PRINCE2 - Revision history

Mihaelagh: /* References */

2015-09-21T11:13:29Z

References

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	=References=		=References=
	<references />		<references />







	~~4. The Executive Guide to Directing Projects: Within a PRINCE2® and MSP® environment, (2009), London: TSO.~~

	=Annotated Bibliography=		=Annotated Bibliography=

Mihaelagh: /* References */

2015-09-21T11:08:33Z

References

← Older revision		Revision as of 11:08, 21 September 2015
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	4. The Executive Guide to Directing Projects: Within a PRINCE2® and MSP® environment, (2009), London: TSO.		4. The Executive Guide to Directing Projects: Within a PRINCE2® and MSP® environment, (2009), London: TSO.






	~~8. http://webarchive.nationalarchives.gov.uk/20090609003228/http://www.berr.gov.uk/files/file40647.pdf~~

	=Annotated Bibliography=		=Annotated Bibliography=

Mihaelagh: /* Projects in a programme environment */

2015-09-21T11:08:18Z

Projects in a programme environment

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	====Themes====		====Themes====

	When developing the '''Business Case''', the programme will define the standards that the project needs to use. The project Business Case has to be integrated into the overall programme Business Case and is generally reduced in content. The justification aspects are generally included in the programme Business Case, with the project comprising only of budget details, a list of benefits and a statement of how the project contributes to the programme. The project’s Benefits Plan will be part of the programme’s realization plan and the benefits will be tracked by the programme management team.		When developing the '''Business Case''', the programme will define the standards that the project needs to use. The project Business Case has to be integrated into the overall programme Business Case and is generally reduced in content. The justification aspects are generally included in the programme Business Case, with the project comprising only of budget details, a list of benefits and a statement of how the project contributes to the programme. The project’s Benefits Plan will be part of the programme’s realization plan and the benefits will be tracked by the programme management team.

	In terms of '''Organization''', the programme has a Board that comprises of a Senior Responsible Owner(SRO), a programme manager, one or more change managers, representatives of corporate functions as necessary, the lead supplier and the project Executives of the project within the programme. The programme SRO is responsible for the meeting the overall objectives of the programme and it is likely that the project executive is named by the SRO. The programme manager sets the day-to-day management and delivery of the programme. The change manager defines the benefits and provides the bridge between the programme and business operations. The programme and project management are integrated such that everyone is accountable to someone, from top to bottom.		In terms of '''Organization''', the programme has a Board that comprises of a Senior Responsible Owner(SRO), a programme manager, one or more change managers, representatives of corporate functions as necessary, the lead supplier and the project Executives of the project within the programme. The programme SRO is responsible for the meeting the overall objectives of the programme and it is likely that the project executive is named by the SRO. The programme manager sets the day-to-day management and delivery of the programme. The change manager defines the benefits and provides the bridge between the programme and business operations. The programme and project management are integrated such that everyone is accountable to someone, from top to bottom. <ref name="web2"> http://webarchive.nationalarchives.gov.uk/20090609003228/http://www.berr.gov.uk/files/file40647.pdf </ref>

	The project’s '''Quality''' control activities are carried out by the members of the programme management team and the project’s Quality Management Strategy is derived from the programme’s. Guidance regarding the quality methods to be used are provided by the programme’s design authority.		The project’s '''Quality''' control activities are carried out by the members of the programme management team and the project’s Quality Management Strategy is derived from the programme’s. Guidance regarding the quality methods to be used are provided by the programme’s design authority.
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	The project '''Plan''' will adopt the programme’s standards. The programme generally has dedicated planners to help the Project Manager preparing and maintaining the Project Plan and Stage plans. The programme’s dependency network describes how other projects in the programme use the benefits of the project at hand.		The project '''Plan''' will adopt the programme’s standards. The programme generally has dedicated planners to help the Project Manager preparing and maintaining the Project Plan and Stage plans. The programme’s dependency network describes how other projects in the programme use the benefits of the project at hand.

	The programme’s '''Risk''' Management Strategy will apply to the project as well. This includes defining a common set of risk categories, scales, evaluation techniques, tolerances and mechanisms to escalate risks to the programme level.		The programme’s '''Risk''' Management Strategy will apply to the project as well. This includes defining a common set of risk categories, scales, evaluation techniques, tolerances and mechanisms to escalate risks to the programme level. <ref name="web2"> http://webarchive.nationalarchives.gov.uk/20090609003228/http://www.berr.gov.uk/files/file40647.pdf </ref>

	The project’s '''Change''' control procedure derives from the programme’s issue resolution strategy. The information management strategy defines how to maintain interfaces between projects so to capture and escalate any changes within a project that may affect other projects.		The project’s '''Change''' control procedure derives from the programme’s issue resolution strategy. The information management strategy defines how to maintain interfaces between projects so to capture and escalate any changes within a project that may affect other projects.

Mihaelagh: /* Initiating a project (IP) */

2015-09-21T11:07:17Z

Initiating a project (IP)

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	===Initiating a project (IP) ===		===Initiating a project (IP) ===
	In order to establish a solid foundation for the project, the Initiating a project process provides the organisation with understanding regarding the work that needs to be done to deliver the project’s products prior to committing significant financial resources. The main objective of this process is to understand the reason, benefits and risks associated with the project.		In order to establish a solid foundation for the project, the Initiating a project process provides the organisation with understanding regarding the work that needs to be done to deliver the project’s products prior to committing significant financial resources. The main objective of this process is to understand the reason, benefits and risks associated with the project. <ref name="web2"> http://webarchive.nationalarchives.gov.uk/20090609003228/http://www.berr.gov.uk/files/file40647.pdf </ref>

	===Controlling a stage (CS)===		===Controlling a stage (CS)===

Mihaelagh: /* Themes */

2015-09-21T11:06:49Z

Themes

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	=Themes=		=Themes=

	In PRINCE2, themes are aspects of project management that must be addressed continually. The strength of PRINCE2 lies with the way the seen themes are integrated and linked together. All seven themes should be applied in a project. However, they should be tailored to fit the scale, nature and complexity of the project at hand. For instance, for high risk projects, additional detailed documentation may be needed, whereas for low-risk projects more concise presentations and informal processes might be more adequate. The description of the themes can be found in Table 2. <ref name="managing">Managing successful projects with PRINCE2 (5th ed.). (2009). London: TSO. </ref>		In PRINCE2, themes are aspects of project management that must be addressed continually. The strength of PRINCE2 lies with the way the seen themes are integrated and linked together. All seven themes should be applied in a project. However, they should be tailored to fit the scale, nature and complexity of the project at hand. For instance, for high risk projects, additional detailed documentation may be needed, whereas for low-risk projects more concise presentations and informal processes might be more adequate. The description of the themes can be found in Table 2. <ref name="managing">Managing successful projects with PRINCE2 (5th ed.). (2009). London: TSO. </ref> <ref name="web2"> http://webarchive.nationalarchives.gov.uk/20090609003228/http://www.berr.gov.uk/files/file40647.pdf </ref>

Mihaelagh: /* References */

2015-09-21T11:03:05Z

References

← Older revision		Revision as of 11:03, 21 September 2015
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	~~7. https://www.axelos.com/best-practice-solutions/prince2/what-is-prince2.aspx~~

	8. http://webarchive.nationalarchives.gov.uk/20090609003228/http://www.berr.gov.uk/files/file40647.pdf		8. http://webarchive.nationalarchives.gov.uk/20090609003228/http://www.berr.gov.uk/files/file40647.pdf

Mihaelagh at 11:02, 21 September 2015

2015-09-21T11:02:42Z

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	PRINCE2 (an acronym for PRojects IN Controlled Environments) is a process-based method for effective project management. It is one of the most accepted and used methods in project management due to the fact that it can be applied to any project regardless of project scale, type, organization, geography or culture. Being widely recognized and understood, PRINCE2 provides a common vocabulary to all project participants and maintains the focus on the project viability in relation to the Business Case, rather than on the project end. The aim of PRINCE2 is to provide the right information at the right time for the right people to make the right decisions. It clearly defines project responsibilities and helps participants understand their roles and needs. <ref name="managing">Managing successful projects with PRINCE2 (5th ed.). (2009). London: TSO. </ref> <ref>https://www.prince2.com/prince2-methodology </ref>		PRINCE2 (an acronym for PRojects IN Controlled Environments) is a process-based method for effective project management. It is one of the most accepted and used methods in project management due to the fact that it can be applied to any project regardless of project scale, type, organization, geography or culture. Being widely recognized and understood, PRINCE2 provides a common vocabulary to all project participants and maintains the focus on the project viability in relation to the Business Case, rather than on the project end. The aim of PRINCE2 is to provide the right information at the right time for the right people to make the right decisions. It clearly defines project responsibilities and helps participants understand their roles and needs. <ref name="managing">Managing successful projects with PRINCE2 (5th ed.). (2009). London: TSO. </ref> <ref>https://www.prince2.com/prince2-methodology </ref> <ref name="what is prince"> https://www.axelos.com/best-practice-solutions/prince2/what-is-prince2.aspx </ref>

Mihaelagh: /* References */

2015-09-21T11:00:03Z

References

← Older revision		Revision as of 11:00, 21 September 2015
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	4. The Executive Guide to Directing Projects: Within a PRINCE2® and MSP® environment, (2009), London: TSO.		4. The Executive Guide to Directing Projects: Within a PRINCE2® and MSP® environment, (2009), London: TSO.

	~~5. Sargeant, R., Hatcher, C., Trigunarsyah, B., Coffey, V. & Kraatz, J. (2010). Creating Value In Project Management Using PRINCE2®, Queensland Unniversity of Technology~~

Mihaelagh: /* Limitations */

2015-09-21T10:59:46Z

Limitations

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	A general misuse of the method is interpreting the methodology in a rigid way and not tailoring it to the project at hand. This can lead to robotic project management where every process activity is followed and every management product is produced without them being relevant to the specific project. Tailoring is about adapting the method to external factors, such as corporate standards and to the scale and scope of the project. On the other hand, tailoring does not mean omitting or removing elements of PRINCE2. This might be a challenge for organizations. <ref name="managing">Managing successful projects with PRINCE2 (5th ed.). (2009). London: TSO. </ref>		A general misuse of the method is interpreting the methodology in a rigid way and not tailoring it to the project at hand. This can lead to robotic project management where every process activity is followed and every management product is produced without them being relevant to the specific project. Tailoring is about adapting the method to external factors, such as corporate standards and to the scale and scope of the project. On the other hand, tailoring does not mean omitting or removing elements of PRINCE2. This might be a challenge for organizations. <ref name="managing">Managing successful projects with PRINCE2 (5th ed.). (2009). London: TSO. </ref>

	There are factors that are believed to constrain the success of PRINCE2 projects. However, these are demonstrably not methodological but rather organizational. The issues lie not with the PRINCE2 framework or manual, but with the organizational shortcomings including poor project governance and organizations not being able to properly introduce and implement PRINCE2. That is, their lack of project leadership. More generally, organizations seem to not give sufficient priority to project governance.		There are factors that are believed to constrain the success of PRINCE2 projects. However, these are demonstrably not methodological but rather organizational. The issues lie not with the PRINCE2 framework or manual, but with the organizational shortcomings including poor project governance and organizations not being able to properly introduce and implement PRINCE2. That is, their lack of project leadership. More generally, organizations seem to not give sufficient priority to project governance. <ref name="creating"> Sargeant, R., Hatcher, C., Trigunarsyah, B., Coffey, V. & Kraatz, J. (2010). Creating Value In Project Management Using PRINCE2®, Queensland Unniversity of Technology </ref>

Mihaelagh: /* References */

2015-09-21T10:58:55Z

References

← Older revision		Revision as of 10:58, 21 September 2015
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	<references />		<references />

	~~1. Managing successful projects with PRINCE2 (5th ed.). (2009). London: TSO.~~

	~~2. Hedeman, B., & Heemst, G. (2010). Project Management Based on PRINCE2 2009 Edition. Zaltbommel: Van Haren Pub.~~

	~~3. Bentley, C. (2010). PRINCE2 revealed (2nd ed.). Amsterdam: Butterworth-Heinemann.~~



	4. The Executive Guide to Directing Projects: Within a PRINCE2® and MSP® environment, (2009), London: TSO.		4. The Executive Guide to Directing Projects: Within a PRINCE2® and MSP® environment, (2009), London: TSO.
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	5. Sargeant, R., Hatcher, C., Trigunarsyah, B., Coffey, V. & Kraatz, J. (2010). Creating Value In Project Management Using PRINCE2®, Queensland Unniversity of Technology		5. Sargeant, R., Hatcher, C., Trigunarsyah, B., Coffey, V. & Kraatz, J. (2010). Creating Value In Project Management Using PRINCE2®, Queensland Unniversity of Technology

	~~6. https://www.prince2.com/prince2-methodology~~

	7. https://www.axelos.com/best-practice-solutions/prince2/what-is-prince2.aspx		7. https://www.axelos.com/best-practice-solutions/prince2/what-is-prince2.aspx