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Similar to CSCP Project Management Procedures
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CSCP Project Management Procedures
- 1. CSCP Project Management Procedures PRINCE2 Methods
- 2. Why Do You need P. management tool? • Non uniformity • Late project completion • Misuse Budget • Poor quality of products • No lesson has been taken • Uncontrolled risk • Uncontrolled scope • Poor planning
- 3. What Is PRINCE2? PR-project IN C- controlled E- environment Project parameters Time, cost, quality, scope, benefit, risk
- 5. The Seven Principles of PRINCE2 Continued Business justification Defined Roles & Responsibilities Learn from experience Mange By stage Manage By Exception Focus on products Tallor to suit the project
- 6. The Seven themes of PRINCE2 Business case Organization Quality PlansRisks Change Progress
- 7. The Seven Process of PRINCE2 Starting up a project Directing a project Initiating a project Controlling a stage Managing project delivery Managing a stage boundary Closing a project
- 8. Scope This document will be applicable to all type projects carried out by WWDSE.
- 9. Project Organization Corporate DCEO for Engineering Works CEO DCEO for Supporting Works Project Board Executive: Planning Senior User: HR and Finance processes Senior Supplier: Construction Supervision Core Process Design Core Process (optional) Project Assurance: Sub Processes Project Coordinators Editorial Quality Controller Project Manager: Resident Engineer Project Support: IT Accountant Secretary Drivers Team 01Manger Team 02 Manger Team 03 Manger
- 10. Roles and Responsibilities Project Board • The Project Board is accountable to corporate or programme management for the success of the project, and has the authority to direct the project within the remit set by corporate or programme management as documented in the project mandate. • The Project Board is also responsible for the communications between the project management team and stakeholders external to that team (e.g. corporate and programme management). • Project Board members may delegate some Project Assurance tasks to separate individuals. • The Project Board may also delegate decisions regarding changes to a Change Authority.
- 11. Roles and Responsibilities Project Assurance: • Project Assurance covers the primary stakeholder interests (business, user and supplier). • Project Assurance has to be independent of the Project Manager; therefore the Project Board cannot delegate any of its assurance activities to the Project Manager.
- 12. Roles and Responsibilities Project Assurance Overall Responsibility: • The quality methods are being correctly followed • Quality control follow-up actions are dealt with correctly • An acceptable solution is being developed • The scope of the project is not changing unnoticed • Internal and external communications are working • Applicable standards are being used • The needs of specialist interests (for example, security) are being observed.
- 13. Roles and Responsibilities Project Manager: • The Project Manager has the authority to run the project on a day-to-day basis on behalf of the Project Board within the constraints laid down by them. • The Project Manager's prime responsibility is to ensure that the project produces the required products within the specified tolerances of time, cost, quality, scope, risk and benefits. • The Project Manager is also responsible for the project producing a result capable of achieving the benefits defined in the Business Case.
- 14. Roles and Responsibilities Team Manager(s): • The Team Manager's prime responsibility is to ensure production of those products defined by the Project Manager to an appropriate quality, in a set timescale and at a cost acceptable to the Project Board. • The Team Manager role reports to, and takes direction from, the Project Manager.
- 15. Procedures Pre Project Prepared By Product Process Approved Contract Management Project Mandate Corporat e Starting Up Project Project Manager Stage Plan Project Board Project Manger Project Brief Project Board
- 16. Procedures Initiation Stage Prepared By Product Process Approved Initiating a project Project Manger PID Project Board Project Manger Benefit Review Plan Project Board Managing stage Boundary Stage Plan Project Board
- 17. Procedures Subsequent Stages Prepared By Product Process Approved P. Manger End stage assessment Project Board Directing a project Team Leader WP P. Manager Controlling Stage Team Leader CP Report P. Manager Team Leader WP Comple P. Manger
- 18. Subsequent Stages Prepared By Product Process Approved Product Delivery PM Highlight report Project Board Controlling Stage
- 19. Procedures Final Stages Prepared By Product Process Approved Team Leader WP P. Manager Controlling Stage Team Leader CP Report P. Manager Team Leader WP Comple P. Manger Product Delivery PM Highlight report Project Board Controlling Stage PM End Project Report Corporate Closing A
- 20. Records CEOs, EOs, SPMs, should ensure the records are maintained, included; • Project Mandate; • Authorise Project • Project File • Project Brief; • Plan • Authorise initiation • Project Initiation Document (PID); • Organization • Business Case • Product Description • Project Quality Plan • Product Status Checklist • Benefit Review Plan • Work Package • Lesson Log
- 21. • Stage Log • Issue Register • Risk Register • Project/Stage Log/Diary • Project Stage Log • Issue Report • Lessons Report • Quality Review Error List • Quality Review Follow-up Action List • Quality Review Invitation • Quality Review Sign-off • Check Point Report • Risk Management Strategy • Highlight Report • Project Highlight Report • Programme Highlight Report • Exception Report • End Stage Report • Authorise Exception Plan • Authorise Continuation • End project report • Plan Text