SlideShare a Scribd company logo
June 2008
University of Adelaide
Perry Wheeler
PRINCE2 TimelinePRINCE2 Timeline
1989
2005
1996
2009 ?
CurrentCurrent ReleaseRelease
PromptPrompt
How big is Prince2?How big is Prince2?
More than 250,000 practitioners worldwide
More than 20 national user groups
Over 120 accredited training organisations
Translated into at least 17 languages
Public and private sector
Used on all types of projects (construction, change,
technology)
Over 2 million page links on Google (PMBOK gets 1.4
million)
Now the most widely used PM methodology in the world
PRINCE3?PRINCE3?
Still Prince2
Prince to Prince2 was a fundamental change
Cost
Trademark and image
Why Change?Why Change?
OGC MandateOGC Mandate
OGC MandateOGC Mandate
Public ConsultationPublic Consultation
Public ConsultationPublic Consultation
The approachThe approach
PRINCE2
Method
PRINCE2
in Practice
Managing
Directing
Business benefits through
project and programme
management
Think Prince2
Study guides
Prince2 handbook
Templates
Checklists
P3O
P2MM
MSP
M_O_R
ITIL
Case Studies
PRINCE2 &
DSDM
TheThe ChangesChanges
Manuals - Changed
Principles - New
Themes – Updated Components
Processes – Changed
Techniques – Probably replaced
Management Products – Reduced
Project Environment - New
The ManualsThe Manuals
The PrinciplesThe Principles
The new release is to be placed in context by new,
defined principles which should be:
Universal
Self validating
Empowering
These principles separate a PRINCE2 project from a
PINO project
Business Justification A PRINCE2 project must have continued business justification
Roles and Responsibilities A PRINCE2 project must have defined and agreed roles and
responsibilities with an organisation structure that engages the
business, user and supplier stakeholder interests
Product Focus A PRINCE2 project must focus on products and their quality
Managed by Stages A PRINCE2 project must be planned, baselined, monitored and
controlled on a stage by stage basis
Management of Risk A PRINCE2 project must proactively manage its risk
Scaling and Tailoring A PRINCE2 project must decide how to apply the method such that it
is scaled and tailored to suit the project’s environment, complexity,
importance and risk
Learning Lessons A PRINCE2 project must learn from experience
Business Case The why
Organisation The who
Plans The what, how and when
Risk Managing uncertainty
Progress Controlling time and costs
Quality Assuring the delivery of fit-for-purpose products
Issues & Changes Controlling scope
The old process diagramThe old process diagram
Directing a ProjectDirecting a Project
Start-upStart-up
InitiationInitiation
Stage BoundariesStage Boundaries
Controlling a StageControlling a Stage
Product DeliveryProduct Delivery
Closing aClosing a
ProjectProject
Management ProductsManagement Products
Scaling philosophy
Designed for typical projects
Can be scaled up
Can be scaled down
Will be supported by a set of templates with
embedded guidance and quality criteria
“PRINCE2 requires information and decisions NOT documents and meetings”
The Project EnvironmentThe Project Environment
Will contain context based guidance
Projects in a programme / not in a programme
Customer/Supplier commercial relationships
Working with project or programme offices
Using PRINCE2 with specialist methods
Links with OGC Gateway
Procurement
Policy projects
Feasibility projects
R&D projects
Multi-organisation projects
Evolving projects
Compulsory projects
What happens now?What happens now?
First Drafts completed (Feb 2008)
Pilots nearly completed (March 08 to June 08)
Quality Reviews (first draft, second draft, final draft)
Surveys – to address options and test quality criteria
Proof of Concept (for exam syllabus) Another Exam
change!
Further consultation (for enhanced exam scheme)
Transition period Q1 2009

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Prince2009

  • 1. June 2008 University of Adelaide Perry Wheeler
  • 2. PRINCE2 TimelinePRINCE2 Timeline 1989 2005 1996 2009 ? CurrentCurrent ReleaseRelease PromptPrompt
  • 3. How big is Prince2?How big is Prince2? More than 250,000 practitioners worldwide More than 20 national user groups Over 120 accredited training organisations Translated into at least 17 languages Public and private sector Used on all types of projects (construction, change, technology) Over 2 million page links on Google (PMBOK gets 1.4 million) Now the most widely used PM methodology in the world
  • 4. PRINCE3?PRINCE3? Still Prince2 Prince to Prince2 was a fundamental change Cost Trademark and image
  • 10. The approachThe approach PRINCE2 Method PRINCE2 in Practice Managing Directing Business benefits through project and programme management Think Prince2 Study guides Prince2 handbook Templates Checklists P3O P2MM MSP M_O_R ITIL Case Studies PRINCE2 & DSDM
  • 11. TheThe ChangesChanges Manuals - Changed Principles - New Themes – Updated Components Processes – Changed Techniques – Probably replaced Management Products – Reduced Project Environment - New
  • 13. The PrinciplesThe Principles The new release is to be placed in context by new, defined principles which should be: Universal Self validating Empowering These principles separate a PRINCE2 project from a PINO project
  • 14. Business Justification A PRINCE2 project must have continued business justification Roles and Responsibilities A PRINCE2 project must have defined and agreed roles and responsibilities with an organisation structure that engages the business, user and supplier stakeholder interests Product Focus A PRINCE2 project must focus on products and their quality Managed by Stages A PRINCE2 project must be planned, baselined, monitored and controlled on a stage by stage basis Management of Risk A PRINCE2 project must proactively manage its risk Scaling and Tailoring A PRINCE2 project must decide how to apply the method such that it is scaled and tailored to suit the project’s environment, complexity, importance and risk Learning Lessons A PRINCE2 project must learn from experience
  • 15. Business Case The why Organisation The who Plans The what, how and when Risk Managing uncertainty Progress Controlling time and costs Quality Assuring the delivery of fit-for-purpose products Issues & Changes Controlling scope
  • 16. The old process diagramThe old process diagram
  • 17. Directing a ProjectDirecting a Project Start-upStart-up InitiationInitiation Stage BoundariesStage Boundaries Controlling a StageControlling a Stage Product DeliveryProduct Delivery Closing aClosing a ProjectProject
  • 18. Management ProductsManagement Products Scaling philosophy Designed for typical projects Can be scaled up Can be scaled down Will be supported by a set of templates with embedded guidance and quality criteria “PRINCE2 requires information and decisions NOT documents and meetings”
  • 19. The Project EnvironmentThe Project Environment Will contain context based guidance Projects in a programme / not in a programme Customer/Supplier commercial relationships Working with project or programme offices Using PRINCE2 with specialist methods Links with OGC Gateway Procurement Policy projects Feasibility projects R&D projects Multi-organisation projects Evolving projects Compulsory projects
  • 20. What happens now?What happens now? First Drafts completed (Feb 2008) Pilots nearly completed (March 08 to June 08) Quality Reviews (first draft, second draft, final draft) Surveys – to address options and test quality criteria Proof of Concept (for exam syllabus) Another Exam change! Further consultation (for enhanced exam scheme) Transition period Q1 2009

Editor's Notes

  1. 06/13/13
  2. PRINCE was established in 1989 by CCTA (the Central Computer and Telecommunications Agency), since renamed the OGC (the Office of Government Commerce). PRINCE was originally based on PROMPT, a project management method created by Simpact Systems Ltd in 1975. PROMPT was adopted by CCTA in 1979 as the standard to be used for all Government information system projects. When PRINCE was launched in 1989, it effectively superseded PROMPT within Government projects. PRINCE remains in the public domain and copyright is retained by the Crown. PRINCE is a registered trademark of OGC. 06/13/13
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  9. P30 – Portfolio, program & Project office guidelines Dynamic Systems Development Model/method
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  11. Replacement for componants