simon harris, pmp, cgeit, ipma-d, p2prince2.logicalmodel.net/p2revaid.pdf · a17 product...

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In the beginning was THE PLAN. And then came The Assumptions. And The Plan was without Substance. And The Assumptions were without form. And darkness was upon the face of the Workers.

And they spoke among themselves, saying, 'It is a crock of s--t, it stinks.' And the workers went unto their supervisors, and said, 'It is a pail of dung, and none may abide the odour thereof.'

And the supervisors went unto their Managers, saying 'It is a container of excrement, and it is very strong, Such that none may abide it.'

And the Managers went unto their Directors, saying, 'It is a vessel of fertiliser, and none may abide its strength.'

And the Directors spoke among themselves saying one to another, 'It contains that which aids plant growth, and it is very strong.'

And the Directors went to the Vice-Presidents, saying unto them, 'It promotes growth, and it is very powerful.'

And the Vice-Presidents went to the President, saying unto him, 'This new plan will actively promote the growth and vigour of the company, with powerful effects.'

And the President looked upon The Plan, and saw that it was good. And The Plan became policy. And that is how S--t happens.

Simon Harris, PMP, CGEIT, IPMA-D, P2

Log

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2014

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Welcome Logical Model Ltd PRINCE2® Revision Tool

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2

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BC Business

Case

RK Risk

SU-IP-CP

QU Quality

PL Plans Pt1

CM Theme in

SU+IP OR

Organization

RK CS & MP

& DP

PL Theme in CS & MP

CM Theme in CS & MP

CM Theme in SB+CP

PL Theme in SU+IP+SB+

CP+DP

PL Plans Pt2

Tolerance

CIR-A5 by Activity

Map of 7 Processes & 40 activities

Principles, Processes &

Themes Roles

Appendix-A Management

Products

Exam Syllabus

Index

LfE Learning

From Experience

Mgmt Levels

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BC RK QU PL CM OR RK

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Based on AXELOS PRINCE2®, material. Material is reproduced under licence from AXELOS

3

• ‘Home Page’ links to content descriptions – Entries of form A1-Business Case to A26-WkPkg jump to Appendix A Template – Appendix-A entries with Activity X-References EG (this one)

can be reached by clicking on template slide’s title (this one) – Where a usage map is named by an Appendix-A entry’s name

that may be used as a link back to the Appendix-A description • IE Home Product Descirption Theme Product Desc’ptn - loop!

Use the menu to break out of it and to go elsewhere!

3 SU IP MP d2d Esc SB CP DP

BC RK QU PL CH OR RK

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Guidance: Reading what the button-bar does will save you time overall

Goto home page (HP) – on HP replaced by come here!

Jump back to last page view

Move fwd/ back 1 page

View ‘map’ of 40 activities. PP+T jumps to Themes, Principles & Processes

Jump to themes: Business Case, Risk pt1 & pt2, Quality, Org, Plans, Change, plus concepts EGTolerance etc

Jump to Process each is followed by its DP

(Use Move Fwd 1 Pg button) Jump to Project Manager’s day

job in CS Jump to Full Syllabus Listing

Jump to Plans and Config Mgmt parts 1 to 4

Jump to CS & MP Appendix A Management Product Description

Principles, Processes & Themes

IP MP d2d Esc SB CP DP SU

Alternate Jump to Process used in process

Jump to Process CS escalation of Risk & Issues

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PRINCE2® is A Registered Trade Mark of AXELOS

• PRINCE2 is a copyrighted product owned by the UK Government – All the rights to PRINCE2 are held by a joint-venture company called AXELOS – These materials are:…©Logical Model Ltd & AXELOS Limited 2015. All rights reserved. Material in this document is

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Need Help ? 5

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P2 ExamCram Assessed by GRM 07032011 P2-5th Ed ©2011 Logical Model Ltd [email protected]

The Defined Management Products: Baselines/ Records/ Reports

A1 Benefits Review Plan A2 Business Case A4 Communication Management

Strategy A6 Configuration Management

Strategy A16 Plan (Project) (Stage) (Team) A17 Product Description A19 Project Brief A20 Project Initiation Documentation A21 Project Product Description A22 Quality Management Strategy A24 Risk Management Strategy A26 Work Package

A5 Configuration Item Records A7 Daily Log A12 Issue Register A14 Lessons Log A23 Quality Register A25 Risk Register

A3 Checkpoint Report A8 End Project Report and (FOAR) A9 End Stage Report A10 Exception Report A11 Highlight Report A13 Issue Report A15 Lessons Report A18 Product Status Account

Click on Appendix-A headings to jump to full description. If a management product has an Activity/ Theme/ Role cross reference the product description’s title will act as a link to the Cross-Reference

EG Try A1 above

Baselines

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PRINCE2® World-Map

Click an arrow to go direct to a process or Click the background (hit return or and arrow key…) to advance the process model.

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Project mandate P:CoPM

12.4.1 Appoint the Executive and the Project Manager

12.4.4 Prepare the outline Business Case

12.4.2 Capture previous lessons

12.4.3 Design and appoint the project management team

12.4.6 Plan the initiation stage

12.4.5 Select the project approach and assemble the Project Brief

14.4.7 Refine the Business Case

14.4.2 Prepare the Configuration Management Strategy

14.4.6 Create the Project Plan

14.4.8 Assemble the Project Initiation Documentation

14.4.5 Set up the project controls

14.4.4 Prepare the Communication Management Strategy

14.4.3 Prepare the Quality Management Strategy

14.4.1 Prepare the Risk Management Strategy

17.4.4 Report Stage End

18.4.3 Hand over Products

15.4.2 Review Work Package status

15.4.6 Capture and examine issues and risks

18.4.5 Recommend project closure

13.4.3 Authorize a Stage or Exception Plan

16.4.1 Accept a Work Package

13.4.1 Authorize initiation

13.4.2 Authorize the project

13.4.5 Authorize project closure

13.4.4 Give ad hoc direction

16.4.2 Execute a Work Package

18.4.4 Evaluate the Project

18.4.2 Prepare premature closure

18.4.1 Prepare planned closure

15.4.5 Report highlights

15.4.3 Receive completed Work Packages

15.4.1 Authorize a Work Package

15.4.4 Review stage status

15.4.7 Escalate issues & risks

15.4.8 Take corrective action

17.4.5 Produce an Exception Plan

17.4.2 Update the Project Plan

17.4.1 Plan the next stage

17.4.3 Update the Business Case

16.4.3 Deliver a Work Package

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14.4.7 Refine the Business Case 15.4.2 Review Work Package status

Activities (Full Names) By Management Levels & Process




13.4.3 Authorize a Stage or Exception Plan - 62

16.4.1 Accept a Work Package 17.4.1 May include Team Planning





13.4.1 Authorize initiation - 54 13.4.2 Authorize the project - 60 13.4.5 Authorize project closure -74

13.4.4 Give ad hoc direction - 65

16.4.2 Execute a Work Package



18.4.1 Prepare planned closure 14.4.2 Prepare the Configuration

Management Strategy

14.4.6 Create the Project Plan

15.4.5 Report highlights


14.4.5 Set up the project controls



14.4.1 Prepare the Risk Management Strategy










17.4.1-4 Manage Stage Boundaries

© Logical Model Ltd 2010


CoPM &

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Team Manager

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Principles Processes and Themes

• 7 principles: Business case, Lessons Learned, Roles, Stages, MBE†, Products, Tailored

• 7 processes – Direction, – Start-up, Initiation (Planning), Stage control, Stage re-planning,

Project closure – Product development

• 7 themes – Business case (Why) & Risk – Organisation (Who) – Quality (What) – Plans (How, How much, When) &

Progress – Change (Risk, Issues)

Stage Report

Exec & PM

Capture R&I

Tell board

Justify-Why

OK Stage

Get work

LFE

Team

Plan IP

Brief & Approach

OK Initiation OK Project

OK Close Advice

Do work Deliver results

Look-back

Handover

Terminate

Close CM

Plan

Highlights

Refine BC PID

Controls

Comms Quality

Risk

Close WP Delegate WP Monitor WP

Day Job

Escalate

Correct

Plan Recovery

Project Plan Plan Stage

BC Update

CoPM

Project Board

Project manager

Team Manager

Prep A Stage


12.4.1 Appoint Exec & PM

15.4.6 Capture R&I

18.4.5 Tell board

12.4.4 BC

13.4.3 Authorize a Stage

16.4.1 Get work

12.4.2 LFE

12.4.3 Team

12.4.6 Plan IP

12.4.5 Brief & Approach



13.4.5 Authorize close

13.4.4 Ad hoc direction

16.4.2 Do work 16.4.3 Deliver results

18.4.4 Look-back

18.4.3 Handover

18.4.2 Terminate

18.4.1 Close

14.4.2 CM

14.4.6 Plan

15.4.5 Highlights

14.4.7 Refine BC

14.4.8 PID

14.4.5 Controls

14.4.4 Comms

14.4.3 Quality

14.4.1 Risk

15.4.3 Close WP

15.4.1 Delegate WP

15.4.2 Monitor WP

15.4.4 Day Job

15.4.7 Escalate

15.4.8 Correct

17.4.5 Exception Plan

17.4.2 Update Pj Plan

17.4.1 Stage plan

17.4.3 Update BC

CoPM

Project Board

Project manager

Team Manager

Plan Delivery Stage

R BC Pg P C Q Org

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• This section (slides 9 to 31) contains the complete syllabus – The syllabus content is exhaustive (the volume of words has been condensed from the AXELOS original) – The titles of the course’s sections and graphics cross-reference the Syllabus entries but here they all are together – Course slides identify the syllabus areas of questioning and each syllabus topic is covered rigorously and completely

• Key – “OV:F:1-2 Definition of a project 1.3” – OV, BC etc are syllabus areas, :F: and P: are the exams to which the syllabus item applies, next is level then sequence

and last is the manual sub-section reference – EG Section 1.3 of the manual defines “project” and Overview Foundation questions may ask for recall of the definition – Levels are from Bloom’s Taxonomy – also explained in course materials

DP2+4

Condensed PRINCE2® Foundation & Practitioner Syllabus 10

BC1-4 QU-1+2 PL-1+2 CH-1+2 OR-1+2 PG-1+2

SU2-4 IP2-4 MP2-4 CS2-4 SB2-4 CP2-4

OV

QU3+4 PL3+4 CH3+4 OR3+4 PG3+4

RK-1+2

RK 2+3+4

Return to this Index Slide

Links to the Syllabus Areas





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OV - Overview Principles and Tailoring PRINCE2 to the Project Environment

• OV is only examined at levels 1 & 2† • OV:- Know facts, terms and concepts relating to the overview, principles and tailoring of PRINCE2

– OV:F:1-1 Six aspects of project performance to be managed 1.5.2 – OV:F:1-2 Definition of a project 1.3 – OV:F:1-3 Four integrated elements of principles, themes, processes and the project environment upon which

PRINCE2 is based 1.5.3 – OV:F:1-4 Customer/supplier context of a PRINCE2 project 5.1

• OV:- Understand terms and concepts relating to the overview, principles and tailoring PRINCE2 to the project environment, and explain how these are applied on/are involved with a project

– OV:F:2-1 Benefits of using PRINCE2 1.7 – OV:F:2-2 Seven principles 2 – OV:F:2-3 Characteristics of a project 1.3 – OV:P:2-4 Difference between embedding and tailoring PRINCE2 19.1 – OV:P:2-5 Context of a customer/supplier environment and how it affects the application of the themes, processes and

management products within a project 19.6

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† If you don’t know what the levels are you need the training materials and your not ready for the reference tool yet ! see www.logicalmodel.net/prince2exams






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BC - Business Case Level 1L4

• BC:- Know facts, terms and concepts relating to the Business Case theme – BC:F:1-1 Definition of a project output, an outcome, a benefit and a dis-benefit 4.2.2, 4.3.4.4

• BC:- Link theme to principles, processes, products and roles through the project life-cycle – BC:F:2-1 The purpose of the Business Case theme 4.1 – BC:F:2-2 The purpose of a 1. Business Case 2. Benefits Review Plan A.2.1 A.1.1 – BC:P:2-3 The recommended composition of a 1. Business Case, and in which process(es) it is developed, verified,

maintained and confirmed and which roles are responsible for this 2. Benefits Review Plan, and in which process(es) it is developed, used and reviewed and which roles are responsible for this A.1.2, A.2.2, 4.3, 4.3.1-4, 12.4.4, 13.4.1-5, 14.4.7, 15.4.4-7, 17.4.3-4, 18.4.3-4, C/Table 4.1

– BC:P:2-4 The relationship between a programme’s business case and a project’s Business Case 4.3.1, 4.3.2, 4.3.3 • BC:- Use/ tailor the Business Case theme to maintain products and make decisions in the 7 processes

– BC:P:3-1 Identify appropriate information, using the recommended composition, for inclusion in the products listed in 0203 above

– BC:P:3-2 Identify outputs, outcomes, benefits and dis-benefits 4.2.2, 4.3.4.4 • BC:- Able to identify, analyse and distinguish between appropriate and inappropriate application of the

Business Case applied correctly throughout the project lifecycle – BC:P:4-1 QA and comment on theme's products and roles involved through-out their life-cycle in 0203

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OR – Organization Level 1 & L2

• OR:- Know facts, terms and concepts relating to the Organization theme – OR:F:1-1 Roles within the Organization theme 5.3.2

• OR:- Link theme to principles, processes, products and roles through the project life-cycle – OR:F:2-1 The purpose of the Organization theme 5.1 – OR:F:2-2 The three project interests and how these are represented within the three levels of the project

management team structure 5.2.5, 5.3.2 – OR:F:2-3 The responsibilities and characteristics of the role of the: 1. Project Board 2. Project Manager 3. Project

Assurance 4. Change Authority 5. Team Manager 6. Project Support 5.3.2.2, 5.3.2.6, 5.3.2.3, 5.3.2.4, 5.3.2.7, 5.3.2.8 – OR:F:2-4 What a stakeholder is 5.2.5 – OR:F:2-5 The purpose of the Communication Management Strategy A.4.1, 5.3.5.3 – OR:P:2-6 How the four levels of the project management structure apply to the process model 5.3.1 – OR:P:2-7 The relationship between the Communication Management Strategy and other products and themes

5.3.2.2, 5.3.5.3, 8.3.5.5, 10.3.3.4, 13.4.5, 14.4.5, 14.4.6, 14.4.8, 15.4.6, 17.4.4, 18.4.5 – OR:P:2-8 The recommended composition of a Communication Management Strategy, in which process(es) it is

developed, used and reviewed and which roles are responsible for this A.4.2, 5.3.5.3, 13.4.2-5, 14.4.4-6, 15.4.4-6, 17.4.2, 17.4.4, 18.4.4-5, C/Table 5.1

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OR – Organization L3 & L4

• OR:- Use/ tailor the Organization theme to maintain products and make decisions in the 7 processes – OR:P:3-1 Identify an appropriate project management team structure and role descriptions, including acceptable role

consolidations or sharing 5.3.2, C – OR:P:3-2 Identify appropriate information, using the recommended composition, for inclusion in a Communication

Management Strategy A.4.2 • OR:- Assess if Organization applied correctly throughout the project lifecycle

– OR:P:4-1 Whether the following products, using the recommended composition, are fit for purpose, with reasons, and whether the correct roles have been involved in their development and maintenance throughout the life of a project. Including: 1. Project management team structure 2. Communication Management Strategy 5.3.2, C/Table 5.1 A.4.2

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QU – Quality Level 1 & L2

• QU:- Know facts, terms and concepts relating to the Quality theme – QU:F:1-1 Recall the recommended quality review team roles 6.3.2.1

• QU:- Link theme to principles, processes, products and roles through the project life-cycle – QU:F:2-1 The purpose of the Quality theme 6.1 – QU:F:2-2 The difference between quality assurance and Project Assurance 6.2.6 Tab 6.1 – QU:F:2-3 The objectives of the quality review technique 6.3.2.1 – QU:F:2-4 The difference between quality planning, quality control and quality assurance 6.3.1, 6.3.2, 6.2.6 – QU:F:2-5 The difference between customer’s quality expectations and acceptance criteria 6.3.1.1, 6.3.1.2 – QU:F:2-6 The purpose of a: 1. Project Product Description 2. Product Description 3. Quality Register 4. Quality

Management Strategy A.21.1 A.17.1 A.23.1 A.22.1 – QU:P:2-7 The PRINCE2 approach to quality -quality audit trail 6.3 – QU:P:2-8 The recommended composition of a 1. Project Product Description 2. Product Description 3. Quality

Register 4. Quality Management Strategy and in which process(es) they are developed, used and reviewed and which roles are responsible for thisA.21.2, A.17.2, A.22.2, A.23.2, 6.3.1.4, 6.3.1.5, 12.4.4-5, 13..4.1, 13.4.2, 13.4.3, 14.4.3-6, 14.4.6, 15.4.1, 15.4.1-5, 16.4.1-3, 17.4.1, 17.4.2, 17.4.4-5, 18.4.1, 18.4.4-5, C/Table 6.3

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QU - Quality L3 & L4

• QU:- Able to use/ tailor the Quality theme to maintain products and make decisions in the 7 processes – QU:P:3-1 Identify appropriate info, for recommended composition, for use by products listed in 0208 above – QU:P:3-2 Actions and responsibilities when applying the quality review technique to a given product 6.3.2.1 – QU:P:3-3 Actions and responsibilities when applying quality planning and quality control to a given project

• QU:- Assess if Quality applied correctly throughout the project lifecycle – QU:P:4-1 QA and comment on theme's products and roles involved through-out their life-cycle in 0208 – QU:P:4-2 Use of the quality review technique for a given product 6.3.2.1 – QU:P:4-3 Whether quality planning activities have been, or are scheduled to be, Undertaken appropriately during the

execution of a project, with reasons, and whether the appropriate roles have been involved. Including: • Understanding and documenting the customer’s quality expectations and the project’s acceptance criteria in the Project Product Description • Formulating a Quality Management Strategy and setting up a Quality Register 6.3.1, 6.3.1.1, 6.3.1.2, 6.3.1.3, 6.3.1.4, 6.3.1.6

– QU:P:4-4 Whether quality control activities have been, or are scheduled to be, undertaken appropriately during the execution of a project, with reasons, and whether the appropriate roles have been involved. Including: • Carrying out the quality methods • Maintaining quality and approval records • Gaining acceptance6.3.2, 6.3.2.1, 6.3.2.2, 6.3.2.3, 6.3.2.4

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PL - Plans Level 1 & L2

• PL:- Know the facts, terms and concepts relating to the Plans theme – PL:F:1-1 Levels of plan recommended by PRINCE2 7.2.3 – PL:F:1-2 Four tasks of product-based planning 7.3.3

• PL:- Link theme to principles, processes, products and roles through the project life-cycle – PL:F:2-1 The purpose of the Plans theme 7.1 – PL:F:2-2 The levels of plans, their purpose and the interrelationship between the: 1. Project Plan 2. Stage Plans 3.

Team Plans 4. Exception Plan 7.2.3-7 – PL:F:2-3 The tasks within the product-based planning technique 7.3.3.1-4, App D – PL:P:2-4 The recommended composition of a Plan, in which process(es) it is developed, used and reviewed, and

which roles are responsible for this A.16.2, 7.2.3, 7.3.3-7.3.8, 12.4.6, 13.4.1-13.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.1-3, 17.4.4, 18.4.1, C/ Table 7.1

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PL - Plans Level 3 & L4

• PL:- Able to use/ tailor the Plans theme to maintain products and make decisions in the 7 processes – PL:P:3-1 Identify appropriate information, using the recommended composition, for inclusion in a Plan (excluding the

schedule) A.16.2, 7.3.3-7.3.8 – PL:P:3-2 Identify the appropriate actions and responsibilities when applying the product-based planning technique,

including the creation of Product Descriptions, a product breakdown structure and a product flow diagram 7.3.3.1-4, D • PL:- Assess if Plans applied correctly throughout the project lifecycle

– PL:P:4-1 Whether a Plan (excluding the schedule), using the recommended composition, is fit for its purpose, with reasons, and whether the appropriate roles have been involved in its development and maintenance throughout the life of a project A.16.2, 7.3.3-7.3.8, C/Table 7.1

– PL:P:4-2 Whether the Product-based planning technique has been applied appropriately. This should include analysing the appropriate application of Product Descriptions, a product breakdown structure and a product flow diagram, with reasons 7.3.3.1-4, D

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RK - Risk Level 1 & L2 1of2

• RK:- Know facts, terms and concepts relating to the Risk theme – RK:F:1-1 The definition of a risk and the difference between a threat and an opportunity 8.2.1 – RK:F:1-2 The recommended risk response types and whether they are used to respond to a threat or an opportunity.

Fig 8.7, Tab 8.2 – RK:F:1-3 The difference between a risk owner and a risk actionee 8.3.5.4

• RK:- Link theme to principles, processes, products and roles through the project life-cycle – RK:F:2-1 The purpose of the Risk theme 8.1 – RK:F:2-2 The steps within the recommended risk management procedure. This should include: • Identify the context

and therefore the influences on a project’s Risk Management Strategy • Identify the threats and opportunities that may affect a project’s objectives • Estimate risks to assess their probability, impact and proximity • Evaluate the net effect of all risks on a project when aggregated together • Plan risk management responses • Implement planned risk management responses, identifying an appropriate risk owner and/or risk actionee • Communicate information related to risks, both within the project and externally to stakeholders8.3.5, 8.2.2 8.3.5.1, 8.2.1 8.3.5.2, 8.3.5.3, 8.3.5.4, 8.3.5.5

– RK:F:2-3 The purpose of a risk budget 8.3.6 – RK:F:2-4 The risk probability, risk impact and risk proximity 8.3.5.2 – RK:F:2-5 The difference between cause, event and effect when expressing a risk 8.3.5.1 – RK:F:2-6 The purpose of a: 1. Risk Management Strategy 2. Risk Register A.24.1 A.25.1

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RK - Risk L2 2of2 & L3 & L4

• RK:- Link theme to principles, processes, products and roles through the project life-cycle – RK:F:2-7 The concept of risk appetite and risk tolerance 8.3.2, 8.3.3 – RK:P:2-8 The recommended composition of a 1. Risk Management Strategy 2. Risk Register and in which

process(es) they are developed, used and reviewed, and which roles are responsible for this A.24.2, A.25.2, 8.3.3-4, 13.4.2, 13.4.5, 14.4.1-7, 15.4.1-2, 15.4.4-8, 16.4.1, 17.4.1-5, 18.4.3-5, C/Table 8.2 & 8.3

– RK:P:2-9 The concept of inherent, secondary and residual risks 8.3.5.3 • RK:- Able to use/ tailor the Risk theme to maintain products and make decisions in the 7 processes

– RK:P:3-1 Identify appropriate information, using the recommended composition, for inclusion in the products listed in 0208 above

– RK:P:3-2 Identify the appropriate actions and responsibilities when applying the steps within the recommended risk management procedure, as listed in 0202 above 8.3.5 C/Table 8.2 & 8.3

– RK:P:3-3 Identify primary and secondary risks and estimate inherent and residual risks 8.3.5.3 • RK:- Assess if Risk applied correctly throughout the project lifecycle

– RK:P:4-1 QA and comment on theme's products and roles involved through-out their life-cycle in 0208 – RK:P:4-2 Whether activities undertaken during the execution of the recommended risk management procedure (listed

in 0202 above) are appropriate, with reasons, and whether the appropriate roles have been involved8.3.5 C/Table 8.2 & 8.3

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CH - Change Level 1 & L2

• CH:- Know facts, terms and concepts relating to the Change theme – CH:F:1-1 Three types of issue 9.2.4, Tab 9.1 – CH:F:1-2 Five typical activities of a configuration management procedure 9.3.2

• CH:- Link theme to principles, processes, products and roles through the project life-cycle – CH:F:2-1 The purpose of the Change theme 9.1 – CH:F:2-2 The purpose of a change budget 9.3.1.1 – CH:F:2-3 The purpose of a: 1. Configuration Management Strategy 2. Configuration Item Record 3. Issue Report 4.

Issue Register 5. Product Status Account A.6.1 A.5.1 A.13.1/2 A.12.1/2 A.18.1 – CH:F:2-4 The steps in the recommended issue and change control procedure 9.3.3, 9.3.3.1-5 – CH:P:2-5 In which process(es) issues are captured and managed, and which roles are responsible SU, 15.4.6-8,

C/Table 9.2 and 9.3 – CH:P:2-6 In which process(es) a change budget and a Change Authority are agreed and which roles are responsible

14.4.2, 13.4.2, C.1.1 – CH:P:2-7 The recommended composition of a: 1. Configuration Management Strategy 2. Configuration Item Record

3. Issue Report 4. Issue Register 5. Product Status Account and in which process(es) they are developed, used and reviewed, and which roles are responsible for this A.6.2 A.5.2 A.13.2 A.12.2 A.18.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5, 18.4.2-5, C/Table 9.2 and 9.3

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CH - Change L3 & L4

• CH:- Able to use/ tailor the Change theme to maintain products and make decisions in the 7 processes – CH:P:3-1 Identify appropriate info, for recommended composition of products listed in 0207 above – CH:P:3-2 Identify the appropriate type for a given issue 9.2.4 – CH:P:3-3 Identify appropriate actions & responsibilities for applying issue and change control procedure 9.3.3 – CH:P:3-4 Identify appropriate resource(s) for the role of Change Authority 9.3.1.1, C.8 – CH:P:3-5 Identify actions and responsibilities when applying the configuration management procedure 9.3.2

• CH:- Assess if Change applied correctly throughout the project lifecycle – CH:P:4-1 QA and comment on theme's products and roles involved through-out their life-cycle in 0207 – CH:P:4-2 Whether activities undertaken during the execution of the recommended issue and change control

procedure are appropriate, with reasons, and whether the appropriate roles have been involved. Including activities associated with: • Capturing and analyzing to determine the type of issue and whether it can be managed informally or formally • Examining an issue to determine its impact • Proposing a course of action • Deciding on appropriate course of action • Implementing agreed action 9.3.3, 9.3.3.1, 9.3.3.2, 9.3.3.3, 9.3.3.4, 9.3.3.5 C/Table 9.2 and 9.3

– CH:P:4-3 Whether the typical activities of a configuration management procedure have been undertaken appropriately, with reasons, and whether the appropriate roles have been involved. Including activities associated with: • Planning what level of configuration management is required • Identifying configuration items • Controlling configuration items • Status accounting • Verifying and auditing configuration items 9.3.2 C/Table 9.2 and 9.3

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PG – Progress Level 1 & L2

• PG:- Know facts, terms and concepts relating to the Progress theme – PG:F:1-1 Lines of authority and reporting between the four levels of management 10.3.1.1, 10.3.3.4

• PG:- Link theme to principles, processes, products and roles through the project life-cycle – PG:F:2-1 The difference between event-driven and time-driven controls 10.3.3 – PG:F:2-2 The purpose of the Progress theme 10.1 – PG:F:2-3 Concept of management stages and difference from technical stages 10.3.2, 10.3.2.3 – PG:F:2-4 The factors to consider in identifying management stages 10.3.2.1 -3 – PG:F:2-5 Tolerance(s): when & how set and exceptions reported, which management products documented & how

management by exception applies to the different levels of management 10.2.3, 10.3.1.1, 10.3.4 – PG:F:2-6 The purpose of a: 1. Daily Log 2. Lessons Log 3. Work Package A.7.1 A.14.1 A.26.1 – PG:F:2-7 The purpose of a: 1. End Stage Report 2. End Project Report 3. Lessons Report A.9.1 A.8.1 A.15.1 – PG:F:2-8 The purpose of a: 1. Checkpoint Report 2. Highlight Report 3. Exception Report A.3.1 A.11.1 A.10.1 – PG:P:2-9 The recommended composition of a: 1. Work Package 2. Lessons Log 3. Checkpoint Report 4. Highlight

Report 5. End Stage Report 6. Exception Report 7. End Project Report 8. Lessons Report & process(es) they are developed, used &reviewed, & which roles responsible A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2

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PG – Progress L3 & L4

• PG:- Able to use/ tailor the Progress theme to maintain products and make decisions in the 7 processes – PG:P:3-1 Identify appropriate info for recommended composition, for inclusion in the products listed in 0209 above – PG:P:3-2 Identify the appropriate actions and responsibilities when applying the concept of management by exception

2.5, 10.2.3, 10.3.1, 10.3.1.1, 10.3.4, Tab 10.1 • PG:- Assess if Progress applied correctly throughout the project lifecycle

– PG:P:4-1 QA and comment on theme's products and roles involved through-out their life-cycle in 0209 – PG:P:4-2 Whether activities undertaken to manage by exception during the execution of the project were applied

appropriately, with reasons, and whether the appropriate roles have been involved. 2.5, 10.2.3, 10.3.1, 10.3.1.1, 10.3.4, C/Table 10.1 & 10.2

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SU - Starting up a Project Level 2L4

• SU:- Understand the SU process and how it can be applied and tailored on a project – SU:F:2-1,2,3 The purpose, objectives & context of the SU process 12.1,2,3 – SU:F:2-4 The purpose of a Project Brief A.19.1 – SU:P:2-5 The following activities within the SU process and the responsibilities within them: • Appointing the

Executive and the Project Manager • Capturing previous lessons • Designing and appointing the project management team • Preparing the outline Business Case • Selecting the project approach and assembling the Project Brief • Planning the initiation stage 12.4.1 12.4.2 12.4.3 12.4.4 12.4.5 12.4.6

– SU:P:2-6 How the seven themes may be applied within the SU process 12 – SU:P:2-7 The recommended composition of a Project Brief and in which process(es) it is developed, used and

reviewed, and which roles are responsible A.19.2, 12.4.5,-6, 13.4.1, 14.4.1-8 • SU:- Tailor SU

– SU:P:3-1 Identify appropriate info for recommended composition, for inclusion in the Project Brief A.19.2 – SU:P:3-2 Identify the recommended SU process actions when carrying out the activities listed in 0205 above 12.4

• SU:- Assess if SU applied correctly – SU:P:4-1 Whether the Project Brief, using the recommended composition, is fit for its purpose, with reasons, and

whether the appropriate roles have been involved in its development and maintenance throughout the SU process A.19.2, 12.4

– SU:P:4-2 Has SU been well applied by the right roles? 12.4

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DP - Directing a Project (DP) Level 2 & L4

• DP:- Understand the DP process and how it can be applied and tailored on a project – DP:F:2-1,2,3 The purpose, objectives & context of the DP process 13.1,2,3 – DP:P:2-4 The following activities within the DP process and the responsibilities within them: • Authorizing initiation •

Authorizing the project • Authorizing a Stage or Exception Plan • Giving ad hoc direction • Authorizing project closure 13..4.1 13.4.2 13.4.3 13.4.4 13.4.5

– DP:P:2-5 How the seven themes may be applied within the DP process 13 • DP:- Assess if DP applied correctly

– DP:P:4-1 Has DP been well applied by the right roles? 13.4

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IP - Initiating a Project Level 2 L4

• IP:- Understand the IP process and how it can be applied and tailored on a project – IP:F:2-1,2,3 The purpose, objectives & context of the IP process 14.1,2,3 – IP:F:2-4 The purpose of a Project Initiation Documentation (PID) A.20.1 – IP:P:2-5 The following activities within the IP process and the responsibilities within them: • Preparing the Risk

Management Strategy • Preparing the Configuration Management Strategy • Preparing the Quality Management Strategy • Preparing the Communication Management Strategy • Setting up the project controls • Create the Project Plan • Refining the Business Case • Assembling the Project Initiation Documentation 14.4.1 14.4.2 14.4.3 14.4.4 14.4.5 14.4.6 14.4.7 14.4.8

– IP:P:2-6 How the seven themes may be applied within the IP Process 14 – IP:P:2-7 The recommended composition of the Project Initiation Documentation, and in which process(es) it is

developed, used and reviewed, and which roles are responsible A.20.2, • IP:- Tailor IP

– IP:P:3-1 Identify the recommended IP process actions when carrying out the activities listed in 0205 above 14.4 • IP:- Assess if IP applied correctly

– IP:P:4-1 Whether the PID-A20, using the recommended composition, is fit for its purpose, with reasons, and whether the appropriate roles have been involved in its development and maintenance throughout the IP process A.20.2, 14.4

– IP:P:4-2 Has IP been well applied by the right roles? 14.4

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CS - Controlling a Stage Level 2 L4

• CS:- Understand the CS process and how it can be applied and tailored on a project – CS:F:2-1,2,3 The purpose, objectives & context of the CS process 15.1,2,3 – CS:P:2-4 The following activities within the CS process and the responsibilities within them: • Authorizing a Work

Package • Reviewing Work Package status • Receiving completed Work Packages • Reviewing the stage status • Reporting Highlights • Capturing and examining issue and risks • Escalating issues and risks • Taking corrective action 15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8

– CS:P:2-5 How the seven themes may be applied within the CS process 15 • CS:- Tailor CS

– CS:P:3-1 Identify the recommended CS process actions when carrying out the activities listed in 0204 above 15.4 • CS:- Assess if CS applied correctly

– CS:P:4-1 Has CS been well applied by the right roles? 15.4

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MP - Managing Product Delivery L2 L4

• MP:- Understand the MP process and how it can be applied and tailored on a project – MP:F:2-1,2,3 The purpose, objectives & context of the MP process 16.1,2,3 – MP:P:2-4 The following activities within the MP process and the responsibilities within them: • Accepting a Work

Package • Executing a Work Package • Delivering a Work Package 16.4.1 16.4.2 16.4.3 – MP:P:2-5 How the seven themes may be applied within the MP process 16

• MP:- Tailor MP – MP:P:3-1 Identify the recommended MP process actions when carrying out the activities listed in 0204 above 16.4

• MP:- Assess if MP applied correctly – MP:P:4-1 Has MP been well applied by the right roles? 16.4

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SB - Managing a Stage Boundary L2L4

• SB:- Understand the SB process and how it can be applied and tailored on a project – SB:F:2-1,2,3 The purpose, objectives & context of the SB process 17.1,2,3 – SB:P:2-4 The following activities within the SB process and the responsibilities within them: • Planning the next stage

• Updating the Project Plan • Updating the Business Case • Reporting stage end • Producing an Exception Plan 17.4.1 17.4.2 17.4.3 17.4.4 17.4.5

– SB:P:2-5 How the seven themes may be applied within the SB process 17 • SB:- Tailor SB

– SB:P:3-1 Identify the recommended SB process actions when carrying out the activities listed in 0205 above 17.4 • SB:- Assess if SB applied correctly

– SB:P:4-1 Has SB been well applied by the right roles? 17.4

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CP - Closing a Project Level 2 L4

• CP:- Understand the CP process and how it can be applied and tailored on a project – CP:F:2-1,2,3 The purpose, objectives & context of the CP process 18.1,2,3 – CP:P:2-4 The following activities within the CP process and the responsibilities within them: • Preparing planned

closure • Preparing premature closure • Hand over products • Evaluate the project • Recommend project closure 18.4.1 18.4.2 18.4.3 18.4.4 18.4.5

– CP:P:2-5 How the seven themes may be applied within the CP process 18 • CP:- Tailor CP

– CP:P:3-1 Identify the recommended CP process actions when carrying out the activities listed in 0204 above 18.4 • CP:- Assess if CP applied correctly

– CP:P:4-1 Has CP been well applied by the right roles? 18.4

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A1-Benefits Review Plan Product Description

• The A1-Benefits Review Plan might contain { – Context and description of the benefits to be measured – Who, how, when and with what resources achievement of expected benefits will be measured – How the performance of the project’s outputs will be “reviewed” (sic)

• [ I recommend you amend “reviewed” during embedding to be ‘monitored and adjusted to maximise benefits’ ] – For each benefit claimed in the A2-Business Case

[ and identified subsequently at any time ] • Who is accountable for the expected benefits • Benefit specific measurement ‘who, how, when and with what resources’* • Pre-project baseline against which improvement is calculated }

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*Multiple measures over time are appropriate – see the works of Tom Gilb – benefits often take time to ‘come-on-stream’ and then to ramp-up





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A2-Business Case Product Description

• [ A project is a mechanism to change business-as-usual – The justification is described (not promoted) in a A2-Business Case ]

• The A2-Business Case might contain { – The trigger or motivation for undertaking the project

• Either the opportunity being pursued or the threat being avoided… … Expressed in terms that bench-mark the current status quo for post-project comparisons

– A description of how the project contributes to (affects) corporate strategies and tactics – Constraints and expectations: including but not limited to all factors expressed with tolerances

• Dates for funding cycles and funds available • Non-negotiable elements of scope, Imposed project dates • Levels of resources available

– Options available for resolving the business threat or opportunity

• Analysis of each option's pros and cons • Through life impacts and costs … … How development and maintenance will be supported, resourced, funded and absorbed into BAU

– Financial appraisal (EG Net Present Value) as per corporate finance standards – Recommended option with reasons for selection – Risk analysis

• Uncertainties and actions to respond that are (or could be) included – The above may include a summary* }

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12.4.2 Capture previous lessons 1. PM Captures lessons relevant to the A2-

Business Case

14.4.6 Create the Project Plan 1. PM determines costs & timescales needed for

investment appraisal by planning the project

15.4.7 Escalate issues & risks 1. PM assess potential

actions to respond to a new risk or issue for their impact on the A2-BC and expresses in A10-Exception Report

17.4.2 Update the Project Plan 1. PM determines revised project cost

& timescales that may affect the investment appraisal


1. Board consider if A2-BC still viable vs. latest A11-Highlight Reports [or A10-Exception Report]

Theme A1-Benefits Review Plan A2-Business Case

17.4.4 Report Stage End 1. PM reviews status and any benefits

in stage & expresses view on A2-BC viability in A9-End Stage Report

2. PM confirms any benefits review activity in stage is complete

3. PM Seeks Board approval of revised A1-BRP & A2-BC at 13.4.3


1. PM assesses new risks and issues for impact on the A2-BC

12.4.4 Prepare the outline Business Case 1. If received from CoPM the Exec reviews A2-BC 2. Exec drafts (delegates drafting) the A2-BC –

inline with Corp. standards & Pj Context, Objectives, Strategic alignment, Feasibility Expected contribution, Funding, Contracts, Risks (ie uncertainties) and sensitivities to viability of benefits [But NB om says the SU. “accountable for benefits p35 c2.1, 4.3.3, c3”]

3. PM checks timescales (all constraints) applied to A21-Project Product Description and the A2-BC or Pj-Mandate all balance (prior to 14.4.6 cost and timescales may be “rough order of magnitude”)

4. CoPM Approve the (Outline) A2-BC 12.4.5 Select the project approach and assemble the

Project Brief 1. PM drafts Pj Approach defining Corp.

preference/ “best practice” for delivering the A2-BC into operational use


1. PM assess project performance vs. expected benefits in the A2-BC & reports in A8-End Project Report


1. PM updates A1-BRP if required 14.4.7 Refine the Business Case

1. PM Checks A19-Pj Brief defines corporate format & presentation standards for A2-BC

2. PM seeks lessons observed relevant to the A2-BC

3. PM adds A16-Pj Plan costs and timescales, Risks, expected benefits & tolerance per benefit to A2-BC investment appraisal

4. PM creates the A1-Benefits Review Plan (BRP) stating for each benefit how it will be measured, tolerances and timing of measurement (EG at stage ends and beyond the project) & the current status quo (a Programme may assume responsibility for this step)

5. PM seeks board approval now or defer to 13.4.2 when included in the A20-PID

14.4.8 Assemble the Project Initiation Documentation 1. PM includes A2-BC (1st detail draft) in A20-PID

15.4.4 Review stage status 1. PM checks A2-BC vs.

new (and existing) risks & issues

2. PM checks A1-BRP and executes any Benefits Reviews falling due [NO! should be in the Stage plan]

17.4.3 Update the Business Case 1. PM reflect external changes to

project context, updates of costs and timescales, uncertainties, risks and issues into A2-BC for the accountable exec

2. PM updates the A1-Benefits Review Plan for current outlook Results any reviews in stage just ending and need for review in approaching stage

BC: P:2-3 1. Business Case, and in which process(es) it is developed, verified, maintained and confirmed and which roles are responsible for this 2. Benefits Review Plan, and in which process(es) it is developed, used and reviewed and which roles are responsible for this

Plan Delivery Stage

NB in all cases A2-BC is of the Customer, not the Suppliers

13.4.1 Authorize initiation 1. Board verify A2-

BC (outline) viable justification to invest in the Initiation Stage


1. Board verify the A2-BC (as updated) is a viable justification for continued investment

2. Board approve ( if updated) A1-Benefits Review Plan will address all benefits due in next Stage

13.4.5 Authorize project closure 1. Exec approves, Board compares ¿confirms? original

and current versions of A2-BC [to what end?] 2. Board ensure A1-Benefits Review Plan includes post-

project review of all side-effects of pj products once in operational use (side effects shared as lessons)

3. Board approve A1-BRP will cost effectively assess benefits not measurable until after the project

4. Board/ Exec transfer responsibility for A1-BRP to CoPM “to hold SU accountable for benefits from their assigned products”. Ensure resources are committed

13.4.2 Authorize the project 1. Board consider if A2-BC

(Detailed) is adequate to justify the project and approve (baseline) it

2. Board (Exec) approve (IE baseline) A1-Benefits Review Plan covers all benefits, meets CoPM needs and Exec, Pgm or Centre of Exclnc is responsible for reviews being held


1. COPM appoint a business person as Exec COPM may provide an A2-Business case

Project Board

Project manager

Team Manager





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35 A3-Checkpoint Report Product Description

• A3-Checkpoint Reports are raised for each active A26-Work Package • For progress control (rather than financial control) the checkpoint report might contain {

– Document admin such as date written and period covered – Follow-ups to previous action items, particularly where project manager assistance is needed – This period:

• Products worked on/ Products completed/ Quality activity/ Lessons observed – For all products:

• Estimates should be revisited • Quantities still required for materials and skills re-assessed for what is required from now

– Earned value assessment and the audit trail to justify it – Stuff not done to plan (missing, wrong, extra) and how it was scheduled and funded!

• For ‘extras’ this may be early warning of coming issues • Material variances: Why & Return to Green Actions – should be confirmation not notification! • Immaterial variances (EG within float): Why plus any remediation

– Next period intentions • Remediation activity, Products to be worked on, Products to be completed, Quality activity planned

– Work-package status summary. Including: • Tolerance situation • Issue and risk summary • Lessons observed to be shared }

When you return to work will you be able to train your technicians in what they need to know to fulfil their

roles EG creating schedule, estimating? P2 mentions these topics in chapter 7. Was the exam-cram thorough here? If you would like assistance please contact us

PG:P:2- Apdx-A entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End Project Report, Lessons Report A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2





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A4-Communications Management Strategy Product Description

• The A4-Communications Management Strategy* might contain { – Preamble: Who is responsible for maintaining the strategy, Version numbers, Publication dates – References to corporate standards for communications

• Note project tailoring with auditable justifications – Any and all of:

• Company branding’ such as colours, logos, formats • Project branding: significant projects (especially in matrix organisations) need their own clear identity • Standards such as image or writing standards, translations, speed of distribution etc

– Roles and information needs of everyone involved in project communication • What the project needs as a receiver and the stakeholders/ roles (such as exec) who are suppliers! • What the project supplies (include how the project board communicate with CoPM) and to whom • What records are consulted and created and how records are looked after

– By reference to the A6-Configuration Management Strategy • All timings, triggers and flow • The communications procedures, methods, media, tools and techniques, and crucially… … Repetitions and parallel channels used to ensure key messages are absorbed not just received • The action the recipient is required to take on receipt • Formats for feedback, acknowledgement or follow-up that is required or beneficial • How communications management performance will be measured and reported }

* Created by the project manager in [14.4.4 Prepare the Communications Management Strategy] and updated in [17.4.1 Plan the next stage]

OR:P:2-8 The composition of a Communication Management Strategy, the process(es) and roles through-out its life-cycle A.4.2, 5.3.5.3, 13.4.2-5, 14.4.4-6, 15.4.4-6, 17.4.2, 17.4.4, 18.4.4-5, C/Table 5.1





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37 A5-Configuration Item Record Product Description

• The A5-Configuration Item Record might contain { – CI's unique Identifier

• EG project-code, Product-id (from the A17-Product Description) CI-name or abbreviation), version number – The steps in the product’s lifecycle and for each step

• Who or what skills build it & verify it • Which product and process standards apply – Cross-reference to the Quality Management System • Who receives it (or for documents receive copies) when completing this step, and how it is delivered

– Status: which step is the CI’s development with-in during what period • Who moved it (forward – test passed or backward – test failed) on what evidence

– CIs this CI made-up from • Reference to the Product Breakdown Structure (PBS)

– Storage location: physical or logical – Cross reference to other project records that relate to this CI and the nature of the link

• Other A5-Configuration Item Records • Project issues (especially Requests for Change and Off-Specifications) • Risks }





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38 A6-Configuration Management Strategy Product Description

• The A6-Configuration Management Strategy might contain { – Document pre-amble: Name, version, author, date – Cross ref to corporate standards, procedures, reporting regimen, rights and duties, and

roles for use of configuration management techniques and tools plus notes of local extensions and exceptions

• Triggers, timings, resources, dependencies, record formats • Information flows: the producer, data sources, analysis applied, communications triggers,

contents, timing (and repetition), format, medium, recipients and analysis duties and required responses

• Product storage locations – Documents and physical items through their life-cycles

• Assignment of personnel to roles, including assurance review and formal audit of the procedure’s effectiveness

– Change Control and Issue Management Procedures • Procedures, roles etc as noted for CM above • Change Authority and Change Budget }





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39 Theme Issues and Configuration Management SU IP DP1 DP2 DP3 - 1/3


1. PM Captures relevant lessons


1. PM considers how Initiation Stage will control management products prior to establishing configuration management


1. PM creates A7-Daily Log for issue capture in SU& through-out the project records ‘informal issues’ and reminders on formal issues

CH:P:2-5 The processes and roles involved in issues management SU, 15.4.6-8, C/Table 9.2 and 9.3 CH:P:2-6 The processes and roles involved in agreeing a change budget and Change Authority 14.4.2, 13.4.2, C.1.1

CH:P:2-7 Apdx-A entries, life-cycles and roles involved in: Issue Report, Issue Register, Configuration Management Strategy, Configuration Item Record, Product Status Account A.6.2, A.5.2, A.18.2, A.13.2, A.12.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5,

18.4.2-5, C/Table 9.2 and 9.3

14.4.2 Prepare the Configuration Management Strategy (A6-CfMS) 1. PM/ PS perform Configuration Management Planning. IE they define procedures & roles,

timings, records (EG A5-Configuration Item Record) & reporting (EG A18-Product Status Account) content & format, responsibility/ authority to decide actions for maintaining baselines (Configuration Management (CM)) and assessing impacts to baselines (Issue & Change Control (ICC)) In alignment with CoPM standards in the A6-Configuration Management Strategy (A6-CfMS)

2. PM/ PS consider if all Registers, Records and Logs are within one integrated repository/ file/ database [excel spreadsheet!]

3. Exec sets priority & severity scales* (p97) 4. Exec decides if they wish to delegate some discretion to a Change Authority (C8-CA), and if

so the level of individual and aggregate impact under the CA’s control. CA may address Requests for Change (RFC) and Off-Specifications (OS). Often Project assurance form a change board with stage level authority and the PM acts as CA for A26-WkPkg

5. PM/ PS select Configuration Management tools to be used 6. PS establishes the A5-Configuration Item Records and creates initial set of A5-CIRs (for the

A21-Project Product Description and management products Such as A2-Business Case!) 7. Exec decides if a change budget (Money [and time]) should be allocated to fund Impact

Analysis of Request For Change (RFCs) & implementation of RFCs and if so how much any CA has discretion over (EG per change & per stage in aggregate)

8. PM integrates change procedure’s release of change budget with contract and procurement procedures

9. PS create the A12-Issue Register & populates from existing issues in A7-DL ‘needing formal treatment’

10. PM seeks board approval or defers to 13.4.2 with the A20-PID

14.4.6 Create the Project Plan 1. PM includes a26-WkPkgs in A16-PjPlan appropriate for scheduling

and budgeting CM activity 2. PM considers issues affecting planning, PS logs new issues to A12-

IR

14.4.7 Refine the Business Case 1. PM considers & includes issues affecting the A2-BC

14.4.8 Assemble the Project Initiation Documentation 1. PM includes A6-CfMS into the A20-PID

(A20-PID acts as baseline for all Impact Assessment of Issues)

14.4.5 Set up the project controls 1. PM establishes controls appropriate to A6-CfMS 2. PM considers issues affecting controls, PS logs new issues to A12-IR

14.4.4 Prepare the Communication Management Strategy (A4-CmMS) 1. PM establishes the information & communication needs for CM

including issue management 2. PM considers issues affecting the A22-CmMS, PS logs new issues to

A12-IR

14.4.3 Prepare the Quality Management Strategy A22-QMS 1. PM considers issues affecting the A22-QMS, PS logs new issues to

A12-IR

Plan Delivery Stage

13.4.3 Authorize a Stage or Exception Plan 1. Board seek confirmation that product handed-overs

during the stage just closing followed the A6-CfMS

13.4.2 Authorize the project 1. Board approve the A6-CfMS as adequate 2. Board agree CA’s authority limits

[13.4.1 Authorise initiation] 1. Board confirm initiation controls are ok

Project Board

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40

Project Board

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15.4.6 Capture and examine issues and risks 1. PM follows issue handling & reporting procedure as defined

in A6-CfMS & A4-CmMS to report issue status to stakeholders

2. Anyone at anytime: raise a new issue (concern) about anything

3. PM (Issue author?) record concern on A12-IR in accord with A6CfMS [official manual say may be to A7-Daily Log if PM resolves directly]

4. PM categorises as: Problem, Concern, Request for Change (RFC) or Off-Spec (OS) – Transfer concerns discovered to be risks to A15-RR

5. PM (team) use scales from A6-CfMS to assess Priority (of RFC & OS) & Severity (Impact) on all plans, A2-BC and Tolerances

6. PM creates an Issue Report [Simon says A12-IR & A4-CmMS should be defined as sufficient*)

7. PM (team) identify possible responses, log to A12-IR and assess vs. tolerances

8. PM may escalate a Tolerance threat via 15.4.7 otherwise (as-well?)

9. PM (team) select responses in tolerance and add to A16-StgPlan

10. PS cross reference Issue to affected products’ A5-CIRs

16.4.1 Accept a Work Package 1. TM confirms procedure to handle issues

15.4.5 Report highlights 1. PM assess & report on contents of A12-Issue Register & corrective actions in period

15.4.1 Authorize a Work Package 1. PM/ TM agree process & people for any product handovers as per A6-CfMS [possibly amended] 2. PM/ TM Agree process for TM to raise A26-WkPkg issues 3. PM considers issues affecting the A26-WkPkg, PM logs new issues to A12-IR 15.4.2 Review Work Package status 1. PM raises any new issues

15.4.4 Review stage status 1. PM checks A12-IR & acts on all affects on A2-BC & all plans 2. PM raises any new issues

15.4.7 Escalate issues & risks 1. PM when triggered by a Tolerance threat or breach: snap-shot full project status 2. PM (team) assess deviation’s impact on baseline and impact of each possible response 3. PM records assessment & recommendation in an A10-Exception Report & sends to the board [13.4.4] with

request for direction 4. PM updates A12-Issue Register/ A13-Issue Report for decision

15.4.8 Take corrective action 1. Board or 15.4.4 or TM trigger action 2. PM collects information on “deviation” (concern) from Records, Reports, Logs & Registers (RRL&R), selects or

devises responses and triggers via 15.4.1 and updates RRL&R EG A5-CIR 3. PM changes A17-PD for Off-Specs granted a concession

13.4.4 Give ad hoc direction 1. CoPM/ Exec/ SU/ SS Raise an Issue 2. Board may ask for an Issue or Exception Report to clarify PM’s request for guidance or A11-Highlight Report 3. Board respond to A13-Issue Report as necessary by seeking input from CoPM, asking for an Exception Plan (via 17.4.5), a

corrective action (via 15.4.8), amending tolerances (update A16-StagePlan). Grant a concession to or demand remedy of an Off-Spec. Defer, Approve (as corrective action/ tolerance change), Reject or ask for an Exception Plan for an RFC

16.4.2 Execute a Work Package 1. TM includes notes on issues in A3-

Checkpoint Report

Themes Issues and Configuration Management DP4 CS & MP - 2/3





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41 Theme Issues and Configuration Management SB+DP3 CP+DP5 - 3/3

18.4.3 Hand over Products 1. PM checks product handovers into Operations (Ops) &

Maintenance (Maint.) as per A6-CfMS 2. PM ensure suitable Ops & Maint. environment and service

level agreements in place [should be 12.4./SS] 3. PM transfers responsibility for products to Ops & Maint. And

secures acceptances [should be 12.4./SS/ Exec] 4. PM prepares Follow-On-Action-Recommendations based on

open Issues & concessions 5. PS updates CIRs [Need tobe handed over to Maint!!]

18.4.5 Recommend project closure 1. PM archives project records according to A6-CfMS 2. PM confirms all issues are closed or included in FOAR, then

closes the A12-IR

18.4.4 Evaluate the Project 1. PM compiles a review of useful measures EG statistics on

project issue management 2. PM Summarises issue status in A8-EPjRpt including Off-

specs: product or features missing & off-spec

18.4.2 Prepare premature closure 1. PM updates A12-IR (& A13-Issue Report) with board request

for premature closure

17.4.4 Report Stage End 1. PM assesses the A12-IR for issues marked for

assessment at stage end [17.4.1 p196 bp9) 2. PM Summarises issue status in A9-ESRpt

including Off-specs: product or features missing & Concessions

17.4.5 Produce an Exception Plan 1. PM updates A12-IR (& A13-Issue Report) with

board request for an Exception Plan 2. PM updates A12-IR with new issues & changes

17.4.2 Update the Project Plan 1. PM updates A12-IR with new issues and changes

17.4.1 Plan the next stage 1. PM reviews the A12-IR for issues affecting the

next A16-StgPlan 2. PM updates A12-IR with new issues and changes

17.4.3 Update the Business Case 1. PM reflects issues in A2-BC update 2. PM updates A12-IR with new issues and changes

13.4.5 Authorize project closure 1. Board seek confirmation that product handed-overs during the

stage just closing and the project as a whole followed the A6-CfMS – specially for Ops & Maint

13.4.3 Authorize a Stage or Exception Plan 1. Board seek confirmation that product handed-overs

during the stage just closing followed the A6-CfMS

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42

15.4.3 Receive completed Work Packages 1. PS confirm all A5-CIR in release are approved by the

authority in A17-PD

Theme A5-Configuration Item Record+ A18-Product Status Account


1. PM/ Exec/ SU define A21-Project Product Description: Specialist Products are outputs whose use creates outcomes that deliver the measurable benefits that justify the project

2. PM/ PA note need for A5-CIRs for products in A21-PjPdD’s “composition & derivation”

12.4.2 Capture previous lessons 1. PM Captures relevant

lessons

12.4.6 Plan the initiation stage 1. PM/ PS note need for A5-

CIR for management products

16.4.2 Execute a Work Package 1. TM & PS update A5-CIR status (eg WIP/

Ready for Review/ Released)

16.4.3 Deliver a Work Package 1. [TM & PS check status OK in A5-CIR for all

CIs to close the A26-WkPkg]

18.4.3 Hand over Products 1. PS update A5-CIR for

products transferred to operations [& should transfer the actual CI records too!]


1. PM uses A18-PSA to see which A5-CIR approved by authority in their A17-PD, have a concession, are WIP or Not started

2. PM plans work to salvage & pass-on or make safe A5-CIRs as required


1. PM uses A18-PSA to check all A5-CIR approved by authority in their A17-PD or have a concession

14.4.2 Configuration Management Strategy 1. PM/ PS define process, selection

criteria and formats of A18-Product Status Account (PSA) that snapshots A5-Configuration Item Records. A18-PSA may select by Date/ Team/ Stage & status EG Not started, Work-In-Progress (WIP) late & WIP on schedule, Ready for review, Baselined, Released etc

2. PM/ PS define A5-Configuration Item Record attributes for required A18-PSA selections

3. PS create initial A5-CIR for management products [and A21-Project Product Description and all known component parts (may be notes in A7-Daily Log for a small project)

15.4.6 Capture and examine issues and risks 1. PM uses A18-PSA to analyse product status (derived from

A5-CIR) 15.4.5 Report highlights 1. PM uses a18-PSA for details of products to include in A11-

Highlight Report

15.4.1 Authorize a Work Package 1. PS update A5-CIR (& A17-PD) for any products in A26-

WkPkg PBS as useful EG set status = “WIP” 15.4.2 Review Work Package status 1. PS check A5-CIR & reality agree - update A5-CIR as useful

15.4.4 Review stage status 1. PM requests a A18-PSA from PS to snap-shot A5-

Configuration Item Records and assess variance to A16-StgPlan

2. PM requests A18-PSA for any releases to check all OK 3. PM requests PS perform a Configuration Audit to check all

A5-CIRs match reality (or change reality)

15.4.8 Take corrective action 1. PM assess deviations using A5-CIR (& A12-IR, A15-Lesson

Rpt, A13-Issue Rpt, A10-ExcptnRpt, A7-DlyLg & Board) 2. PS update affected A5-CIR

17.4.4 Report Stage End (A9-ESRpt)

1. PM request A18-PSA for details to include in A9-ESRpt


1. PS (sic) create/ update A5-CIR (& A17-PD) for all products in exception’s scope (Scope determined in 15.4.6 by A18-PSA)

17.4.1 Plan the next stage 1. PM [(sic)?] create/

update A5-CIR (& A17-PD) for all products in stage PBS (inc A16-PjPlan changes)

14.4.6 Create the Project Plan 1. PS create/ update A5-CIR (& A17-PD)

for all products in project Product Breakdown Structure (PBS)

Plan Delivery Stage

† And 9.3.1.2 & 9.3.1.3

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43 A7-Daily Log Product Description

• The A7-Daily Log is a diary or aide-memoire for the project manager and perhaps also team member/ managers

• It might contain { – Date of entry – Points of note or reference – Parties to any discussion

• All notes on their way to a register as a result of recent, probably verbal communications… …EG results of project definition workshops

– Cross-reference to a register (if relevant)… …EG ‘for action today’

– What needs to be achieved by when • Who has what role, pending actions & interim points of monitoring or communications

– ‘Ear-marked pages’ As an alternate to separate registers and logs





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44 A8-End Project Report Product Description

• The A8-End Project Report includes a view on how effective PRINCE2® tailoring was, the effectiveness of the four strategies and performance versus A2-Business Case (so far)

• It might contain { – Document control information – Project manager’s opinion of performance in business and project process terms

• Team performance and recognition for individual’s performances • ‘Note-worthy’ events EG triggers for premature closure, Stage level exceptions etc

– Performance relative to Cost/ Time/ Scope success criteria in the initial A20-Project Initiation Documentation • Realism and viability of the initial and final strategies, controls, tolerances, exceptions, contingencies and change control • Realism and viability of the initial and current A2-Business Case and A1-Benefits Review Plan … Benefits delivered so far (if any) and now considered realistic

– Summary of A21-Project Product Description outputs delivered • Follow-On-Action-Recommendations (FOAR) for open Risks and Issues

– Statistics and commentary on: • A23-Quality Register entries for retests, product approvals and Off-specifications with concessions for missing products,

missing features or quality compromises • Record of acceptances and hand-overs made to users and operations and maintenance • Open Requests for Change, Risk and Issues

– A15-Lessons Report(s) for the project in total • Perhaps in multiple versions with content specific to each stakeholder community }






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45 Follow-On-Action-Recommendations (FOAR) Product Description

• Based on the 2005 manual the FOAR might contain { – Document control such as date and author – Inventory of open concerns

• Unimplemented Requests for Change that may have merit • Off-Specifications (missing products and products that do not match specification) • Currently open risks, problems or issues that may affect business-as-usual

– Project management team recommendations for: • All handover and training needs • Activities needed to take the product to the next stage of its life

– All records that could usefully accompany the recommendations } • As products are completed and handed over FOAR may also be transferred

– pg 200 17.4.4 • As FOAR are implemented the project records may be updated to show

“transferred to Ops & Maint”





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46 A9-End Stage Report Product Description

• At stage end the project manager summarises the stage in an A9-End Stage Report { – Project manager’s summary of performance versus plans and tolerances

• Recognition of team’s and people’s contributions • Unusual and or unforeseen situations that arose during the stage • Lessons to be learned • Resourcing planned and provided • Project board involvement expected and received

– Project manager’s forecast for the project and the stage versus the 4 strategies • A2-Business Case’s current viability, benefits achieved and still reasonably remaining • Explanation of any revision of the A2-Business Case

– Summary of current risks and issues – Follow-On-Action-Recommendations (FOAR)*

• Outstanding risk, issues, concessions, off-specifications – Statistics and commentary on:

• Quality reviews planned, held and the results achieved – EG Passed, Off-specifications, issues raised, concessions granted, rework required

• Product approvals planned, sought and achieved • Products handed over to operations and maintenance or ready for hand-over • Expected products not produced • History of Issues: Volume and aggregate impact }

* See next slide for a suggested Product Description






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47 A10-Exception Report Product Description

• An A10-Exception Report advises the project board of a Tolerance Threat – When ever stage tolerances have been or might be breached the project manager

raises an exception to the project board – When ever a project tolerance threat emerges the executive raises an exception to

CoPM • The A10-Exception Report might contain {

– Overview of the exception and extrapolation of continuing risk or issue • Causes and consequences for the project and more widely for sponsor and portfolio

management board • Unfinished products (pg180 bp1)

– Options available, impact on A16-Pj & Stage plans, especially skilled resource – Recommendation and reason – Lessons

• Cross-Reference to the A14-Lesson Log* }






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48 A11-Highlight Report Product Description

• A11-Highlight Report are produced by the project manager at a frequency agreed during stage planning

• The A11-Highlight Report might contain { – Document admin such as producer, production date and period covered – Project status summary

• Tolerance situation • Volume and value of changes: Request For Changes (RFCs) by status • (non-RFC) issue and risk summary

– Lessons observed to be shared – Areas where project board assistance has been requested or is needed

• IE current stage tolerance issues – This period

• Products completed/ behind plan with corrective responses where appropriate – Next period

• Products due and corrective actions • [ The 2009 the official manual suggests including work-packages*: pending, in progress,

completed this period, to be authorised, to be completed next period. For externally conducted A26-Work Packages the 2009 official manual suggests including purchase order (contract) and invoice information ]






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49 A12-Issue Register Product Description

• PRINCE2® has long struggled with a good description of Issue and Change management – A sound observation – only 1 process is required – is muddled by an reaction to “but

that is overly bureaucratic”

• The official manual suggests the A12-Issue Register contain { – Issue identifier – Issue type - Request for change, Off-specification, Problem/concern – Date raised, Raised by, Issue Report author (sic!) – Issue description statement of cause and impact – Priority & Severity – Status – Closure date* }





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50 A13-Issue Report Product Description†

• Stepping beyond the official manual an A13-Issue Report might contain { – Issue identifier incorporating Issue type

• Request for change, Off-specification, Problem/concern – Issue description

• The causes and consequences (impact analysis) for all stakeholder’s business cases – Specifically the Executive’s A2-Business Case

• Response analysis and recommendations – Impact of the response on all stakeholders and response’s affect on the issue

• Seriousness and Urgency (Priority) – Status and status date:

• Date raised, Raised by, Issue Report author • Decisions made EG Approved*/ rejected/ deferred/ resolved, Who by, When

• [ The official manual suggests report content not included in the manual’s definition of the register – I.E. ‘decision, approved by etc’! Unless these are held in ‘status’!? ]





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51 A14-Lessons Log Product Description

• A PRINCE2® principle is based on Learning from Experience (LfE) – SU creates a A14-Lesson Log – Initialised with other project’s relevant observations – Used to log events to repeat or avoid in future – Passed, at project end, to ‘interested parties’ – Used during the project to generate A15-Lesson Reports

• The A14-Lesson Log might contain {

– What happened • May cross-reference entries for risks and issues

– Why and how it affected us or someone else – What we would do differently or the same next time – What we might do to spot and avoid future bad lessons or repeat good ones }

PG:P:2- Apdx-A entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End Project Report, Lessons Report

A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2





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52 A15-Lesson Report Product Description

• Produced and distributed when something useful to share • Might contain {

– Summary, perhaps with highlights specific to different audiences – What topics, project or timeframe (eg stage) is covered in the report – Events and circumstances with a consequence worth recording:

• What were the conditions, their causes and their consequences? • How these could be spotted, anticipated, encouraged or avoided in future – perhaps against

some standard topics such as: – project management strategies and controls – use of PRINCE2® tailoring and suitability of what is embedded – technical techniques – standards – processes – tools

– Metrics or measures and responses found to be useful, or useless • Including performance versus estimates (EG task SPI/ CPI† figures}

† Schedule and Cost Performance Indices – Measures of efficiency vs. original estimates. Calculated by dividing the level of verifiable achievement to date, expressed

in budgeted effort or cost by firstly intended and 2ndly actuals






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53

13.4.2 Authorize the project 1. Board seek evidence

previous lessons are being consulted & current documented

Theme A14-Lesson Log & A15-Lesson Report

17.4.4 Report Stage End 1. PM creates A15-

LR of “what went well/ badly, estimates versus actuals and statistics” as appropriate, includes in A9-ESR & distributes according to A4-CmMS (A15-LR may be tailored to an audience, always(?) include Corp. QA)


1. PM closes A14-LL

12.4.4 Prepare the outline Business Case 1. PM considers A14-LL for Pj

justification

13.4.3 Authorize a Stage or Exception Plan 1. Board review (Exec assures) A15-LR

and decide who to send to (Board ensure CoPM & CoE functions aware of responsibilities)

12.4.2 Capture previous lessons 1. PM Install culture “Lessons Sought,

Record, Acted on” within this project (12.4.2 may be repeated during the Pj, especially if novel/ complex)

2. PM Captures (via a workshop) into A14-Lesson Log all relevant lessons from previous project’s A15-Lesson Reports, CoPM & external sources


1. PM considers how to act on observations in A14-LL for team design

12.4.6 Plan the initiation stage 1. PM considers A14-LL for Init-Stage

controls

12.4.5 Select the project approach and assemble the (A19) Project Brief

1. PM considers A14-LL for approval

13.4.5 Authorize project closure 1. Board assures (sic) final A15-LR and authorises (sic) & distributes (as

part of approving (sic) A8-EPjRpt) 2. (Board ensure CoPM & CoE functions aware of responsibilities) 3. Board review A1-Benefits Review Plan is suitable to identify side-effects

and capture/ distribute as lessons

16.4.2 Execute a Work Package 1. TM notifies PM of lessons observed or applied, dierctly and via

A3-Checkpoint Report


1. PM team identify lessons PM creates A15-LR as 17.4.4, plus reasons if premature closure Board review & CoPM approve it


1. PM includes in A1-BRP, provision for distribution of Lessons observed in Post-Project Review [!]


1. PM considers value in repeating 12.4.2

2. PM (team) consider all A14-LL as 14.4.6

CofE = Centre of Excellence, previously known as a Project Office or Pj Support Office (PSO) or Pj Management Office (PMO)

14.4.2 Configuration Management Strategy (A6-CfMS) 1. PM defines how records are stored. Accessed kept safe &

distributed. Pj records are the source of lessons

14.4.6 Create the Project Plan (A16-Pj Plan) 1. PM considers value in repeating 12.4.2 2. PM include action to capitalise on previous lessons in Plan 3. PM (team) use comparative [analogous] estimating techniques

14.4.5 Set up the project controls 1. PM defines records maintained (includes A14-LL)

14.4.4 Prepare Communication Manag’nt Strategy (A4-CmMS) 1. PM considers how to communicate lessons to other projects,

during Pj or in CP at a minimum

14.4.3 Prepare Quality Management Strategy ((A22-QMS) 1. PM includes lessons into quality approach, Define QC[?QA]

process to remove causes of unsatisfactory results, Use Q-metrics for learning & process improvements

14.4.1 Prepare Risk Management Strategy (A24-RMS) 1. PM includes lessons (EG Risk Breakdown Structure

[taxonomy] & categories) into Pisk ID guidance & Impact estimating – see 14.4.6 & Response development IE ideas of effective responses

Plan Delivery Stage

14.4.X All Initiation Process activities in stage 1. Seek lessons from PM team, CoPM, A14-LL & other Pj’s A15-

LR

15.4.5 Report highlights 1. PM includes lessons observed and

applied

15.4.4 Review stage status 1. PM captures (seek, record, act) to

A14-LL good & bad observations on P2 tailoring, tools, team & technique, Process & product from team, A26-WkPkg & all Plans/ Registers/ Records & Logs

2. PM considers holding lesson review now, later or at end of stage

3. PM includes A15-LR in A11-Highlight Reports if useful

15.4..X All CS/ 17.4./ 16.4./ CP activity in Delivery Stage

1. Seek lessons from PM team, CoPM, A14-LL & other project’s A15-LR

15.4.7 Escalate issues & risks 1. PM considers lessons causing need

for A10-Exception Report


1. PM may create A13-Issue Report from a14-LL


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A16-Plan – Theme1 T2 – Process1 P2 Product Description

• Plans exist at Project, Stage and Team level: a plan might contain { – Description of project, stage or team objectives (or exception) – References to A14-Lesson Log and A15-Lesson Report that explain approach or assumptions – All prerequisite success factors whose presence aids success – Assumptions and Risks – Technical and management products in plan’s scope – For each:- { (via cross reference to A17-Product Descriptions )

• Product Breakdown Structure (PBS) elements that model the product’s composition and life-cycle • The tasks required to acquire or create results that deliver the Senior User(s)’s requirements • Quality tasks to verify, monitor, report and control product acquisition or creation • Management tasks for planning, progress assessment, reporting, risk and quality management • Task resources requirements (materials, personnel, equipment and facilities) • At base-lining: an estimate of resources expected to be required • During tracking: resources consumed so far and those still expected to be required • Earned value type and tests to prove product maturity at each life-cycle step

– Allocations of resources (human, material, plant and machinery) to tasks • Task’s dates: Baseline early and late and actuals

– Budgets for known work, for change and contingencies for risk } PL:P:2-4 The composition of a Plan, the processes and roles in their life-cycle A.16.2, 7.2.3, 7.3.3-7.3.8, 12.4.6, 13.4.1-13.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.1-3, 17.4.4, 18.4.1, C/ Table 7.1





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SU 12.4

IP 14.4

CS 15.4 MP 16.4

7.3.2 Designing a Plan 1. Select presentation

formats and layouts EG for approval, day-to-day use) to ensure clarity by recipients

2. Identify recipients 3. Define plan levels, planning

tools, monitoring and estimating methods suited to each facet of the project

4. Agree how to include change and contingency allowances in plan

5. Follow local and supplier planning standards & any customer stipulations

7.3.3 Defining and Analysing Products (Normal starting point, Home of PBP)

1. SU ‘writes†’ the A21={Needs, Constraints, Ass’ptns} 2. Social workshop decomposes A21 in PBS

Note external products and associated risks 3. Experts ‘write’ A17-Product Descriptions to state AC 4. Create the PFD

7.3.4 Identifying Activities and Dependencies (iterates with 7.3.2+6) 1. List activities from PFD (Activity On Arrow network) or add

Life-cycle tasks to PBS and create a WBS – Include all management, risk and quality activities

2. Show internal & external dependencies, Create a Precedence Diagram*

7.3.5 Prepare estimates 1. Identify resource types and effort/

materials needed by activity by type, Iterate to refine initial values of staff, money, equipment, skills cost & time. Note assumptions, overheads inefficiencies and optimism

2. Tune estimates to plan level & project needs (e.g. Project: Top-Down over stages. Team or Stage Level: Bottom-up of PBS/ WBS & PFD. History/ Analogous, Parametric, Delphi, 3Pt

Planning: Fig 7.2 & Fig 7.3 1/2

• Dependencies

• Activity estimates - durations & resources Inc. Assumptions, margin for error & Confidence)

• All planning information so far • (Previous experience) • Estimating training

• Product Checklist

• List of Activities • Project Approach A22-Quality Management Strategy A19-Project Brief or A20 PID • CoP Planning Standards • (Supplier Standards)

(A20 PID {A6 CMS} A22-Quality Management Strategy

12.4.6

• Product Breakdown Structure (PBS) • Product Flow Diagram (PFD) A.17 Product Descriptions A.5 Configuration Item Records

• Plan Design

A25-Risk Register

14.4.6 17.4.1 17.4.2 17.4.5 16.4.1

† An iterative, step-wise refinement process

* Pg.70 of the manual is flat-wrong. AON never was an Arrow Diagram. ADM is for AOA networks. Guide to the PMBoK dropped mention of them in the 4th & 5th Ed., its 6.2.2.2 Pg. 133 in the 3rd Ed. Of G-2-PMBoK

PL:P:2-4 The composition of a Plan, the processes and roles in their life-cycle A.16.2, 7.2.3, 7.3.3-7.3.8, 12.4.6, 13.4.1-13.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.1-3, 17.4.4, 18.4.1, C/ Table 7.1





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Planning: Fig 7.2 & Fig 7.3 1/2

* Pg.70 of the manual is flat-wrong. AON never was an Arrow Diagram. ADM is for AOA networks. Guide to the PMBoK dropped mention of them in the 4th & 5th Ed., its 6.2.2.2 Pg. 133 in the 3rd Ed. Of G-2-PMBoK

SU 12.4

IP 14.4

CS 15.4 MP 16.4




7.3.3 Defining and Analysing Products (Normal starting point, Home of PBP)

1. SU ‘writes†’ the A21={Needs, Constraints, Ass’ptns} 2. Social workshop decomposes A21 in PBS

Note external products and associated risks 3. Experts ‘write’ A17-Product Descriptions to state AC 4. Create the PFD

7.3.4 Identifying Activities and Dependencies (iterates with 7.3.2+6) 1. List activities from PFD (Activity On Arrow network) or add

Life-cycle tasks to PBS and create a WBS – Include all management, risk and quality activities

2. Show internal & external dependencies, Create a Precedence Diagram*

7.3.2 Designing a Plan 1. Select presentation

formats and layouts EG for approval, day-to-day use) to ensure clarity by recipients

2. Identify recipients 3. Define plan levels, planning

tools, monitoring and estimating methods suited to each facet of the project

4. Agree how to include change and contingency allowances in plan

5. Follow local and supplier planning standards & any customer stipulations

• Dependencies

• Activity estimates - durations & resources Inc. Assumptions, margin for error & Confidence)


• Product Checklist

• List of Activities • Project Approach A22-Quality Management Strategy A19-Project Brief or A20 PID • CoP Planning Standards • (Supplier Standards)

(A20 PID {A6 CMS} A22-Quality Management Strategy

12.4.6

• Product Breakdown Structure (PBS) • Product Flow Diagram (PFD) A.17 Product Descriptions A.5 Configuration Item Records

• Plan Design

A25-Risk Register

14.4.6 17.4.1 17.4.2 17.4.5 16.4.1

† An iterative, step-wise refinement process

71

23

4

5

67

8

Resource Availability

• All currently available planning Information






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CS 15.4

SB 17.4 MP 16.4




6)

• Dependencies

Activity estimates - durations & resources Inc. Assumptions, margin for error & Confidence)


cklist

• List of Activities

S)

M is for AOA networks. Guide to the 133 in the 3rd Ed. Of G-2-PMBoK

7.3.8 Document the plan 1. Using plan design: consolidate

schedule, costs, risks & countermeasures, controls & tolerances, constraints, assumptions, external dependencies Add explanatory narrative to describe “what is covered”, the approach to planning, execution and quality, monitoring and reporting (Checkpoint, Highlight, End Stage, End Project) & controls Format appropriately for daily use or Project Board presentation

2. [ Quality check the plan for complete and reasonable

3. Finalise the Product Checklist ]

7.3.6 Scheduling (iterate with all 7.3 activities) 1. Critical Path Analysis of the precedence network

using estimated durations (D) to establish initial schedule 2. Assess resources, availability (A) & experience (productivity (P)) 3. Assign resources to tasks and determine

loading profile, re-estimate and re-assess durations based on assigned resources (D = effort (E) / (PxA)) Ensure tasks have a committed point of accountability

4. Level and smooth resource profile - in ascending order of float (Critical path 1st). Consider Critical Chain,Re-assess D=E/(PxA)

5. Agree control points with the Project Board and add product approval and end-stage activities, resources and duration

6. Define milestones [ Set dates for those properly defined!] 7. Calculate resource totals and demand profiles, risk and

change budgets, tolerances, cash flows and Planned Value 8. Translate to presentational form: EG Gantt, or Checklist

7.3.7 Analyse the risks (in parallel with 7.3.2-7)

1. Assess risks and address by re-performing activities 7.3.2 to 6

2. Ensure risk countermeasures match Project Board’s risk appetite

Planning: Fig 7.2, Fig 7.3 2/2

• (draft) Schedule

A25-Risk Register

Resource Availability

• All currently available planning Information

Assessed Plan

Completed Plan for Approval

Plan Design

DP1 DP3 DP2 DP4 15.4.1

Product Checklist






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14.4.6 Create the Project Plan 1. PM considers planning lessons, A19-Pj Brief, A25-

RiskReg, 4 Strategies, planning standards & format needs of audiences (EG is a Product Checklist OK?*)

2. PM/ PS Select planning & control tools, estimating methods

3. PM runs workshops to create PBS, PD, & PFD, define task & dependencies for Specialist & Management Products

4. PS Add A5-CIR 5. PM adds Change budget & Risk responses into plan 6. Estimate tasks & resources, calculate expenditure, time &

add to A16-Pj Plan 7. PS Adds quality reviews to A23-QR 8. Document plan (write any useful notes)

Theme A16-Plan SU+IP+SB+CP+DP 1/2

17.4.4 Report Stage End 1. PM reports achievement vs old A16-Stage Plan & expresses

view in A9-End Stage Report on meeting A16-Pj Plan

13.4.3 Authorize a Stage or Exception Plan 1. Board approve A16 (next) Stage

Plan (or ExPlan) as viable (strategies/ constraints/ Tolerances) & commit resources to execute OR

2. Board reject plan & ask PM to Closes project or re-plan




1. PM considers if CS/MP apply to Initiation Stage

2. PM Create Init plan match constraints (eg dates), address risks, set initiation controls & tolerances


1. PM suggests an Approach to the Exec to Approve (in 13.4.1)

13.4.1 Authorize initiation 1. Board Approve Pj

Approach and Init Stage Plan ( and A19-Project Brief)

2. Commit resources to execute plan

13.4.2 Authorize the project 1. Board approve A16-Plan

Project as viable IE will deliver A2-Business Case, Stages appropriate, Strategies, Constraints (eg Milestones), Tolerances & controls OK


1. Board approve A8-EndPjlRpt for deviations from approved Plans

13.4.4 Give ad hoc direction 1. Board respond to CoPM change to Pj

Mandate by asking PM to re-plan at 17.4.5 2. Board consider any Concern & instruct PM

to Submit Exception plan (or Close PJ) 3. Board review A11-HiRpt vs A16-PjPlan

18.4.4 Evaluate the Project 1. PM reports in A8-

End Project Report how project performed vs plans & targets


1. As18.4.1 Step 1 2. PM may create an

A16-Exception Plan for work to Salvage & Make Safe


1. PM Updates A16-Pj Plan from stage actuals (up to date A16-Stage Plan)

14.4.7 Refine the Business Case 1. PM adds costs and timescales from A16-Pj Plan to A2-

Business Case’s investment appraisal 14.4.8 Assemble the Project Initiation Documentation (A20-PID) 1. PM integrates A16-Pj Plan to A20-PID

17.4.5 Produce an Exception Plan 1. PM uses A10-Exception Report to assess current status vs. plan

in exception 2. Update relevant items: as 17.4.1 step 1 3. Plan as 14.4.6 steps 1,3,4,6 (Possibly Project & Stage Plan) ,7,8

17.4.2 Update the Project Plan 1. PM Updates A16-Pj Plan with actuals and revises forecasts from

freshly created A16-Stage Plan 2. PM Applies any changes to A21-PjPdD, Pj context, PID/

Strategies/ Controls/ P2 tailoring/ Risks & Issues

17.4.1 Plan the next stage 1. PM checks for changes to CQE/ AC/ PID/ Strategies/ Controls/

Role holders 2. PM runs workshops to create the A16-StagePlan as per 14.4.6

steps 1,3,4*,6 (Stage not Project Plan),7,8 3. If last stage PM ensures Closure is planned

Plan Delivery Stage: In a simple 2 stage project include A16-Stage Plan in the A16-Project Plan

17.4.3 Update the Business Case 1. PM Applies A16-Pj Plan cost & timings to A2-BC justification

* A Product Checklist is a list of top level products from the Project level PBS with baseline/ expected/ actual delivery dates


Project Board

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Theme A16-Plan CS+MP+DP 2/2


1. PM checks A23-QR & updates A16-Stage Plan to show A26-WkPkg complete

2. PS update A5-CIR

15.4.2 Review Work Package status 1. PM updates A16-Stage Plan for

progress logged to A23-QR and forecast ETCs

2. PM & TM agree status 3. PS update A5-CIR for status

15.4.8 Take corrective action 1. PM updates A16-StgPlan by adding or

amending A26-WkPkgs to maintain project’s progress in stage tolerances

15.4.1 Authorize a Work Package 1. PM extracts Product/ Controls/ Strategies/ Reporting/

Constraints from A16-Pj/ Stage Plan (or Team Plan) & A20-PID 2. PM review TM’s Team Plan and revise Stage Plan if needed 3. PS add quality reviews to A23-QR 4. PM/ TM Agree report & escalation regime

15.4.5 Report highlights 1. PM uses A16-Stage Plan in creation of

A11-Highlight Reports


1. PM assesses R+I for impact on plans 2. PM Add work-packages for selected

responses to plans

15.4.7 Escalate issues & risks 1. PM assesses (actual or potential) untreated

deviation’s impact & all potential responses for impact on plans

2. PM presents concern & options to board at 13.4.4

15.4.4 Review stage status 1. PM updates A16-Stage Plan actuals & forecasts using A12-IR,

A25-RR, A23-QR, A3-ChkPt, A5-CIR & A18-PSA, resourcing status and corrective actions at frequency in Stage Plan

2. PM analyses baseline vs actual to allocate new work-packages or instigate (new) corrective actions

3. PM triggers planning of next stage

13.4.3 Authorize a Stage or Exception Plan 1. Board approve A16 (next) Stage Plan (or

ExPlan) as viable (strategies/ constraints/ Tolerances) & commit resources to execute

2. Board reject plan & ask PM to Closes project or re-plan

13.4.1 Authorize initiation 1. Board Approve Pj

Approach and Init Stage Plan ( and A19-Project Brief)

2. Commit resources to execute plan

13.4.2 Authorize the project 1. Board approve A16-Plan Project

as viable IE will deliver A2-Business Case, Stages appropriate, Strategies, Constraints (eg Milestones), Tolerances & controls OK


1. Board approve A8-EndPjRpt for deviations from approved Plans

13.4.4 Give ad hoc direction 1. Board respond to CoPM change to Pj

Mandate by asking PM to re-plan at 17.4.5 2. Board consider any Concern & instruct PM

to Submit Exception plan (or Close PJ) 3. Board review A11-HiRpt vs A16-PjPlan

16.4.1 Accept a Work Package 1. TM create Team Plan to confirm constraints achievable

(may have been performed when Planning the Stage) 2. (SS) approves Team Plan

16.4.2 Execute a Work Package 1. Team work to plan 2. TM updates Team Plan with actuals & ETCs 3. TM Reports via A3-Checkpoint Reports

16.4.3 Deliver a Work Package 1. TM updates Team Plan to

show A26-WkPkg completed


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A17-Product Description Product Description

• What the project creates, acquires or amends might be described by { – A product ID: either a ‘code’, a name or both (based on a A5-Configuration Item Record’s ID?) – Purpose and context of the product's usage

• Aids designing quality attributes such as reliability, maintainability, speed, training needs etc • Presentational format (if relevant)

– Composition IE CIs integrated in this CI (the Product Breakdown Structure (PBS) below this CI) – Product’s source – [ Beyond PRINCE2®: For each of the remaining items in the product description consider:

• The CI’s development lifecycle with reference to product standards and method statement in customer and supplier’s Quality Management System (QMS)

• All factors that populate the estimates to include in the A26-Work Packages in the product’s life-span • The effort, materials, infrastructure, resources required per method statement/ standard operating

procedure step and the skills required to perform them • The earned value type to be used to claim progress versus baseline and each maturity test that

demonstrates value earned ] – Skill base, resources and tools to create and verify each development step:

• Quality Criteria • Quality Tolerances applied to quality criteria target values • Quality Testing Method or test type used to confirm test results are within tolerance • Quality Responsibilities }

QU:P:2-8 The composition of a Project Product Description, Product Description, Quality Register, Quality Management Strategy and the process(es) and roles in their life-cycle A.21.2, A.17.2, A.22.2, A.23.2, 6.3.1.4, 6.3.1.5, 12.4.4-5, 13..4.1, 13.4.2, 13.4.3, 14.4.3-6, 14.4.6, 15.4.1, 15.4.1-5, 16.4.1-3, 17.4.1, 17.4.2, 17.4.4-5, 18.4.1, 18.4.4-5, C/Table 6.3





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61

61 A18-Product Status Account Product Description

• The A18-Product Status Account is a report from the configuration management database – Lists A5-Configuration Item Record details

• The A18-Product Status Account might contain { – Selection parameters used to extract relevant A5-Configuration Item Record

• Eg All un-started CIRs for team plus all dependant CIs as at date – For each CIR in scope any subset of the product's details

• Product’s Type and Name • Product’s version history covering all possible Life-cycle stages • Dates of transitions between states with planned and if appropriate actual dates • Stakeholders in each transition and their role at each transition

– EG Producer, Verified by, Worked on by, Owner of business-as-usual aspects and Owner of operational and maintenance aspects

• Those who are using (holding the item or a copy), If copied the location of any master • Linked items and the interface/ linkage • Other related records: Either CIRs, Risk, Issues etc

– Linked concerns (risks, issues, changes etc) }





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62 A19-Project Brief Product Description†

• The Project Brief (or the evolving PID†) describes, as succinctly as possible { – Project background: context, trigger and consequences of the ‘Do Nothing’ option – Outcome sought in goal statement and acceptance criteria terms*

• Scope and exclusions – The project's A21-Project Product Description

• All agreed acceptance criteria from all significant stakeholders (users, operations and maintenance) • Customer quality expectations: Note we must move beyond CQE to AC as soon as possible

– Project objectives expressed in terms of success criteria • IE “schedule, budget, scope, quality, risk and benefit performance goals” (sic) • Constraints and tolerance limits

– Assumptions and Risk (IE threats and opportunities) – All people allocated roles, their responsibilities, authorities and reporting obligations – All 'interfaces’

• IE dependencies on or from the project – A2-Business Case: initially an outline, refined and maintained throughout the project – Project's approach to creating the outcome sought – All other useful information capable of inclusion or a relevant cross reference }

[pg 158 but note Apdx A also says “CoPM strategies, standards, practices and controls” ] † Skip the A19-Project Brief – (19.5.1.2) [just use and evolve the A20-Project Initiation Documentation template from investment definition through benefits realisation and migration of future-state-business-as-usual to just how-we-work-now]

SU:P:2-7 Apdx-A for a Project Brief, the processes and roles in its life-cycle A.19.2, 12.4.5,-6, 13.4.1, 14.4.1-8





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63 A20-Project Initiation Documentation Product Description

• The PID evolves from Project Mandate (Pre-project), through A19-Project Brief (SU) • It might contain {

– Project definition { Copied from the project mandate and A19-Project Brief • Context and cause (Why are we exploring changing the world in some way) • Goal: The business objectives and exclusions from objectives • Assumptions, Constraints and dependencies • The stakeholders and their stakes (as assessed in 14.4.4 and refreshed from time to time) • Interfaces between stakeholders, activities and products }

– Project Approach: the strategy to create or acquire the required results – A2-Business Case – Project management team roles, reporting lines, duties and authorities – A22-Quality Management Strategy†

– A6-Configuration Management Strategy† – A24-Risk Management Strategy† – A4-Communications Management Strategy† – Benefits Management Regime – A16-Project Plan – Project controls – Adaptation, extensions and exclusions applied in this project to the standard PRINCE2

implementation with reasons – known as ‘Tailoring’ }

† Should be 80% ‘off-the-shelf’ 20% tailored for all but the first project any organisations runs with P2. The first will need to do more to embed P2’s structured control framework

IP:P:2-7 Apdx-A for a Project Initiation Documentation, the process(es) and roles in its life-cycle A.20.2





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64 Theme Mandate A19-Project Brief A20-Project Initiation Documentation

Syl P:2

17.4.4 Report Stage End 1. PM actions

informed by A20-PID (especially A2-BC & A4-CmMS)


1. PM actions informed by the A20-PID


1. PM prepares A8-End Project Report of “how Pj performed vs original A20-PID-a8” [and separately?] “compares the version of the A20-PID baselined at 13.4.2 and current at 13.4.5-18.4.4”


1. PM actions informed by A20-PID (especially A16-Pj Plan)


1. PM actions informed by A20-PID (especially A16-Pj Plan)

15.4.5 Report highlights 1. PM reports in A11-

Highlight Report against A20-PID


1. PM extracts or cross-references A20-PID Strategies/ Controls/ Quality/ Milestones/ CfM & handover requirements

15.4.4 Review stage status 1. PM actions informed

by the A20-PID


1. PM actions informed by the A20-PID, specially the A16-Pj Plan


1. PM reviews/ updates any aspect of the A20-PID in consultation with board (sic)


1. PM reviews/ updates any aspect of the A20-PID (sic)

17.4.1 Plan the next stage 1. PM reviews/

updates any aspect of the A20-PID in consultation with board


1. PM updates A2-BC (part of A20-PID)

16.4.1 Accept a Work Package 1. TM actions informed by (relevant extracts of)

the A20-PID

14.4.2 Prepare the Configuration Management Strategy(A6-CfMS) 1. PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf

14.4.6 Create the Project Plan 1. PM derives from guidance in the A19-PjBf on milestones, standards,

external dependencies, approach & assumptions

14.4.7 Refine the Business Case 1. PM extends (exec oversee) outline A2-BC to full A2-BC

14.4.8 Assemble the Project Initiation Documentation 1. PM extracts Pj definition (mandate’s context info) and Pj Approach

from A19-PjBf and combines with initiation products to create A20-Project Initiation Documentation to serve as basis for commitment, baseline for change assessment and induction pack for new project staff

2. PM suggests P2 tailoring for this project (based on A14-LL)

14.4.4 Prepare the Communication Management Strategy(A4-CmMS) 1. PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf

14.4.3 Prepare the Quality Management Strategy (A22-QMS) 1. PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf

14.4.1 Prepare the Risk Management Strategy (A24-RMS) 1. PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf

Plan Delivery Stage

14.4.5 Set up the project controls 1. PM uses guidance in the A19-PjBf

[manual says “summarise” reality says “detail”]

12.4.1 Appoint the Executive and the Project Manager 1. COPM provides mandate in any form as long

as it allows identification of the Exec. It is the project trigger, the Instruction to, or remit or Terms of Reference for the Pj Board. Includes Pj Reason, Pj tolerance, Risks, All standards to be followed

12.4.4 Prepare the outline Business Case A2-oBC) 1. Exec/ PM understand Pj reason in mandate 2. PM creates (exec oversees corporate alignment)

“pre-project” outline A2-Business Case from mandate’s contents

3. Exec presents A2-oBC to CoPM 4. PM checks feasibility of milestones, assumptions and

constraints from mandate 5. PM/ SU/ Exec create the A21-Project Product

Description based on the mandate

12.4.2 Capture previous lessons 1. PM Captures lessons relevant to the mandate into

A14-Lesson Log

12.4.5 Select the project approach and assemble the Project Brief (A19-PjBf)

1. PM refines & extends mandate to create a well defined start-point: the A19-Project Brief to known quality criteria by filling the gaps and applying A14-LL lessons. (In a programme context the A19-PjB has probably been created by the programme)

2. PM/ SS (if in post) define project approach, Supplier standards, guidelines, procedures and development life-cycles

3. PM add mandate’s context info, project approach, A21-PjPdD & A2-oBC into A19-PjBf

12.4.1 Appoint the Executive and the Project Manager 1. Exec & PM review & understand mandate 2. PM logs mandate’s risks to A7-Daily Log


1. Board consider whether to re-start a project where CoPM revise the mandate or treat as an RFC

2. CoPM review & Board re-approve (baseline) revised parts of A20-PID & PS store in CfMS

13.4.1 Authorize initiation 1. Board approve the

A19-Project Brief and trigger the Initiation Stage. The mandate is archive (if it exists)


1. Board compare original A20-PID to final A20-PID [no guidance as to why and seemingly uncoordinated with 18.4.4!]

13.4.2 Authorize the project 1. CoPM review & Board approve (baseline) A20-PID (and

its component products) & thus make a ‘contract’ that marks their commitment and authorises the project

2. PM/ PS archives A19-Project Brief (replaced by A20-PID) 3. PM/ PS baseline A20-PID in Config. Mgmt System

(CfMS) for later review vs. state including approved changes

SU:P:2-7 Apdx-A for a Project Brief, the processes and roles in its life-cycle A.19.2, 12.4.5,-6, 13.4.1, 14.4.1-8





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The A21-Project Product Description

• The description of the project’s final result* { – Who will use the project's outputs in what context

• Aids planning’s trade-offs between ‘faster better cheaper’ – Major products (sic) to be delivered by the project

• Cost or schedule targets • Customer [stakeholder] quality expectations (CQE) for development processes and project

management and control [what is “expected” (sic)] • Acceptance criteria [“…prioritised list of…must meet…measurable…attributes to be

acceptable" (sic)] – Project-level quality tolerances

• Quality characteristics of ‘Major product’ are best documented in their own A17-Product Description

– Competencies required to develop and verify each of the major products • Methods, Competencies and Responsibilities to Accept and Handover the project's products • Context for the project's product’s functions, size, quality, complexity, robustness etc • Product source [or cross-reference the Project Approach in the A19-Project Brief] }






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A22-Quality Management Strategy Product Description

• The A22-Quality Management Strategy might contain { – Document admin: Ownership, Version control information etc – Who to advise of changes to the A22-Quality Management Strategy – Scope and objective of the strategy

• How this project will carry out quality planning, quality control and quality assurance, who by, and when • Typically reference to organisational quality standards with audit trail of changes

– Tools and techniques to be used: EG Sampling or exhaustive testing, rigs, jigs and test beds – Procedures to be followed, triggers and timings and the records to be kept

• A23-Quality Register, Approval and Acceptance records, A3-Checkpoint Report, A11-Highlight Report, A8-End Project Report and A9-End Stage Report

– Duties, authorities, timings (roles and responsibilities) for management of quality activities • Triggers for quality activity and the time to complete them so decisions are timely

– Procedures for or reference to relevant Quality Management Systems of either the customer(s) or supplier(s) as derived from the CQE of the parties involved

– Arrangements for independent audit and escalation to the project board }






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A23-Quality Register Product Description

• Each A23-Quality Register record could be made-up of { – Identifier: EG A26-Work Package ID and time-stamp of test run-time – Linked records

• A reference/ pointer to the test/ quality review's actual results • Reference to previous and future executions of this test or other tests CIs must clear before declared

mature • A26-Work Packages for corrective actions

– A5-Configuration Item Record IDs for the CIs under review (specialist and management) • May include names and descriptions for convenience (even if thus no longer in 3rd normal form)

– Reference to the A26-Work Package(s) in the team or A16-Stage plan that define the review • Methods that define how the CIs are to be tested… • EG: stressed to failure, model-office, field test, read-through, (link to the A17-Product Description) • Who will be/ was involved in what capacity… … IE Chair, Admin Support, CI's presenter/ producer, the reviewers or those assigned to other test methods -

EG Auditor and auditees • Schedule dates for baseline, currently intended and actual test dates • Dates of sign-off or other approvals and acceptance steps, perhaps with locations or other details

– Summary of results • Pass • Fail - IE Rework and retest needed (linked corrective action A26-Work Package and A23-Quality Register

entry) • Provisional Pass – as fail but re-test not required after corrective actions }






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18.4.4 Evaluate the Project 1. PM Reviews usefulness of A22-QMS 2. PM Closes A23-Quality Register 3. Include statistical insight from quality

records in A15-Lesson Report 4. PM includes in A8-EPjR details of

Quality, Approval & Acceptance Records or Off-Spec & Concession

14.4.8 Assemble the Project Initiation Documentation (A21)

1. PM Assembles A21-PID including A22-QMS

15.4.3 Receive completed Work Packages 1. PM confirms A26-WkPk complete by consulting A23-

QR and “Quality Responsibilities” of each included product’s A17-PD


1. PM includes CQE & AC (in A21)

2. Assemble A21 into A19-Project Brief

17.4.5 Produce an Exception Plan 1. PM asks are CQE & AC changed 2. PM creates ExPlan based on A22-QMS

for any new A17-PD in PBS 3. PS amend quality reviews in A23-

Quality Register for new products and/or tests

18.4.2 Prepare premature closure 1. PM Assesses via A18-PSA products

with Approval Records/ Concessions

18.4.3 Hand over Products 1. PM asks if all products in A18-PSA

Approved by those named in A17-PD 2. PM checks Acceptance records or

Concessions from all parties eg Ops+Maint

3. PM may list FOAR for concessions

18.4.1 Prepare planned closure 1. PM asks if all products in A18-PSA

match AC in A17-PD or covered by a concession

2. PM Confirm AC met and A21-Project Product Description delivered

14.4.6 Create the Project Plan (A16) 1. PM/ SU Update CQE/ AC if change

or refinement required since 12.4.4 2. PM (team) create A16-Pj Plan based

on A21-PjPdD/ AC/ CQE/ A22-QMS 3. PM creates A17 for products in Pj

scope

14.4.5 Set up the project controls 1. PM inc. A22-QMS needs in controls

14.4.4 Prepare the Communication Management Strategy (A4-CMS)

1. PM includes A22-QMS needs in A4-Communications Management Strategy

14.4.3 Prepare the Quality Management Strategy (A22-QMS)

1. PM confirms CQE & AC clear enough in A21-PjPdD, Creates A22-Quality Management Strategy

2. PS create A23-Quality Register 3. PM seeks board OK now or 13.4.2

15.4.6 Capture and examine issues and risks 1. PM consults A23-QR for input to A13-Issue Report

15.4.5 Report highlights 1. PM confirms quality work in period from A23-QR in


15.4.1 Authorize a Work Package 1. PM consults A22-QMS to create A26-Work Package 2. PM includes A17-Product Descriptions in A26-WkPkg 3. PS/ TM may update A23-QR quality reviews planned

15.4.2 Review Work Package status 1. PM assesses status of Q-reviews by consulting A23-

QR

15.4.4 Review stage status 1. PM seeks Q-Issues shown by A23-QR entries 2. PM confirms products accepted by those named in

their A17-PD “Responsibilities” 3. PM detects stage end as A23-QR entries all complete

15.4.7 Escalate issues & risks 1. PM consults A23-QR for input to update A13-Issue

Report and A10-Exception Report §Apdx-A Dervtn)


1. SU provides/ PM captures CQE & AC, Criteria/ Tolerance/ Quality Methods/ Test Skills or responsibility in A21-Project Product Description


1. PM Consider training needs (eg quality methods)

17.4.2 Update the Project Plan 1. PM checks for change to A21-PjPdD

17.4.1 Plan the next stage 1. PM reviews A20-PID and changes to

CQE/ AC 2. PM/ TM/ SU Refine AC for each A17-

Product Description per CI in the stage’s PBS

3. PM (team) creates stage plan based on A22-QMS, A2-PjPdD

4. PS add quality reviews to A23-Quality Register

17.4.4 Report Stage End 1. PM confirms “all done ok” by checking

A23-QR & Approval Records 2. PM reports in A9-End Stage Report on

quality in period from A23-QR details of Quality records & Approval Records or Off-Spec & Concession

Theme CQE (6.3.1.1) AC (6.3.1.2) A22-Quality MS (6.3.1.4) A17 & A21 Product Descriptions

(6.3.1.5) A23-Quality Register (6.3.1.6) 13.4.3 Authorize a Stage or Exception Plan 1. Board approve A17-Product

Descriptions in stage plan’s scope

16.4.1 Accept a Work Package 1. TM/ PM/ PS ensure ‘best’

quality reviews in A23-QR

13.4.1 Authorize initiation 1. Board review A21 and confirm CQE & AC 2. A19, A21, CQE & AC placed under

change control

13.4.2 Authorize the project 1. Board confirm A22-QMS will achieve CQE (benefits) &

baseline 2. Board approve A17-Product Descriptions in A16-project

plan’s scope

16.4.2 Execute a Work Package 1. TM develops products following quality method for in-process development to criteria in A17-PD & record quality records 2. TM/ SU conduct quality reviews/ appraisal & “assemble quality records” –to show products meet specification (if a quality

review action will exceed tolerances then raise an Issue) 3. TM/ PS update A23-QR* with results: Failures are re-planned 4. TM obtains & issues Approval Records from authority named in A17-PD 5. TM confirms quality work in period in A3-Checkpoint Report

16.4.3 Deliver a Work Package 1. TM checks approval

records in A26-WkPkg scope

• Project mandate, prepared by CoPM states CQE

*Table 16.2 says (P)-PS but 15.2 omits the required P-PS

AC-Acceptance Criteria References of type A99 expanded in index under “A”

Plan Delivery Stage

QU:P:2-8 The composition of a Project Product Description, Product Description, Quality Register, Quality Management Strategy and the process(es) and roles in their life-cycle A.21.2, A.17.2, A.22.2, A.23.2, 6.3.1.4, 6.3.1.5, 12.4.4-5, 13..4.1, 13.4.2, 13.4.3, 14.4.3-6, 14.4.6, 15.4.1, 15.4.1-5, 16 4 1 3 17 4 1 17 4 2 17 4 4 5 18 4 1 18 4 4 5 C/Table 6 3

13.4.5 Authorise project closure 1. Board Confirm all user &

Ops+Maint acceptances





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69 A24-Risk Management Strategy Product Description*

• A24-Risk Management Strategy might contain { – Document pre-amble: Version, Author, Introduction, etc – Cross-reference to corporate standards

• Duties, roles, records and reporting regimen • Procedures, timings, tools and techniques • Project local extensions and exceptions

– Guidance on the identification of risks – Definition of scales to judge probability, impact and proximity

• Guidance on the use of the scales • Tolerances

– Description and definition of categories for ∙ risk causes, ∙ risk consequences, ∙ risk responses and ∙ risk warning signs

– Guidance on the project's approach to defining and managing its risk budget

* & see 8.3.3 RK:P:2-8 Composition, processes and roles involved in: Risk Management Strategy, Risk Register A.24.2, A.25.2, 8.3.3-4, 13.4.2, 13.4.5, 14.4.1-7, 15.4.1-2, 15.4.4-8, 16.4.1, 17.4.1-5, 18.4.3-5, C/Table 8.2 & 8.3





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70 A25-Risk Register Product Description*

• The official manual gives contents as { – Risk identifier, Risk author, Date registered, Risk category – Risk description: cause, event, effect – Probability, Impact, Expected value, Proximity – Risk response categories

• Avoid, reduce, fallback, transfer, accept • Share - enhance, exploit, reject, share

– Risk response – Risk status – Risk owner – Risk actionee }

* & see 8.3.4 RK:P:2-8 Composition, processes and roles involved in: Risk Management Strategy, Risk Register A.24.2, A.25.2, 8.3.3-4, 13.4.2, 13.4.5, 14.4.1-7, 15.4.1-2, 15.4.4-8, 16.4.1, 17.4.1-5, 18.4.3-5, C/Table 8.2 & 8.3





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71

14.4.6 Create the Project Plan (A16-PjPlan) 1. PM responds to risks that affect planning processes 2. PM builds provision to manage risk into the project plan

(resources i.e. costs and timescales) [p2 mis-defines contingency]

3. PM ensures A16-PjPlan includes responses to T&O in the A25-RR

14.4.8 Assemble the Project Initiation Documentation (A20-PID)

1. PM includes A24-RMS in A20-PID (A20-PID acts as baseline for all Assessment of Risks)

Theme A24-Risk Management Strategy A25-Risk Register

Most management products Such as A25-Risk Register are given in full on first use and abbreviated Subsequently eg A25-RR, those that are not can be looked-up in the Reference list Other abbreviations within the diagram (EG T&O) are expanded on first use in the diagram

ALL 40 activities include “PM logs new risks to the A25-Risk Register” * PRINCE2® uses “Event, Cause, Effect”. To my mind Event IS Cause. CCC is more meaningful –** See XREF

13.4.3 Authorize a Stage or Exception Plan 1. Board assess draft A16-Stage Plan

to confirm risk exposure is tolerable and T&O responses acceptable: plan is approved and baselined


1. Board consider T&O to & from authorising the Initiation Stage

13.4.2 Authorize the project 1. Board approve the A24-RMS as sufficient to control

risks 2. Board assess draft A16-Pj Plan to review threat and

opportunities (T&O) and responses are acceptable: plan is approved and baselined under change control


1. Board compare current A2-Business Case and Risks to original baseline


1. Board defer action on exceptions contingent on risks

12.4.2 Capture previous lessons 1. PM Captures lessons relevant to risk

management in A14-Lesson Log 12.4.3 Design and appoint the project

management team 1. PM logs threats & opportunities (T&O) to

the A7-Daily Log in advance of creating A24-Risk Management Strategy and A25-Risk Register

2. PM may appoint PS for familiarity with risk management tools and techniques (EG Monte Carlo Analysis and estimating methods)

12.4.6 Plan the initiation stage 1. PM considers T&O to Initiation stage plan

& makes provision 2. PM updates risk status in A7-DL


1. PM logs any T&O to A7-DL 2. [Risk drives consideration of Pj Approach] 14.4.5 Set up the project controls

1. PM considers Risk to suggest: number and placement of stage boundaries, strength, formality, timings and who is assigned to which project controls

14.4.1 Prepare the Risk Management Strategy (A24-RMS)

1. PM defines RMS’ goals, roles, procedures, reporting (Eg a Probability Impact Grid and Risk Retirement Curve**), tools, techniques, timing and tolerance based on CoP standards noted in A19-PjBrf and lessons in A14-LL

2. PM (team) define scales for probability, impact & proximity, Categories, Early warning indicators

3. PM (team) define risk tolerance thresholds for escalation between management levels

4. PM (Exec) define risk tolerances 5. PM suggests risk budgets and how they

should be controlled [So IP processes must be iterative eg 14.4.1 with 14.4.6]

6. PS create the A25-Risk Register and populate with T&O identified so far (IE in A7-Daily Log)

7. PM seeks board approval or defer to 13.4.2

12.4.4 Prepare the outline Business Case 1. PM captures any risks to A7-DL 2. Exec considers T&O and includes key

ones in (outline) A2-Business Case


1. PM ensures all risks are closed or Subject to FOAR, then closes the A25-Risk Register

18.4.4 Evaluate the Project 1. PM compiles a

review of useful measures EG statistics on project risk management in A8-EPjRpt

18.4.3 Hand over Products 1. PM prepares

Follow-On-Actions in A8-End Project Report for all open T & O on the A25-RR


1. CoPM define risk capacity & appetite

14.4.2 Prepare the Configuration Management Strategy (A6-CfMS)

1. PM responds to risks that affect CfMS

14.4.7 Refine the Business Case (A2-BC) 1. PM expresses aggregate (and significant individual)

T&O affects on A2-BC 2. PM (Exec) justify cost & risk based on A2-BC’s benefits 3. PM assess project’s sensitivity to factors in its context

(EG drivers of cost, time, benefit, confidence)

14.4.4 Prepare the Communication Management Strategy (A4-CmMS)

1. PM responds to risks that affect A4-CmMS 2. PM add A24-RMS needs to project communications

14.4.3 Prepare the Quality Management Strategy (A22-QMS) 1. PM responds to risks that affect A22-QMS

RK:P:2-8 Composition, processes and roles involved in: Risk Management Strategy, Risk Register A.24.2, A.25.2, 8.3.3-4, 13.4.2, 13.4.5, 14.4.1-7, 15.4.1-2, 15.4.4-8, 16.4.1, 17.4.1-5, 18.4.3-5, C/Table 8.2 & 8.3

Project Board

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72 Theme A24-RMS A25-RReg Pt 2

16.4.1 Accept a Work Package (A26-WkPkg) 1. TM advises PM of risk status and logs T or O to the A25-RR (p2 says “if appropriate”) 2. TM (team) considers risk related to and within A26-WkPkg tolerances as per 15.4.6

steps 1-7 for the A16-Team Plan

16.4.2 Execute a Work Package 1. TM monitors & responds to risk related actions 2. TM notifies PM of new or changed risk (directly

and formally via A3-Checkpoint Reports)

16.4.3 Deliver a Work Package 1. [ TM/ PM Retire unused Risk

budget ]

17.4.4 Report Stage End 1. PM assesses and reports (in A9-End Stage

Report) on T&O activity in the stage ending & aggregate status

17.4.5 Produce an Exception Plan 1. PM updates A25-RR as needed

17.4.2 Update the Project Plan 1. PM includes risk responses into A16-Project Plan

17.4.1 Plan the next stage 1. PM checks risk action owners for current T&O

status and assesses T&O affecting next stage 2. PM ensures all external dependencies have a

A25-Risk Register entry 3. PM includes risk responses A26-WkPkg into A16-

Stage Plan for all selected T&O responses

17.4.3 Update the Business Case (A2-BC) 1. PM checks current CoPM & Board risk appetite,

capacity and tolerances 2. PM updates A2-BC to reflect key & aggregate

T&O 3. PM inspects A25-RR responds as required


1. Anyone at anytime: raise a risk 2. PM (risk author?) record T or O’s

Condition, Cause & Consequence (CCC)* on A25-RR in accord with A24-RMS

3. PM consults and follows through-out A24-RMS & A4-CmMS to report risk status to stakeholders

4. PM (team) use scales from A24-|RMS to assess CCC for Probability, Impact and Proximity (P14.4.) vs. all plans, A2-BC and Risk Tolerance

5. PM (team) identify possible responses, log to A25-RR and assess vs. tolerances

6. PM may escalate a Tolerance threat via 15.4.7 otherwise (as-well?)

7. PM (team) select responses in tolerance and add to A16-StgPlan

15.4.5 Report highlights 1. PM includes T&O Summary:

perhaps via a Probability Impact Grid and Risk Retirement Curve**

15.4.1 Authorize a Work Package (A26-WkPkg)

1. PM assign an A26-WkPkg to respond to a risk

2. PM/ TM consider T&O to/ from A24-WkPkg

3. PM/ TM agree process and tolerances for raising/ responding to/ escalating risk

15.4.4 Review stage status 1. PM responds if a risk action

advisable 2. PM (team) assess risk impacts on

all project aspects: especially plans, A2-BC, A1-BRP

3. PM escalates risks that create a Tolerance Threat

4. PM maintains A25-RR

15.4.7 Escalate issues & risks 1. PM when triggered by a risk or

aggregation of risks that create a deviation: snap-shot full project status

2. PM (team) assess deviation’s impact on baseline and impact of each possible response

3. PM records assessment & recommendation in an A10-Exception Report & sends to the board with a request for direction

15.4.8 Take corrective action 1. Board or 15.4.4 trigger action 2. PM collects information on

“deviation” (concern) from Records, Reports, Logs & Registers (RRL&R), selects or devises responses and triggers via 15.4.1 and updates RRL&R EG A5-CIR

13.4.3 Authorize a Stage or Exception Plan 1. Board assess draft A16-Stage Plan to

confirm risk exposure is tolerable and T&O responses acceptable: plan is approved and baselined

13.4.1 Authorize initiation 1. Board consider T&O to

& from authorising the Initiation Stage

13.4.2 Authorize the project 1. Board approve the A24-RMS as sufficient to control risks 2. Board assess draft A16-Pj Plan to review threat and

opportunities (T&O) and responses are acceptable: plan is approved and baselined under change control

13.4.5 Authorize project closure 1. Board compare current

A2-Business Case and Risks to original baseline


1. Board decide action on exceptions contingent on risks

Project Board

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73 A26-Work Package Product Description

• A A26-Work Package may contain { – Document control details – A description of the result required

• Specialist results/ products should have a custom A17-Product Description • Project management products should have a A17-Product Description as tailored during P2 embedding • Who is authorised to grant final approvals • How final approvals are sought and granted

– Details of the team manager or person authorised by the agreement to the A26-Work Package • Constraints, authorities and tolerances • Tools and resources needed and who supplies each

– (Possibly) Actions, product standards and process standards required to achieve and prove required results • Cross-reference to a Quality Management System (QMS)

– Configuration management arrangements • How notice of the products’ acquisition, integration and handover occurs

– All communications interfaces or a cross-reference to the A4-Communications Management Strategy • Frequency, timing and attendance at checkpoints and of A3-Checkpoint Reports • The means and thresholds for escalation of issues, threats and opportunities • How to inform the project manager that acceptance criteria have been met • Staff performance appraisal, or career development needs

– Technical and communications interfaces, specifications and protocols through product life – Cross-references to or extracts from A16-Stage Plan }






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Theme Organisation

13.4.3 Authorize a Stage or Exception Plan 1. Board ratify team appointments or

changes 2. Board obtain/ commit resources to

deliver stage


1. PM perform stakeholder analysis 2. Consider tailoring of P2 Org theme

to split & combine roles 3. Define roles & appoint SU & SS

based on project size & significance, people’s skills & time & CoPM agreement

4. Consider Project Assurance, Team managers, Project Support

5. Define reporting lines 6. Consider training needs (eg

quality methods) 12.4.5 Select the project approach and

assemble the Project Brief 1. PM Adds to/ updates PMTs &

roles to match Pj brief & Pj approach

13.4.1 Authorize initiation 1. Board confirm PMT members accept

roles 2. Board obtain/ commit resources to

deliver Initiation Stage

13.4.2 Authorize the project 1. Board obtain/ commit

resources to deliver project

13.4.5 Authorize project closure 1. Board advise resources

providers they are being freed 2. Board transfer concern for

resourcing benefits review

14.4.2 Prepare the Configuration Management Strategy 1. PM assigns config mgmt roles in A6-Configuration

Management Strategy 2. Board consider need for Change Authority

14.4.6 Create the Project Plan 1. PM Updates role descr. If needs 2. Confirm resource needs (estimating skills) 3. Include control duties in project plan 14.4.8 Assemble the Project Initiation Documentation 1. PM includes all PMT structure & role definitions

14.4.5 Set up the project controls 1. PM adds control duties, authority limits to Role

descriptions 2. Finalise PMTstructure (as far as can)

14.4.4 Prepare the Communication Mgmt Strategy 1. PM Assigns comms roles in A4-Communications

Management Strategy

14.4.3 Prepare the Quality Management Strategy 1. PM Assigns Q mgmt roles in A22-Quality

Management Strategy (consider links to Corp “QA”)

14.4.1 Prepare the Risk Management Strategy 1. PM assigns risk management roles in A24-Risk

Management Strategy

17.4.4 Report Stage End 1. PM reports on team

performance in A9-End Stage Report

18.4.4 Evaluate the Project 1. PM reports on team

performance in A8-End Project Report


1. PM seeks approval to advises board to release resources to CoPM


1. PM seeks approval to advises board to release resources to CoPM


1. PM acknowledges assignment complete


1. PM Assigns A26-Work Packages to Team members/ managers

17.4.5 Produce an Exception Plan 1. PM Reviews changes to

the PMT structure and roles

2. PM considers resources to deliver exception plan

17.4.2 Update the Project Plan 1. PM revises Pj Plan to

reflect changes to the PMT structure and roles

17.4.1 Plan the next stage 1. PM Reviews changes to

the PMT structure and roles

2. PM assesses resources to deliver next stage

16.4.1 Accept a Work Package 1. Team create A16-Team plan to confirm work

and resource constraints are in balance


1. PM considers resource utilisation, status, availability, suitability & outlook

Plan Delivery Stage

Project Board

Project manager

Team Manager


1. CoPM define Executive’s & project manager’s role descriptions & appoint based on skills & availability: Exec has duty to deliver a product that will return the forecast benefits that justify the cost

OR:P:2-7 The relationship between the Communication Management Strategy and other products and themes 5.3.2.2, 5.3.5.3, 8.3.5.5, 10.3.3.4, 13.4.5, 14.4.5, 14.4.6, 14.4.8, 15.4.6, 17.4.4, 18.4.5 OR:P:2-8 The composition of a Communication Management Strategy, the process(es) and roles through-out its life-cycle A.4.2, 5.3.5.3, 13.4.2-5, 14.4.4-6, 15.4.4-6, 17.4.2, 17.4.4, 18.4.4-5, C/Table 5.1





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75

`

Star

ting

up a

proje

ct - P

roce

ss

17.4 SB

12.4 SU

13.4 DP

Initia

tion

Stag

e 14.4 IP

15. CS

Project Assurance, Board’s eyes & ears

• Board responsibility • Normally delegated to those with

time & expertise

5: Organisation Theme and Appendix C Our Cast

Project Executive • Appointed by CoPM one of their peers • Accountable for the project • The Business interest

Project Manager Appointed in 12.4.1 Runs the project within delegated limits

Senior Supplier • Provides specialist

resources • Supplier interests (in-house

or under contract)

Team Manager Team Members

Project Support

Configuration Management Librarian (part of Project Support C9.1)

Corporate or Programme Management Users

C

“Specialists & “Experts”

Corporate Quality

Assurance Beam me up Scotty

The Project Board (Designed & Appointed 12.4.3)

Business, User & Supplier decision makers able to commit resources

Change Authority • Authority optionally

delegated by the board

Senior User • User interests • Assures requirements • Represents ALL users





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5 Levels: 4 Management plus Technical

Initiation Stage 1st Delivery Stage Last Delivery Stage

Star

ting u

p a pr

oject

- Pro

cess

MP

IP

SB

CS SB CS CP

SU DP

Starting up a Project (SU)

Initiating a Project (IP)

Controlling a Stage (CS)

Managing a Stage Boundary (SB)

Closing a Project (CP)

MP

Project board

Managing a Stage Boundary (SB)

• Instigates, Sets constraints, • Delegates project tolerance • Directs (Decides) • Delegates stage tolerance • (The Exec) Escalates to CoPM

• Specialist activities to produce products within tolerance

• Escalates to PM

• Day to Day control within tolerance

• “Doing” • Delegates team tolerance • Escalates to the Board

Corporate or Programme Management

Project manager

Team Manager Team Member

After a ‘exam cram’ if P2 is to be of any value to your organisation you will need the senior management to understand their role too.

If you would like help with embedding and tailoring then please contact us to discuss your needs

OR:P:2-6 How the 4 levels of management applies to the processes 5.3.1

4 M

a n

a g

e m

e n

t

L e

v e

l s





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3 Interests Represented by the Project Board

Supplier

Supplier Customer

Customer

Customer (user) specifies the outcome

Pays for the project

After a ‘exam cram’ will you have the fluency to present the details to your senior management, peers and project team members?. If you would like help with

embedding and tailoring then please contact us to discuss your needs

OR:P:2-6 How the 4 levels of management applies to the processes 5.3.1

“Copyright © AXELOS Limited 2009 Reproduced under licence from AXELOS” Figure 5.3 Project management team structure Page 33

Red border = PMT Pink ground = Customer, Blue = Supplier, Grey = either





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17.4.4 Report Stage End 1. PM reports Pj objectives and

Stage objectives vs all tolerances, and forecasts tol for rest of project in A9-End Stage Report

Theme Tolerances


1. SU expresses Customer Quality Expectations & PM captures as driver for quality tolerance

2. PM (Exec) starts defining each benefit’s tolerances and aggregate benefits tolerance

3. PM records SU's quality tolerance (ie limits on Acceptance Criteria) in A21-Project Product Description


1. Board set Stage Tol (for last stage consider what to do with unused Tol [wrong thinking*]




1. PM documents Pj tolerances received by Exec in project mandate (or by discussion) prior to transfer to A16-Pj Plan at 14.4.6

13.4.1 Authorize initiation 1. Board set

tolerances (Tol) for Initiation Stage

13.4.2 Authorize the project 1. Board check Pj Tol from CoPM is realistic 2. Exec renegotiates Pj Tol if relevant 3. Board agree project budget including cost tolerance (and risk

and change budget) and project timescales including schedule tolerance (and risk & change time-budget)

13.4.4 Give ad hoc direction 1. Board consider their direction in response to a

Tolerance Threat (TT): Increase Tol., Request an Exception Plan, Defer if TT contingent on a Risk Cause (event), Reject sic! (eh?)

16.4.2 Execute a Work Package 1. TM makes corrections within WkPkg Tol or raises an Issue to the PM (to log in the A7-Daily Log and handle at 15.4.8) 2. TM reports tol status in A3-Checkpoint Report


1. PM reports on Pj performance & objectives vs. tolerances in A8-End Project Report

*X-Ref correct tolerance handling ** Strictly ANY Tolerance Threat forecast of an

“out-of-tolerance” situation is by definition being “in Exception” and deserves 15.4.6

15.4.6 Capture and examine issues and risks 1. PM create A13-Issue Report considering affect

Tols

15.4.5 Report highlights 1. PM gives board confidence of operating within

Tol by regularly reporting stage status vs Tol & TT early warnings** in A11-Highlight Reports

15.4.1 Authorize a Work Package 1. PM/ TM make joint agreement on A26-WkPkg

Cost/ Start & End date, Milestone, Quality (from A17-PDs) targets and A26-WkPkg tolerances (Cost/ Time/ Risk & Scope. Zero time tolerance and higher scope tolerance implies iterative/ agile methods Such as SCRUM

15.4.4 Review stage status 1. PM determines from controls (project Records

Registers and Logs) any tolerance threat & Escalates via 15.4.7

15.4.7 Escalate issues & risks 1. PM converts & extends A13-Issue Rpt into

A10-Exception Report giving Overview of which tolerances are threatened by how much and when and why, the consequences of each possible response (including none)

15.4.8 Take corrective action 1. PM acts within Stage Tol EG to resolve A26-

WkPkg exception

17.4.5 Produce an Exception Plan 1. PM creates a new A16-Stg or

Pj Plan to Suggest recovery options from Stage or Pj TT

17.4.1 Plan the next stage 1. PM includes specification of

Stage Tolerances (Cost/ Time/ Scope/ Risk, not quality-See below or benefits-See 14.4.6)) in A16-Stage Plan

2. PM (team) create stage PBS and A17-PD with product quality tolerances defined (probably as attribute ranges (eg “Customer call duration between 1 and 3 minutes”)

3. PM notes scope tolerance in A17-PD and stage PBS

17.4.3 Update the Business Case 1. PM Checks for change in

CoPM/ board Risk tolerance per Risk and in total

14.4.6 Create the Project Plan 1. PM includes specification of Pj tolerances in A16-PjPln

(Cost/ Time/ Scope/ not quality-See below or Benefits-See A2-BC or Risk-See 14.4.1))

2. PM includes spec. of quality & scope tolerance in each A17-Product Description (& A21-PjPD)

3. PM notes scope tol in A17-PDs and project level Product Breakdown Structure (PBS)

4. PM (Exec) consider affect of part-time-teams on schedule and consider compensation in other tolerances

14.4.7 Refine the Business Case 1. PM (Exec) refines quantified definition of each

benefit’s Best/ Expected/ Worst target expresses as tolerances and aggregate benefits tolerance

2. PM (Exec) considers affect of timescales on benefit tolerances including delivery dates

14.4.5 Set up the project controls 1. PM confirms Tol levels and escalation mechanisms

between CoPM/ board/ PM/ TM

14.4.3 Prepare the Quality Management Strategy 1. Q-Tol is defined in each A17-Product Description

14.4.1 Prepare the Risk Management Strategy (A24-RMS) 1. PM includes Risk Tol in A24-RMS IE the thresholds for

risk escalation from management level to level, specially from PM to Board (possibly using a Probability Impact Grid or Matrix

Plan Delivery Stage

16.4.1 Accept a Work Package 1. As 15.4.1

Project Board

Project manager

Team Manager


1. CoPM Set project level tolerances





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Initiation Stage Delivery Stage 1st Delivery Stage Last Delivery Stage

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CS SB CS CS CP

SU 12.4

DP 13.4

Last Delivery Stage SB CS

DP – (Click on an Activity for Details) P:2-4+5

13.4.1 Authorize initiation (DP1)

• Request to initiate a project

A19 Project Brief

A16 (init) Stage Plan P:PM, R:PA (A)ESUSS

Initiation Notification

• Authority to initiate a project • Project Now Starts! A19 Project Brief (Approved) A16 Approved initiation Stage Plan

13.4.2 Authorize the project (DP2)

• Request to deliver a project

A14 Lessons Log A20 Project Initiation

Documentation A1 Benefits Review

Plan

Project authorisation notification

A21 Approved Project Product Description

A1 Approved Benefits Review Plan

• Premature closure

13.4.5 Authorize project closure (DP5))

• Closure recommendation • Draft Closure Notification

(p211) A20-PID { Updated A2-Business Case} A8-End Project Report { A15-Lessons

report, FOAR } A1-Benefits Review Plan

Closure Notification

• approved End Project Report { A15-Lesson Report, FOAR }

Approve updated A2-Business Case

Approve if updated A1-Benefits Review Plan

13.4.3 Authorize a Stage (or Exception) Plan (DP3)

• Request to approve next Stage Plan

• Request to approve Exception Plan

A20 Project Initiation Documentation

A9 End Stage Report { optnl. A15 Lessons Report optnl Follow On Action Recommendation }

A16 (next) Stage Plan or Exception Plan

A1 Benefits Review Plan


Project Status Report

Interested Parties

Specialist product confirm approval

Stage Authorisation or Exception Plan Authorisation A20 Approved if updated PID A9 Approved (current) End Stage Report {

Distribute A15 Lessons Report, Distribute Follow On Actions R’cmdtn }

A16 Approved Stage Plan A1 Approved if updated Benefits Review Plan

• Project manager request for advice

• Exception Raised

• Corporate advice & decisions


A10-Exception Report

A13-Issue Report

• (raise) New Issue R-Copm, ESUSS, (P)-PM, R-PA

• Project board Advise


Project board request for advice

Exception Plan Request

update DoubleHeaded Create DP:P:2-4 The activities within DP and the responsibilities within them 13..4.1 13.4.2 13.4.3 13.4.4 13.4.5 DP:P:2-5 How the seven themes may be applied within the DP process 13

13.4.4 Give ad hoc direction (DP4)






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In the beginning is the project mandate (partial Project Initiation Documentation)

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17.4 SB

12.4 SU

13.4 DP

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15. CS

SU P:2-5+6 12.4

12.4.3 Design/ appoint PMT 1. Define roles (PA/ TM/ PS)

Authority/ Reporting lines/ Availability/ Competency

2. Some may not be in post 3. Arrange training 4. Note Risk in Daily Log


1. Plan Initiation Stage and define controls to conform to CoPM constraints

2. Incorporate Lessons and Risks

3. Note/ Update Risks in A7

12.4.1 Appoint Executive & Project Manager

1. Based on Pj-Md8, skills & availability

2. PM starts Daily Log

12.4.2 Capture previous lessons 1. Record every relevant lesson

from any source

12.4.5 Select project approach & assemble Project Brief

1. Define “How” to deliver PjPdtD in Pj context CoPM strategy & Ops needs

2. Create project definition: Assembled Pj Brief

3. Risk+Issues in Daily Log

A19 Project Brief {Exec role description P:CoPM, PM role description P:E, A:CoPM }

• Appointed Exec P:CoPM

• Appointed PM P:E A:CoPM

• Project mandate P:CoPM

• Previous lessons reports Audits/Staff/ In- or External

A7 Daily Log P:PM

• Appointed PMT P:E A:CoPM

A19 Project Brief { A2 Outline Business Case P:E,

R:SU/SS/PM/PA, A:CoPM A21 Project Product Description

P:PM, R:PA, (A):E/SU/SS }

PMT = Project Management Team, PMTs = PMT structure, P: = Produces, R: = Reviews, A: = Approves ( ) = in another process { } = containing

A16 (init) Stage Plan P:PM, R:PA (A)ESUSS

A7 Daily Log P:PM • Request to initiate a

project

A14 Lessons Log

A7 Daily Log P:PM

update DoubleHeaded

A19 Project Brief { • PMT role descr. P:PM A:E • PMT structure P:PM, A:E}

12.4.4 Prepare outline Business Case

1. Exec drafts BC as fully as currently known 0-100%

2. PM (+SU/E) drafts PjPdtD Define “What” is required

3. Note Risk in Daily Log

A7 Daily Log P:PM

A14 Lessons Log P:PM R:E (All Subsequent activities are expected to review this log)

Create SU:P:2-5 The activities and responsibilities within SU 12.4.1 12.4.2 12.4.3 12.4.4 12.4.5 12.4.6 SU:P:2-6 How the seven themes applied in SU 12

A14 Lessons Log

A19 Project Brief { Project approach + Add’tl role desc} P:PM R:PA (R):SUSS (A):E






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Initiation Stage Delivery Stage 1st Delivery Stage Last Delivery Stage

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16.4.

14.4.

17.4.

CS 17.4. CS 17.4. CS 18.4.

12.4. 13.4.

DP1 (13.4.1)

13.4.1 Authorize initiation (DP1) 1. Board decide to proceed or cancel, Decision can be informal, Pm given

auditable instruction from Exec (Senior Supplier may not be in post) 2. Ratify {Project definition/ constraint/ Project approach/ Role holders/ Job

descriptions/ A21-Project Product Description/ Customer quality expectations & Acceptance criteria/ outline A2-Business Case/ Initiation Stage Plan/ Risks to initiation

3. For initiation: Set tolerances, Ratify reporting and control, Commit resources

4. Broadcast that a project is being initiated and request logistical support 5. Authorize the Project Manager to proceed with the initiation stage.

• Request to initiate a project A19 Project Brief A16 (init) Stage Plan

P:PM, R:PA (A)ESUSS

• Initiation Notification

• Authority to initiate a project

• Project Now Starts! A19 Project Brief (Approved) A16 Approved initiation

Stage Plan

P: = Produced By, R: = Reviewed By, (A) = Approved in another process by, PA=Project assurance, E=Exec, SU=Senior User(s) SS=Senior Supplier(s)






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14.4.

17.4.

CS 17.4. CS

12.4. 13.4.

17.4.

IP P:2-5+6

14.4.1 Prepare the Risk Management Strategy 1. Define Who/ How/ When of Risk Mgmt to

satisfaction of PB & PA 2. Create A25-Risk Register 14.4.2 Prepare the Configuration

Management Strategy 1. Define Who/ How/ When of Config

Mgmt (Inc. Issue & Change to satisfaction of PB & PA

2. Define Priority & Severity scales 3. Create & populate Issue Reg (from

Daily Log) 4. Create initial set of CIRs 5. Upd8 A12-IR+A25-RR+A7DL


1. Perform stakeholder analysis 2. Merge strategy’s comms needs 3. Define Who/ How/ When of Comms

Mgmt to satisfaction of PB & PA 4. Upd8 A12-IR+A25-RR+A7DL


1. Use CQE & AC to Define Who/ How/ When of Quality Mgmt to satisfaction of PB & PA

2. Create Quality Register 3. Upd8 A12-IR+A25-RR+A7DL

A19-Pj Brief { A21-Project Product Description }

A25-Risk Register P-PS, A-PM, R-PA

• PMT Structure& Role Descr’tns A5 Configuration Item Record

P-PS, A-PM, R-PA

A20-PID {A22-Quality Management Strategy } P-PM, (A)-ESUSS, R-PA

A19 Project Brief A14 Lesson Log A7 Daily Log A19-Project Brief

A14-Lesson Log

A4-Communications Management Strategy (in A20-PID) P-PM, (A)-ESUSS, R-PA

A24-Config Management Strategy (in A20-PID)P-PM, (A)-ESUSS, R-PA

A12-Issue Register P-PS, A-PM, R-PA

A23-Quality Register P-PS, A-PM, R-PA



14.4.5 Set up the project controls 1. Define stage boundaries 2. Confirm strategies integrate as a set and

controls match project significance & difficulties 3. Allocate tolerances and decision making

authorities (& note in role descr), amend assignments as required for best use

4. Upd8 A12-IR+A25-RR+A7DL

14.4.6 Create the Project Plan 1. Create PBS*/ PD/ PFD/ CIRs

(specialist and management products) 2. ID the means to transfer specialist

products to BAU, Plan SLAs 3. Confirm required resources 4. Upd8 A12-IR+A25-RR+A7DL

A14-Lesson Log A20-PID (A22-QMS,

A6-CfgMS, A24-RMS }

A19-Project Brief

A20-PID={Pj Controls, Role Desc & PMT Structure} (P-PM A=ESUSS, R-PA)

A19-Project Brief { A21-Project Product Description, Pj Approach }

A5-Configuration Item Records (P-PS, A-PM, R-PS)

A24-Risk Management Strategy (in A20-PID) P-PM, (A)-ESUSS, R-PA

A25-Risk Register A12-Issue Register

Upd8 A12-IR+A25-RR A7-Daily Log

A20-PID {A4-CmMS, Project Controls }

A19-Project Brief { Outline A2-Business Case }

A20-PID { Create A2-Business Case (Detailed) }


1. Create the PID CI from component CIs

A19-Project Brief { Pj Definition, Pj Approach }

A24-RMS, A22-QMS, A6-CfMS, A4-CmMS

• Pj Controls • P2 Tailoring

A20-Project Initiation Documentation

• Stage boundary approaching

Request to deliver a project

17.4.1-4 (17.4.)

14.4.7 Refine the Business Case 1. Do Investment analysis with Time & Costs from Project Plan 2. Assess uncertainties, benefits & their tolerances 3. Determine who/ when/how/ and current baseline of each

expected benefit – capture in the A1-Benefits Review Plan

Create A1-Benefits Review Plan

• Authority to initiate a project

A12-Issue Register

A14-Lesson Log A20-PID (A22-QMS, A6-CfgMS, A24-RMS }

A25-Risk Register

A20-PID { A16-Project Plan,PMT Struct, Role Desc}(P-PM, (A)-E12.4.Ss, R-PA) }

A20-PID { A16-Project Plan }

PBS = Product Breakdown Structure, PFD = Product Flow Diagram. PD – A17-Product Description, CIR = A5-Configuration Item Record See XREF for details

update DoubleHeaded Create

IP:P:2-5 The activities within the IP process and the responsibilities within them 14.4.1 14.4.2 14.4.3 14.4.4 14.4.5 14.4.6 14.4.7 14.4.8 IP:P:2-6 How the seven themes may be applied within the IP Process 14






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14.4.

17.4.

CS 17.4. CS 17.4. CS 18.4.

12.4. 13.4.

13.4.2 Authorize the project (DP2)

DP2 Authorize the project (13.4.2) Performed in parallel with 13.4.3 Authorising a Stage (or exception) Plan Decide if the whole proposition is attractive enough to invest in the project

1. Review/ Approve the A20-PID (Review may be delegated to Project Assurance) Adequate & tailored Strategies, Controls, Budgets, Tolerances, Commitments in place for Project Board to pursue the benefits, All roles/ rights/ duties/ limits agreed

2. A1-Benefits Review Plan acceptable to CoPM 3. Authorise the PM or close the project 4. Tell the wider stakeholder community

• Request to deliver a project A14 Lessons Log A20 Project Initiation Documentation A1 Benefits Review Plan

• Project authorisation notification

A21 Approved Project Product Description A1 Approved Benefits Review Plan

Premature closure






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13.4.3 Authorise a Stage or Exception Plan


1st Delivery Stage 17.4 SB.

18.4 CP.

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17.4 SB.

15.4 CS

15.4 CS

12.4 SU.

13.4 DP.

16.4 MP.

SB P:2-4+5

17.4.1 Plan the next stage 1. Update any changes to CQE/ AC/ Strategies/

Controls/ Roles 2. Create A16-Stage Plan of task & resource

schedule to create products in stage’s scope (from A16-Pj Plan)

3. Create PBS/ A17-PD/ A5-CIR 4. Add risks, issues and quality records

17.4.3 Update the Business Case 1. Reassess organisational risk appetite & capacity, current aggregate project

risk and tolerances 2. Revise the A1-Benefits Review Plan & add any realised benefits or affect of

RFCs and changes to business context, realistic targets et.al.

17.4.2 Update the Project Plan 1. Apply progress from last stage,

refinements from new stage-plan, changes to end-point, impacts of Risk, Issue & Changes, P2 tailoring needs, Strategy, Control or team changes

17.4.5 Produce an Exception Plan 1. Note exception processing vs. issue records 2. Update PID as useful vs. {CQE/ AC, Approach,

Strategies, Controls, Role holders } 3. Consider A10-Exception Report and Create the

exception plan to cover products in scope of exception stage & create A5-CIR/ A17-PD/ A23-QR as required – perhaps update PBS/ PFD too!

4. Update A12-IR+A25-RR as required

A20 PID {All, A16-PjPlan} A14 Lesson Log

A5 Configuration Item Records

A9 End Stage Report { A15-Lesson Report, Follow-On-Action-Recommendations }

A20-PID { A2-Business Case}

A20-PID {A16-Project Plan }

A20-PID {A4-Communications Management Strategy }

A18-Product Status Account A14-Lesson Log


A16-Exception Plan { A17-Product Description}

17.4.4 Report Stage End 1. Seek project board approval to

continue vs. Pj Plan, A2-Business Case and risks

2. Provide comments on current stage under and over achievements: Benefits/ Team/ R+I/ Products produced, Quality Reviewed & Handed over to all noted in the A4-CmMS

3. Suggest FOARs 4. Create a A15-Lesson Report if useful

A10-Exception Report

A12-Issue Register A25-Risk Register

(next) A-16-Stage Plan { A17-Product Description }

• Request to approve [next stage/ exception] plan


A23 Quality Register

A20 PID Stage boundary

approaching



Exception Plan request

(current) A16-Stage Plan


A23-Quality Register P:PS

SB:P:2-4 The activities within SB and the responsibilities within them 17.4.1 17.4.2 17.4.3 17.4.4 17.4.5 SB:P:2-5 How the seven themes may be applied within the SB process 17 PG:P:2-, End Stage Report, Exception Report, Lessons Report A.14.2 A.9.2 A.10.2 A.15.2, 13.4.3-5, 17.4.4, C/Table 10.2






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16.4 MP

14.4 IP 17.4 SB

15.4 CS

17.4. 15.4 CS

17.4. CS 18.4 CP

12.4 SU

13.4 DP

13.4.3 Authorise a Stage or Exception Plan (DP3)

13.4.3 Authorize a Stage (or Exception) Plan (13.4.3) 1. Decide whether to continue (commit resources, set

tolerances on stage) or request a re-plan or close the project, based on:

2. Review/ Approve A9-End Stage Report (& Pass on FOAR), check any Lessons Reports, Risk level

3. Verify any product handovers (into operations and maintenance via Config management) are sustainable in use and approve

4. Approve Stage/ Exception Plan, All new product descriptions 5. Verify Project plan, Strategies, Controls and Role

assignment viability, Business Case, Benefits Review plan – Update PID if Req’d

• Request to approve next Stage Plan • Request to approve Exception Plan A20 Project Initiation Documentation A9 End Stage Report {

optnl. A15 Lessons Report optnl Follow On Action Recommendation }

A16 (next) Stage Plan or Exception Plan


• Stage Authorisation or • Exception Plan Authorisation

• Project Status Report Interested Parties

• Confirm Approval of Specialist Product A-E/SU/SS, (R)-PM/PA, TM-(P)


A20 Approved if updated PID A9 Approved (current) End Stage

Report { Distribute A15 Lessons Report, Distribute Follow On Actions R’cmdtn }

A16 Approved Stage Plan A1 Approved if updated Benefits

Review Plan

update DoubleHeaded Create If you think embedding and tailoring to combine Project Brief and PID is a good idea, combining A12 and A25 is a good idea (Risk & Issues) we can help – please contact us






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1st Specialist Stage

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12.4. 13.4.

17.4. 18.4.

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16.4. 16.4. A26-Wk-Pkg


16.4.1 Accept a Work Package 16.4.2 Execute a Work Package Create Specialist Products Obtain Approval Records

A26-Work Package Notice of Completed Work-Package

A5-Configuration Item Record Update A23-Quality Register

A3-Checkpoint Report A23-Quality

Register

A16 Stage Plan

A23-Quality Register 15.4.2 Review Work Package Status 15.4.3 Receive completed Work Packages

15.4.1 Authorize a Work Package A5 Configuration Item Record P-PS, A-PM, (R)-TM, R-PA

A16-Stage Plan


• Stage Authorisation or Exception Plan Approved

A16-Team Plan A16-Team Plan

A16-Stage Plan{ A17-Product Descriptions}

A20-PID {Pj Controls, A22-QMS, A6-CfgMS }


update

DoubleHeaded

Create

CS PMs Day Job and A11-HighLight F:2-4+5 PG:P:2-9

15.4.8 Take corrective action 1. Assess board guidance or Issue 2. Identify possible responses 15.4.4 Review stage status (At frequency defined in stage plan)

1. Check progress from A5-CIRs & A23-QR, Check resource status, Assess forecasts vs baseline & update plans as req’d,

2. Authorise new or amended A26-WkPkg 3. Ensure handover of any Release of CIs fully actioned 4. As triggered: Respond to the project board/ Log & Analyse

Issues or Risks, Escalate Issue, Log lessons 5. Trigger Comms as per A4-CmMS 6. Trigger Managing Stage Boundaries/ Closing a Project

A14-Lesson Log

A20-PID { A2-BC, A16-PjP, A1-BnftsRvwPln } • Corrective Actions

Request for Advice

A7 Daily Log

Corrective action

New Work-Package

A12-IR+A25-RR

A13 Issue Report

Project End Approaching


18.4.1-4 (18.4.)

Stage Boundary Approaching

17.4.1-4 (17.4.)

A5 Configuration Item Record P-PS, A-PM, (R)-TM, R-PA

15.4.5 Report highlights 1. Consolidate all info from [15.4.4 Review the stage status]

and [15.5.8 Take Corrective action] into a Highlight Report 2. Check outstanding items from previous report 3. Distribute to list in, & at frequency in A4-CmMS

A12-IR+A25-RR A14-Lesson Log • Previous A11-Highlight Reports A20 PID {A4-CmMs}

A11 Highlight Reports

A16 Stage Plan

A23 Quality Register A18 Product Status Account A3 Checkpoint Report

Tolerance Threat Project Bd Advise

CS:P:2-5 How the seven themes may be applied within the CS process 15 CS:P:2-4 The activities within CS and the responsibilities within them 15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8

PG:P:2-9 [ Apdx-A] entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End Project Report, Lessons Report A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2 MP

Esc






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14.4.

17.4.

CS 17.4. CS 17.4. CS 18.4.

13.4.

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12.4.

13.4.4 Give ad hoc direction DP4

13.4.4 Give ad hoc direction 1. Respond to Request for advice/ Highlight Report, Issue Report/ Exception

Report/ External trigger (eg CoPM change project mandate!)/ Board role change/ Or on a Whim

2. Review trigger, Seek input from or inform relevant groups (eg CoPM) to ensure continuing validity of business case, progress to plans

3. Decide within project tolerances: request an Exception Plan/ Change stage tolerance/ Grant concession/ Address problem personally/ For RFCs: Accept (agree to resource & funds), Reject (stick with current plan, scope & benefits), Defer, Reject, Ask for clarification

4. Advise (interfere with) project manager, Eg in response to request for assistance in a Highlight Report or advise of CoPM actions

• Project manager request for advice • Exception Raised • Corporate advice & decisions A11-Highlight Reports A10-Exception Report A13-Issue Report

• Project board request for advice


Interested Parties

• Change of context


• (raise) New Issue R-Copm, E/ SU/ SS, (P)-PM, R-PA

• Exception Plan Request • Project Board advise






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12.4. 13.4.

17.4 SB

18.4.

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CS

16.4. 16.4.

CS to MP F:2-4+5 and MP:F:2-4+5

15.4.2 Review Work Package Status 1. Update the Stage Plan from all A3-ChkPts and

Team Plans for all current A26-WkPkgs at agreed frequency and formality

2. Check A23-QR & A5-CIR 3. Assess ETCs (apply EVA)

15.4.1 Authorize a Work Package 1. PM & TM agree new/ amended A26: CIs created &

A17-PDs, Development process & Quality Reviews 2. Agree Constraints & tolerances, Controls, Reporting,

Comms interfaces, Escalations & Handover 3. Set CIRs to “WIP”

15.4.3 Receive completed Work Packages 1. Check vs A17-PD & A23-QR that all

Quality Reviews are passed 2. Update Stage Plan & A5-CIR status to

“Releasable”


• Stage Plan{ Product Descriptions} A20-PID {Pj Controls, A22-QMS, A6-CfgMS } • Team Plan

A5-Configuration Item Record P-PS, A-PM, (R)-TM, R-PA

A12-Issue Register


Stage Authorisation or Exception Plan Approved

• Corrective Action • New Work-Package

A25-Risk Register

A16-Stage Plan P-PM, R-PA

16.4.3 Deliver a Work Package 1. Check all quality activity noted as

“complete” in A23-Quality Register, All approvals obtained

2. Update A16-Team Plan 3. Deliver products as per A26-WkPkg 4. Notify PM A26-WkPkg completed

16.4.2 Execute a Work Package 1. Do the Real Work! follow A26-WkPkg process & A17-PD quality

criteria 2. Obtain product approvals, handover products 3. Maintain comms req’d by A26-WkPkg 4. Update A23-QReg & A5-CIR as specified in A26-WkPkg 5. Raise issue vs. A26-WkPkg tolerance 6. Raise risks or lessons observed 7. Hold Checkpoints, Assess status vs Team Plan, raise A3-

Checkpoint Report to PM

16.4.1 Accept a Work Package 1. PM & TM agree what can reasonably be delivered in

constraints (if required, by creating a Team plan) 2. Agree: reporting of WIP & completion,

Agree: Quality Reviews required, Agree: CI handover/ approval, Agree: Tolerances & escalation

3. Add any risks

Authority to deliver a A26-Wk-Pkg

A26-Wk-Pkg

A16-Team Plan A26-Work Package Notice of Completed

Work-Package

A5-Configuration Item Record

A20-PID

Approve A26-Work Package

A3-Checkpoint Report

A26-Wk-Pkg

A23-Quality Register

A16-Stage Plan


Update/Raise New Risks & Issues A16-Team Plan

Team Plan

Created Specialist Products Obtain Approval Records

Update A23-Quality Register

update DoubleHeaded Create

CS:P:2-5, MP:P:2-4 How the seven themes may be applied within the CS & MP 15, 16

CS:P:2-4 MP:P:2-5 The activities within CS & MP and the responsibilities within them 15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8 and 16.4.1 16.4.2 16.4.3

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PG:P:2-9 [ Apdx-A entries,] life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End Project Report, Lessons Report A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2






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16.4. 16.4.



A16-Stage Plan{ A17-Product Descriptions} A5 Configuration Item Record

P-PS, A-PM, (R)-TM, R-PA New A26-Work-Package A20-PID {Pj Controls, A22-QMS, A6-CfgMS }

A26-Wk-Pkg 16.4.3 Deliver a Work Package

16.4.1 Accept a Work Package 16.4.2 Execute a Work Package Create Specialist Products

Obtain Approval Records

A26-Work Package Notice of Completed Work-Package

A5-Configuration Item Record

A23-Quality Register A3-Checkpoint Report


A16 Stage Plan


15.4.2 Review Work Package Status 15.4.3 Receive completed Work Packages 15.4.1 Authorize a Work Package A16-Stage Plan

A16-Team Plan

A16-Team Plan update

DoubleHeaded

Corrective Action

CS & PG A10-Exception Handling PG:P:2.9

15.4.6 Capture and examine issues and risks 1. Log I or R to Reg. or A7-Daily Log per A6 or A24 2. Assess the I or R vs Plans & A2-Business Case 3. Identify possible responses 4. Assess Stg-Status & schedule corrective actions

Ask advice or escalate if outside PM tolerance 5. Report per A6/A24 & A4 eg external parties

15.4.7 Escalate issues and risks 1. Alert the project board ASAP ahead of 2) 2. Assess deviation’s outlook, possible

responses and impacts vs Plans and A2-Business Case

3. Raise an A10-Exception Report to board

A20 PID {A4-CmMS, A6-CfMS, A24-RMS, A2-Business Case, A16-Pj Plan }

• Request for Advice

• Exception Raised

A10 Exception Report

A13 Issue Report

Project Board request for advice

CoPM

Premature close

Project Level Tolerance Threat

Capture Examine Propose Decide Implement

Exception Plan request

New Issue

or Risk

Raise New Issue

Raise New Issue

New Issue or Risk

17.4.5,2-4 (SB)

A12 Issue Register

A20-PID { A1-BnftsRvwPln }


A7 Daily Log

• Corrective Action

A13 Issue Report A12 Issue Register

A25-Risk Register

A16 Stage Plan

A20 PID { A2-Business Case, a16-Project Plan }

A16 Stage Plan

• Tolerance Threat

15.4.4 Review stage status 1. As triggered: Respond to the project

board/ Log & Analyse Issues or Risks, Escalate Issue, Log lessons

15.4.5 Report highlights Request for Advice

A7 Daily Log A11 old Highlight

Reports A20 PID {A4-CmMs} A16 Stage Plan A12 Issue Register A15 Lesson Report

A11 Highlight Reports


Project End Approaching

18.4.1,3-5 (CP)

Stage Boundary Approaching

17.4.1-4 (SB)

A14-Lesson Log

Project Bd Advise

A3 Checkpoint Report A23 Quality Register A18 Product Status Account

A5-CIR

18.4.2-5 (CP)

MP

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16.4.

14.4.

17.4.

CS 17.4. CS 17.4. CS 18.4.

13.4.

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12.4.

13.4.4 Give ad hoc direction DP4

13.4.4 Give ad hoc direction 1. Respond to Request for advice/ Highlight Report, Issue Report/ Exception

Report/ External trigger (eg CoPM change project mandate!)/ Board role change/ Or on a Whim

2. Review trigger, Seek input from or inform relevant groups (eg CoPM) to ensure continuing validity of business case, progress to plans

3. Decide within project tolerances: request an Exception Plan/ Change stage tolerance/ Grant concession/ Address problem personally/ For RFCs: Accept (agree to resource & funds), Reject (stick with current plan, scope & benefits), Defer, Reject, Ask for clarification

4. Advise (interfere with) project manager, Eg in response to request for assistance in a Highlight Report or advise of CoPM actions

• Project manager request for advice • Exception Raised • Corporate advice & decisions A11-Highlight Reports A10-Exception Report A13-Issue Report

• (raise) New Issue R-Copm, ESUSS, (P)-PM, R-PA

• Exception Plan Request • Project Board advise

• Project board request for advice


Interested Parties

• Change of context






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15.4 CS

18.4 CP.

16.4 MP.

CP P:2-4 5

18.4.1 Prepare planned closure 1. Track actuals into the Pj-Plan 2. Check all products approved by authority in the

A17-Product Description or have a concession 3. A21-Project Product Description’s AC met 4. Advise board to release resources back to CoPM

18.4.2 Prepare premature closure 1. Check A18-PSA for un-deliverable products 2. Salvage what can be, make safe what cannot ,

Create an ‘exception plan’ if useful for safe & save work

3. Advise CoPM of “gap” created by project’s premature end

4. Update A12-Issue Register/ A13-Issue Report as useful

5. Track actuals into Pj-plan 6. Advise board to release resources back to CoPM

18.4.3 Hand over Products 1. Prepare FoAR for incomplete products/ issues/ risks/

concessions for appropriate audiences 2. Ensure A1-Benefits Review Plan covers all future

benefits 3. Ensure products have or will meet A6-CfMS handover

stipulations for Support including “newly operational peaks” (perhaps under an SLA – a product in pj scope!)

4. Confirm (secure records of) all acceptances eg Ops 5. Transfer responsibility from the project 6. Mark A5-CIRs “released”

18.4.5 Recommend project closure 1. Send board closure recommendation and draft closure notification 2. Communicate to stakeholders (as per A4-CmMS) for best ‘press’ 3. Close logs & registers, secure project records in the Config.

Management System for future audits

18.4.4 Evaluate the Project 1. Compare the A20-PID as approved at [13.4.2 Authorise a Project],

the current version of the PID and Risks/ Issues etc in between 2. Facilitate team discussion of events: normal/ good/ bad, of methods/

tools/ procedures/ strategies/ controls etc used. Record in A8-End Project Report { PM’s report, Performance vs A2-Business Case, constraints and tolerance, performance of: the team & the products (plus FoAR). Document context for premature closure

3. Record Lessons observed & agree the recipient. Inc. tailoring of P2 4. Capture Change, Quality & Estimating statistics

Project end approaching

A20-PID { A4-CmMS } Close A12-Issue Register A25-Risk Register A23-Quality Register A7-Daily Log A14-Lesson Log

A20-PID { A6-CfMS }

A5-CIR A1-Benefits Review Plan

A20-PID A14-Lesson Log

A8-End Project Report { A15-Lesson Report }

Premature close

A20 PID { A16-Pj Plan } A18 Product Status Account A20 PID { A16-Pj-Plan }



A25-Risk Register A12-Issue Register

• Create Additional work estimates

A8-End Project Report { FoAR}

Acceptance records


13.4.5 Authorise Project Closure

Prepare Draft project closure notification

Closure recommendation

CP:P:2-4 The activities within CP and the responsibilities within them 18.4.1 18.4.2 18.4.3 18.4.4 18.4.5 CP:P:2-5 How the seven themes may be applied within the CP process 18 PG:P:2-5 Lessons Log, End Project Report, Lessons Report A.14.2 A.8.2, 13.4.3-5, 18.4.4, C/Table 10.2






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92 13.4.5 Authorize project closure (DP5)

Initiation Stage Delivery Stage 1st Specialist Stage Last Delivery Stage

16.4 MP

14.4 IP 17.4

SB.

15.4 CS

17.4 SB

15.4 CS

17.4 SB

15.4 CS

18.4 CP

12.4 SU

13.4 DP

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13.4.5 Authorize project closure 1. Confirm customer has received all products within A6-Configuration Management Strategy

guidance. Products are under sustainable Support and fully accepted 2. Business case and Post-project A1-Benefits Review Plan are current (update if needed),

resourced and committed 3. Assess latest and original versions of PID & Business case for variances in baselines,

strategies & controls, Costs, Risks and Benefits 4. Review/ Approve End Project Report: note deviations from baselines 5. Confirm who receives FOAR, Lessons (Observed) Report 6. Broadcast project closure notification according to A4-Comms strategy 7. Disband the project teams including the project board

• Closure recommendation • Draft Closure Notification (p211) A20-PID {

updated A2-Business Case} A8-End Project Report { Lessons report FOAR } A1-Benefits Review Plan

• Closure Notification

approved End Project Report { Lesson Report, FOAR }

Approved updated A2-Business Case Approved if updated A1-Benefits Review Plan






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• See Notes Tab for usage permissions (In short personal use is OK, use in paid work hours or for profit needs a license) • Basics to Intermediate

– A short introduction to a structured PM framework with tools & technques for each step for people with a day job who need a useful basic toolkit

– A 15minute (youTube) summary of the technical aspects of building & using Scope/Time/Cost baselines – Animated slides of what the standard Bodies of Knowledge miss out from Rea-World needs – 45 minute overview of PMBoK processes A PMP revision aid – pending release after PMI REP application – A Master Class in how to use MS Project including for Earned Value

• The Way Ahead – #pm_ngt – A New generation of thinking focussed on Outcome Delivery

– Outcome Delivery focussed because success in business needs more than just project management thinking. #pm_ngt integrates D4®, PRINCE2®, PMBoK-G® & Agile

• Lean and 6σ but not the kitchen sink - #pm_ngt = One-Intro to The Holistic Approach, Two-ValueFlashpoints to Backcasting and Three-Product Breakdown to Estimates and Four-Dependencies Critical Path to Schedule to Risk to Baselines and Five-Sanction To Execution and Earned Value & Delivery and Program Office here.

• Advanced courses - Delivery of Value from change (‘cos it isn’t just project management) – Assessment & Recovery of Troubled Projects – Leading Complex Projects – Master-Class in Risk Management – Agile (& Other) Estimating – Project Governance – being finalised, only the first module is included and its rrrrrought!

• And an example of the project governance tools we produce – This one for the UN FAO in Rome – PRINCE2 exam-cram (a revision aid is here and official Practice Exam Questions are Here)

Links To Evaluation & Free for Personal Use Course Materials

See notes tab for commercial terms

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© Logical Model Ltd ©2007 Logical Model Ltd [email protected]

Who Are Logical Model Ltd (LML)?

• Consultancy & training in – Basic structured project management – Tools and techniques for advanced project

& programme management – Leading complex projects – Recovery of struggling projects – Creating & running PMOs – Project risk and quality management – Using Earned Value Analysis – Board briefings on project control &

governance

• Continued… – Dimension Four® Benefits Realisation

Method training and consultancy – PRINCE2® use in the real-world &

PRINCE2® Exam preparation (but only if you insist on exams. I believe they create the wrong focus & actually destroy PM value to a business)

– Implementing IT Governance using the CobiT® Framework

– Implementing Benefits Realisation & Lessons Learned processes

• A niche consultancy that delivers training, mentoring and consulting services around control and governance of project based benefits realisation

– LML’s purpose is to improve the project management state of the art through popularisation of what is common-sense (which I suggest is ‘obvious after it is observed’ not necessarily ‘is widely-known’)

http://www.logicalmodel.net/





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Goodbye

• That is it – Ciao Simon

• PS Free course materials at www.logicalmodel.net/prince2exams

• You will also need to book an exam, see the above link – Check out our prices – if you find anyone cheaper let me know

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