PRINCE2 is a structured method for project management that originated in the UK. It consists of 7 processes and 40 activities and is used in over 50 countries. The key components of PRINCE2 include the project board, project manager, team manager, products, plans, risk management, and quality review. It defines roles and responsibilities, is based on a business case, uses product-based planning, integrates activities, and controls quality. While it may require more documentation for larger projects, PRINCE2 provides a concrete framework compared to standards like PMBOK.

1. PRINCE2
PRojects
IN
Controlled
Environments
Par
Gestion,
Philippe Savard
contrôle et
organisation d’un projet
Monday, February 22, 2010

2. Problématique
Évolution en GP
Guides et références en GP
Standards
Méthodes “step-by-step”
Monday, February 22, 2010

3. Plan / objectifs
l’importance d’une approche
structurée en GP
L’approche PRINCE2
Comparaison générale (+/-)
Monday, February 22, 2010

4. La réussite du
projet
Successful projects don't happen by themselves. However, the success rate is
bound to go up through effective project decision making process. Effective
project governance is central to the effective decision making. In the recent years,
therefore, project governance has become widely used term in the organisations.
Project governance is a framework within which decisions are made upon the
projects. Project governance is viewed as playing a vital role in the successful
delivery of projects. It ensures that the project implementation and execution
would go smoothly. Before the project starts, it is determined who will make the
project-related decisions and how they will make them. Setting up project
governance decreases the probability of poor controls during the life of the
project. Effective project governance is a prerequisite to succeed and lead in the
competitive business environment. The effective implementation of project
governance relies on the stakeholders, project team members and the
representatives involved in the arrangements all having a clear cut
understanding of what is required of them.
Project Governance: Fundamental of Project Management
Bhimaraya Metri. Vision. New Delhi: Jul-Sep 2009. Vol. 13, Iss. 3; pg. 93, 2 pgs
Monday, February 22, 2010

5. Méthodologies
A Project Management Methodology, is an excellent primer for a new project
manager and is, as Dr. Haugan explains, "...a refresher for experienced project
managers to remind them of the essential discipline necessary to manage a project
effectively...."
Applying the Methodology, demonstrates how the methodology detailed in Part 2
can be applied in managing different types of projects based upon how they
are assigned;
Environmental and Facilitating elements, discusses some of the factors that
affect a project manager's ability to effectively carry out the process steps
identified in this methodology: human resource management, risk management,
communications management, project procurement management, and
configuration management. Unlike the process steps, these topics extend across all
project groups, and, in the author's words, "add other dimensions to the basic
PROJECT MANAGEMENT FUNDAMENTALS: KEY CONCEPTS AND METHODOLOGY
Daniel Nugent. Project Management Journal. Sylva: Dec 2006. Vol. 37, Iss. 5; pg. 113, 1 pgs
Monday, February 22, 2010

6. Les approches en GP
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7. l’importance d’une approche
structurée en GP
Impacts directs sur le projet
Influence le cadre de travail
Définition du projet
Contrôle des coûts
Qualité des livrables
Project Success as a Topic in Project Management Journals
Lavagnon A Ika. Project Management Journal. Sylva: Dec 2009. Vol. 40, Iss. 4; pg. 6, 14 pgs
Monday, February 22, 2010

8. Monday, February 22, 2010

9. C’est quoi ?
Méthode de gestion de projet
PRINCE (1989) - Central Computer &
Telecommunication Agency, UK
PRINCE2 (1996)
40 activités, 7 processus
50 pays
OGC (Office of Government Commerce) (2007). Managing Successful Projects with PRINCE2. TSO (The
Stationary Office). ISBN 9780113309467.
Monday, February 22, 2010

10. Project Board
Project
Senior User Senior Supplier
Executive
Project
Manager
Team
Manager
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11. Les composantes
Comparable au “Knowledge Areas” du PMBoK
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12. Le Modèle
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13. le Modèle (suite)
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14. Les techniques
Planification basée sur le produit
(PBS)
Contrôle du changement
Revision de la qualité
Monday, February 22, 2010

15. Quand l’adopter ?
Pas de scénario parfait
Possibilités de s’adapter
Partiellement
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16. Comparaison des
approches
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17. Les standards en GP
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18. Les méthodes en GP
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19. Les méthodes AGILE
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20. PMBOK versus PRINCE2
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21. +
Rôles et responsabilités
Basé sur un business case
Planification basée sur le produit
Intégration
Contrôle sur la qualité (ISO 9000)
Méthode concrète (Work Packages)
Possibilité de segmenter
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22. -
“Inapproprié” pour les petits projets
Création et maintient des documents
Restreint
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23. Conclusion
Méthodes et techniques
Cycle de vie de la Gestion de Projet
Monday, February 22, 2010