Prince2

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[rainit2006]

读书笔记： https://mp.weixin.qq.com/s?__biz=MzIzMzgxNDM3MA==&mid=2247483733&idx=1&sn=10b56284a477df61de87a6caa1451351&chksm=e8fea158df89284e9edea7af4cf36f0585ee963d676ac8dee6f299e844e72e2543a4e146f402&scene=21#wechat_redirect

[rainit2006]

The structure of PRI NCE2

7 principles， 7 themes， 7 processes， project environment.

What PRINCE2 does not provide

• Specialist aspects ：
• Detailed techniques
• Leadership capability

Project

• Project：A temporary organization that is created for the purpose of delivering one or more business products according to an agreed business case.

• Characteristics of project work ： Change，Temporary，Cross-functional ，Unique，Uncertainty

• Project management is the planning, delegating, monitoring and control of all aspects of the project, and the motivation of those involved, to achieve the project objectives within the expected performance targets for time, cost, quality, scope, benefits and risk.

• Six aspects of project performance to be managed： Costs，Timescales，Quality，Scope，Benefit，Risk

• Project Management

  Plan -》Delegate -》Monitor -》 Control -> Plan

• Project in context

  

1. Stand-alone project
2. Programme: A temporary, flexible organization structure created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organization's strategic objectives. A programme is likely to have a life that spans several years. 2-1. Sponsor: PRINCE2 defines the term 'sponsor' as the role that is the main driving force behind a programme or project. The guidance uses the term 'commission' for the activity or authority to request the project. The organization commissioning the project will usually provide the project sponsor.
3. Projects within a portfolio : The totality of an organization's investment (or segment thereof) in the changes required to achieve its strategic objectives.
4. Projects in a commercial environment

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Principles

PRINCE2 principles are:

• continued business justification • learn from experience • defined roles and responsibilities • manage by stages • manage by exception • focus on products • tailor to suit the project.

1. Continued business justification

PRINCE2 requires that for all projects: • there is a justifiable reason for starting the project • that justification is recorded and approved • the justification remains valid, and is revalidated, throughout the life of the project.

2. Learn from experience

Learning from experience takes place throughout PRINCE2:

• When starting a project Previous or similar projects should be reviewed to see if lessons could be applied. If the project is a 'first' for the people within the organization, then it is even more important to learn from others and the project should consider seeking external experience.
• As the project progresses The project should continue to learn. Lessons should be included in relevant reports and reviews. The goal is to seek opportunities to implement improvements during the life of the project.
• As the project closes The project should pass on lessons. Unless lessons provoke change, they are only lessons identified (not learned).

3. Defined roles and responsibilities

project management team structure. All projects have the following primary stakeholders: • 'business' sponsors who endorse the objectives and ensure that the business investment provides value for money • 'users' who, after the project is completed, will use the products to enable the organization to gain the expected benefits • 'suppliers' who provide the resources and expertise required by the project (these may be internal or external).

4. Manage by stages

A PRINCE2 project is planned , monitored and controlled on a stage-by-stage basis. PRINCE2 breaks the project down into discrete, sequential sections, called "management stages". The choice of appropriate management stages for a project will depend on a number of factors, including: • the size and complexity of the project (e.g. shorter management stages offer more control, whereas longer management stages reduce the burden on senior management) • significant decisions and control points required during the project's lifecycle; these will often be linked to key investment, business or technical decisions • organizational policies and standards.

In PRINCE2, a project must have at least two management stages: • an initiation stage • at least one further management stage. The more complex and risky a project is, the more management stages will be required.

5. Manage by exception

• PRINCE2 enables appropriate governance by defining distinct responsibilities for directing, managing and delivering the project and clearly defining accountability at each level.

• Accountability is established by: Delegating authority from one management level to the next by setting tolerances against six aspects of performance for the respective level of the plan: Cost, Time, Quality (quality criteria), Scope, Benefit, Risk

• Setting up controls so that if those tolerances are forecast to be exceeded, they are described as being in exception and immediately escalated to the next management level for a decision on how to proceed.

• Putting an assurance mechanism in place so that each management level can be confident that such controls are effective.

6. Focus on products

A PRINCE2 project focuses on the definition and delivery of products, in particular their quality requirements. PRINCE2 requires projects to be output oriented rather than work oriented. PRINCE2 calls these outputs 'products'.

This focus on products: • ensures that the project only carries out work that directly contributes to the delivery of a product; that is, the project does no more work than it needs to deliver its agreed products • helps manage uncontrolled change ('scope creep') by ensuring that all changes are agreed in terms of how they will impact project products and the business justification for the project • reduces the risk of user dissatisfaction and acceptance disputes by agreeing, at the start, what will be produced by the project.

7. Tailor to suit the project

The purpose of tailoring is to ensure that: • the project management method used is appropriate to the project (e.g. aligning the method with the business processes that may govern and support the project, such as human resources, finance and procurement) • project controls are appropriate to the project's scale, complexity, importance, team capability and risk (e.g. the frequency and formality of reports and reviews).

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Tailoring and adopting PRINCE2

Tailoring PRINCE2

Definition Tailoring：Adapting a method or process to suit the situation in which it will be used.

Adopting PRINCE2

Organizations adopt PRINCE2 by tailoring it to their needs, often creating their own PRINCE2-based method and then embedding its use within their working practices.

• Embedding： The act of making something an integral part of a bigger whole. Embedding is what an organization needs to do to adopt PRINCE2 as its corporate project management method and encourage its widespread use.

Tailoring PRI NCE2 to suit different projects

1. What can be tailored?

Tailoring can be applied to processes, themes, roles, management products and terminology. The following aspects of PRINCE2 may be tailored: • Processes may be combined or adapted (e.g. by adding or combining activities). • Themes can be applied using techniques that are appropriate to the project. • Roles may be combined or split, provided that accountability is maintained and there are no conflicts of interest. See section 7.2.1.10 for restrictions. • Management products may be combined or split into any number of documents or data sources. They will often take the form of formal documents, but can equally be slide decks, wall charts or data held on IT systems if more appropriate to the project and its environment. • Terminology may be changed to suit other standards or policies, provided it is applied consistently. PRINCE2's principles should not be tailored as they are universal and always apply.

2. Who is responsible and where is tailoring documented?

The project manager is responsible for identifying and documenting the level of tailoring for the project. Tailoring affects how a project is managed and so it is documented as part of the PIO, which is reviewed by the appropriate stakeholders and approved by the project board. Both the project board and the project manager may be advised by project assurance, project support roles or a centre of excellence (if one exists).

Team managers (see section 7.2.1.8) may suggest to the project manager any tailoring which would help them manage their work packages more effectively.

3. Tailoring is constrained and influenced by context

Some common situations

Simple projects

Simple projects must adhere to the seven PRINCE2 principles (see Chapter 3); however, the degree of formality for managing the project may be relaxed provided the resultant risk is acceptable.

Projects using an agile approach

PRINCE2 management stages can be aligned with a series of sprints or releases, introducing management control points to support a fail fast environment. In situations that have a higher risk or higher uncertainty, the management stages can be of a much shorter duration.

Projects involving a commercial customer and supplier relationship

The PID and contract fulfil different purposes. One aspect of a contract is to describe who is liable if either party fails to fulfil its contractual obligations. The content of the PID should focus on practical management arrangements to make sure that each party can fulfil its obligations: the PID must reflect the contract conditions.

Projects involving multiple owning organizations

When the project is being sponsored by a number of separate organizations, ensure governance is unambiguously defined, especially with respect to who can make which decisions, how risk is allocated and what happens in the case of non-performance.

Projects within programmes

If a project is part of a programme, take care to ensure that the management products and other documentation are clearly labelled to identify the project, so that readers are not confused as to whether it is a programme-level document or which project within the programme it relates to.

Adopting PRINCE2 in an organizational environment

Effective use of PRI NCE2 in an organization

Adopting PRINCE2 in an organization involves two key activities: • tailoring PRINCE2 to create the organization's own project management method • embedding the tailored method by ensuring that people in the organization understand and use it appropriately.

Tailoring PRINCE2 to create an organization's project management method

In addition, rather than consider the circumstances of just an individual project, all the projects that the organization typically undertakes need to be considered, together with any other organizational, or externally adopted, policies, processes and practices。

Embedding PRINCE2 in an organization

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PRINCE2 themes

7 themes

Tailoring the themes

All seven themes must be applied in a project but they should be tailored according to the risk, scale, nature, complexity or simplicity of the project concerned, always ensuring that any minimum requirements specified in a theme are satisfied. Many of the themes imply that procedures may need to be developed: PRINCE2 does not prescribe how these should be documented or published.

Business Case

The purpose of the business case theme is to establish mechanisms to judge whether the project is (and remains) desirable, viable and achievable as a means to support decision-making in its (continued) investment.

output， outcome，benefit

PRINCE2 projects deliver outputs in the form of products, the use of which results in changes in the business. These changes are called outcomes. These outcomes allow the business to realize the benefits that are set out in the business justification for the project.

In PRINCE2, all projects must have a documented business justification. This sets out not only the reason for the project, but also confirms whether the project is: • desirable: the balance of costs, benefits and risks • viable : able to deliver the products • achievable: whether use of the products is likely to result in envisaged outcomes and resulting benefits.

To be following PRINCE2 , a project must, as a minimum:

• create and maintain a business justification for the project; usually a business case (PRINCE2's continued business justification principle)
• review and update the business justification
• define the management actions
• define and document the roles and responsibilities

PRINCE2 requires that two products are produced and maintained for the business case theme:

• Bussiness case It is acceptable to use an alternative document such as a corporate business plan to replace the business case for part of the project lifecycle.
• Benefits management approach

The development path of business case

1. Developing the business justification
2. Verifying and maintaining the business justification
3. Ensuring and confirming that benefits are realized
4. Business case responsibilities in PRINCE2

Guidance for effective business case management

1. Business justifications can take many forms
2. PRINCE2 products need to be used, not just delivered
3. Customers and suppliers will usually need their own business cases
4. Projects within programmes
5. Projects using an agile approach

Techniques: investment appraisal

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Organization

1. The organization theme

The purpose of the organization theme is to define and establish the project's structure of accountability and responsibilities (the who?).

Stakeholder：Any individual , group or organization that can affect, be affected by, or perceive itself to be affected by, an initiative (i.e. a programme, project, activity or risk).

PRINCE2 identifies three principal categories of project stakeholders (business, user and supplier）。

Roles can be shared or combined according to the project's needs, but the responsibilities must always be allocated. A successful project management team should: • have business, user and supplier stakeholder representation • ensure appropriate governance by defining responsibilities for directing, managing and delivering the project and clearly defining accountability at each level • review the project roles throughout the project to ensure that they continue to be effective • have an effective approach to manage communication flows to and from stakeholders. The project management structure has four levels. 1. Corporate, programme management or the customer 2. Directing 3. Managing 4. Delivering ## 2. PRINCE2's requirements for organization To be following PRINCE2, a project must, as a minimum: 1. define its organization structure and roles . 2. document the rules for delegating change authority responsibilities, if required. 3. define its approach to communicating and engaging with stakeholders. PRINCE2 requires that two products are produced and maintained for the organization theme: 1. PID: this provides the single source of reference for how the project is to be managed. The PIO sets out the project management team structure and roles. 2. Communication management approach. 1. PRINCE2's mandated project management team roles 1). Project board All PRINCE2 projects must have a project board. The project board has authority and responsibility for the project within the instructions (initially contained in the project mandate) set by corporate, programme management or the customer. PRINCE2 requires that the project board always represents business, user and supplier interests. 2). Executive The executive's role is to ensure that the project is focused throughout its life on achieving its objectives and delivering a product that will achieve the forecasted benefits. 3). Senior user 4). Senior supplier 5). Project assurance 6). Change authority 7). Project Manager 8). Team manager 9). Project Support 10）. Combining roles 项目管理委员会、项目保证、变更管理组织这三个角色是可以合并的； 项目经理、小组经理、项目支持这三个角色代表了交付团队，也是可以合并的。 2. The communication management approach 3. Organization responsibilities in PRINCE2 ## 3. Guidance for effective project organization ## 4. Projects operating in a commercial environment Be careful not to confuse job titles and PRINCE2 roles . ## 5. Projects using an agile approach The project manager will need to understand: ... ## 6. Alternative names for PRI NCE2 project roles It does not matter what a role or job is called as long as all the responsibilities outlined in Appendix C are fulfilled on each project. ## 7. Creating an effective project board four key characteristics: 1. Authority 2. Credibility 3. Ability to delegate 4. Availability ## 8. Creating an effective project team 1. Balancing the project, team and individual 2. Line management/functional management 3. Training needs for project teams 4. Dealing with changes to the project management team 5. Part-time teams ## 9. Stakeholder engagement All projects need to have some level of stakeholder engagement, particularly if not part of a programme.