PRINCE was established in 1989 by CCTA (the Central Computer and Telecommunications Agency), since renamed the OGC (the Office of Government Commerce). PRINCE was originally based on PROMPT, a project management method created by Simpact Systems Ltd in 1975. PROMPT was adopted by CCTA in 1979 as the standard to be used for all Government information system projects. When PRINCE was launched in 1989, it effectively superseded PROMPT within Government projects. PRINCE remains in the public domain and copyright is retained by the Crown. PRINCE is a registered trademark of OGC. 06/13/13
P30 – Portfolio, program & Project office guidelines Dynamic Systems Development Model/method
How big is Prince2?How big is Prince2?More than 250,000 practitioners worldwideMore than 20 national user groupsOver 120 accredited training organisationsTranslated into at least 17 languagesPublic and private sectorUsed on all types of projects (construction, change,technology)Over 2 million page links on Google (PMBOK gets 1.4million)Now the most widely used PM methodology in the world
PRINCE3?PRINCE3?Still Prince2Prince to Prince2 was a fundamental changeCostTrademark and image
The PrinciplesThe PrinciplesThe new release is to be placed in context by new,defined principles which should be:UniversalSelf validatingEmpoweringThese principles separate a PRINCE2 project from aPINO project
Business Justification A PRINCE2 project must have continued business justificationRoles and Responsibilities A PRINCE2 project must have defined and agreed roles andresponsibilities with an organisation structure that engages thebusiness, user and supplier stakeholder interestsProduct Focus A PRINCE2 project must focus on products and their qualityManaged by Stages A PRINCE2 project must be planned, baselined, monitored andcontrolled on a stage by stage basisManagement of Risk A PRINCE2 project must proactively manage its riskScaling and Tailoring A PRINCE2 project must decide how to apply the method such that itis scaled and tailored to suit the project’s environment, complexity,importance and riskLearning Lessons A PRINCE2 project must learn from experience
Business Case The whyOrganisation The whoPlans The what, how and whenRisk Managing uncertaintyProgress Controlling time and costsQuality Assuring the delivery of fit-for-purpose productsIssues & Changes Controlling scope
The old process diagramThe old process diagram
Directing a ProjectDirecting a ProjectStart-upStart-upInitiationInitiationStage BoundariesStage BoundariesControlling a StageControlling a StageProduct DeliveryProduct DeliveryClosing aClosing aProjectProject
Management ProductsManagement ProductsScaling philosophyDesigned for typical projectsCan be scaled upCan be scaled downWill be supported by a set of templates withembedded guidance and quality criteria“PRINCE2 requires information and decisions NOT documents and meetings”
The Project EnvironmentThe Project EnvironmentWill contain context based guidanceProjects in a programme / not in a programmeCustomer/Supplier commercial relationshipsWorking with project or programme officesUsing PRINCE2 with specialist methodsLinks with OGC GatewayProcurementPolicy projectsFeasibility projectsR&D projectsMulti-organisation projectsEvolving projectsCompulsory projects
What happens now?What happens now?First Drafts completed (Feb 2008)Pilots nearly completed (March 08 to June 08)Quality Reviews (first draft, second draft, final draft)Surveys – to address options and test quality criteriaProof of Concept (for exam syllabus) Another Examchange!Further consultation (for enhanced exam scheme)Transition period Q1 2009
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