3. Project Planning, Scheduling, and Control
Work Breakdown Structure
1. Project
2. Major tasks in the project
3. Subtasks in the major tasks
4. Activities to be completed
3
6. The Statistics on Project Failure
• Gartner studies suggest that 75% of all US IT projects are
considered to be failures by those responsible for initiating
them and half of the projects exceeded budget by 200%!
• A Standish Group study (“Chaos Report”), again in the US IT
industry, found that 31% of projects were cancelled outright
before completion and that 53% of the all projects cost was
over the original estimates.
• 1 in 4 CEO’s said they were unable to pursue a market
opportunity due to talent. *
• 1 in 3 concerned skill shortages impacted their ability to
innovate effectively. *
* PWC – 2012 “Insight and Trends: Current Portfolio, Programme
and Project Management Practices”
6
10. What is PMBOK® Guide ?
PMBOK® Guide identifies the practices that the project
management body of knowledge generally recognized as good
practices
PMBOK® Guide provides and promotes a common vocabulary
within the project management profession for discussing, writing,
and applying project management concepts
PMBOK® Guide establishes guidelines for project management
processes, tools, and techniques
* PMBOK: Project Management Body of Knowledge, created by PMI, the
Project Management Institute
10
11. What Is PRINCE2® ?
Projects in a Controlled Environment (PRINCE)
PRINCE2® is a book that describes a method for approaching
managing and closing down a project of any type or size
PRINCE2® tells what should be done and why it should be done
but does not say how it should be done
PRINCE2® is not prescriptive, rather it is descriptive
PRINCE2® is a structured management method
®U.K.’s Office of Government Commerce (OGC)
11
12. Where is PRINCE2® being used?
1970 1980 1990 2000
1975
PROMPT
created
1979
PROMPT
UK Govt
Standard
1989
PRINCE
created for IT
1996
PRINCE2
created -
generic
2002 - 2009
PRINCE2
Refreshed
13. PRINCE2 - Benefits
• Standard – working on different projects is easier for
staff
• Structured – templates, documentation, planning
• Non-Proprietary – can use other techniques to design,
develop and evaluate product (SDLC, SSADM, UML)
• De facto standard (UK government and Industry)
• Qualification – get accreditation
Does not Cover
• Specific tools/techniques (e.g. Planning and Scheduling Tools)
• People Management ( Delegation, Management and Leadership)
14. Benefits for project managers
1. Clear terms of reference
2. Defined structure
3. Manageable stages
4. Resources committed
5. Brief reports to management
6. Focused meetings at key points
7. Avoid scope creep
15. Benefits for users
1. Participate in all the decision making
2. Involved in day-to-day progress
3. Participate in quality review
4. Ensure their requirements are satisfied
5. User involvement critical
16. Five Main Aspects to PRINCE2®
In order to successfully complete any significant job of
work there are five main aspects that need to be
considered, namely:
• The method to be used, in other words how will you approach
the job
• How will the work be organized
• What are the main factors that need to be taken into account
• Who will have responsibility for what
• And how will progress be monitored and communicated
16
18. PRINCE2® Project Variables (also
known as the 6 performance targets)
Cost
Timescale
Quality
Scope
Risk
Benefits
18
When will the project finish with the current schedule?
Are the costs being controlled and are we within budgets?
Will the product be usable at the end of the project?
The scope has to be well defined and clear to all stakeholders.
Avoid scope creep (no new uncontrolled requirements)
Why are we doing the project and what are we going to get out
of it? Must be clear, known and measurable.
How much risk exists and how can it be managed?
20. PRINCE2® – 7 x 7 x 7
Seven Principles
The seven Principles provide a best-practice framework for the
project. Ultimately they define a PRINCE2® project
Seven Themes
Themes provide the knowledge on how to achieve the
principles. The seven Themes provide guidance on aspects of
project work which should be addressed at various points during
the undertaking. They relate to each other and are integrated into
the Processes. Need to be continually addressed.
Seven Processes
Activities done during the project and who does them. Answers the
question what products are to be created and when. The seven
Processes offer a ‘journey’ through the project so that critical
aspects of project work are neither forgotten nor treated in a trivial
manner
20
22. PRINCE2® Principles
Continued business justification. Always checking if there is a
valid business case. (Benefits)
Learn from experience. Makes sure that we don’t make the same
mistakes with previous projects.
Defined roles and responsibilities. Accountability and
responsibility. Everyone involved should know clearly what is
expected of them.
Managed by stages. Break big projects up into manageable chunks.
Managed by exception. An appropriate delegation of authority
technique. Authority is delegated by defining tolerances for each of
the six performance variables (see next two slides)
Focus on products. All products are defined and agreed by all sides
before the development.
Tailor to suit the project environment. Customize PRINCE2 to
your needs. The project Board and the project manager decide how
the method will be applied to their particular field.
22
23. PRINCE2® Principles – Manage by Exception
Managed by exception. An appropriate delegation of
authority technique. Authority is delegated by defining
tolerances for each of the six performance variables.
23
24. PRINCE2® Roles
Customer, User and Supplier
The person who is paying for the project is called the customer or executive.
The person who is going to use the results or outcome of the project, or who will
be impacted by the outcome of a project, is called the user.
On some projects, the customer and user may be the same person. The person
who provides the expertise to do the actual work on the project (i.e. will be
designing and building the outcome) is called the supplier or specialist.
All of these people need to be organized and co-ordinated so that the project
delivers the required outcome within budget, on time and to the appropriate
quality.
Project board
Each PRINCE2 project will have a project board made up of the customer (or
executive), someone representing the user side, and someone representing the
supplier or specialist input.
In PRINCE2, these people are called customer, senior user and senior
supplier respectively.
The Project Manager reports regularly to the project board, keeping them
informed of progress and highlighting any problems he/she can foresee.
The project board is responsible for providing the Project Manager with the
necessary decisions for the project to proceed and to overcome any problems.
24
26. PRINCE2® Authority
Corporate or Program
Project Board – Project Executive
Project Manager
Team Manager(s)
Tolerances Set By
Project Corporate/Program
Management Stage Project Board
Work Package Project Manager
Team Manager
26
Decreasing Authority
27. PRINCE2® Processes
Starting up a project
Directing a project
Initiating a project
Controlling a stage
Managing product delivery
Managing a stage boundary
Closing a project
PRINCE2® processes are management processes
27
29. PRINCE2® Structure
Directing
Managing
Delivering
Pre-
project
Initiation
stage
Subsequent
delivery stages
Final delivery
stage
Key
SU = Starting up a project
IP = Initiating a project
SB = Managing a stage boundary
CP = Closing a project
SU
Directing a project
SB
SB
Controlling a stage
Controlling a stage
IP
CP
Managing product
delivery
Managing product
delivery
29
In the slide that follows,
PURPLE COLOUR represents the
PROCESSES,
RED represents the
DOCUMENTS produced
38. PRINCE2® PRE-PROJECT FLOW
Appoint
Project
Executive
Draft Outline
Business Case
Appoint
Project
Manager
Project
Mandate
• Capture Previous Lessons
• Select Project Approach
• Create Project Product Description (High Level)
• Design/Appoint Project Management Team
• Prepare Project Brief
• Prepare Initiation Stage Plan
Create Daily
Log
Request
Approval to
Start Initiation
Stage
A
A
38
39. PRINCE2® BENEFITS
Mandate – Very High Level
Outline Business Case– High Level
User Defined - Specific
Business Case - Detailed
Benefits Review – Verify (usually post-project)
Any time it is recognized that benefits will not be
achieved, the Project Board loses authority to
continue.
39
43. PRINCE2® Themes
Business Case
Organization
Quality
Plan
Risk
Change
Progress
The Business Case for a project forms part of
its very foundation. It is the most important
set of information for a project and drives the
decision-making process. It is used
continually to ensure that the project’s
progress is aligned with the business
objectives.
Answers the questions; Is the project:
• Desirable (cost/benefit/risk balance)
• Viable (project can deliver the products)
• Achievable (can products provide the
benefits)
Is the responsibility of the Project Executive
Some aspects may be assigned to the Project Manager
43
44. PRINCE2® Themes
Business Case
Organization
Quality
Plan
Risk
Change
Progress
Defining all the roles, responsibilities
and relationships for the people involved
in managing and executing the project.
User
Customer
(Business Interest)
Supplier
44
45. PRINCE2® Themes
Business Case
Organization
Quality
Plan
Risk
Change
Progress
Path to applying quality assurance and
control in a project. The emphasis which
PRINCE2® places on products, or deliverables,
means that it is easy to see the relevance of
traditional quality management principles
to the management of projects.
Four elements of Quality:
• Quality System (a collection of business
processes focused on achieving quality
policy)
• Quality Planning (process that translates
quality policy into measurable objectives
and requirements)
• Quality Assurance – (focuses on
processes)
• Quality Control – (focuses on output)
45
46. PRINCE2® Themes
Quality
Responsibility of the Project Board
Three views: Executive – User – Supplier
Project Manager has NO Quality Execution Responsibilities
(except for the Quality Plan)
46
47. PRINCE2® Themes
Business Case
Organization
Quality
Plans
Risk
Change
Progress
Product-based Planning
These are the backbone of the
management information system that is
required for any project. PRINCE2® is very
concerned with the different levels of
plan which need to be produced and the
approvals which are required before plans
are put into action.
Three levels of plans:
• Project
• Stage
• Team (optional)
• Exception
47
48. PRINCE2® Themes
Business Case
Organization
Quality
Plan
Risk
Change
Progress
Since risk is such a fundamental
consideration within the Business Case,
PRINCE2® identifies Risk as a Theme in its
own right to assess and take relevant
action in respect of uncertainties.
48
49. PRINCE2® Themes
Business Case
Organization
Quality
Plan
Risk
Change
Progress
Change in projects is inevitable so
PRINCE2® defines procedures for
managing changes as they occur or
become necessary. This can be a
particularly crucial element in a project
since the rest of the project or other
projects or perhaps a program can be
affected by changes made within a
project. This Theme also provides for
Configuration Management which may
be thought of as asset control.
A common approach to Issue
and Change Control
• Request for change
• Off-specification (non-conformance)
• Problem/concern (issue)
49
50. PRINCE2® Themes
Business Case
Organization
Quality
Plan
Risk
Change
Progress
As important as it is to plan the project it
is equally important to know how the
project is progressing. When the ‘actual
state’ is known and compared to the
planned state, then control is possible.
50
51. PRINCE2® vs PMBOK® (PMP)Guide
A method
Descriptive
What and Why
Principles & Processes
Does not address tools &
techniques
Defined roles
Managed by exception
Not a methodology
Prescriptive
How and Why
Processes
Guidelines for tools &
techniques
51
52. PRINCE2® vs PMBOK® (PMP) Guide
PRINCE2 ® requires an
organization change
PRINCE2 ® is based on
shared responsibilities
PMBOK ® can be applied in
virtually any organization
PMBOK ® places the
responsibilities on the
project manager
52
53. Some Definitions
PRINCE2 PMBOK (PMP)
Project: A project is a
temporary organization that
is created for the purpose of
delivering one or more
business products according
to an agreed Business Case.
Project: A temporary
endeavor undertaken to
create a unique product,
service, or result.
53
54. Some Definitions
PRINCE2 PMBOK (PMP)
Project Management: The
planning, delegating,
monitoring and control of all
aspects of the project, and the
motivation of those involved, to
achieve the project objectives
within the expected
performance targets of time,
cost, quality, scope, benefits
and risks.
Project Management: The
application of knowledge,
skills, tools, and techniques
to project activities to meet
the project requirements.
54
55. Feature PRINCE2 PMBOK (PMP)
History Origin - United Kingdom Origin - United States
Owner AXELOS and the UK Cabinet Office Project Management Institute (PMI)
Usage Global
Foundation:730,555 Exams to date (July 2013)
Practitioner:388,085 Exams to date (July 2013)
Global
583,806 active PMP certified (Oct 2013)
Structure 7 Principles, 7 Themes, 7 Processes (2009 Edition)
A process based project management methodology
A series of management processes defining what must be
done, when and how it must be done and by whom over
the life of a project
Prescriptive, but tailorable
Defines the roles of everyone involved in a project
47 Processes (5th Edition)
5 Process Groups
10 Knowledge Areas
A knowledge based approach to project
management
Describes core practices and a wider range of
techniques that can be applied to manage a
project
Non-prescriptive
Focuses on the project manager's role
Training
Practice
PRINCE2 Training Organizations must be Accredited and
hold a licence to train in PRINCE2.
Trainers must pass an independent competency
assessment and be accredited
PMP training organizations must comply with the
PMI training syllabus.
Trainer's competency to deliver training is not
assessed.
Certifications PRINCE2 Practitioner (P2RP)
5 day course
3 hour exam
Re-certify every 5 years with 1 hour exam
Project Management Professional (PMP)
4500/7500 hours prerequisite
35 hours of formal PM education
3 hour exam
Re-certify every 3 years
PMBOK and the PRINCE2®
55
58. Sources
• PRINCE2® Overview presentation, Russ
Meermans, PMP, PRINCE2 Practitioner
• “Using PRINCE2® to Manage Your ITIL®
Implementation”, presentation by Marval North
America (www.marvalna.com)
• PRINCE2 ® Process Model, presentation by
ProjectingIT
