorise

to proceed




Next Stage Plan

Composition:

• Introduction

• Communication Procedure


• Records

• Reporting (Communication process)

• Timing of communication activities

• Roles & responsibilities

• Stakeholder analysis

• Information needs for each interested

party

24

PROJECT PLAN

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



Derivation:

• Lessons Log

• Risk Register

• Issue Register

• Project Brief

• PID

- Quality Management Strategy

- Configuration Management Strategy

- Risk Management Strategy

- Communication Man. Strategy

- Project Controls

PROJECT PLAN

Before committing to major expenditure on the project, the timescale and resource

requirements must be established.









8. Assemble PID (P)

Risk Register


Issue Register

Quality Register

Authorise

to proceed




Next Stage Plan

Composition:







• Budgets

• Tolerances


• Schedule

25

BENEFITS REVIEW PLAN

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



Derivation:

• Business Case

• Project Product Description

• Programme Benefit Realisation Plan

• Corporate performance monitoring function

BENEFITS REVIEW PLAN

To define how and when a measurement of the achievement of the project’s

benefits, expected by the Senior User, can be made.IP – Initiate a project








8. Assemble PID (P)

Risk Register


Issue Register

Quality Register

Authorise

to proceed




Next Stage Plan

Composition:

• Scope of the Benefits Review Plan

• Who is accountable for the expected

benefits

• How to measure achievement of benefits

• Resource needed

• Baseline measures from which the

improvements will be calculated

• How the performance of the project’s

product will be reviewed

26

RISK REGISTER

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



Derivation:

• Risk management strategy

• Previous risk register entries

• Project mandate

• New risks discovered

• Daily log

• Issue register

RISK REGISTER

A record of identified risks relating to the project, including their status and history.









8. Assemble PID (P)

Risk Register


Issue Register

Quality Register

Authorise

to proceed




Next Stage Plan

Composition:

• Risk identifier

• Risk author

• Date registered

• Risk category

• Risk description

• Probability, impact & expected value

• Proximity

• Risk response categories

• Risk response

• Risk status

• Risk owner & Risk actionee

27

CONFIGURATION ITEM RECORD

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



Derivation:



• Stage Plan & Work Package

• Quality Register

• Issue Register

• Risk Register

CONFIGURATION ITEM RECORD

A record of the history, status, version and variant of each configuration item, and any

details of important relationships between them.IP – Initiate a project








8. Assemble PID (P)

Risk Register


Issue Register

Quality Register

Authorise

to proceed




Next Stage Plan

Composition:

• Project Identifier

• Item Identifier

• Current version

• Item title

• Date of last status

change

• Owner

• Location

• Copy holders

• Item type

• Item attributes

• Stage

• Users

• Status

• Product state

• Variant

• Producer

• Date allocated

• Source

• Relationship with other items

• Cross-references

28

ISSUE REGISTER

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



Derivation:


• Created with new issues raised

• Updated with progress

ISSUE REGISTER

To capture and maintain information on all of the issues that are being formally managed.









8. Assemble PID (P)

Risk Register


Issue Register

Quality Register

Authorise

to proceed




Next Stage Plan

Composition:

• Issue identifier

• Issue type

• Date raised

• Raised by

• Issue report author

• Issue description

• Priority

• Severity

• Status

• Closure date

29

QUALITY REGISTER

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



Derivation:


• Stage Plan / Team Plan

• Updated with progress / performance

• Sign-off

QUALITY REGISTER

To summarise all the quality management activities that are planned or have taken place, and provides information for the End Stage Reports & End Project Report.









8. Assemble PID (P)

Risk Register


Issue Register

Quality Register

Authorise

to proceed




Next Stage Plan

Composition:

• Quality identifier

• Product identifier(s)

• Product title(s)

• Method

• Roles &

responsibilities

• Dates

• Result

• Quality records

30

NEXT STAGE PLAN

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



Derivation:

• Project Brief


• Risk Management Strategy

• Communication Management Strategy


• Resource availability

• Registers and logs

NEXT STAGE PLAN

How and when the objectives are going to be achieved.









8. Assemble PID (P)

Risk Register


Issue Register

Quality Register

Authorise

to proceed




Next Stage Plan

Composition:







• Budgets

• Tolerances


• Schedule

31

PRODUCT DESCRIPTION

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



Derivation:




• The end-users of the product

PRODUCT DESCRIPTION

A description of a product’s purpose, composition, derivation and quality criteria. It is

produced at planning time, as soon as the need for the product is identified.IP – Initiate a project








8. Assemble PID (P)

Risk Register


Issue Register

Quality Register

Authorise

to proceed




Next Stage Plan

Composition:

• Identifier & Title

• Purpose

• Composition

• Derivation

• Format and Presentation


• Quality criteria & Quality tolerance

• Quality method

• Quality skills required

• Quality responsibilities

32

CONTROLLING A STAGE

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



PURPOSE OF CONTROLLING A STAGE:

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.

CS – Controlling a Stage

1. Authorise Work Package (P)

2. Review WP Status (P)

3. Receive completed WP (P)

4. Review Stage Status (P)

5. Report Highlights (P)

6. Capture & examine Issues & risks (P)

7. Escalate issues & risks (P)

8. Take Corrective Action (P)

Risk Register


Issue Register

Quality Register

Daily Log

Lessons Log

Product Status Account

Authorise to Proceed

Checkpoint Reports

Completed Work PackageAuthority to deliver WP

Work Package

Highlight Report

Exception Report

33

HIGHLIGHT REPORT

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP












Risk Register


Issue Register

Quality Register

Daily Log

Lessons Log



Checkpoint Reports


Work Package

Highlight Report

Exception Report

Derivation:

• Project Initiation Documentation

• Checkpoint reports

• Issue Register

• Quality Register

• Risk Register

• Stage plan & actuals

• Communication Management

Strategy

HIGHLIGHT REPORT

To provide Project Board with a summary of the stage status at intervals defined by

them.

Composition:

• Date

• Period

• Status summary

• This reporting period

• Next reporting period

• Project & Stage tolerance status

• Requests for change

• Key issues & risks

• Lessons report

34

EXCEPTION REPORT

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP












Risk Register


Issue Register

Quality Register

Daily Log

Lessons Log



Checkpoint Reports


Work Package

Highlight Report

Exception Report

Derivation:

• Current plan and actuals

• Issue-, Risk- Quality Register

• Highlight Reports

• Project Board advice of an external

event that affects the project

HIGHLIGHT REPORT

Produced when a Stage Plan or Project Plan is forecast to exceed tolerance levels

set.

Composition:

• Exception title

• Cause of the exception

• Consequences of the deviation

• Options

• Recommendation

• Lessons

35

PRODUCT STATUS ACCOUNT

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP












Risk Register


Issue Register

Quality Register

Daily Log

Lessons Log


Checkpoint Reports


Work Package

Derivation:

• Configuration Item Records

• Stage Plan

PRODUCT STATUS ACCOUNT

Provides information about the state of products within defined limits. For example, the

report could cover the entire project, a particular stage, a particular area of the project,

or the history of a specific product Composition:

• Report scope

• Date produced

• Product status (Product identifier & title; Version; Status &

date of status change; Product state; Owner; Copy-

holders; Location; Producer & date allocated to producer;

Planned & Actual date Product description was baselined;

Planned & Actual date product was baselined; Planned

date for next baseline; List of related items; List of related

issues)


Highlight Report

Exception Report

36

WORK PACKAGE

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP












Risk Register


Issue Register

Quality Register

Daily Log

Lessons Log


Checkpoint Reports

Completed Work Package

Authority to deliver WP

Work Package

Derivation:

• Agreements between Customer & supplier



• Stage plan

WORK PACKAGE

A set of information about one or more required products collated by the Project

Manager to pass responsibility for work or delivery to the Team Manager or Team

Member Composition:

• Date

• Team Manager or person authorised

• Work package description

• Techniques, processes & procedures

• Development interfaces

• Operations & maintenance interfaces

• Configuration management requirements

• Joint agreements; Tolerances; Constraints

• Reporting arrangements

• Problem handling & escalation

• References; Approval Method


Highlight Report

Exception Report

37

MANAGE PRODUCT DELIVERY

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



PURPOSE OF MANAGING PRODUCT DELIVERY:

To control the link between the Project Manager and Team Manager(s), by

placing formal requirements on accepting, executing and delivering project

work.

MP – Manage Product Delivery1. Accept Work Package (T)

2. Execute Work Package (T)

3. Deliver Work Package (T)

Quality register



Work Package

Team Plan

Checkpoint Reports


Quality Review

Change Control

38

TEAM PLAN

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP






Quality register



Work Package

Team Plan

Checkpoint Reports


Derivation:

• Authority to deliver WP

• Work Package

• PID

TEAM PLAN

To show that the product(s) can be completed within the given constraints.

Composition:







• Budgets

• Tolerances


• Schedule

39

CHECKPOINT REPORT

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP






Quality register



Work Package

Team Plan

Checkpoint Reports


Derivation:

• Work Package

• Team plan actuals

• Previous Checkpoint Report

CHECKPOINT REPORT

To report, at a frequency defined in the work package, the status of the work package

Composition:

• Date

• Period

• Follow-ups

• This reporting period

• Next reporting period

• Work package tolerance status

• Issues and Risks

40

MANAGE STAGE BOUNDARIES

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



SB – Manage Stage Boundaries

1. Plan Next Stage (P)

2. Update Project Plan (P)

3. Update Business Case (P)

4. Report Stage end (P)

5. Produce Exception Plan (P)

Risk Register


Issue Register

Quality Register



PID

End Stage Report

Next Stage Plan


Exception Plan

Request to approve next stage plan / Exception Plan

PURPOSE OF MANAGING STAGE BOUNDARIES:

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.

Projects do not always go to plan and in response to an Exception Report (if the stage

or project is forecast to exceed its tolerances) the Project Board may request that the

current stage (and possibly project) is replanned. The output from replanning is an

Exception Plan.

Request for an Exception

Plan

41

END STAGE REPORT

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP









Risk Register


Issue Register

Quality Register

PID

End Stage Report

Next Stage Plan


Exception Plan


Derivation:

• Current stage plan & actuals

• Project Plan

• Benefits review plan

• Risk-, Quality- & Issue Register

• Exception Report

• Lessons Report

• Completed/slipped Work Packages

• Updated Business Case

END STAGE REPORT

A summary of progress to date, the overall project situation, and sufficient information

to ask for Project Board decision on “what next”.

Composition:

• Project Manager’s Report

• Review of Business Case

• Review of project objectives

• Review of stage objectives

• Review of team performance

• Review of products

• Lessons Report

• Issues & Risks

• Forecast


Plan



42

EXCEPTION PLAN

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP









Risk Register


Issue Register

Quality Register

PID

End Stage Report

Next Stage Plan


Exception Plan


Derivation:

• Project Brief


• Risk Management Strategy

• Communication Management Strategy


• Resource availability

• Exception Report

• Current Stage Plan

• Issue Register

• Risk Register

• PID

EXCEPTION PLAN

An exception plan is requested by the Project Board in response to an exception

report and is created at the same level as the plan that it is replacing. Composition:







• Budgets

• Tolerances


• Schedule


Plan



43

CLOSING A PROJECT

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



PURPOSE OF CLOSING A PROJECT:

To provide a fixed point at which acceptance for the product is confirmed, and to

recognise 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.

CP – Closing a Project1. Prepare planned closure (P)

2. Prepare premature closure (P)

3. Hand over products (P)

4. Evaluate the project (P)

5. Recommend project closure (P)

Configuration item records

Close Issue Register

Close Risk Register

Close Quality Register

Close Daily Log

Close Lessons Log

Closure Recommendation

End project report

PID


Trigger premature close


Project end approaching

44

END PROJECT REPORT

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



CP – Closing a Project1. Prepare planned closure (P)

2. Prepare premature closure (P)

3. Hand over products (P)

4. Evaluate the project (P)

5. Recommend project closure (P)

Configuration item records

Close Issue Register

Close Risk Register

Close Quality Register

Close Daily Log

Close Lessons Log

Closure Recommendation

End project report

PID


Trigger premature close


Project end approaching

Derivation:

• Project Initiation Documentation

• Business Case

• Project Plan

• Benefits Review Plan

• Issue register

• Quality register

• Risk register

• Lessons report

• End stage reports

• Exception reports

END PROJECT REPORT

To review how the project performed against the version of the PID used to authorise

it.Composition:

• Project managers report

• Review of the Business Case

• Review of project objectives

• Review of team performance

• Review of products

• Lessons report

45

DIRECTING A PROJECT

Directing

Managing

Delivering

Pre-

Project

Initiation

Stage

Final

Stage

Other

Stages

Other

Stages

Other

Stages


SB SB CP



CP – Closing a Project

Trigger premature

close


ClosureRecom-mendation

Exceptionraised

RequestFor

Advice

ProjectBoardAdviceAnddecisions

SB – Manage Stage BoundaryIP – Initiating a Project

SU- Starting up a ProjectRequest for

Exception Plan

Request to approve Exception Plan / Next Stage PlanAuthority to

Initiate a project

Requestto delivera project

Request toInitiate a project

Stage Authorisation

PURPOSE OF DIRECTING A PROJECT:

To enable the Project Board to be accountable for the project’s success by making key decisions and exercising overall

control while delegating day-to-day management of the project to the Project Manager

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DOCUMENTS & RECORDS OVERVIEW #1

47

DOCUMENTS & RECORDS OVERVIEW #2

prince2 2009

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