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PRINCE2 Introduction: Prince2 is a process-based approach for project management providing an easily tailored, and scaleable method for the management of all types of projects. Each process is defined with its key inputs and outputs together with the specific objectives to be achieved and activities to be carried out.
As defined as the basis of the PRINCE 2 Project Management Methodology Ø Organisation Ø Planning Ø Stage Ø Controls Ø Management of Risk Ø Control of Change Ø Configuration Management Let us take a look at what these defined areas actually mean and how you can implement them in you project needs: Organisation: Good project management practice requires the fulfillment of a number of roles which are generic and fairly well defined on any project. For the project to be successful it is important to decide at the outset who is doing what. The project needs a different organisation structure to line management. It needs to be more flexible and is likely to require a broad base of skills for a comparatively short period of time. The project is normally cross-functional. The project organisation combines people who are working full-time on the project with others who have to divide their time between the project and other permanent duties. The Project Manager will have direct management control over some of the project staff, but may also have to direct staff who report to another management structure. The management structure of those with a problem to be solved will very often be different from that of those providing the solution. They will have different priorities, different interests to protect, but in some way they must be united in the common aims of the project. The management level which will make the decisions and the commitments on behalf of their interests is too busy to be involved on a day-to-day basis with the project. But most projects need day-to-day management if they are to be successful. Planning: A plan is a document, framed in accordance with a pre-defined scheme or method, describing how, when and by whom a specific target or set of targets are to be achieved. A plan is a design of how identified targets for deliverables, timescales, costs and quality can be met. Plans are the backbone of the management information system required for any project. A plan requires the approval and commitment of the Project Management Team and must be formally approved by the Project Board. Stage: Stages are partitions of the project with decision points. A stage is a collection of activities and products whose delivery is managed as a unit. As such it is a sub-set of the project, and as such is an element of work which the Project Manager is managing on behalf of the Project Board at any one time. The use of stages should realy be mandatory in any project, the number of stages is flexible and depends on the needs of the project. Controls: Control is all about decision-making, and is the central role of project management. The purpose of control is to ensure that the project: Ø is producing the required products which meet the defined Acceptance Criteria Ø is being carried out to schedule, and in accordance with its resource and cost plans Ø remains viable against its Business Case Controls ensure that, for each level of the Project Management Team, the next level up of management can: Ø monitor progress Ø compare achievement with plan Ø review plans and options against future scenarios Ø detect problems Ø initiate corrective action Ø authorise further work Controls must also cover capturing information on changes from outside the project and taking the necessary actions. Management of Risk: Risk is a major factor to be considered during the management of a project. Project management must control and contain risks if the project is to stand a chance of being successful. Risk is defined as being 'the chance of exposure to the adverse consequences of future events'. Projects are set up to bring about change, and hence project work is less predictable than is typically the case with routine work. The project is unique and usually its objectives have to be achieved within certain constraints. When looking at project risk there are basically two main types of risk, these being business risk and project risk. Business Risk covers threats associated with the project not delivering products which can achieve the expected benefits, whereas Project Risk is the collection of threats to the managing of the project and hence the achievement of the project's end results within cost and time. Change Control: Changes to specification or scope can ruin any project unless they are carefully controlled. Change is also inevitable. The control of change means assessment of the impact of potential changes, their importance, their cost and a judgmental decision by management on whether to include them or not. Any approved changes must be reflected in any necessary corresponding changes to schedule and budget. Configuration Management: Within the context of project management the purpose of Configuration Management is to identify, track and perfect the project's products. Configuration Management is not optional. If more than one version of a product has been created, then Configuration Management is being performed. It is just a question of how well it is being done.
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