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Prince2 Methodology

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Prince2 Methodology

  1. 1. PRINCE2
  2. 2. Contact Details Cell Phone: 250-507-4343 Victoria , BC Canada [email_address] 15 years healthcare specialist experience and practice management consulting. Utilizing extensive industry experience within medical equipments, IT healthcare (PACS/RIS/CIS & CVIS), pharma, biotech, clinical research and healthcare to execute and implement certain process as well as methodology into diverse operational roles at all organizational levels.
  3. 3. PRINCE <ul><li>PRINCE stands for P rojects IN C ontrolled E nvironments . </li></ul><ul><li>Designed to meet the Central Computer and Telecommunications Agency’s (CCTA) desire for better project management in Government IT departments. </li></ul>
  4. 4. PRINCE2 <ul><li>PRINCE 2 is ‘son of PRINCE.’ </li></ul><ul><li>Introduced in October 1996, it is targeted at any project. </li></ul><ul><li>It is incredibly laborious, and does not guarantee on-time, on-cost projects. But then, nothing does... </li></ul>
  5. 5. The Approach <ul><li>PRINCE 2 sets out a series of interlocking processes, which define inputs and outputs at different stages of the project. </li></ul><ul><li>The idea is to leave nothing to chance. </li></ul><ul><li>Designed to generalise PRINCE to apply to any project. </li></ul><ul><li>Onerous for small projects. </li></ul>
  6. 6. A PRINCE2 Project <ul><li>Solves a business need </li></ul><ul><li>Has a defined, unique set of products </li></ul><ul><li>Has corresponding activities to construct the products </li></ul><ul><li>Has the necessary resources </li></ul><ul><li>Has a finite lifespan </li></ul><ul><li>Sets up an organisational structure with defined responsibilities </li></ul>
  7. 7. PRINCE Philosophy <ul><li>Adds emphasis on:- </li></ul><ul><ul><li>A planning method that derives the needed activities from the defined end products </li></ul></ul><ul><ul><li>Controls which deliver the desired quality, schedule and cost </li></ul></ul><ul><ul><li>A statement of the steps (or processes ) required to start, control, and conclude a project. </li></ul></ul>
  8. 8. PRINCE2 method
  9. 9. <ul><li>7 principles </li></ul><ul><li>7 themes </li></ul><ul><li>7 processes </li></ul><ul><li>8 duties and behaviours for the project board </li></ul><ul><li>8 project roles </li></ul><ul><li>2 guides </li></ul><ul><li>2 detailed techniques </li></ul><ul><li>33 referenced techniques </li></ul><ul><li>26 management products </li></ul><ul><li>6 performance targets </li></ul><ul><li>More than 20 pages of guidance on tailoring </li></ul>PRINCE2 method
  10. 10. PRINCE2 Principles Business Justification A PRINCE2 project has continued business justification Learn from experience PRINCE2 project teams learn from previous experience (lessons are sought, recorded and acted upon throughout the life of the project) Roles & Responsibilities A PRINCE2 project has defined and agreed roles and responsibilities with an organisation structure that engages the business, user and supplier stakeholder interests Manage by Stages A PRINCE2 project is planned, monitored and controlled on a stage by stage basis Manage by Exception A PRINCE2 project has defined tolerances for each project objective to establish limits of delegated authority Product Focus A PRINCE2 project focuses on the definition and delivery of products, in particular their quality requirements Tailor PRINCE2 is tailored to suit the project’s size, environment, complexity, importance, capability and risk
  11. 11. PRINCE2 Themes Business Case Establish mechanisms to judge whether the project is (and remains) desirable, viable and achievable as a means to support decision-making in its continued investment. Why? Organisation Define and establish the project’s structure of accountability and responsibilities. Who? Quality Define and implement the means by which the project will create and verify products that are fit-for-purpose. What? Plans Facilitate communication and control by defining the means of delivering the products Where and how by whom, and estimating the when and how much? Risk Identify, assess and control uncertainty, and as a result improve the ability of the project to succeed. What if? Change Identify, assess and control any potential and approved changes to baselined objectives. Only if? Progress Establish mechanisms to monitor and evaluate actual achievements with planned in order to provide a forecast for the project objectives, including its continued viability. Where are we now? Where are we going? Should we carry on?
  12. 12. What are Key Themes? <ul><li>Key Themes are: </li></ul><ul><ul><li>aspects of project management that need to be continually addressed. They are not one off activities </li></ul></ul><ul><ul><li>And </li></ul></ul><ul><ul><li>aspects of project management that requires specific treatment for the PRINCE2 processes to be effective </li></ul></ul>
  13. 13. PRINCE2 Processes Processes Activities Recommended Actions “ The processes provide the lifecycle based list of project management activities”
  14. 14. PRINCE2 Processes Starting Up a Project Directing a Project Managing a Stage Boundary Managing a Stage Boundary Closing a Project Initiating a Project Controlling a Stage Controlling a Stage Managing Product Delivery Managing Product Delivery Corporate or Programme Management Directing Managing Delivering Pre-project Initiation stage Subsequent delivery stage(s) Final delivery stage
  15. 15. PRINCE2 Processes = process applies = process optional Pre-project Initiation Stage Stage 2, 3, etc Final Stage Stage Process Starting Up a Project Directing a Project Initiating a Project Controlling a Stage Managing Product Delivery Managing a Stage Boundary Closing a Project
  16. 16. Role Descriptions <ul><li>8 roles </li></ul><ul><li>Role Descriptions oriented to product responsibilities </li></ul><ul><li>Role Descriptions include suggested competencies </li></ul>PRINCE2 organization structure
  17. 17. Program Manager Project Managers Team Members Team Leaders
  18. 18.
  19. 19. Highest Authority and Represents the Interests Of All Parties For Duration of the Project These Are Roles and Not Positions And Can Be Combined or Expanded Project Board
  20. 20. <ul><li>Executive </li></ul><ul><li>Senior User </li></ul><ul><li>Senior Supplier </li></ul>Top Management Project <ul><li>Mandate </li></ul><ul><li>Direction </li></ul><ul><li>Control </li></ul>Project Board
  21. 21. Project Board Executive <ul><li>Chairs the Project Board </li></ul><ul><li>Owns the Business Case </li></ul><ul><li>Ensure value for money </li></ul><ul><li>Conflict resolution </li></ul>
  22. 22. Project Board Senior User(s) <ul><li>Represent user interests </li></ul><ul><li>Large projects more than one </li></ul><ul><li>User specification </li></ul><ul><li>Monitor product delivery </li></ul>
  23. 23. Project Board Senior Supplier(s)) <ul><li>Secure specialists </li></ul><ul><li>Build deliverables </li></ul><ul><li>Facilitate implementation </li></ul><ul><li>Procurements as required </li></ul>
  24. 24. <ul><li>Project Manager: </li></ul><ul><ul><li>Reports to Project Board </li></ul></ul><ul><ul><li>Ensure delivery on time, on budget, quality and fit for purpose (specification) </li></ul></ul><ul><li>Project Manager thus: </li></ul><ul><ul><li>Plans </li></ul></ul><ul><ul><li>Lead and motivate </li></ul></ul><ul><ul><li>Relationship management and liaison </li></ul></ul><ul><ul><li>Assigns responsibility </li></ul></ul>
  25. 25. Project Environment Embedding Tailoring Done by the organisation to adopt PRINCE2 Done by the project team to adapt the method to the context of a specific project <ul><li>Focus on: </li></ul><ul><li>process responsibility </li></ul><ul><li>scaling rules / guidance (e.g. score card) </li></ul><ul><li>Standards (templates, definitions) </li></ul><ul><li>training and development strategy </li></ul><ul><li>integration with business processes </li></ul><ul><li>tools </li></ul><ul><li>process assurance </li></ul><ul><li>learning lessons (corporately) </li></ul><ul><li>Focus on: </li></ul><ul><li>Adapting the themes (through the strategies and controls) </li></ul><ul><li>Incorporating specific terms/language </li></ul><ul><li>Revising the Product Descriptions for the management product s </li></ul><ul><li>Revising the role descriptions for the PRINCE2 project roles </li></ul><ul><li>Adjusting the processes to match the above </li></ul>Guidance in PRINCE2 Maturity Model and P3O Guidance in the Method
  26. 26. Project Board Guidance
  27. 27. Transition plans 30% of policies Design of financial statement Business requirements 70% of policies Policy Training Change management communications Learning strategy Communications strategy Learning framework Change management strategy Workload analysis Change Management Testing & systems integration Reports Data conversion tools Customization Prototype for key business areas Functional specs for key business areas IT Project Board Guidance
  28. 28. <ul><li>Less prescriptive </li></ul><ul><li>Greater emphasis on seeking lessons </li></ul><ul><li>Greater emphasis on product quality </li></ul><ul><li>Greater emphasis on Business Case an Benefits </li></ul><ul><li>Fewer management products – more easily scaled </li></ul><ul><li>More guidance on tailoring </li></ul><ul><li>Improved guidance on tolerances </li></ul><ul><li>More guidance for Project Board members </li></ul><ul><li>Revised approach to issues and changes </li></ul><ul><li>Revised terminology </li></ul>Project Board Guidance
  29. 29. Tolerances Tolerance Areas Project level Tolerances Stage level Tolerances Work Package level Tolerances Product level Tolerances Time +/- amounts of time on target completion dates Project Plan Stage Plan Work Package NA Cost +/- amounts of planned budget Project Plan Stage Plan Work Package NA Scope Permitted variation of the scope of a project solution, e.g. MoSCoW prioritisation of requirements (‘ M ust have, S hould have, C ould have, W on’t have now’). Project Plan Stage Plan Work Package NA Risk Limit on the aggregated value of threats (e.g. expected monetary value to remain less than 10% of the plan’s budget); and Limit on any individual threat (e.g. any threat to operational service) Risk Management Strategy Stage Plan Work Package NA Quality Defining quality targets in terms of ranges, e.g. a product that weighs 300g +/- 10g Project Product Description NA NA Product Description Benefits Defining target benefits in terms of ranges, e.g. to achieve minimum cost savings of 5% per Branch, with an average of 7% across all branches Business Case NA NA NA
  30. 30. Managing Successful Projects Using PRINCE2 - Structure <ul><li>Introduction </li></ul><ul><li>Principles </li></ul><ul><li>Intro to Processes </li></ul><ul><li>Starting Up a Project </li></ul><ul><li>Directing a Project </li></ul><ul><li>Initiating a Project </li></ul><ul><li>Controlling a Stage </li></ul><ul><li>Managing Product Delivery </li></ul><ul><li>Managing a Stage Boundary </li></ul><ul><li>Closing a Project </li></ul><ul><li>Intro to Key Themes </li></ul><ul><li>Business Case </li></ul><ul><li>Organisation </li></ul><ul><li>Quality </li></ul><ul><li>Plans </li></ul><ul><li>Risk </li></ul><ul><li>Change </li></ul><ul><li>Progress </li></ul><ul><li>Project Environment </li></ul><ul><li>Wider Role of the Project Manager </li></ul>A – Product Descriptions B – Product/Process Map C – Roles D – Product Based Planning examples E – Checklists F - Trouble-shooting  
  31. 31. Directing Successful Projects Using PRINCE2 - Structure <ul><li>Introduction </li></ul><ul><li>PRINCE2 Overview </li></ul><ul><li>Project Board Duties and Behaviours </li></ul><ul><li>Directing a Project Activities </li></ul><ul><li>Starting Up a Project </li></ul><ul><li>Authorising Initiation </li></ul><ul><li>Authorising a Project </li></ul><ul><li>Authorising a Stage (or Exception) Plan </li></ul><ul><li>Giving Ad Hoc Direction </li></ul><ul><li>Confirming Project Closure </li></ul><ul><li>Reviewing Benefits </li></ul>A – Role Descriptions B – Product Descriptions C - Trouble-shooting D – Checklists  
  32. 32. PRINCE2 Processes, Themes and Techniques Product Based Planning Technique Change Control Technique Quality Review Technique Business Case Change Control Quality Management of Risk Controls Plans Organisation Managing Product Delivery Planning Corporate or Programme Management Directing a Project Starting Up a Project Initiating a Project Controlling a Stage Managing Stage Boundaries Closing a Project
  33. 33. <ul><li>Business case </li></ul><ul><ul><li>Contains: Reasons, Options considered; Benefits; Risks; Costs and Timescales; Investment appraisal </li></ul></ul><ul><ul><li>Sensitivity analysis: Good, Average, Poor </li></ul></ul><ul><ul><li>Need to (continue to) make sure that system is going to deliver a cost effective solution </li></ul></ul><ul><li>Project Board </li></ul><ul><ul><li>Consists of: </li></ul></ul><ul><ul><ul><li>Executive: representing the Business: does the project meet the needs of the business overall </li></ul></ul></ul><ul><ul><ul><li>Senior user: representing the Users: will the project deliver a useable result (‘fit for purpose’) </li></ul></ul></ul><ul><ul><ul><li>Senior supplier: representing the Supplier(s): responsible for delivery of system </li></ul></ul></ul><ul><ul><ul><li>Project assurance: see below </li></ul></ul></ul><ul><ul><li>Need to make sure that above three constituencies are adequately represented </li></ul></ul><ul><ul><li>Meets periodically review progress/risks/issues </li></ul></ul>PRINCE2 Highlight
  34. 34. PRINCE2 Highlight <ul><li>Project manager (personal view) </li></ul><ul><ul><li>Understands business and technology </li></ul></ul><ul><ul><li>Good communication skills </li></ul></ul><ul><ul><li>Experienced </li></ul></ul><ul><ul><li>Good communication skills </li></ul></ul><ul><ul><li>Efficient and well organised </li></ul></ul><ul><ul><li>Driven </li></ul></ul><ul><ul><li>Good at delegating </li></ul></ul><ul><li>Project assurance </li></ul><ul><ul><li>Independent assessment of the project </li></ul></ul><ul><ul><li>Understands business and technology </li></ul></ul><ul><ul><li>Experienced </li></ul></ul>
  35. 35. PRINCE2 Highlight <ul><li>Project initiation document </li></ul><ul><ul><li>What, why, who, how and when </li></ul></ul><ul><ul><li>Project definition: Objectives, Approach, Scope, Deliverables, Exclusions, Constraints, Interfaces, Assumptions </li></ul></ul><ul><ul><li>Project organisation structure: Team structure, Job descriptions </li></ul></ul><ul><ul><li>Communication plan </li></ul></ul><ul><ul><li>Quality plan </li></ul></ul><ul><ul><li>Project controls </li></ul></ul><ul><ul><li>Initial Business case </li></ul></ul><ul><ul><li>Initial Project plan </li></ul></ul><ul><ul><li>Initial Risk log </li></ul></ul>
  36. 36. PRINCE2 Highlight <ul><li>Stage boundaries </li></ul><ul><ul><li>Set points at which to review previous stage – confirm viability of project </li></ul></ul><ul><ul><li>Review business case </li></ul></ul><ul><ul><li>Plan next stage </li></ul></ul><ul><li>Risk Log </li></ul><ul><ul><li>Risk log: </li></ul></ul><ul><ul><ul><li>Risk Description </li></ul></ul></ul><ul><ul><ul><li>Impact </li></ul></ul></ul><ul><ul><ul><li>Likelihood </li></ul></ul></ul><ul><ul><ul><li>Mitigation: Prevent, Reduce, Transfer, Accept, Provide contingency </li></ul></ul></ul><ul><ul><ul><li>Status </li></ul></ul></ul><ul><ul><ul><li>Outstanding actions </li></ul></ul></ul><ul><ul><li>Brainstorm </li></ul></ul><ul><ul><li>Periodic reviews (e.g. Stage boundaries) </li></ul></ul>
  37. 37. PRINCE2 Highlight <ul><li>Issue Log </li></ul><ul><ul><li>Issues: Request for change; Off-specification; Question; Statement of concern </li></ul></ul><ul><ul><li>Capture: </li></ul></ul><ul><ul><ul><li>Description </li></ul></ul></ul><ul><ul><ul><li>Priority </li></ul></ul></ul><ul><ul><ul><li>Impact analysis </li></ul></ul></ul><ul><ul><ul><li>Decision </li></ul></ul></ul>
  38. 38. Product Based Planning
  39. 39. Product Based Planning
  40. 40. Product Based Planning
  41. 41. Product Based Planning
  42. 42. Product Based Planning
  43. 43. Product Based Planning
  44. 44. Product Based Planning
  45. 45. Risk Management
  46. 46. Benefits of PRINCE2 <ul><li>PRINCE2 can be applied to any type of project </li></ul><ul><li>It provides a common vocabulary and approach </li></ul><ul><li>PRINCE2 integrates easily with industry-specific models </li></ul><ul><li>The product focus clarifies for all parties what the project will deliver </li></ul><ul><li>PRINCE2 applies ‘management by exception’ providing efficient use of senior management time </li></ul><ul><li>It ensures a focus on the continuing viability of the project </li></ul><ul><li>PRINCE2 provides explicit understanding of roles and responsibilities so everyone can answer what is expected of them and what is expected of others </li></ul>
  47. 47. Thank you for your attention! Any Questions?