Managing Successful Projects
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1 2008 AGI-Information Management Consultants May be used for personal purporses only or by libraries associated to dandelon.com network. Managing Successful Projects with PRINCE2 Office of Government Commerce London:TSO
2 1.1 Why use a project management method? 1.2 Benefits of using PRINCE2 1.3 Support for PRINCE2 1.4 Structure of the manual 1.5 Using the manual 1.6 PRINCE2 terminology 2.1 What is a project? 2.2 The scope of PRINCE2 2.3 PRINCE2 in context 2.4 Overview of PRINCE2 2.5 The processes 2.6 The components 2.7 PRINCE2 techniques 2.8 Process and component links Management levels 3.2 Structure of each process description 3.3 Diagram notation VII
3 4.1 Fundamental principles 4.2 Context 4.3 Process description 4.4 Appointing a Project Board Executive and a Project Manager (5U1) 4.5 Designing a Project Management Team (SU2) 4.6 Appointing a Project Management Team (SU3) 4.7 Preparing a Project Brief (SU4) 4.8 Defining Project Approach (SU5) 4.9 Planning an Initiation Stage (SU6) Fundamental principles 5.2 Context 5.3 Process description 5.4 Planning Quality (IP1) 5.5 Planning a Project (IP2) 5.6 Refining the Business Case and Risks (IP3) 5.7 Setting up Project Controls (1P4) 5.8 Setting up Project Files (IP5) 5.9 Assembling a Project Initiation Document (IP6) Fundamental principles 6.2 Context 6.3 Process description 6.4 Authorising Initiation (DPI) 6.5 Authorising a Project (DP2) 6.6 Authorising a Stage or Exception Plan (DP3) 6.7 Giving Ad Hoc Direction (DP4) 6.8 Confirming Project Closure (DP5) VIII
4 7.1 Fundamental principles 7.2 Context 7.3 Process description 7.4 Authorising Work Package (CS1) 7.5 Assessing Progress (CS2) 7.6 Capturing Project Issues (CS3) 7.7 Examining Project Issues (CS4) 7.8 Reviewing Stage Status (CS5) 7.9 Reporting Highlights (CS6) 7.10 Taking Corrective Action (CS7) 7.11 Escalating Project Issues (CS8) 7.12 Receiving Completed Work Package (CS9) Fundamental principles 8.2 Context 8.3 Process description 8.4 Accepting a Work Package (MP1) 8.5 Executing a Work Package (MP2) 8.6 Delivering a Work Package (MP3) Fundamental principles 9.2 Context 9.3 Process description 9.4 Planning a Stage (SB1) 9.5 Updating a Project Plan (SB2) 9.6 Updating a Project Business Case (SB3) 9.7 Updating the Risk Log (SB4) 9.8 Reporting Stage End (SB5) 9.9 Producing an Exception Plan (SB6) IX
5 10 Closing a Project (m 10.1 Fundamental principles 10.2 Context 10.3 Process description 10.4 Decommissioning a Project (CP1) 10.5 Identifying Follow-on Actions (CP2) 10.6 Project Evaluation Review (CP3) Fundamental principles 11.2 Context 11.3 Process description 11.4 Designing a Plan (PL1) 11.5 Defining and Analysing Products (PL2) 11.6 Identifying Activities and Dependencies (PL3) 11.7 Estimating (PL4) 11.8 Scheduling (PL5) 11.9 Analysing Risks (PL6) Completing a Plan (PL7) What is a Business Case? 13.2 What should a Business Case contain? 13.3 Developing a Business Case 13.4 Development path of the Business Case Overview 14.2 The PRINCE2 project management team 14.3 Project Support
6 15.1 Benefits of planning 15.2 What is a plan? 15.3 What are the elements of a plan? 15.4 The PRINCE2 approach 15.5 Levels of plan Purpose of control 16.2 Controls overview 16.3 Project start-up 16.4 Controlled progress 16.5 Controlled close 16.6 Stages What is risk management? 17.2 Risk principles 17.3 The risk management cycle 17.4 Risk profile 17.5 Budgeting for risk management 17.6 Mapping the risk management process to the PRINCE2 processes 17.7 Interdependencies 17.8 Further risk management considerations Purpose 18.2 What is quality? 18.3 Quality management 18.4 The quality path 18.5 Making project quality work XI
7 19.1 Purpose 19.2 Definition 19.3 Baseline 19.4 Managing the configuration 19.5 Configuration management method 19.6 Configuration management and change control 19.7 Configuration management and a Project Support Office tm Purpose 20.2 Project Issue management 20.3 Authority levels 20.4 Integrity of change 20.5 Management of change and Configuration Management Product-based planning examples 22.2 Producing a Product Breakdown Structure (PBS) 22.3 Writing Product Descriptions 22.4 Producing a Product Flow Diagram (PFD) 22.5 Further examples Change control steps What is a quality review? 24.2 Quality review benefits 24.3 Context XII
8 24.4 Overview of the quality review technique 300 A.1 Acceptance Criteria A.2 Business Case A.3 Checkpoint Report A.4 Communication Plan A.5 Configuration Item Record A.6 Configuration Management Plan A.7 Daily Log A.8 End Project Report A.9 End Stage Report A. 10 Exception Report A.11 Follow-on Action Recommendations A.12 Highlight Report A. 13 Issue Log A.14 Lessons Learned Log A.15 Lessons Learned Report A. 16 Off-Specification A.17 Post-Project Review Plan A.18 Product Breakdown Structure A.19 Product Checklist A.20 Product Description A.21 Product Flow Diagram A.22 Project Approach A.23 Project Brief A.24 Project Initiation Document A.25 Project Issue A.26 Project Mandate A.27 Project Plan XIII
9 A.28 Project Quality Plan A.29 Quality Log A.30 Request for Change A.31 Risk Log A.32 Stage Plan (or Exception Plan) A.33 Work Package B.1 Project Board B.2 Executive B.3 Senior User B.4 Senior Supplier B.5 Project Manager B.6 Team Manager B.7 Project Assurance B.8 Project Support B.9 Configuration Librarian B.10 Project Support Office (PSO) E.1 Management files E.2 Specialist file(s) Index 339 XIV
Purpose: Content: Definition: Benefits: outputs outcomes benefits Business Case dis-benefit Key Responsibilities: Approach: Executive Developed
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