Corp/Program

Corporate or Program Management

Project
Mandate Pre-Project Initiation Stage Delivery Stage I Delivery Stage II
Starting Up a Notification Notification Directing a Project (DP) Notification Notification
Project (SU) Authorize A Authorization
Premature Authorize A Authorization Premature Authorize
Authorize Authorize Give Ad-Hoc Stage End Give Ad-Hoc Stage End
Direction

Project Brief Stage or Stage or Project

Initiation The Project Direction Direction
Initiation Stage Plan Exception Plan Exception Plan Closure

Project Initiation Highlight Report or

Appoint Exec & Next Stage or Next Stage or Highlight Report or
Document Exception Report
ExceptionPlan ExceptionPlan Exception Report
PM & Benefit Review Escalated Issues
Plan

Capture Previous
Lessons Initiating a Manage a Controlling Manage a Controlling Close
Project (IP) Stage a Stage (CS) Stage a Stage (CS) Project (CP)
Design & appoint
PMT Prepare Risk Boundary Authorize Boundary Authorize Prepare
Work Work planned
Man. Strat. (MSB) Packages (MSB) Packages closure
Prepare Plan the next Plan the next
Prepare outline Receive Stage Receive Or, Prepare
Quality Stage completed completed
Business Case Man.Strat premature
Work Or, Produce Work closure
Or, Produce packages packages
Select the Project Prepare an exception an exception
Select& Pr.
approach Configuration plan Hand over
plan Review work Review work products
approach,
assemble the Project Man.Strat. package status package status
Management

Brief Update the Update the

Prepare Project Plan Evaluate the
Plan Initiation Communica- Project Plan Capture and Capture and
Stage examine examine project
tion Man.Strat Update the
Update the issues & risks issues & risks
Business Case Business Case Recommend
Set-up Project project closure
Controls Review Stage Review Stage
Report Stage Status Report Stage Status
Create project End End
plan Take Take
Corrective Corrective
Refine the action Highlight Report action
Business Case Work Package
Report End Stage Report Report
Highlights Exception Report Highlights
Assemble The Issue Report
PID Update Issue Register
Escalate Update Lessons Log Escalate
issues and Lessons Report issues and
risks Product Status account risks
pankajsh10@yahoo.com
Business Case Project Initiation Document
Manage Product Delivery (MP)
Delivery

Exec Summary
Reasons
Extracts from P.Brief
Risk Man. Strategy Manage Product Delivery (MP)
Project Mandate Expected Benefits Quality Man. Strategy
Project Brief
Expected dis-benefits Config Man. Strategy Accept Work Execute Work Deliver Work Accept Work Execute Work Deliver Work
Project Definition Timescale Communication Package Package Package Package Package Package
Costs Man.Strategy
Four Management levels ->

Outline Business Case Proj Man Team structure

Proj. Product. Description Investment appraisal
Major Risks Role descriptions
Proj. Approach Detailed Business Case Highlight Report
Plan (Stage, Project, Team)
PMT Structure Date Additional work estimates
Plan description Project Plan Update / close
Role descriptions Reporting Period
Prerequisites Project Controls Checkpoint Report Project Plan
References Status Summary Acceptance Records
Dependencies Date, period Configuration item records
Assumptions Next Stage Plan Products & work packages Follow-ups (See Project Product Benefits review plan
Initiation Stage Plan Benefits Review Plan This reporting period Description)
Lessons This/next reporting period Registers:
Monitoring & control Next reporting period Work Package tolerance Issue Register,
Daily Log Configuration Item Records Project & Stage tolerances End Project Report
Budgets status Quality Register,
Tolerances Issue Register Requests for Change Issues & risks Follow-on actions rec’s Risk Register,
Lessons Log Quality Register Lessons report
Prod. Descriptions Key issues & risks Daily Log
Schedule Risk Register Lessons Report
PRINCE2® is a Registered Trademark of AXELOS LTD

Seven Principles
1. Continued business justification
2. Learn from experience
3. Defined roles and responsibilities
4. Manage by stages
5. Manage by exception
6. Focus on products
7. Tailor to suit the project
environment.
The four integrated elements of PRINCE2 Tolerances: Project assurance is responsibility of
project board; Checking on all aspects of
Tolerances on the 6 project objectives Time
help delegate authority - Management project performance
Seven Themes Seven Processes Tailoring PRINCE2 to
1. Business Case (Why?) 1. Starting Up A Project (SU)
by Exception. Benefit Cost
create fit with project Quality assurance is responsibility of
2. Organization (Who?) 2. Directing A Project (DP) environment and Tolerance Area/Management Prod.: Corporate or Programme management
Business Case (B) Risk Quality (Quality policies outside the project). It
3. Quality (What?) 3. Initiating a Project (IP) context of the project.
4. Plans (How? How Much? When?) 4. Controlling A Stage (CS) Project Plan (T,C,S) Risk.strat.(R) provides stakeholders with confidence
Scope that quality requirements can be fulfilled
5. Risk (What if? ) 5. Managing Product Delivery (MP) PRINCE2 can be Stage Plan (T,C.S.R)
Work Package (T,C,S,R) Quality assurance should not be confused
6. Change (What’s the impact?) 6. Managing Stage Boundaries (MSB) tailored to any type or
7. Progress (On Target? Tolerance?) 7. Closing a Project (CP) (Project) Product Description (Q) with Project Assurance. Project assurance
size of project. refers to the Project Board’s accountability pankajsh10@yahoo.com
(Scope tol.of plans defined by products)

Business Case Quality The Quality Audit Trail Quality planning: to control quality, there must be a plan
Risk Threat Opportunity
Purpose is to judge if project is/remains desirable, Purpose of Risk theme is to identify, assess and Responses Responses
From Customer Project defining the products required of the project, with their
viable, achievable. Projects products enable business respective quality criteria, quality methods (including effort control uncertainty and, as a result, improve the
to acheive benefits: Project Customer’s Quality Response ability of the project to succeed. In the context of a Avoid Exploit
required for quality control and product acceptance) and the
Outputs expectations quality responsibilities of those involved. project, it is the project’s objectives that are at risk.
Output: project’s specialist products Reduce
Quality Expectations in broad terms (Robust, fast, etc.). These will include completing the project to a (probability and/or
Outcome: derived from using project’s outputs Acceptance Acceptance Criteria are Measurable; Rated: MoSCoW number of targets, covering time, cost, quality,

Quality Planning
Enable Criteria impact)
Benefit: measurable improvement perceived by Expectations & Criteria are in Project Product Description scope, benefits and risk. Enhance
stakeholders. Quality Quality assurance : Fallback
Business Project Product Quality Managem. Establishes and maintains a Risk Appetite: an organisations attitude to risk (reduces impact only)
Objectives depend on project type:
Changes Create Description Strategy Components quality management system taking. Risk tolerance: amount of risk that is
Reviews a projects acceptable Transfer
Feasibility study Product Quality Criteria organization, processes, (reduces impact only,
Compulsory project Descriptions and Tolerances products to assess if quality and often only the
Also Cause Desired PRINCE2 will be met. Risk Management procedure: financial impact
Not-for-profit project Outcomes Product Based Quality assurance is independent Identify context; obtain information on
Quality Methods Share
Evolving project Planning of the Project Management project to understand specific
Technique Team,it is a corporate objectives at risk and formulate Risk
Customer/supplier project Measured in responsibility, but quality Accept Reject
Side effects Quality Management Strategy.
Multi-organization project. Responsibilities planning and control are done by
and the project. The project is Identify risks; recognize the threats and Risk Owner: responsible for management,
consequences Realize opportunities that may affect the monitoring, control of all aspects of a risk,
responsible that quality

Communicate
further Benefits Quality Register including implementation of responses.
BC lifecycle: assurance is arranged. project’s objectives.
Risk Actionee: caries out actions
Develop: get information to make Quality control focuses on the Assess threats and opportunities to the
decisions (SU & IP) Result in
operational techniques and activities project in terms of probability and Summary risk profile
Product used by those involved in the project to:
Verify: assess if project is (still) Helps acheive PRINCE2 quality impact. Risk proximity describes how Very high Num
1 3
one or more Quality Fulfil the requirements for quality quickly risk can materialize . be
worthwhile (CS) Dis-
review (for example, by quality High 2 Risk rs from
Regis
4
technique Quality Approval Control inspections or testing) Plan; prepare management responses to Medium 8 ter
6
Maintain: Update costs, benefits and benefits Records Identify ways of eliminating causes threats and opportunities;remove/ Low 10
forecasts (MSB) 7
Strategic
of unsatisfactory performance (for reduce threats, maximize opportunities.
Confirm: if benefits are/will be Acceptance example, by introducing process Very Low 9 5
Objectives improvements as a result of
Implement; action risk responses,
Realized, mostly post-project. (MSB, Records monitor effectiveness, take corrective Prob Very Very
CP, post project) lessons learned). Low Medium High
action Impact Low high

Organization Plans Corporate or The purpose of Plans is to facilitate communication Progress Corporate or programme
Business Executive: looks after business interests; products to meet programme plan management
and control by defining means of delivering products; Progress describes mechanisms to: monitor and compare
business needs, value for money. the where and how, by whom, and estimating the achievements against plans, forecast project’s objectives and
Senior User: represents users requirements on project’s outputs; who: Project Plan viability, control deviations within tolerances, escalate Project Project Progress/
when and how much). tolerances exceptions
- Will use the project outputs to realize benefits after the project deviations outside tolerances.
- Will operate, maintain or support the project’s outputs (Initiation) (Delivery) It contributes to the principles “Managing by stages”,
- Will be impacted by project outputs Exception Plans (As nescessary) Project Board
Stage Plan Stage Plans “Continued business justification”, “Manage by exception”. It
Senior User specifies outputs and ensures delivery. can be monitored at Work Package, Stage and Project level.
Supplier represents those who will provide skills and produce project Team Plans Three levels of plan for three different levels of Each level of the PMT can check the next level: Stage Stage progress/
product. (Optional, free structure) management; Project, Stage and Team. The Initiation Monitor progress Tolerances exceptions
Corporate or program management Change Authority: Board Stage Plan is created (with the Project Brief) by Compare level of achievement with plan
can delegate authority for Design the plan Review plans and options against future situations
(during Plan the Project) Starting up a Project (influenced by corporate or
Project RFC’s or off-spec’s. Detect problems and identify risks Project Manager
programme plans). The Project Plan is created during
Manage- Project Board Severity ratings in Initiation (in the PID). Following Stage Plans created Initiate corrective action
Define & analyse Work Package
ment Senior Business Senior Configuration Man. products by Managing a Stage Boundary. Team Plans created Authorize further work. Work Package
Team User Executive Supplier Strategy list who handles progress/
Team Plan (optional)

Proj.prod.descr. (proj plan)

by Managing Product Delivery(Accept Workpackage). Tolerances are permissible deviations above and below a Tolerances
Issues
(PMT) requests : Prod. Breakdown plan’s target for time and cost without escalating to the next
Corporate/programme Prod. Descriptions Benefits Review Plan covers activities during and after level. There may also be tolerance for quality, scope, benefit
Change Prod. Fow Diagr.
the project that check if Business Case benefits have Team Manager
Analyse Risks

Project and risk. Exception is when it can be forecast that there will be
Project Plan

Project Authority management

Stage Plan

Manager been acheived. It may be part of a corporate or a deviation beyond the agreed tolerance levels.
Assurance Project Board Identify Activities and
Repeated for

dependencies programme plan. The Benefits Review Plan covers

Project Change Authority corporate, project and stage levels. Created during Specialist work aligned to management stages
Team Support Project Manager. Initiation, updated during Managing a Stage Management Stage 1 Management Stage 2 Management Stage 3 Management Stage 4
Prepare Estimates Boundary
Manager Delegated authorities are Specification
Peripheral
written into role An Exception Plan is a plan prepared for the Over all design
Detailed Design Commissioned
Team Members descriptions. Prepare the schedule appropriate management level to show the actions design Built facility Facility
Project Assurance: Project Board Checks all aspects of the project’s required to recover from the effect of a tolerance Training
performance independent of Project Manager. PB members are responsible Syllabus
Document the plan
deviation. If approved, the Exception Plan will replace Trained Staff
for aspects of Project Assurance from their respective areas: business, user the plan that is in exception(Stage or project).
or supplier. If they have no time or skills they appoint separate individuals
Project Manager: responsible for day-to-day management of project within
constraints set by Project Board. Project Manager ensures that project Change
produces required products within set tolerances. To identify, assess and control any potential changes to the baseline and get Configuration management is the administrative activity concerned Steps: Establish Controls, Set-up a
Project Support: Responsibility of Project Manager. He can delegate work them approved or dis-approved. Issue and change control is the continual with maintaining a controlled configuration throughout the life of a product. Configuration Management procedure and set-
to Project Support: administrative services, they advice on project activity throughout the project that identifies possible changes. Without Baselines are management products, once approved they are subject to up a Change Control procedure, ( Also see
management tools, configuration management, provide specialists for ongoing effective issue and change control, a project will become Change control (Benefits review plan, Business Case, All Strategies in the Change Authority in the PMT descriptions).
planning or risk management. unresponsive to stakeholders or drift out of control. Issues cover all relevant PID, plans, (Project) product description, Brief, PID and Workpackage) A change budget prevents that Project’s or
Team Manager: ensures cration of products in workpackage. Role may be events; Concern, Request for Change, or Off-Specifications Procedure: Planning, Identification, Control, Status acc., Verification & Audit Stage tolerances are “eaten” by changes.
combined with PM
PRINCE2® is a Registered Trademark of AXELOS LTD