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PRINCE 2 - Project Management
Steve Sparkes

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PRince 2 Process
  
PRince 2 Techniques
Steve Sparkes

Email. Steve

Contact:
Steve Sparkes
(01252) 673447

    Sub processes:-
  • SU = Starting Up a Project
  • IP = Initiating a Project
  • DP = Directing a Project
  • CS = Control Stage
  • MP = Managing Product Delivery
  • SB = Stage Boundaries
  • PL = Planning
  • CP = Closing a Project

  
    Components:-
  • Business case
  • Organisation
  • Plans
  • Controls
  • Management of risk
  • Quality in a project enviroment
  • Configuration management
  • Change control

  
  
  
  
        
  
Useful information - Under construction

  

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SU Starting Up a Project
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PRINCE2's first process.

SU1

Appointing a Project Board Executive and a Project Manager

Sub-process 1

Starting Up a project primarily to appoint
the Executive and Project Manager

SU2

Designing a Project Management Team

Sub-process 2

Starting Up a project primarily to design
the Project Management Team Structure

SU3

Appointing a Project Management Team

Sub-process 3

Starting Up a project primarily to
appoint and confirm responsibilities to the PM Team

SU4

Preparing a Project Brief

Sub-process 4

Starting Up a project primarily
to prepare a BRIEF

SU5

Defining Project Approach

Sub-process 5

Starting Up a project primarily
to produce the Project Approach document

SU6

Planning an Initiation Stage

Sub-process 6

Starting Up a project primarily
to create the Initiation Stage Plan


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IP Initiating a Project
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IP lays the foundations for the project, it includes planning, cost analysis, evaluating the Business Case and finally producing a PID (PROJECT INITIATION DOCUMENT) IP1 Planning Quality Sub-process 1 in Initiating a Project, primarily to create the Project Quality Plan IP2 Plan a Project Sub-process 2 in Initiating a Project, primarily to create the Project Plan IP3 Refine Business Case and Risks Sub-process 3 in Initiating a Project, primarily to assess risks and the Business Case relative to the current Project Plan IP4 Setup Project Controls Sub-process 4 in Initiating a Project, primarily to create the Communication Plan and Project Controls IP5 Setup Project Files Sub-process 5 in Initiating a Project, primarily to put in place a filing system IP6 Assembling a PID Sub-process 1 in Initiating a Project, primarily to create the Project Initiation Document

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DP Directing a Project
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Where senior project management staff exercise overall control and make key decisions, this runs from Start Up (SU) till the project closure. DP1 Authorising Initiation Ratify the Project Brief, approve the plan to produce the PID and thereby commit resources. DP2 Authorising a Project Submit a draft PID using the Project Brief as a base once approved the project just needs the first stage authorised to start DP3 Authorising a Stage or Exception Plan Authorising a Stage or Exception Plan DP4 Giving ad hoc Direction Project Boards should be available for informal discussions about the state of a project or questions that may arise. DP5 Confirming Project Closure Once either the last Stage, or an Exception Plan is completed it is necessary to ensure a clean, orderly closure to a project.

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CS Control Stage
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Covers the control and monitoring that the Project Manager has over the Team Managers and overall project, with regular reporting to the Project Board. CS1 Authorising a Work Package Decision and control point to ensure that work is accurately represented before commencing it. CS2 Assessing Progress Create Checkpoint Report with resource and progress reports from the Team Managers, thereby updating the Stage Plan. CS3 Capturing Project Issues Ensures that Project Issues are dealt with constantly and if necessary lead to Request for Change or Off-specification Request. CS4 Examining Project Issues On a regular basis examine those Issues captured in CS3 and update logs as required. CS5 Reviewing Stage Status The Project Manager must spend time reviewing external events to ensure the project (stage) does not get out of control. CS6 Reporting Highlights To create Highlight Report for the Project Board, at a required interval specified by the Communication Plan. CS7 Taking Corrective Actions Resolve deviations from the set Stage Plan and identify the cause and effect of these. CS8 Escalating Project Issues Once an issue has been forecast to go beyond tolerances complete impact analysis is required resulting in an Exception Report. CS9 Receiving Completed Work Package The Work Package is checked and then, if it meets all specification is approved.

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MP Managing Product Delivery
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Covers those responsibilities the Team Manager has from accepting a work package to delivering the final product back. MP1 Accepting a Work Package By the Team Manager from the Project Manager confirming the constraints and details of the product. MP2 Executing a Work Package Encompasses the creation of the product as specified in the Work Package, this process may or may not include PRINCE2 methodology. MP3 Delivering a Work Package The process by which a Work Package (WP) is completed - the Team Manager ensures that the WP is handed over to the Project Manager.

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SB Managing Stage Boundaries
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Processes for the Project Manager to ensure the Stage has been completed, all plans have been correctly updated and the Business Case is still intact. SB1 Planning a Stage Create next Stage Plan including dates, costs and quality requirements. SB2 Updating a Project Plan Sequence of updating the Stage, Exception and Quality Plan while updating the Project Plan. SB3 Updating a Project Business Case Update the Business Case with costs, benefits and timings to reflect the recent Stage End and the updated Project Plan. SB4 Updating the Risk Log Analysis and updated when a risk has increased, decreased, disappeared or stayed the same. SB5 Reporting Stage End To give a report to the Board about the end of a Stage (or just before an Exception Plan). SB6 Producing an Exception Plan The result of a Stage or the whole plan exceeding tolerances, usually picked up at the process Controlling a Stage.

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PL Planning
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As PRINCE2 is a product based methodology 'what' is to be produced defines its success, planning is the process to identify the product to be produced. PL1 Designing a Plan Based on the Project Approach and using planning tools and estimation a Plan Design is be produced. PL2 Defining and Analysing Products Produce a ordered sequence of all products required by the project to achieve its objective. PL3 Identifying Activities and Dependencies Ensure interdependencies between activities are sequenced and dealt with appropriately. PL4 Estimating Outline all assumptions and margins of error when estimating the resources and time required for each activity in the project. PL5 Scheduling Complete process where by activity resources are allocated, agreed upon and the schedule is updated. PL6 Analysing Risks Use risk management techniques to evaluate each resource. PL7 Completing a Plan Lists products to be produced within a stage plan.

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CP Closing a Project
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Projects should be finite - without a clear Project closure there is a tendency to drift into operational management. CP1 Decommissioning a Project Notify, hand over and create Status Account, ensure acceptance by both Customer and Supplier that the project is about to close. CP2 Identifying Follow-on Actions Create Post Project Review plan and document Follow-on Actions. CP3 Project Evaluation Review Assess the project's results, quality of management and quality of risk and quality management.

  
  
  
  
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Last updated 13th March 2003