PRINCE2

(PRojects IN Controlled Environments)

what are the benefits?

PRINCE2 is predictable. Time and cost effective.
Utilises best practice. Tried and tested.
Standardisation. Free to use.

What is project management?

Project management is the planning, delegating,
monitoring and control of all aspects of the project,
and the motivation of those involved, to achieve the
project objectives within the expected performance
targets for time, cost, quality, scope, benefits and
risk.
Given that projects are how we introduce a change, and
that project work entails a higher degree of risk than
many other business activities, it follows that
implementing a secure, consistent, well-proven
approach to project management is a valuable business
investment.

What is it we wish to control?

There are six aspects of project performance to be managed. (Tolerances)

Costs Timescales Quality

Scope Benefits Risk

PRINCE2 and delivery approaches

The project approach is the way in which the work of
the project is to be delivered.

Waterfall
Approach
Where each of the delivery steps
to create the products takes
place in sequence and the
product is made available during
or at the end of the project.
agile
Approach
Often, but not exclusively, used
for software development where
requirements gathering, design,
coding and testing all take place
iteratively through the project.

PRINCE2 principles
To be following PRINCE2, these 7 principles must
be adopted when managing a project.

001. Continued Business Justification

002. Learn from Experience

003. Defined Roles and Responsibilities

004. Manage by Stages

005. Manage by Exception

006.Focus on Products
007. Tailor to Suit the Project
Tailoring a project
Tailoring is concerned with the appropriate use
of PRINCE2 on any given project.

What can be tailored?

Processes. Themes.
Roles. Management Products.
Terminology

PRINCE2 Themes
The themes describe aspects of project management that
must be addressed continually as the project progresses
through its lifecycle.
Change What is the impact?

Quality What?
Where are we now?
Progress Where are we going?
Should we carry on?
Organisation Who?
Themes
Risk What if?
How?
Plans How much?
When?
Business Why?
Case

The MoSCoW technique

MoSCoW can be used in a range of prioritization contexts.

Must
Have
The acceptance criteria or quality
criteria define what is essential
and critical to the business
justification of the project.
Should
have
The acceptance or quality criteria
define what is important, but not
critical, to the business
justification of the project.

Could Won’t have

Have
The acceptance or quality
criteria define what is useful, but
not critical, to the business
justification of the project.
(this time)
The acceptance criteria or quality
criteria define what has been
considered but will not be
delivered.

prince2 processes
A process is a structured set of activities designed
to accomplish a specific objective.

001. Starting Up a Project

002. Directing a Project

003. Initiating a Project

004. Controlling a Stage

005. Managing Product Delivery

006. Managing a Stage Boundary

007. Closing a Project

product descriptions
There are three types of management product.

Baselines
Benefits Management Approach Project Brief
Business Case Project Initiation
Documentation
Change Control Approach
Project Product Description
Communication Management
Approach Quality Management Approach
Plan Risk Management Approach
Product Description Work Package

records
Configuration Item Record Lessons Log
Daily Log Quality Register
Issue Register Risk Register

reports
Checkpoint Report Highlight Report
End Project Report Issue Report
End Stage Report Lessons Report
Exception Report Product Status Account

roles within prince2

In order to meet the needs of different projects,
roles may be tailored.

Project Board Executive Senior User

Senior Supplier Project Manager Team Manager

Project Assurance Change Authority Project Support

A
Definitions
What does it mean?

Z
portfolio
The totality of an organization’s investment (or
segment thereof) in the changes required to
achieve its strategic objectives.
Management stage
The section of a project that the project manager is managing on
behalf of the project board at any one time, at the end of which the
project board will wish to review progress to date, the state of the
project plan, the business case and risks and the next stage plan, in
order to decide whether to continue with the project.
Stakeholder
Any individual, group or organization that can affect, be affected by,
or perceive itself to be affected by, an initiative (i.e. programme,
project, activity or risk).
Risk
An uncertain event or set of events that, should it occur, will have an
effect on the achievement of objectives. A risk is measured by a
combination of the probability of a perceived threat or opportunity
occurring, and the magnitude of its impact on objectives.
Baseline
Reference levels against which an entity is monitored and controlled.