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  • Reason for change: 10 years old – reviewed for ‘fitness’ every 3 to 5 years Projects are different – e.g. New Thinking MSP and M_o_R updated – needed to integrate to (finally) create an integrated set Decision for a refresh (step change) not a rewrite (incremental, corrections) Public consultation started November 2006 and concluded in June 2007. Summarised in Public Consultation Report issued in June 2007 More than 160 organisations and individuals consulted from all sectors and internationally OGC mandate stated that the revised method still needed to look like PRINCE2 – therefore we asked people what they regarded as the essential elements Interesting to note how many mis-truths were captured in the consultation. It became clear that the method is largely ok, it is mainly the perception and application of the method that is weak This is what happens when the immovable object meets the irresistible force Users want more content and OGC want ‘new thinking’ included Users say manual is too big and OGC set limit of 200 pages. Therefore needed to take an alternate approach (see next slide re 3 publications)
  • The further from the core the more context rich the guidance becomes Explain that the knowledge centre will be an on-line portal. It will also contain items that have a higher frequency of change than hard copy publications.
  • Explain: Processes largely unchanged – explain more later Components are now “Key Themes” – reason is that components implied they added up to 100%, whereas there is more to project management than PRINCE2 – will explain more later Have added PRINCIPLES – to overcome the issue of PINO Explicitly covers the need to adapt the method to the project’s environment (context) – resolving the issue of a universal method (general) being applied to a given project (specific)
  • Explain: 7,7,7 by chance We defined what we meant by a Theme and Principle and then applied the test against the current manual content and against recommendations from the public consultation – this provided us with the short list of principles, themes and processes. For each major change we produce a design note covering for/against options We held a design review to seek external (expert) opinion on the proposed changes Management Products defined for the typical project – can still scale up and down
  • These principles were also derived from the ‘common causes of project failure’
  • No sub-processes No codification of processes (e.g. DP1, SU2) Less emphasis on prescriptive sequence
  • Explain previous issue with components (a component is an element of project management). Give example of specific treatment (organisation roles) Explain why Configuration Management was dropped.

Title Title Presentation Transcript

  • PRINCE2: 2009 Project Progress Update Warning : this presentation provides a snapshot of the current approach. As the development is based on continued user consultation the final result may be different. Always check the website for latest information. www.best-management-practice.com/PRINCE2Register
  • Agenda
    • Progress to Date
    • Reasons for Change
    • Differences
    • PRINCE2 2009 design
      • Principles
      • Processes
      • Key Themes
      • Project Environment
      • Management Products
    • Publications
      • Managing Successful Projects Using PRINCE2
      • Directing Successful Projects Using PRINCE2
    • Next Steps
    • Q&A
  • Progress to date
    • Nov 06 – Public consultation starts
    • June 07 – Public Consultation Report issued
    • Sep 07 – Scoping Document and PDs issued
    • Oct 07 – Design Review
    • Nov 07 – Draft Principles reviewed
    • Dec 07 – Principles updated
    • Feb 08 – Pilots started
    • Feb 08 to April 08 - Draft Manuscripts reviewed
    • April 08 – Project Board approve recommended changes
  • Reasons for change - context Common Glossary (updated) Guides In Development Portfolio , Programme and Project Office ( P 3 O ) Updated 2007 M _ o _ R® Gateway® Updated 2007 Refresh underway PRINCE project 2 ™ MSP programme Updated 2007 Portfolio Guide In Development Models Portfolio , Programme and Project Management Maturity Model ( P 3 M 3 ) PRINCE 2 ™ Maturity Model ( P 2 MM ) Refresh pending BPUG PPM User group itSMF ITIL User group TSO Publishing partner ITIL PPM Project management for refresh APMG Accreditation partner ITIL PPM Exams, training, consultants
  • Reasons For Change - mandate NB, Core Manual size raised to <275 (April 08)
  • Proposed Approach Study Guides P2MM / P2MM Guide Pocket Book P3M3 PRINCE2 & DSDM Think PRINCE2 MSP Business Benefits Through Project & Programme Management M_o_R ITIL Case Studies P3O Knowledge Centre P2MM / P2MM Guide Business Benefits Through Project & Programme Management Managing Successful Projects Using PRINCE2 Templates Checklists Directing Successful Projects Using PRINCE2 Method
  • New PRINCE2
  • Summary of changes 2005 2009 Principles - 7 Principles Themes 8 Components 7 Key Themes Processes 8 Processes 7 Processes Sub-processes 45 sub-processes - Techniques 3 techniques Cross-references to other BoKs including ‘soft’ aspects Management Products 36 products 27 products The Project Environment - Context rich Trouble-shooting Hints & Tips Hints & Tips in FAQ style
  • What are Principles?
    • Principles are:
      • Universal
      • Self Validating
      • Empowering
    “ A guiding obligation for good practice”
  • The PRINCE2 Principles Business Justification A PRINCE2 project has continued business justification Learn Lessons A PRINCE2 project learns from previous experience (lessons are sought and recorded throughout) Roles & Responsibilities A PRINCE2 project has defined and agreed roles and responsibilities with an organisation structure that engages the business, user and supplier stakeholder interests Managed by Stages A PRINCE2 project is planned, monitored and controlled on a stage by stage basis Managed by Exception A PRINCE2 project defines tolerances for each project objective to establish limits of delegated authority Product Focus A PRINCE2 project focuses on the definition and delivery of products, in particular their scope and quality requirements Tailored A PRINCE2 project tailors the method to suit its size, environment, complexity, importance, capability and risk
  • PRINCE2 Processes Processes Activities Recommended Actions “ The processes provide the lifecycle based list of project management activities”
  • PRINCE2 Processes Pre-project Initiation Stage Final Stage Stage 2, 3, etc = process applies = process optional Stage Process Starting Up a Project Directing a Project Initiating a Project Controlling a Stage Managing Product Delivery Managing a Stage Boundary Closing a Project
  • Process Model
  • What are Key Themes?
    • Key Themes are:
      • aspects of project management that need to be continually addressed. They are not one off activities
      • And
      • aspects of project management that requires specific treatment for the PRINCE2 processes to be effective
    “ If the processes are considered as the time-based activity list then the Key Themes are the reference manual. If the process requires action the Key Theme provides guidance on how it should be done.”
  • The PRINCE2 Key Themes Business Case Defining the business objectives (the why) Organisation Establishing the structure of accountability and responsibilities (the who) Quality Defining and verifying products that are fit-for-purpose (the what) Plans Defining the means of delivering the products (the where and how, and estimating the when and how much) Risk Identifying, assessing and controlling uncertainty (what if) Change Managing the integrity of products and making decisions on issues which may affect the objectives Progress Monitoring the achievement of objectives and making decisions based on actual and forecast progress
  • The Project Environment Embedding Tailoring Done by the organisation to adopt PRINCE2
    • Done by the project to adapt the method to the project context
    • size of project
    • within a programme
    • industry sector (e.g. private/public, customer/supplier)
    • type of project (e.g. R&D, policy, construction)
    • multi-organisation
    • corporate/programme standards (e.g. procurement)
    • working with other methods and frameworks
    • Focus on:
    • process ownership
    • scaling rules / guidance (e.g. score card)
    • Standards (templates, definitions)
    • training and development strategy
    • integration with business processes and tools
    • process assurance
    • Focus on:
    • roles & responsibilities to allocate
    • management products to use and how
    • number, length and nature of stages
    • reporting and reviewing
    • tolerances
    Guidance in PRINCE2 Maturity Model Guidance in the Method
  • Management Products
    • Philosophy
      • designed for typical projects
      • can be scaled up
      • can be scaled down
      • Any ‘nesting’ is explicit
    • Will be supported by a set of templates
      • with embedded guidance
      • and quality criteria
    “ PRINCE2 requires information and decisions, not documents and meetings”
  • Managing Successful Projects Using PRINCE2 - Structure
    • Introduction
    • Principles
    • Intro to Processes
    • Starting Up a Project
    • Directing a Project
    • Initiating a Project
    • Controlling a Stage
    • Managing Product Delivery
    • Managing a Stage Boundary
    • Closing a Project
    • Intro to Key Themes
    • Business Case
    • Organisation
    • Quality
    • Plans
    • Risk
    • Change
    • Progress
    • Project Environment
    • Wider Role of the Project Manager
    • A – Product Descriptions
    • B – Product/Process Map
    • C – Roles
    • D – Product Based Planning examples
    • E – Checklists
    • F - Trouble-shooting
    •  
    Page count estimate of 275 to 300 published pages
  • Directing Successful Projects Using PRINCE2 - Structure
    • Introduction
    • PRINCE2 Overview
    • Project Board Duties and Behaviours
    • Directing a Project Activities
    • Starting Up a Project
    • Authorising Initiation
    • Authorising a Project
    • Authorising a Stage (or Exception) Plan
    • Giving Ad Hoc Direction
    • Confirming Project Closure
    • Reviewing Benefits
    • A – Role Descriptions
    • B – Product Descriptions
    • C - Trouble-shooting
    • D – Checklists
    •  
    Page count estimate of 100 published pages
  • Next Steps
    • Feedback from pilots
    • Quality Reviews (second draft, final draft)
    • Surveys – to address options and test quality criteria
    • Proof of Concept (for exam syllabus)
    • Further consultation (for enhanced exam scheme)
    • Transition period Q1 2009
  • Any Questions? Warning : this presentation provides a snapshot of the current approach. As the development is based on continued user consultation the final result may be different. Always check the website for latest information: www.best-management-practice.com/PRINCE2Register