Transcript Title

Ready, Steady, Go!
Introducing PRINCE2® 2009
Andy Murray, Outperform
PRINCE2 Lead Author
&
Emma Jones, i-Logic Group
PRINCE2 Chief Examiner
Warning: this presentation provides a snapshot of the current approach. As the development is based on
continued user consultation the final result may be different. Always check the website for latest information.
www.best-management-practice.com/PRINCE2Register
© TSO 2008. Content within this presentation may be subject to change.
Content
• PRINCE2 2009 Publications
– Reason for change
– Structure of PRINCE2 2009
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Principles
Processes
Themes
Environment
– What do we need to do?
• PRINCE2 2009 Qualifications
– Exam Strategy
– Foundation Exam Design and Implications
– Practitioner Exam Design and Implications
© TSO 2008. Content within this presentation may be subject to change.
Reasons For Change - mandate
NB, Core Manual size raised to <275 (April 08)
© TSO 2008. Content within this presentation may be subject to change.
An integrated set of products
PRINCE2
Supporting
Guides
Knowledge Centre (on-line)
Pocketbook
Think PRINCE2
Templates
The Method
P2MM Guide
Case Studies
Checklists
Directing Successful
Projects Using
PRINCE2
Managing Successful
Projects Using
PRINCE2
Guides
© TSO 2008. Content within this presentation may be subject to change.
PRINCE2 and
DSDM
etc
Structure of new PRINCE2
© TSO 2008. Content within this presentation may be subject to change.
The 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
© TSO 2008. Content within this presentation may be subject to change.
PRINCE2 Processes
Each one comprises
Processes
Activities
Each one comprises
Recommended
Actions
“The processes provide the lifecycle based
list of project management activities”
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PRINCE2 Processes
Pre-project
Initiation
Stage
Subsequent Stage(s)
Final Stage
DP
Directing
SU
SB
SB
CP
Managing
IP
Delivering
Key:
• SU = Starting Up a Project
• DP = Directing a Project
• IP = Initiating a Project
• SB = Managing a Stage Boundary
• CS = Controlling a Stage
• MP = Managing Product Delivery
• CP = Closing a Project
© TSO 2008. Content within this presentation may be subject to change.
CS
CS
MP
MP
Note:
• SU is used by both the directing and managing layers
• There should be at least two management stages, the first
of which is the initiation stage.
• SB is first used at the end of the initiation stage and
repeated at the end of each subsequent stage except the
final Stage . It is also used to prepare exception plans,
which can be done at any time including in the final stage.
• For complex or lengthy initiation CS and MP can optionally
be used to manage the initiation stage
Example Process
© TSO 2008. Content within this presentation may be subject to change.
The 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
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.
© TSO 2008. Content within this presentation may be subject to change.
Where and how by
whom, and estimating
the when and how
much?
Where are we now?
Where are we going?
The 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
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
• learning lessons (corporately)
Focus on:
• Adapting the themes (through the strategies and
controls)
• Incorporating specific terms/language
• Revising the Product Descriptions for the
management product s
• Revising the role descriptions for the PRINCE2
project roles
• Adjusting the processes to match the above
Guidance in PRINCE2 Maturity Model
Guidance in the Method
© TSO 2008. Content within this presentation may be subject to change.
Directing Successful Projects Using PRINCE2
Be
accountable
– Lifecycle oriented
Provide
unified
direction
Ensure
effective
communication
Support the
project
manager
Approach
• Pre-project
• Project
• Post-project
– Providing
Duties &
Behaviours
Ensure
effective
decisionmaking
Delegate
effectively
Facilitate
crossfunctional
integration
Commit
resources
© TSO 2008. Content within this presentation may be subject to change.
• Example Agenda
• Decision checklist
• Role guidance by
stakeholder perspective
– Business
– User
– Supplier
– Focus on ‘duties &
behaviours”
What changes will affect the way I
manage projects?
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Greater emphasis on seeking lessons
Greater emphasis on product quality
Greater emphasis on Business Case an Benefits
Improved linkages with other OGC products
Fewer management products – more easily scaled
More guidance on tailoring
Improved guidance on tolerances
More guidance for Project Board members
Revised approach to issues and changes
Revised terminology
“Release notes” will be available describing the differences between the
2005 manual and the 2009 manuals
© TSO 2008. Content within this presentation may be subject to change.
PRINCE2 2009
Exam Strategy and Design
© TSO 2008. Content within this presentation may be subject to change.
Exam Strategy– Syllabus Development
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Learning Outcomes Assessment Model
Learning outcomes identified for PRINCE2 2009
High Level Performance Definitions
Qualifications Workshop
– review of learning outcomes with stakeholders
– confirmation of learning outcomes categorisation
– review of what success in the exam is intended to
convey to candidates and organisations
© TSO 2008. Content within this presentation may be subject to change.
Exam Strategy - Exam Design
• NFER recommendations
– Gather validity evidence
– Reconsider use of learning levels
– Reduce non discriminating questions (1/3 of paper)
– Standard setting for pass mark
• Stakeholder Concerns
– Foundation too easy
– Foundation tests recall rather than understanding
– Practitioner too difficult
– Practitioner pass rate
© TSO 2008. Content within this presentation may be subject to change.
Exam Strategy - Exam Design
• Syllabus areas reviewed for
– Inherent difficulties
– Relevance of syllabus area to the
Foundation/Practitioner
– % of the exam the area should represent
© TSO 2008. Content within this presentation may be subject to change.
Foundation Exam – Question Structure
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15 syllabus areas with mapped learning outcomes
Every syllabus area to be tested
Every syllabus area of equal importance and difficulty
Paper structure as per current paper
Pass mark 50% - no change
80 questions in one hour (inc. 4 trial questions)
Greater focus on understanding
© TSO 2008. Content within this presentation may be subject to change.
Practitioner Exam – Question Structure
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15 syllabus areas with mapped learning outcomes
Every syllabus area to be tested
Every syllabus area of equal importance and difficulty
Objective test question styles unchanged
© TSO 2008. Content within this presentation may be subject to change.
Practitioner Exam – Paper Structure
• 9 Questions
• Focus to remain on themes – 7 themes every paper
– in depth examination of application/evaluation of key
concepts
• 2 process questions
– applying or evaluation of actions for scenario and
tailoring of process
• Process syllabus areas to be combined into 3 groups - 2
out of 3 selected in every paper
© TSO 2008. Content within this presentation may be subject to change.
Exam Development – Standard Setting
• 2 day workshops with NFER in Dec and Jan
• Evaluated ‘Direct Consensus’ and ‘Book Mark’ standard
setting methods
• 15-20 stakeholders
• May result in change to Practitioner pass mark
© TSO 2008. Content within this presentation may be subject to change.
Exam – Evaluation
• Pilots – March
– Real candidates comparing 2005 v 2009
– Trial of production processes
– Evaluation of design and question quality
– Score correction and moderation processes
• Beta release
– First 2 weeks papers – results reviewed & may be
modified
– Pass mark confirmed
© TSO 2008. Content within this presentation may be subject to change.
Exam – Implementation
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Launch at the same time as the 2009 Manual
3 month cut-over planned
Pass marks to be aligned
Available in all languages currently offered and online
© TSO 2008. Content within this presentation may be subject to change.
What are the implications if I already have
a PRINCE2 qualification?
• ‘Evolution’ not ‘Revolution’
• No ‘transition’ course or ‘bridging’ qualification is
required
• All 2005 qualifications remain valid
• Re-registration will be against 2009
© TSO 2008. Content within this presentation may be subject to change.
Any Questions?
Warning: this presentation provides a snapshot of the current approach. As the
development is based on continued user consultation the final result may be
different. Always check the website for latest information:
www.best-management-practice.com/PRINCE2Register
© TSO 2008. Content within this presentation may be subject to change.
Speaker Profile – Andy Murray
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Andy Murray is a Chartered Director and PRINCE2 Registered
Consultant, having worked in the field of Projects and
Programmes for over 15 years.
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He is currently a director of Outperform UK Ltd
(www.outperform.co.uk), an Accredited Consultancy
Organisation (ACO) licensed to consult in the OGC’s best
practice trilogy of PRINCE2™, MSP and M_o_R®.
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Andy was an early adopter of PRINCE2™, back in 1997, and
has been helping organisations implement and gain value from
PRINCE2™ ever since. He has helped implement PRINCE2™
in numerous organisations in more than a dozen countries.
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Andy has been using maturity models as a consulting aid for
more than five years, since they help diagnose an organisation’s
strengths and weaknesses, prioritise improvement initiatives and
measure progress. Andy has used the OGC’s PRINCE2™
Maturity Model (P2MM) and Portfolio, Programme and Project
Management Maturity Model (P3M3) as a means to both
benchmark organisations via the APM Group assessment
process and to define improvement plans.
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Andy is the co-author the P2MM Guide - published in July 2007
by TSO.
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Andy is the Lead Author for PRINCE2 2009.
© TSO 2008. Content within this presentation may be subject to change.
Speaker Profile – Emma Jones
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Emma Jones is a Director, PRINCE2 Trainer and the PRINCE2
Chief Examiner, having worked with PRINCE for over 12 years.
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She is currently a director of iLogic Group
(www.ilogicgroup.com), an Accredited Training Organisation
(ATO)
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Emma worked with PRINCE before the launch of PRINCE2 and
has worked with many organisations, both public and private
sector, to help them adopt the best practise and embed it within
their project management processes.
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Emma has been an examiner for PRINCE2 for 8 years. Emma
lead on the transition of the Practitioner Exam from its written
format to the current Objective Test format and now leads a
team of exam developers on behalf of the APM Group.
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Emma was a co-author of the 2005 PRINCE2 manual and has
co-authored the ‘For Successful Project Management: Think
PRINCE2’ and ‘Passing the PRINCE2 Exams’ publications by
TSO.
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Emma is the co-producer of the accredited ‘i-method’ PRINCE2
support software which is now used worldwide and the
PRINCE2 Foundation and Practitioner Exam Primers.
© TSO 2008. Content within this presentation may be subject to change.