Practical Project Management With A PRINCE2 (R) - 2009 Flavour Vn9 - Free

Slip: Being first at the bar Float: Remaining Beer kitty Milestone: Paul buys a round
Results are promising : Turned power on and no smoke detected -- this time... Elements will be phased in Good, gradually as butperhaps a the software little more matures: detail here ? It's late!
Us t l ca jec ti Pro rac P
PR of e
PRINCE2 is a trademark of the OGC in the UK and other countries. They demand their recognition with this note on everything bureaucracy!
e e ri S
Simon Harris, PMP, CGEIT, IPMA-D, P2
Logical Model Ltd 2010
A wo be "Exc in re Supplied with notice that recipients must satisfy themselves of the fitness for purposes of these materials, and explicit warning not to rely on the contentsusany way low In the beginning was THE PLAN. S h e d uc e d a ballo man in e me 3 0 f e The m a de o lt mee , a e And then came The Assumptions. t her can yo scende itude an n was lo hot air near t above n replied u d st d an h alka : "Yo one And The Plan was without Substance. our a help? I p a bit mo spotted . She li "You of t h u ar a ma re an romi go, b e rem desert s e in m us And The Assumptions were without form. se n d ut I d cru ah t be na n t on't d a frien shouted a bio And darkness was upon the face of the popu b habita ot air ba kn o w dIw logis t , 2 .7 lloon latio "We o t" s a whe ns a Workers. ll," a re I a uld id th nd s miles w hoverin ns e ba m. es t o paw g ap And they spoke among themselves, saying, I hav wered t lloon ni n g p f he b ist. " e to grou the Col roximat 'It is a crock of s--t, it stinks.' alloo I am idea e o n ds nist, ," re wh a of th rado Riv ly And the workers went unto their supervisors, plied "e t e raz e t he m Fran to make verythin The or b a r and said, kly, man an. " S uc k c k you'v of your g you to belo How 'It is a pail of dung, and none may abide the in ld er. e no did y said "I am, r w respo t bee formatio me is te ou k eplie th e m odour thereof.' nd e d n, a n ? n mu c h ni now d t he : "Yo cally DO t , an, " d th e ch h ? And the supervisors went unto their Managers, saying c elp s ger lo f r have you don balloonis u must b o far act is I a orrect, b ana unate nage 't kn 'It is a container of excrement, and it is very strong, ri M . u m st ow w t, "but h e a proje h o t a se n t o w ect a fort ct ma ... ill los t ow ct he Such that none may abide it.' roj y to h t e h i t. a P rs are a proj xcep ebod one,ave e o r. You ere you re you a did you manage bn And the Managers went unto their Directors, saying, oes ge om e d s, uld l thaitdea ho made a are du re or w know? r. s, e at d ana now at i ell s ot b sho 'It is a vessel of fertiliser, and none may abide its strength.' prob w to kee promis e to a la here yo "Well Wh ject M one k do; th e; to t uld n hy it ebutta e to , lem. p, a n ro very g to don t sho or w s in r som rge qua u're goin And the Directors spoke among themselves saying one to another, P e d een Th , i t n e g. Y ot b rson e fact is you exp eone th ntity of as nothi s to b why y else umen . ou n e th 'It contains that which aids plant growth, and it is very , you ec t m at es for, has at i sons bod arg p has sive e to you strong.' t it m the es. we ame po are in wh rea ome pare onclu solv ha fro e sitio re in ide to by s pre d c e yo us er t n yo xactly And the Directors went to the Vice-Presidents, saying unto them, b ef n ur dec ten o met, exc cov ses To to lis done and t cing a n: dis excu e the b u t s o r e we u 'It promotes growth, and it is very powerful.' t; d be ay; nvin the e; to to it's ne; o i ul om e; donow omehow d o d rc en tw on And the Vice-Presidents went to the President, saying unto him, don ll be is; my fa sho fferen ll be c An een d to list to ove ult!" ; a it i y it een 'This new plan will actively promote the growth and sha s b done; ents wh in a d s b w it sh eft as rrectly ha ha vigour of the company, with powerful effects.' ing been argum : ne ng ut ho ll be l ing co orse. do th i o e th t e p h en And the President looked upon The Plan, and saw that if th s no ink u nd th e if the point t as w do a t d, or w a t h A e y; to see y it ha to th one it was good. to wh o s ct l mig canno t as b n d ne p nd it et bee ad do s w u quire o it; a And The Plan became policy. tim ncorre done who be jus o n e d i foll n ond hav f he h thing on ould And that is how S--t happens. To ; to e id not i sec one bee ers s uld ne ho d wo y that that a t has p a een d it has f the p ssor w u g do w thin ctoril and that i low has b g as rid o ucce lly: e fol To hat is as lon to get any S d fina tter th satisfa inutes y it is n er t that time ability An nd be flect 20 m ut wh ng. ffect o v isco clude s not prob ly a ; to re ight in find o it wro ing e on of to d con if it i r imp e to o do oralis dati all re s plac o it ng to der n t in mo first le to d s tryi eeks t dem ry fou has n ct tha o y ch y e to w refle mu f in th en ab o da ree w a ver the ve ager to how msel e be ent tw lse th have e at t man v i k c p der e nsi ne it h uld ha self s body would ld stri proje co To he do e wo e him some idea it wou that a . n h o fh had imsel d out, taken uch a cause loyees g to d t S , be emp othin t h urne i tha m t n ll lise t tea f a rea rojec elief o To e p e b th th
to ity ot en ser ann h e s I c ge t o t et g ura no t m hi n co an e et an Gr pt th The gs I c o hid ll t e e. ki in acc hang he th dom d to y c et wis ha n m n g th e se I o t o b e ch a a n d f t h o e y g e t o a s o th lp m day y t, ep ies se a o e acc bod ecau so, h on t et I m w. the ay b d al step e fe orro m tod s. An oes I to th s tom en I' at ed o kis .. Wh s th s rve e t t ne f th ect er. eem ake nn lo ve co ha emb it s t it t 4 to e fu ca r a y b e rem y, & tha nly h! to d a u p, d o out ym me ad me le an he m ork... t he t i d elp lly b w on win sm e in at d h ea An g a r g to 28 to eon 00% y 40% ays. 1 om rid n, yin da vin ha re tr frow ack s give Tues on F a ys on to m le 5% lwa os les op pe usc arm t to a 23% rsday e m y u 42 d my elp m onda n Th H nM %o en o 2O e xt % 12 s day e dn We
n ve Se .: i ew ar e ei r n rev ho at th bee to w e t l e t e n av j ec t ce f or p e op m pe bs h pr o e. : jo sk e o tim Ta inc ular to th this reg ned at en ed ev it. loa ut fin 's d e d y bo ee ell obo t a :S t w N u gh h e t s . r . No tho ing t men swe ow t lys ire an : N t na requ ious od. ugh wan ll a v t o ho ' t Sti pre ders 've t don un we , we ut it ell at it o t w t h ou t k a b No ab thin re. to ymo an
9 00 -2 E2 kills C S IN
Essentially complete: It's half done. We predict... : We hope to God! Serious but not insurmountable problems. : It'll take a miracle... Basic agreement has been reached. : The @##$%%'s won't even talk to us.
Supplied with notice that recipients must satisfy themselves of the fitness for purposes of these materials, and explicit warning not to rely on the contents in any way
Licensed for individual use without fee. A commercial license (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied
If you would like assistance with embedding PRINCE2 please drop us an eMail p2@logicalmodel.net or call +44 (0) 845 2 57 57 07
Free Materials: My Assumption
These materials are aimed at people who want to USE PRINCE2, but a typical reader may just be about to sit a P2 exam and will probably never then use it
LML Dont train people for the exams only we dont believe you end-up knowing how to run a project just how to pass an exam largely a poor investment If you are exam oriented youll really benefit from the Key Diagrams Process Show (Access requires registration. Registration does not cost any money)
This course shows you how to do all the things the P2 manual omits.
IE why and how to use techniques such as work-shops, tools like white-boards, Product Breakdown Structure (PBS) and WBS outside a classroom. What a critical path is, how to use float as a type of resource & appreciate the need for levelling The topics are also covered in greater depth in courses at www.logicalmodel.net A quick overview of why to use these tools in reality is in my white papers: EG the use of PBS/ WBS, Doing risk, Post-It planning & more. See our web-site or search simon harris on the web-sites of the American Society for The Advancement of Project Management and PM Today
For advanced classes it is useful if readers are qualified at PMP, IPMAC. If PRINCE2 Registered practitioner or IPMA-D then some real experience is useful too
LogicalModel Ltd 2010, P2: 2009 5th Ed., Format: IG, Free , Vn: 0.9 prince2@logicalModel.Net
PRINCE2 is a trademark of the OGC in the UK and other countries and they demand their recognition with this note on everything bureaucracy!
Logical Model Ltd 0845 2 57 57 07
Please feel free to tell people you think would be interested where to get their own copy of the free materials
Individual Use
These materials are provided free of charge for the use of individuals studying for their own professional development
If you encounter them in a context where a reasonable person might conclude someone is using them in a money-making setting: E.g. on a training course, provided on a company network or from your boss then please email details to License@LogicalModel.Net and I will treat your information as confidential AND share any fees I manage to levy Further support for these materials is available and is explained in subsequent chapters and summarised at the end of the slides
These materials are written to be instructor led

Many of the following graphics are complex when seen as a whole but much more accessible when built-up item by item to follow a process time-line I have removed the case-study from this free version
Using PRINCE2-2009 Practical Project Management With PRINCE2-2009

By Simon Harris, PMP, CGEIT, PRINCE2 etc
Those who think education expensive have not yet accounted what they pay daily for ignorance
PRINCE2 is a trademark of the Office of Government Commerce
Course Objectives
Provide a comprehensive overview into the practical use of PRINCE2
Comprehensive = complete All 7 processes, 7 themes and 26 products in detail Overview = lacks depth (in the interests of brevity)
Even so there is still a lot of material
Suggest ways to use PRINCE2

Integrate best practices from other sources
Topics PRINCE2 omits or notes the importance of without providing how-to guidance The PMIs Guide to the PMBoK and APMs APMBok/ Pathways ISACAs CobIT
Propose alternative approaches where the official manual makes dubious suggestions
Link to the commonest software tool in use: Microsoft Project

Microsoft is a trademark of Microsoft in the US and other countries, The Guide to the PMBoK is a trademark of the Project Management Institute in the US and other countries, The Association for Project Management dont seem to have d or d theirs
Who are we all?

Name, rank and serial stuff Networking hooks and interests
Intros
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Domestics
Some pages numbers are omitted it isnt an error its my means to insert pages later without renumbering everything afterwards
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Style
2 Types of session (mostly alternate)
Input: explanation of tools and techniques
me you, Please interrupt and question as soon and whenever you need to
Use: exploration of meaning

Best if it is 90% you, debate and argue application, interpretation, variation This is the place to make mistakes and learn from them before they are significant
3 Types of Slide
The core message: Places where we dwell
Focus of what we need to cover to complete the course
Sign-post, objectives and summaries: Navigational elements to give context Reference, detail and expansion: Places we may flash-past (up to you to say if you wish to dwell longer)
Support what we are covering
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PRINCE2 Conventions
IF the exam is ever of interest then these materials ARE an excellent reference IF you know what is and isnt vanilla PRINCE2 from the official manual. So Text in quotes is important for the exam
Normally close to a literal copy from the PRINCE2 manual
Often because wording is exam oriented Also when the idea is odd, weak or even wrong Significant for the exam
Other text is explanation of the project management in general
Text with reference numbers EG 10.3.2 or page numbers Eg Pg.99 are paraphrasing of the official manual or references to the syllabus and exam level EG SU-04 F2
Normally removing tautology and piecing fragments from several sections together
[Text in square brackets] is commentary on or addition to the PRINCE2 manual

[Text in brackets is important to using PRINCE2 Must be ignored for exam purposes]
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References
Entries such as 10.3.2.3 are manual section numbers
10.3.2.3p3 = paragraph 3 in the section
Often the boundary of the two Give the ability to ensure
10.3.2bp2 = bullet-point 2
A26 a reference to a management product,

Apdx A Defined management products use Title Case P#1 is a principle
Roles (Apdx C)
PB = Project Board, PM = Project Manager, PS = Project Support, Exec = Executive, SU = Senior User(s), SS = Senior Supplier(s), PA = Project Assurance, TM = Team Manager (or Member) Process names use -ing Activity names are lower case
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Contents
16: 16.1: 16.2: 16.3: 16.4: 16.5: 16.6: 16.7: 16.8: 17: 18: 19: 20: 21: Plans Planning in PRINCE2 Product Based Planning Scoping PRINCE2 Guidance & Beyond Dependencies Critical Path Analysis Estimating Resourcing & Scheduling Earned Value Base-line Change Configuration Management Progress Course Summary Implementation
Why Do Projects? A Best Practice For Creating Base-lines PRINCE2s Contents Structure, Processes & Terms etc 4: Stages 5: Tolerance PRINCE2 Process Models 6: SU to DP1 & Org 7: IP to DP2+3 & Plans 8: 3 Cycles of CS + MP & DP4 9: SB to DP3 10: CP to DP5 11: Post Project & Summary PRINCE2 Themes 12: Organisation 13: A2-Business Case 14: Risk 15: Quality
1: 2: 3:
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Feedback & Learning log

Events run successfully when they use controls effectively Our controls include your feedback
I try hard not to offend, bamboozle or bore you, but I also try hard to give striking examples, jolt your current thinking and hold-up a mirror When you have feedback advise me in whatever way is comfortable for you so I can act
EG: Comment, in person in class/ at a break/ at the end of day or Add a note to one of the Ground-Rules flip-charts or Blu-tac a note or stick a Post-it to the back of the training room door
While comments on the end of event form are always welcomed and acted upon they are too late to make the event better for you
If I dont know its unlikely I will fix it, If I do know I can at least try Eg Course pace, Topic depth, Time given each topic, Heating/ lighting, Exercises & debrief, Anecdotes & jokes, Catering or parking, Course notes and pens, etc etc etc without limit Notes:
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Cheese
Inspired by Who Moved My Cheese by Dr Spenser Johnson an excellent 45 minute read
I had to do something to earn my current Cheese Having Cheese makes me happy The more important that my Cheese is to me the more I want to hold on to it Change happens: the faceless they will (re)move your old Cheese Noticing small changes in my Cheese helps me anticipate change in advance & adapt to big changes when they arrive Smell the Cheese often to check for small changes The world changes, my Cheese is moved: If I do not change I will become extinct I did things last week. I had Cheese last week. If I do things differently next week I may not have Cheese Thinking about not having Cheese makes me afraid Being afraid stops me doing things differently I have to ask myself What would I do if I were not afraid When I stop feeling afraid I start feeling good Imagining myself enjoying New Cheese is the first step leading me to it
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Cheese
Movement in a new direction helps me find New Cheese The sooner I let go of stale old Cheese the sooner I find New Cheese It is safer to search for New Cheese than remain in a Cheese-less state Old beliefs do not lead to New Cheese Beliefs only change when we believe that there is New Cheese to be discovered and enjoyed The new ideas in this or any course need conscious effort to be understood
Worse!, it takes much more effort to put them into use

Consider the steps to move from one comfort zone to a new one Share your insights & FUD (fear uncertainty and doubt) in class

Examine your Old Cheese for mould ((problems with current working) Imagine your self enjoying your New Cheese (benefits of new practices) Who needs to be involved, What actions, When & What is in it for them
Promise yourself 1 action now, with a date. On your return to the office plan your intended Logical Model Ltd 0845 2 57 57 07 achievements with a milestone each Friday till done
Discussing implementation challenges helps you prepare for action Gives comfort knowing others have been & are Succeeding (and helps networking)
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Purpose of projects Context for projects
1: Why Do Projects?
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A Project Is
The mechanism to change business-as-usual Business-as-usual is the cyclical use of capital (equity and debt) for a benefit
Capital includes:
Peoples skills and shared understanding of common triggers and accepted reactions Plant, equipment, materials, money and time Customers and good-will (reputation, HSE,
Benefit arises from delivering services to customers

to return a dividend to those who supply the capital salary to employees, interest to lenders
All stakeholders exchange a consideration of value IE are in a contract

Contracts use terms and conditions to express how risk is carried and rewarded Each stakeholder takes a different level of risk
Employees (contract of employment) have low risk and thus low(er) rewards Customers (contract for goods and services) and equity holders take bigger risk
BAU follows the pattern of the sun and the moon. BAU is routine and pre-dict-able. Projects, by way of contrast are profoundly event driven episodes. Managing them through a mixture of pre-planned and pre-pared (fore-cast) reactive-ness is inherently correct.
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constrained
Projects are a diversion by equity holders of will and skill (time/ effort/ money) for benefits tomorrow that would otherwise be used in generating returns today
Either: our business is this projects customer
Return on investment starts to flow after the project is over
Or our business is delivering a future-state-business-as-usual to some other business

Our ROI is stage payments during the project (EG monthly salary or payment milestones) Customers ROI will be through use of their new business-as-usual
Sponsors duty to make considerations across the whole portfolio of activity

Creation of future-state-business-as-usual Diversion of capital to change (Project)
Idea Idea
Investment Investment appraisal appraisal
Enjoyment of return on investment: the replenishing of capital
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Drivers for Business Stakeholders Time to Market, Costs & Margin

Worst Case Costs
Best Case Costs
Worst Case Delivery Date Best Case Delivery Date

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Projects ARE Applied Risk Management

Project is always a response to threat or opportunity
A2-Business Case plus A16-Project Plan are a glorified A25-Risk Register entry
Two forms of risk: strategic and tactical Strategic or What/ why we are doing this
Risk related to the outcome do the right thing - Fitness for Purpose
EG We may be second to market and therefore lose market share and not recoup our investment
Tactical or How we are doing this

Related to process thing done right Conformance to Specification
EG Lower skills in novel technology may mean tasks take longer than planned therefore reaching the market-place later than desired
ALL risk management is ultimately funded by the customer aka sponsor

Contract sets-out how risks are funded ( = who pays in the short term)
In a falied company (economy) the threats are ultimately funded by the equity owners that is why they get a reward that is different in nature to salary
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Know The Trade-offs: Better, Faster, Cheaper (Pick Two)
Constrained
Refine a product New Product Refine a product
New Product Refine a product
Controlled
Consequential
New Product
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Portfolio F/B/C Includes Bandwidth Analysis

Assess demand & supply for key resources
>60 to 80% generally = STRESS Jan Feb Mar Apr May 30 20 40 40 40 20 20 20 20 20 10 10 10 10 10 6 8 10 12 10 2 3 3 3 4 0 1 1 1 3 88 86 84 78 78
Management should manage the stress levels for the staff
Resource Units
Res-1 Available Demand Res-2 Available Demand Res-3 Available Demand
Time
No such thing as not enough time, too much work Kent Beck & Martin Fowler Planning Extreme Programming
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Management Must Link Resource Usage Decisions to & Mission Delegation & Escalation Values
Why Why Business Business Design (Modus Design (Modus Operandi) Operandi) View across the total portfolio of uses of capital Business Business as usual as usual Operations Operations How: Strategy How: Strategy Escalate decisions outside authority Report, Seek Guidance
The capital available especially human capital sets (one of) the constraint or limits on what the directors can do
Cascade intent & constraints Delegated Authorities & Tolerances (freedoms)
What Vision What Vision
Change (Projects) Result Planning Delivery Tasks
Goals Goals Resources
Execution Monitor and Replan
Results, Impacts, Products, Deliverables Project use future-state-business-as-usual of resources
Business-as-usual use of resources

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Cascading Who Does What Across The Whole Portfolio of Business Activity
Analyse the pattern of demands
What is routine? What requires reactive management?
Scope ( WBS ) Projects Organisation
Portfolio
BAU
Fire Fighting
Accountable Responsible Consulted Informed

Work Account Portfolio Control Account Portfolio Control Packages
WBS defines work

OBS defines reporting lines ARCI/ RACI
Start of the dependency network
Project
Stage
CA CA
Stage
Project Cntrl Accnt Project Cntrl Accnt Work
Packag es CA CA
WP
CA
CA CA CA
CA CA
CA CA
See also SIPOC tool
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Plans Within Plans & Handoffs from Plan to Plan

WBS
ing g s do in do ed s e ed hattn e a n Wh W
cess Output
Custo
Source Input Pro DR BR TR ST SD SX
Work Package 3 Work Package 2 Work Package 1
OBS
A R C I
R
Consulted by BR
R
WBS
Inform SD
BR
ST
SD
Activities
Inform ST itt o o do i ed tto d n ed k work ssig n sig Nettwor as s Ne is a n tion s Responsibility Assignment Matrix (RAM) ho Who is ica unica tio W m un LogicalModel Logical Model Ltd 0845 2 57Accountable Responsible Ltd 2010, P2: 2009 5th Ed., Format: IG, Free , Vn: 0.9 prince2@logicalModel.Net omm 57 07 Com Consulted Informed C
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Hierarchy of Scope and Control

Chain of delegated authorities
Conceptually total BS being many levels deep
Decompose to reflect required degree of control or empowerment

IE the point at which you delegate responsibility
PRINCE2 covers:
Project: CoPM to Project Executive Stage: Project board to project manager A26-Work Package: Project manager to specialist technical staff
Why Why What Vision What Vision
Mission & Values Business Business Design (Modus Design (Modus Operandi) Operandi) View across the total portfolio of uses of capital Business as Business as usual usual Operations Operations
Change (Projects) Result Planning Delivery Tasks Goals Goals Resource s Execution Monitor and Replan
Results, Impacts, Products, Deliverables future-state-business-as-usual
WBS
OBS
Control Account Control Work Control Account Account
Packages
Control Account Wor

k Pac CA kag CA es CA CA CA CA

CA
CA
CA CA
CA CA
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Escalate decisions outside authority Report, Seek Guidance
Cascade intent & constraints Delegated Authorities & Tolerances (freedoms)
How: Strategy How: Strategy
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Accountability & Responsibility

Responsibility: duties of those who combine their skills and the resources provided to them, to achieve targets set for them, within imposed constraints
Responsible = Does the work, a task may have many responsible contributors Where constraint, resources and targets are contradictory the responsible person(s) escalate(s) to the accountable person (singular) for resolution
Accountability: duties of those who set targets for and provide resources to those who are responsible
Accountable = has the power to impose and relax constraints Any delegated commission has a Single Point of Accountability
In any organisation chart

I am accountable for the work of those I have commissioned
They escalate to me for their success factors
I am responsible for achieving what was delegated to me as described in the agreed success criteria and balanced against the success factors I operate within
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Delegation
Delegation forges an agreement (a contract)
Passes responsibility for achievement of a target within constraints to someone Passes enabling resources including defined level of authority Delegator always retains accountability for the achievement IE: the obligation to support and facilitate to resolve contradictions discovered by the delegate
Knowledge to Address Yes / No Issue Yes / Yes Problem No / No Issue No / Yes Issue
Delegate to A Competent Authority

Authority is the right, duty and ability to make decisions Direction and the rationing of limited resources delegated upwards Technical expertise decisions are escalated downwards
Delegation and escalation are identical in intent
Authority to Address
Relocating an issue by placing a duty to respond on someone with ability and authority to resolve what to them is a only problem
As we will see later, contract doesnt have to be something we would expect to present to a court
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Purpose of projects Context for projects
1: Why Do Projects?
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Critical Success Factors

Those characteristics that MUST be present before and throughout project set-up and execution
A team Mechanisms to delegate goals Knowledge of freedoms (constraints and tolerances) Freedoms, will and skill (and time/ resources etc) matched to the job Mechanisms to turn delegated goals into portfolio resource demands
Above useless without

Mechanisms for escalation of contradictions A SMT DMA that also has skill and will (and time)
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Critical Success Factors

Those characteristics that MUST be present before and throughout project set-up and execution
A team Mechanisms to delegate goals Knowledge of freedoms (constraints and tolerances) Freedoms, will and skill (and time/ resources etc) matched to the job Mechanisms to turn delegated goals into portfolio resource demands
Above useless without

Mechanisms for escalation of contradictions A SMT DMA that also has skill and will (and time)
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Sponsors Duties
At project initiation
Ensure goal is clear to all and gauge level of consensus (handle politics) Commission PM, secure resources/ budget Handling an unclear goals is very simple: Define what to achieve next
During project conduct

Monitor the market place & organisation for risk to business case Clear log-jams reported by the PM
At closure
Agree work done is good enough (or ensure remediation) Ensure loose-ends 1) dont stop closure 2) have a safe home Direct activity to capitalise on new capabilities
Post project
If change was to our BAU then nurture the flow of benefits
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Information Needed To Own A Healthy Project

Project Managers needs
The goal in deliverable/ impact and acceptance criteria terms1 Prediction (plan) of day-to-day activity to end of current authorisation2 The approach to activity to the end of the project 2 The status of achievements versus effort & budget: past, present & forecast2 The teams capability, morale and motivation for upcoming work3,4
The Sponsors needs

That the project manager has the correct information2,3 Forecast budget and timescale at completion of acceptance criteria4
(Based on audit trail of achievements to date2)
Correlation between benefits to be enabled & outcome being created3 What else is in (on the threshold of) the portfolio in resource vs. ROI terms3
1) Provided by the bill-payer 3) Provided by the SMT
2) Provided by the technical specialists 4) Provided by the PM
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Signs of Project Health

To be healthy a project needs at least:
All involved know and accept the goal
Investment estimates balanced with benefit estimated to be returned Business context continually re-reflected in investment/ benefit balance
Approach in the plan known, accepted, realistic what and how

Estimates are accurate and no more precise than uncertainties in the plan Changes in any aspect of plan rippled to all aspects of plan Planning establishes setting of unconstrained variables to meet constrained ones
Management tone engenders open and honest reporting

Issues (& problems) swiftly identified and dealt with appropriately The team understand how to assess achievement in objective terms
Cost of control is balanced with risk as seen by powerful stakeholders

Decisions are made in a timely manner and stay made
Sponsors recognises they not the project manager* cause failure

*of course there may be times when that is by failing to replace the pm!
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Organisational Maturity Assessment

Estimate
Probability
Improved Performance
Level 2-5
Plans reflect reality
Decisions made in anticipation of affects across all work areas

Cost, Time
Common understanding of impacts outside own work area

Estimate
Cost, Time
Level 1
Mismatch between plans & reality
Level 0
0 1 2 3 4 5 Non-Existent Initial Repeatable Defined Managed Optimised
Approach depends on individual or teams involved

Cost, Time
Management processes are not applied at all Processes are ad hoc and depend on individuals Processes depend on individuals but a regular pattern exists Processes are followed, documented, communicated, trained Processes are monitored and measured quantitatively Best practices are automated and adapted ahead of needs
tim d Op ge 5 a an M 4 d ne i ef D e 3 bl a at e ep l R tia 2 i In 1 0 Non-Existent

International Standard Industry Best Practice Enterprise Strategy Current Capability
e is
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Project Governance
Project governance is control over change to BAU 2.5 Corporate governance is the system by which companies are directed and controlled. Boards of directors. responsibilities include setting the companys strategic aims, providing the leadership to put them into effect, supervising the management of the business subject to laws, regulations and the shareholders
The Cadbury Report 1992
"Corporate Governance is concerned with holding the balance between economic and social goals and between individual and communal goals. The corporate governance framework is there to encourage the efficient use of resources and equally to require accountability for the stewardship of those resources. The aim is to align as nearly as possible the interests of individuals, corporations and society"
Sir Adrian Cadbury in 'Global Corporate Governance Forum', World Bank, 2000
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2: A Best Practice For Creating Base-Lines
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Project Managers Responsibilities 3 Time-Frames

Project Start: Share vision of the projects end-point or goal
Forge the team Set-up processes: Planning, Communications, Risk, Change Provide best estimates on basis of possibly scant knowledge
Project Middle
Estimates become capable of greater precision Team settles down: Challenges & scope-creep Need metrics to show progress achieved
Project End
Acceptances & approval at milestones is hard Early slippage becomes apparent Lessons learned & what next?
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Step 2: Define What plus Constraints & Commercial Risk

Appoint PjM
Problem or Opportunity, Resources & Constraints Step 2: Define project Goal in outcome language e.g. Deliverables
Project
Deliverables (Product/ Impact/ Result)
Step 1: Whos opinion matters? Project Sponsor
Step 3= Decompose Result into Sub-Products/ Impact/ Result
Step 3= Product Breakdown Structure (PBS) Workshop with Customer/ Users
Step 3= Define each products (results) Acceptance Criteria Define FFP, Link to QMS
Define Business/ Strategic/ Outcome Risks
FFP = Products Fitness for Purpose
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Supplied with notice that recipients must satisfy themselves of the fitness for purposes of these materials, and explicit warning not to rely on the contents in any way Project Step 1: Define project Goal in outcome language eg Deliverables
Problem or Opportunity & Resources Pj Sponsor (Golden balls)
Deliverables (Product/ Impact/ Result)
Planning How & Technical Risk

Step4: Step4: Step4:
Step2= Product Step2= Define Step2= Decompose Licensed for individual use without fee. A commercial license (License@logicalmodel.net) removes each note: Please report unlicensed commercial use & share in fees levied this Breakdown Structure products (results) Result into SubProducts/ Impact/ Result (PBS) Workshop with Customer/ Users Acceptance Criteria. Define FFP, Link QMS
Define Business/ Strategic/ Outcome Risks and Possible Actions to Respond
Step4:
Step4:
Step4:
Define Technical/ Tactical/ Process Risks and Add Risk response options to WBS Step 4= Work Breakdown Structure (WBS) Workshop with Technical Teams Step 4= Define each tasks Performance Criteria vs. QMS. Define C2S
Step 4= Decompose each Sub-product to show its life-cycle
Step 4= Define Pre- and Post event Risk response actions
With Technical Team

Step99: Execute Task & Report Status
By Technical Team
QMS = Quality Management System (Organisational Standards) C2S = Process Conformance to Specification/ Quality Management System
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Problem or Opportunity & Resources Pj Sponsor (Golden balls) Step2= Decompose Result into SubProducts/ Impact/ Result
Project Step 1: Define project Goal in outcome language eg Deliverables Deliverables (Product/ Impact/ Result)
Step2= Product Breakdown Structure (PBS) Workshop with Customer/ Users
Step2= Define each products (results) Acceptance Criteria. Define FFP
Step3= Decompose Each Sub-product by tasks to create it Step3= Work Breakdown Structure (WBS) Workshop with Technical Teams Step 3= Define each tasks Performance Criteria vs. QMS. Define C2S Step 3= Define Pre- and Post event Risk Response actions
S t e p 3 :
S S S S S t t t t t e e e e e p p p p p Appoint3 Responses options to WBS Define Technical/ Tactical/ Process Risks and Add 3 3 3 3 PM : : : : :
Define Business/ Strategic/ Outcome Risks and Possible Actions to Respond
The Planning Process Arriving At A Baseline

Step 5=Define WBS task inter-dependencies Step 5=Make initial Work Assignments from WBS to OBS Step 6 Merge into 1st idea of Critical Path & Critical Chain Analysis Step 7 Redo Step 5 WBS vs. OBS, Estimates & dependencies until real world constraints met (or escalate constraint issues) Step 8 (Re-)Consider balance of Risk, Cost, Resource, Reward and Re-plan, Cancel or Approve Business Case. Start execution Step 99 Execute Tasks & Report Status
Step99: Execute Task & Report Status
With Technical Team
Step 5=Estimate Work & divide by resource to determine duration*
On first pass estimate cheaply, quickly and crudely with single-point estimates When critical path, bottle-neck resourcing, value and cost 80%/20% are known reestimate the significant with care using techniques capable of expressing uncertainty and sensitivity
By Technical Team
OBS = Organisation Breakdown Delegate/ Escalate * Not the philosophy of MSPJs creators: See also my White-paper on Estimating and the course in the Free Downloads Section
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Project Managers Day Job

Monitor!
Determine actual progress & accommodate variances into future plans
Direct the work through the daily & weekly routine

Delegate tasks Manage risk, issue, and change processes
Constant communications
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Development and Maintenance of Project Baseline

Needs or Objectives Needs or Objectives Strategic Risk Strategic Risk Deliverables Deliverables Bill of Materials & Quality Description Bill of Materials & Quality Description
Prog Pr r or S ogramme or S A amme ..A.. P ro e Projj c ect t Scope
Development
Proj Projec ect t
Resourcing Resourcing
Schedule Development
Dependencies Dependencies
Task List (WBS) & Task List (WBS) & Work Assignments (OBS) Work Assignments (OBS)
Schedule Baseline Schedule Baseline
Scope & Responsibility Scope & Responsibility Baseline Baseline Response to Response to Tactical Risk Tactical Risk
Monitoring, Monitoring, Tracking & Tracking & Control Control
Cost & Resource Estimating

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Cost Baseline Cost Baseline
Finalised Finalised Cost/ Time/ Scope baselines LogicalModel Ltd 2010, P2: 2009 5th Ed., Format: IG, Free , Vn: 0.9 prince2@logicalModel.Net Cost/ Time/ Scope baselines
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PRINCE2 Content Terminology Stages Tolerance
3: PRINCE2s Contents Structure, Processes & Terms etc
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The PRINCE2 Procedural Framework

DP
SU
IP Initiation Stage
13
Directing a Project (DP)

CS
1st Delivery Stage
SB CS Last Delivery CP
Stage
Starting up a project - Process
Starting up a Project (SU)
Initiating a Project (IP)
Controlling a Stage (CS)
Managing a Logical Model Ltd 0845 2 57 57 07 Stage Boundary (SB) SB
12 14 15 16
Managing a Stage Boundary (SB)
Closing a Project (CP)
Managing Product Delivery (MP)

MP
17 18
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Relationship of Processes to Principle #4 Management By Stages

Directing a Project process Syllabus DP, Manual ch-13 [!] (and separate OGC Manual) Initiation stage One or more Delivery Stage(s) Last delivery Uses 2 (or 4) processes for specialist work stage Initiating a Project
Process Syllabus IP Manual ch-13 3 processes used Controlling A Stage Syllabus CS, Manual ch-15
Starting Up a Project Process not stage

[In real-word usage the distinction is meaningless] Pre-project Syllabus SU Manual ch-12
Use 3 processes Controlling a stage Managing Product Delivery
& Optionally Controlling a Stage Managing Product Delivery
Managing Stage Boundaries Process Syllabus SB Manual ch-17
Managing Stage Boundaries for all but the last stage Syllabus SB, Manual ch-17 May be 1st & last stage CP instead of SB
Closing a Project Process Syllabus CP Manual ch-18
Managing Product Delivery process

Syllabus MP, Manual ch-16
MP
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Project mandate P:CoPM Authorize initiation
PRINCE2 Procedural Flow-Chart

Decide if Pj Viable then authorise stage Ad-hoc Direction Decide if Pj Viable then authorise stage Close project
Create 4 strategies: R, CM, Q, C & Pj Controls Define Team Define task: Outline Business Case & Approach Create Pj Plan, add cost & time to BC
Escalate
Report on closing stage Report Highlights Update Pj plan & BC (IE PID) Create Exception Plan
Report on Pj performance vs PID Handover product & Release staff
Log & examine a Risk or Issue
Premature Close Check ALL products approved vs AC
Plan IP
Assemble PID
Apply Corrections Delegate Work-packages Receive Work-packages
Review Stage status Review work status Create Results (to quality)
Plan next delivery stage Note work completed Deliver Results
Logical Model Ltd 0845 2 57 57 07Plan
1st delivery stage & Report on IP
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Project mandate P:CoPM

13.4.1 Authorize initiation 13.4.2 Authorize the project 13.4.4 Give ad hoc direction
PRINCE2 World-Map
13.4.3 Authorize a Stage or Exception Plan 15.4.5 Report highlights 17.4.4 Report Stage End 13.4.5 Authorize project closure 18.4.5 Recommend project closure
12.4.1 Appoint the Executive and the Project Manager
14.4.1 Prepare the Risk Management Strategy 12.4.2 Capture previous lessons 14.4.2 Prepare the Configuration Management Strategy 14.4.3 Prepare the Quality Management Strategy 14.4.4 Prepare the Communication Management Strategy
15.4.6 Capture and 15.4.7 Escalate examine issues and issues & risks risks
17.4.2 Update the Project Plan
12.4.3 Design and appoint the project management team
18.4.4 Evaluate the Project
14.4.5 Set up the project controls 12.4.4 Prepare the outline Business Case 14.4.6 Create the Project Plan
15.4.8 Take corrective action
15.4.4 Review stage status 17.4.1 Plan the next stage
17.4.3 Update the Business Case 18.4.1 Prepare planned closure 17.4.5 Produce an Exception Plan
18.4.3 Hand over Products
12.4.5 Select the project approach and assemble the Project Brief
14.4.7 Refine the Business Case
15.4.1 Authorize a Work Package 16.4.1 Accept a Work Package
15.4.2 Review Work Package status
15.4.3 Receive completed Work Packages 16.4.3 Deliver a Work Package
18.4.2 Prepare premature closure
Logical Model Ltd 0845 2 57 57 07 14.4.8 Assemble the Project Initiation 12.4.6 Plan the Documentation initiation stage
16.4.2 Execute a Work Package
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CoPM
12.4.1 Appoint the Executive and the Project Manager 12.4.2 Capture previous lessons 12.4.3 Design and appoint the project management team 12.4.4 Prepare the outline Business Case 12.4.5 Select the project approach and assemble the Project Brief 12.4.6 Plan the initiation stage 13.4.1 Authorize initiation
Activities in Levels & Processes

13.4.2 Authorize the project 13.4.4 Give ad hoc direction
Project Board Project Manager
13.4.3 Authorize a Stage or Exception Plan 13.4.5 Authorize project closure 14.4.1 Prepare the Risk Management Strategy 14.4.2 Prepare the Configuration Management Strategy 14.4.3 Prepare the Quality Management Strategy 14.4.4 Prepare the Communication Management Strategy 14.4.5 Set up the project controls 14.4.6 Create the Project Plan 14.4.7 Refine the Business Case 14.4.8 Assemble the Project Initiation Documentation 17.4.1-4 Manage Stage Boundaries 17.4.1 May include Team Planning 15.4.7 Escalate issues & risks 15.4.6 15.4.5 15.4.8 15.4.4 15.4.1 15.4.2 15.4.3 17.4.1 Plan the 18.4.1 Prepare next stage planned closure Capture and examine 17.4.2 Update the issues and risks Project 18.4.2 Prepare Plan Report highlights premature closure Take corrective 17.4.3 Update the action Business 18.4.3 Hand over Case Review stage status Products Authorize a Work 17.4.4 Report Package Stage End 18.4.4 Evaluate the Project Review Work 17.4.5 Produce Package status an 18.4.5 Recommend Exception project Receive completed Plan closure Work Packages
Team Manager
16.4.1 Accept a Work Package 16.4.3 Deliver a Work Package 16.4.2 Execute a Work Package
Team Member
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Main Elements of PRINCE2

CoPM
Seven processes
Direction Start-up, Initiation (Planning), Stage control, Stage re-planning, Closure Product development
CoPM
12.4.1 Appoint Exec & PM 13.4.2 Authorize the project 13.4.3 Authorize a Stage 15.4.7 Escalate 15.4.8 Correct 15.4.6 Capture R&I 14.4.3 Quality 12.4.4 BC 14.4.4 Comms 14.4.5 Controls 14.4.6 Plan 14.4.7 Refine BC 14.4.8 PID 15.4.5 Highlights 15.4.4 Day Job 15.4.1 Delegate WP 15.4.2 Monitor WP 15.4.3 Close WP 16.4.3 Deliver results 16.4.2 Do work 17.4.4 Report Stage End 17.4.5 Exception Plan 17.4.3 Update BC 18.4.3 Handover 13.4.4 Ad hoc direction 13.4.5 Authorize close 17.4.1 Stage plan 17.4.2 Update Pj Plan 18.4.1 Close
Project Board 12.4.2 Project manager LFE
13.4.1 Authorize initiation 14.4.1 Risk 14.4.2 CM
12.4.3
Team
18.4.2 Terminate
12.4.5
Brief & Appro ach
18.4.4 Look-back
18.4.5 Tell board
12.4.6 Team Manager
Plan IP
Plan Delivery Stage 16.4.1 Get work
Exec & PM Org OK Project OrgInitiation Pg OK StageR BC BC R OK LFE Team Org Justify-Why BC R Advice
Seven themes

BC
Project Board
Project manager
Pg
Business case (Why) Organisation (Who) Quality (What) Plans (How, How much, When) Risk, Change, Progress
Org Q P R C Pg
OK Close
R Risk C CM Q Quality
Escalate BC R C Capture R&I
Org R P
Plan Stage
Comms
Pg Highlights
Project Plan
Org
Close
BC Update BC
Stage Report Pg
Team Manager
Q Brief &
Approach
P Plan IP
Controls Pg OrgPlan C R Refine P BC BC PID Prep A Stage
Q P Handover Look-backC
Tell board BC
Terminate
P C Recovery Plan C Correct Q

Delegate WP Get work Day Job Monitor WP Do work Pg
Pg
R Q
Close WP
Seven principles Business case, Lessons Learned, Roles, Stages, MBE, Products, Tailored
Deliver results
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Seven Principles
1. The business case is the continued justification* for investment and action 2. Lessons are sought, recorded and acted upon** to learn from experience 3. Define an organisation structure for duties and rights, roles and reporting lines that engages business, user and supplier*** 4. Plan, monitor and control (Authorise the PM) stage by stage 5. Define tolerances for delegated authorities then manage on an exception basis. IE be available as needed but not otherwise 6. Results not activity (defined products and their acceptance criteria) are what the customer pays for: Focus on [the] products
Configuration management is therefore a crucial capability
7. Tailoring for environment, size, complexity, importance, capability and risk is essential for pragmatic application of this (and any) framework Combined with the themes there are really half-a-dozen elements
in total
* 2.4, **2.5, ***2.6 et. seq.
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Terminology
PRINCE2 vocabulary
*Business Case [A description of the] justification for a project...against which continuing viability is tested *Customer commissioned the work benefit(s) from the end result Product everything create(d) [acquired], or change(d) physical or intangible Programme projects that together achieve a beneficial change Supplier group providing specialist resources to create the project outcome User use or operate the final product customer and user may be the same Stage non-overlapping time periods in which the Project Manager is authorised, within tolerances, to run the project on the project boards behalf Exception the status when a deviation beyond tolerance has or may happen **Embedding adoption of PRINCE2 across an organisation *Tailoring matching the rigour of application to each specific projects local needs
*From the glossary ** Bizarrely see the tailoring entry as embedding doesnt have its own entry! Chapter 19 and particularly Table 19.1
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The Defined Management Products: Baselines/ Records/ Reports Baselines

Benefits Review Plan Business Case Communication Management Strategy Configuration Management Strategy Plan (Project) (Stage) (Team) Product Description Project Brief Project Initiation Documentation Project Product Description Quality Management Strategy Risk Management Strategy Work Package A5 A7 A12 A14 A23 A25 A3 A8 A9 A10 A11 A13 A15 A18 Configuration Item Records Daily Log Issue Register Lessons Log Quality Register Risk Register Checkpoint Report End Project Report End Stage Report Exception Report Highlight Report Issue Report Lessons Report Product Status Account
A6 A16 A17 A19 A20 A21 A22 A24 A26
There are other management products whose content is not defined by PRINCE2:2009, eg project mandate Previous versions of PRINCE2 had 36 defined products eg the set included the project mandate!
Reports
Records
A1 A2 A4
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4: Stages
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The Difference Between Management and Technical Stages

2.4 A PRINCE2 project is planned, monitored and controlled on a stage-by-stage basis
*[The time-period a] Project Manager is managing... at the end of which the Project Board will... decide whether to continue with the project *grouping work together by the techniques used, or the products created such as design, build [are] a separate concept from management stages
Product Based Planning is used to align Management and Technical stage boundaries st nd 10.3.2.1 Stage selection balances
How far ahead it is sensible to plan Where the key decision points need to be The amount of risk within a project Many small stages versus too few big ones How confident the board & PM are
Initiation 1 Specialist 2 Stage Stage
Gathering of Customer Requirements Concept (Work- Packages 1 to 8) Detailed Requirement (WP 9-19) Sign-off Review (WP 20&21)
Specialist Stage
3rd Speci Stage
Solution Design, Selection and Approval Identify Supplier (WP 22) Technical Options (Work Packages 22 to 29) Agree Contract (WP30)
Testing of Business & Technology Integration Model Office (WP 58 & 59) Draft Test Scenarios (WP 60 to 118) (WP 119)
*From the glossary
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What Is Different In Each Quadrant?

Increasing Uncertainty
Unskilled, Inexperienced
Alien Stranger
PRINCE2 works happily here too. Complex and exploratory projects PRINCE2 mostly written with an assumption projects are conducted here Unknown Goal Where ever we are going it is away from here
Experienced & Skilful
Repeater Runner
What are the planning Clear Goal

Increasing Uncertainty
characteristics of each quadrant? Risks, Rewards, Controls, ?
* From Eddie Obeng All Change! 65
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Project Lifecycle
5 stages of a project and of a phase
Executing MP Planning IP Initiating SU Controlling CS + DP4 Closing SB & CP
* pg.68 A Guide to the Project Management Body of Knowledge (PMBOK Guide), 3rd edition 2004, Project Management Institute Fig 3.2 pg.41 in the 4th Ed
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Development & Management Stages

Planning SB MP SU IP Initiating SB Executing MP Executing MP Planning SB + DP3 CS +DP4 SB MP CS +DP4 SB MP CS + DP4 CP & DP5
Executing MP Planning SB + SB CS+DP4 DP2 & 3 CS+DP4
CS &DP4 SB + DP1
Investigation
Design
Build
Integrate
Accept
Deploy
Maintain
Go/No-Go Go/No-Go DP2+3 DP1 DP3

Investigation Design Build
Executing Planning SU Planning CS & DP4 SB + DP1/2/3 Controlling Executing
Go/No-Go Go/No-Go Go/No-Go Plan DP3 DP3 Closing Initiating SB DP1/2/3

Integrate
Planning
Go/No-Go DP5
Accept
Executing
Deploy
Executing Planning
Maintain
Executing Planning
Build
DP3
IntegrateControlling Accept I D B I A D
Deploy Controlling I D B I A D I
Maintain Controlling D B I A
DP5
D B I A
D B I A
Maintain
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Rolling Wave Planning Before/ After Stage Boundary

Planning balances detail with distance into the future
Detail Planning Stage Plan Time Now Far Term Project plan Planning Packages Outline Planning Project Plan
Work Actuals packages Near Term Activities Current stage

Named resources Detailed tasks Final/Definitive Estimates
Generic resources Activities Indicative Estimates
Generic resources Phases ROM Estimates
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Stages Are Planning Horizons

Processes are not stages, stages contain processes 2.4 minimum of two management stages: one initiation stage and
Not a stage Pre Project
DP1
Possible Mandatory 1st DP2 DP3 DP3 Subsequent stages Specialist Stage (may be 1st & last) A Delivery 2nd Delivery Initiation Stage Stage Stage Management Stages 1st Stage Mandatory
Initiation Stage 14.4.6 Creates the Project plan. Complete but detail decreases with time to horizon 17.4.1 Create 1st Stage Plan Short term detail Delivery Stage A16-Stage Plan Managing Product Delivery (16.4.) Delivery Stage A16-Stage Plan
DP3
DP5
Last stage 3rd Stage
Starting up a project 12.4.6 Plan Initiation Stage The horizon is not far off at this point in the project!
Delivery Stage A16-Stage Plan Managing Product Updated Updated Delivery (16.4.)
Managing Product Delivery (16.4.) Project Plan
Project Plan
18.4.1 Prepare planned closure Update Project Plan with actuals
17.4.1 Plan Next 17.4.1 Plan Next Stage Stage LogicalModel Ltd 2010, P2: 2009 5th Ed., Format: IG, Free , Vn: 0.9 prince2@logicalModel.Net 17.4.2 Update the 17.4.2 Update the Project Plan Project Plan
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5: Tolerance
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10.2.3: Exceptions and Tolerance

Tolerance is the allowable variation
between actual status (or forecast status) and agreed base-line
Actual or threatened breach of tolerances causes an exception

PRINCE2 based on the idea of Management By Exception Tolerance is held by the project board at project level, the project manager at stage level and team member/ manager at A26-Work Package level
Table 10.1: Tolerance is defined in 6 aspects

Benefits tolerance agreed at project level between CoPM and the Executive Product quality agreed at A21-Project Product Description and A17-Product Description between project manager and project board Scope the products to be delivered within a stage or the project Time (schedule) for the project, a stage and a A26-Work Package Cost (Budget) for the project, a stage and a A26-Work Package Risk appetite for the project, a stage and a A26-Work Package
Tolerance is discretion for decision making
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Problem and Issue

Projects may be on-plan
& wish to follow the plan or wish to change the plan Change control
When we may be off-plan In or out of tolerance

& wish to reflect current reality in the plan Change control Or come back on plan
Knowledge to Address
Issue: Issue: Escalate for decision Research or pass on objectives or to skilled strategy for resources achievement Issue: Escalate for decision Problem with Revise plans & act recommendation Yes No Authority to Address
With or without the skill to make the changes required The off-plan may be or
Yes
No
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Projects Must Link & Escalation

Why Why What Vision Cascade intent & constraints Delegated Authorities & Tolerances (freedoms)
Mission
& Values
Mission, Delegation, in Decision Making

How: Strategy Escalate decisions outside authority Report, Seek Guidance
Business Design (Modus Operandi)
What Strategy
Programme Design (Architectures)
How: Goals
What Goal
Project Design (Planning) PRINCE2 Technical Solution Design and execution Not P2 (Team/ Stage Planning) Needs tools P2 omits
How: Tasks
What Tasks
Impacts
The Malcolm Baldrige National Quality Award Criteria for Performance Excellence is a good source of framework advice for governance of any enterprise ISACAs CobIT framework is a good source of IT specific governance advise See the course on the LML Web-sites Free Downloads
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CoPM 12.4.1 Appoint the Executive and the Project Manager 1. COPM Set project level tolerances
Tolerances
The activities & roles involved in using tolerance 13.4.3 Authorize a Stage or Exception Plan 1. Board set Stage Tol (for last stage consider what to do with unused Tol [wrong thinking*] 13.4.4 Give ad hoc direction 1. Board consider their direction in response to a Tolerance Threat (TT): Increase Tol., Request an Exception Plan, Defer if TT contingent on a Risk Cause (event), Reject (eh?)
Project Board 13.4.2 Authorize the project 13.4.1 Authorize initiation 1. Board check Pj Tol from CoPM realistic 1. Board set tolerances (Tol) 2. Exec renegotiates Pj Tol if relevant for Initiation Stage 3. Board agree project budget including cost tolerance (and risk and change budget) and project timescales including schedule tolerance (and risk & change time-budget)
Project manager 12.4.2 Capture previous lessons 1. PM Captures relevant lessons
14.4.1 Prepare the Risk Management Strategy (A24-RMS) 15.4.8 Take corrective action 1. PM includes Risk Tol in A24-RMS IE the thresholds for 1. PM acts within Stage Tol EG to resolve A26risk escalation from management level to level, WkPkg exception specially from PM to Board (possibly using a 15.4.7 Escalate issues & risks Probability Impact Grid or Matrix 1. PM converts & extends A13-Issue Rpt into 12.4.4 Prepare the outline 14.4.3 Prepare the Quality Management Strategy A10-Exception Report giving Overview of Business Case Q-Tol is defined in each A17-Product Description which tolerances are threatened by how much 1. SUexpresses Customer 14.4.5 Set up the project controls and when and why, the consequences of each Quality Expectations & PM 1. possible response (including none) PM confirms Tol levels and escalation mechanisms captures as driver for between CoPM/ board/ PM/ TM 15.4.6 Capture and examine issues and risks quality tolerance 1. PM create A13-Issue Report considering affect 2. PM (Exec) starts defining 14.4.6 Create the Project Plan PM includes specification of Pj tolerances in A16-PjPln Tols each benefits tolerances 1. (Cost/ Time/ Scope/ not quality-See below or Benefitsand aggregate benefits 15.4.5 Report highlights See A2-BC or Risk-See 14.4.1)) tolerance PM gives board confidence of operating within 2. PM includes spec. of quality & scope tolerance in each 1. 3. PM records SU's quality Tol by regularly reporting stage status vs Tol & A17-Product Description (& A21-PjPD) tolerance (ie limits on TT early warnings** in A11-Highlight Reports 3. PM notes scope tol in A17-PDs and project level Acceptance Criteria) in Product Breakdown Structure (PBS) A21-Project Product 15.4.4 Review stage status 4. PM (Exec) consider affect of part-time-teams on Description 1. PM determines from controls (project Records schedule and consider compensation in other Registers and Logs) any tolerance threat & tolerances Escalates via 15.4.7 12.4.5 Select the project approach and assemble 14.4.7 Refine the Business Case 1. PM (Exec) refines quantified definition of each the Project Brief 15.4.1 Authorize a Work Package benefits Best/ Expected/ Worst target and (as) 1. PM documents Pj 1. PM/ TM make joint agreement on A26-WkPkg expresses tolerances and aggregate benefits tolerances received by Cost/ Start & End date, Milestone, Quality (from tolerance Exec in project mandate A17-PDs) targets and A26-WkPkg tolerances PM (Exec) considers affect of timescales on benefit (or by discussion) prior to 2. (Cost/ Time/ Risk & Scope. Zero time tolerance tolerances including delivery dates Ltd 2010, P2: 2009 5th Ed., and higher Free , Vn: 0.9 prince2@logicalModel.Net LogicalModel Format: IG, scope tolerance implies iterative/ Logical Model transfer to A16-Pj Plan at Ltd 0845 2 57 57 07 14.4.6 agile methods Such as SCRUM Plan Delivery Stage
17.4.1 Plan the next stage 1. PM includes specification of Stage Tolerances (Cost/ Time/ Scope/ Risk, not quality-See below or benefits-See 14.4.6)) in A16Stage Plan 2. PM (team) create stage PBS and A17-PD with product quality tolerances defined (probably as attribute ranges (eg Customer call duration between 1 and 3 minutes) 3. PM notes scope tolerance in A17-PD and stage PBS 17.4.3 Update the Business Case 1. PM Checks for change in CoPM/ board Risk tolerance per Risk and in total 17.4.4 Report Stage End 1. PM reports Pj objectives and Stage objectives vs all tolerances, and forecasts tol for rest of project in A9-End Stage Report 17.4.5 Produce an Exception Plan 1. PM creates a new A16-Stg or Pj Plan to Suggest recovery options from Stage or Pj TT
18.4.4 Evaluate the Project 1. PM reports on Pj performance & objectives vs. tolerances in A8-End Project Report
Team *X-Ref correct tolerance handling 16.4.1 Accept a Work Package Manager ** Strictly ANY forecast of an out-of-tolerance 1. As 15.4.1 situation is by definition being in Exception and deserves 15.4.6
16.4.2 Execute a Work Package 1. TM makes corrections within WkPkg Tol or raises an Issue to the PM (to log in the A7-Daily Log and handle at 15.4.8) 2. TM reports tol status in A3-Checkpoint Report
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Summary
Contents & Scope of PRINCE2
7 Processes (Plans addressed as a theme in 2009 update*)
12: Starting-Up a Project, 14: Initiating a Project, 15: Controlling a Stage, 17: Managing a Stage Boundary, 18: Closing a Project 13: Directing a Project, 16: Managing Product Delivery Processes contain 40 activities with defined inputs and outputs
7 Themes: Business case, Organisation, Quality, Plans, Risk, Change, Progress
Project official starts at [13.4.1 Authorise initiation]

Start of solution development is at [13.4.2 Authorise the project] Lots of structure prior to [13.4.2 Authorise the project]: Off on the right foot Cyclic processes for authorising work-packages and authorising stages Minimum 2 stages
Stages are a period of time with tolerance limits

MANAGEMENT commit the investment required to realise the results
*5th
Ed. (2009) 7.3.1 to 7.3.8. and or maybe 30% of the previous guidance
3rd
4th
Ed. PL1-7 are about 95% the same structure with 2009 providing
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Learning Log
Notes of ideas and actions from the course What Result: What Actions: By Who & When: What Result: What Actions: By Who & When: What Result: What Actions: By Who & When: What Result: What Actions: By Who & When:
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Who Are Logical Model Ltd (LML)?

A niche consultancy that delivers training, mentoring and consulting services around control and governance of project based benefits realisation
LMLs purpose is to improve the project management state of the art through popularisation of what is commonsense (which I suggest is obvious after it is observed not necessarily is widely-known)
Consultancy & training in

Basic structured project management Tools and techniques for advanced project & programme management Leading complex projects Recovery of struggling projects Creating & running PMOs Project risk and quality management Using Earned Value Analysis Board briefings on project control & governance
Continued
Dimension Four Benefits Realisation Method training and consultancy PRINCE2 use in the real-world & PRINCE2 Exam preparation (but only if you
insist on exams. I believe they create the wrong focus & actually destroy PM value to a business)
Implementing IT Governance using the CobiT Framework Implementing Benefits Realisation & Lessons Learned processes
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12.4 SU Starting Up A Project

Organisation 13.4.1 Authorising initiation
6: SU to DP1 & Org PRINCE2 Process Models
14.4 IP Initiating A Project

Planning Plans Product Based Planning 13.4.2 Authorising a Project
15.4 CS Controlling A Stage

16.4 MP Managing Product Delivery 17.4 SB Managing Stage Boundaries 13.4.3 Authorising a Stage (or exception) Plan
18.4 CP Closing a project

13.4.5 Confirming Project Closure
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SU-04 F:2
A14 Lessons Log A19 Project Brief {Exec role description P:CoPM, PM role description P:E, A:CoPM } Appointed Exec P:CoPM Appointed PM P:E A:CoPM
The Activities Within Starting up a Project (SU)

Initiation Stage 12.4.3 Design/ appoint PMT 1. Define roles (PA/ TM/ PS) Authority/ Reporting lines/ Availability/ Competency 2. Some may not be in post 3. Arrange training 4. Note Risk in Daily Log 13.4 DP 14.4 IP
`
Project Manager 12.4 SU 1. Based on Pj-Md8, skills & availability 2. PM starts Daily Log A7 Daily Log P:PM
Licensed for individual Executive & A commercial license (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied 12.4.1 Appoint use without fee.
15. CS
In the beginning is the project mandate (a partial Project Initiation Document) and the first thing we need are: a decision maker and someone to do the day to day management
A7 Daily Log P:PM A19 Project Brief { PMT role descr. P:PM A:E PMT structure P:PM, A:E}
Appointed PMT P:E A:CoPM
17.4 SB
update
DoubleHeaded
Create
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PMT = Project Management Team, PMTs = PMT structure, P: = Produces, R: = Reviews, A: = Approves ( ) = in another process { } = containing
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The Roles: (Appendix C)

Roles apply to responsibilities and do not always mean a separate person
May be combined, split, amended but should not be dropped
Project Board: All authorisations and decisions, all dialogues in or out of the project start & end at the board
Executive: Ultimate responsibility to get it done within CoPMs authorised limits Senior User: Say what (all) customers need and check we get it Senior Supplier: Produce what was asked for Project Assurance: Check the PM is plausible & everyones efforts are aligned
Project Manager: Work within tolerances. Refer all other decisions upwards
Project Support: Assist the PM Configuration Librarian: Store the task results away safely & run change control
Team Manager: Produce the products to plan within tolerance Change Authority: Person or group able to authorise concessions and changes Experts: Provide knowledge in risk assessment and estimating
May be a delegated responsibility or may be retained by the Project Board (Change Authority) or Project Manager (Project support) Possibly in a Centre of Excellence (IE A project office with a fashionable we are really good value, honest! name) 5.3.4.2
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Role Product Description

PRINCE2 gives no guidance on the contents of a role description It might contain {
Duties to be performed
Perhaps linked to Method statements in a QMS Perhaps linked to a capability framework*
Decision making authority

Perhaps linked to Corporate Governance and legal accountabilities
Resources to be provided/ Contribution expected Competencies, skills and experience required }
* EG The IPMAs Competency Baseline
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5 Levels: 4 Management plus Technical

Instigates, Sets constraints, Delegates project tolerance
Corporate or Programme Management

SU DP
Directs (Decides) Delegates stage tolerance (The Exec) Escalates to CoPM
Project board
CS 1st Delivery Stage SB CS Last Delivery CP Stage
IP Initiation Stage
Day to Day control within tolerance Doing Delegates team tolerance Escalates to the Board Specialist activities to produce products within tolerance Escalates to PM
Starting up a Project (SU)
Initiating a Project (IP)
Controllin g a Stage (CS)
Closing a Project (CP)
Project manager
SB
Team Manager Team Member
MP
MP
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Customer
Customer Supplier
Organisation Structure Of The Project Board

Senior User User Assurance Executive Business Assurance Senior Supplier Supplier Assurance Change Authority Project Manager Project Support Team Manager Team Manager Team Members Team Members Team Members (Prime) Supplier provides skilled resources to create the outcome Team Manager
Customer specifies the outcome Pays for the project Customer
Supplier
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90CoPM
12.4.1 Appoint the Executive and the Project Manager 1. CoPM define Executives & project managers role descriptions & appoint based on skills & availability: Exec has duty to deliver a product that will return the forecast benefits that justify the cost 13.4.1 Authorize initiation 1. Board confirm PMT members accept roles 2. Board obtain/ commit resources to deliver Initiation Stage 12.4.3 Design and appoint the project management team 1. PM perform stakeholder analysis 2. Consider tailoring of P2 Org theme to split & combine roles 3. Define roles & appoint SU & SS based on project size & significance, peoples skills & time & CoPM agreement 4. Consider Project Assurance, Team managers, Project Support 5. Define reporting lines 6. Consider training needs (eg quality methods)
Organisation
OR-04 F:2 In which process(es) the Organization theme is applied and which roles are responsible for this 13.4.2 Authorize the project 13.4.3 Authorize a Stage or Exception Plan 13.4.5 Authorize project closure 1. Board obtain/ commit 1. Board ratify team appointments or changes 1. Board advise resources providers they are being freed resources to deliver 2. Board obtain/ commit resources to deliver 2. Board transfer concern for resourcing benefits review project stage 15.4.4 Review stage status 1. PM considers resource utilisation, status, availability, suitability & outlook 17.4.1 Plan the next stage 1. PM Reviews changes to the PMT structure and roles 2. PM assesses resources to deliver next stage 17.4.2 Update the Project Plan 1. PM revises Pj Plan to reflect changes to the PMT structure and roles 18.4.1 Prepare planned closure 1. PM seeks approval to advises board to release resources to CoPM
Project Board Project manager
12.4.5 Select the project approach and assemble the Project Brief 1. PM Adds to/ updates PMTs & roles to match Pj brief & Pj approach
14.4.1 Prepare the Risk Management Strategy 1. PM assigns risk management roles in A24-Risk Management Strategy 14.4.2 Prepare the Configuration Management Strategy 1. PM assigns config mgmt roles in A4Communications Management Strategy 2. Board consider need for Change Authority 14.4.3 Prepare the Quality Management Strategy 1. PM Assigns Q mgmt roles in A22-Quality Management Strategy (consider links to Corp QA 14.4.4 Prepare the Communication Mgmt Strategy 1. PM Assigns comms roles in A4-Communications Management Strategy 14.4.5 Set up the project controls 1. PM adds control duties, authority limits to Role descriptions 2. Finalise PMTstructure (as far as can) 14.4.6 Create the Project Plan 1. PM Updates role descr. If needs 2. Confirm resource needs (estimating skills) 3. Include control duties in project plan 14.4.8 Assemble the Project Initiation Documentation 1. PM includes all PMT structure & role definitions Plan Delivery Stage
15.4.1 Authorize a Work Package 1. PM Assigns A26Work Packages to Team members/ managers
17.4.4 Report Stage End 1. PM reports on team performance in A9-End Stage Report 17.4.5 Produce an Exception Plan 1. PM Reviews changes to the PMT structure and roles 2. PM considers resources to deliver exception plam
18.4.2 Prepare premature closure 1. PM seeks approval to advises board to release resources to 18.4.3 Hand over Products CoPM
15.4.3 Receive completed Work Packages 1. PM acknowledges assignment complete
18.4.4 Evaluate the Project 1. PM reports on team performance in A8End Project Report
Team Manager
16.4.1 Accept a Work Package 1. Team create A16-Team plan to confirm work and resource constraints are in balance
Roles: 2.3, t3.1 org, 4.3.3bp5, 4.4, t4.1, , 5*, 6.3.1, p55, t6.3, 7.4, t7.1, 8.3.1/ 2, 8.3.5.1/ 4, t8.3, 9.3.1, 9.4, t9.3, 10.2.3, 10.4, t10.2, 12.1/ 2, 12.4.1x/ 3x/ 5x, 13.3, 13.4.1/ 2, 14.4.1-7, 15.3, 16.1, 17.2, 17.4.1/2/5, 19.2, t19.1, f19.1, 19.2.5/6, 19.4.1.2, p219, f19.3, f19.4, t19.2, 19.5.1.1, 19.6.1.2x, 19.8.1, 19.9.1, t19.3, Aintro, a4/ 5.2/ 8.5/ 9.5/ 15.5/ 17.5/ 19.2/ 20.2/ 20.5/ 22.2/ 22.3/ 23.2/ 24.2/ 25.2, Tb1, ApxC!, e1/4/18/45/46/95, g309-pmt/pmts/pd, 310-qrt/ps, 312-rd/ss, 313tm/12.4./s
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SU-04 F:2
The Activities Within Starting up a Project (SU)
In the beginning is the project mandate (a partial Project Initiation Document) so we should understand them!
PMT = Project Management Team, PMTs = PMT structure, P: = Produces, R: = Reviews, A: = Approves ( ) = in another process { } = containing
update
DoubleHeaded
Create
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Product Descriptions
The first product description we have examined
PRINCE2 management products all defined in Appendix A Sets out: Purpose, Composition, Derivation*, Format**, Quality criteria*
The 7 processes provide the procedural framework

The 7 themes are the constant threads that run through the timeline The 26 procuct descriptions provide record keeping and communications
PRINCE2 assumes 9 roles are active it project delivery
*Mostly valueless, **Doubly so A17-Product Description Product Description coming later
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A19-Project Brief Product Description
The Project Brief (or the evolving PID) describes, as succinctly as possible {
Project background: context, trigger and consequences of the Do Nothing option Outcome sought in goal statement and acceptance criteria terms*
Scope and exclusions
The project's A21-Project Product Description

All agreed acceptance criteria from all significant stakeholders (users, operations and maintenance) Customer quality expectations: Note we must move beyond CQE to AC as soon as possible
Project objectives expressed in terms of success criteria

IE schedule, budget, scope, quality, risk and benefit performance goals (sic) Constraints and tolerance limits
Assumptions and Risk (IE threats and opportunities) All people allocated roles, their responsibilities, authorities and reporting obligations All 'interfaces
IE dependencies on or from the project
A2-Business Case: initially an outline, refined and maintained throughout the project Project's approach to creating the outcome sought All other useful information capable of inclusion or a relevant cross reference }
Skip the A19-Project Brief (19.5.1.2) [just use and evolve the A20-Project Initiation Document template from investment definition through benefits realisation and migration of future-state-business-as-usual to just bau]
[pg 158 but note Apdx A also says CoPM strategies, standards, practices and controls ]
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A20-Project Initiation Document PIDs Product Description

The PID evolves from Project Mandate (Pre-project), through A19-Project Brief (SU) It might contain {
Project definition { Copied from the project mandate and A19-Project Brief
Context and cause (Why are we exploring changing the world in some way) Goal: The business objectives and exclusions from objectives Assumptions, Constraints and dependencies The stakeholders and their stakes Interfaces between stakeholders, activities and products }
Project Approach: the strategy to create or acquire the required results A2-Business Case Project management team roles, reporting lines, duties and authorities A22-Quality Management Strategy A6-Configuration Management Strategy A24-Risk Management Strategy A4-Communications Management Strategy Benefits Management Regime A16-Project Plan Project controls Adaptation, extensions and exclusions applied in this project to the standard PRINCE2 implementation with reasons }
Should be 80% off-the-shelf 20% tailored for all but the first project run under a structured control framework
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12.4.1 Appoint the Executive and the Project Manager 1. COPM provides mandate in any form as long as it allows identification of the Exec. It is the project trigger, the Instruction to, or remit or Terms of Syl P:2 Reference for the Pj Board. Includes Pj Reason, Pj tolerance, Risks, All standards to be followed 13.4.1 Authorize initiation 1. Board approve the A19Project Brief and trigger the Initiation Stage. The mandate is archive (if it exists)
Project Mandate,A19-Project Brief, A20-Project Initiation Document (PID)

The activities & roles involved in Developing they project mandate A19-Project Brief and A20-Project Initiation Document
13.4.2 Authorize the project 13.4.3 Authorize a Stage or Exception Plan 13.4.5 Authorize project closure 1. CoPM review & Board approve (baseline) A20-PID (and its component products) 1. Board consider whether to re-start a project 1. Board compare original & thus make a contract that marks their commitment and authorises the project where CoPM revise the mandate or treat as A20-PID to final A20-PID 2. PM/PS archives A19-Project Brief (replaced by A20-PID) an RFC [no guidance as to why and 3. PM/ PS baseline A20-PID in Config. Mgmt System (CfMS) for later review vs. 2. CoPM review & Board re-approve (baseline) seemingly uncoordinated state including approved changes revised parts of A20-PID & PS store in CfMS with 18.4.4!] 14.4.1 Prepare the Risk Management Strategy (A24-RMS) 15.4.7 Escalate issues & 17.4.1 Plan the next stage 18.4.1 Prepare planned 1. PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf risks 1. PM reviews/ closure 1. PM actions informed updates any aspect 1. PM actions 14.4.2 Prepare the Configuration Management Strategy(A6-CfMS) by the A20-PID, of the A20-PID in informed by A201. PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf specially the A16-Pj consultation with PID (especially Plan board A16-Pj Plan) 14.4.3 Prepare the Quality Management Strategy (A22-QMS) 1. 14.4.4 1. 14.4.5 1. 14.4.6 1. 14.4.7 1. 17.4.2 15.4.6 Capture and examine Prepare the Communication Management Strategy(A4-CmMS) issues and risks 1. PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf 1. PM actions informed by the A20-PID Set up the project controls PM uses guidance in the A19-PjBf 15.4.5 Report highlights 17.4.3 [manual says summarise reality says detail] 1. PM reports in A11Highlight Report 1. Create the Project Plan against A20-PID PM derives from guidance in the A19-PjBf on milestones, standards, external dependencies, approach & assumptions 17.4.4 15.4.4 Review stage status 1. Refine the Business Case 1. PM actions informed PM extends (exec oversee) outline A2-BC to full A2-BC by the A20-PID PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf Update the Project 18.4.2 Prepare premature Plan closure PM reviews/ 1. PM actions updates any aspect informed by A20of the A20-PID (sic) PID (especially A16-Pj Plan) Update the Business Case 18.4.4 Evaluate the PM updates A2-BC Project (part of A20-PID) 1. PM prepares A8Report Stage End PM actions informed by A20PID (especially A2BC & A4-CmMS)
12.4.1 Appoint the Executive and the Project Manager 1. Exec & PM review & understand mandate 2. PM log mandates risks to A7-Daily Log 12.4.2 Capture previous lessons 1. PM Captures lessons relevant to the mandate into A14-Lesson Log 12.4.4 Prepare the outline Business Case A2-oBC) 1. Exec/ PM understand Pj reason in mandate 2. PM creates (exec oversees corporate alignment) pre-project outline A2-Business Case from mandates contents 3. Exec presents A2-oBC to CoPM 4. PM checks feasibility of milestones, assumptions and constraints from mandate 5. PM/ SU/ Exec create the A21-Project Product Description based on the mandate 12.4.5 Select the project approach and assemble the Project Brief (A19-PjBf) 1. PM refines & extends mandate to create a well defined start-point: the A19-Project Brief to known quality criteria by filling the gaps and applying A4-LL lessons. (An a programme context the A19-PjB has probably been created done by the programme) 2. PM/ SS (if in post) define project approach, Supplier standards, guidelines, procedures and development life-cycles 3. PM add mandates context info, project approach, A21-PjPdD & A2-oBC into A19-PjBf
14.4.8 Assemble the Project Initiation Documentation 1. PM extracts Pj definition (mandates context info) and Pj Approach from A19-PjBf and combines with initiation products to create A20Project Initiation Document to serve as basis for commitment, baseline for change assessment and induction pack for new project staff 2. PM suggests P2 tailoring for this project (based on A14-LL)
15.4.1 Authorize a Work Package 17.4.5 Produce an 1. PM extracts or crossException Plan references A20-PID 1. PM reviews/ Strategies/ Controls/ updates any aspect Quality/ Milestones/ of the A20-PID in CfM & handover consultation with requirements board (sic) Plan Delivery Stage LogicalModel Ltd 2010, P2: 2009 5th Ed., Format: IG, Free , Vn: 0.9 prince2@logicalModel.Net 16.4.1 Accept a Work Package 1. TM actions informed by (relevant extracts of) the A20-PID
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End Project Report of how Pj performed vs original A20-PIDa8 [and separately?] compares the version of the A20-PID baselined at 13.4.2 and current at 13.4.518.4.4
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SU-04 F:2 The Activities Within 12.4 Starting up a Project (SU)

A14 Lessons Log A19 Project Brief {Exec role description P:CoPM, PM role description P:E, A:CoPM } Appointed Exec P:CoPM Appointed PM P:E A:CoPM Initiation Stage 12.4.3 Design/ appoint PMT 1. Define roles (PA/ TM/ PS) Authority/ Reporting lines/ Availability/ Competency 2. Some may not be in post 3. Arrange training 4. Note Risk in Daily Log
` `
Project Manager 12.4 SU 1. Based on Pj-Md8, skills & availability 2. PM starts Daily Log A7 Daily Log P:PM
Licensed for individual Executive & A commercial license (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied 12.4.1 Appoint use without fee.
12.4.4 Prepare outline Business Case 1. Exec drafts BC as fully as currently known 0-100% 2. PM (+SU/E) drafts PjPdtD Define What is required 3. Note Risk in Daily Log A14 Lessons Log P:PM R:E (All Subsequent activities are expected to review this log)
In the beginning is the project mandate (a partial Project Initiation Document)

A19 Project Brief { A2 Outline Business Case P:E, R:SU/SS/PM/PA, A:CoPM A21 Project Product Description P:PM, R:PA, (A):E/SU/SS }
Appointed PMT P:E A:CoPM
13.4.1 Authorize 13.4 DP initiation 14.4 15. IP CS A16 (init) Stage Plan P:PM, R:PA (A)ESUSS A7 Daily Log P:PM Request to initiate a project
A7 Daily Log P:PM A19 Project Brief { PMT role descr. P:PM A:E PMT structure P:PM, A:E} A7 Daily Log P:PM
d o el le; t e mo ded fiile; iit b sem t df The s ima te The an ima 96 update DoubleHeaded Create e an he tReviews, A: = Approves ( ) = in another process { } = containing h PMT = Project Management Team, PMTs = PMT structure, P: = Produces, R: =t
12.4.2 Capture previous lessons 1. Record every relevant lesson from any source
Previous lessons reports Audits/Staff/ In- or External
12.4.5 Select project approach & assemble Project Brief 1. Define How to deliver PjPdtD in Pj context CoPM strategy & Ops needs 2. Create project definition: Assembled Pj Brief 3. Risk+Issues in Daily Log
A19 Project Brief { f o Project approach + rb r c e sorb f nce b o Addtl role desc} o a s eque r to ab seque n ie t P:PM R:PA 17.4 as er s the e eas iuilds the s re a(A):E e b uild r (R):SUSS a SB els s
12.4.6 Plan the initiation stage 1. Plan Initiation Stage and define controls to conform to CoPM constraints 2. Incorporate Lessons and Risks 3. Note/ Update RisksroA7 in m m
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A7-Daily Log Product Description

The A7-Daily Log is a diary or aide-memoire for the project manager and perhaps also team member/ managers It might contain {
Date of entry Points of note or reference Parties to any discussion
All notes on their way to a register as a result of recent, probably verbal communications EG results of project definition workshops
Cross-reference to a register (if relevant)

EG for action today
What needs to be achieved by when

Who has what role, pending actions & interim points of monitoring or communications
Ear-marked pages As an alternate to separate registers and logs
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Project Approach Product Description

The official manual no longer separately suggests the contents of the approach but based on 2005's guidance it might contain {
Solution types considered
Normally includes: made-to-order, modification of existing product, design-from-scratch, ready-made/ off-the-shelf solution
Delivery methods considered

Normally includes: sub-contracted, in-house staff, contracted resources
Description of Target Operational Environment Products operational context through-life

Informs trade-off decisions between acquisition and ownership costs
Options chosen with selection and rejection reasons for conclusions }
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A14-Lessons Log Product Description

A PRINCE2 principle is based on Learning from Experience (LfE)
SU creates a A14-Lesson Log Initialised with other projects relevant observations Used to log events to repeat or avoid in future Passed, at project end, to interested parties Used during the project to generate A15-Lesson Reports
The A14-Lesson Log might contain {

What happened
May cross-reference entries for risks and issues
Why and how it affected us or someone else What we would do differently or the same next time What we might do to spot and avoid future bad lessons or repeat good ones }
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CoPM 12.4.1 Appoint the Executive and the Project Manager 1. COPM provide lessons
A14-Lesson Log & A15-Lesson Report

The activities & roles involved in Lessons Learned 13.4.2 Authorize the project 13.4.3 Authorize a Stage or Exception Plan 1. Board seek evidence 1. Board review (Exec assures) A15previous lessons are LR and decide who to send to being consulted & (Board ensure CoPM & CoE current documented functions aware of responsibilities) 14.4.X All Initiation Process activities in stage 1. Seek lessons from PM team, CoPM, A14-LL & other Pjs A15LR 14.4.1 Prepare Risk Management Strategy (A24-RMS) 1. PM includes lessons (EG Risk Breakdown Structure [taxonomy] & categories) into Pisk ID guidance & Impact estimating see 14.4.6 & Response development IE ideas of effective responses 14.4.2 Configuration Management Strategy (A6-CfMS) 1. PM defines how records are stored. Accessed kept safe & distributed. Pj records are the source of lessons 14.4.3 Prepare Quality Management Strategy ((A22-QMS) 1. PM includes lessons into quality approach, Define QC[?QA] process to remove causes of unsatisfactory results, Use Qmetrics for learning & process improvements 14.4.4 Prepare Communication Managnt Strategy (A4-CmMS) 1. PM considers how to communicate lessons to other projects, during Pj or in CP at a minimum 14.4.5 Set up the project controls 1. PM defines records maintained (includes A14-LL) 14.4.6 1. 2. 3. Create the Project Plan (A16-Pj Plan) PM considers value in repeating 12.4.2 PM include action to capitalise on previous lessons in Plan PM (team) use comparative [analogous] estimating techniques 13.4.5 Authorize project closure 1. Board assures (sic) final A15-LR and authorises (sic) & distributes (as part of approving (sic) A9-EPjRpt) 2. (Board ensure CoPM & CoE functions aware of responsibilities) 3. Board review A1-Benefits Review Plan is suitable to identify side-effects and capture/ distribute as lessons 17.4.1 Plan the next stage 1. PM considers value in repeating 12.4.2 2. PM (team) consider all A14LL as 14.4.6 18.4.3 Hand over Products 1. PM includes in A1-BRP, provision for distribution of Lessons observed in Post-Project Review [!] 18.4.4 Evaluate the Project 1. PM team identify lessons PM creates a15-LR as 17.4.4, plus reasons if premature closure Board review & CoPM approve it 18.4.5 Recommend project closure 1. PM closes A14LL
Project Board
Project manager 12.4.2 Capture previous lessons 1. PM Install culture Lessons Sought, Record, Acted on within this project (12.4.2 may be repeated during the Pj, especially if novel/ complex) 2. PM Captures (via a workshop) into A14-Lesson Log all relevant lessons from previous projects A15-Lesson Reports, CoPM & external sources 12.4.3 Design and appoint the project management team 1. PM considers how to act on observations in A14-LL for team design 12.4.4 Prepare the outline Business Case 1. PM considers A14-LL for Pj justification 12.4.5 Select the project approach and assemble the Project Brief (A19PjBf) 1. PM considers A14-LL for approval Team 12.4.6 Plan the initiation stage PM considers A14-LL for Init-Stage Manager 1. controls
15.4..X All CS/ 17.4./ 16.4./ CP activity in Delivery Stage 1. Seek lessons from PM team, CoPM, A14-LL & other projects A15-LR 15.4.7 Escalate issues & risks 1. PM considers lessons causing need for A10-Exception Report 15.4.6 Capture and examine issues and risks 1. PM may create A13-Issue Report from a14-LL
Plan Delivery Stage 1.
17.4.4 Report Stage End 1. PM creates A1515.4.5 Report highlights LR of what went 1. PM includes lessons observed and well/ badly, applied estimates versus 15.4.4 Review stage status actuals and 1. PM captures (seek, record, act) to statistics as A14-LL good & bad observations on appropriate, P2 tailoring, tools, team & technique, includes in A9Process & product from team, A26ESR & distributes WkPkg & all Plans/ Registers/ according to A4Records & Logs CmMS 2. PM considers holding lesson review (A15-LR may be now, later or at end of stage tailored to an 3. PM includes a15-LR in A11-Highlight audience, Reports if useful always(?) include Corp. QA)
16.4.2 Execute a Work Package LogicalModel Ltd 2010, P2: 2009 5th Ed., Format: IG, Free , Vn: 0.9 prince2@logicalModel.Net
TM notifies PM of lessons observed or applied, dierctly and via A3-Checkpoint Report
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CofE = Centre of Excellence, previously known as a Project Office or Pj Support Office (PSO) or Pj Management Office (PMO)
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A15-Lesson Report Product Description

Produced and distributed when something useful to share Might contain {
Summary, perhaps with highlights specific to different audiences What topics, project or timeframe (eg stage) is covered in the report Events and circumstances with a consequence worth recording:
What were the conditions, their causes and their consequences? How these could be spotted, anticipated, encouraged or avoided in future perhaps against some standard topics such as:
project management strategies and controls use of PRINCE2 tailoring and suitability of what is embedded technical techniques standards processes tools
Metrics or measures and responses found to be useful, or useless }

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Outputs of SU (12.4) DP1 (13.4.1)

Initiation Notification
12.4.
13.4.
Request to initiate a project A19 Project Brief A16 (init) Stage Plan P:PM, R:PA (A)ESUSS
13.4.1 Authorize initiation (DP1) 1. Board decide to proceed or cancel, Decision can be informal, Pm given auditable instruction from Exec (Senior Supplier may not be in post) 2. Ratify {Project definition/ constraint/ Project approach/ Role holders/ Job descriptions/ A21-Project Product Description/ Customer quality expectations & Acceptance criteria/ outline A2-Business Case/ Initiation Stage Plan/ Risks to initiation 3. For initiation: Set tolerances, Ratify reporting and control, Commit resources 4. Broadcast that a project is being initiated and request logistical Support 5. Authorize the Project Manager to proceed with the initiation stage.
14.4. CS 1st Delivery Stage 17.4.CS Delivery Stage 17.4. CS Last Delivery Stage Initiation Stage Authority to initiate a project 17.4. 16.4. ModelProject Now Starts! LogicalModel Ltd 2010, P2: 2009 5th Ed., Format: IG, Free , Vn: 0.9 prince2@logicalModel.Net Logical Ltd 0845 2 57 57 07 A19 Project Brief (Approved) P: = Produced By, R: = Reviewed By, (A) = Approved in another process by, A16 Approved initiation PA=Project assurance, E=Exec, SU=Senior User(s) SS=Senior Supplier(s) Stage Plan
18.4.
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DP1 Is A Phase Review

Customer and supplier both have questions to ask and answer are
Seperately and together do we have the will and the skill?
Is the project (or parts of) runner, repeater, stranger or alien Is the customer/ supplier mature enough to be good business?
Do we (company) have the band-width?

Will we cancel something with lower IRR* or strategic importance?
Did SLT & project team from both sides participate at an appropriate level in social planning to communicate what and how good
Are goal and constraints known and accepted by all (significant?) stakeholders Have both sides expressed appitite for risk
Can we see them reflected in plans (contract) at a level that gives comfort?
If no to the above points is adequate provision made for consequences?
Are the escalation routes to and from SLT (in both customer and supplier) known
Do WE (the SLT and our bosses) have the bandwidth!?
* Internal Rate of Return
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7: IP to DP2+3 & Plans PRINCE2 Process Models



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IP-04 F:2 The Activities Within 14.4 Initiating a Project (IP) Process
Authorize PBS = Product Breakdown Structure, PFD = Product Flow Diagram. PD A17-Product Description, CIR = A5-Configuration Item Record See XREF for details A24-Risk Management Strategy (in A20-PID) P-PM, (A)-ESUSS, R-PA A19-Project Brief { Pj Definition, Pj Approach } A24-RMS, A22-QMS, A6-CfMS, A4-CmMS Pj Controls P2 Tailoring 13.4.2 Authorize the project Authority to initiate a project 14.4.1 Prepare the Risk Management Strategy 14.4.Initiation Stage Who/ How/ When of Risk Mgmt to 1. Define satisfaction of PB & PA 2. Create A25-Risk Register Project Brief 14.4.2 Prepare the Configuration Management Strategy 1. Define Who/ How/ When of Config Mgmt (Inc. Issue & Change to satisfaction of PB & PA 2. Define Priority & Severity scales 3. Create & populate Issue Reg (from Daily Log) 4. Create initial set of CIRs 5. Upd8 A12-IR+A25-RR+A7DL 14.4.3 Prepare the Quality Management Strategy 1. Use CQE & AC to Define Who/ How/ When of Quality Mgmt to satisfaction of PB & PA 2. Create Quality Register 3. Upd8 A12-IR+A25-RR+A7DL A5
13.4.1
12.4. 13.4. initiation
A19 A14 A7
Lesson Log Daily Log
A25-Risk Register P-PS, A-PM, R-PA PMT Structure& Role Descrtns Configuration Item Record P-PS, A-PM, R-PA
A19-Project Brief A14-Lesson Log Upd8 A12-IR+A25-RR A7-Daily Log
A24-Config Management Strategy (in A20PID)P-PM, (A)-ESUSS, R-PA A12-Issue Register P-PS, A-PM, R-PA A20-PID {A22-Quality Management Strategy } P-PM, (A)-ESUSS, R-PA A23-Quality Register P-PS, A-PM, R-PA
14.4.8 Assemble the Project Initiation Document 1. Create the PID CI from component CIs
Request to deliver a project Stage boundary approaching 17.4.1-4 (17.4.)
A19-Pj Brief { A21Project Product Description }
14.4.4 Prepare the Communication Management Strategy A20-PID { A16-Project 1. Perform stakeholder analysis Plan,PMT Struct, 2. Merge strategys comms needs Role Desc}(P-PM, (A)3. Define Who/ How/ When of Comms E12.4.Ss, R-PA) } Mgmt to satisfaction of PB & PA 4. Upd8 A12-IR+A25-RR+A7DL 14.4.6 Create the Project Plan 1. Create PBS*/ PD/ PFD/ CIRs (specialist and management products) 2. ID the means to transfer specialist products to BAU, Plan SLAs 3. Confirm required resources 4. Upd8 A12-IR+A25-RR+A7DL A20-PID { A16-Project Plan }
, 14.4.7 Refine the Business Case Vn: 0.9 prince2@logicalModel.Net
A20-PID { Create A2Business Case (Detailed) }
A25-Risk Register A12-Issue Register A19-Project Brief
A4-Communications Management Strategy (in A20PID) P-PM, (A)-ESUSS, R-PA
A12-Issue Register A20-PID {A4-CmMS, Project Controls }
A19-Project Brief { A21-Project Product 14.4.5 Set up the project controls Description, Pj Approach } 1. Define stage boundaries A14-Lesson Log 2. Confirm strategies integrate as a set and controls match project significance & difficulties A20-PID (A22-QMS, A6-CfgMS, A24-RMS } A14-Lesson Log 3. Allocate tolerances and decision making A25-Risk Register A20-PID (A22-QMS, authorities (& note in role descr), amend LogicalModel Ltd 2010, P2: 2009 5th Ed., Format: IG, Free Logical Model Ltd 0845 2 57 57 07 A20-PID={Pj Controls, Role Desc & A6-CfgMS, assignments as required for best use PMT Structure} (P-PM A24-RMS } 4. Upd8 A12-IR+A25-RR+A7DL A=ESUSS, R-PA)
A5-Configuration Item Records (P-PS, A-PM, R-PS)
update
DoubleHeaded Create
1. 2. 3.
A19-Project Brief { Outline A2-Business Case }
Do Investment analysis with Time & Costs from Project Plan Assess uncertainties, benefits & their tolerances Determine who/ when/how/ and current baseline of each expected benefit capture in the A1-Benefits Review Plan
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Create A1-Benefits Review Plan
17.4.
1st Delivery Stage 16.4.
17.4. A20-Project Initiation CS Document
17.4. CS
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A16-Plan (Project) (Stage) (Team) Product Description

Plans exist at Project, Stage and Team level: a plan might contain {
Description of project, stage or team objectives (or exception) References to A14-Lesson Log and A15-Lesson Report that explain approach or assumptions All prerequisite success factors whose presence aids success Assumptions and Risks Technical and management products in plans scope For each:- { (via cross reference to A17-Product Descriptions )
Product Breakdown Structure (PBS) elements that model the products composition and life-cycle The tasks required to acquire or create results that deliver the Senior User(s)s requirements Quality tasks to verify, monitor, report and control product acquisition or creation Management tasks for planning, progress assessment, reporting, risk and quality management Task resources requirements (materials, personnel, equipment and facilities) At base-lining: an estimate of resources expected to be required During tracking: resources consumed so far and those still expected to be required Earned value type and tests to prove product maturity at each life-cycle step
Allocations of resources (human, material, plant and machinery) to tasks

Tasks dates: Baseline early and late and actuals
Budgets for known work, for change and contingencies for risk }
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Tools For Managing A Project (Explanation largely omitted by PRINCE2 but covered later herein)
Managing = Planning & Tracking
Managing requires skill in the use of the following tools and techniques
Scope to ensure we know where we are going and how to tell we have arrived
Stakeholder identification and analysis, Ditto risk Workshops, white-boards, Post-its, Goal statements, PBS & WBS, SOO & SOW, Selection of product and process standards
Schedule & budget to ensure we know who takes us by what route and when
Workshops etc, Risk etc Estimating (and thus preparation for meaningful tracking of achievement) Precedence networks, Critical-path analysis, Resource allocation, Resource smoothing and levelling
Tracking to ensure we know what to re-plan

Testing and reviewing to determine achievement and reporting to escalate status
Isochrons Dimension 4 provides useful vocabulary and techniques here PBS/ WBS = Product & Work Breakdown Structure, SOO/ SOW = Statement of Outcome or Work, SOO PBS / SOW WBS
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Plans & Exceptions

Project plan
Board/ product focus Mandatory
Programme Plan
Project Plan Project Plan
Stage plan
Day-to-day task focus Required (may be within Project plan
Exception Project Plan
Team plan
Optional
Exception Plan if required

Replaces any level Runs to end of the plan it replaces
Initiation Stage Plan
Only Specialist Stages Plan
Initiation Stage Plan
1st Specialist Stage Plan
0 or More Specialist Stages Plan
Last Initiation Specialist Exception Stage Plan Stages Plan Plan
1st Specia Stage Plan
Team Plan
Team Plan
Team Plan
Team Plan
Team Plan
Team Plan
Team Plan
Team Team Team Exception Plan Plan Plan Plan
Team Plan
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The A21-Project Product Description

The description of the projects final result* {
Who will use the project's outputs in what context
Aids plannings trade-offs between faster better cheaper
Major products (sic) to be delivered by the project

Cost or schedule targets Customer [stakeholder] quality expectations (CQE) for development processes and project management and control [what is expected (sic)] Acceptance criteria [prioritised list ofmust meetmeasurableattributes to be acceptable" (sic)]
Project-level quality tolerances

Quality characteristics of Major product are best documented in their own A17-Product Description
Competencies required to develop and verify each of the major products

Methods, Competencies and Responsibilities to Accept and Handover the project's products Context for the project's products functions, size, quality, complexity, robustness etc Product source [or cross-reference the Project Approach in the A19-Project Brief] }
* The use of Dimension4s Recognition Events and Value Flashpoints is recommended here I will write and post course materials at some point
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A17-Product Description Product Description 1st View

What the project creates, acquires or amends might be described by {
A product ID: either a code, a name or both (based on a A5-Configuration Item Records ID?) Purpose and context of the product's usage
Aids designing quality attributes such as reliability, maintainability, speed, training needs etc Presentational format (if relevant)
Composition IE CIs integrated in this CI (the Product Breakdown Structure (PBS) below this CI) Products source [ Beyond PRINCE2 ] For each of the remaining items in the product description consider:
The CIs development lifecycle with reference to product standards and method statement in customer and suppliers Quality Management System (QMS) All factors that populate the estimates to include in the A26-Work Packages in the products life-span The effort, materials, infrastructure, resources required per method statement/ standard operating procedure step and the skills required to perform them The earned value type to be used to claim progress versus baseline and each maturity test that demonstrates value earned
Skill base, resources and tools to create and verify each development step:
Quality Criteria Quality Tolerances applied to quality criteria target values Quality Testing Method or test type used to confirm test results are within tolerance Quality Responsibilities }
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CoPM 12.4.1 Appoint the Executive and the Project Manager 1. COPM
A16-Plan (Project) (Stage) (Team) (Exception) SU, IP, SB, CP, DP

PL-09 P:2 The recommended composition of a Plan, in which process(es) it is developed, reviewed and updated, and which roles are responsible for this 13.4.3 Authorize a Stage or Exception Plan 1. Board approve A16 (next) Stage Plan (or ExPlan) as viable (strategies/ constraints/ Tolerances) & commit resources to execute 2. Board reject plan & ask PM to Closes project or re-plan 13.4.2 Authorize the project 1. Board approve A16-Plan Project as viable IE will deliver A2Business Case, Stages appropriate, Strategies, Constraints (eg Milestones), Tolerances & controls OK 13.4.4 Give ad hoc direction 13.4.5 Authorize project 1. Board respond to CoPM change to Pj closure Mandate by asking PM to re-plan at 17.4.5 1. Board approve 2. Board consider any Concern & instruct PM A8-EndPjRpt to Submit Exception plan (or Close PJ) for deviations 3. Board review A11-HiRpt vs A16-PjPlan from approved Plans 18.4.1 Prepare planned closure 1. PM Updates A16-Pj Plan from stage actuals (up to date A16-Stage Plan) 18.4.2 Prepare premature closure 1. At 18.4.1 Step 1 2. PM may create an A16-Exception Plan for work to Salvage & Make Safe
Project Board 13.4.1 Authorize initiation 1. Board Approve Pj Approach and Init Stage Plan ( and A19-Project Brief) 2. Commit resources to execute plan
12.4.2 Capture previous Project lessons manager 1. PM Captures relevant lessons 12.4.5 Select the project approach and assemble the Project Brief 1. PM suggests an Approach to the Exec to Approve (in 13.4.1) 12.4.6 Plan the initiation stage 1. PM considers if CS/MP apply to Initiation Stage 2. PM Create Init plan match constraints (eg dates), address risks, set controls & tolerances Team Manager
14.4.6 Create the Project Plan 1. PM considers planning lessons, A19-Pj Brief, A25RiskReg, 4 Strategies, planning standards & format needs of audiences (EG is a Product Checklist OK?*) 2. PM/PS Select planning & control tools, estimating methods 3. PM runs workshops to create PBS, PD, & PFD, define task & dependencies for Specialist & Management Products 4. PS Add A5-CIR 5. PM adds Change budget & Risk responses into plan 6. Estimate tasks & resources, calculate expenditure, time & add to A16-Pj Plan 7. PS Adds quality reviews to A23-QR 8. Document plan (write any useful notes) 14.4.7 Refine the Business Case 1. PM adds A16-Pj Plan info to A2-Business Case investment appraisal 14.4.8 Assemble the Project Initiation Documentation (A20-PID) 1. PM integrates A16-Pj Plan to A20-PID Plan Delivery Stage: In a 2 stage project include A16-Stage Plan in the A16-Project Plan
17.4.1 Plan the next stage 1. PM checks for changes to CQE/ AC/ PID/ Strategies/ Controls/ Role holders 2. PM runs workshops to create the A16-StagePlan as per 14.4.6 steps 1,3,4*,6 (Stage not Project Plan),7,8 3. If last stage PM ensures Closure is planned 17.4.2 Update the Project Plan 1. PM Updates A16-Pj Plan actuals and forecasts from revised A16-Stg Plan 2. PM Applies any changes to A21-PjPdD, Pj context, PID/ Strategies/ Controls/ P2 tailoring/ Risks & Issues 17.4.3 Update the Business Case 1. PM Applies A16-Pj Plan cost & timings to A2-BC justification 17.4.4 Report Stage End 1. PM reports achievement vs old A16-Stage Plan & expresses view in A9-End Stage Report on meeting A16-Pj Plan
18.4.4 Evaluate the Project 1. PM reports in A817.4.5 Produce an Exception Plan End Project Report 1. PM uses A10-Exception Report to assess current status vs. plan how project in exception performed vs plans 2. Update relevant items: as 17.4.1 step 1 & targets 3. Plan as 14.4.6 steps 1,3,4,6 (Possibly Project & Stage Plan) ,7,8
* A Product Checklist is a list of top level products from the Project level PBS with baseline/ expected/ actual delivery dates See XREF Note: Error in official manuals Table 17.1 PM (?) Adds A5-CIRs()
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A16-Plan (Project) (Stage) (Team) (Exception) DP-duplicated, CS, MP

PL-09 P:2 The recommended composition of a Plan, in which process(es) it is developed, reviewed and updated, and which roles are responsible for this 13.4.3 Authorize a Stage or Exception Plan 1. Board approve A16 (next) Stage Plan (or ExPlan) as viable (strategies/ constraints/ Tolerances) & commit resources to execute 2. Board reject plan & ask PM to Closes project or re-plan 13.4.2 Authorize the project 1. Board approve A16-Plan Project as viable IE will deliver A2Business Case, Stages appropriate, Strategies, Constraints (eg Milestones), Tolerances & controls OK 13.4.4 Give ad hoc direction 13.4.5 Authorize project 1. Board respond to CoPM change to Pj closure Mandate by asking PM to re-plan at 17.4.5 1. Board approve 2. Board consider any Concern & instruct PM A8-EndPjRpt to Submit Exception plan (or Close PJ) for deviations 3. Board review A11-HiRpt vs A16-PjPlan from approved Plans 15.4.5 Report highlights 1. PM uses A16-Stage Plan in creation of A11-Highlight Reports
Project Board 13.4.1 Authorize initiation 1. Board Approve Pj Approach and Init Stage Plan ( and A19-Project Brief) 2. Commit resources to execute plan
Project manager
P /D CS/D P CS Da y Da y Job Job P S/M P /M CS C
15.4.6 Capture and examine issues and risks 1. PM assesses R+I for impact on plans 2. PM Add work-packages for selected responses to plans
15.4.7 Escalate issues & risks 1. PM assesses (actual or potential) untreated deviations impact & all potential responses for impact on plans 2. PM presents concern & options to board at 13.4.4
15.4.8 Take corrective action 15.4.4 Review stage status 1. PM updates A16-StgPlan by adding or 1. PM updates A16-Stage Plan actuals & forecasts using A12-IR, amending A26-WkPkgs to maintain A25-RR, A23-QR, A3-ChkPt, A5-CIR & A18-PSA, resourcing projects progress in stage tolerances status and corrective actions at frequency in Stage Plan 2. PM analyses baseline vs actual to allocate new work-packages or instigate (new) corrective actions 3. PM triggers planning of next stage 15.4.1 Authorize a Work Package 1. PM extracts Product/ Controls/ Strategies/ Reporting/ Constraints from A16-Pj/ Stage Plan (or Team Plan) & A20-PID 2. PM review TMs Team Plan and revise Stage Plan if needed 3. PS add quality reviews to A23-QR 4. PM/TM Agree report & escalation regime 16.4.1 Accept a Work Package 1. TM create Team Plan to confirm constraints achievable (may have been performed when Planning the Stage) 2. SS approves Team Plan 16.4.2 1. 2. 3. 15.4.2 Review Work Package status 1. PM updates A16-Stage Plan for progress logged to A23-QR and forecast ETCs 2. PM & TM agree status 3. PS update A5-CIR for status 15.4.3 Receive completed Work Packages 1. PM checks A23-QR & updates A16-Stage Plan to show A26-WkPkg complete 2. PS update A5-CIR
Team Manager
Execute a Work Package 16.4.3 Deliver a Work Package Team work to plan 1. TM updates Team Plan to TM updates Team Plan with actuals & ETCs show A26-WkPkg completed TM Reports via A3-Checkpoint Reports
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Note: Error in official manuals Table 17.1 PM (?) Adds A5-CIRs()
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13.4.2 Authorize the project (DP2)

13.4. Project authorisation notification
12.4.
A14 A20 A1
Request to deliver a project Lessons Log Project Initiation Documentation Benefits Review Plan
DP2 Authorize the project (13.4.2) Performed in parallel with 13.4.3 Authorising a Stage (or exception) Plan Decide if the whole proposition is attractive enough to invest in the project 1. Review/ Approve the A20-PID (Review may be delegated to Project Assurance) Adequate & tailored Strategies, Controls, Budgets, Tolerances, Commitments in place for Project Board to pursue the benefits, All roles/ rights/ duties/ limits agreed 2. A1-Benefits Review Plan acceptable to CoPM 3. Authorise the PM or close the project 4. Tell the wider stakeholder community
Initiation Stage
A21 Approved1st Specialist Stage Project Product Description 14.4. CS 17.4.CS A1 Approved Benefits Review Plan 17.4. 16.4.
Premature closure Delivery Stage 17.4. CS Last Specialist Stage
18.4.
update
DoubleHeaded
Create
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DP2 Is A Phase Review

Ask the DP1 questions again! Do we (seperately and jointly) still have the will and the skill now we know more?
Are the parts of the project that are runner, repeater, stranger and alien matched to suitable development lifecycles, estimating methods, contingencies and tolerances
Do still we the companies still have the band-width?

Has anyones risk appitite changed? Has the goal or any constraint changed?
Do we still see them reflected in plans/ contract T&Cs at a level that gives comfort?
Are the escalation routes to and from us changed/ working
* Internal Rate of Return
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13.4.3 Authorize a Stage (or Exception) Plan (DP3) Interested Parties Project Status Report
13.4 DP 13.4.3 Authorize a Stage (or Exception) Plan (DP3) 1. Decide whether to continue (commit resources, set tolerances on stage) or request a re-plan or close the project, based on: 2. Review/ Approve End Stage Report (& Pass on FOAR), check any Lessons Reports, Risk level 3. Verify any product handovers (into operations and maintenance via Config management) are sustainable in use and approve 4. Approve Stage/ Exception Plan, All new product descriptions 5. Verify Project plan, Strategies, Controls and Role assignment viability, Business Case, Benefits Review plan Update PID if Reqd Specialist Product Confirm Approval
12.4 SU A20 A9
Request to approve next Stage Plan Request to approve Exception Plan Project Initiation Documentation End Stage Report { optnl. A15 Lessons Report optnl Follow On Action Recommendation } A16 (next) Stage Plan or Exception Plan A1 Benefits Review Plan
Initiation Stage
A20 Approved if updated PID A9 Approved (current) End Stage Report { Distribute A15 Lessons Report, Distribute Follow On Actions Rcmdtn } A16 Approved Stage Plan IP CS 1st Specialist Stage SB A1 Approved if updated Benefits Review Plan CS 17.4 16.4 MP SB
Create
Delivery Stage
Stage Authorisation or Exception Plan Authorisation
17.4 CS SB
Premature closure Last Specialist Stage
18.4 CP
update
DoubleHeaded
When you return to work after an exam-cram will you be able to guide your Project board members to fulfil their roles adequately? If you would like help please contact us
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DP3 Is A Stage Review

Different focus First time through also different from second time, DP2 may ask
Is the A16-Project Plan believable?, reflected in the A2-Business Case?
Is the A16-Stage Plan believable?

Plan was created socially (with fun and humour?) Participants are a team (or the time for cooprative activity is x5)
Especially important for joiners (affect of leavers) as stages track different skill-sets across technical phases
Estimates have audit trail

A17-Product Descriptions and estimates define how to track maturity of results Do estimates reflect last stages CPI/ SPI (Velocity)
Did Initiation stages quality reviews find missing/ wrong/ extra?

What has been (planned to be) done about it? Has initiation stages LfE been incorporated in the current A16-Stage Plan?
Velocity is Beck and Fowlers term for ratio of progress versus plan. Earned Value calls this a Performance Index and assesses Cost and Schedule efficiency
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8: 3 Cycles of CS + MP & DP4 PRINCE2 Process Models



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CS & MP: Three Distinct Related Themes

Project mandate P:CoPM Authorize initiation Decide if Pj Viable then authorise stage Create 4 strategies: R, CM, Q, C & Pj Controls Define Team Define task: Outline Business Case & Approach Create Pj Plan, add cost & time to BC Log & examine a Risk or Issue Report Highlights Create Exception Plan Assemble PID Plan IP Delegate Work-packages Receive Work-packages Apply Corrections Review Stage status Review work status Create Results (to quality) Plan next delivery stage Update PJ plan & BC (IE PID) Premature Close Check ALL products approved vs AC Handover product & Release staff Ad-hoc Direction Decide if Pj Viable then authorise stage Close project Escalate Report on closing stage Report on Pj performance vs PID
Note work completed
Plan 1st delivery stage & Report on IP Project mandate P:CoPM Authorize initiation Decide if Pj Viable then authorise stage Create 4 strategies: R, CM, Q, C & Pj Controls Define Team Define task: Outline Business Case & Approach Create Pj Plan, add cost & time to BC
Deliver Results
Managing creation of products between Project Manager and team Reporting from team to Project Manager and PM to Project Board Handling Project Issues, & End of Stages (Normal or Exception based)
Ad-hoc Direction
Decide if Pj Viable then authorise stage
Close project
Escalate
Report on closing stage
Report on Pj performance vs PID
Report Highlights Create Exception Plan
Update PJ plan & BC (IE PID) Premature Close Plan next delivery stage
Handover product & Release staff
Assemble PID Plan IP Delegate Work-packages Receive Work-packages
Apply Corrections
Check ALL products approved vs AC
Note work completed
Plan 1st delivery stage & Report on IP Project mandate P:CoPM Authorize initiation Decide if Pj Viable then authorise stage Create 4 strategies: R, CM, Q, C & Pj Controls Define Team Define task: Outline Business Case & Approach Create Pj Plan, add cost & time to BC
Deliver Results
Ad-hoc Direction
Decide if Pj Viable then authorise stage
Close project
Escalate
Report on closing stage
Report on Pj performance vs PID
Report Highlights Create Exception Plan
Update PJ plan & BC (IE PID) Premature Close Plan next delivery stage
Handover product & Release staff
Assemble PID Plan IP Delegate Work-packages Receive Work-packages
Apply Corrections
Check ALL products approved vs AC
Note work completed
Plan 1st delivery stage & Report on IP
Deliver Results
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13.4.3 12.4. 13.4.Authorize a Stage or Exception Plan
Team Plan Licensed for individual use without fee. A commercial license (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied A16-Stage Plan P-PM, R-PA A5-Configuration Item Record P-PS, A-PM, (R)-TM, R-PA
13.4.3 Authorize a Stage or Exception Plan
CS-04 F:2 Activities within Controlling a Stage Stage Plan{ Product Descriptions} Interface Between CS and MP. in Detail (CS) A20-PID {Pj Controls, A22-QMS, A6-CfgMS }
A25-Risk Register A12-Issue Register A16 Stage Plan A23-Quality Register
Initiation Stage
Stage AuthorisationCS or 14.4. Exception Plan Approved Corrective Action New Work-Package
1st Delivery Stage
15.4.1 Authorize a Work Package 1. PM & TM agree new/ amended A26: CIs created & A17-PDs, Development process & Quality Reviews 2. Agree Constraints & tolerances, Controls, Reporting, Comms interfaces, Escalations & Handover 3. Set CIRs to WIP Team Plan A26-Wk-Pkg
15.4.2 Review Work Package Status 1. Update the Stage Plan from all A3-ChkPts and Team Plans for all current A26-WkPkgs at agreed frequency and formality 2. Check A23-QR & A5-CIR 3. Assess ETCs (apply EVA)
15.4.3 Receive completed Work Packages 1. Check vs A17-PD & A23-QR that all Quality Reviews are passed 2. Update Stage Plan & A5-CIR status to Releasable
A5-Configuration A23-Quality A3-Checkpoint Report Update A23-Quality Register Item Record Register Update/Raise New Risks & Issues Authority to deliver a A16-Team Plan Approve A26-Work Package A26-Wk-Pkg A26-Work Package A16-Team Plan A26-Wk-Pkg Notice of Completed A20-PID Work-Package 16.4.2 Execute a Work Package 1. Do the Real Work! follow A26-WkPkg process & A17-PD quality 16.4.3 Deliver a Work Package 16.4.1 Accept a Work Package criteria 1. Check all quality activity noted as 1. PM & TM agree what can reasonably be delivered in 2. Obtain product approvals, handover products complete in A23-Quality Register, 16.4. constraints (if16.4. required, by creating a Team plan) 3. Maintain comms reqd by A26-WkPkg All approvals obtained 2. Agree: reporting of WIP & completion, 4. Update A23-QReg & A5-CIR as specified in A26-WkPkg 2. Update A16-Team Plan 5. Raise issue vs. A26-WkPkg tolerance Agree: Quality Reviews required, 3. Deliver products as per A26-WkPkg LogicalModel Ltd 2010, P2: 2009 5th Ed., Format: IG, Free , Vn: 0.9 prince2@logicalModel.Net Logical Model Ltd 0845 2 57 57 07 Agree: CI handover/ approval, 6. Raise risks or lessons observed 4. Notify PM A26-WkPkg completed Agree: Tolerances & escalation 7. Assess status vs Team Plan Hold Checkpoints, raise A3Created Specialist Products 3. Add any risks Checkpoint Report to PM Obtain Approval Records 17.4. DoubleHeaded update Create
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Last Delivery Stage
17.4CS 18.4. SB
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Delegation Occurs Over The CS / MP (and DP/SU, IP, CS, SB) Boundary
Starts @ [15.4.1 Authorise a Work Package] and [16.4.1 Accept a Work Package] Parties agree the goals and constraints
Responsible person(s) do planning to guage contradictions in goal and constraints Accountable party enables and empowers the responsible
Throughout the responsible Do (and report if required*) At the end ([15.4.3 Receive completed Work Packages] and [16.4.3 Deliver a Work Package])
Responsible party demonstrates Conformance To Specification
Recipient checks for Fitness for Purpose
Responsible party releases resources held (including unused contingencies) Accountable party reverts to [15.4.1 Authorise a Work Package] or [17.4.1 Plan the next stage] or [18.4.1 Prepare planned closure]
Ditto between CoPM and project executive, project board and project manager
* EG an exception (contradition not seen during planning) arises All those scope management tools like PBS and A17-Product Description are aimed at the very hard trick of matching C2S and FFP
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A26-Work Package Product Description

A A26-Work Package may contain {
Document control details A description of the result required
Specialist results/ products should have a custom A17-Product Description Project management products should have a A17-Product Description as embedded and tailored Who is authorised to grant final approvals How final approvals are sought and granted Constraints, authorities and tolerances Tools and resources needed and who supplies each Cross-reference to a Quality Management System (QMS) How notice of the products acquisition, integration and handover occurs Frequency, timing and attendance at checkpoints and of A3-Checkpoint Reports The means and thresholds for escalation of issues, threats and opportunities How to Inform the project manager that acceptance criteria have been met Staff performance appraisal, or career development needs
Details of the team manager or person authorised by the agreement to the A26-Work Package

(Possibly) Actions, product standards and process standards required to achieve and prove required results

Configuration management arrangements All communications interfaces or a cross-reference to the A4-Communications Management Strategy
Technical and communications interfaces, specifications and protocols through product life Cross-references to or extracts from A16-Stage Plan }
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A3-Checkpoint Report Product Description

A3-Checkpoint Reports are raised for each active A26-Work Package For progress (rather than financial) control the checkpoint report might contain {
Document admin such as production date and period covered Follow-ups to previous action items, particularly where project manager assistance is needed This period:
Products worked on/ Products completed/ Quality activity/ Lessons observed
For all products:

Estimates should be revisited Quantities still required for materials and skills re-assessed for what is required from now
Earned value assessment and the audit trail to justify it Stuff not done to plan (missing, wrong, extra) and how it was scheduled and funded!
For extras this may be early warning of coming issues Material variances: Why & Return to Green Actions should be confirmation not notification! Immaterial variances (EG within float): Why plus any remediation
Next period intentions

Remediation activity, Products to be worked on, Products to be completed, Quality activity planned
Work-package status summary. Including:

Tolerance situation Issue and risk summary Lessons observed to be shared }
When you return to work will you be able to train your technicians in what they need to know to fulfil their roles EG creating schedule, estimating? P2 mentions these topics in chapter 7. Was the exam-cram thorough here? If you would like assistance please contact us
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Initiation Needs Reporting and Control Too

Record the time Create an A3-Checkpoint Report for the PPP as it stands
What gaps are there and why? How does this affect project conduct? What do you need to do/ know to not have gaps?
How will this affect project conduct
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CS-04 F:2 Activities Of Controlling a Stage

Project managers Day Job & Board interface in Detail
A11 Highlight Reports
A12-IR+A25-RR Licensed for individual use without A14-Lesson Log fee. A commercial license (License@logicalmodel.net) Previous A11-Highlight Reports 13.4.3 Authorize a Stage A20 PID {A4-CmMs} 12.4. 13.4. or Exception Plan
(CS)
removes this note: Please report unlicensed commercial use & share in fees levied
13.4.4 Give ad hoc direction 13.4.3 Authorize a Stage or Exception Plan
Initiation Stage
14.4.
CS
A7
Daily Log
A16
Stage Plan
Request for Advice
15.4.8 Take corrective action 1. Assess board guidance or Issue 2. Identify possible responses
A16-Stage Plan{ A17-Product Descriptions} A20-PID {Pj Controls, A22-QMS, A6CfgMS } Stage Authorisation or Exception Plan Approved 15.4.1 Authorize a Work Package
A23 A18 A3 A5
Quality Register Product Status Account Checkpoint Report Configuration Item Record P-PS, A-PM, (R)-TM, R-PA A12-IR+A25-RR
A20-PID { A2-BC, A16-PjP, A1-BnftsRvwPln } Corrective Actions A13 Issue Report
Corrective action New Work-Package A5
15.4.4 Review stage status (At frequency defined in stage plan) 1. Check progress from A5-CIRs & A23-QR, Check resource status, Assess forecasts vs baseline & update plans as reqd, 2. Authorise new or amended A26-WkPkg 3. Ensure handover of any Release of CIs fully actioned 4. As triggered: Respond to the project board/ Log & Analyse Issues or Risks, Escalate Issue, Log lessons 5. Trigger Comms as per A4-CmMS 6. Trigger Managing Stage Boundaries/ Closing a Project
Stage Boundary Approaching 17.4.1-4 (17.4.) Project End Approaching
Configuration Item Record P-PS, A-PM, (R)-TM, R-PA
A14-Lesson Log 18.4.1-4 (18.4.) A16-Stage Plan 15.4.3 Receive completed Work Packages
A23-Quality Register A16 Stage Plan MP CS--MP d CS l fie d imppilifie 16.4. A26-Wk-Pkg S im S update Create DoubleHeaded
15.4.2 Review Work Package Status
A3-Checkpoint Report
A5-Configuration Item Record
Update A23-Quality Register A16-Team Plan
A23-Quality Register 16.4.
LogicalModel Ltd 2010, P2: 2009 5th Ed., Format: IG, Free , Vn: 0.9 prince2@logicalModel.Net A16-Team Plan 16.4.3
Deliver a Work Package
17.4.
16.4.1 Accept a Work Package
Create Specialist Products A26-Work Package Obtain Approval Records Notice of Completed Work-Package
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Last Delivery Stage
15.4.5 Report highlights 1st Specialist Stage 1. Consolidate all info from [15.4.4 Review the stage status] and [15.5..8 Take Corrective action] into a Highlight Report 2. Check outstanding items from previous report 3. Distribute to list in, & at frequency in A4-CmMS
17.4. 18.4. CS
Project Bd Advise Tolerance Threat
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A18-Product Status Account Product Description

The A18-Product Status Account is a report from the configuration management database
Lists A5-Configuration Item Record details
The A18-Product Status Account might contain {

Selection parameters used to extract relevant A5-Configuration Item Record
Eg All un-started CIRs for team plus all dependant CIs as at date
For each CIR in scope any subset of the product's details

Products Type and Name Products version history covering all possible Life-cycle stages Dates of transitions between states with planned and if appropriate actual dates Stakeholders in each transition and their role at each transition
EG Producer, Verified by, Worked on by, Owner of business-as-usual aspects and Owner of operational and maintenance aspects
Those who are using (holding the item or a copy), If copied the location of any master Linked items and the interface/ linkage Other related records: Either CIRs, Risk, Issues etc
Linked concerns (risks, issues, changes etc) }

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A11-Highlight Report Product Description

A11-Highlight Report are produced by the project manager at a frequency agreed during stage planning The A11-Highlight Report might contain {
Document admin such as producer, production date and period covered Project status summary
Tolerance situation Volume and value of changes: Request For Changes (RFCs) by status (non-RFC) issue and risk summary
Lessons observed to be shared Areas where project board assistance has been requested or is needed
IE current stage tolerance issues
This period
Products completed/ behind plan with corrective responses where appropriate
Next period
Products due and corrective actions
[ The 2009 the official manual suggests including work-packages*: pending, in progress, completed this period, to be authorised, to be completed next period. For externally conducted A26-Work Packages the 2009 official manual suggests including purchase order (contract) and invoice information ]
*Pre-2009 guidance advised the Highlight Report should remain at result/ product level. IE at the level of the Project Plan. This was (is) wiser advise than 2009. Dont drag the project board into the weeds of activities unless help/ diagnosis is required
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13.4.4 Give ad hoc direction DP4

Interested Parties 13.4. Project board request for advice
12.4.
Change of context
Project manager request for advice Exception Raised Corporate advice & decisions A11-Highlight Reports A10-Exception Report A13-Issue Report
13.4.4 Give ad hoc direction 1. Respond to Request for advice/ Highlight Report, Issue Report/ Exception Report/ External trigger (eg CoPM change project mandate!)/ Board role change/ Or on a Whim 2. Review trigger, Seek input from or inform relevant groups (eg CoPM) to ensure continuing validity of business case, progress to plans 3. Decide within project tolerances: request an Exception Plan/ Change stage tolerance/ Grant concession/ Address problem personally/ For RFCs: Accept (agree to resource & funds), Reject (stick with current plan, scope & benefits), Defer, Reject, Ask for clarification 4. Advise (interfere with) project manager, Eg in response to request for assistance in a Highlight Report or advise of CoPM actions Premature closure
Initiation Stage
14.4. CS 17.4. 16.4.
1st Specialist Stage
17.4.CS
Delivery Stage
17.4. CS
Last Specialist Stage
18.4.
update
DoubleHeaded
Create
(raise) New Issue R-Copm, ESUSS, (P)-PM, R-PA LogicalModel Ltd 2010, P2: 2009 5th Exception Plan RequestEd., Format: IG, Free , Vn: 0.9 prince2@logicalModel.Net Project Board advise
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do ) to do ) )(RR) to P (A ( A ll d ( bbeeood P Taa T

Capture Examine
Propose
Decide
CoPM CS-04 F:2 Activities in Controlling a Stage Risk, Issue, Tolerance Threat and Board Interface (CS)
Implement Project Board request for advice Project Level Tolerance Threat Raise New Issue Premature close Request for Advice Issue Report Exception Report A13 A10 13.4.4 Give ad hoc direction A11 Request for Advice Project Bd Advise A7 A11 A20 A16 A12 A15 13.4.3 Authorise a Stage or Exception Plan Exception Plan request Highlight Reports
Authorise a Stage 12.4. 13.4.3Exception Plan or 13.4.
New Issue or Risk
A16 A20
Stage Plan A7
A12
Issue Register
A16 Tolerance Threat
Stage Plan
PID {A4-CmMS, A6-CfMS, A2-Business Case, A16-Pj Plan }
Daily Log
A25-Risk Register A13 A12
A20 PID { A2-Business Case, a16-Project Plan }
A14-Lesson Log A3 A23 A18
Daily Log old Highlight Reports PID {A4-CmMs} Stage Plan Issue Register Lesson Report
Issue Report A20-PID { A1-BnftsRvwPln } Issue Register Corrective Action
Checkpoint Report Quality Register Product Status Account New Issue or Risk Stage Boundary Approaching Project End Approaching
A5-CIR A16-Stage Plan{ A17-Product Descriptions}
15.4.8 Take corrective action
15.4.4 Review stage status 1. As triggered: Respond to the project board/ Log & Analyse Issues or Risks, Escalate Issue, Log lessons
17.4.5,2-4 (SB) 17.4.1-4 (SB) 18.4.2-5 (CP)
Corrective Action New A26-Work-Package
A20-PID {Pj Controls, A22QMS, A6-CfgMS }
A5
Configuration Item Record P-PS, A-PM, (R)-TM, R-PA

15.4.2 Review Work Package Status A16-Stage Plan
15.4.1 Authorize a Work Package
DoubleHeaded update
- PP CSSM ied C pl-M ied if Simmplif Si
16.4.
A16
Stage Plan
15.4.3 Receive completed Work Packages A23-Quality Register
18.4.1,3-5 (CP)
A23-Quality Register A3-Checkpoint Report
A26-Wk-Pkg
A5-Configuration Item Record
A16-Team Plan A23-Quality Register LogicalModel Ltd 2010, P2: 2009 5th Ed., Format: IG, Free , Vn: 0.9 prince2@logicalModel.Net Deliver a Work Package 16.4.3 A16-Team Plan
Raise New Issue
17.4.
16.4.1 Accept a Work Package
Create Specialist Products Obtain Approval Records
A26-Work Package Notice of Completed Work-Package
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Last Delivery Stage 16.4.
15.4.6 Capture and examine issues and risks 14.4. CS 1. Log I or R to Register or A7-Daily Log 2. Assess the I or R vs Plans & A2-Business Case 3. Identify possible responses 4. Schedule corrective actions or escalate where outside PM tolerance
Initiation Stage
1st Delivery Stage Exception Raised

15.4.7 Escalate issues and risks 1. Alert the project board ASAP 2. Assess deviations outlook, possible responses and impacts vs Plans and A2Business Case 3. Raise an A10-Exception Report to board
17.4. 18.4. CS
15.4.5 Report highlights
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A12-Issue Register Product Description (As Given in the Official Manual)

PRINCE2 has long struggled with a good description of Issue and Change management
A sound observation only 1 process is required is muddled by an reaction to but that is overly bureaucratic leading to flawed suggestions
The official manual suggests the A12-Issue Register contain {

Issue identifier Issue type - Request for change, Off-specification, Problem/concern Date raised, Raised by, Issue Report author (sic!) Issue description statement of cause and impact Priority & Severity Status Closure date* }
* A repeating group of Status and Status-Date would be a better data-architecture
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A13-Issue Report Product Description
Stepping beyond the official manual an A13-Issue Report might contain {

Issue identifier incorporating Issue type
Request for change, Off-specification, Problem/concern
Issue description
The causes and consequences (impact analysis) for all stakeholders business cases
Specifically the Executives A2-Business Case
Response analysis and recommendations

Impact of the response on all stakeholders and responses affect on the issue
Seriousness and Urgency (Priority)
Status and status date:

Date raised, Raised by, Issue Report author Decisions made EG Approved*/ rejected/ deferred/ resolved, Who by, When
[ The official manual suggests report content not defined in the official manuals definition of the register
IE decision, approved by etc! Unless these are held in status!? ]
*Approved should mean a new base-line A16-Plan (Project) (Stage) (Team) incorporates responses to the Project Issue
Not needed if the A12-Issue Register is detailed enough (19.5.1.3)
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Register of Concerns Product Description

An integrated Risk and Issue Log might be more pragmatic and might then contain {
Admin info such as the concern's ID number A free-form description
The condition that has or may arise, perhaps coded for reporting and aggregating
The concern's status history

Who made each update, when, why, what was the update The concerns type if know at the time of update Status eg Awaiting Analysis, Awaiting a Decision, To be scheduled, In plan, In hand Closed) Current point(s) of contact (via A4-Communications Management Strategys stakeholder directory)
As long a list of the causes of the condition as are needed to cover reality
For causes in the past if useful note trigger(s), when it was recognised and by whom For causes in the future note time to each cause, probability as Certain, High, Medium and Low (H/M/L)*
As long a list of impacts as needed for reality

Who the stakeholders affected are, how and when affected and seriousness (HML) versus the official 6 scales of Cost, Time*
As long a list of responses to cause and impact as can be imagined

Impact of the responses them-self and assessment of the response's affects on the raw concern Reference to the A26-Work Package in the A16-Stage Plan for chosen actions (Plan-A or Plan-B) Triggers for enacting Plan-B }

As suggested in 19.5.1.3 and Table 19.2 merging products is useful: the register may be a few entries in the A7-Daily Log Issue Type now one of: Issue, Problem, Risk, Request for change, off-specification, Previous risk become certain * Use the scales defined in [14.4.1 Prepare the Risk Management Strategy]
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A10-Exception Report Product Description

An A10-Exception Report advises the project board of a Tolerance Threat
When ever stage tolerances have been or might be breached the project manager raises an exception to the project board When ever a project tolerance threat emerges the executive raises an exception to CoPM
The A10-Exception Report might contain {

Overview of the exception
Causes and consequences for the project and more widely for sponsor and portfolio management board
Options available Recommendation and reason Lessons

Cross-Reference to the A14-Lesson Log* }
*The official 2009 manual appears to suggest the lesson is recorded in the A10-Exception Report but this would fragment record keeping: put the lesson in the correct place (the A14-Lesson Log) and then cross-reference it
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9: SB to DP3 PRINCE2 Process Models



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SB-04 F:2The Activities Within 17.4 The Managing Stage Boundaries (SB) Process
13.4.3 Authorise a Stage or 17.4.1 Plan the next stage 1. Update any changes to CQE/ AC/ Strategies/ Controls/ Roles 2. Create A16-Stage Plan of task & resource schedule to create products in stages scope (from A16-Pj Plan) 3. Create PBS/ A17-PD/ A5-CIR 4. Add risks, issues and quality records A20 13.4.3 Authorise a Stage or Exception Plan
1st Specialist Stage
Initiation Stage
(next) A-16-Stage Plan { A17-Product Description }
Stage boundary approaching
PID
17.4.2 Update the Project Plan 1. Apply progress from last stage, refinements from new stage-plan, changes to end-point, impacts of Risk, Issue & Changes, P2 tailoring needs, Strategy, Control or team changes A12-Issue Register A25-Risk Register
stage/ exception] plan
A9 End Stage Report { A15-Lesson Report, Follow-On-Action-Recommendations }
15.4.4 Review stage status
A12-Issue Register A25-Risk Register Configuration Item Records
A10-Exception Plan { A17-Product Description} (current) A16-Stage Plan A23 Quality Register A20-PID {A16-Project Plan }
A5
A10-Exception Report
17.4.5 Produce an Exception Plan 1. Note exception processing vs. issue records 2. Update PID as useful vs. {CQE/ AC, Approach, Strategies, Controls, Role holders } 3. Consider A10-Exception Report and Create the exception plan to cover products in scope of exception stage & create A5-CIR/ A17-PD/ A23QR as required perhaps update PBS/ PFD too! 4. Update A12-IR+A25-RR as required
A1
Benefits Review Plan A12-Issue Register A25-Risk Register
17.4.4 Report Stage End 1. Seek project board approval to continue vs. Pj Plan, A2-Business Case and risks 2. Provide comments on current stage under and over achievements: Benefits/ Team/ R+I/ Products produced, Quality Reviewed & Handed over to all noted in the A4CmMS 3. Suggest FOARs 4. Create a A15-Lesson Report if useful A20-PID { A2-Business Case} A20-PID {A4-Communications Management Strategy } A18-Product Status Account A14-Lesson Log
Last Specialist Stage
12.4 13.4 Exception Plan SU.A20DP. PID A14 14.4 Log15.4 Lesson IP CS
1st A23-Quality Register
Delivery Stage
17.415.4 Request to approve [next SB. CS
18.4 CP.
17.4.3 Update the Business Case 1. Reassess organisational risk appetite & capacity, current aggregate project risk and tolerances 2. Revise the A1-Benefits Review Plan & add any realised benefits or affect of RFCs and changes to business context, realistic targets et.al.
17.4 13.4.4 Give ad hoc direction Logical Model Ltd 0845 2 57 57 07 SB.
update DoubleHeaded Create
Exception Plan request
16.4 MP.
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A9-End Stage Report Product Description

At stage end the project manager summarises the stage in an A9-End Stage Report {
Project managers summary of performance versus plans and tolerances
Recognition of teams and peoples contributions Unusual and or unforeseen situations that arose during the stage Lessons to be learned Resourcing planned and provided Project board involvement expected and received
Project managers forecast for the project and the stage versus the 4 strategies
A2-Business Cases current viability, benefits achieved and still reasonably remaining Explanation of any revision of the A2-Business Case
Summary of current risks and issues Follow-On-Action-Recommendations (FOAR)*

Outstanding risk, issues, concessions, off-specifications
Statistics and commentary on:

Quality reviews planned, held and the results achieved
EG Off-specifications, issues raised, concessions granted, rework required
Product approvals planned, sought and achieved Products handed over to operations and maintenance or ready for hand-over Expected products not produced History of Issues: Volume and aggregate impact }
* See next slide for a suggested Product Description
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Follow-On-Action-Recommendations (FOAR) Product Description

Based on the 2005 manual the FOAR might contain {
Document control such as date and author Inventory of open concerns
Unimplemented Requests for Change that may have merit Off-Specifications (missing products and products that do not match specification) Currently open risks, problems or issues that may affect business-as-usual
Project management team recommendations for:

All handover and training needs Activities needed to take the product to the next stage of its life
All records that could usefully accompany the recommendations }
As FOAR are implemented the project records may be updated transferred to Ops & Maint
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13.4.3 Authorise a Stage or Exception Plan (DP3)

Interested Parties 13.4 DP
12.4 SU
Licensed for individual use without fee. A commercial license (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied Project Status Report 13.4.3 Authorize a Stage (or Exception) Plan (13.4.3) 1. Decide whether to continue (commit resources, set tolerances on stage) or request a re-plan or close the project, based on: 2. Review/ Approve End Stage Report (& Pass on FOAR), check any Lessons Reports, Risk level 3. Verify any product handovers (into operations and maintenance via Config management) are sustainable in use and approve 4. Approve Stage/ Exception Plan, All new product descriptions 5. Verify Project plan, Strategies, Controls and Role assignment viability, Business Case, Benefits Review plan Update PID if Reqd
A20 A9
Request to approve next Stage Plan Request to approve Exception Plan Project Initiation Documentation End Stage Report { optnl. A15 Lessons Report optnl Follow On Action Recommendation } A16 (next) Stage Plan or Exception Plan A1 Benefits Review Plan
A20 Approved if updated PID A9 Approved (current) End Stage Report { Distribute A15 Lessons Report, Distribute Follow On Actions Rcmdtn } A16 Approved Stage Plan A1 Approved if updated Benefits Review Plan Premature closure
Initiation Stage
17.4.15.4 Delivery Stage 17.4. CS 14.4 15.4 1st Specialist Stage Confirm Approval Last Specialist Stage of Specialist Product CS CS IP A-E/SU/SS, (R)-PM/PA, TM-(P) Stage Authorisation or 17.4 16.4 Exception Plan Authorisation SB MP LogicalModel Ltd 2010, P2: 2009 5th Ed., Format: IG, Free , Vn: 0.9 prince2@logicalModel.Net
Create
18.4 CP
update
DoubleHeaded
If you think embedding and tailoring to combine Project Brief and PID is a good idea, combining A12 and A25 is a good idea (Risk & Issues) we can help please contact us
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DP3 As Subsequent Stage Review

No parallel DP2 after the first time
Has the A16-Project Plan been updated and reflected in the A2-Business Case? Is the A2-Business Case still more attractive than all other portfolio options
Did the last stage run to its A16-Stage Plan?

Has last stages LfE been incorporated in the current A16-Stage Plan?
Was A11-Highlight Reporting, risk appitite etc managed to give comfort
Did last stages quality reviews find missing/ wrong/ extra?

What has been (planned to be) done about it?
and as before: Is the new A16-Stage Plan believable?

Plan was created socially (with fun and humour?) Participants are a team (or the time for cooprative activity is x5)
Has/ will the team change due to different skill-sets in approaching technical phases
Estimates have audit trail

A17-Product Descriptions and estimates define how to track maturity of results Do estimates reflect last stages CPI/ SPI (Velocity)
Both customer and supplier (and every project participant) must address this question, and hopefully share the answer!
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10: CP to DP5 PRINCE2 Process Models



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CP-04 F:2
The Activities Within The 18.4 Closing A Project (CP) process

13.4.5 Authorise Project Closure
13.4.4 Give ad hoc direction
15.4 CS
15.4.4 Review stage Last Delivery status
Stage
Project end approaching
18.4.1 Prepare planned closure 1. Track actuals into the Pj-Plan 2. Check all products approved by authority in the A17-Product Description or have a concession 3. A21-Project Product Descriptions AC met 4. Advise board to release resources back to CoPM A18 A20 Product Status Account PID { A16-Pj-Plan } A20 PID { A16-Pj Plan } Create Additional work estimates
18.4.5 Recommend project closure 1. Send board closure recommendation and draft closure notification 2. Communicate to stakeholders (as per A4-CmMS) for best press 3. Close logs & registers, secure project records in the Config. Management System for future audits A20-PID { A4-CmMS } A5-CIR A1-Benefits Review Plan Obtain Acceptance record's) Close A12-Issue Register A25-Risk Register A23-Quality Register A7-Daily Log A14-Lesson Log
Prepare Draft project closure notification Closure recommendation
18.4 CP.
A8-End Project Report { A15-Lesson Report }
Premature close
18.4.2 Prepare premature closure 1. Check A18-PSA for un-deliverable products 2. Salvage what can be, make safe what cannot , Create an exception plan if useful for safe & save work 3. Advise CoPM of gap created by projects premature end 4. Update A12-Issue Register/ A13-Issue Report as 16.4 useful 5. MP. actuals into Pj-plan Track 6. Advise board to release resources back to LogicalCoPM Ltd 0845 2 57 57 07 Model
18.4.3 Hand over Products 1. Prepare FoAR for incomplete products/ issues/ risks/ concessions for appropriate audiences 2. Ensure A1-Benefits Review Plan covers all future benefits 3. Ensure products have or will meet A6-CfMS handover stipulations for Support including newly operational peak (perhaps under an SLA a product in pj scope!) 4. Confirm (secure records of) all acceptances eg Ops 5. Transfer responsibility from the project 6. Mark A5-CIRs released
18.4.4 Evaluate the Project 1. Compare the A20-PID as approved at [13.4.2 Authorise a Project], the current version of the PID and Risks/ Issues etc in between 2. Facilitate team discussion of events normal/ good/ bad of methods/ tools/ procedures/ strategies/ controls etc use. Record in A8-End Project Report { PMs report, Performance vs A2-Business Case, constraints and tolerance, performance of: the team & the products (plus FoAR). Document context for premature closure 3. Record Lessons observed & agree the recipient. Inc. tailoring of P2 4. Capture Change, Quality & estimating statistics
A20-PID { A6-CfMS } A12-Issue Register
A8-End Project Report { FoAR}
update
DoubleHeaded
Create
A25-Risk Register
A23-Quality Register A20-PID A14-Lesson Log
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A8-End Project Report Product Description

The A8-End Project Report includes a view on how effective PRINCE2 tailoring was, the effectiveness of the four strategies and performance versus A2-Business Case (so far) It might contain {
Document control information Project managers opinion of performance in business and project process terms
Team performance and recognition for individuals performances Note-worthy events EG triggers for premature closure, Stage level exceptions etc
Performance relative to Cost/ Time/ Scope success criteria in the initial A20-Project Initiation Document
Realism and viability of the initial and final strategies, controls, tolerances, exceptions, contingencies and change control Realism and viability of the initial and current A2-Business Case and A1-Benefits Review Plan Benefits delivered so far (if any) and now considered realistic
Summary of A21-Project Product Description outputs delivered

Follow-On-Action-Recommendations (FOAR) for open Risks and Issues A23-Quality Register entries for retests, product approvals and Off-specifications with concessions for missing products, missing features or quality compromises Record of acceptances and hand-overs made to users and operations and maintenance Open Requests for Change, Risk and Issues Perhaps in multiple versions with content specific to each stakeholder community }
Statistics and commentary on:
A15-Lessons Report(s) for the project in total
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13.4.5 Authorize project closure (DP5)

13.4 13.4.5 Authorize project closure DP
1. 2. 3. 4. 5. 6. 7.
12.4 SU
Confirm customer has received all products within A6-Configuration Management Strategy guidance. Products are under sustainable Support and fully accepted Business case and Post-project A1-Benefits Review Plan are current (update if needed), resourced and committed Assess latest and original versions of PID & Business case for variances in baselines, strategies & controls, Costs, Risks and Benefits Review/ Approve End Project Report: note deviations from baselines Confirm who receives FOAR, Lessons (Observed) Report Broadcast project closure notification according to A4-Comms strategy Disband the project teams including the project board Closure recommendation Draft Closure Notification (p211) A20-PID { updated A2-Business Case} A8-End Project Report { Lessons report FOAR } A1-Benefits Review Plan
Closure Notification
approved End Project Report { Lesson Report, FOAR } Approve updated A2-Business Case Approve if updated A1-Benefits Review Plan
14.4 Initiation Stage IP
15.4 1st Specialist Stage CS 17.4 SB. 16.4 MP

Create
17.4 15.4 SB CS
Delivery Stage
17.4 15.4 SB CS
Last Delivery Stage
18.4 CP
update
DoubleHeaded
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DP5 As Phase Review

Different if we are just the supplier or if we are customer (too) Supplier-side
Have all acceptances been confirmed or covered by waivers? Are the resources released and reassigned Have final payments (in and out) been cleared (or are in progress) Have A1-Benefits Review Plan, A8-End Project Report, A15-Lesson Reports Followon-Action-Recommendations been passed to relevant parties
Has configuration management and all test rigs and jigs been handed over to through-life maintenence Are all records archived appropriately
Customer-side
Start of benefits delivery: no different to running a project have we a suitable A16Stage Plan! That covers how to bring benefits to full-flow? Are actions to turn new reality (the arrived future-state) into just business-as-usual known, agreed, estimated
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After the Project

Hold the party for both sides
Give staff psychological closure
Customer side implements the A1-Benefits Review Plan PRINCE2 ends at product hand-over
As of 2009 the official manual suggests roles are disbanded A project is only the enabler in an investment: after the project the Exec should ensure the organisation recoups the return on investment
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Summary
The natural progression of a minimal project is

SU DP1 IP DP2 & DP3 CS & MP CP DP5
The progression may run

1. 2. 3. 4. SU DP1 IP DP2 & DP3 CS & MP DP3 CS & MP DP3 next 3 or 4 CP DP5
Two key interfaces

Project board to Project manager Project manager to Team member/ manager
Exercise
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11: Post Project & Summary PRINCE2 Process Models



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Summary: Interface From Project Board To PM SU, IP, CS/SB and CP to Directing a Project (13.4)
Interested Parties
SU 12.4
DP 13.4 13.4.1 Authorize initiation (DP1)
Initiation Notification
Project authorisation notification
Project Status Report
Specialist product confirm approval
Project board request for advice
Closure Notification
13.4.2 Authorize the project (DP2)

Premature closure
13.4.3 Authorize a Stage (or Exception) Plan (DP3)

Premature closure
Project manager request for advice Exception Raised Corporate advice & decisions A11-Highlight Reports A10-Exception Report A13-Issue Report
13.4.4 Give ad hoc direction (DP4)

Premature closure
13.4.5 Authorize project closure (DP5))

approved End Project Report { Lesson Report, FOAR } Approve updated A2Business Case Approve if updated A1-Benefits Review Plan
A19 A16
Request to initiate a project Project Brief (init) Stage Plan P:PM, R:PA (A)ESUSS
A14 A20 A1 Request to deliver a project Lessons Log Project Initiation Documentation Benefits Review Plan A20 A9
A16 A1
Request to approve next Stage Plan Request to approve Exception Plan Project Initiation Documentation End Stage Report { optnl. A15 Lessons Report optnl Follow On Action Recommendation } (next) Stage Plan or Exception Plan Benefits Review Plan
Closure recommendation Draft Closure Notification (p211) A20-PID { Updated A2-Business Case} A8-End Project Report { Lessons report, FOAR } A1-Benefits Review Plan Exception Plan Request
Initiation Stage
Authority to initiate a project Project Now Starts! A19 Project Brief (Approved) A16 Approved initiation Stage Plan Logical Model Ltd 0845 2 57 57 07
update
DoubleHeaded
g ateria ls - E proje ct A21 Approved Project Stage Authorisation or (raise) New Issue R-Copm, ss m eria oss/ i je eeeem atyour rbboss/ prroor th to ou ut p rior se of f th Product Description Exception Plan Authorisation ESUSS, (P)-PM, R-PA r r al u se o nt tt tin t n y Wito u p 00 eecicial upreseenaaioon eo ce. .Withhoatt 1,0000 MP A1 SB Approved Benefits A20 Approved if updated PID mm Project board Advise omm e a pres lic ce nse at 1, Co giv r s a en Review Plan A9 Approved (current) End Ed., Format: IG, Free , Vn: 0.9 prince2@logicalModel.Net C m too give a requuiees a lic u a licieenset Stage Report { eem t team reqi r ffer yoou a l c mennt LogicalModel Ltd 2010, P2: 2009 5th thh e t oard / / team ent I Iooffer ys agreeeme Distribute A15 Lessons Report, bboard endm ent equaals agr m Use equl Distribute Follow On Actions Rcmdtn } am nd gr r ed me ss. aageeed aper ruuee. Use A16 Approved Stage Plan Create pe A1 Approved if updated Benefits Review Plan
IP
CS
1st Delivery Stage
SB CS
Delivery Stage
SB CS
s nng Last Delivery StageGUUisiCP ct ls - EG
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Learning Log
Projects run successfully when they use controls effectively Our controls include your feedback
If you have feedback at any time please advise your instructor so we can act Either
Comment, in person in class/ at a break/ at the end of day or Blu-tac notes or stick a Post-it to the back of the training room door
While comments on the end of event form are always welcomed and acted upon they are too late to make the event better for you
If we dont know its unlikely we will fix it, If we do know we can at least try Eg Course pace, topic depth, time given each topic, heating/ lighting, Exercises & debrief, Anecdotes & jokes, Catering or parking, Course notes and pens, etc etc etc without limit

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There are other free sources of our value-add on our web-site www.logicalmodel.net
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Basic structured project management Tools and techniques for advanced project & programme management Leading complex projects Recovery of struggling projects Creating & running PMOs Project Risk and Quality Management Using Earned Value Analysis Board briefings on project control & governance
Continued
Dimension Four Benefits Realisation Method training and consultancy PRINCE2 Exam preparation* & PRINCE2 use in the real-world (* But only after real-world P2) Implementing IT Governance using the CobiT Framework Implementing Benefits Realisation & Lessons Learned processes
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PRINCE2 Themes & Related Elements Organisation Business Case Risk Quality Plans Change Progress
PRINCE2 Themes:
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12: Organisation
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Organisation Theme
Accountabilities and reporting lines
5.2.5 Three interests Business & User plus Supplier 5.3.1 Four levels CoPM, Direction, Management, Delivery 5.3.2 Nine roles May be combined but should not be eliminated
Described in Appendix C: Board { Exec, SU & SS }, PM, PA, PS, CA, TM PS may be via a Centre-of-Excellence (nee Project Support Office) 5.3.4.2
5.3.3 Build teams across functional specialisms

5.3.3.3 Project team members may be full-time or part-time 5.3.3.2 Train team members
Engage stakeholders
5.3.5.2 External to the project and internal 5.3.5 Stakeholder analysis identifies stakeholders and their stakes 5.3.5.3 A4-Communications Management Strategy defined how to engage them
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Sources Of Conflict
hy? D W hy? O W Licensed for individual use without fee. A commercial license (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & s GO fees levied i share OOD Gin its)) is innlilm its im ith More project impact = t (w i ilcct(w ith nfl Coonf i more change in power = C
more politics = more stakeholder management required

Departmental vs. central funding often drives politics Who benefits always drives politics
In-fighting & differing agendas

When the powerful have competing objectives Different views on how we do it here Differing view of best business or technical solution
Day job versus programme demands

Incompatible schedule or workload pressures
Unclear roles and responsibilities: gaps or duplications

Teams ARE people, groups of people ARE tribal
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Handling Stakeholders
Frame the communications plan based on stakeholders power & interests
Power
Seek to understand objections! Neutrals may aid in open dialogue Explain intentions & ask opinions LISTEN & accommodate responses Introduce to powerful & negative (carefully) as honest brokers Group together (increases power) Ask for resources and assistance
Keep separate!
Inform and monitor for movement

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Management Strategies
Organise those pro-change & give them facts to promote it
Ask for support and resources
Use those pro project to convert the undecided Discuss goals with the neutrals
Honest feedback on Good & Bad ideas May convert the negatives
Dont inform those hostile to the change Wake the sleepers

Dont allow some stakeholders to realise late on that change impact affects them, get them engage early
Look-out for those with power or influence not on the radar

Not just an excuse to use the picture
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Influence Diagrams
Identification & analyse tool
Who influences who
Interest Predictability H H Clarity M L H Power & influence
Capture stakeholder interaction

Influences, influenced by
Can record synergy and antagonism Often recorded in a stakeholder matrix

Interest H M Predictability H Clarity
Change
Against Neutral For

H Power & influence

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Stakeholders Define the Goal & Approach

Stakeholders have expectations: judge project success
Use workshops to define the desired end-point Meld expectations to align stakeholders to consensus Acceptance Criteria
The means by which stakeholder (dis)agreement is reached
Cross-over point into project Scope Management
Simple set of mechanics to explore end-points

Does not mean simple to use!
End point is a short (20 words) statement in business own vocabulary

Says WHAT & perhaps why/ when/ where/ who but not how
Tested by
Describes the world after the (programme, project, phase) is complete Tells me how I will know the ACs have been met: Benefits recognition events Future state description always accompanied by assumptions and constraints
HOW is constraint. It may be valid at this stage
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Changing Stakeholders
Stakeholders change over time
Stakeholder management process should be constantly identifying, analysing, planning, monitoring and controlling
Projects span customer and suppliers business over time

Likelihood that stakeholders will change Promoted into or out of stakeholder group
Be prepared with induction pack

History, status, major tenets Make time to listen to them carefully Include into existing stakeholder analysis & management plans
Understand new stakeholders perspectives

Day job versus project interests (projects conduct and projects results)
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A4-Communications Management Strategy Product Description

The A4-Communications Management Strategy* might contain {
Preamble: Who is responsible for maintaining the strategy, Version numbers, Publication dates References to corporate standards for communications
Note project tailoring with auditable justifications
Any and all of:

Company branding such as colours, logos, formats Project branding: significant projects (especially in matrix organisations) need their own clear identity Standards such as image or writing standards, translations, speed of distribution etc
Roles and information needs of everyone involved in project communication

What the project needs as a receiver and the roles (such as exec) who are suppliers! What the project supplies (include how the project board communicate with CoPM) and to whom What records are consulted and created and how records are looked after
By reference to the A6-Configuration Management Strategy
All timings, triggers and flow The communications procedures, methods, media, tools and techniques, and crucially Repetitions and parallel channels used to ensure key messages are absorbed not just received The action the recipient is required to take on receipt Formats for feedback, acknowledgement or follow-up that is required or beneficial }
* Created by the project manager in [14.4.2 Prepare the Configuration Management Strategy] and updated in [17.4.1 Plan the next stage]
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CoPM 167
12.4.1 Appoint the Executive and the Project Manager 1. CoPM define Executives & project managers role descriptions & appoint based on skills & availability: Exec has duty to deliver a product that will return the forecast benefits that justify the cost 13.4.1 Authorize initiation 1. Board confirm PMT members accept roles 2. Board obtain/ commit resources to deliver Initiation Stage 12.4.3 Design and appoint the project management team 1. PM perform stakeholder analysis 2. Consider tailoring of P2 Org theme to split & combine roles 3. Define roles & appoint SU & SS based on project size & significance, peoples skills & time & CoPM agreement 4. Consider Project Assurance, Team managers, Project Support 5. Define reporting lines 6. Consider training needs (eg quality methods)
Organisation
OR-04 F:2 In which process(es) the Organization theme is applied and which roles are responsible for this 13.4.2 Authorize the project 13.4.3 Authorize a Stage or Exception Plan 13.4.5 Authorize project closure 1. Board obtain/ commit 1. Board ratify team appointments or changes 1. Board advise resources providers they are being freed resources to deliver 2. Board obtain/ commit resources to deliver 2. Board transfer concern for resourcing benefits review project stage 15.4.4 Review stage status 1. PM considers resource utilisation, status, availability, suitability & outlook 17.4.1 Plan the next stage 1. PM Reviews changes to the PMT structure and roles 2. PM assesses resources to deliver next stage 17.4.2 Update the Project Plan 1. PM revises Pj Plan to reflect changes to the PMT structure and roles 18.4.1 Prepare planned closure 1. PM seeks approval to advises board to release resources to CoPM
Project Board Project manager
12.4.5 Select the project approach and assemble the Project Brief 1. PM Adds to/ updates PMTs & roles to match Pj brief & Pj approach
14.4.1 Prepare the Risk Management Strategy 1. PM assigns risk management roles in A24-Risk Management Strategy 14.4.2 Prepare the Configuration Management Strategy 1. PM assigns config mgmt roles in A4Communications Management Strategy 2. Board consider need for Change Authority 14.4.3 Prepare the Quality Management Strategy 1. PM Assigns Q mgmt roles in A22-Quality Management Strategy (consider links to Corp QA 14.4.4 Prepare the Communication Mgmt Strategy 1. PM Assigns comms roles in A4-Communications Management Strategy 14.4.5 Set up the project controls 1. PM adds control duties, authority limits to Role descriptions 2. Finalise PMTstructure (as far as can) 14.4.6 Create the Project Plan 1. PM Updates role descr. If needs 2. Confirm resource needs (estimating skills) 3. Include control duties in project plan 14.4.8 Assemble the Project Initiation Documentation 1. PM includes all PMT structure & role definitions Plan Delivery Stage
15.4.1 Authorize a Work Package 1. PM Assigns A26Work Packages to Team members/ managers
17.4.4 Report Stage End 1. PM reports on team performance in A9-End Stage Report 17.4.5 Produce an Exception Plan 1. PM Reviews changes to the PMT structure and roles 2. PM considers resources to deliver exception plam
18.4.2 Prepare premature closure 1. PM seeks approval to advises board to release resources to 18.4.3 Hand over Products CoPM
15.4.3 Receive completed Work Packages 1. PM acknowledges assignment complete
18.4.4 Evaluate the Project 1. PM reports on team performance in A8End Project Report
Team Manager
16.4.1 Accept a Work Package 1. Team create A16-Team plan to confirm work and resource constraints are in balance
Roles: 2.3, t3.1 org, 4.3.3bp5, 4.4, t4.1, , 5*, 6.3.1, p55, t6.3, 7.4, t7.1, 8.3.1/ 2, 8.3.5.1/ 4, t8.3, 9.3.1, 9.4, t9.3, 10.2.3, 10.4, t10.2, 12.1/ 2, 12.4.1x/ 3x/ 5x, 13.3, 13.4.1/ 2, 14.4.1-7, 15.3, 16.1, 17.2, 17.4.1/2/5, 19.2, t19.1, f19.1, 19.2.5/6, 19.4.1.2, p219, f19.3, f19.4, t19.2, 19.5.1.1, 19.6.1.2x, 19.8.1, 19.9.1, t19.3, Aintro, a4/ 5.2/ 8.5/ 9.5/ 15.5/ 17.5/ 19.2/ 20.2/ 20.5/ 22.2/ 22.3/ 23.2/ 24.2/ 25.2, Tb1, ApxC!, e1/4/18/45/46/95, g309-pmt/pmts/pd, 310-qrt/ps, 312-rd/ss, 313tm/12.4./s
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13: A2-Business Case
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A2-Business Case Theme

Up to date description of the projects merits
4.3 Developed in SU & IP, Maintained in SB, Verified in DP & Confirmed post project 4.2.3 Describes project outputs, the outcomes created and the benefits enabled Customers and suppliers business cases different but aligned May address compulsory, not for profit, evolving, multi-organisation*
The crucial thing about a project, and a PRINCE2 principle is continued justification yet PRINCE2 :
Gives no guidance on investment appraisal Terminates at DP5 with dissolution of roles Claims the exec has the power to decide but the SU is accountable for benefits
* A Dogs dinner of a list that mixes concepts of motive, clarity and involvement pah 4.2.3 Never split decision making over resources and risk responses from accountability for results - it leads to blame and recriminations
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A2-Business Case Product Description

A project is a mechanism to change business-as-usual
The justification is described (not promoted) in a A2-Business Case
The A2-Business Case might contain {

The trigger or motivation for undertaking the project
Either the opportunity being pursued or the threat being avoided Expressed in terms that bench-mark the current status quo for post-project comparisons
A description of how the project contributes to (affects) corporate strategies and tactics Constraints and expectations: including but not limited to all factor subject to tolerances
Dates for funding cycles and funds available Non-negotiable elements of scope, Imposed project dates Levels of resources available
Options available for resolving the business threat or opportunity

Analysis of each option's pros and cons Through life impacts and costs How development and maintenance will be supported, resourced, funded and absorbed into BAU
Financial appraisal (EG Net Present Value) as per corporate finance standards Recommended option with reasons for selection Risk analysis
Uncertainties and actions to respond that are (or could be) included
The above may include a summary* }

* No one should be encouraged to assess an investment based only on the summary. One reason NOT to include one. A conclusion that draws the elements of argument into one place is appropriate. A BC should be a small document (possibly with appendices). A BC should not sell the project but describe it even-handedly
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A1-Benefits Review Plan Product Description

The A1-Benefits Review Plan might contain {
Context and description of the benefits to be measured Who, how, when and with what resources achievement of expected benefits will be measured How the performance of the projects outputs will be reviewed (sic)
[ I recommend you amend reviewed during embedding to be monitored and adjusted to maximise benefits ]
For each benefit claimed in the A2-Business Case [ and identified subsequently at any time ]
Who is accountable for the expected benefits Benefit specific measurement who, how, when and with what resources* Pre-project baseline against which improvement is calculated }
*Multiple measures over time are appropriate see the works of Tom Gilb benefits often take time to come-on-stream and then to ramp-up
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Project Board 13.4.1 Authorize initiation 13.4.2 Authorize the project 1. Board verify A2- 1. Board consider if A2-BC BC (outline) viable (Detailed) is adequate to justify justification to the project and approve invest in the (baseline) it Initiation Stage 2. Board (Exec) approve (IE baseline) A1-Benefits Review Plan covers all benefits, meets CoPM needs and Exec, Pgm or CoE is responsible for reviews being held 12.4.2 Capture previous lessons 1. PM Captures lessons relevant to the A2Business Case 13.4.3 Authorize a Stage or 13.4.4 Give ad hoc 13.4.5 Authorize project closure Exception Plan direction 1. Exec approves, Board compares confirms? original 1. Board verify the A2- 1. Board consider if and current versions of A2-BC (to what end?) BC (as updated) is a A2-BC still viable 2. Board ensure A1-Benefits Review Plan includes postviable justification for vs. latest A11project review of all side-effects of pj products once in continued investment Highlight Reports operational use (side effects shared as lessons) 2. Board approve 3. Board approve A1-BRP will cost effectively assess (updated) A1-Benefits benefits not measurable until after the project Review Plan will 4. Board/ Exec transfer responsibility for A1-BRP to CoPM address all benefits to hold SU accountable for benefits from their assigned due in next Stage products. Ensure resources are committed 15.4.7 Escalate issues & risks 1. PM assess potential actions to respond to a new risk or issue for their impact on the A2-BC and expresses in A10Exception Report
BC-06 P:2 BC-08 P:2
In which process(es) the Business Case is developed, verified, maintained and confirmed and which roles are responsible for this The recommended composition of a Benefits Review Plan, in which process(es) it is developed and reviewed and which roles are responsible for this
A1-Benefits Review Plan, A2-Business Case
Project manager
17.4.2 Update the Project Plan 18.4.3 Hand over 1. PM determines revised project cost Products & timescales that may affect the 1. PM updates investment appraisal A1-BRP if 12.4.4 Prepare the outline Business Case 14.4.7 Refine the Business Case required 1. If received from CoPM the Exec reviews A2-BC 1. PM Checks A19-Pj Brief for corporate format & 17.4.3 Update the Business Case 2. Exec drafts (delegates drafting) inline with presentation standards 1. PM reflect external changes to Corp. standards the A2-BC with Context, 2. PM seeks lessons observed relevant to the project context, updates of costs Objectives, Strategic alignment, Feasibility A2-BC and timescales, uncertainties, risks Expected contribution, Funding, Contracts, 3. PM adds A16-Pj Plan costs and timescales, and issues into A2-BC for the 15.4.6 Capture and examine Risks (ie uncertainties) and sensitivities to Risks, expected benefits & tolerance per accountable exec issues and risks viability of benefits benefit to A2-BC investment appraisal 2. PM updates the A1-Benefits 1. PM assesses new risks [SU. accountable for benefits p35 c2.1, 4.3.3, 4. PM creates the A1-Benefits Review Plan Review Plan for current outlook and issues for impact on c3] (BRP) stating for each benefit how it will be Results any reviews in stage just the A2-BC 3. PM checks timescales (all constraints) applied measured, tolerances and timing of 18.4.4 Evaluate the ending and need for review in to A21-Project Product DescriptionA2-BC or Pjmeasurement (EG at stage ends and beyond Project approaching stage Mandate balance the project) & the current status quo (a 1. PM assess 15.4.4 Review stage status (prior to 14.4.6 cost and timescales may be Programme may assume responsibility for this 1. project PM checks A2-BC vs. 17.4.4 Report Stage End rough order of magnitude) step) performance new (and existing) risks & 1. PM reviews status and any benefits 4. CoPM Approve the A2-BC (Outline) 5. PM seeks board approval now or defer to vs. expected issues in stage & expresses view on A213.4.2 and A20-PID benefits in the 2. PM checks A1-BRP and BC viability in A9-End Stage Report 12.4.5 Select the project approach and assemble the A2-BC & executes any Benefits 2. PM confirms any benefits review Project Brief 14.4.8 Assemble the Project Initiation Documentation reports in A8Reviews falling due (NO! activity in stage is complete 1. PM drafts Pj Approach defining Corp. 1. PM include A2-BC (detailed) in A20-PID End Project should be in the Stage 3. PM Seeks Board approval of preference/ best practice for delivering the A2LogicalModel Ltd 2010, P2: 2009 5th Ed., Format: IG, Free plan) 0.9 prince2@logicalModel.Net , Vn: Report revised A1-BRP & A2-BC at 13.4.3 Plan Delivery Stage Logical Model BC into operational use 07 Ltd 0845 2 57 57 Team Manager NB in all cases A2-BC is of the Customer, not the Suppliers
14.4.6 Create the Project Plan 1. PM determines costs & timescales needed for investment appraisal by planning the project
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14: Risk
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Projects ARE Applied Risk Management

Project is always a response to threat or opportunity
A2-Business Case plus A16-Project Plan are a glorified A25-Risk Register entry
Two forms of risk: strategic and tactical Strategic or What/ why we are doing this
Risk related to the outcome do the right thing - Fitness for Purpose
EG We may be second to market and therefore lose market share and not recoup our investment
Tactical or How we are doing this

Related to process thing done right Conformance to Specification
EG Lower skills in novel technology may mean tasks take longer than planned therefore reaching the market-place later than desired
ALL risk management is ultimately funded by the customer aka sponsor

Contract sets-out how risks are funded ( = who pays in the short term)
In a falied company (economy) the threats are ultimately funded by the equity owners that is why they get a reward that is different in nature to salary
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Risk Concepts
8.2 Threat and opportunity
Causes of a future state with probability between 0 and 1 Impact of the future state on time, cost, quality, scope, benefits Time to event and time to impact (proximity)
H Seriousness (Severe) H Seriousness (Severe)
8.2.3 & .5 Managed by a process of:

Identify: Context and risk
99 (Common)
Probability 1 (Rare) L (Trivial)
Probability 1 (Rare)
99 (Common)
Opptnty
Threat
L (Trivial)
Pg.81 Well described when we know: causes, future condition (state/ result), consequences (affect)
Assess: Estimate and evaluate un-militated & post response probabilities & impacts Control: Add responses to plan, Implement, Communicate
Communicated via A2-Business Case (PID), A3-Checkpoint Report, A11-Highlight Report, A9-End Stage Report, A8-End Project Report, A15-Lesson Report
Process described in the A24-Risk Management Strategy

Results recorded in the A25-Risk Register and A16-Plan (Project) (Stage) (Team)
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Awareness Is The Key To Risk Management

First risk management is a cultural awareness
Risk tolerance is personal and emotional
Second risks are often identified as ill-formed worries

That is OK (to start with)
Third risks must be well-formed for consideration of priority and response

Well-formed means Causes Future State Consequences for who
Fourth Expected Value is an insurance concept

Dangerous if not understood
Fifth risks responses must be integrated into the day-to-day plan if they are to be managed effectively
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Risk Profile
Risk tolerance or appetite defines the threshold between proactive management and reactive (contingency) response
Where cost effectiveness of actions is balanced by probability, impact and proximity
Intolerable/ irresistible risks, by definition, require action to address cause and/ or effect
Risk is tolerable when exposure passes the point where anything else we will only do if the risk happens Irresistible risks are pursued for exploitation
High
Above the line further action is a must High Probability
Low
Tolerable risk means any contingencies in place are good enough

Contingency might include stop the project An intolerable risk may be rendered tolerable by proactive means plus contingencies (reactive means)
action not attractive Contingency is OK Low Impact
Risk tolerance line Below this Further
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The Risk Analysis and Management Processes

Assess for significance
<200 <800 >=800
99.9% 80% 60% 40% 20%
99%x1% 80%x1% 60%x1% 40%x1% 40 20%x1% 20 1%
200 160 120 80 20%x2% 40 2%
400 320 240 160 20%x4% 80 4%
800 740 480 320 20%x8% 160 8%
1600 1280 960 640 20%*16% 16%
(the official manual says (T8.2) ) Responses include:

Threat: Avoid, Reduce, Fallback (contingency), Transfer, Opportunity: Exploit, Enhance, Share, Accept Reject
8.3.6 Risk costs time and effort to:

Run the process
[15.4.6 Capture and examine issues and risks] and [15.4.7 Escalate issue and risks]
Respond to individual risks

Risk budget linked to pre-specified events and actions
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Ordinal Scales
Linear probability scale and geometric impact scales 1%, 2%, 4%, 8%, 16% Define with visceral statements e.g. threat scale
10 9 Government falls 8 Make global headlines 2 Causes minor inconvenience 1 Affect hard to measure
Project Objective Cost Very Low .05 PM has authority to decide Slippage within float Low .1 < 5% Cost Increase Slippage within Execs tolerances Overall Project Slippage 15-40% Should of items removed from delivery Volatile staff may resign Multiple loss of skilled staff Moderate .2 High .4 Cost decision needs FDs approval Dates will miss external obligations Overall Project Schedule Slips >120% Acceptance criteria breach notliquidatable Loss of crucial senior staff Very High .8
Schedule
Scope & Quality
Ordinal and non-linear: 6 to 7 is not proportional to 7 to 8
Optional quality aspects reduced Some grumbles
Staff Moral
Impact Scale adapted from the Project Management Body of Knowledge

See my PMToday article on risk management on our websites Published Articles section for discussion of scales that include positives and building responses into the base-line
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A24-Risk Management Strategy Product Description*

A24-Risk Management Strategy might contain {
Document pre-amble: Version, Author, Introduction, etc Cross-reference to corporate standards
Duties, roles, records and reporting regimen Procedures, timings, tools and techniques Project local extensions and exceptions
Guidance on the identification of risks Definition of scales to judge probability, impact and proximity
Guidance on the use of the scales Tolerances
Description and definition of categories for risk causes, risk consequences, risk responses and risk warning signs Guidance on the project's approach to defining and managing its risk budget
* & see 8.3.3
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A25-Risk Register Product Description*

The official manual gives contents as {
Risk identifier, Risk author, Date registered, Risk category Risk description: cause, event, effect Probability, Impact, Expected value, Proximity Risk response categories
Avoid, reduce, fallback, transfer, accept Share - enhance, exploit, reject, share
Risk response Risk status Risk owner Risk actionee }
* & see 8.3.4
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Integrating Risk Analysis & the Risk Log

3. Identify suitable responses for
Next number Who raised it? When raised? Event & Outcome?
1. Identify the risk

Id Author Date Idd Description Risk Category Probability Proximity Impact
Time Cost Quality Scope Benefits People/ Resources
2. Evaluate the risk

H/M/L + REASON Time to act
Prevention/ Avoid/ Exploit Reduction/ Enhance/ [Develop] Acceptance/ Reject(?) Contingency/ Fallback/ [Exploit] Transfer/ Share Selected responses and reason for selection/ rejection of others
4. Selection
H/M/L + Reason H/M/L + Reason H/M/L + Reason H/M/L + Reason H/M/L + Reason H/M/L + Reason
Final risk log fields

Owner Person Best to keep an eye on it Date of last Update Current status
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CoPM 12.4.1 Appoint the Executive and the Project Manager RK-12 P:2 The recommended composition of a Risk Management Strategy, 1. COPM define risk and in which process(es) it is developed, reviewed and updated, capacity & appetite and which roles are responsible for this
A24-Risk Management Strategy, A25-Risk Register Risk Budget: SU, IP, CP, DP
13.4.3 Authorize a Stage or Exception Plan 13.4.4 Give ad hoc 1. Board assess draft A16-Stage Plan to direction confirm risk exposure is tolerable and T&O 1. Board defer action responses acceptable: plan is approved on exceptions and baselined contingent on risks 13.4.5 Authorize project closure 1. Board compare current A2-Business Case and Risks to original baseline 18.4.3 Hand over Products 1. PM prepares Follow-On-Actions in A8-End Project Report for all open T & O on the A25RR 18.4.4 Evaluate the Project 1. PM compiles a review of useful measures EG statistics on project risk management in A8-EPjRpt
Project Board 13.4.1 Authorize initiation 13.4.2 Authorize the project 1. Board consider T&O to 1. Board approve the A24-RMS as sufficient to control risks & from authorising the 2. Board assess draft A16-Pj Plan to review threat and Initiation Stage opportunities (T&O) and responses are acceptable: plan is approved and baselined under change control 14.4.1 Prepare the Risk Management Strategy (A24-RMS) 1. PM defines RMS goals, roles, procedures, reporting (Eg a Probability Impact Grid and 12.4.3 Design and appoint the project Risk Retirement Curve**), tools, techniques, management team timing and tolerance based on CoP 1. PM logs threats & opportunities (T&O) to standards noted in A19-PjBrf and lessons in the A7-Daily Log in advance of creating A14-LL A24-Risk Management Strategy and A252. PM (team) define probability, impact & Risk Register proximity scales, Categories, Early warning 2. PM may appoint PS for familiarity with risk indicators management tools and techniques (EG 3. PM (team) define risk tolerance thresholds Monte Carlo Analysis and estimating for escalation between management levels methods) 4. PM (Exec) define risk tolerances 12.4.4 Prepare the outline Business Case 5. PM suggests risk budgets and how they 1. PM captures any risks to A7-DL should be controlled [We dont know how 2. Exec considers T&O and includes key in much to allow at this point] (outline) A2-Business Case 6. PS create the A25-Risk Register and 12.4.5 Select the project approach and assemble populate with T&O identified so far (IE in the Project Brief A7-Daily Log) 1. PM logs any T&O to A7-DL 7. PM seeks board approval or defer to 13.4.2 2. [Risk drives consideration of Pj Approach] 14.4.5 Set up the project controls
Project 12.4.2 Capture previous lessons manager 1. PM Captures lessons relevant to risk management in A14-Lesson Log
1. 12.4.6 Plan the initiation stage 1. PM considers T&O to Initiation stage plan & makes provision 2. PM updates risk status in A7-DL Team Manager
14.4.2 Prepare the Configuration Management Strategy (A6CfMS) 1. PM responds to risks that affect CfMS 14.4.3 Prepare the Quality Management Strategy (A22-QMS) 1. PM responds to risks that affect A22-QMS 14.4.4 Prepare the Communication Management Strategy (A4CmMS) 1. PM responds to risks that affect A4-CmMS 2. PM add A24-RMS needs to project communications 14.4.6 Create the Project Plan (A16-PjPlan) 1. PM responds to risks that affect planning processes 2. PM builds provision to manage risk into the project plan (resources i.e. costs and timescales) [p2 mis-defines contingency] 3. PM ensures A16-PjPlan includes responses to T&O in the A25-RR 14.4.7 Refine the Business Case (A2-BC) 1. PM expresses aggregate (and significant individual) T&O affects on A2-BC 2. PM (Exec) justify cost & risk based on A2-BCs benefits 3. PM assess projects sensitivity to factors in its context (EG drivers of cost, time, benefit, confidence) PM considers Risk to suggest: number and 14.4.8 Assemble the Project Initiation Documentation (A20placement of stage boundaries, strength, PID) formality, timings and who is assigned to 1. PM includes A24-RMS in A20-PID which project controls (A20-PID acts as baseline for all Assessment of Risks)
18.4.5 Recommend project closure 1. PM ensures all risks are closed or Subject to FOAR, then closes the A25-Risk Register

ALL 40 activities include PM logs new risks to the A25-Risk Register
* PRINCE2 uses Event, Cause, Effect. To my mind Event IS Cause. CCC is more meaningful see XREF ** See XREF Most management products Such as A25-Risk Register are given in full on first use and abbreviated Subsequently eg A25-RR, those that are not can be looked-up in the Reference list Other abbreviations within the diagram (EG T&O) are expanded on first use in the diagram
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CoPM
RK-12 P:2 The recommended composition of a Risk Management Strategy, and in which process(es) it is developed, reviewed and updated, and which roles are responsible for this Project Board
A24-Risk Management Strategy, A25-Risk Register, Risk Budget: CS/MP/ SB/ DP-Duplicated
13.4.3 Authorize a Stage or Exception Plan 13.4.4 Give ad hoc 1. Board assess draft A16-Stage Plan to direction confirm risk exposure is tolerable and T&O 1. Board defer action responses acceptable: plan is approved on exceptions and baselined contingent on risks 15.4.5 Report highlights 1. PM includes T&O Summary: perhaps via a Probability Impact Grid and Risk Retirement Curve** 15.4.4 Review stage status 1. PM responds if a risk action advisable 2. PM (team) assess risk impacts on all project aspects: especially plans, A2-BC, A1-BRP 3. PM escalates risks that create a Tolerance Threat 4. PM maintains A25-RR Authorize a Work Package (A26WkPkg) PM assign an A26-WkPkg to respond to a risk PM/ TM consider T&O to/ from A24WkPkg PM/ TM agree process and tolerances for raising/ responding to/ escalating risk 13.4.5 Authorize project closure 1. Board compare current A2-Business Case and Risks to original baseline
13.4.1 Authorize initiation 13.4.2 Authorize the project 1. Board consider T&O to 1. Board approve the A24-RMS as sufficient to control risks & from authorising the 2. Board assess draft A16-Pj Plan to review threat and Initiation Stage opportunities (T&O) and responses are acceptable: plan is approved and baselined under change control 15.4.6 Capture and examine issues and risks 1. Anyone at anytime: raise a risk 2. PM (risk author?) record T or Os Condition, Cause & Consequence (CCC)* on A25-RR in accord with A24-RMS 3. PM consults and follows throughout A24-RMS & A4-CmMS to report risk status to stakeholders 4. PM (team) use scales from A24|RMS to assess CCC for Probability, Impact and Proximity (P14.4.) vs. all plans, A2-BC and Risk Tolerance 5. PM (team) identify possible responses, log to A25-RR and assess vs. tolerances 6. PM may escalate a Tolerance threat via 15.4.7 otherwise (aswell?) 7. PM (team) select responses in tolerance and add to A16-StgPlan 15.4.7 Escalate issues & risks 1. PM when triggered by a risk or aggregation of risks that create a deviation: snap-shot full project status 2. PM (team) assess deviations impact on baseline and impact of each possible response 3. PM records assessment & recommendation in an A10Exception Report & sends to the board with a request for direction
Project manager
17.4.1 Plan the next stage 1. PM checks risk action owners for current T&O status and assesses T&O affecting next stage 2. PM ensures all external dependencies have a A25-Risk Register entry 3. PM includes risk responses a26-WkPkg into A16Stage Plan for all selected T&O responses 17.4.2 Update the Project Plan 1. PM includes risk responses into A16-Project Plan 17.4.3 Update the Business Case (A2-BC) 1. PM checks current CoPM & Board risk appetite, capacity and tolerances 2. PM updates A2-BC to reflect key & aggregate T&O 3. PM inspects A25-RR responds as required 17.4.4 Report Stage End 1. PM assesses and reports (in A9-End Stage Report) on T&O activity in the stage ending & aggregate status 17.4.5 Produce an Exception Plan 1. PM updates A25-RR as needed 16.4.3 Deliver a Work Package 1. [ TM/ PM Retire unused Risk budget ]
15.4.1 15.4.8 Take corrective action 1. 1. Board or 15.4.4 trigger action 2. PM collects information on deviation (concern) from Records, 2. Reports, Logs & Registers 3. (RRL&R), selects or devises responses and triggers via 15.4.1 and updates RRL&R EG A5-CIR
Team Manager
16.4.1 Accept a Work Package (A26-WkPkg) 1. TM advises PM of risk status and logs T or O to the A25-RR (p2 says if appropriate) 2. TM (team) considers risk related to and within A26-WkPkg tolerances as per 15.4.6 steps 1-7 for the A16-Team Plan
16.4.2 Execute a Work Package 1. TM monitors & responds to risk related actions 2. TM notifies PM of new or changed risk (directly and formally via A3-Checkpoint Reports)

ALL 40 activities include PM logs new risks to the A25-Risk Register
* PRINCE2 uses Event, Cause, Effect. To my mind Event IS Cause. CCC is more meaningful see XREF ** See XREF Most management products Such as A25-Risk Register are given in full on first use and abbreviated Subsequently eg A25-RR, those that are not can be looked-up in the Reference list Other abbreviations within the diagram (EG T&O) are expanded on first use in the diagram
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15: Quality
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Quality Management
6.1 the means [to] create and verify products that are fit for purpose
6.2.3 Relies on a QMS (Quality Management System)
Roles, responsibilities, procedures and standards for products & tasks
6.2.4, .5, .6 Comprised Planning, Control and Assurance

6.3.1 Planning = selection of standards that match PBS products 6.3.2 Control = use of standards Assurance = confirmations standards are used and useful
6.3 Customer arrive with quality expectations (CQE-6.3.1.1)

SU and IP translate CQE to agreed prioritised Acceptance Criteria* (AC-6.3.1.2) PBS products described in A21 and A17-Product Description via AC
Expected tests recorded in the A23-Quality Register
AC matched to QMS method statements and product standards [16.4.2 Execute a Work Package] applies QC and quality reviews (QR Pg.55)
Updates the A23-Quality Register to show results of quality control activity Products that pass QR base-lined and stored by configuration management
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Quality Records
Products and results (CIs) are tested as defined in their A17-Product Description
Often using a Quality Review: Walkthrough or Inspection
The A23-Quality Register is an index to primary records of tests

Placeholders added when creating the A16-Stage Plan and A16-Team Plan Entries for specialist product tests completed during [16.4.2 Execute a Work Package] Entries for management products mainly completed during IP and SB A23-Quality Register summarises the conclusions drawn Actual test results may also be within the A23-Quality Register entries
6.3.2.2 Quality Review confirms CIs conform to specification

Approval records confirm Fitness For Purpose in the eyes of the approval authority at end of [16.4.3 Deliver a Work Package] Acceptance Records are contractual confirmations that all Approvals are in place or covered by concessions
Gathered during [18.4.3 Hand over Products]
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Verification & Acceptance

Planning Executing Planning Executing Closing Controlling Executing Planning Initiating Controlling Controlling Executing Planning Controlling Planning Controlling Planning Controlling Executing
Executing Licensed for individual use without fee. A commercial license (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied
Requirements
Design
Build
Integrate
Accept
Deploy
Maintain
Verify Scope (via quality techniques)
Go/No-Go Closing Initiating Plan
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Recommended Approach to V&V
Validate Goal or Objective Validate Goal or Objective Concept Concept Validate Spec Validate Spec Requirements Requirements Interfaces Interfaces Design Design Integration Integration
White box Unit Subsystem Unit
Black box
System
Acceptance Acceptance
System
System Test System Test
Subsys White box Subsys
Subsystem
Build Build
Item Test Item Test

Unit Unit
Black box
VERIFICATION
Review or Inspection
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Verification
Built it right & well
Intermediate / structural: the construction process
Process Inputs Process Definition
Faults List
Process Definition Verification
Process Checklist
Process
Check
Conform 2 Spec
Milestone Achievement
Do
Process Outputs
Process of evaluating that products produced by a process meet the conditions imposed on the process
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Verification Occurs Throughout The Project 1/3

Minor changes outside of Change Control Plan
Cascade into major unexpected impacts If not removed will invalidate estimates of all work remaining
Impact of a 10% increase in work at each boundary?
Team Boundaries
Intermediate Product
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Verification Occurs Throughout The Project 2/3

Impact of a 10% increase in work at each boundary
Compound impact increases each successive teams tasks difficulties
Most extra comes from the teams Pride In A Good Job
110%
Team Boundaries
121% 133% 146%

100% 90%
81%
72%
63% 63%
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Verification Occurs Throughout The Project

Verification looks for Missing/ Wrong/ Extra
Finding 9% is often good-enough
Typically the 10% does not need to delay subsequent tasks
110% 102% 101% 121%

Team Boundaries
133% 104% 103% 146%

100% 90% 98% 97% 96% 99% 81% 72% 63% 63%
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Quality Control: Done Right

Start Product identified in PBS, Defined in A17-Product Description Development process defined in A26-Work Package and QMS Quality Control Quality Control Apply skills to follow standards & meet acceptance criteria
Next task, quality control & logging Rework No Yes

Baselined Product
Step & Result OK?
Good/ Missing/ Wrong/ Extra
All tasks Complete?
Yes
Quality Records
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A23-Quality Register Product Description

Each A23-Quality Register record could be made-up of {
Identifier: EG A26-Work Package ID and time-stamp of test run-time Linked records
A reference/ pointer to the test/ quality review's actual results Reference to previous and future executions of this test or other tests CIs must clear before declared mature A26-Work Packages for corrective actions
A5-Configuration Item Record IDs for the CIs under review (specialist and management)
May include names and descriptions for convenience (even if thus no longer in 3rd normal form)
Reference to the A26-Work Package(s) in the team or A16-Stage plan that define the review
Methods that define how the CIs are to be tested EG: stressed to failure, model-office, field test, read-through, (link to the A17-Product Description) Who will be/ was involved in what capacity IE Chair, Admin Support, CI's presenter/ producer, the reviewers or those assigned to other test methods EG Auditor and auditees Schedule dates for baseline, currently intended and actual test dates Dates of sign-off or other approvals and acceptance steps, perhaps with locations or other details
Summary of results
Pass Fail - IE Rework and retest needed (linked corrective action A26-Work Package and A23-Quality Register entry) Provisional Pass as fail but re-test not required after corrective actions
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CoPM Project mandate, prepared by CoPM states CQE
CQE (6.3.1.1), AC (6.3.1.2), A22-Quality MS (6.3.1.4), Product Descriptions (6.3.1.5), A23-Quality Register (6.3.1.6)
Project Board
13.4.1 Authorize initiation 1. Board review A21 and confirm CQE & AC 2. A19, A21, CQE & AC placed under change control 13.4.2 Authorize the project 1. Board confirm A22-Quality Management Strategy will achieve CQE (benefits) & baseline 2. Board approve A17-Product Descriptions for project plan scope 13.4.3 Authorize a Stage or Exception Plan 1. Board approve A17-Product Descriptions for stage plan scope
QU-09 P:2 QU-11 P:2 QU-12 P:2
How the customer's quality expectations are derived, in which process(es) and which roles are responsible for this In which process(es) Product Descriptions are developed and reviewed and which roles are responsible for this The recommended composition of a Quality Management Strategy, in which process(es) it is developed and reviewed and which roles are responsible for this
12.4.3 Design and appoint 14.4.3 Prepare the Quality Management the project Strategy management team 1. PM confirms CQE & AC clear 1. Consider training enough in A21-PjPdD, Creates A22needs (eg quality Quality Management Strategy methods) 2. PS create A23-Quality Register 3. PM seeks board OK now or l8r 12.4.4 Prepare the outline 14.4.4 Communication Management Business Case Strategy (A22-QMS) 1. SU provides/ PM 1. PM includes A22-QMS needs in A4captures CQE & Communications Management AC, Criteria/ Strategy Tolerance/ Quality 14.4.5 Set up the project controls Methods/ Test 1. PM inc. A22-QMS needs in controls Skills or responsibility in 14.4.6 Create the Project Plan A21-Project 1. PM/ SU Update CQE/ AC if change Product or refinement required since 12.4.4 Description 2. PM (team) create A16-Pj Plan based on A21-PjPdD/ AC/ CQE/ A22-QMS 12.4.5 Select the project 3. PM creates A17 for products in Pj approach and scope assemble the 14.4.8 Assemble the Project Initiation Project Brief Documentation 1. PM includes CQE 1. PM Assembles A21-PID including & AC (in A21) A22-QMS 2. Assemble A21 into A19-Project Brief Plan Delivery Stage
15.4.7 Escalate issues & risks 1. PM consults A23-QR for input to update A13-Issue Report and A10-Exception Report Apdx-A Dervt) 15.4.6 Capture and examine issues and risks 1. PM consults A23-QR for input to A13-Issue Report 15.4.5 Report highlights 1. PM confirms quality work in period from A23-QR in A11-Highlight Reports 15.4.4 Review stage status 1. PM seeks Q-Issues shown by A23-QR entries 2. PM confirms products accepted by those names in their A17-PD Responsibilities 3. PM detects stage end as A23-QR entries all complete 15.4.1 1. 2. 3. Authorize a Work Package PM consults A22-QMS to create A26-Work Package PM includes A17-Product Descriptions in A26-WkPkg PS/TM may update A23-QR quality reviews planned
17.4.1 Plan the next stage 1. PM reviews A20-PID and changes to CQE/ AC 2. PM/TM/SU Define AC for each A17Product Description per CI in the stage PBS 3. PM creates stage plan based on A22QMS, A2-PjPdD 4. PS add quality reviews to A23-Quality Register 17.4.2 Update the Project Plan 1. PM checks for change to A21-PjPdD
18.4.1 Prepare planned closure 1. PM asks if all products in A18-PSA match AC in A17-PD or covered by a concession 2. PM Confirm AC met and A21-Project Product Description delivered 18.4.2 Prepare premature closure 1. PM Assesses via A18-PSA products with Approval Records/ Concessions
15.4.2 Review Work Package status 1. PM assesses status of Q-reviews by consulting A23QR 15.4.3 Receive completed Work Packages 1. PM confirms A26-WkPk complete by consulting A23QR and Quality Responsibilities of each included products A17-PD
18.4.3 Hand over Products 1. PM asks if all products in A18-PSA Approved by those named in A1717.4.4 Report Stage End PD 1. PM confirms all done ok by checking 2. PM checks Acceptance records or A23-QR & Approval Records Concessions from all parties eg 2. PM reports on quality in period (from Ops+Maint A23-QR) details of Quality records & 3. PM may list FOAR for concessions Approval Records or Off-Spec & Concession in A9-End Stage Report 18.4.4 Evaluate the Project 17.4.5 Produce an Exception Plan 1. PM asks are CQE & AC changed 2. PM creates ExPlan based on A22-QMs for any new A17-PD in PBS 3. PS amend quality reviews in A23Quality Register for new products and/or tests 1. 2. 3. 4.
PM Reviews usefulness of A22-QMS PM Closes A23-Quality Register Include statistical insight from quality records in A15-Lesson Report PM includes in A8-EPjR details of Quality, Approval & Acceptance Records or Off-Spec & Concession
Team Manager
16.4.1 Accept a Work Package TM/ PM/ PS ensure best quality reviews in A23-QR
AC-Acceptance Criteria References of type A99 expanded in index under A Table 16.2 says (P)-PS but 15.2 omits the required P-PS
16.4.2 Execute a Work Package 16.4.3 Deliver a Work Package 1. TM develops products following quality method for in-process development to criteria in A17-PD & record quality records 1. TM checks approval 2. TM/ SUconduct quality reviews/ appraisal & assemble quality records to show products meet specification (if a quality records in A26-WkPkg LogicalModel exceed tolerances 5th raise and IG, Free review action will Ltd 2010, P2: 2009thenEd., Format:Issue) , Vn: 0.9 prince2@logicalModel.Net scope 3. TM/ PS update A23-QR* with results: Failures are replanned 4. TM obtains & issues Approval Records from authority named in A17-PD 5. TM confirms quality work in period in A3-Checkpoint Report
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A22-Quality Management Strategy Product Description

The A22-Quality Management Strategy might contain {
Document admin: Ownership, Version control information etc Who to advise of changes to the A22-Quality Management Strategy), Scope and objective of the strategy
How this project will carry out quality planning, quality control and quality assurance, who by, and when Typically reference to organisational quality standards with audit trail of changes
Tools and techniques to be used: EG Sampling or exhaustive testing, rigs, jigs and test beds Procedures to be followed, triggers and timings and the records to be kept
A23-Quality Register, Approval and Acceptance records, A3-Checkpoint Report, A11-Highlight Report, A8-End Project Report and A9-End Stage Report
Duties, authorities, timings (roles and responsibilities) for management of quality activities
Triggers for quality activity and the time to complete them so decisions are timely
Procedures for or reference to relevant Quality Management Systems of either the customer(s) or supplier(s) as derived from the CQE of the parties involved Arrangements for independent audit and escalation to the project board
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The only reason for a project (& training course) is to change business-as-usual for your organisation or your customers

Continued
Dimension Four Benefits Realisation Method training and consultancy PRINCE2 Exam preparation & PRINCE2 use in the real-world Implementing IT Governance using the CobiT Framework Implementing Benefits Realisation & Lessons Learned processes
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16: Plans
PRINCE2 Planning Guidance Product Based (Start to) Planning Scoping Dependencies Critical Path Analysis Estimating Resourcing & Scheduling Earned Value Baseline
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16.1: Planning in PRINCE2
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Plans
A plan is the sum-total record from determining goals and how goals will be achieved, when and by who doing what
Plan-A What we know we know Plan-B Contingencies
Options whose selection is relevant once opportunities, issues threats and problems arise
7.2.3-7 Three levels of plan included in PRINCE2

Project plan: product focussed, base-line for the project boards needs to monitor
Informs the A2-Business Case with cost and timescale information
Stage plan: day-to-day task focus required for project manager to be in control
Produced in [17.4.1 Plan the next stage] for the next stage as each stage comes to a end
Team plans: team member/ managers view of work to be done

May aggregate to the A16-Stage Plan or may be an extract from the A16-Stage Plan
Exception plans: replacement for any of the above after a non-fatal exception
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SU6 IP6
SB1 SB5 SB2 MP1
Planning: Fig 7.2, Fig 7.3 and 7.3

Product Checklist 15.4
SU 12.4
7.3.2 Designing a Plan 1. Select presentation formats and layouts EG for approval, day-to-day use) to ensure clarity by recipients 2. Identify recipients 3. Define plan levels, planning tools, monitoring and estimating methods suited to each facet of the project 4. Agree how to include change and contingency allowances in plan 5. Follow local and supplier planning standards & any customer stipulations
IP 14.4
CS
MP 16.4
(A20 PID {A6 CMS} A22-Quality Management Strategy

7.3.3 Defining and Analysing Products (Normal starting point, Home of PBP) 1. SU writes the A21-Project Product Description 2. Team workshop decomposes A21 in PBS Note external products and associated risks 3. Experts write A17-Product Descriptions to state AC 4. Create the PFD
Activity estimates - durations & resources Inc. Assumptions, margin for error & Confidence)
7.3.5 Prepare estimates 1. Identify resource types and effort/ materials needed for each activity by each type Iterate to refine initial estimates of staff, money, equipment, skill levels, cost and time over time Plan Product Breakdown Structure (PBS) Note assumptions, allow for inefficiencies and Design Product Flow Diagram (PFD) optimism A.17 Product Descriptions 2. Tune estimates to plan level & project needs A.5 Configuration Item Records (eg Project: Top-Down over stages. Team or Stage Level: Bottom-up of PBS, WBS & PFD A25-Risk Register
7.3.4 Identifying Activities and Dependencies (iterates with 7.3.2+6) Project Approach 1. List activities from PFD (Activity On Arrow network) or add A22-Quality Management Strategy Life-cycle tasks to PBS and create a WBS A19-Project Brief or A20 PID Include all management, risk and quality activities CoP Planning Standards 2. ShowLogicalModel & external dependencies, IG, Free , Vn: 0.9 prince2@logicalModel.Net internal Ltd 2010, P2: 2009 5th Ed., Format: Logical Model Ltd 0845 2 57 57 07 Create a Precedence Diagram* (Supplier Standards)
List of Activities All planning information so far (Previous experience) Estimating training Dependencies
An iterative, step-wise refinement process
* Pg.70 is flat-wrong. AON never was an Arrow Diagram. ADM is for AOA networks. Guide to the PMBoK 4th Ed. no longer even mentions them, its 6.2.2.2 Pg. 133 in the 3rd Ed. Of G-2-PMBoK
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SU6 IP6
SB1 SB5 SB2 MP1

Product Checklist 15.4
SU 12.4
7.3.2 Designing a Plan 1. Select presentation formats and layouts EG for approval, day-to-day use) to ensure clarity by recipients 2. Identify recipients 3. Define plan levels, planning tools, monitoring and estimating methods suited to each facet of the project 4. Agree how to include change and contingency allowances in plan 5. Follow local and supplier planning standards & any customer stipulations
IP 14.4
CS
MP 16.4
(A20 PID {A6 CMS} A22-Quality Management Strategy

7.3.3 Defining and Analysing Products (Normal starting point, Home of PBP) 1. SU writes the A21-Project Product Description 2. Team workshop decomposes A21 in PBS Note external products and associated risks 3. Experts write A17-Product Descriptions to state AC 4. Create the PFD
Activity estimates - durations & resources Inc. Assumptions, margin for error & Confidence)
7.3.5 Prepare estimates 1. Identify resource types and effort/ materials needed for each activity by each type Iterate to refine initial estimates of staff, money, equipment, skill levels, cost and time over time Plan Product Breakdown Structure (PBS) Note assumptions, allow for inefficiencies and Design Product Flow Diagram (PFD) optimism A.17 Product Descriptions 2. Tune estimates to plan level & project needs A.5 Configuration Item Records (eg Project: Top-Down over stages. Team or Stage Level: Bottom-up of PBS, WBS & PFD A25-Risk Register
7.3.4 Identifying Activities and Dependencies (iterates with 7.3.2+6) Project Approach 1. List activities from PFD (Activity On Arrow network) or add A22-Quality Management Strategy Life-cycle tasks to PBS and create a WBS A19-Project Brief or A20 PID Include all management, risk and quality activities CoP Planning Standards 2. ShowLogicalModel & external dependencies, IG, Free , Vn: 0.9 prince2@logicalModel.Net internal Ltd 2010, P2: 2009 5th Ed., Format: Logical Model Ltd 0845 2 57 57 07 Create a Precedence Diagram* (Supplier Standards)
An iterative, step-wise refinement process
* Pg.70 is flat-wrong. AON never was an Arrow Diagram. ADM is for AOA networks. Guide to the PMBoK 4th Ed. no longer even mentions them, its 6.2.2.2 Pg. 133 in the 3rd Ed. Of G-2-PMBoK
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DP3 DP2 DP4 DP1 CS1 CS MP 16.4
7.3.7 Analyse the risks (in parallel with 7.3.2-7) 1. Assess risks and address by reperforming activities 7.3.2 to 6 2. Ensure risk countermeasures are match project boards risk appetite
cklist 15.4
SB 17.4
A25-Risk Register Assessed Plan Product Completed Plan Checklist for Approval
All currently available planning Information Activity estimates - durations & resources Inc. Assumptions, margin for error & Confidence) Resource Availability
7.3.5 Prepare estimates 1. Identify resource types and effort/ materials needed for each activity by each type Iterate to refine initial estimates of staff, money, equipment, skill levels, cost and time over time S) Note assumptions, allow for inefficiencies and optimism 2. Tune estimates to plan level & project needs (eg Project: Top-Down over stages. Team or Stage Level: Bottom-up of PBS, WBS & PFD 6)
Schedule
DM is for AOA networks. Guide to the 133 in the 3rd Ed. Of G-2-PMBoK
7.3.6 Scheduling (iterate with all 7.3 activities) 1. Critical Path Analysis of the precedence network using estimated durations (D) to establish initial schedule 2. Assess resources, availability (A) & experience (productivity (P)) 3. Assign resources to tasks and determine loading profile, re-estimate and re-assess durations based on assigned resources (D = effort (E) / (PxA)) Ensure tasks have a committed point of accountability 4. Level and smooth the resource profile for activities in ascending order of float (Critical path first). Re-assess D=E/(PxA) 5. Agree control points with the project board and add product approval and end-stage activities, resources and duration 6. Define milestones [ Set dates for those properly defined!] LogicalModel Ltd 2010, P2: 2009 5th Ed., Format: IG, Free , Vn: 0.9 prince2@logicalModel.Net 7. Calculate resource totals and demand profiles, risk and change budgets, tolerances, cash flows and Planned Value 8. Translate to presentational form: EG Gantt, or Checklist
7.3.8 Document the plan 1. Using plan design: consolidate schedule, costs, risks & countermeasures, controls & tolerances, constraints, assumptions, external dependencies Add explanatory narrative to describe what is covered, the approach to planning, execution and quality, monitoring and reporting (Checkpoint, Highlight, End Stage, End Project) & controls Format appropriately for daily use or project board presentation 2. [ Quality check the plan for complete and reasonable 3. Finalise the Product Checklist ]
Plan Design
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16.2: Product Based Planning
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You Have To Know the Goal

PRINCE2 based on the idea that you have to know the required end-result to succeed
Nothing so terrible as activity without insight Thomas Carlyle Begin with the end in mind Stephen Covey
PRINCE2 defines the end-result in the A21-Project Product Description

Included in the A19-Project Brief Replaced in the A20-PID by the A16-Project Plan
Defined in [12.4.4 Prepare the outline Business Case] and refined in [14.4.6 Create the Project Plan] and [17.4.1 Plan the next stage] A21-Project Product Description decomposed into project level Product Breakdown Structure (PBS)
PBS decomposed until customer is neither capable to nor cares to add details of acceptance criteria
When the goal is unclear the goal is clarify at least the next milestones definition and preferable the definition of the future-statebusiness-as-usual. Agile life-cycles are (amongst other things) based of this principle and have turned a necessity into an art-form
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Product Based Planning

Final Product: A served cup of tea. Product Description:
Tea with milk & sugar in a china cup with matching saucer Water 100O, English breakfast leaf tea, 7g white sugar, fresh (skimmed) milk
PBS
Served Cup of Tea
Consists of
Milk Hot Water Product of Brewing Tea Leaves Cup Sugar Poured Tea Tea Spoon Saucer
PFD
Condiments
Tea Poured Saucer Spoon Tea Product of Brewing Cup
Milk
Sugar
Served cup of Tea
Hot Tea Water Leaves

Precedes/ Follows
*Once upon a time the P2 exams were overly anally retentive about PBP, while the manual gave scant and misguided advice. Now the manual gives even less, but still misguided advice Sadly a powerful but hard to master technique is now under-represented See my article on breakdown structures noted on the next slide
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The Steps Involved in Product-Based Planning

Written by the customer so the Supplier knows the required outcome May be in the Project Mandate, workshop details in 12.4.4 & 5 for Project Brief Required in 14.4.3 for formulation of Quality Management Strategy
1. [Produce] A Product Description of the final product of the project (7.3.3.1)
2. [Decompose into] A Product Breakdown Structure (7.3.3.2)

Know the constituent parts that must be produced
3. [Create a] Product Descriptions of each (Sufficiently significant) product (7.3.3.3)

Describe the quality characteristics of every Sub-product Created as soon as possible after each product is identified in the PBS
s rlrdds icc woo l ooni ee w em n h m :T h FF: T t mnne BD i s m AABDpppeest i a nnap ss
Activity Planning
4.
[Sequence
in a] A Product Flow Diagram (7.3.3.4)
Define the sequence of Sub-product production & use Performed in Planning2
1
PD of final product
So
2&3
PBS & PDs of Sub products
4
PFD
the PRINCE2 manual says, but a better approach is to create a WBS then a Precedence Diagram A White-paper published by the American Society For The Advancement of Project Management on use of breakdown structures on www.logicalmodel.net/PublishedArticles
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16.3: Scoping PRINCE2 Guidance & Beyond
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How To Establish The Vision (aka Goal aka Scope)

Know the senior accountable persons goal (ask them!)
Hold Kick-off Initiation Workshop
Politics (and culture) will dictate if invitees turn up!

Adequately prepared & empowered to make decisions & commitments May be many days (or weeks) of pre-meeting preparation
1-2-1 Interviews & questionnaires have a place, but are rarely a complete substitute
Not the goal-statement so much as the work to get it that is crucial Kick-off may be a repeated activity
At start-up, when R&D projects report, when infrastructure is available when benefits are enabled Also asks the are we there yet? (time to close-out) question Kick-off (should only need to be) done once for each A26-Work Package (Stage?...) Constantly challenge is our current vision best matched to current business context?
Determining the sponsors end-point should be start 1-2-1; they may then choose to be consultative
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Meeting Conduct
Objective: a sentence or paragraph that everyone agrees to
One focus Limit duration All areas represented Contributions to change initiative required from each stakeholder group also identified Good start-point is sponsors view of what Excellent way for PM to establish authority as leader
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Scoping Workshops Determine Deliverables: Final and management

Real planning looks like the white-board pictured (PBS in Red, WBS in Blue)
Results are then entered into a software tool such as Microsoft Project (MSPJ)
Planning can NEVER be done as a solitary activity BECAUSE: SOOP: A plan is a shared consciousness that : for a given result predicts what resources will be consumed by what activities and when to deliver the required impact
SOOPs are Simons Observations on Projects Partly born from the observation that using a project management method is like making soup. A paper to this effect is on the web-site www.logicalmodel.net
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All The Deliverables = All The Work
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Modelling Scope: Required Results

Start with the customer and identify and decompose deliverables
Brainstorm major deliverables that together totally resolve the need
Record each deliverables acceptance criteria in its Breakdown Structure dictionary entry* Channel Tunnel Track & Trains 2 Terminals Long Tunnel
Decompose each deliverable until customer no longer wishes to specify details or item not usefully decomposable** for those present
Later steps decompose the products life-cycle (and record tasks in the WBS/ SOW)
Result of scoping meetings and workshops is the information to document in MSPJ

*A5-Configuration Item Record and A17-Product Description and ** Note: These steps are links to Configuration Management and Quality Management
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Breakdown Structures WBS or PBS or OBS or GBS or CBS

xBS equals ALL the x* to produce ALL the deliverables
Must include project management and control tasks
Man 2 Moon
Project
Management Products Rocket Design-R QP Revision
Internal Deliverables
t ucct u d od rrodnteed P e nt P ie Orri O

Astronaut Recruit-A QP Train-A
Final Deliverables
Project Plan, Reporting & Status
Planning
Controlling
Build-R
Rescing QP
Monitoring Risk/ Change QP QP
Quality Products Physical-TA How-to-TA
QP
les eliverab D
k orrk QP QP o W orr W s o kks s s ask Taas T T
* x can be PBS=Products or Phases, WBS=Work, SBS = Stages or Services, OBS=Organisational units, G/LBS=Geographic/Location, RBS=Risk, CBS=Cost centres or other grouping, REBS & ROBS = Risk Event & Outcome
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A17-Product Description Product Description 2nd View

Everything the project creates, acquires or amends must be described by {
Purpose, context of the product's usage, sub-component CIs and their source The full-set of the CIs agreed, prioritised Acceptance Criteria that are mandatory to trigger payment due under the contract
Reference or expaination of how to handle any and all: Omissions, Errors, Extras, Late definitions, Changes of desire, Shoulds and Coulds etc
For each step in the lifecycle of the CI and its points of integration
Define product standards and method statement to execute AND verify (or reference in customer and suppliers Quality Management System (QMS) ) Define (or reference) all factors that populate estimates to include in the A26-Work Packages in the products life-span (effort and skills, materials and tools, infrastructure, resources per method statement IE for each step: the Quality Criteria, Quality Tolerances, Testing Method, Responsibilities
The maturity test that demonstrates value earned
The earned value type to be used to claim progress versus baseline
Document admin }
A A20-Project Initiation Document, A16-Stage Plan, and A26-Work Package are all contracts Integration of lower level CIs to form this CI or of this CI into a higher level CI
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Documenting Required Results

Enter the deliverables discovered in scoping sessions into MSPJs task list
Decompose deliverables into sub-products (MSPJ 2010 features help here) Until no further product decomposition is useful (at this managements level)
Then decompose into life-cycle steps/ stages/ phases
Channel Tunnel Track & Trains 2 Terminals Long Tunnel
Use Task Information | Notes to record PBS/ WBS dictionary entries (SOO & SOW*)
Link to Quality Management System standards for products and processes ( More later )
* Contract appendices to define the outcome being paid for or the tasks being paid for. SOO is performance based will SOW is compliance based see the vast writings of the US DOD Federal Acquisition Regulations for more on this aspect
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As Scope Evolves The Breakdown Expands

1st is customer oriented product scoping 2nd use technical teams expertise to decompose (sub-)products
Use the DMA to resolve choices as needed
Results of scoping session should be documented

Transferred to MSPJ? Record the team-work!
Channel Tunnel
3rd after product scoping sessions consider the TASKS required*
Track & Trains
2 Terminals
Long Tunnel
The tasks in the products life-cycle that create each sub-product Track The deliverable defines the tasks, skills & resources required to gain Install Trains Laid Track acceptance
on Track
Signalling
Train
Design Track
Built Train
Train Design
As many levels as needed at this management level to exercise control

*See my white paper in the American Society for the Advancement of Project Managements Newsletter Jan & Feb 2010
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As Detail is Discovered Then Expand the Breakdown

Many ways to add the tasks to MSPJ
They can ONLY start after the team achieves shared understanding
Channel Tunnel Channel Tunnel Track & Trains Track & Trains Track Track Signalling Signalling Train Train Terminal Terminal English English French French Tunnels Tunnels Bore-1 Bore-1 Service Bore Service Bore Bore-2 Bore-2
Data entry via:

Direct entry: just type the task name into the Tasks column Copy and paste from a text list (Eg created in Notepad) Import other formats EG Excel template or MS-Access
Always best to use descriptive names for tasks

DONT add dates or durations (at this stage) unless constraints 3 further steps to determine these 1. Estimate effort 2. Divide by resource availability and productivity 3. Apply working-time calendars
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16.4: Dependencies
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Tasks in PDM/ Network Diagrams

Project
Deliverable 3
Deliverable 1
Deliverable 2
Only tasks at lowest level of WBS are used in network dependency model Uses estimated durations to identify the Critical Path
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Precedence Diagram Method

Network diagram shows dependency & independence
What can or cant be done concurrently 1st pass ignores discretionary dependency such as resource limits or customary work practices
Dependencies are logical relationships

Cannot start until (depends upon) predecessor finishes (or starts) . Task 2 cannot start until task 1 has finished May start after Task 2 may start (any time) after 1 has finished
Start
Task 1
Task 2 Task 4
Task 3
Finish
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Network Construction Steps

After tasks (and resources) are defined
Assess dependencies and constraints Estimate effort and calculate durations* Assign Resources
Task List (WBS) & Task List (WBS) & Work Assignments (OBS) Work Assignments (OBS)
Dependencies Dependencies
Schedule Baseline Schedule Baseline
Scope & Responsibility Scope & Responsibility Baseline Baseline
Response to Response Tactical Riskto Tactical Risk
Finalised Cost/ Time/ Finalised Scope baselines Cost/ Time/ Scope baselines
Compute critical path

Review resource under and over allocations Apply resource substitutions and re-scheduling Smooth and level for the best balance of resources/ costs/ date Re-estimate critical elements for improved precision
Schedule Work Assignments (OBS) Development
Dependencies Dependencies Schedule Baseline Schedule Baseline Scope & Responsibility Scope & Responsibility Baseline Baseline Response to Response Tactical Riskto Tactical Risk Finalised Finalised Cost/ Time/ Scope Cost/ Time/ Scope baselines baselines
Task List (WBS) & Task List (WBS) & Work Assignments (OBS)
Cost Cost Baseline Baseline
Baseline and track progress

Where progress is not to plan repeat the above! Re-plan to consolidate gains & address problems
Dependencies Dependencies Schedule Baseline Schedule Baseline
Task List (WBS) & Work Task List (WBS) & Assignments (OBS) Work Assignments (OBS)
Scope & Responsibility Baseline Scope & Responsibility Baseline
Response to Tactical Risk
Response to Tactical Risk
Finalised Cost/ Time/ Scope baselines Finalised Cost/ Time/ Scope baselines
* Crude estimates are good-enough for a first pass. Once CPA is performed it will be evident where improved estimates are worth their cost
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Network Analysis Is Part of Social Planning Done Right, Planning Builds Teams*
Done right planning establishes shared understanding and mutual appreciation
People have fun and fun projects get delivered
To build a shared consciousness requires cooperative, social problem definition

Motivation results from 1) involvement that promotes 2) understanding plus the freedom to 3) debate the best solution
*Planning is as much about buy-in and options that were reasonable but presented no particular reason to be selected pre-project as about the plan that emerges. Shared understanding, including of the options not-selected is what facilitates adroit problem handling mid-project. There is a white-paper published in PMToday on why conducting planning as a social activity is beneficial on our web
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16.5: Critical Path Analysis
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Critical Path
Longest of all paths through the project
Shortest time to complete the project Path with zero float/slack time
Can be multiple parallel critical paths
Earliest Start = 0 5 0 0
5 5 0 7
5 6 5 7
11 Earliest Finish 11
11
Latest Start = 4
11 Latest Finish
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Calculating Dependencies
Pour EF i Tea LF
ES Add j Milk LS
Create ES j Design ES +2wks FireEF j Watch LF
Finish-i permits start-j Normal Relationship
Start Early
Finish
ES Gather i Spectn LS EF Welding i LF
Start-i permits Start-j Late Commonly an optimisation of a more detailed underlying set of F-S relationships Finish-i permits Finish-j Rare. Usually end of monitoring activity Start-i permits Finish-j Rare. Usually handover on acceptance There is no timescale in a network diagram
ESOps i Support ES
EF Project j Fix-on-fail LF
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Float (aka Slack)
Float is a resource!
Total-float: delay that doesnt affect project delivery dates Free-float: delay that doesnt affect any other task
Tasks with float can be re-resourced and or rescheduled for resource smoothing and levelling
ES=0 FF >0=TF 3 5 C 5 5 5 D 3 9 FF =0=TF 10 10 13 E 3 10 10 13 FF=0 < TF(4) 8 8 11 F 3 12 12 15 TF =0 Critical Path 13 EF=18 G 5 18 13 LF=18 13 H 3 15 18 16
A 0 Dur = 3 LS=2 5 Total Float >0 0 5 B 5 0 5 Logical Model Ltd 0845 2 57 57 07
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Adding The Imposed Constraints

When dates are imposed the network helps right to left planning
Conduct a forward pass Set the end or mid-term milestones dates Plan back from dates using a backward pass Remove negative float by using project speed-up options
1 0 -3 A 1 1 -3 -2 -2 1 3 D 3 B 4
5 -3 2 4 2 6
5 2 4 6 E 2 C 6
11 -3 8 6 2 8 11 8 F 2 13 -3 10 10!
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16.6: Estimating
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Estimating is Important
EVERYTHING depends on reliable estimates
Estimating is hard because of the psychology involved Adding and subtracting CYA fudge
Estimating is hard because mostly we dont understand what an estimate is Done right then estimating is the core of tracking capabilities
Project status is ONLY knowable with reliable baseline and a where are we know Done right estimating becomes easier and capabilities grow
Estimating is risk (or uncertainty) by another name

Estimates must encapsulate uncertainty Expressed as ranges with related changes in confidence
CYA = Cover Your Arse
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Use, Not Creation, Is The Issue

Estimating troubles are more in the usage than the creation
People create estimates, people use estimates
Intention and action are not the same

Deadlines drive action
If it wasnt for the last minute nothing would get done Nothing gets done until nothing gets done
Estimating requires multiple feed-back loops

Record initial estimates & regularly contrast actuals & estimates Review up-coming estimates for same sensitivities Re-estimate periodically & amend analogies or parametric models
Must link to tracking, should link to incentivisation

If 3 days work took 10 days last month then how long do you expect it to take next month? Both links apply!
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Psychology
Student syndrome
When the time is too long we waste it at the beginning
If I say 5 and I take 4?

If I say 5 and take 6? Ill say 6 and keep my mouth shut when it is 4
If you expect to start after me, on Wednesday & Ive done my bit by COB Monday? If I dont ask are you on schedule??
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Estimates Are
Quantified assessments of some project element EG resources or probability

Only two uses (or one): 1) Rationing and 2) Coordination IE Decision making The precision required must be expressed by the recipient of the estimate!
Degree of precision can only be matched to what is possible with what we know Further precision requires further investment of time, cost, effort
A defensible value based on

Previous experience, Recorded assumptions, Formula or analogy
Every estimate must be accurate at all times

But they will often be imprecise as a consequence Achieved by using a range to match uncertainty Context will determine the possible (and desirable) precision
Estimates take time, cost money and consume resources

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Always Accurate, Increasing Precision Over The Life-Cycle

Rolling wave (Stage-by-Stage) planning balances evolving understanding of project scope with realistic precision Concept definition Accuracy is the duty of the producer
Judging if precision is sufficient is the recipients duty & problem. IE if range is too wide then pay to improve it Design Execution
Different expectations of precision at each stage

Rough Order of Magnitude: Widest range
Concept level, Top-down & Analogy
Conceptual or Budgetary:
Design level
Definitive or Allocated:
Post design Bottom-up & parametric
Width of achievable range Vs each Rolling wave time frame

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Insurance In Scheduling
Imagine a critical path of tasks with durations of 3, 4 or 5 days of equal probability
What is the best and worst case path duration?
What probability for each possible duration?
Duration = 3 or 4 or 5
Equal 1 in 3 probability of duration being 3 or 4 or 5 days per task

Probability of 9 days is 1 in 27 (so too is probability of 15)
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Insurance In Scheduling 3=9 27 100 =9 / 7 33 33 3 =10 =1 2 7 9 = 1//27 9 % 34 3034=10 =130 =11 fee. A commercial= 3 /27 for 1 3 =individual use1without 10 = 3 (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied Licensed license 43 3 31 5 = 1 80 43 =131 5 3 10 = 6/2 7 =1 3 =10critical path = 6/2 7 with durations of 3, 4 or 5 days of equal probability 34 4=31 32 3 1 11 tasks = 1Imagine 11 of 7/2 7 34114 =1323 =a 0 4 3 3 14 3 35 = = 2 2 = 7/ 27 1the best and worst/case path duration? 5 4 2 What 1 1 = 314 1 2 = 6 /27 60 34411 =131 4=is 1 4=3 2 =14 4=1 2 3 43 5 4 1 13 = 6 /27 3 45=1 2 1 13 =possible 5= 1 324 3 4What12 5= 535=4 =13probability for each= 3 /27 duration? 5 444 = 14 3/27 40 2 5 =11 114 33 3=11 = 14 = 1 /27 43=4 =133 3 434 2 1 5 5 1 5 445 = 3 15 3 45 354=12 =11 1254=12 15 = 444 544=5 = 12 13 5 4 13 =3 = 13 20 4 = 4 5 45=5 =1335 = 454 13 3355 5 5 454 =1 3 = 13 53=5 =14 5341 4 14 5 5 54415 = 0 4514 = 4 54=55 5 5 =15 9 10 11 12 13 14 15 5 555 =15 55 Duration = Duration = Duration =
62% d = 23% 62% 1 d = 23% 7 17/2 7 85% 1 = 9% 7/2 7 85% d = 9% s = 1 per e s 5 23/ 2 Equal 1 in 3 probability of duration beingr3 lors4sor= days2 7 task % 1 d 1 o 23 2 isor le ss = 15) / 27 96 % 96 = 1 Probability of 9 days is 1 in 27 1 2 probability of (so too e / r lless = 26/ 27 o 13 o r less = 26 /27 Logical Model Ltd 0845 2 57 57 07 13 or less 27 /27 256 14 or less = 27 14 or less = 15 or 5
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3 or 4 or 5
3 or 4 or 5
3 or 4 or 5
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Two Dimensions to Uncertainty

Time and experience dictate width of range, height of the peak
Probability Near term and well understood task (runner) Far term and good understanding Near term and poor understanding
Any Level Estimate

Cost or Benefit, Time etc
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Confidence
How confident are you the budget/ schedule will be enough ? ~95%
100% 75% 50% 25% 0% Too risky!

~80% Excellent chance of this Good chance of this May achieve it this ~20% quick/cheap
May be this unlucky
Cumulative Confidence Almost a sure thing! Incremental Confidence
6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26
27
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29
Resources (eg days) Budgeted
Wastefull?
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PERT Formula for 50% & 80% Cases

Take an average with most likely more heavily weighted ( Best + Worst + (Most-likely * 4) ) / 6
Mean (& mode & median)
Most Likely (highest point) & Middle & the Average value More realistic Best we can hope for 50% 50% 20% 80% Too risky!
Revised Most Likely & Middle Where is revised 50-50? Simple Average will ignore MOST likely 50% 50% 95% 5% Worst 80% 20% imaginable
Common
6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 Budget plus a 1 sixth
27
28
29
Budget plus 2 sixths
Wastefull?
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Expressing Confidence
Adding contingency
Task 1 B = 1, ML = 3, W = 8 Task 2 B = 2, ML = 5, W = 6 Task 3 B = 3, ML = 5, W = 11
e
E = (13.54 * 3 + 8) SD = 21/6 = 3.5 E= + / 6 = (8-1)/6 = 7/6 = 1.17 E = (24.64 * 5 + 6) SD = 28/6 = 4.6 E= + / 6 = (6-2)/6 = 4/6 = 0.67 E= + E = (35.64 * 5 + 11) / 6==(11-3)/65.6 = 1.33 SD 34/6 = = 8/6 Sum of E = 13.7 Sum of SD = 3.17 Is this appropriate
e e
1SD
1SD
1SD
6 SD
6 SD
6 SD
t1
t2
t3
What is the chance of needing 3.17 ie SD1 plus SD2 plus SD3 ?
20% * 20% * 20% = .8% or 1 / 125
There is as much chance as SD1 minus SD2 minus SD3 !

(sdn2) = 1.172 + .672 + 1.332 = 1.36 + 0.45 + 1.77 = 3.59 = 1.89 2
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An Estimate Is A Package Of Information

An estimate in isolation of how the work will be done is meaningless
An estimate IS NOT a number (in isolation) How long does it take to dig a ditch? How much soil in a ditch 50m x 1m x 1m?
Estimates must factor context into results

How the work will be carried out
First is teams familiarity as a TEAM Second etc. Mechanisation, Methods used, Equipment, Skill of local work-force, Cost of labour and materials
Sources of data
Actual costs from projects with similar scope Published rate tables Subcontractor quotes for similar items
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Models in a Wide Range of Fields
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A Document Metric: Gunnings Fog index

Robert Gunnings Fog Index
Parametric model to estimates the reading age required to comprehend a piece of written English
Process
Select a sample Determine the average number of words per sentence Determine the percentage of hard words (3 or more syllables that are not a) proper names, b) combinations of easy words, or c) made three syllables by suffixes such as ed, -es, or ing) Add the 2 factors and multiply by 0.4
How does this help a to build a nuclear reactor to time cost & importantly scope?
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An Estimate Is A
Quantified assessment of part or all of the projects.

Resources, Duration, Quality levels, Risk-probabilities, et al
Defensible value based on previous experience

Formula or analogy
An estimate comprises
The basis of assessment (driving or input quantities) Method statement for the work to be done Recorded assumptions Included and excluded elements or factors A scale Two (or three) places on the scale
a range or statement of precision A figure a margin in absolute or %age terms for + and
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How A Sponsor Should Assess Estimates

All estimates are predictions of the future: uncertain
Insist on accuracy, accept that
precision
takes
Always ask to see the audit trail leading to cost and schedule
&
(Every) estimate must be 3-point: Best, Worst, Most likely

Best: quickest or cheapest or most return & prevailing circumstances* Worst: most expensive or slowest or least return & circumstances* Most likely: the most frequently occurring outcome**
Calculate and choose confidence levels 50/50, 80/20 & 95/5

If the worst-case costs
Everything else is increasingly risky: YOUR risk (& equally your reward too!)
<
worst case benefits the project is low risk
*Inconcievable that this value will not be the outlying marker ** The most common outcome if we were to do the task many times
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Approaches and Techniques

Always use a combination to cross-validate one with another Approach estimating either top down or bottom up
Cross-check one with the other
Generate the values using analogous and parametric techniques

Answers may be quick but rough or higher precision later
Gather data from all sources and pass to experts and verify with peer-groups
Qualify assumptions and detect biases
Always generate three point estimates

Optimistic, Pessimistic & Most frequently occurring Calculate budget and confidence levels
Only estimate effort IE raw work

Calculate Duration = ( Effort ( Productivity x Availability ) )
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Estimating Approaches
Top-down (PBS) v. bottom-up (WBS) Top-down: If it is 1m thenlooks like 300k for B, OK? Bottom-up: Looks like B is plus plus
1m 400k
Deliverable A Deliverable B Project
200k
Deliverable C
100k
Deliverable D Component D.1
Component A.1 Component A.2 Component A.3
Component B.1
110k 125k 75k
Component C.1 Component C.2
Component B.2
Component B.3
w St eakdo rreakdown rk B Component D.3 Component B Woork C.3 W
uct Strruct re nComponentuD.2
ur e
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Top Down Versus Bottom Up
Strengths and weaknesses with both Top-down

Produced early Often created by analogy with previous efforts
Aided by estimating histories (Documented details of last time)
Lacks precision, based on little concrete detail Cheap, quick, simple, simplistic,
Bottom-up: Increased precision

Not available early in project More expensive and time-consuming to create Capable of greater precision Project uncertainty based on uncertainty described per task
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Estimating Techniques
Analogy
Extrapolation of previously observed results to a new situation All estimating is analogous (otherwise it would be a guess!) Identify similarities and differences between historical data and current context
Parametric
An analogous estimate that uses a mathematical formula
Leads to systematic errors bad news Easily fixed once detected hardly good news Enabler for continuous improvement in estimating processes
Sometimes known as an estimating relationship Research shows parametric models are more reliable than their creators!
See Mark Paulks paper Rational Planning (of Software Projects) on the SEIs Website
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Parametric Estimates
How long does it take to cook a chicken ?
What assumptions or facts are material to the estimate ?
How long does it take to analyse a requirement, implement a protocol, tie a suture?
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Analogous Estimates
How long does it take to cook an ostrich ?
How could we reduce our uncertainty ? How can we express our uncertainty ?
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Delphic Oracle: Concept

An iterative technique using the skills of many people to converge on the best estimate available
Typically converges in 2 to 3 rounds or shows polarised views Underlying assumptions exposed
Allows the PM to assess how fair estimates received are Variations between estimators will be traceable
To differing views about assumptions To differing (flawed?) estimating processes To differing view of the product creation process
Needs access to experts

Works well via eMail
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Delphic Oracle: Process
1. Supply available information to estimating panel 2. Request each expert estimates separately
Recall that an estimate comprises scale, range, driving factors and known facts, assumptions plus the estimating basis
3. Gather all estimates, collate and circulate

Optionally: Participants discuss estimates
4. Each expert amends estimates as they think fit

If range within estimates un-acceptable return to step 3 Otherwise record estimating range & confidence level
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Adding Uncertainties
7 14 14 18 18 26 D 4,7,11 8 15 7 10 E 3,3,4 14 17 G 4,4,4 15 19 17 27 J 7,8,10 19 27 27 29
0 A 1,4,6 0
1 4 6
4 1 4 6
3 6 8 6 7 9 8 10 12 B 2,3,6 5 8 5 8 10 6 9 11 8 11 13 C 4,5,7 4 9
1 4 6
H 8,10,15 17 27
L 2,2,2 27 29
5 8 10 11 13 15 14 16 18 16 17 16 6 9 11 12 14 16 15 16 19 18 19 19 8 11 13 14 16 18 18 19 21 20 21 23 20 F 6,8,10 9 17 I 2,3,3 19 22
25
Project expected Project sd
= ( e1 + e2 + e3 + e4.
K 4,5,6 22 27
= (sd1**2 + sd2**2 + sd3**2 + sd4**2 + )

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Calculating Contingency
Best 1.00 2.00 4.00 4.00 3.00 6.00 4.00 8.00 2.00 7.00 4.00 2.00 ML 4.00 3.00 5.00 7.00 3.00 8.00 4.00 10.00 3.00 8.00 5.00 2.00 Worst 6.00 6.00 7.00 11.00 4.00 10.00 4.00 15.00 3.00 10.00 6.00 2.00 e 3.83 3.33 5.17 7.17 3.17 8.00 4.00 10.50 2.83 8.17 5.00 2.00 1.17 0.17 0.50 0.33 0.00 1.00 Effort & CP protection 1.00 2.00 1.00 2.00 SD 0.83 0.67 0.50 1.17 0.17 0.67 1.00 1.00 1.36 0.03 0.25 0.11 0.00 2.23 0.00 1.66 1.36 1.00 1.00 7.00 CP 1.00 1.00 Float SD*SD 0.69 0.44 0.25 1.36 0.03 0.44 0.44 0.25 Schedule Protection 0.69
Task A B C D E F G H I J K L
Length of CP & Total Effort

E=63.17 CP=29.5
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Showing Schedule Contingency

Pros and Cons of Pros and Cons of showing contingency showing contingency explicitly? explicitly?
D 4,7,11
G 4,4,4
J 7,8,10
A 1,4,6
B 2,3,6
E 3,3,4
H 8,10,15
L 2,2,2
Contingency 1.66
C 4,5,7
F 6,8,10
I 2,3,3
K 4,5,6
If you can keep your head when all about you are losing theres. You didnt understand the plan
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Monte-Carlo Analysis
Determination of probabilistic schedules easily accomplished with automated help
Monte-carlo analysis applies each tasks probability to determine path probabilities
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Improving The Individuals Estimating Capability

Allow time for estimating activities
Quickest is only best if 1) accurate & 2) precise enough Good estimates are an expensive investment Not EVERYTHING demands BEST estimates, but some things DO
Establish (non-financial) rewards for good estimates

Recognition Choice pieces of work The economy punishes the company for poor estimates
Should there be personal consequences for poor estimating?
Estimating skills require explanation, coaching, learning

Cascade what you know through the teams
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Improving the Organisations Ability

Organisational ability to estimate improves with historic records
Maintain a metrics database
QMS defines standard work instructions & procedures

Standard tasks = standard durations = standard costs & resources
Standard BS defines products, phases, responsibilities

Budget distribution curve has higher & narrower (less variation) Natural basis for creation of metrics database Provides architecture for recording estimates and actuals Standards in the QMS and WBSs in the PMO form the basis of an estimating database
All adds up to competitive advantage

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16.7: Resourcing & Scheduling
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Network Diagram to Schedule Gantt
1 0 0 A 1 1 0 1 1 1 6 D 3 Period
Task A B C Duration 1 4 6 3 2 2
B 4
5 0 5 4 5 9
5 5 4 9 E 2 C 6
11 0 11 6 5 11 11 11 F 2 13 0 13
10
11
12
13
14
15
1 2 1 2 1 2 1 1 1 1
2 1 1 1 1 1 1
ES
EF TF LS Dur LF
D E F
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Resource Levelling: Before

Task Duration
ID
Period Task Name

1 2
A B
Duration
Resource Names
3
4 days
4
1 day
A B C D E F
1 4 6 3 2 2
1 2 3 4 5 6
1 2 1
1 2 9 S 8 T W T 10 S 11 M12 W13 M F S T T Resource Resource Resource[2] Resource[2]
F 14 S
3 S 15 T W T M
C D E F
6 2days 2 3 days 2 days
Resource
Resource
1 days1 2 1
1 1 Resource
Resource
Resource
1
1 S M T
1
W T
Resource
Resource Resou
2 3 M T W T
1
3
M T W T
eak Units: 3 1
Maximum of two resources 1 1 1 1 available for1this project
Allocated: Proposed Reso Overallocated:
Resource 3 Usage/ Period

2 1
D D D E B B B B E B B B B C C C C C C
2 3 4 5 6 7 8 9 10 11
F
12
F
13 14 15
Period 1
The most successful project managers have perfected the skill of being comfortable being uncomfortable.
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Resourcing and Levelling

Applying resources to the perfect schedule normally results in unacceptable peaks and troughs of work Smoothing or levelling
Removing the peaks & troughs using float (slack) When float is insufficient to remove peaks and troughs the end date is moved to accommodate resource availability
In the real-world resources are almost always limited

Task start is delayed waiting for suitable resources: the project is Resource Constrained
Never underestimate the ability of senior management to buy a bad idea and fail to buy a good idea.
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Resource Levelling: After
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16.8: Earned Value Base-line
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Cumulative Costs
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WBS + Resources & Dependencies = Schedule & Cumulative Cost & BAC
ver what l ll ost, o r what . it wilillaallccost, oveoks likee. ow whatt it w ash- low lo k inally w n FFinallyweekknow wha gativeeccashfflow looks li the e eennegativ so hat th e e m delled s imescale: w ttimescale: what th w must alsoobbemoodelled iao th ls ccials lo w must als an ash-f aningful fin e ositive c Thheppositive cashaflo onttainmeeaningful finan ccon ain m T ec n usiness as BBusinessCCase can
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Cash-Flow
Projects spend money continuously
Revenue expense (OpEx): once spent it is gone
Shown in the Profit & Loss or Income & Expenditure Salaries, consulting, travel, consumables
Capital Expense (CapEx): Once spent leaves an asset behind

Shown in the Balance Sheet and Asset Register
May earn money

Stage payments for projects from customer Benefits from deliverables
Out-flows and inflows equals cash-flow

Timing & volatility important to the finance/ treasury function Must be discounted (DCF) for projects run over the longer term
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Cash-Flow Patterns
Project may receive new money on periodic basis
May just be cross-charge of staff-hours
Common reality
Theory Borrowing Reqt

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Finalise & Baseline The Plan

When new wave of planning is nearing completion:
Consider tactical risks Add risk management tasks & contingency arrangements Include in the plan prior to seeking sign-off
New tasks in WBS, network & resource pool New costs in project budget
Initiation & Initiation & Planning Planning Approval Approval Project Management LifeCycle Project Management LifeCycle Execution & Execution & Control Control Tracking Tracking Quality Quality Control Control
Acceptance Acceptance
Closure Closure Production Production handover handover Benefits Benefits Realisation Realisation CloseDown CloseDown Lessons Learned Lessons Learned
ID Stakeholder & ID Stakeholder & Responsibilities Responsibilities Establish Goals & Establish Goals & Deliverables Deliverables
RePlanning RePlanning Quality Assurance Quality Assurance
Set contingency
Seek sign-off
After plan is been risk is included
E E Identify Work & ss Identify Work & Reporting Reporting Dependencies tt Dependencies ii m m Establish Change Establish Change tested and aa Resourcing Control Resourcing Control tt ii Risk & Issue Risk & Issue nn Budget Budget Management Management gg LogicalModel Ltd 2010, P2: 2009 5th Ed., Format: IG, Free , Vn: 0.9 prince2@logicalModel.Net Set-up Controls Set-up Controls
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Base-Lining
Agreed relationship between resource/ approach, schedule & scope
Constrains quality, cost and delivery dates Not changed without permission from Project Board or Change Authority
Tested by Do we believe the plan [is realistically achievable]?
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17: Change
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The Purpose of Change Control

9.1 To identify and assess potential and approved amendment to baselines
Muddles product management and agreement management Configuration management for management and specialist products Contract management for A16-Project Plan, A16-Stage Plan, and A16-Team Plans
PRINCE2 integrates all change management within risk and issue management
Would be great if it got it right - it doesnt
PRINCE2 largely about procedures to forge agreement between project board and project manager, project manager and team member/ manager
Any concern about any element of any agreement is a Project Issue Issues any of: Request For Change, Off-Specification, Problem, Concern, Issue*, Risk
A6-Configuration Management Strategy sets out

Steps by which products are cared for throughout their life-cycle Steps by which Project Issues (including Requests for Change) are cared for
* Definitions are weak or missing: Issue SHOULD be an inevitable situation outside the holders authority or capability to resolve Problem should be an inevitable off-baseline within the holders authority and capability to resolve, both should match risk as having the potential to be positive and negative
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Change Authority And Budget (Pg. 93)

Authority to change any base-line rests with the project board
May be delegated to a Change Authority in whole or in part
May be the project manager and/or project assurance for stage level changes IS the project manager for A26-Work Package level changes
Change budget
Provision of funds, resources and time may be made to accommodate Requests for Change Avoids generating project level exceptions May cover analysis as well as implementation of changes NOT provided to handle risks and over-runs
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The Change Management Procedure (Pg. 95)

Capture [15.4.6 Capture and examine issues and risks]
The official manual says decide if a formal or informal route is required this is propose before examine: its a knee-jerk fudge and is WRONG DONT DO IT! Record ALL items raised in the Register of Concerns* Starting with the projects objectives and benefits work through products (PBS & A17-Product Description), tasks and resources asking what will be different if this item is/ isnt responded to? If beyond tolerances [15.4.7 Escalate issue and risks] then [17.4.5 Produce an Exception Plan] Compare the currently agreed base-line and all possible if we responded base-lines Confirm the current base-line is the best balance of costs and benefits or replace with a better candidate base-line from the Examine/ Propose steps Where within tolerances the new base-line is implemented simply by [15.4.8 Take corrective action] Where outside tolerances then via [13.4.3 Authorise a Stage or Exception Plan] Follow the new base-line A16-Plan (Project) (Stage) (Team)
1.
2.
Examine [15.4.6 Capture and examine issues and risks]
3.
Propose

4.
Decide

5.
Implement
LogicalModel Ltd 2010, P2: 2009 5th Ed., Format: IG, Free , Vn: 0.9 prince2@logicalModel.Net Logical Model Ltd 0845 2 57 57 07 * Any time the Change procedure is harder than subverting it it will be subverted: then your out of control. Make recording items REALLY EASY then subject to Examination and only progress those that warrant it through the full process. Allow light-weight handling of others from Examine onwards, not before. It is only when the same minor symptom is recorded from 8 places in the project or when you see an ignorant response to a ticking time-bomb that you see something is bigger than trivial RECORD them all
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PRINCE2 Themes & Related Elements Organisation Business Case Risk Quality Plans Change
Configuration Management
18: Configuration Management
Progress
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Purpose of Configuration Management

9.2.2 Configuration management cares for products throughout their life-span
Provides storage for products and control over admission to and from storage Acceptance/ distribution based on verifiable test results from Quality Review within authorised A26-Work Packages A18-Product Status Account is (should be) the project managers most reliable measure of real achievement
9.3.2 Configuration management based on 5 key elements*

2. Configuration item identification: naming and versioning the things in the PBS 3. Control
Safe storage of products on proof of maturity Allocation of version numbers (If relevant EG updates to intellectual item like documents) Safe storage of collections and integrations of products (Baselines) Provision of baselines to authorised recipients (Releases)
4. Status accounting: Reporting from the configuration management records 5. Verification: Audit of the real-world versus the CM records to detect discrepancies
* Step 1 is CM Planning! As defined in the A6-Configuration Management Strategy Planning must determine the level of control required typically the post-project maintenance requirements dictate the solution required The slightly old and software oriented (but free!) CM course on the web-sites Free-Downloads | Beyond the Basics for more details
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Identification of Configuration Items: Our Stationary

Gro u CI in o p of C wn Is righ t?
Training Course Stationary Everyones Pen

CI
A Configuration Item
?
Everyones Paper Freds Paper
CI
Freds Janes Mikes Ballpoint Ballpoint Ballpoint Ballpoint
CI
Refil Refil
Janes Paper
CI
Mikes Paper Paper

CI CI
Spring Cap
Cap
Barrel Barrel
Spring
Refill
CI
Spring
CI
Cap
CI
Barrel
CI
Retraction mechanism
CI
Retraction mechanism Retraction mechanism
CIs to the pen manufacturer, but not a conference organiser
CI
CI
CI
CI
CI
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Configuration Items
A Configuration Item (CI) is:
Any product (or Sub-product of a product) of the project Anything & everything the project must create, amend or acquire whether eventually delivered to the customer, archived or discarded
Anything the activities of the project modifies as a unit

If we can change its components they are configuration items too A hierarchical structure with items we consider atomic at the bottom Final product(s) to be delivered to the customer are at the top A Bill-of-Materials structure Air conditioning, sat-nav and alloy wheel options are also CIs To the dealer the light bulbs, oil-filters etc may also be CIs To the manufacturer the engine, pistons & spark-plugs are CIs To the dealers bulb maker the filament, glass-envelope and contacts are CIs
If I buy a car its a CI to me

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The Reasons For Version Control

Provides the capability to distinguish between changes to a product
Tracks the revision history of a product May (manual says must) provide access to every version of a product ever created, a Subset or just the latest version
Always allow an audit trail of the changes made and their triggers
The Method to be used in general is described in the A6-Configuration Management Strategy

A A26-Work Package may describe a product specific method
(Customer) Version control is carried out in Supplier version control carried out in consider whether management products [are] under version control
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CoPM
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12.4.1 Appoint the Executive and the Project Manager
1/3 Configuration Management and Issues SU, SB and CP, DP5

CH-08 P:2 In which process(es) issues are captured and managed, and which roles are responsible 13.4.5 Authorize project closure 1. Board seek confirmation that product handed-overs during the stage just closing and the project as a whole followed the A6CfMS specially for Ops & Maint
Project Board
Project manager
1.
PM creates A7-Daily Log for issue capture in SU& throughout the project records informal issues and reminders on formal issues
12.4.2 Capture previous lessons 1. PM Captures relevant lessons
12.4.6 Plan the initiation stage 1. PM considers how Initiation Stage will control management products prior to establishing configuration management Team Manager
17.4.1 Plan the next stage 18.4.2 Prepare premature closure 1. PM reviews the A12-IR for issues affecting the 1. PM updates A12-IR (& A13-Issue Report) with board request next A16-StgPlan for an Exception Plan 2. PM updates A12-IR with new issues and changes 18.4.3 Hand over Products 1. PM checks product handovers into Operations (Ops) & 17.4.2 Update the Project Plan Maintenance (Maint.) as per A6-CfMS 1. PM updates A12-IR with new issues and changes 2. PM ensure suitable Ops & Maint. environment and service level agreements in place [should be 12.4./SS] 3. PM transfers responsibility for products to Ops & Maint. And 17.4.3 Update the Business Case secures acceptances [should be 12.4./SS/ Exec] 1. PM reflects issues in A2-BC update PM prepares Follow-On-Action-Recommendations base on 2. PM updates A12-IR with new issues and changes 4. open Issues & concessions 5. PS updates CIRs [should be handed over to Maint!!] 17.4.4 Report Stage End 1. PM assesses the A12-IR for issues marked for 18.4.4 Evaluate the Project assessment at stage end [17.4.1 p196 bp9) 1. PM compiles a review of useful measures EG statistics on 2. PM Summarises issue status in A9-ESRpt project issue management including Off-specs: product or features missing & 2. PM Summarises issue status in A8-EPjRpt including OffConcessions specs: product or features missing & off-spec 17.4.5 Produce an Exception Plan 1. PM updates A12-IR (& A13-Issue Report) with board request for an Exception Plan 2. PM updates A12-IR with new issues & changes 18.4.5 Recommend project closure 1. PM archives project records according to A6-CfMS 2. PM confirms all issues are closed or included in FOAR, then closes the A12-IR
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CoPM
2/3 A6-Configuration Management Strategy, A12-Issue Register, Change Authority & Change Budget, A10-Exception Report IP, DP2 & DP3 CH-08 P:2 In which process(es) issues are captured and managed, and which roles are responsible
13.4.2 Authorize the project 1. Board approve the A6CfMS as adequate 2. Board agree CAs authority limits 14.4.2 Prepare the Configuration Management Strategy (A6-CfMS) 1. PM/ PS perform Configuration Management Planning. IE they define procedures & roles, timings, records (EG A5-Configuration Item Record) & reporting (EG A18-Product Status Account) content & format, responsibility/ authority to decide actions for maintaining baselines (Configuration Management (CM)) and assessing impacts to baselines (Issue & Change Control (ICC)) In alignment with CoPM standards in the A6-Configuration Management Strategy (A6-CfMS) 2. PM/ PS consider if all Registers, Records and Logs are within one integrated repository/ file/ database [excel spreadsheet!] 3. Exec sets priority & severity scales* (p97) 4. Exec decides if they wish to delegate some discretion to a Change Authority (C8-CA), and if so the level of individual and aggregate impact under the CAs control. CA may address Requests for Change (RFC) and Off-Specifications (OS). Often Project assurance form a change board with stage level authority and the PM acts as CA for A26-WkPkg 5. PM/ PS select Configuration Management tools to be used 6. PS establishes the A5-Configuration Item Records and creates initial set of A5-CIRs (for the A21Project Product Description and management products Such as A2-Business Case!) 7. Exec decides if a change budget (Money [and time]) should be allocated to fund Impact Analysis of Request For Change (RFCs) & implementation of RFCs and if so how much any CA has discretion over (EG per change & per stage in aggregate) 8. PM integrates change procedures release of change budget with contract and procurement procedures 9. PS create the A12-Issue Register & populates from existing issues in A7-DL needing formal treatment 10. PM seeks board approval or defers to 13.4.2 with the A20-PID Plan Delivery Stage 13.4.3 Authorize a Stage or Exception Plan 1. Board seek confirmation that product handed-overs during the stage just closing followed the A6CfMS
Project Board
Project manager
14.4.3 Prepare the Quality Management Strategy A22-QMS 1. PM considers issues affecting the A22-QMS, PS logs new issues to A12-IR 14.4.4 Prepare the Communication Management Strategy (A4-CmMS) 1. PM establishes the information & communication needs for CM including issue management 2. PM considers issues affecting the A22-CmMS, PS logs new issues to A12-IR 14.4.5 Set up the project controls 1. PM establishes controls appropriate to A6-CfMS 2. PM considers issues affecting controls, PS logs new issues to A12-IR 14.4.6 Create the Project Plan 1. PM includes a26-WkPkgs in A16-PjPlan appropriate for scheduling and budgeting CM activity 2. PM considers issues affecting planning, PS logs new issues to A12IR 14.4.7 Refine the Business Case 1. PM considers & includes issues affecting the A2-BC 14.4.8 Assemble the Project Initiation Documentation 1. PM includes A6-CfMS into the A20-PID (A20-PID acts as baseline for all Impact Assessment of Issues)
Team Manager
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CoPM
3/3 A6-Configuration Management Strategy, A12-Issue Register, Change Authority & Change Budget, A10-Exception Report CH-08 P:2 In which process(es) issues are captured and managed, and which roles are responsible DP2 &3, CS & MP, DP4
13.4.2 Authorize the project 1. Board approve the A6-CfMS as adequate 2. Board agree CAs authority limits 13.4.3 Authorize a Stage or Exception Plan 1. Board seek confirmation that product handed-overs during the stage just closing followed the A6-CfMS 13.4.4 1. 2. 3. Give ad hoc direction CoPM/ ESUSS Raise an Issue Board may ask for an Issue or Exception Report to clarify PMs request for guidance or A11-Highlight Report Board respond to A13-Issue Report as necessary by seeking input from CoPM, asking for an Exception Plan (via 17.4.5), a corrective action (via 15.4.8), amending tolerances (update A16-StagePlan). Grant a concession to or demand remedy of an OffSpec. Defer, Approve (as corrective action/ tolerance change), Reject or ask for an Exception Plan for an RFC Escalate issues & risks PM when triggered by a Tolerance threat or breach: snap-shot full project status PM (team) assess deviations impact on baseline and impact of each possible response PM records assessment & recommendation in an A10-Exception Report & sends to the board [13.4.4] with request for direction PM updates A12-Issue Register/ A13-Issue Report for decision
Project Board
Project manager
15.4.6 Capture and examine issues and risks 1. PM follows issue handling & reporting procedure as defined in A6-CfMS & A4-CmMS to report issue status to stakeholders 2. Anyone at anytime: raise a new issue (concern) about anything 3. PM (Issue author?) record concern on A12-IR in accord with A6CfMS [official manual say may be to A7-Daily Log if PM resolves directly] 4. PM categorises as: Problem, Concern, Request for Change (RFC) or Off-Spec (OS) Transfer concerns discovered to be risks to A15-RR 5. PM (team) use scales from A6-CfMS to assess Priority (of RFC & OS) & Severity (Impact) on all plans, A2-BC and Tolerances 6. PM creates an Issue Report [Simon says A12-IR & A4CmMS should be defined as sufficient*) 7. PM (team) identify possible responses, log to A12-IR and assess vs. tolerances 8. PM may escalate a Tolerance threat via 15.4.7 otherwise (as-well?) 9. PM (team) select responses in tolerance and add to A16StgPlan 10. PS cross reference Issue to affected products A5-CIRs 16.4.1 Accept a Work Package 1. TM confirms procedure to handle issues
15.4.7 1. 2. 3. 4.
15.4.5 Report highlights 1. PM assess & report on contents of A12-Issue Register & corrective actions in period 15.4.8 Take corrective action 1. Board or 15.4.4 or TM trigger action 2. PM collects information on deviation (concern) from Records, Reports, Logs & Registers (RRL&R), selects or devises responses and triggers via 15.4.1 and updates RRL&R EG A5-CIR 3. PM changes A17-PD for Off-Specs granted a concession 15.4.4 Review stage status 1. PM checks A12-IR & acts on all affects on A2-BC & all plans 2. PM raises any new issues 15.4.1 1. 2. 3. Authorize a Work Package PM/ TM agree process & people for any product handovers as per A6-CfMS [possibly amended] PM/TM Agree process for TM to raise A26-WkPkg issues PM considers issues affecting the A26-WkPkg, PM logs new issues to A12-IR
15.4.2 Review Work Package status 1. PM raises any new issues 16.4.2 Execute a Work Package 1. TM includes notes on issues in A3Checkpoint Report
Team Manager
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The activities & roles involved in maintaining A5-Configuration Item Record and A18-Product Status Accounts Project Board
A5-Configuration Item Record, A18-Product Status Account
Project 12.4.2 Capture previous lessons manager 1. PM Captures relevant lessons 12.4.4 Prepare the outline Business Case 1. PM/ Exec/ SU define A21-Project Product Description: Specialist Products are outputs whose use creates outcomes that deliver the measurable benefits that justify the project 2. PM/ PA note need for A5-CIRs for products in A21-PjPdDs composition & derivation 12.4.6 Plan the initiation stage 1. PM/ PS note need for A5-CIR for management products Team Manager
14.4.2 Configuration Management Strategy 1. PM/ PS define process, selection criteria and formats of A18-Product Status Account (PSA) that snapshots A5-Configuration Item Records. A18PSA may select by Date/ Team/ Stage & status EG Not started, Work-InProgress (WIP) late & WIP on schedule, Ready for review, Baselined, Released etc 2. PM/ PS define A5-Configuration Item Record attributes for required A18-PSA selections 3. PS create initial A5-CIR for management products [and A21Project Product Description and all known component parts (may be notes in A7-Daily Log for a small project) 14.4.6 Create the Project Plan 1. PS create/ update A5-CIR (& A17-PD) for all products in project Product Breakdown Structure (PBS) Plan Delivery Stage
15.4.6 Capture and examine issues and risks 1. PM uses A18-PSA to analyse product status (derived from A5-CIR) 15.4.5 Report highlights 1. PM uses a18-PSA for details of products to include in A11Highlight Report 15.4.4 Review stage status 1. PM requests a A18-PSA from PS to snap-shot A5Configuration Item Records and assess variance to A16StgPlan 2. PM requests A18-PSA for any releases to check all OK 3. PM requests PS perform a Configuration Audit to check all A5-CIRs match reality (or change reality) 15.4.1 Authorize a Work Package 1. PS update A5-CIR (& A17-PD) for any products in A26WkPkg PBS as useful EG set status = WIP 15.4.2 Review Work Package status 1. PS check A5-CIR & reality agree - update A5-CIR as useful 15.4.8 Take corrective action 1. PM collect data on deviations form A5-CIR (& A12, A15, A13, A10, A7 & Board) 2. PS update affected A5-CIR 15.4.3 Receive completed Work Packages 1. PS confirm all A5-CIR in release are approved by the authority in A17-PD
17.4.1 Plan the next stage 1. PM [(sic)?] create/ update A5-CIR (& A17-PD) for all products in stage PBS (inc A16-PjPlan changes)
18.4.1 Prepare planned closure 1. PM uses PSA to check all A5-CIR approved by authority in their A17PD or have a concession 18.4.2 Prepare premature closure 1. PM uses PSA to see 17.4.4 Report Stage End which A5-CIR approved (A8-SER) by authority in their 1. PM request A18-PSA A17-PD, have a for details to include concession, are WIP or in A8-SER Not started 2. PM plans work to salvage & pass-on or 17.4.5 Produce an make safe A5-CIRs as Exception Plan required 1. PS (sic) create/ update A5-CIR (& 18.4.3 Hand over Products A17-PD) for all 1. PS update A5-CIR for products in products transferred to exceptions scope operations [& should (Scope determined in transfer the actual CI 15.4.6 by A18-PSA) records too!] 16.4.3 Deliver a Work Package 1. [TM & PS check status OK in A5-CIR for all CIs to close the A26-WkPkg]
16.4.2 Execute a Work Package 1. TM & PS update A5-CIR status (eg WIP/ Ready for Review/ Released)
And 9.3.1.2 & 9.3.1.3
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A6-Configuration Management Strategy Product Description

The A6-Configuration Management Strategy might contain:
Document pre-amble: Name, version, author, date Cross ref to corporate standards, procedures, reporting regimen, rights and duties, and roles for use of configuration management techniques and tools plus notes of local extensions and exceptions
Triggers, timings, resources, dependencies, record formats Information flows: the producer, data sources, analysis applied, communications triggers, contents, timing (and repetition), format, medium, recipients and analysis duties and required responses Product storage locations
Documents and physical items through their life-cycles
Assignment of personnel to roles, including assurance review and formal audit of the procedures effectiveness
Change Control and Issue Management Procedures

Procedures, roles etc as noted for CM above Change Authority and Change Budget
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A5-Configuration Item Record Product Description

The A5-Configuration Item Record might contain
CI's unique Identifier
EG project-code, Product-id (from the A17-Product Description) CI-name or abbreviation), version number
The steps in the products lifecycle and for each step

Who or what skills build it & verify it Which product and process standards apply Cross-reference to the Quality Management System Who receives it (or for documents receive copies) when completing this step, and how it is delivered
Status: which step was development in and when

Who moved it (forward test passed or backward test failed) on what evidence
CIs this CI made-up from

Reference to the Product Breakdown Structure (PBS)
Storage location: physical or logical. Cross reference to other project records that relate to this CI and the nature of the link
Other A5-Configuration Item Records Project issues (especially Requests for Change and Off-Specifications) Risks
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Configuration Librarian Role

Falls to the project manager if not otherwise resourced
Realistic for project manager to do management product configuration management Rarely realistic for project manager to do specialist product configuration management
Receive, store/ issue and report (via PSA) status of products and Project Issues
(When authorised) Issue revised products and archive old version Help conduct Configuration Audits
Often primarily performed by Project Assurance
Create & administer secure, safe product storage areas

Custodian and guardian of master copies of the projects products
Monitor Project Issues

Maintains the Issue Log and ensure information held reflects latest issue status
May be part of a Project Support Office

CM of products outlives the project and hands-over to business as usual role
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If you are interested in instructor led training we would be pleased to discuss requirements

Continued
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PRINCE2 Overview Themes & Related Elements Organisation Business Case Risk Quality Plans Change Progress
19: Progress
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The Purpose of Controls

Progress is determined by comparing current status to base-lined expectation
Status is determined by measuring achievement (10.2.1)
Assess products created using their quality criteria in the A17-Product Description
Baselines are created by planning

PBS & A17-Product Description (users) WBS and A26-Work Package (teams) Dependencies and CPA (teams) Resourced schedule (Resource managers) Earned Value PV/ BCWS curve & Discounted Cash Flow
When on-baseline control is allocation of the next A26-Work Package from the A16-Stage Plan
[15.4.4 Review stage status] [15.4.1 Authorise a Work Package]
Plan Delegate
When off-baseline control is the re-application of planning to determine next-action

In tolerance [15.4.8 Take corrective action] Out of tolerance [15.4.7 Escalate issue and risks]
Control
Plans start with Project Mandate and PID

Monitor
Pg 5
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Reporting Status Data Up The Hierarchy

Only Only measures measures of of any any merit merit are are those those
Sponsor
Highlight Report
Traffic Lights Graphs & Trend Lines Gantt & EVM Compiled tables & reports
Impact/ Impact/ Outcome Outcome focus focus Product Product focus focus Activity Activity focus focus
Project Project Progress Project Progress Monitoring

Checkpoint Checkpoint Report Checkpoint Report Report Progress Monitoring Monitoring Checkpoint Checkpoint Report Checkpoint Report Report
DIRECTLY DIRECTLY
related related to to the the
Raw data Quality, Time & Resources
DELIVERABLES DELIVERABLES
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Control and Reporting

MBWA* is a crucial part of project delivery
Two sorts of news
Good news, and the stuff you find out yourself
Three questions to ask (in this order)

How are you? If your not sincere then it is better to omit this question What do you need me as the accountable party to do for you? What is to still to go? with reference to the estimating pack and actuals (EV)
Formal (on some date, to some template) reporting should be a record of what is already known
Either because it was as planned or it wasnt as planned
Never delay an issue for want of a proposed solution

Dont escalate a problem (unless you want comfort or the boss needs comfort) Only ever escalate the same problem type once!
*Management by wandering about may be a virtual wander
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Progress Report Principle

Items for escalation and management Items for escalation and management support support Items not carried out to plan Items not carried out to plan Current status and progress achieved Current status and progress achieved Activity planned for next period Activity planned for next period Items for escalation and management Items for escalation and management support support Items not carried out (within float/ tolerance) Items not carried out (within float/ tolerance) Current status and progress achieved Current status and progress achieved Activity planned for next period Activity planned for next period
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EV Analysis Example
Four departments to interview day each Write-up interviews day each Cost per day 100
EAC VAC EAC BAC
AC = 170 Schedule Variance = 150 - 100
Status at Day 1 2 departments interviewed 1 written up Actual cost 170 SPI = 150/100 = 1.5 TAC / SPI = 4d/1.5 = 2.67d CPI = 150/170 = .88 BAC / CPI = 400/.88 = 454
400 300 200 Cost V = 150 - 170 100 0

EV = 150
Day 1
Day 2
Day 3
Day 4
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Earned Value
Period Plan BCWS PV Jan Feb Oct 10k 20k 100k Status ACWP AC 8k 26k 120k BCWP EV 6k 22k 90k CV Performance Indicators CPI SV SPI EAC (CPI) Forecast EAC (CPI x SPI)
6 8 = -2 6 / 8 = .75 6 10 = -4 6 / 10=0.6 8 + 94/.75 8 + 94 / (.75 x .6)
Indicator Cost Variance (CV) Cost Performance Index (CPI) Schedule Variance (SV) Schedule Performance Index (SPI) EAC (CPI) = EAC1
Formula BCWP - ACWP BCWP / ACWP BCWP - BCWS BCWP / BCWS ACWP + ((BAC BCWP)/CPI)
Formula EV - AC EV / AC EV - PV EV / PV AC + ((BAC EV)/CPI)
EAC (CPIxSPI) = EAC2 ACWP+((BAC BCWP)/(CPIxSPI)) AC + ((BAC EV) / (CPIxSPI))

(BAC = Budget at completion)
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Case-Study: Period-6 Schedule Summary
Period 66(21-24): LensFab Period (21-24): LensFab continuing to cost 5k/wk: SCs EV continuing to cost 5k/wk: SCs EV system reports 14.1k BCWP. system reports 14.1k BCWP. Expected end-date isisweek 32. Expected end-date week 32. Subsequent S-C work (LCPFab) Subsequent S-C work (LCPFab) therefore delayed by resource therefore delayed by resource constraints. Tech-I work on OA no constraints. Tech-I work on OA no longer spans weeks 29 and 30 but longer spans weeks 29 and 30 but XA does. ISFab passed SG-3 (80% XA does. ISFab passed SG-3 (80% EV) Friday week 23. End now EV) Friday week 23. End now expected Wk 25 expected Wk 25
From the Free course on MSPJ and Earned Value available to registered users from the our web-site
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Example Slip Chart

Each reporting period each milestones expected date of delivery is plotted Add a key to explain changes Show external dependencies
Milestone delivery date (slippage)
Key
Event A Event B Event C Event D Event E Current reporting period
1 2 3 4 5 6 7 8 9
1 2 3 4 5 6 7 8 9
Reporting period
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BRAGGing
Blue Red Amber Green Grey (B)RAGG for focus areas
A tool to draw attention to areas needing deeper study
Programme assigns status to key indicators

Blue: Done Red: Area reporting lacks either insight to design a solution or authority to execute next management level up must resolve Amber: Area reporting are focussed on containing a situation that has potential to go red Green: Area reporting operating entirely within tolerance with no anticipation of amber status Grey: Not yet applicable (eliminates Green where inappropriate*)
Data underlying RAG required for diagnosis

Set objective criteria based on tolerance levels to select RAG May vary by product, project, stage of project etc

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*10 Green and 1 Red looks very different from 1 Red 1 Green and 8 Grey
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Control Flows
Scope, Cost & Benefits
Senior Business Strategy

Strategy & Cross Business Issues
Management Project Board

Highlight Report Scope & Budget R&I Escalation
tracking
Programme Plan Functional Project Plan Goals &

Deliverables Functional Goals & Deliverables Goals Schedule Assignments Schedule Goals & Financial Goals Assignments & Financial Goals Quality Goals Quality Goals
Requirements & Testing Approval
Business Coordination (Heads of Function)

Direction Issues
Checkpoint ETCs Risks
Requirements & Testing Activity
Direction
Operational and
Supervisory Staff
Subcontractor
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Reporting Cycles
Week 1
Week 2
Week 3
Week 4
Steering Committee & Business Strategy
Consideration of meeting pack Background actions re Decisions Required.
Monthly Steering Meeting

Tracked Progress & (re)Scheduling Change Risks
Consideration of Major issues. Raising of strategy issues.
Prepare for Steering Meeting, publish meeting pack
Minute & publish Steering Committee
Cascade Steering Committee results to team
Project Manager & Business CoOrdination Team

Weekly Project Meeting: Current Status, Required re-planning for Issues, Actions re Risks. Up-Coming milestones. Apply report of work done to plan. Apply ETCs to plan. Move all dates that have past expected forward. Assess and protect Critical Path status. Direct staff to up-coming tasks Report on work done, both scheduled & unscheduled. Report ETCs, report risks to milestone dates & issues. Estimate impact of requested changes, review intra and inter project deliverables
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Progress And Controls Summary

Controls ensure next level of management can monitor and apply corrections
Based on good planning clear delegation with tolerances Ranges over 4 levels of management
Authorisations are DP1,2,3 and [15.4.1 Authorise a Work Package]

IE stages and A26-Work Packages Monitoring/ updates via A3-Checkpoint Report, A11-Highlight Report, A9-End Stage Report and A8-End Project Report Also A7-Daily Log, A12-Issue Register, A18-Product Status Account, A23-Quality Register, A25-Risk Register, A14-Lesson Log and A15-Lesson Report
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20: Course Summary
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Reminder of Obligations
This is a complete training course in our project skills series! And for FREE if used for personal, individual development!!
No catches everything needed is within this file
If you want to use this intellectual property as a commercial offering thats fine too as long as you cut me in I dont want much !!
Pre-arranged commercial use removes this notice, gives you animated slides that build procedures step-by-step, also step-by-step exercise files, instructor notes, suggested time-line for delivery and support
For non pre-arranged commercial use (IE where you charge a fee) I hereby offer you a contract to use this materials, without prior notice in a commercial context at 1,000 per day or per copy which ever is the greater (thats an offer and notice of consideration, use will constitute acceptance and forms contract) as soon as I become aware of use I will start proceedings to collect fees due If in doubt Ask
If you are in a commercial context (you paid something) and are reading this then I didnt get a cut. Let me know and Ill split what I recover with you
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Logical Model Ltd are specialists in project management knowledge transfer to your people

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Now We Are @ The End, The Simple Summary!

Simplest case SU DP1 IP DP2 & DP3
CS1/ MP1, MP2/CS2 MP3/ CS3 CP DP5 SU: Set-up the team & define objective
Process model
IP : Initiation: Create assessable business case & controls CS & MP: Execute, monitor & control SB or CP: Take-stock, propose next move Themes DP : Project Board direction Organise the people to do it all Drive from the Business Case Product Quality integrated into activity plans Manage the Risk, Changes and the Configuration @ Project, Stage and Team level Create the Plan & matched, Logical Model Ltd 0845 2 57 57 07 cost effective Progress measures
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CoPM
12.4.1 Appoint the Executive and the Project Manager 12.4.2 Capture previous lessons 12.4.3 Design and appoint the project management team 12.4.4 Prepare the outline Business Case 12.4.5 Select the project approach and assemble the Project Brief 12.4.6 Plan the initiation stage
Activities in Levels & Processes

13.4.1 Authorize initiation 13.4.2 Authorize the project 13.4.4 Give ad hoc direction 13.4.3 Authorize a Stage or Exception Plan 13.4.5 Authorize project closure 14.4.1 Prepare the Risk Management Strategy 14.4.2 Prepare the Configuration Management Strategy 14.4.3 Prepare the Quality Management Strategy 14.4.4 Prepare the Communication Management Strategy 14.4.5 Set up the project controls 14.4.6 Create the Project Plan 14.4.7 Refine the Business Case 14.4.8 Assemble the Project Initiation Documentation 17.4.1-4 Manage Stage Boundaries 17.4.1 May include Team Planning 15.4.7 Escalate issues & risks 15.4.6 15.4.5 15.4.8 15.4.4 15.4.1 15.4.2 15.4.3 17.4.1 Plan the 18.4.1 Prepare next stage planned closure Capture and examine 17.4.2 Update the issues and risks Project 18.4.2 Prepare Plan Report highlights premature closure Take corrective 17.4.3 Update the action Business 18.4.3 Hand over Case Review stage status Products Authorize a Work 17.4.4 Report Package Stage End 18.4.4 Evaluate the Project Review Work 17.4.5 Produce Package status an 18.4.5 Recommend Exception project Receive completed Plan closure Work Packages
Project Board Project Manager
Team Manager
16.4.1 Accept a Work Package 16.4.3 Deliver a Work Package 16.4.2 Execute a Work Package
Team Member
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What We Have Covered

16: 16.1: 16.2: 16.3: 16.4: 16.5: 16.6: 16.7: 16.8: 17: 18: 19: 20: 21: Plans Planning in PRINCE2 Product Based Planning Scoping PRINCE2 Guidance & Beyond Dependencies Critical Path Analysis Estimating Resourcing & Scheduling Earned Value Base-line Change Configuration Management Progress Course Summary Implementation
Why Do Projects? A Best Practice For Creating Base-lines PRINCE2s Contents Structure, Processes & Terms etc 4: Stages 5: Tolerance PRINCE2 Process Models 6: SU to DP1 & Org 7: IP to DP2+3 & Plans 8: 3 Cycles of CS + MP & DP4 9: SB to DP3 10: CP to DP5 11: Post Project & Summary PRINCE2 Themes 12: Organisation 13: A2-Business Case 14: Risk 15: Quality
1: 2: 3:
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Other Support Materials

The slides in this .pdf are static but almost every slide of the PowerPoint is animated
The PowerPoint is available for a very modest fee see website for details www.logicalmodel.net
Let me know if a narrated version would be of interest
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Putting the frameworks into use
* & : Implementation
Lower case
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Next
Objectives Where to Start Implementation Implementation Implementation Route Map Ownership Tools to Diagnose the Status Quo
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Objectives
Implementation means
Job descriptions, competencies and responsibilities Process definitions and standards
Operation means
Set targets and measures for what with defined expectations for behaviour Allowing freedom over how
Several diagnostic tools to assist the implementation

Awareness tools to held illustrate actions required Ownership tools to show who takes or sponsors action Prioritisation aids for assessing where to focus efforts
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Where to Start Implementation

Focus (top down) on
Core business competencies that Support Mission Vision and Values
Start with the characteristics of those with gold (the customers marketplace)
Define processes and their associated duties, rights and authorities
Repeatedly cascade strategy, policies and goals

Align activity within divisions with enterprise goals
Link allocation of resources and competencies to strategic direction & tactical priorities
Management of assets, risks & change
Focus (bottom-up) on
What we do day-to-day to earn the payroll cheques Where there is fun (celebrate), where there is heat (understand)
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Implementation
Initial implementation follows the Management of Change process
Identify stakeholders, including champion Sell the positive ideas: Influence stakeholders
Listen to the objections address those you can and want to
Spread understanding of end-point, scope freedoms, limits and escalations Trigger change, wait and explain, wait & explain, w & e, Support use Celebrate Successes
Quietly act on to address changes that are undesired
Repeat
Implementation toolsets provide awareness tools
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Implementation Route Map

Ownership
Set up a framework (Cascade of authorities, targets, QMS skeleton)
Align activities with organisations goals

Know the current status quo Know business fears, uncertainties & doubts (FUD) and risk appetite
Determine risk indicators, track-record & organisational factors

e.g. complexity & size, vulnerabilities, current projects
Define critical areas for action

Conduct a maturity gap analysis Define strategy to correct priorities (exposure or Benefit to Cost ratio)
Measure a BSC
Is organisation structure right, risk embedded, information sharing happens, business strategy is clear to all etc
Iterate
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Assessment Summaries
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Summary
Objectives Where to Start Implementation Implementation Implementation Route Map Tools to Diagnose the Status Quo
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Applying The Courses Messages

To ourselves, our bosses, peers, customers and reports What will you do? How? When?
I expect you think you understood what you perceived I might have said, but do you realise that what I said may not have been what I meant, or what you heard while it may still result in you having gained what you needed to gain from listening!
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Applying the Courses Messages

List What we heard
For each item What we will do with it. How & the stumbling blocks to overcome
Action plan
Define your vision & goals, the impacts & projects plus governance structure Draw-up a list of course based outcomes that are attractive to your group
Everything you need to do is in the course materials

Feelings? Optimistic?, Excited about/ depressed by?
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The End
If your studying for the exams you should start at the beginning again Exam thoughts
They can ONLY ask about what is in the manual
Your opinion is never asked for, only their own writings
For every question think: Process (which of 7), People (which of 9 roles), Product (which of 26), Principle (which of 7) Pheme a cheat for Theme (which of 7) applies here
The PPPPP analysis may knock-out an answer or two then Guess from the Rest!
For assertion reason questions treat as two columns of True/False. Do the right-hand column first, then the left, then for True-True ask the is it because question Mostly changing your mind on an answer changes a right answer to a wrong one trust me! Also examiners are statistically less likely to make the first answer correct I used to be one! For more exam insights contact us for an exam guide it is NOT on the net
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Logical Model Ltd are specialists in project management knowledge transfer to your people
Translating P2 from exam cram to use is commonly hard. So commonly hard it has a name PINO Prince In Name Only (google it!). If you would like help overcoming the hurdle contact us

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The Beginning: Good Luck Using PRINCE2
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PRINCE2 is a trademark of the Office of Government Commerce

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Slip: Being first at the bar Float: Remaining Beer kitty Milestone: Paul buys a round

Us t l ca jec ti Pro rac P

Simon Harris, PMP, CGEIT, IPMA-D, P2

Logical Model Ltd 2010

Free Materials: My Assumption

Logical Model Ltd 0845 2 57 57 07

These materials are written to be instructor led

Logical Model Ltd 0845 2 57 57 07

Using PRINCE2-2009 Practical Project Management With PRINCE2-2009

PRINCE2 is a trademark of the Office of Government Commerce

Suggest ways to use PRINCE2

Link to the commonest software tool in use: Microsoft Project

Logical Model Ltd 0845 2 57 57 07

Who are we all?

Logical Model Ltd 0845 2 57 57 07

Logical Model Ltd 0845 2 57 57 07

Use: exploration of meaning

Logical Model Ltd 0845 2 57 57 07

Other text is explanation of the project management in general

[Text in square brackets] is commentary on or addition to the PRINCE2 manual

Logical Model Ltd 0845 2 57 57 07

A26 a reference to a management product,

Logical Model Ltd 0845 2 57 57 07

Feedback & Learning log

Inspired by Who Moved My Cheese by Dr Spenser Johnson an excellent 45 minute read

Logical Model Ltd 0845 2 57 57 07

Purpose of projects Context for projects

Benefit arises from delivering services to customers

All stakeholders exchange a consideration of value IE are in a contract

Logical Model Ltd 0845 2 57 57 07

Or our business is delivering a future-state-business-as-usual to some other business

Sponsors duty to make considerations across the whole portfolio of activity

Investment Investment appraisal appraisal

Enjoyment of return on investment: the replenishing of capital

Logical Model Ltd 0845 2 57 57 07

Drivers for Business Stakeholders Time to Market, Costs & Margin

Best Case Costs

Worst Case Delivery Date Best Case Delivery Date

Projects ARE Applied Risk Management

Tactical or How we are doing this

ALL risk management is ultimately funded by the customer aka sponsor

Logical Model Ltd 0845 2 57 57 07

Know The Trade-offs: Better, Faster, Cheaper (Pick Two)

Refine a product New Product Refine a product

New Product Refine a product

Portfolio F/B/C Includes Bandwidth Analysis

Management should manage the stress levels for the staff

Res-1 Available Demand Res-2 Available Demand Res-3 Available Demand

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Cascade intent & constraints Delegated Authorities & Tolerances (freedoms)

What Vision What Vision

Change (Projects) Result Planning Delivery Tasks

Goals Goals Resources

Execution Monitor and Replan

Results, Impacts, Products, Deliverables Project use future-state-business-as-usual of resources

Business-as-usual use of resources

Accountable Responsible Consulted Informed

WBS defines work

Logical Model Ltd 0845 2 57 57 07

See also SIPOC tool

Plans Within Plans & Handoffs from Plan to Plan

Source Input Pro DR BR TR ST SD SX

Work Package 3 Work Package 2 Work Package 1

Hierarchy of Scope and Control

Decompose to reflect required degree of control or empowerment

Why Why What Vision What Vision