Are you yet to get your hands on PRINCE2 books and wondering whether PRINCE2 project
Managing projects successfully in business and government can make the difference between profit or loss, money well spent or money wasted. Using a recognized
The UK Office of Government Commerce spent over a decade refining the PRINCE2
Managing successful projects with PRINCE2 (2009 edition) — the evolution of the method.
Directing Successful Projects with PRINCE2 — a new core publication for the project executive and the project board.
Managing Successful Projects with PRINCE2 (2009 edition) is the most commonly purchased book. It is the book that is used in training people in PRINCE2 project
PRINCE2 Foundation covers PRINCE2 principles and terminology. It equips people that hold the qualification with the knowledge and skills to provide project support and work in an informed way as a member of a project management team on projects that are being run using the PRINCE2 project
PRINCE2 Practitioner is the highest level of PRINCE2 qualification. It covers how to apply and use PRINCE2 project
The key characteristics of a project:
— Continued business justification.
— Learning from experience.
— Defined roles and responsibilities.
— Managed by stages.
— Managed by exception.
— Focuses on products and their quality.
— Tailored to suit the particular product environment.
Seven Project Delivery Themes
The approach to delivering a project is divided into seven management themes. These themes run right through the project, they are applicable at all stages. The subject matter of each theme must be actively controlled if the project is to be successfully delivered. The seven themes are:
1) Business case: give justification for the project and drives the entire project.
2) Organization: how a project is organized, including interest groups and management.
3) Quality: focuses on delivering outcomes that are ‘fit for purpose’.
4) Plans: how, when and by whom project products and outcomes will be delivered, it includes communications and controls.
5) Risks: threats or opportunities that must be controlled to increase the potential for a successful outcome.
6) Changes: management and control of unexpected issues and changes that emerge during project delivery.
7) Progress: monitoring arrangements to track progress against plans by proactively managing potential variations.
The above seven themes run through and are relevant to eight processes.
1) Starting up a project: developing a brief for what the project is going to do and identifying a team to deliver it.
2) Planning a project: analyzing what is going to be delivered (products) and planning activities to complete delivery.
3) Initiating a project: bringing together the first two stages to make the business case and getting authority to proceed.
4) Directing a project: designing and implementing project controls through a Project Board, for example when and how stage plans or project close down will be authorised.
5) Controlling a stage: breaking down a project into stages and work packages, managing issues and reporting on progress.
6) Managing product delivery: designing and implementing processes for accepting, developing and delivering work packages.
7) Managing stage boundaries: managing the transition from one stage to the next and end stage reporting.
8) Closing a project: decommissioning and evaluating a project.
Right so now we can deliver perfect projects — or can we?
Experience tells us that adopting a
— There is a temptation to go straight into things so the PRINCE2 business case gets forgotten, instead of having a nice PRINCE2 business case the start-up phase is rushed, or completely ignored and the organization goes straight into the project initiation stage.
— Projects are often badly planned so they go off track, over spend, or are unable to deliver the intended outcomes.
— Organizing a project using the PRINCE2 project
— Instead of having clear stages projects are set up with too few stages, so it becomes difficult to monitor or review progress, which means the project can easily go off track.
— The right skills are not identified to ensure the project goes smoothly, or there is no management commitment, so the project just flounders or lacks sufficient resources.
There are hundreds of reasons why a project might fail, but on balance a project is less likely to fail if everyone is working to a common
Every project needs a sound