Transcript Title

Trevor Smith
© TSO 2008. Content within this presentation may be subject to change.
Project and
Change Management
Introduction to Project Management
Prince 2 – Foundation
Prince 2 – Practitioner
Prince 2 - Executive overview
International Project Communication
Principles of Change Management
Pearce Mayfield
© TSO 2008. Content within this presentation may be subject to change.
pearcemayfield
Innovative, inspirational,
professional training
and support services
Accredited Training Organisation: PRINCE2, MSP,
Change Management, P3O
Helped develop PRINCE2 & MSP
© TSO 2008. Content within this presentation may be subject to change.
Progress
•
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Nov 06 – Public consultation starts
June 07 – Public Consultation Report issued
Sep 07 – Scoping Document and PDs issued
Oct 07 – Design Review
Nov 07 – Draft Principles reviewed
Dec 07 – Principles updated
Feb 08 – Pilots started
Feb 08 to April 08 - Draft Manuscripts reviewed
April 08 – Project Board approve recommended changes
© TSO 2008. Content within this presentation may be subject to change.
Lead author
Andy Murray Outperform UK Ltd
Authoring team
Nigel Bennett Sun Microsystems
John Edmonds Pearce Mayfield
Bob Patterson Fujitsu Services
Sue Taylor Freelance consultant
Graham Williams GSW Consultancy Ltd
© TSO 2008. Content within this presentation may be subject to change.
Lead reviewer and mentor
Colin Bentley
PRINCE2 Chief Examiner 1998–2008
PRINCE 2 reference group
14
PRINCE 2 – 2009 project governance
6
Change control panel
5
Reviewers
93
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Reasons For Change - mandate
NB, Core Manual size raised to <275 (April 08)
© TSO 2008. Content within this presentation may be subject to change.
Reasons for change - context
Common Glossary (updated)
ITIL
User
group
itSMF
Guides
Models
Portfolio,
Programme and
Project
Management
Maturity Model
(P3M3)
In Development
Updated 2007
Portfolio,
Programme
and Project
Office
(P3O)
Gateway®
Updated 2007
M_o_R®
In Development
Portfolio Guide
Updated 2007
Refresh pending
PRINCE2™
Maturity Model
(P2MM)
MSP programme
Refresh underway
PRINCE2™ project
TSO Publishing partner ITIL PPM
Project management for refresh
© TSO 2008. Content within this presentation may be subject to change.
APMG Accreditation partner ITIL
PPM Exams, training, consultants
PPM
User
group
BPUG
Proposed Approach
P3O
P3M3
Business Benefits Through
Project & Programme Management
PRINCE2
& DSDM
P2MM / P2MM Guide
Managing Successful
Projects Using
PRINCE2
Think PRINCE2
MSP
Study Guides
Directing Successful
Projects Using
PRINCE2
M_o_R
Pocket Book
ITIL
Checklists
Method
Templates
Case Studies
Knowledge Centre
© TSO 2008. Content within this presentation may be subject to change.
A project is a temporary organization that
is created for the purpose of delivering one
or more business products according to an
agreed Business Case.
PRINCE 2 – refresh What’s new?
© TSO 2008. Content within this presentation may be subject to change.
Summary of changes
2005
2009
Principles
-
7 Principles
Themes
8 Components
7 Key Themes
Processes
8 Processes
7 Processes
Sub-processes
45 sub-processes
-
Techniques
3 techniques
Cross-references to other
BoKs including ‘soft’ aspects
Management Products
36 products
27 products
The Project Environment
-
Context rich
Trouble-shooting
Hints & Tips
Hints & Tips in FAQ style
© TSO 2008. Content within this presentation may be subject to change.
The New PRINCE 2 Manual
1 The principles (Chapter 2)
These are the guiding obligations and good practices which determine
whether the project is genuinely being managed using PRINCE2.
There are seven principles and unless all of them are applied,
it is not a PRINCE2 project.
2 The themes (Chapters 3 to 10)
These describe aspects of project management that must be addressed
continually and in parallel throughout the project.
The seven themes explain the specific treatment required by PRINCE2
for various project management disciplines and why they are necessary.
3 The processes (Chapters 11 to 18)
These describe a step-wise progress through the project lifecycle from
getting started to project closure. Each process provides checklists of
recommended activities, products and related responsibilities.
4 Tailoring PRINCE2 to the project environment (Chapter 19)
This chapter addresses the need to tailor PRINCE2 to the specific context
of the project. PRINCE2 is not a ‘one size fits all’ solution; it is a flexible
framework that can readily be tailored to any type or size of project.
© TSO 2008. Content within this presentation may be subject to change.
Tailoring PRINCE2 to the project environment
PRINCE2 is tailored to suit the project’s environment,
size, complexity, importance, capability and risk.
To ensure that all those people involved with
the project understand how PRINCE2 is to be used,
the Project Initiation Documentation should state how
the method is being tailored for that particular project.
© TSO 2008. Content within this presentation may be subject to change.
What are Principles?
• Principles are:
– Universal
– Self Validating
– Empowering
“A guiding obligation for good practice”
© TSO 2008. Content within this presentation may be subject to change.
The PRINCE 2 Principles
Business Justification
A PRINCE2 project has continued business justification
Learn Lessons
A PRINCE2 project learns from previous experience
(lessons are sought and recorded throughout)
Roles & Responsibilities
A PRINCE2 project has defined and agreed roles and
responsibilities with an organisation structure that engages
the business, user and supplier stakeholder interests
Managed by Stages
A PRINCE2 project is planned, monitored and controlled on
a stage by stage basis
Managed by Exception
A PRINCE2 project defines tolerances for each project
objective to establish limits of delegated authority
Product Focus
A PRINCE2 project focuses on the definition and delivery of
products, in particular their scope and quality requirements
Tailored
A PRINCE2 project tailors the method to suit its size,
environment, complexity, importance, capability and risk
© TSO 2008. Content within this presentation may be subject to change.
PRINCE 2 Processes
Processes
Activities
Recommended
Actions
“The processes provide the lifecycle based
list of project management activities”
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Activities
Initiating a Project
activities are Project-Manager-oriented and comprise:
•Prepare the Risk Management Strategy
•Prepare the Configuration Management Strategy
•Prepare the Quality Management Strategy
•Prepare the Communication Management Strategy
•Set up the project controls
•Create the Project Plan
•Refine the Business Case
•Assemble the Project Initiation Documentation
© TSO 2008. Content within this presentation may be subject to change.
Process Model
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PRINCE 2 Processes
Stage
Preproject
Process
Starting Up a Project
Directing a Project
Initiating a Project
Controlling a Stage
Managing Product Delivery
Managing a Stage Boundary
Closing a Project
= process applies
= process optional
© TSO 2008. Content within this presentation may be subject to change.
Initiation
Stage
Stage
2, 3, etc
Final
Stage
What are Key Themes?
• Key Themes are:
– aspects of project management that need to be
continually addressed. They are not one off
activities
And
– aspects of project management that requires
specific treatment for the PRINCE2 processes to be
effective
“If the processes are considered as the time-based activity list then the
Key Themes are the reference manual. If the process requires action
the Key Theme provides guidance on how it should be done.”
© TSO 2008. Content within this presentation may be subject to change.
The PRINCE 2 Key Themes
Business Case
Defining the business objectives (the why)
Organisation
Establishing the structure of accountability and
responsibilities (the who)
Quality
Defining and verifying products that are fit-for-purpose (the
what)
Plans
Defining the means of delivering the products (the where and
how, and estimating the when and how much)
Risk
Identifying, assessing and controlling uncertainty (what if)
Change
Managing the integrity of products and making decisions on
issues which may affect the objectives
Progress
Monitoring the achievement of objectives and making
decisions based on actual and forecast progress
© TSO 2008. Content within this presentation may be subject to change.
The Project Environment
Embedding
Tailoring
Done by the organisation to adopt PRINCE2
Done by the project to adapt the method to the
project context
- team capabilities
- corporate/programme standards (e.g. procurement)
- industry sector (e.g. private/public)
- type of project (e.g. R&D, Construction)
- size of project
- multi-organisation
- within a programme
- customer/supplier commercial context
- working with other methods and frameworks
Focus on:
- process ownership
- scaling rules / guidance (e.g. score card)
- Standards (templates, definitions)
- training and development strategy
- integration with business processes
- tools
- process assurance
Focus on:
- roles & responsibilities to allocate
- management products to use and how
- number, length and nature of stages
- reporting and reviewing
- tolerances
Guidance in PRINCE2 Maturity Model
Guidance in the Method
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Management Products
• Philosophy
–
–
–
–
designed for typical projects
can be scaled up
can be scaled down
Any ‘nesting’ is explicit
• Will be supported by a set of templates
– with embedded guidance
– and quality criteria
“PRINCE2 requires information and decisions, not documents and meetings”
© TSO 2008. Content within this presentation may be subject to change.
Baseline management products
are those that define aspects of the project and,
once approved, are subject to change control.
These are:
A.1 Benefits Review Plan
A.2 Business Case
A.4 Communication Management Strategy
A.6 Configuration Management Strategy
A.16 Plan (covers Project-, Stage- and Team-level Plans)
A.17 Product Description
A.19 Project Brief
A.20 Project Initiation Documentation
A.21 Project Product Description
A.22 Quality Management Strategy
A.24 Risk Management Strategy
A.26 Work Package.
© TSO 2008. Content within this presentation may be subject to change.
Records
are dynamic management products that maintain
information regarding project progress.
These are:
A.5 Configuration Item Records
A.7 Daily Log
A.12 Issue Register
A.14 Lessons Log
A.23 Quality Register
A.25 Risk Register.
© TSO 2008. Content within this presentation may be subject to change.
Reports
are management products providing
a snapshot of the status of certain
aspects of the project.
These are:
A.3 Checkpoint Report
A.8 End Project Report
A.9 End Stage Report
A.10 Exception Report
A.11 Highlight Report
A.13 Issue Report
A.15 Lessons Report
A.18 Product Status Account.
© TSO 2008. Content within this presentation may be subject to change.
PRINCE2 and a Body of Knowledge
PRINCE2
Body of Knowledge
A project management method.
A broad collection of ‘good practices’
for project management.
Prescriptive.
Non-prescriptive.
An integrated set of processes and
Each topic area can be referred to in
themes (they are not isolated silos that isolation of others.
can be selectively applied).
Covers all project management roles.
Targeted at Project Managers.
Does not cover interpersonal skills.
Covers interpersonal skills.
References techniques
Describes techniques
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The Contents of a Business Case
The Business Case should describe the reasons
for the project based on estimated costs,
risks and expected benefits. It typically contains:
1.
2.
3.
4.
5.
6.
7.
8.
9.
An executive summary
Reasons
Business options
Expected benefits
Expected dis-benefits
Timescale
Costs
Investment appraisal
Major risks.
© TSO 2008. Content within this presentation may be subject to change.
New
PRINCE 2
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[email protected]
© TSO 2008. Content within this presentation may be subject to change.
Tel: 00420 777013 806