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1 PRINCE ved Ole Sten Christensen Registered PRINCE2 Practitioner Approved PRINCE2 trainer Registered MSP Practitioner Disse plancher indeholder materiale fra PRINCE2 manualen. Dette materiale er identificeret ved sætningen: Crown Copyright 2002/2005/2009. Reproduced under licens from OGC. PRINCE2 is a Registered Trade Mark of the Office of Government Commerce The PRINCE2 logo is a Trade Mark of the Office of Government Commerce, and is Registered in the U.S. Patent and Trademark Office SPOCE.DK er Den Skandinaviske gren af SPOCE Management Ltd., der: er markedsleder i PRINCE2 uddannelse er den første APMG Akkrediterede Trænings Organisation Certifikat nr. 001 afholdt første PRINCE2 kursus med eksamen 24. januar 1997 leverer uddannelsesmateriale til mere end en tredjedel af alle PRINCE2 uddannelser på verdensplan er en af de største PRINCE2 kursusudbydere stifter Ken Bradley er medforfatter på PRINCE2 manualen direktør Paul Bradley er inviteret reviewer på PRINCE2 version 2009 første PRINCE kursus afholdt i august Hvordan PRINCE projekt blev startet Hvem har været involveret Opdateringsprojekt startet i November 2006 med en 6 måneders periode for konsultationer 170 organisationer / personer Officiel konsulentrapport udgives 27. juni 2007 PRINCE2 referencegruppe mødes 11. juli 2007 for at aftale OGC s kommissorium for 2009 opdatering. Væsentlige ønskede resultater: Skal afspejle ud udviklingen i projektledelse siden 2002 Skal være mere tilgængelig og mindre bureaukratisk Et udvidet kvalifikationsskema Beskrivelse af omfang for PRINCE2 udgivelser var frigivet 14. september 2007 Godkendelsesteam 6 personer ledet af Andy Murray Ledende reviewer og mentor Colin Bentley Referencegruppe 14 organisationer repræsenterende brugere, akademikere, trænere og konsulenter Pilotgruppe 8 UK og internationale organisationer Projekt governance Styregruppeformand Mike Acaster, OGC Ændringsmyndighed 5 personer Reviewers 93 personer representerende et bredt udsnit af organisationer 3 4 PRINCE består af: PRINCE2 Structure - The Four Integrated Elements Managing Successful s with PRINCE2 Projektlederens håndbog Directing a Successful Using PRINCE2 Styregruppens håndbog 1 (Seven principles every PRINCE2 project should follow) 2 (Aspects of project management that must be continuously addressed) 3 (Describe a step-wise progression through the project lifecycle from start to closure) 4 Tailoring PRINCE2 to the (PRINCE2 is not a one size fits all solution) 5 6

2 What is a? s vs. Programmes A temporary organization that is created for the purpose of delivering one or more business products according to an agreed. Crown copyright Reproduced under license from OGC. Characteristics: Temporary in nature defined start and end Introduce to a business Cross-functional a change crossing/impacting normal functional divisions Uniqueness every project is unique Uncertainty more risky (threats and opportunities) s and programmes are complimentary approaches Programmes provide an umbrella under which projects are co-ordinated /Programme - key differences Programmes deal with outcomes projects deal with outputs Programmes can last for years projects typically much shorter Outcomes Programme Outputs s 7 8 What is a Programme? A temporary flexible organization structure created to co-ordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organization s strategic objectives. A programme is likely to have a life that spans several years. Time Outputs A Outcomes/ Outcomes/ Outputs Programme Outcomes/ Outcomes/ Outcomes/ Outcomes/ Outputs Outputs Outputs Outputs C D E F Outputs Outcome/ Outcome/ Control Monitor What is Management? Carried out by the Manager by: ning the work Delegating some or all of that work to others Delegate Monitoring the progress of that work against plan Controling in response to any problems or opportunities With focus on: Time, cost, quality, scope, benefits and risk targets B G 9 10 The Seven Products Continued are focussed Justification Justification Learn From Experience throughout a project Experience Defined Roles is learnt And Responsibilities from Stages Manage to By manage Stagesproject Tailor Manage to suit By Exception the project environment Exceptions Focus On Products trigger management focus Roles Tailor To and Suit responsibilities The defined PRINCE2 are: Universal, Self-validating and Empowering USE them or you re not using PRINCE2! PRINCE2 - The Seven Monitor progress Control and report Take action Identify, assess and control any potential and approved changes Identification, assessment and control of uncertainty Desirable, viable, achievable justification Roles and responsibilities Stakeholder representation What s required, where and how When and by whom Establish common understanding of scope and quality criteria Ensure products meet business expectations Enable benefits to be achieved 11 12

3 PRINCE2 - The Seven - Starting Up a - Directing a - Initiating a - Managing a Stage Boundary - Controlling a Stage - Managing Product Delivery - Closing a Answers question: Do we have a viable and worthwhile project? Key decision-making, resource commitment and overall control Establish solid foundations for the project enable understanding of work required Gather information required for assessment of continued business justification and risk acceptance Assign and monitor work. Deal with issues. Take action and report progress Control the link between Manager and Team Manager(s) regarding product acceptance, execution and delivery Acceptance for Product and recognise original PID objectives have been achieved, or project has nothing more to contribute 13 Tailoring vs. Embedding Tailoring is the appropriate use of PRINCE2 on any given project - i.e. adapt it Does not involve omitting PRINCE2 elements PRINCE2 is a web of interrelated elements - so don t break the web! Tailor to external corporate factors, e.g. specific standards Tailor to project factors such as scale Do not overburden the project Ensure right level of control are NOT tailored Embedding is the adoption of PRINCE2 across an organization Tailoring 14 The PRINCE2 Process Model s project mandate Corporate or Programme Management (outside world) Initiation Notification ESA Authority to Authority Deliver A to Initiate and Stage A Authorization Direction ( Board) Next Stage / End Stage Management ( Manager) Delivery (Team Manager(s) Optional use PID Authorized Notification / ESA Request EXA Authority to s etc for Advice Close A Give Ad-hoc Stage Give Ad-hoc Exception Direction Authorization Direction Authorization Checkpoint Highlight Checkpoint Completed Next Stage / End Stage Authorized Exception Exception Request Issues/ s Premature Close Exception Checkpoint s Authorized Exception Recommendation/ End modified/new Completed Authorized Give Ad-hoc Direction Highlight Checkpoint Notification Authority To Close A Completed Recommendation/ End Initiation Stage Subsequent Delivery Stage(s) Final Delivery Stage 15 Pre- Lifecycle The SPOCE PRINCE2 Process Model Timeline Post- 16 Process Overview Starting up a () mandate Corporate or programme management Directing a Answer the question: Do we have a viable and worthwhile project? s Prepare the outline Appoint the Executive and the Manager Capture previous lessons Design and appoint the project management team Select the project approach and assemble the Brief Starting up a the initiation stage Request to initiate a project 17 18

4 Directing a () Board accountability, key decision-making and overall control s Process Overview Board Corporate Initiation authorization request for advice and notification notification advice decisions notification Authorize initiation Authorize Directing a the project Authorize a Stage or Exception Give ad hoc direction Authorize project closure Request to Manager Stage approve request for New issue authorization Exception advice Request to Authority to Request to Board Request to Exception Exception Exception Premature approve advice and initiate a project initiate a project deliver a project approved Next Stage request raised close decisions recommendation Starting up Initiating Managing a a a Stage Boundary Closing a Controlling a Stage Process Overview Directing a Authority to initiate project Initiating a () Prepare the Management Prepare the Management Prepare the Configuration Management Establish solid foundations for the project enable understanding of work before significant spend commitment s Prepare the Communication Management Set up the project controls Refine the Create the Initiating a Assemble the Initiation Documentation Request to deliver a project 21 Stage boundary approaching Managing a Stage Boundary Managing a Stage Boundary () Gather information required for assessment of continued business justification and risk acceptance Organiszation s Process Overview Directing a project Request to approve Exception plan Request to approve next stage plan Exception plan request stage Update the Produce an end business case exception plan Update the project plan the next stage Managing a stage boundary Stage boundary approaching 23 Initiating a project Controlling a stage 24

5 Process Overview Directing a Controlling a Stage () Exception approved Stage authorization Managing a Stage Boundary Exception raised Request for advice Closing a Board advice Assign and monitor work. Deal with issues. Take action and report progress. s Stage boundary end approaching approaching Escalate highlights Controlling issues and risks a Stage Take corrective Review the stage action status Capture and examine issues and risks New issue Authorize s Review Work Package status Receive completed s Authority to deliver Completed 25 Managing Product Delivery Process Overview Managing Product Delivery () Controlling a Stage Control the link between Manager and Team Manager(s) regarding product acceptance, execution and delivery s Authority to deliver work package Accept a work package Completed Execute a Deliver a work package Managing Product Delivery Process Overview Closing a () Directing a Premature close Acceptance for Product and recognise original PID objectives have been achieved, or project has nothing more to contribute s Controlling a Stage end approaching Prepare planned closure Closing a Hand over products Evaluate the project Prepare premature closure Recommend project closure recommendation 29 30

6 Process / Timeline Relationship Issues and the Process Model Process When Starting Up a Pre-project Initiation Stage Subsequent Delivery Stages Final Delivery Stage To capture, examine and escalate (where necessary) any issues and risks s Directing a Initiating a Controlling a Stage Managing Product Delivery Managing a Stage Boundary Closing a 31 = process applies = process optional 32 PRINCE2 eksaminer Foundationeksamen 1 times eksamen 75 spørgsmål klassiske multiple choice totalt 70 point beståelsesgrænsen er 35 point (50%) lukket bog Practitionereksamen (2½ time) 9 spørgsmål med totalt 12 point pr. spørgsmål alle delspørgsmål har en værdi på 1 point total point for eksamen beståelsesgrænse 59 point (55%) åben bog/kun PRINCE2 manual Define and establish the project s structure of accountability and responsibilities (the who?) Roles and responsibilities Stakeholder representation Theme and the The Management Team Principle - Defined roles and responsibilities A PRINCE2 project has defined and agreed roles and responsibilities with an organization structure that engages the business, user and supplier stakeholder interests. Corporate or Programme Management Board Senior User(s) Executive Senior Supplier(s) Ensures appropriate governance by defining responsibilities for directing, managing and delivering the project Clearly defines accountability at each level of management Communication Management ensures effective information flow to and from key stakeholders, User, Supplier Assurance Roles within Management Team Manager Team Manager(s) Team Members Authority Support PRINCE2 defines roles NOT Jobs 35 36

7 Board Senior User(s) Executive Senior Supplier(s) User requirements User liaison User resource commitment Product meets user needs Held to account for expected benefits Key Characteristics Authority Credibility Ability to delegate Availability representation Value for money Funds the project Ultimately accountable User Represents designers, developers, procurers, implementers, etc of products from suppliers Technical integrity Supplier resource commitment The Supplier Working with the Corporate Line management / Function management Difficulties in managing cross-functional projects Ensure appropriate functional area exposure for PM Set-up clear project controls for interaction and support Centre of Excellence Central standards unit Provide skills and training Resource shortages for project administration Co-ordinate multiple projects in a programme Define and implement the means by which the project will create and verify products that are fit for purpose Establish common understanding of scope and quality criteria Ensure products meet business expectations Enable benefits to be achieved Theme and the Principle - Focus on Products A PRINCE2 project focuses on the definition and delivery of products, in particular their quality requirements Management Defines specific standards for products Product Description defines CQE s and AC s and acceptance methods/responsibilities Ensures common understanding of final product quality Product quality criteria defined in Product Descriptions Register shows planned quality activities and results for all products The Audit Trail planning From customer Customer s quality expectations Acceptance criteria Product Description PRINCE2 product-based planning technique response Management Product Descriptions components criteria and tolerances methods Identify and define the project s products Simple Tailoring Need understanding of quality levels required??? Evolving Select most appropriate quality controls for the product throughout its development Design Review Review Design Review Development Cycle Review Structured Walkthrough PRINCE2 quality review technique Acceptance records // Register (QA) PRODUCT / and approval records responsibilities Incorporate into relevant plan Includes Register control Implement and track quality methods Commercial Customer/Supplier environment Customer s QMS Management Supplier s QMS Adapt Management to conform to customers and/or suppliers quality management system standards 42

8 SPOCE What s required, where and how When and by whom : To facilitate communication and control by defining the means of delivering the products (the where and how, by whom, and estimating the when and how much) and the Principle - Manage by Stages A PRINCE2 project is planned, monitored and controlled on a stage by stage basis and stage plans allow for this Principle - Focus on Products A PRINCE2 project focuses on the definition and delivery of products, in particular their quality requirements All plans contain specific quality criteria (in Product Descriptions) and quality activities (in the schedule) Principle - Manage by Exception A PRINCE2 project has defined tolerances for each project performance target to establish limits of delegated authority Tolerances are agreed and applied to each level of plan (time and cost in particular) 44 Analyse the risks PRINCE2 Approach to Design the Define and analyse the products Identify activities and dependencies Prepare estimates Prepare the schedule Document the plan Pre-requisite Repeated for: Stage Team Revisit steps as necessary 45 Tailoring Commercial Customer/Supplier Weeks Team used, but maybe private to supplier Checkpoint s provide sufficient progress data for Stage updates Weeks Stage Weeks Team Simple projects Team unlikely to be used (as optional) Product Descriptions for key deliverables and use of product checklist Stage detail incorporated straight into Programme environment ning standards defined by programme monitoring & control strategy Dedicated planners can help P.M. prepare/maintain project and stage plans 46 Establish mechanisms to judge whether project is (and remains) desirable, viable and achievable as a means to support decisionmaking in its (continued) investment Desirable, viable, achievable justification and the Principle Continued business justification A PRINCE2 project has continued business justification A PRINCE2 requirement is that: There is a justifiable reason to start the project The justification should remain valid throughout the project s life The justification is formally documented and approved 47 48

9 Outputs, Outcomes & Output - any of the project s specialist products (tangible or intangible) Outcome - the result of change; affecting real-world behaviour and/or circumstances Benefit - the measurable improvement resulting from an outcome Output (Product) Outcome Benefit Dis-Benefit Dis-benefit - an outcome perceived as negative by one or more stakeholders an actual consequence Different Types of s Compulsory project - e.g. in legislation Not-for-profit project - e.g. Social care Evolving project - e.g. Research & prototyping Customer/Supplier project - e.g. Outsourcing, partnerships Multi-organizational project - e.g. Local authority & NHS Method of Measure Some measured principally on return on investment, e.g. financial benefits Some measured on other non-financial benefits, e.g. meet a new legislation Simple Evolving Tailoring Why? Some form of documented business justification Stating why the project is needed? Commercial Customer/ Supplier environment Customer Supplier Always at least two s Customer s covers benefits to host organization Supplier s BC covers supplier part of customer project plus wider aspects, e.g. sales/sales territory objectives x Feasibility Study x FS Identify, assess and control uncertainty, and as a result improve the ability of the project to succeed s Clearer forecast of desired outcomes as project progresses Updated as appropriate Multiple s considered One recommended option (new project mandate) Identification, assessment and control of uncertainty Theme & the Defined Principle Continued Justification A PRINCE2 project has continued business justification introduces uncertainty, hence risk s need to be identified and managed to increase the chances of successfully delivering change Effective risk management gives confidence that objectives can be met The risks should not outweigh the benefits What is a? An uncertain event or set of events that, should it occur, have an effect on achieving objectives s are threats or opportunities What is Management? Identifying considering and describing risks Assessing understanding the likelihood, impact and immediacy of each identified risk Controlling identifying appropriate responses and risk owners, then executing, monitoring and controlling each response Long-term Medium-term Short-term Programme Strategic Operational al perspectives 53 54

10 Management Procedure Implement Communicate Identify Assess Communicate Identify Context s Assess Estimate Evaluate Implement Prepare specific management responses Reduce or remove the threat Increase the opportunities Responses Threat Avoid Reduce Fallback Transfer Accept Share Opportunity Reject Exploit Enhance Share Cost of implementing response 1 Cost of implementing response 2 Probability of risk Value for money Impact of risk Some portions Crown Copyright Reproduced under licence from OGC Implement Budget Owner Responsible for management, monitoring and control of a particular risk assigned to them Implements the selected responses Actionee Carries out the selected risk response action(s) Owner and actionee likely to be same person Sum of money as part of project budget Funds specific management responses Threats e.g. Fallback plans or Reduce Opportunities e.g. Enhance or Exploit Management defines the control and access to the Budget Tailoring Tailor risk management procedure to each organization s corporate or programme management policies and standards Complex/large projects - more formal & frequent risk reviews Monitor progress Control and report Take action purpose To establish mechanisms to monitor and compare actual achievements against those planned Simple/small projects - less formal & less frequent risk reviews 59 60

11 Theme & the Principle Manage by Stages A PRINCE2 project is planned, monitored and controlled on a stage by stage basis has focus on management stages Principle Continued Justification A PRINCE2 project has continued business justification Reviewing and reporting progress supports key decisions on business justification Principle Learn from Experience A PRINCE2 project team learns form experience (lessons are sought, recorded and acted upon throughout the project involves capturing lessons and including in reports to seek improvement opportunities Principle Manage by Exception A PRINCE2 project has defined tolerances for each project performance target to establish limits of delegated authority Tolerance enables management by exception 61 What are Controls For each level of project management team, the next level can: Monitor progress Compare level of achievement with plan Review plans and options against future situations Detect problems and identify risks Initiate corrective action Authorize further work 62 Tolerancer Raising Exceptions Tolerance områder Tid Projektplan Faseplan Omkostning Projektplan Faseplan Omfang Risiko Kvalitet Udbytte Projektplan Arbejdspakke Arbejdspakke Arbejdspakke Arbejdspakke Risikostyringsstrategi Faseplan Faseplan NA Produkttolerancer NA Projekttolerancer Fasetolerancer Arbejdspakketolerancer NA NA NA NA Slutproduktbeskrivelse Produktbeskrivelse NA NA NA Crown copyright Reproduced under licence from OGC. Issue Work Package tolerance exceeded Issue Register Issue (Impact Analysis) Stage tolerance exceeded Exception Decision To corp/prog by management Board Request Exception Remove the cause Accept or adjust tolerances Request More time schedule Exception Tailoring / Simple project Informal, s, txt/sms / and verbal reports Decreased frequency of monitoring and reporting Complex project Formal, with meetings and written reports Increased frequency of monitoring and reporting Identify, assess and control any potential and approved changes to baselines Identify, assess and control any potential and approved changes 65 66

12 Theme and the What is & Why Manage? Principle Manage by Exception A PRINCE2 project has defined tolerances for each project performance target to establish limits of delegated authority Issues affecting project s performance targets are properly managed Exception procedure triggered if issue beyond delegated authority Principle Focus on Products A PRINCE2 project focuses on the definition and delivery of products, in particular their quality requirements Product focus underpins change control and configuration management control and configuration management contributes to delivering quality products is anything that affects an established status quo i.e. a baseline Why manage change: is inevitable within a project Every project needs a systematic approach to change Do NOT prevent change change can be good! Every change should be agreed by relevant authority is considered in comparison to baseline Configuration management system required Ensures products are baselined, controlled and correct versions released to customer Determine issue type Determine Severity/ priority Log/ Register PM in Update Issue and Control Procedure Board/ Authority Exception Request for advice to Assess Impact impact on analysis project objectives/ and project risk profile Check severity/ priority PM in Update PM in Update Request for advice to Capture Examine Propose Decide Implement Identify options Evaluate options Recommend options Daily Log/Issue Register/Issue PM In Escalate if beyond delegated authority Approve, reject or defer recommended option PM in Update Issue Take corrective Work action Package Update records and plans Exception PM in Update 69 Simple project Tailoring refurb-mgt-buscase-01 Basic product I.D. scheme and safe storage of products Programme environment Programme Issue Resolution Information Management Customer/supplier environment Configuration Control Contract Management? s? Procedures System Alignment of change control procedures and configuration management systems as per contract Agreed understanding of change budget s usage Configuration Management Configuration Management will be derived from programme s information management strategy control procedure will be derived from programme s issue resolution strategy s Authority may include programme s design authority 70 Tailoring Influences Tailoring Principle - Tailor to suit the project environment Tailoring Multi-organization External customer/supplier Corporate standards Within a programme maturity (e.g. centre of excellence) Terms and language Geography culture priority etc. al factors PRINCE2 principles Scale Solution complexity Team maturity type and lifecycle model etc. factors (Not Tailored) Tailoring is the appropriate use of PRINCE2 on any given project - i.e. adapt it Tailor Adapt the themes (through the strategies and controls) Revise terms and language Revise Product Descriptions for the management products Revise role descriptions Adjust processes to match the above Record in the Initiation Documentation 71 72

13 Tailoring vs. Embedding Tailoring is the appropriate use of PRINCE2 on any given project - i.e. adapt it Don t omit PRINCE2 elements Tailor to external corporate factors, e.g. specific standards Tailor to project factors such as scale Do not overburden the project Ensure right level of control are NOT tailored Embedding is the adoption of PRINCE2 across an organization Tak for i dag 73 74