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Scoping Document Scoping Document Document Transcript

  • Scoping Document - Publications Version 1v0 Issued: 14th September 2007 © The Stationery Office 2007 © The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 1 of 21
  • 1Executive Summary PRINCE2™ is often cited as the world’s most widely used project management method, but since its launch in 1996 industry and society have not stood still. Today's pace of change and level of connectedness mean projects face challenges today that simply did not exist in 1996. To keep up-to-date, the PRINCE2 manual is regularly reviewed Purpose This document provides an overview of the approach for the publications element of the PRINCE2 Refresh Project by The Stationery Office (TSO). It provides details on a proposed set of publications to meet user requirements (captured in the Public Consultation Report) and OGC requirements (documented in the Mandate for Change). This document also provides an outline plan for the development, acceptance and deployment of the proposed publications. The proposals for the Enhanced Qualifications element of the PRINCE2 Refresh Project will be detailed in a companion Scoping Document from APM Group. This document provides details of how the publications relate to the proposed changes to qualifications and other OGC PPRM guides and models. This document should be read in conjunction with the Product Descriptions for the core publications: • PRINCE2 Method • PRINCE2 in Practice: Directing a Project • PRINCE2 in Practice: Managing a Project. for fitness and updated. The manual was last updated in May 2005 and is now due a refresh as part of the Commercial Activities Re-tender (CAR) agreement between OGC (the owners) and its publishing partner (TSO) and accreditation partner (APM Group). The Refresh Project started in November 2006 with a six month period of public consultation of more than 170 organisations and individuals culminating in the publication of a Public Consultation Report [1] in June 2007. OGC assembled a Reference Group of users, academics, trainers and consultants to review the feedback and to provide guidance on the objectives for the refresh. The resultant OGC Mandate for Change [2] was issued at the Best Practice Showcase on 27th June 2007. To meet OGC’s requirements and address the public feedback it is proposed to produce three core guides: The PRINCE2 Method – which will provide the principles, process model, key themes, product descriptions, role definitions and assurance checklists; and two PRINCE2 in Practice™ publications – one for people who direct projects and one for people who manage projects. While the PRINCE2 Method can be used by competent project personnel without the need for further guidance, the PRINCE2 in Practice publications will provide more detail on techniques and will include context based guidance (including using PRINCE2 in imperfect scenarios). The publications will support the enhanced qualification scheme by aligning content to Bloom’s Taxonomy of Educational Objectives [3]. The core guides will be supported by complementary publications and on-line content such as study guides, case studies, templates and checklists. The refresh will necessitate the withdrawal or update of existing PRINCE2 titles published by TSO. © The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 2 of 21
  • Figure 1 - Public Feedback, OGC Mandate and Proposed Changes To ensure the method meets its diverse set of requirements the PRINCE2 Refresh will include a number of quality checks: Design Reviews, Pilots, Proof of Concept, Demonstration, Document Quality Reviews and Surveys. There will be phased releases. The first release by early 2009 will include the three core guides, the study guides and templates. The aim of this release is to facilitate a swift and co-ordinated transition for revised training, qualification and assessment products. The second release by mid 2009 will include updates to existing complementary publications and the provision of further on-line content in the form of case studies. © The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 3 of 21
  • 2Contents 1 Executive Summary....................................................................................................2 2 Contents.................................................................................................................4 3 Context..................................................................................................................5 3.1 OGC’s PPRM Portfolio......................................................................................5 3.2 What is PRINCE2?............................................................................................5 3.3 Reason for Change..........................................................................................6 3.4 Scope for Change...........................................................................................6 4 Project Approach.......................................................................................................7 4.1 Overview.....................................................................................................7 4.2 Public Consultation.........................................................................................7 4.3 Design.........................................................................................................8 4.4 Development................................................................................................8 4.5 Deployment..................................................................................................9 5 Proposed Changes.....................................................................................................10 5.1 Core Guides................................................................................................10 5.2 Relationship with Qualifications........................................................................11 6 Project Plan...........................................................................................................12 7 Addressing Requirements............................................................................................13 7.1 Consultation Findings.....................................................................................13 7.2 OGC Mandate...............................................................................................16 Appendix A. Acknowledgements......................................................................................18 Public Consultation...........................................................................................18 PRINCE2 Reference Group (met 11th June 2007):........................................................18 Members of the Scoping and Review Group (met 6th July 2007):......................................18 Appendix B. References................................................................................................20 Appendix C. Glossary...................................................................................................21 © The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 4 of 21
  • 3Context 3.1 OGC’s PPRM Portfolio The Office of Government Commerce (OGC) owns a portfolio of Programme, Project and Risk Management (PPRM) Best Practice guidance and standards: • PRINCE2™ - for project management; • Managing Successful Programmes (MSP™) – for programme management; • Management of Risk (M_o_R®) – for risk management. The Portfolio contains core guidance for each of these standards, together with various other related products such as maturity models. There is a complementary portfolio of official publications designed to support the stable core with products that are more fluid, for example Agile Project Management: Running PRINCE2 Projects with DSDM Atern. The Portfolio is maintained and delivered through commercial arrangements including accreditation, qualifications and publishing services. The guidance and standards are widely used by the UK public and private sector, and international organisations. OGC’s primary objective in maintaining this Portfolio is to ensure that these products continue to support the UK public sector in the successful and efficient delivery of their strategies, programmes, projects and operations. However, OGC recognises that these standards have a wider audience and generic application, which remains important. Figure 2 - PPRM landscape 3.2 What is PRINCE2? PRINCE2 is a structured method for effective project management. The method is described in the PRINCE2 manual Managing Successful Projects Using PRINCE2 [4]. However, PRINCE2 is now more than a just manual. When people say “we are using PRINCE2” they do not mean that they are using the manual. They mean that they direct, manage or participate on a project, which follows all or some of the processes, components and techniques embodied in the manual. PRINCE2 has become ‘a way’ of delivering projects. It has become a community, comprising: • The UK Government (it is owned by the Office of Government Commerce – OGC) • A documented method (the manual, now in its 4th edition), available in several languages © The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 5 of 21
  • • An official publisher (The Stationery Office - TSO), with a range of supporting publications • An accreditation body (The APM Group) • 120+ accredited training organisations, providing training around the globe in 17 languages • 15+ accredited consulting organisations • Software tools (52 tools supporting PRINCE2 were listed in the last PM Software Tool sourcebook) • An official user group (The Best Practice User Group – BPUG) and numerous others covering more than 10 countries • Several online discussion forums dedicated to PRINCE2 • More than 1.6 million pages on the world-wide-web which reference PRINCE2; much more than any other method. While the PRINCE2 manual is owned and maintained by the UK Government, several other governments are now recommending its use and it has been adopted by The United Nations Development Program as part of its global framework for managing projects. Its use extends beyond Governments and institutions as it has been adopted by the private sector with some vigour. PRINCE2 has also moved beyond its IT origins and is used for many different types of projects such as R&D, construction, product development, marketing, business transformation and many more. 3.3 Reason for Change OGC’s commercial partners TSO (publication services) and The APM Group (accreditation services) are committed to the continuous improvement of the PPRM products as part of their commercial agreements. While the PRINCE2 manual is on its 7th impression, there have only been two major updates (in 2002 and 2005). Both of these updates were in response to issues raised via the official Issue Log. The updates were mainly corrections to the manual, clarifications and a few incremental improvements. The method remained largely unchanged. The emergence of Agile and iterative approaches to project management and EPSRC funded research by Dr Mark Winter and Charles Smith (Rethinking Project Management, Ref ) indicates that some aspects of traditional project management concepts do not serve the challenges facing today’s projects. For example, projects can have multiple purposes which are permeable, contestable and open to negotiation. Methods of publication have also moved on. There is an appetite from both the users and the publisher to expand the ways in which people access the PRINCE2 suite of information. 3.4 Scope for Change The scope for change is defined within OGC’s Mandate for Change [1]. It includes: • Restructuring of the guidance • Addition or deletion of content to align with the refreshed MSP, M_o_R, OGC Gateway, Achieving Excellence guidance and the emerging procurement framework • Consideration of what should be retained, which elements require a lighter touch and which could be deleted from the core of the method • Consideration of any requirements for new or supporting guidance on how to use PRINCE2 • Identification of the likely impacts on existing supporting products in the PRINCE2 portfolio (the PRINCE2 Maturity Model; Tailoring PRINCE2; Business Benefits of Programme and Project Management; People Issues and PRINCE2) • Development of supporting qualifications scheme – whether examinations or other assessment methods. This document covers the first five items only. The development of the supporting qualifications scheme is being managed as a parallel project and will be described in a separate scoping document. © The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 6 of 21
  • 4Project Approach 4.1 Overview The PRINCE2 Refresh Project is treating the undertaking as more than simply updating a publication. The overarching aim is to provide a revised method and supporting infrastructure that enables more organisations and people to deliver projects successfully. Indeed the OGC Mandate for Change lists the following among its desired outcomes: • Increased numbers of projects being able to demonstrate successful delivery to time cost and quality, and that are linked to organisational realisation of benefits • Greater recognition of the value of individual roles in project delivery. Since there are more than 200,000 people qualified to practitioner level and an even greater number of people using PRINCE2 on a daily basis world-wide, it is not surprising that the project approach is based on thorough and on- going public consultation to ensure current value is not jeopardised. The consultation period for requirements gathering lasted from November 2006 to April 2007. Users have ongoing representation in the form of a Reference Group and Review Group. Members of these two groups have participated in workshops to shape the OGC Mandate and this Scoping Document respectively. The Review Group will have an ongoing participation in the PRINCE2 Refresh Project through to final acceptance. The project approach also includes: • Producing cases for/against any major changes to the method. A major change is considered the addition/removal/renaming of a process, component, technique or prominent management product. • A Design Review of the principles and process model which underpins the method • Using the OGC Common Glossary as the source dictionary for specialist terms. Any terms not covered by the OGC Common Glossary will be included based on a case as to why it is needed. Any terms which would benefit from being redefined will be done based on a case as to why. • Appointing a lead author to act in the capacity of a design authority and author ‘pairs’ for each chapter within each publication based on a thematic allocation to avoid inconsistencies and repetition • Use of mentors who the authoring team can call upon for second opinions and specialist advice • Pilots of the revised method to ensure it remains generic (applicable to any size of organisation, any industry, anywhere in the world), logical and intuitive • A Proof of Concept that the revised core guides can be used as the sole source for the PRINCE2 exam syllabuses • Formal Quality Reviews of all published content • Surveys and consultation to gauge the expected impact on the new guides (perceptions) • Two releases. The first for the core guides, study guides and templates. The second for the complementary products. • Co-ordinated release of the new publications with the enhanced qualification scheme to ensure a swift transition. 4.2 Public Consultation The consultation process comprised reviewing the Issues Log, a series of workshops/focus groups facilitated by the Best Practice User Group (BPUG), ‘Champion’ interviews of key users and a series of surveys. The consultation process started in November 2006 at the BPUG conference in Stoke-on-Trent (UK), where attendees were invited to provide feedback on what they considered to be PRINCE2’s essential elements, any aspects of the method they disliked and what they thought was missing. A further four workshops were held London, Manchester, Edinburgh and Holland. In total more than 60 organisations participated in the workshops. OGC appointed a number of champions who interviewed the following organisations: British Library, City of Edinburgh Council, Manchester City Council, National Policing Improvement Agency, Scottish Executive, Sun Microsystems Inc, Teesdale District Council and UNDP. Additionally a number of questionnaires (online and via email) sought feedback, to which more than 50 organisations responded. The feedback indicated a strong consensus for change. The conclusions of the consultation are documented in the Public Consultation Report [1]. © The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 7 of 21
  • 4.3 Design Figure 3 shows the design activities which have been undertaken to date (white boxes) and the remaining design activities to be performed to ensure that the authoring work is based on a sound design. PRINCE 2 Refresh – High level design /approval flow Project Board/ Approve Public Make Decision on Make Decision on OGC Produce Mandate Consultation Review Group Review Group for Change Report Comments Comments Reference Group Provide Direction or Change No (Major) No (Major) Control Panel Change Issue Log Reviewed and changes recommended Review Group Identify options Review Approve Design Review Approve Yes Approved Design Yes Authors Produce Scoping Produce Draft Produce Public Document, PDs Principles & No (Minor) Consultation No (Minor) and Work Process Model Report Packages TSO Figure 3 - Design Process The Reference Group met on 11th June 2007 to review the Public Consultation Report [1] in order to make recommendations to OGC on the strategic direction for the refresh. OGC subsequently issued a Mandate for Change [2] which the Review Group assessed for options in the form of a workshop on 6th July 2007. The authoring team used the output from the Review Group workshop to produce this Scoping Document and the Product Description for the core guides. On approval of the Scoping Document and Product Descriptions the authoring team will produce the draft Principles and Process Model which underpins PRINCE2. These will be subject to a design review before the remainder of the core guides are authored. 4.4 Development Figure 4 shows the development and approval activities for the first release. Ideally the pilots to prove the method is generic will involve organisations: • large and small • public, private and third (not for profit) sector • in the UK and internationally. The publications will be subject to a number of quality checks as outlined in Section 4.1 and detailed in each Product Description. TSO will appoint pilot participants and reviewers with the assistance of the Review Group and the Best Practice User Group (BPUG). © The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 8 of 21
  • PRINCE 2 Refresh – High level development /approval flow Project Board/ OGC Make decision on Make decision on Review Group Review Group Final proof sign off queries queries Reference Group No No Control Panel Change Confirm all recommended changes in draft? Yes Review Group Conduct Quality Approved Design Pilot Consensus? Consensus? Checks No Yes Yes Authors Author Create Interim Create Final amendments Drafts No Drafts No TSO Review Interim Manage QR Draft ready? Yes Manage Pilot Draft ready? Yes Create Final Proof Publication Drafts Process Figure 4 - Development Process 4.5 Deployment On completion of the quality checks and the final author amendments, the publications will be subject to a controlled release to the exam board to develop the exam syllabuses and then to the accredited training and consulting organisations prior to full release to the public. The need for a co-ordinated and swift transition for the qualification schemes will dictate the final release date for the publications in the first release. A Transition Plan will be produced drawing on lessons learned from the recent MSP and M_o_R refreshes. A Release Note describing the changes to PRINCE2 will be issued at the time of the full release of the method to enable existing users to plan their transition to the new method. © The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 9 of 21
  • 5Proposed Changes 5.1 Core Guides The overriding principle behind the proposed set of products is for the core to remain as generic, universal and as stable as possible. The further they are from the core, the more context-specific and time-specific the publications will become. Figure 5 - PRINCE2 Publications The core guides will comprise: • The PRINCE2 Method • PRINCE2 in Practice: Directing a Project • PRINCE2 in Practice: Managing a Project. The purpose of the PRINCE2 Method publication is to provide a self-contained reference guide suitable for all types of user (board, project manager, team) that: • Explains why, when and how to use the Method • Explains the principles of PRINCE2 • Describes the PRINCE2 processes in their entirety • Describes ‘Key Themes’ of project management, specific to PRINCE2, that are required for the processes to be effective • Cross-references techniques that may be applied • Explains how to scale the method • Provides context of how to use PRINCE2 for different perspectives (e.g. standalone or as part of a programme). The PRINCE2 Method will contain sufficient content to enable competent project personnel to use PRINCE2 without the need for further publications. Each PRINCE2 in Practice guide will be a role specific handbook describing how to apply PRINCE2, including when used in imperfect scenarios. They will set PRINCE2 in the wider context of project management (but still non- specific for industry sector) and will describe or cross-reference techniques which support the PRINCE2 method. There will be a guide for those people who manage or assist in the managing of projects and a guide for those people who direct or assist in the directing of projects. © The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 10 of 21
  • 5.2 Relationship with Qualifications OGC’s mandate requires that the PRINCE2 Refresh provides the standard against which individuals’ knowledge and competency in applying the method can be examined and assessed. APM Group are already moving to objective assessment based on Bloom’s taxonomy . Bloom’s taxonomy classifies learning objectives by level so that the right type of test can be used to determine that the learning objective is met (for example testing recall is only a test of level 1 – knowledge). The primary purpose of the core guides is to help organisations and individuals use the method such that they are able to successfully deliver their projects. However, the authoring team will use Bloom’s taxonomy as a guide to ensure that the content in each publication is suitable to provide the basis for an objective assessment at the relevant level of Bloom’s taxonomy. Figure 6 shows how the syllabus for the Foundation and Practitioner qualifications will be drawn from the content of the core guides and that enhanced qualifications may draw additionally from the value-add publications. Advanced Foundation Practitioner Diploma Practitioner Qualification Qualification QualificationA Qualification1 Experience Value-Add Publications PRINCE2 in Practice™ PRINCE2 Method Figure 6 – Relationship between existing/potential qualifications and PRINCE2 publications . 1 The proposals for the Enhanced Qualifications element of the PRINCE2 Refresh Project will be detailed in a companion Scoping Document from APM Group © The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 11 of 21
  • 6Project Plan Figure 7 shows the timeline for the project and the proposed release dates. This timeline is subject to: • approval of the Product Descriptions • approval of author Work Packages for the PRINCE2 Refresh Project (core guides) • approval of author Work Packages for the value-add and complementary publications (most of Release 2 products) • and the co-ordinated release of the core guides and the enhanced qualification scheme. Product Stage Stage Stage Stage Stage Initiation 1 2 3 4 5 Sep ‘07 Oct ‘07 Feb ‘08 Q3 ‘08 Q1 ‘09 Mid ‘09 Scoping Document Approved Product Descriptions Approved Author Work Packages Approved OGC Common Glossary Update PRINCE2 Method Design 1st Draft 2nd Draft Release1 P2iP: Directing a Project 1st Draft 2nd Draft Release1 st nd P2iP: Managing a Project 1 Draft 2 Draft Release1 Pilots2 Start Finish Transition PlanC Consult Publish Revised Exams and Study Guides3 1st Draft Release1 PRINCE2 Pocket Book 1st Draft Release1 Knowledge Centre - Templates 1st Draft Release1 st Knowledge Centre - Checklists 1 Draft Release1 Release Notes - Core Guides Publish Knowledge Centre - Case Studies 1st Draft Release2 P2MM – Model Update Release2 P2MM – Guide Update Release2 Business Benefits Through Project and Update Release2 Programme Management Agile Project Management: Running PRINCE2 Projects with DSDM Atern Update Release2 For Successful Project Management: Update Release2 Think PRINCE2! Figure 7 - Timeline Existing TSO published PRINCE2 titles not shown above will be withdrawn (e.g PRINCE2 and People Issues). The Knowledge Centre will be an on-line portal for supporting products provided by TSO. The Transition Plan will include the schedule for translation and any migration requirements for ATOs and the co-ordinated go-live for the Knowledge Centre. 2 The pilots will commence on completion of the core guides to first draft. BPUG will be responsible for identifying, nominating and managing volunteer organisations. 3 These products are part of the enhanced qualifications element of the PRINCE2 Refresh Project, but are shown here for completeness. They will be described in a companion Scoping Document. © The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 12 of 21
  • 7Addressing Requirements 7.1 Consultation Findings Consultation – Issue or How addressed Opportunity Lack of integration with other PPRM products. Only use defined terms from the Common Glossary or make a case as to why any new terms should be added or existing terms redefined. Include clear sign-posting to the other methods and where PRINCE2 sits within the PPRM portfolio. Include other Lead Authors on PRINCE2 Review Group. Too much ‘instruction’ for a generic Sub-processes to be replaced in core method by ‘activities’ which include framework (particularly the sub-processes and overarching guidance. Detailed guidance will be in the PRINCE2 in Practice techniques). publications. Confusion over Management Products and Reduce the number of Management Products. Product Outlines to become Project Documents. Product Descriptions with example formats. Better explanation of the ‘nesting’ of Management Products. PRINCE2 in Practice: Managing a Project to include ‘Information Management’ chapter Does not include soft aspects of project The core method will list the techniques which may apply and, where possible, management. provide references to established guidance. Some soft aspects will be covered by the PRINCE2 in Practice publications. Benefits management not addressed if The context of stand-alone projects or a project with a programme to be PRINCE2 is not used in conjunction with MSP. provided. Initiating a Project (IP) process, Closing a Project (CP) process and Business Justification theme to include explicit guidance. Does not handle ‘fuzzy’ start up. PRINCE2 can work with an emerging specification as well as it does for pre- determined specifications. Starting Up a Project (SU) and Initiating a Project (IP) processes to provide explicit guidance. PRINCE2 in Practice: Managing a Project to include chapter on ‘Using PRINCE2 on … … Projects’ giving examples of different project types including emergent specifications. Define position within the PM landscape – e.g. To be included in the ‘Introduction’ and ‘Perspective’ chapters of the PRINCE2 what PRINCE2 provides and what it does not. Method. Clearer linkage to other aspects of project management. Include assurance checklists and reference peer To be included in Directing a Project (DP) process, relevant Key Themes of reviews as a best practice approach (e.g. the PRINCE2 Method and the on-line checklists. Role specific checklists to be Gateway). provided in the PRINCE2 in Practice publications. Provide linkage to other methods (e.g Agile). Sign-posting to be provided in the PRINCE2 Method, high-level guidance to be provided in the PRINCE2 in Practice publications, explicit guidance to be covered by complementary publications. Recognise the five challenges as defined in Process model to be less prescriptive. The five challenges to be sign-posted in “Rethinking Project Management”. the perspectives chapter of the PRINCE2 Method with further guidance in the PRINCE2 in Practice publications. Improve style of language, remove Restructure of processes, components and techniques will reduce repetition inconsistencies and repetition. (see Product Descriptions). Design Reviews. Quality Reviews. Expert Guidance on writing for people with English as a second language. Too big. PRINCE2 Method has a target of less than 200 pages (and self-contained). This will be achieved by replacing sub-processes with less prescriptive guidance and reducing repetition between processes and components (now Key Themes). Make it more accessible (for example by The publications will be available in a variety of media including on-line fully embrace new media). indexed versions. Consider splitting into a number of publications Publications split by audience and purpose, e.g. reference guide (PRINCE2 (targeted for each audience / purpose). Method) and practical handbooks (PRINCE2 in Practice). Case Studies. To be provided on-line as part of Release 2 and then ongoing. © The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 13 of 21
  • Consultation – Issue or How addressed Opportunity Qualifications: Too much focus on learning the This is already partly addressed through the Objective Testing based exams theoretical relationships between sub- that are effective from September 2007. Replacing sub-processes by Activities processes than how the framework is applied will change the syllabus which in turn will change the way Accredited Training in practice. Organisations teach the method. The core guides will include more detail on scaling and adapting PRINCE2 depending on context – which should become part of the exam syllabus. Qualifications: Misconception that Practitioner The core guides to describe the enhanced qualification scheme. Certificate is an indication of general Project Management competence. The PRINCE2 in Practice publications describe the wider aspects of project management that apply (e.g. leadership). To be addressed by the project for the enhanced qualification scheme. Qualifications: Practitioner syllabus to include Tailoring and scaling are sign-posted in the PRINCE2 Method and are a main tailoring and scaling. area of focus for the PRINCE2 in Practice publications. These publications provide the raw material of the exam syllabus. Qualifications: Consider CPD. To be considered by the project for the enhanced qualification scheme. Qualifications: Project Board training. To be considered by the project for the enhanced qualification scheme. Syllabus could be drawn from the PRINCE2 in Practice: Directing a Project publication. Often treated as a rule book rather than a The dangers of treating it as a rule book or of following it blindly to be guide. Can be followed blindly (project highlighted in the Introduction and Perspectives chapters of the PRINCE2 management by numbers). Method. Replacing the sub-processes with less prescriptive Activities will also help. PRINCE In Name Only (PINO) too common. PRINCE2’s principles will be explicit. The introduction chapter to include common causes of project failure which will relate PINO scenarios. The core guides will include more detail on scaling and adapting PRINCE2 depending on context. The Case studies show the benefits of applying PRINCE2 appropriately. Enhanced qualification scheme will enable a shift towards teaching how to apply the method. PBP difficult to apply to services. PRINCE2’s Product Based approach to be a main area of focus in the PRINCE2 in Practice: Managing a Project guide. Guidance on scaling/tailoring. Tailoring and scaling are sign-posted in the PRINCE2 Method and are a main area of focus for the PRINCE2 in Practice publications. Guidance on embedding PRINCE2. Approached to embedding PRINCE2 to be described in the Perspectives chapter of the PRINCE2 Method. Further guidance is already described in the PRINCE2 Maturity Model (as level 3 maturity is about embedding). Guidance for Project Boards. Project boards will have a specific publication, PRINCE2 in Practice: Directing a Project. Guidance on Customer/Supplier commercial To be sign-posted throughout the method (processes and key themes) and relationship (procurement). explicitly covered in the Perspectives chapter of the PRINCE2 Method. The customer/supplier and commercial context is a main area of focus for the PRINCE2 in Practice publications. Seen as an alternative to PMI’s PMBoK rather To be sign-posted in the Perspectives Chapter of the PRINCE2 Method and than as a complementary method. covered explicitly in the PRINCE2 in Practice: Managing a Project Does not sell the benefit of using PRINCE2 (for To be covered in the Introduction Chapter of the PRINCE2 Method. the organisation). The Case studies show the benefits of applying PRINCE2 appropriately. Perceived as bureaucratic. Sub-processes to be replaced by less prescriptive Activities. The importance of Scaling and Tailoring to be highlighted throughout the PRINCE2 Method. Improved guidance on the use of Management Products. Numerous issues captured through PRINCE2 in Practice publications to include a FAQs section (troubleshooting) consultation process are already addressed by based on issues captured via the Public Consultation. the method. PR campaign to be included as part of deployment activities. Figure 8 - Addressing the findings of the Public Consultation © The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 14 of 21
  • © The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 15 of 21
  • 7.2 OGC Mandate OGC Requirement / Criteria How addressed The guidance must be generic – applicable to any Scalable processes. size of organisation, in any industry sector anywhere in the world. Focusing on management of the project and the resources working on the project and not the specific processes/techniques for managing specialist products. Written in plain English and idiom free. Adopting an OGC approved Style Guide. Using guidance provided by the Plain English Campaign (www.plainenglish.co.uk) (NB, it is feasible to apply for the crystal mark as it would add significant delay in the publication schedule). The core guidance containing the methodology Removing prescriptive aspects (sub-processes and techniques) from the should be reduced in size to preferably no more PRINCE2 Method and avoiding repetition. than 200 pages (comparable to MSP). Must be visibly aligned to OGC PPRM guidance (in All OGC PPRM products to be clearly sign-posted from the core guides. particular MSP, M_o_R, ITIL, OGC Gateway). MSP and M_o_R to be directly addressed in the core method. OGC Gateway and ITIL to be indirectly addressed in the core method and directly addressed in the PRINCE2 in Practice publications. Must be consistent with OGC procurement Covered in the PRINCE2 Method - Perspectives chapter. framework and Achieving Excellence when updated in early 2008. For completeness, may reference materials not Each Key Theme to include a cross reference to techniques. Some covered in other OGC guidance – eg “softer” techniques will be specific to PRINCE2 hence described in the PRINCE2 in people issues, organisational cultures etc where Practice publications. Other techniques may be generic to project directly relevant to better understanding the management or general management and will only be referenced for context of PRINCE2. completeness. It should be intuitive and logical. Design Reviews. It should not include any changes which would Any major changes to be supported by a case for/against the change and invalidate current use of the PRINCE2 Methodology submitted to project board for approval. A major change is considered whether by organisations who have adopted its use the addition/removal/renaming of a process, component, technique or or by individuals who have taken a PRINCE2 prominent management product. qualification and are currently using the method in their work-place. It should not include any elements identified by the Three tiers of publication identified: Review Group as desirable to support the core method, but which are not considered to be • Core guides (Crown copyright only) essential elements of the PRINCE2 method. These • Value-add (Crown copyright and TSO titles) should be considered as appropriate for inclusion in • After-market (TSO titles and 3rd party publisher titles). the wider portfolio. All desirable/non-essential elements to go in Value-add or After-market publications. It should not duplicate elements of project Each Key Theme to include a cross reference to techniques. Some management guidance (eg generic management skills techniques will be specific to PRINCE2 hence described in the PRINCE2 in aspects) which are adequately covered in guidance Practice publications. Other techniques may be generic to project (OGC owned or other) elsewhere. management or general management and will only be referenced for completeness. It should not set criteria for delivery of training The core guides provide the subject matter for the exam syllabuses. based on the qualifications scheme. They will be aligned to Bloom’s taxonomy of educational objectives but will not prescribe any teaching methods. It should include an introduction covering: PRINCE2 Method - Introduction chapter. • What is PRINCE2? • who should use PRINCE2 • what it is for, • how it can be used and • the benefits of use (why?). It should include the fundamental principles of PRINCE2 Method – Principles chapter . PRINCE2. © The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 16 of 21
  • OGC Requirement / Criteria How addressed It should include the framework for the PRINCE2 Method - Risk Management and Business Justification are both methodology based around core elements of risk principles and key themes. management and the Business Case. It should describe PRINCE2 in context – how PRINCE2 Method - Perspectives chapter. PRINCE2 fits into and interfaces with different environments: change and portfolio management, PRINCE2 in Practice publications. programmes and operations/BAU, cross organisational, commercial and non commercial. It should include clear explanations and descriptions PRINCE2 Method – Organisation chapter. of roles, responsibilities and governance requirements, including intelligent client and supplier PRINCE2 Method – Perspectives chapter. relationships in projects, and interfaces with other PRINCE2 Method – Roles, Responsibilities & Competences appendix. roles and responsibilities in areas such as programmes or procurement. It should include how PRINCE2 should be applied PRINCE2 Method - Perspectives chapter. and adapted to suit different contexts, types of projects and organisational requirements, including PRINCE2 in Practice publications. minimum levels. It should include how use of PRINCE2 enables PRINCE2 Method – Introduction chapter. realisation of benefits both short and longer term (project outputs as enablers). PRINCE2 Method – Initiating a Project chapter. PRINCE2 Method – Closing a Project chapter. PRINCE2 Method – Business Justification chapter. It should include references and interfaces to wider Each Key Theme to include a cross reference to techniques. Some project management or generic management skills, techniques will be specific to PRINCE2 hence described in the PRINCE2 in tools and techniques not included within PRINCE2. Practice publications. Other techniques may be generic to project management or general management and will only be referenced for completeness. It should include interfaces and boundaries between PRINCE2 Method – Roles, Responsibilities & Competences Appendix. PRINCE2 and a competent project manager. It should include real world examples and PRINCE2 in Practice Publications. illustrations. On-line case studies. It should include References. PRINCE2 Method – References chapter. It should include Acknowledgments. PRINCE2 Method – Acknowledgements chapter. It should include a Glossary. PRINCE2 Method – Glossary chapter. Figure 9 - Addressing the requirements of OGC's Mandate © The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 17 of 21
  • Appendix A.Acknowledgements Public Consultation OGC would like to thank those organisations and individuals who participated in the public consultation (see Public Consultation Report, ref [1], for details). PRINCE2 Reference Group (met 11th June 2007): Name Company Representing Terry Cooke-Davies Human Systems Private sector, SME Bob Patterson Fujitsu Private sector, global Philip Rushbrook Cabinet Office CCG Ruth Little DTI CCG (COE) Adrian Tilley APM Project management, UK Dusty Miller Sun Microsystems Private sector, global Prof Darren Dalcher Middlesex University Academia (UK) Rob Brace DWP CCG Steve Falkenkrog/ Wally PMI Project management Moore standards, USA Beverley Webb BSI Project management standards, UK Prof Christophe Bredillet University of Lille Academia (international) Jens Wandel United Nations Development Programme Public sector, global Dr David Marsh MOD Defence, UK Members of the Scoping and Review Group (met 6th July 2007): Alan Ferguson - ACO representative Alvin Gardiner - ATO representative Andrew Ball - Audit Commission Colin Bentley - APMG Examiner Dot Tudor - DSDM Eddie Borup - ACO representative Eddie Lamont - SPMMG/Edinburgh City Council Eileen Roden - APM representative Graham Robertson - KPMG Graham Williams - M_o_R author Helen Nicol - NHS Ian Santry - Home Office Jacky Chadwick - VOSA Jim Clinch - ITIL representative John Greenwood - Fujitsu Marc Baetens - ATO international representative Mark Canning - Regional Development Agency Paul Bradley - ATO representative Peter Woolliscroft - OGC Phil Wilson - Cabinet Office Richard Aspden - ATO representative Rod Sowden - MSP Lead Author © The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 18 of 21
  • Stephen Wierzbicki - ATO international representative Wieslaw Kosieradzki - ATO international representative Wietse Heidema - ATO international representative © The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 19 of 21
  • Appendix B.References [1] Public Consultation report – PRINCE2 Refresh [2] OGC Mandate for Change – PRINCE2 Refresh [3] Taxonomy of Educational Objectives: The Classification of Educational Goals, ISBN 978-0679302117 [4] Managing Successful Projects with PRINCE2, ISBN 9780113309467 [5] Tailoring PRINCE2, ISBN 9780113308972 [6] Business Benefits through Programme and Project Management, ISBN 9780113310258 [7] People Issues and PRINCE2, ISBN 9780113308965 [8] PRINCE2 for the Project Executive: practical advice for achieving project governance, ISBN 9780113309672 [9] Managing Successful Programmes (MSP 2007), ISBN 9780113310401 [10] Management of Risk: Guidance for Practitioners (M_o_R 2007), ISBN 9780113310388 [11] Improving Project Performance Using the PRINCE2 Maturity Model, ISBN 9780113310319 [12] APM Body of Knowledge, 5th Edition, ISBN-1-903494-25-7 [13] A Guide to the Project Management Body of Knowledge 3rd Edition (PMBoK Guide®), 9781930699458 [14] The Importance of ‘Process’ in Rethinking Project Management: The story of a UK Government-funded research network by Mark Winter, Charles Smith, Terry Cooke-Davies and Svetlana Cicmil, International Journal of Project Management, Volume 24, Number 8, pp650-662 [15] Agile Project Management: Running PRINCE2 Projects with DSDM Atern, ISBN 9780113310586 [16] For Successful Project Management: Think PRINCE2, ISBN 9780113310289 © The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 20 of 21
  • Appendix C.Glossary Term Description ACO An Accredited Consulting Organisation, assessed by APM Group in accordance with BE EN 45011, to consult in (some of) OGC’s PPRM products. Agile Agile methods originated as an alternative to the traditional waterfall approach to defining, designing, developing ad testing software. Agile methods use an iterative approach and emphasize realtime communication, preferably face-to-face, over written documents. ATO An Accredited Training Organisation, assessed by APM Group in accordance with BE EN 45011, to train in (some of) OGC’s PPRM products. APM Association for Project Management. APMG The APM Group – the accreditation body for PRINCE2. BPUG™ Best Practice User Group. BS 6079 A suite of standards which includes BS6079-1:2002 A Guide to Project Management and BS 6079-2:200 Project Management Vocabulary among others. CCP Change Control Panel – the group responsible for reviewing and prioritising the contents of the PRINCE2 Issue Log. Gateway An independent assurance reviews that occur at key decision points within the lifecycle of a programme or project. Also an abbreviation for The OGC Gateway™, the process for conducting independent assurance reviews. OGC Office of Government Commerce – the owners of PRINCE2. M_o_R® Management of Risk: Guidance for Practitioners. MSP™ Managing Successful Programmes. PBP / PBS / PFD Product Based Planning / Product Breakdown Structure / Product Flow Diagram P2iP PRINCE2 in Practice P2MM PRINCE2 Maturity Model. P3M3 Portfolio, Programme and Project Management Maturity Model. P3O Portfolio, Programme and Project Office (a new guide from OGC) PINO PRINCE In Name Only. PMI Project Management Institute. PPRM Programme, Project and Risk Management. Reference Group The group responsible for reviewing the feedback and producing the ‘Mandate for Change’. Review Group The group responsible for reviewing the Scoping Document and providing technical guidance to the authoring team. TSO The Stationery Office – the official publisher. PRINCE ® is a Registered Trade Mark and a Registered Community Trade Mark of the Office of Government Commerce, and is Registered in the U.S. Patent and Trademark Office. ITIL ® is a Registered Trade Mark, and a Registered Community Trade Mark of the Office of Government Commerce, and is Registered in the U.S. Patent and Trademark Office. M_o_R ® is a Registered Trade Mark and a Registered Community Trade Mark of the Office of Government Commerce. MSP™ is a Trade Mark of the Office of Government Commerce. P3M3 is part of the OGC’s Successful Delivery Toolkit™. The toolkit is a Crown Copyright Value Added product developed, owned and published by the Office of Government Commerce. Best Practice User Group™ and BPUG™ are Trade Marks of Best Practice User Group Ltd. OGC Successful Delivery Toolkit ™, OGC Gateway ™, MSP ™, the Swirl logo™ and PRINCE2 ™ are Trade Marks of the Office of Government Commerce. PMI and PMBOK® are registered marks of Project Management Institute Inc. © The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 21 of 21