THE PROJECT MANAGEMENT LECTURE: Introduction to PRINCE2 Ian White, Trent ASSIST - PowerPoint PPT Presentation

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THE PROJECT MANAGEMENT LECTURE: Introduction to PRINCE2 Ian White, Trent ASSIST

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Title: THE PROJECT MANAGEMENT LECTURE: Introduction to PRINCE2 Ian White, Trent ASSIST


1
THE PROJECTMANAGEMENT LECTUREIntroduction to
PRINCE2Ian White, Trent ASSIST
ASSIST
2
Introduction to PRINCE2Speakers Profile
  • Ian White Assistant Informatics Director,
    Sheffield Teaching Hospitals
  • Over 18 years experience, almost all of which
    involved project / programme management
  • Qualified in PRINCE2
  • Vice Chair of ASSIST National Council, member of
    UKCHIP Council, member of NHS Confederations
    Information Policy Advisory Committee

3
Introduction to PRINCE2Introduction
  • PRINCE2 is a project management methodology
    adopted by Government for all IT projects
  • Created in early 1990s from PROMPT
  • ASSIST Lecture, informal overview and discussion
    on key aspects of this methodology
  • Questions as we go ?

4
Introduction to PRINCE2PROJECT DEFINITION
  • A Project is a finite process with a definite
    start and end
  • Prince projects
  • focus on business justification
  • defined organisational structure
  • product based planning approach
  • divides project into manageable, controllable
    stages
  • flexible to be able to be applied to the scale of
    the project / investment

5
Introduction to PRINCE2PROJECT DEFINITION
Lifetime of the Project
Stage 5
Stage 1
Stage 2
Stage 3
Stage 4
Stage 6
Stage 7
Stage 8
Clear Start
Clear End
PBM7
PBM5
PBM4
PBM3
PBM2
PBM9
PBM1
PBM6
PBM8
Note PBM Project Board Meeting
6
Introduction to PRINCE2OVERVIEW OF PRINCE2
Processes
PRINCE is a process-based approach to project
management. The processes define the management
activities to be carried out during the
project. Eight components influence support the
eight project management processes
Organisation
Configuration Mgt
Controls
Plans
Directing a Project
Start-up
Closure
Stage Mgt
Initiation
Stage Ctrl
Quality
Planning
Product Del
Stages
Mgt of Risk
Change Control
Components
7
Introduction to PRINCE2Components Controls
  • Control is implemented to ensure
  • required products being produced
  • progress being made, within resource constraints
  • remains viable against the business case
  • Project applies management by exception
  • The major controls for the Project are
  • Project Initiation
  • End Stage (and Mid-Stage)Assessment
  • Highlight Reports
  • Exception Reports

8
Introduction to PRINCE2Components Organisation
  • Effective organisational structure essential
  • Based on supplier and customer concept
  • Fundamental principle of four layers
  • direction of Project
  • day-to-day management
  • team management
  • product creation
  • Project Board has ultimate responsibility
  • Membership Exec / Senior User / Senior
    Supplier

9
Introduction to PRINCE2Components Configuration
Mgt.
  • Configuration Management can be thought of as
    product control with its purpose to identify,
    track and protect Projects products
  • Not optional - only formality is the question
  • Consists of five basic functions
  • planning
  • identification
  • control
  • status accounting
  • verification

10
Introduction to PRINCE2Components Plans
  • More than a bar chart, incudes
  • products to be produced
  • activities needed to create these products
  • activities needed to validate quality
  • resource estimates
  • dependency between activities
  • Require approval of Project Board and ownership
    of Project Team
  • Different levels (Project, Stage, Team,
    Exception)
  • Backbone of the Project

11
Introduction to PRINCE2Components Quality
  • Quality defined in ISO8402 as
  • Totality of characteristics of an entity which
    bear on its ability to satisfy stated and implied
    needs.
  • Alternative definition fit for purpose
  • Project approach
  • Quality System from both customer / supplier
  • Quality Assurance setting up of project quality
    system
  • Quality Planning part of project planning
    process
  • Quality Control product QA

12
Introduction to PRINCE2Components Change Control
  • Change in a project is highly likely
  • In PRINCE, all project changes are managed as a
    formal Project Issue
  • Control of change means assessment of
  • impact of potential change
  • importance
  • cost
  • Approved changes must be reflected in project
    documentation

13
Introduction to PRINCE2Components Management of
Risk
  • PRINCE defines risk as
  • The chance of exposure to the adverse
    consequences of future events.
  • Two types of risk business and project.
  • Standard and specific risks.
  • Risk analysis and risk management interrelated
    and undertaken independently and iteratively.
  • Key role of Project Manager to manage
    risk.

14
Introduction to PRINCE2Components Stages
  • Collection of activities and products whose
    delivery is managed as single unit
  • Stages are management focused not technical
    delivery
  • Bite-sized chunks
  • Use is mandatory, number is flexible
  • Enable
  • review and decision points
  • planning horizons
  • scalability

15
Introduction to PRINCE2Process 1 DIRECTING A
PROJECT
  • Role of Project Board - senior staff within
    Project, who
  • authorise the project
  • authorise initiation
  • authorise stage / exception plans and progress
  • give ad hoc direction
  • confirm project closure
  • Project Board retain ultimate responsibility,
    whilst delegating day to day
    responsibility to the Project Manager

16
Introduction to PRINCE2Process 2 STARTING UP A
PROJECT
  • PROJECT BRIEF
  • What - Objective
  • Why - Case for Project (inc. benefits)
  • Who - Organisation
  • When / How - Project Timetable (inc. risks)
  • PROJECT CREATION
  • Design Appoint Project Board Team
  • Document Brief
  • Set-up Risk Log
  • Define Project Approach / Refine Bus. Case
  • Plan Initiation

Bright idea
PROJECT INITIATION
MANDATE (Business Case)
Target
Predecessor Work / Project
an iterative process
17
Introduction to PRINCE2Process 3 INITIATING A
PROJECT
Refine the Business Case Risks
Produce the PID
Project Controls
DIRECTING A PROJECT
PROJECT START-UP
Project Files
Project Plan
Quality Plan
another iterative process
18
Introduction to PRINCE2Process 4 PLANNING
Activities Dependencies
Estimation
Scheduling
DIRECTING A PROJECT
Completing the Plan
Designing a Plan
Products Definition
Analysis of Risks
yet another iterative process
19
Introduction to PRINCE2Process 5 CONTROLLING A
STAGE
MANAGING PRODUCT DELIVERY
Completed Work Packages
Authorising Work Packages
Assessing Progress
DIRECTING A PROJECT
Reporting Highlights Issue Escalation
Review Stage Status
Exception Reporting
Capturing Examining Issues
Taking Corrective Action
yet another iterative process
20
Introduction to PRINCE2Process 6 MANAGING
PRODUCT DELIVERY
Accepting a Work Package
Executing a Work Package
Delivering a Work Packages
STAGE CONTROL
Receiving Completed Work Packages
Authorising Work Packages
Assessing Progress
21
Introduction to PRINCE2Process 7 MANAGING
STAGEBOUNDARIES
CONTROLLING A STAGE
Producing an Exception Plan
DIRECTING A PROJECT / CLOSING A PROJECT
Planning a Stage
Updating the PID
Reporting Stage End
Updating the Risk Log
Updating the Business Case
Updating the Plan
22
Introduction to PRINCE2Process 8 CLOSING A
PROJECT
archives
De-commissioning a Project
project closure notification and customer
acceptance
operational acceptance
DIRECTING A PROJECT Confirm Project Closure
Identifying Follow-on Actions
follow-on action recommendations
post-project review plan
Project Evaluation Review
lessons learnt report
end project report
23
Introduction to PRINCE2SUMMARY
  • PRINCE is a structured project management
    methodology applicable to all types of projects
  • PRINCE comprises of eight components and eight
    processes to master
  • Further information
  • www.ogc.gov.uk/prince (the official PRINCE
    website)
  • www.prince2.com (a comprehensive PRINCE website)
  • www.pug.mcmail.com (PRINCE User Group)

24
Introduction to PRINCE2
  • Questions ?

25
  • Next ASSIST Project
  • Management Lecture
  • 17 June 2004
  • Project Feasibility Studies
  • Alan Abbott, Project Manager, STH
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