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Prince 2

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https://en.wikipedia.org/wiki/PRINCE2

PRINCE2 (Projects IN Controlled Environments) is a structured project management method,[1] PRINCE2 and certification programme for practitioners in the methodology who are accredited, qualified through training. PRINCE2 emphasises dividing projects into manageable and controllable stages.

It was initially developed as a UK government standard for information systems projects, and the current owner, AXELOS, is a joint venture by the Cabinet Office and Capita, with 49% and 51% stakes respectively.[2]

The principles and themes come into play in the seven processes:

Starting up a Project (SU)

In this process the project team is appointed and a project brief is produced.

In addition the overall approach to be taken is decided and the next stage (initiation) of the project is planned. Once this work is done, the project board is asked to authorize the initiation stage.

Key activities include: forming the project board; appointing an executive and a project manager; designing and appointing a project management team; preparing a project brief; defining the project approach; preparing an outline business case, consulting the Lessons Logs of previous projects; and planning the next stage (initiation).

Initiating a Project (IP)

This process builds on the work of the start-up process, and the project brief is used to prepare other management documents that will be needed during the project. For example, the approach taken to ensure quality throughout the project is agreed, together with the overall approach to controlling the project itself (project controls). Project files are also created, as is an overall plan for the project. The business case is completed. A plan for the next stage of the project is also created. The resultant information can be put before the project board for them to authorize the project itself.

Key activities include: planning quality; planning a project; refining the business case and risks; setting up project controls; setting up project files; and assembling a Project Initiation Documentation.

Directing a project (DP)

This process dictates when the Project Board (which comprises such roles as the executive or sponsor) should control the overall project. As mentioned above, the project board must authorize the initiation stage and also authorize the project. Directing a Project also dictates how the project board should authorize a stage plan, including any exception plan that replaces an existing stage plan due to slippage or other unforeseen circumstances. Also covered is the way in which the board can give ad hoc direction to a project and the way in which the project should be closed down.

Key activities include: authorising initiation; authorising a project; authorising a stage or exception plan; giving ad hoc direction; and confirming project closure.

Controlling a stage (CS)

PRINCE2 suggests that projects should be broken down into stages and this process dictates how each individual stage should be controlled. Most fundamentally this includes the way in which work packages are authorised and received. It also specifies the way in which progress should be monitored and how highlights of the progress should be reported to the project board. A means for capturing and assessing project issues is suggested together with the way in which corrective action should be taken. It also lays down the method by which certain project issues should be escalated to the project board.

Key activities include: authorising work packages; assessing progress; capturing and examining project issues; monitoring and controlling risks; reviewing stage status; reporting highlights; taking corrective action; escalating project issues; and receiving completed work packages.

Managing product delivery (MP)

The Managing product delivery process has the purpose of controlling the link between the Project Manager and the Team Manager(s) by placing formal requirements on accepting, executing and delivering project work.[8] The Objectives of the Managing Product Delivery process are:

  • To ensure that work on products allocated to the team is authorised and agreed,
  • Team Manager(s), team members and suppliers are clear as to what is to be produced and what the expected effort, cost, timescales and quality are,
  • The planned products are delivered to expectations and within tolerance,
  • Accurate progress information is provided to the Project Manager at an agreed frequency to ensure that expectations are managed.

The key activities are: accept a work package, execute a work package and deliver a work package.

Managing stage boundaries (SB)

Main article: Managing stage boundaries

Whereas the Controlling a Stage process dictates what should be done within a stage, Managing Stage Boundaries (SB) dictates what should be done towards the end of a stage. Most obviously, the next stage should be planned and the overall project plan, risk register and business case amended as necessary. The process also covers what should be done for a stage that has gone outside its tolerance levels. Finally, the process dictates how the end of the stage should be reported.

Key activities include: planning a stage; updating a project plan; updating a project business case; updating the risk register; reporting stage end; and producing an exception plan.

Best practice includes the project board, including users, reviewing progress and approving any changes to the project plan at the boundary. This review can include team managers for valid experience-based opinions; and the responsibility of the project manager includes presenting their area of work competently to the board.

Closing a project (CP)

This covers the things that should be done at the end of a project. The project should be formally decommissioned (and resources freed up for allocation to other activities), follow-on actions should be identified and the project itself be formally evaluated.

Key activities include: decommissioning a project; identifying follow-on actions; preparing a benefits review plan and project evaluation review. The benefits review plan indicates a time when the benefits of the end product may be measured, how and what resources will be required.


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`    Business case
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`    Central Computer and Telecommunications Agency
`M
`    Managing stage boundaries
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`    Product breakdown structure
    Product description
    Product flow diagram
    Product-based planning
    Project Initiation Documentation

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