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Managing successful projects with PRINCE2 2009 PDF M an ag in g Su cce ssfu l Pro je cts w ith PR IN C E2 T M It is often stated that the one constant in the modern world is change. Whether that change is driven from a strategic perspective, forms part of a programme of transformational change, or is in response to an operational imperative, the delivery mechanism for change remains the same, and that is project management. This latest version of the PRINCE2TM method has been designed to place more emphasis on the principles that underpin successful project management, and to provide clear guidance on how to apply these principles to the organizational context within which projects are operating. As such, it is an essential manual for anyone with an interest in managing projects more successfully. The challenge that faces all organizations, whether they be public or private sector, large or small, is to deliver change through managing projects successfully and consistently. This is where the PRINCE2 project management method adds real value, as the globally recognized standard for delivering successful projects. 9 780113 310593 ISBN 978-0-11-331059-3 www.tso.co.uk Managing Successful Projects with PRINCE2TM 5909_P2Managing_V0_7.indd 1 15/5/09 14:42:36 Published by TSO (The Stationery Office) and available from: Online www.tsoshop.co.uk Mail, Telephone, Fax & E-mail TSO PO Box 29, Norwich, NR3 1GN Telephone orders/General enquiries: 0870 600 5522 Fax orders: 0870 600 5533 E-mail:
[email protected] Textphone 0870 240 3701 TSO@Blackwell and other Accredited Agents Customers can also order publications from: TSO Ireland 16 Arthur Street, Belfast BT1 4GD Tel 028 9023 8451 Fax 028 9023 5401 © Crown Copyright 2009 Published on behalf of the Office of Government Commerce This is a Crown copyright value added product, reuse of which requires a Licence from OGC. Applications to reuse, reproduce or republish material in this publication should be sent to OGC, The OGC Service Desk, Rosebery Court, St Andrews Business Park, Norwich, Norfolk, NR7 0HS. Tel No: (+44) (0)845 000 4999, E-mail:
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Applications for reproduction should be made in writing to The Stationery Office Limited, St Crispins, Duke Street, Norwich NR3 1PD The Swirl logo™ is a Trade Mark of the Office of Government Commerce The OGC logo® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom PRINCE® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries PRINCE2™ is a Trade Mark of the Office of Government Commerce in the United Kingdom and other countries ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries M_o_R® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries MSP™ is a Trade Mark of the Office of Government Commerce P3O® is a Registered Trade Mark of the Office of Government Commerce P3M3™ is a Trade Mark of the Office of Government Commerce First edition Crown Copyright 1996 Second edition Crown Copyright 1998 Third edition Crown Copyright 2002 Fourth edition Crown Copyright 2005 Fifth edition Crown Copyright 2009 First published 2009 ISBN 978 0 11 331059 3 Printed in the United Kingdom for The Stationery Office N6012442 c240 05/09 List of figures vi List of tables viii Foreword x Acknowledgements xi Conventions used in this manual xiii 1 Introduction 1 1.1 The purpose of this manual 3 1.2 The importance of projects 3 1.3 What makes projects different? 3 1.4 Why have a project management method? 4 1.5 Introducing PRINCE2 4 1.6 Related OGC guidance 6 1.7 Benefits of PRINCE2 7 2 Principles 9 2.1 Continued business justification 11 2.2 Learn from experience 12 2.3 Defined roles and responsibilities 12 2.4 Manage by stages 13 2.5 Manage by exception 13 2.6 Focus on products 14 2.7 Tailor to suit the project environment 14 3 Introduction to PRINCE2 themes 15 3.1 What are the themes? 17 3.2 Applying the themes 18 3.3 Format of the themes 18 4 Business Case 19 4.1 Purpose 21 4.2 Business Case defined 21 4.3 The PRINCE2 approach to the Business Case 22 4.4 Responsibilities 27 5 Organization 29 5.1 Purpose 31 5.2 Organization defined 31 5.3 The PRINCE2 approach to organization 32 5.4 Responsibilities 43 6 Quality 45 6.1 Purpose 47 6.2 Quality defined 47 6.3 The PRINCE2 approach to quality 49 6.4 Responsibilities 57 7 Plans 59 7.1 Purpose 61 7.2 Plans defined 61 7.3 The PRINCE2 approach to plans 64 7.4 Responsibilities 72 8 Risk 75 8.1 Purpose 77 8.2 Risk defined 77 8.3 The PRINCE2 approach to risk 78 8.4 Responsibilities 88 9 Change 89 9.1 Purpose 91 9.2 Change defined 91 9.3 The PRINCE2 approach to change 92 9.4 Responsibilities 96 10 Progress 99 10.1 Purpose 101 10.2 Progress defined 101 10.3 The PRINCE2 approach to progress 102 10.4 Responsibilities 109 Contents iv | Contents 11 Introduction to processes 111 11.1 The PRINCE2 processes 113 11.2 The PRINCE2 journey 113 11.3 The PRINCE2 process model 114 11.4 Structure of the process chapters 114 12 Starting up a Project 119 12.1 Purpose 121 12.2 Objective 121 12.3 Context 122 12.4 Activities 122 13 Directing a Project 133 13.1 Purpose 135 13.2 Objective 135 13.3 Context 135 13.4 Activities 136 14 Initiating a Project 147 14.1 Purpose 149 14.2 Objective 149 14.3 Context 150 14.4 Activities 150 15 Controlling a Stage 165 15.1 Purpose 167 15.2 Objective 167 15.3 Context 168 15.4 Activities 168 16 Managing Product Delivery 183 16.1 Purpose 185 16.2 Objective 185 16.3 Context 185 16.4 Activities 186 17 Managing a Stage Boundary 191 17.1 Purpose 193 17.2 Objective 194 17.3 Context 194 17.4 Activities 194 18 Closing a Project 203 18.1 Purpose 205 18.2 Objective 205 18.3 Context 205 18.4 Activities 205 19 Tailoring PRINCE2 to the project environment 213 19.1 What is tailoring? 215 19.2 General approach to tailoring 215 19.3 Examples of tailoring PRINCE2 217 19.4 Projects in a programme environment 217 19.5 Project scale 221 19.6 Commercial customer/supplier environment 224 19.7 Multi-organization projects 227 19.8 Project type 228 19.9 Sector differences 229 19.10 Project management Bodies of Knowledge 230 Appendix A: Product Description outlines 233 A.1 Benefits Review Plan 235 A.2 Business Case 237 A.3 Checkpoint Report 238 A.4 Communication Management Strategy 239 A.5 Configuration Item Record 240 A.6 Configuration Management Strategy 241 A.7 Daily Log 242 A.8 End Project Report 243 A.9 End Stage Report 244 A.10 Exception Report 245 A.11 Highlight Report 245 A.12 Issue Register 246 A.13 Issue Report 247 A.14 Lessons Log 248 A.15 Lessons Report 249 Contents | v A.16 Plan 250 A.17 Product Description 251 A.18 Product Status Account 253 A.19 Project Brief 253 A.20 Project Initiation Documentation 254 A.21 Project Product Description 256 A.22 Quality Management Strategy 257 A.23 Quality Register 258 A.24 Risk Management Strategy 259 A.25 Risk Register 260 A.26 Work Package 261 Appendix B: Governance 263 Appendix C: Roles and responsibilities 267 C.1 Project Board 269 C.2 Executive 270 C.3 Senior User 270 C.4 Senior Supplier 271 C.5 Project Manager 271 C.6 Team Manager 272 C.7 Project Assurance 273 C.8 Change Authority 274 C.9 Project Support 274 Appendix D: Product-based planning example 277 D.1 Scenario 279 D.2 Example of a Project Product Description 279 D.3 Examples of a product breakdown structure 281 D.4 Example of a Product Description 282 D.5 Product flow diagram 283 Appendix E: Health check 285 E.1 Starting up a Project 287 E.2 Directing a Project 288 E.3 Initiating a Project 291 E.4 Controlling a Stage 291 E.5 Managing Product Delivery 292 E.6 Managing a Stage Boundary 292 E.7 Closing a Project 293 Further information 295 Glossary 301 Index 315 Figure 1.1 Project management Figure 1.2 The structure of PRINCE2 Figure 1.3 OGC best-practice guidance Figure 4.1 Relationship between outputs, outcomes and benefits Figure 4.2 The development path of the Business Case Figure 5.1 The three project interests Figure 5.2 The four levels of management within the project management team Figure 5.3 Project management team structure Figure 5.4 Possible reporting structure using user and supplier groups Figure 5.5 The many facets of the Project Manager role Figure 6.1 The quality audit trail Figure 7.1 PRINCE2’s planning levels Figure 7.2 The PRINCE2 approach to plans Figure 7.3 Product-based planning technique Figure 7.4 Simple activity-on-node diagram Figure 8.1 Organizational perspectives Figure 8.2 The risk management procedure Figure 8.3 Example of a risk breakdown structure Figure 8.4 Risk cause, event and effect Figure 8.5 Probability impact grid Figure 8.6 Summary risk profile Figure 8.7 Threat and opportunity responses Figure 9.1 Issue and change control procedure Figure 9.2 Options analysis Figure 10.1 Delegating tolerance and reporting actual and forecast progress Figure 10.2 Specialist work defined in technical stages Figure 10.3 Specialist work crossing management stage boundaries List of figures Figure 10.4 Specialist work aligned to management stages Figure 11.1 The PRINCE2 processes Figure 11.2 PRINCE2 process model Figure 11.3 Relationship between processes, activities and actions Figure 12.1 Overview of Starting up a Project Figure 12.2 Appoint the Executive and the Project Manager: activity summary Figure 12.3 Capture