3. Die Inhaltestellen denaktuellenAnsatzdar. Das endgültigeErgebniskannabweichendsein. NeuesteInformationensindzufindenunterwww.best-management-practice.com"PRINCE2® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries" 18. Februar 2009 2
13. GesamthafteRolle des Projektmanagers PersönlicheKompetenzen Führung Einflussnahme Konfliktmanagement Verhandeln Motivieren Problemlösung DerProjektmanager in der Organisation ArbeitmitdemLenkungsausschuss ArbeitmitProjektteams Managementverantwortlichkeiten 18. Februar 2009 12
14. ErfolgreicheProjektemit PRINCE2 lenken Ansatz entlangdemProjektablauf Pre-project Project Post-project bietet BeispielAgenden Entscheidungschecklisten Rollenratgeber Business Benutzer Lieferant Blick auf Aufgaben und Verhalten 18. Februar 2009 13
15. ErfolgreicheProjektemitPRINCE2 lenkenStruktur Einführung 10 MinutenRatgeber Lenkungsausschuss – Aufgaben und Verhalten Starting Up a Project Authorising Initiation Authorising a Project Authorising a Stage (or Exception) Plan Giving Ad Hoc Direction Confirming Project Closure Reviewing Benefits JedesKapitel hat: Agenda-Vorschläge Checklisten A – Rollenbeschreibungen B – Produktbeschreibungen C - Troubleshooting D – Checklisten GeschätzteSeitenzahl <125 Seiten 18. Februar 2009 14
16. ErfolgreicheProjektemanagenmit PRINCE2 Struktur Einführung Prinzipien Einführung in die Prozesse Starting Up a Project Directing a Project Initiating a Project Controlling a Stage Managing Product Delivery Managing a Stage Boundary Closing a Project Einführung in die Schlüsselthemen Business Case Organisation Qualität Pläne Risiken Änderungen Fortschritt Projektumgebung GesamthafteRolle des Projektmanager s A – Produktbeschreibungen B – Produkt/Prozess-Karte C – Rollen D – BeispielproduktbasiertePlanung E – Checklisten F - Troubleshooting GeschätzteSeitenzahl <300 Seiten 18. Februar 2009 15
17. NächsteSchritte Quality Reviews (zweiter und finalerEntwurf) Rückmeldung von den Pilotanwendern Umfragenzumprüfen von Optionen und derQualitätskriterien Proof of Concept (des Examenslehrplans) WeitereBeratungenzumerweitertenExamensschema EinführungszeitraumMitte2009 18. Februar 2009 16
18. 18. Februar 2009 17 COPARGO Das führende exklusive Beratungsunternehmen für PRINCE2 in Deutschland Hauptstr. 44-46 D-63303 Dreieich Tel.: 06103 8028405 www.copargo.de
Hinweis der Redaktion
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)
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’