PRINCE2 Practitioner Classroom slides - Sample

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PT0078-P2P-Class-EN, Version V013Copyright © PTCoE NV and AXELOS Limited 2017. All rights reserved. Material in this document has been sourced from Managing Successful Projects with PRINCE2® 2017 Edition. No part of this document may
be reproduced in any form without the written permission of both PTCoE NV and AXELOS Limited. Permission can be requested at support@mplaza.pm and licensing@axelos.com. PRINCE2® is a registered
trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved. The Swirl logo™ is a trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.
PRINCE2®
Practitioner Training
Frank Turley
Unbored.training
PT0078
17/12/2017

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IPR acknowledgements
• PRINCE2® is a registered Trade Mark of AXELOS Limited.
• ITIL® is a registered Trade Mark of AXELOS Limited.
• M_o_R® is a registered Trade Mark of AXELOS Limited.
• P3O® is a registered Trade Mark of AXELOS Limited.
• MSP® is a registered Trade Mark of AXELOS Limited.
• P3M3® is a registered Trade Mark of AXELOS Limited.
• MoV® is a registered Trade Mark of AXELOS Limited.
• MoP® is a registered Trade Mark of AXELOS Limited.
• The Swirl logo™ is a Trade Mark of AXELOS Limited.

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Course Objectives
• Learn what a project is and what is its context
• Establish an understanding of the benefits of using PRINCE2
• Establish the purpose of the PRINCE2 themes
• Learn about the roles and the management products used
• Learn about the PRINCE2 principles
• Establish the purpose, objectives and context of the PRINCE2 processes
• Work on PRINCE2 project scenarios

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Target Audience
• Project managers (or those who would like to become one)
• Key staff involved in the design, development and delivery of projects
– Project Board members
– Team managers
– Project assurance
– Project support
– Operational line managers/staff.

5
Themes
Review
Break Tailoring
Lunch
Processes
-1-
Day 1
Lunch
Practitioner Exam
Day 2
Break
Sample Exam + Review
Processes
-2-
Sample Exam + Review

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ABOUT THE COURSE

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The whole PRINCE2 Practitioner training is based
on the assumption that you are familiar with the
PRINCE2 Foundation concept
PRINCE2 Practitioner Reminder…
PRINCE2 Foundation

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• PRINCE2 practitioner classroom slides
• PRINCE2 process model diagram
• PRINCE2 management product map
• PRINCE2 timeline diagram
• Official sample exam #1 and rationale
• Official sample exam #2 and rationale
• Management plaza sample exam #1 and rationale
• Management plaza sample exam #2 and rationale
• PRINCE2 practitioner training manual
• “Managing Successful Projects with PRINCE2”
PRINCE2 Practitioner
Training Material

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BUSINESS CASE
PRINCE2 Themes
Additional information for practitioner syllabus

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Business case: Management documents
Delivery
Teammanager
Direction
ProjectBoard
Corp..
Corporate, programme management, customer
Business case
Benefits M.A.
Business case
Stage Boundary: Updated
Management
Projectmanager
P
I
D
SU process
Benefits M.A.
Updated
Created
Business case
Project brief
-- Outline BC
Starting up
a project Closing a project
Benefits M.A.
Develop business case Maintain business case
Planning
Initiation – 1st
stage Delivery stages : Controlling a stage & stage boundary Closing a projectPre-Project
Project
mandate
Business case documentation
1-Outline business case
- Created by executive: part of the project brief
2-Business case
3-Benefits management approach
4-Updated business case
5-Updated benefits management approach (if necessary)
6-Update benefits management approach
- Plan the post-project benefits review
7- business case (final update with cost data)
1 2
3
4
5
6
7
by Frank Turley
mplaza.pm
Version 1.2d
Based on AXELOS PRINCE2® material. Reproduced under licence from AXELOS Limited. All rights reserved.

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Business case
Summary of key points and ROI information:
e.g. Give out pens to clients to increase contracts renewals
Benefit: Reduce loss of maintenance contracts by 50% : €58,600
ROI: Return on Investment: Cost = €4,800: Gain = €58,600
1. Executive summary
Examine options: Do nothing, do minimum, do something. E.g.
Option 1: do nothing : Continue losing contracts: lose €84,000
Option 2: offer a calendar:
• Value: not perceived as a quality item
Option 3: offer pen that clients will continue to use:
• Value: Contacts will hold on to the pens
• Believe this will have the effect to reduce loss
3. Business options
List measureable benefits that are aligned to corporate strategy
e.g. Reduce loss of maintenance contracts by 50% : €42,000 (each year)
4. Expected benefits
Date: Document: Project: Author:
Timescales for project plan and benefits realization.
E.g. Project start: March 5th, Project End: May 31st (12 weeks)
E.g. Measure benefits on 28/12/2017 and 31/05/2018
6. Timescales
Summary of the key risks (taken from risk register)
e.g. Due to the variety of possible pens, there is a threat that we can choose the wrong pen which
the majority of clients will not keep using the pen as expected.
9. Major risks
List reasons for the project and impact on corporate strategy.
e.g. Build better relationship with clients and reduce the loss in the renewal of maintenance
contracts from 10% to 5%.
CopyWorld has 4,200 maintenance contracts with an average profit of €200 per contract =
€840,000.
2. Reasons
List dis-benefits (seen as negative by some stakeholders)
5. Expected dis-benefits
Include project (Project plan) and maintenance costs
e.g. Pen costs: €10 by 400 pens = €4,000
e.g. Other project costs: €800
7. Costs
Document investment appraisal – show project value. E.g.
• Project cost: €4,800
• Expected gain: €58,400
• Time : 1 year
• ROI: 1120.80% (to update)
8. Investment appraisal
Business case (sample from Pen Project)

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Pre-project Initiation stage Subsequent delivery stages Final delivery stage Post-project
Verify outline business
case
Verify updated business
case
Develop business case Maintain business case
Verify detailed business
case
Answer:
• First verification point by project board is at the end of SU process
• Second verification point by project board is at the end of IP process
• Next verifications points are at the end of each stage
• Last verification point for project board is at the end of the project
Question: Where do you verify the business case?
Business case
Verifying the business case

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1. Created by project manager in the initiation stage
2. Information is provided by senior user
3. Project board approves the benefits management approach
4. Check for realized benefits at the end of each stage
5. Plan benefits review after project (Post-project)
6. Check for realized benefits (Post-project)
• Some projects check for realized benefits during the project:
• Example: New CRM functionality released to users after each stage
• The senior supplier is responsible for creating the products to achieve the benefits
• CPC Mgmt do the benefit review after the project. Eg: 6, 12, 18, 24 months
• Project manager
• Senior user
• Project board
• Project manager
• Project manager
• CPC
• A plan that defines how & when benefits are measured
• A plan to review the benefits è benefits management approach
Benefits management approach steps:
Pre-project Initiation stage Subsequent delivery stages Final delivery stage Post-project
Create BMA
Check benefits
Approve BMA
Check
benefits
Who: PM PM Corp…
Check benefits
Plan post reviews
3
1
2
4 5 6
Business case
Benefits management approach

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ORGANIZATION
PRINCE2 Themes

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Delivery
Team manager
Direction
Project Board
Corp..
Authorize
initiation
Authorize
the project
Authorize a stage
or exception plan
Give ad hoc
direction
Auth. project
closure
Directing a project
Initiation – 1st
stage Closing a project
End stage reportCommunication M.A.
Stage Boundary: Created
Management
Project manager
-- Team manager assists the project manager
-- Created once during project (can be updated)
-- Created or updated once per stage
-- Created or updated many times during a stage
-- Once per work package
-- Many per work package
P
I
D
SU process
Pre-Project
CP is the last part
of the last stage
Created
Project brief
Assists with Planning
*
Initiation – 1st
- PMT
Starting up
Delivery Stages : Controlling a stage & stage boundary
PMT - roles
Organization documentation
1-PMT (Project management team)
- This is part of the project brief
2-Communication management approach
- Guideline for communication during project
3-PMT role descriptions
4-End stage report
- Performance review and change suggestions to PMT
1 2
3
4
Organization: Management products

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Project management team
Delivery
Management
Direction
Senior user Executive Senior supplier
Project manager
Team manager
Change authority
Project support
Project assurance
Business Assurance
User Assurance
Supplier Assurance PROJECT
ANAGEMENT
TEAM
Organization:

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Organization
• Monitors all aspects of the project’s performance and products
• Independent of the project manager
• Gives advice and guidance to the project manager
Project assurance
Business assurance
User assurance
Supplier assurance
Project assurance Risks are controlled, right people are involved in quality inspection
Business assurance Solution provides value for money, payments are authorized
User assurance Solution will meet user needs, advise on changes
Supplier assurance Review product descriptions, monitor production risks
Project assurance

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Organization
Introduction Purpose, objectives and scope of the strategy
Communication Procedure Communication methods to be used
Tools and Techniques
Communication tools, preferred techniques, steps in the
communication process
Records Required records and where they will be stored
Reporting Communication process (purpose, timing, recipients)
Timing of communication activities
Timing of formal communication activities and performance audits
for the methods
Roles and responsibilities Responsibilities of the aspects of the communication process
Stakeholder analysis Identification of the interested parties, relationship status, interfaces
Information needs for interested parties
Information to/from the stakeholders; frequency, means and format
of communication
Communication management approach

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This document describes how communication will be done during the project: It is based on the
standard strategy document for all projects.
1. Introduction
A description of communication methods to be used during the project plus any variance from the
corporate standards.
e.g. The PM is responsible for all internal communication and will report each week on the project
board using a highlight report. The Sales Manager is responsible for all external communication.
2. Communication Procedure
Define when formal communication activities will take place.
e.g. The PM will meet with the project board each two weeks.
5. Timing of communication activities
Communication management approach Date: Document: Project: Author:
7. Roles & responsibilities
8. Scales: Priority & Severity
List the communication tools and techniques that will be used.
e.g. The PM will use the internal portal site for all internal communication and project documents.
The Sales Manager will use a newsletter and site visits to communicate with clients.
3. Tools and techniques
Define the record(s) that will be used to log communication activities and the location that they will
be kept.
e.g. A log to keep track of external communication.
4. Records
6. reports / Stakeholder Matrix
Highlight report
Report Name Timing Recipients
Weekly Project board
End stage report End of stage Project board
End project report End of project Project board
Issue report Anytime CA/Project board
Electronic newsletter Once Clients
Project board Inform the rest of the management team
Project manager All internal communication (project team)
Create the required PRINCE2® documents
Senior user Communicate with clients
Priority Use MoSCoW (Must, Should, Could, Won’t..)
Severity levels 1 = project manager, 2 = project board
Clients
Stakeholders Current Relationship Desired Relation
90% Good 95% Good
Sales Team Excellent Excellent
Good Good
9. Stakeholder Analysis
Attitude
Neutral
Support
Co. Mgmt Support
Organization

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QUALITY
PRINCE2 Themes

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Delivery
Teammanager
Direction
ProjectBoard
Corp..
Team plan
Next stage planQuality M.A.
Project plan
or exception plan
Controlling a stage Stage Boundary: Created
Products are created here
Update register after quality check.
Management
Projectmanager
Work packages
-- Team manager is also responsible
P
I
D
SU process
Project brief
Quality register
*
Initiation – 1st
- PPD
* Product descriptions
Quality register
Starting up
a project
Closing a project
1: Quality planning 2: Quality control
Updated
Acceptance criteria
(Acceptance records)
1-Project product description (PPD)
2-Quality management approach
3-Product descriptions
4-Quality register (record quality activities)
5-New products can be defined
6-Quality register is updated (pass or fail)
7-Acceptance criteria (handover)
51 2
3
4
6
7
Quality: Management products

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Delivery
Teammanager
Pre-Project – SU Initiation – 1st stage
Quality register – contents
• List all products names + IDs (from Plan)
• List quality method
• Quality reviewer & approver
• Expected delivery dates
• Target & actual quality review dates
Management
Projectmanager
Project brief
PPD
QMS
Project plan
Product
Descriptions
Acceptance criteria
Project product
description (PPD)
Quality requirements
from Customer
Customer’s quality
expectations
Quality
responsibilities
Quality information in product
descriptions
Quality criteria and
tolerances
Quality methods
Quality planning – 6 Steps
Quality register : Plan Quality Activities
1
2
3
4
5
6
Quality management approach
Quality planning steps
1. Understand - customer’s quality expectations
2. Defining the project’s acceptance Criteria
3. Add to project product description
4. Prepare the quality management approach
5. PD’s with quality information
6. Set the quality register (record quality activities)
Questions:
• When does PRINCE2® first think about quality?
• Where does the quality data come from?
• What is the value of the QMS?
• Why is a quality register part of quality planning?
Quality: Planning Steps

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A.21 Project product description
Title
Purpose
Composition (parts)
Derivation (tools, design plans)
Development skills required
Customer’s quality expectations
Acceptance criteria
Project level quality tolerances
Acceptance method
Acceptance responsibilities
Identifier
Title
Purpose
Composition
Derivation
Format and presentation
Development skills required
Quality criteria
Quality tolerance
Quality method
Quality skills required
Quality responsibilities
A.17 Product description
Quality
Product quality information

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Quality
Introduction Purpose, objectives and scope of the strategy
Quality Management Procedure
Quality management procedure to be used (quality planning and
control, assurance activities)
Tools and Techniques
Any quality management systems or tools to be used and preferred
techniques
Records
Types of required quality records , where they will be stored and the
format of the quality register
Reporting Reports on the quality management (purpose, timing and recipients)
Timing of communication activities Timing of formal quality management activities such as audits
Roles and responsibilities
Responsibilities for quality management activities, including quality
responsibilities from CPC
CPC: Corporate, programme management, customer
Quality management approach

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Producer
Quality
Reviewer
Approval
16 31 Wall Insulation Inspection JV WP RT 28/9 2/10 10/10 10/10 11/10 Pass links
17 32 Heating
Furnace
Inspection TM TL RT 8/10 14/10 21/10 27/10 Fail links
18 33 Heating
Furnace
Performance test MP TL RT 17/10 21/10 27/10
19 34 Kitchen
Fittings
Inspection AM OH BD 1/11 5/11 14/11
Quality ID
Product ID
Quality
Reviewers
Quality
Method
Product
Name
Producer
Approver
Target Quality
Review Date
Actual Quality
Review Date
Actual Approval
Date
Target
Approval Date
Result
Records
Quality
Dates
Approval
Dates
* * * * *
* Data is taken from the project, stage, team plan (schedule)
PD PD
PD Data is taken from the product descriptions (project plan)
Production
date
**
Steps are:
Results of Quality Tests + Links
Quality
Quality register
Based on AXELOS PRINCE2® material. Reproduced under licence
from AXELOS Limited. All rights reserved.

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• Quality assurance reports to CPC
• Project assurance is the responsibility of the project board
Quality
Quality
Assurance
DeliveryManagementDirection
Senior
User
Executive
Project manager
Project assurance
Business assurance
User assurance
Supplier assurance
Team
manager
QA is focused on the:
• Quality process of the project
• Company standards are met
• Risk management is done correctly
• Communication is done correctly
• Business case is verified
• Issues are tracked correctly
• Etc..
This role has nothing to do with
checking the quality of the products
after they are produced.
Senior supplier
Change
authority
Project
support
Quality assurance

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Quality assurance
• Interested to see that all projects are following company standards
• This role is defined in the PRINCE2® manual
Quality Tester
• This role is NOT defined in the PRINCE2® manual
• They test the products before they are returned to the project manager
• The following information is defined in each product description
• Quality method (how the testing will be done)
• Quality skills required
• Quality responsibilities (who does what)
Quality
Quality assurance vs Quality testers

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PLANS
PRINCE2 Themes

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Delivery
Teammanager
Direction
ProjectBoard
Initiation – 1st stage Delivery stages / controlling a stage Closing a project
Team plan
SB: Next stage plan
IS plan Project plan
or exception plan .
Updated
Created
SB: Project plan
- Optional
- Non PRINCE2® Format
Management
Projectmanager
Updated
-- Once during project
-- Once per stage
-- Many times during stage
Project plan
PFD The path to planning
1-Create project product description (PPD)
2-IS Plan (Plan for initiation stage)
3-Product based planning
- PBS: Product breakdown structure
- PDs: Product descriptions
- PFD: Product flow diagrams
4-Project plan
5-Next stage plan
6-Exception plan (if needed)
7-Update project plan
8-Create team plan (optional)
9-Update project plan (show complete)
Product Base Planning
PBS
PDs
PPD
2
3
4
1
6
5
8
7
9
Plans: Management products

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Stage plan - example
Brief introduction / description of a project plan
e.g. This is the plan for the initiation stage of the Pen Project
1. Plan description
What must be and remain in place for the plan to succeed
e.g. Sales Manager provides the necessary time for the project
e.g. Twenty sales persons will be available to evaluate the pens
2. Plan prerequisites
Attached: Project product description
9. Products description(s)
Date: Document: Project: Pen Project Author: Project manager
e.g. A business gift company will have to provide the pens to evaluate and the 400 pens after
chosing.
3. External dependencies
Lists the assumptions on which the plan is based.
e.g. Internal recourses will not be charged to the project.
4. Planning assumptions
List the lessons that have value for this plan.
e.g. Allow buffer time for delivery of pens (lessons log)
e.g. Investigate the ISO standard for pens: ISO 12757-2
5. Lessons incorporated
How the plan will be monitored and controlled
e.g. The PM will use the standard PRINCE2® documents.
e.g. A highlight report will be sent at the end of week 1 to the PB.
6. Monitoring & control
e.g. Initiation stage budget: € 200 (internal people time is not charged)
e.g. Risk budget: €0, Change budget: €0
7. Budgets
e.g. Time: +- 50% : Cost: +- 50% : Quality: +- 10% : Scope: 0%
8. Tolerances
10. Schedule (Example)
4th 5th 6th 7th 8th 11th 12th 13th 14th 15thDeliverables - March
Strategy documents
WBS
Product descriptions
Risks & issues
Project plan
Benefits M.A.
Business case
PID
Next stage plan
1 hr
8 hrs
1 hr
4 hrs
2 hrs
2 hrs
4 hrs
3 hrs
2 hrs
Plans

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• Three levels of plans: project, stage and team (optional)
• Project product description
– Composition lists the major products that the project will produce
– Also includes customer’s quality expectations and acceptance criteria
– Each product listed may also have a product description
• Product descriptions
– Details requirements and quality information
– A product breakdown structure will be used to identify all products
– Product descriptions are created and updated in IP and SB processes
– Includes quality criteria, tolerances, producer and quality method
Plans
Other Key Points: Plans

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RISK
PRINCE2 Themes

33
Delivery
Team manager
Direction
Project Board
Corp..
Authorize
initiation
Authorize
the project
Authorize a stage
or exception plan
Give ad hoc
direction
Auth. project
closure
Directing a project
Initiation – 1st stage Closing a project
CS: Highlight Risk M.A.
Business case
Controlling a stage
Business case
Management
Project manager
P
I
D
SU process
Pre-Project
CP is the last part
of the last stage
CS: Risk register
Project brief
Daily log
Risk register
*
Initiation – 1st
-- Outline BC
Updated
Starting up
Delivery stages : Controlling a stage & stage boundary
1-Outline BC – lists major risks
2-Risks stored in daily log in SU process
3-Business case (major risks)
4-Risk M.A. (guideline for risks)
5-Risk register (all risks are listed here)
6-Update of major risks
7-Include major risk information
8-Update risks in the risk register
3
1
2
4
5
76
8
Risk: Management products

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Risk
Risk management approach
Introduction Purpose, objectives and scope, who is responsible
Risk management procedure Defining the steps of the risk management procedure
Tools and techniques Risk management systems or tools to be used
Records Composition and format of the risk register and other records
Reporting Reports to be produced, including their purpose, timing and recipients
Timing of risk management activities Timing of formal risk management activities like end stage assements
Roles and responsibilities Roles and responsibilities for risk management activities
Scales Defining scales for estimating probability and impact, e.g. low, medium, high
Proximity How proximity for risks is to be assessed
Risk categories Risk categories to be used
Risk response categories Risk response categories to be used
Early warning indicators Any indicators to be used to track critical aspects of the project
Risk tolerance Threshold levels of risk exposure
Risk budget How the risk budget will be used

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Risk register : Sample Date: Document: Project: Pen Project Author: Project manager
ID
Risk
Author
Date
register
Risk Category Risk Description
Probability
x Impact
Proximity
Response
Category
Status
Risk
Owner
Risk
Actionee
1 P Smith 6/3/18 Ordering
A risk that pens will be delivered 2-4 weeks later
which will impact the time of the project < €1000 Medium Reduce Active P Smith J Bell
2 S. Kelly 7/3/18 Product
50% users may not like the pens and therefore not
keep using them which result in 50% less benefits € 29,000
Medium Reduce Active S. Kelly R Clark
3 S. Kelly 9/3/18 Product
Some sales people may not distribute the pens as
intended, therefore the benefits will not be realized
for these users
€ 5,600 Medium Reduce Active S. Kelly S. Kelly
This risk register is take from the sample PRINCE2® Pen project
Project Name Pen Project Risk / Impact
Project No 008 High risk > € 7,500
Project manager Rose Clark Medium > € 1000
Project executive John King Low risk < € 1000
Amount is related to the value
of the expected benefits
Expected gain is: €58,400
The response text is not included in this example
Risk

36
Risk identifier
Risk author
Date registered
Risk category
Risk description
Probability
Proximity
Risk response categories
Risk response
Risk status
Risk owner
Risk actionee
Provides records of identified risks including status, history, impact…
Unique reference for each risk
Person who raised the risk
Date identified / registered
Choose category: e.g. Schedule, Quality, Legal, …
Description: Due to… there is a risk…. Impacts are….
Probability, impact and expected value
How close in time in relation to the project
Choose threat or opportunity responses
List action to resolve the risk
Normally “Active” or “Closed”
Person responsible for managing the risk
Person who will implement actions listed in response
Risk
Risk register

37
Inherent risk:
• The identified and assessed risk
Residual risk:
• Leftover impact after a response was implemented
Secondary risk:
• New risk caused by the implementation of a response
Inherent, secondary and residual risks
Risk
Risk planning

38
Avoid a threat
• Eliminate the impact or prevent it from happening (probability zero)
Reduce a threat
• Proactive
• Reduce the probability of the event
• Reduce the impact of the event
Prepare contigent plans
• Reactive and affects only the impact
• Reduces the impact
• A plan of actions implemented to reduce the impact
• Preparing plans now, but not taking action now.
Threats risk responses
Risk

39
Transfer the risk
• A form of “reduce” response
• Reduces financial impact only
• Some of the impact becomes the responsibility of a third party
• Mostly on a contractual basis
Accept the risk
• Organization ‘takes the chance’ that the risk will occur
• And with full impact if it did.
Share the risk
• Application of a pain/gain formula
• Within preset limits, both parties share the pain or the gain
Threat risk responses
Risk

40
Exploit an opportunity
• Ensuring that the impact will happen
• Ensuring that the impact will realize
Enhance an opportunity
• Enhance the probability of the event occuring
• Enhance the impact of the event
Transfer the risk
• Transfer can apply to opportunities
• Not a commonly used option for opportunities
Opportinity risk responses
Risk

41
Share the risk
• Application of a pain/gain formula
• Within preset limits, both parties share the pain or the gain
Accept the risk
• Organization ‘takes the chance’ that the risk will occur
• And with full impact if it did.
Prepare contigent plans
• We will accept the risk for now,
• Make a plan for what we’ll do if the situation changes
Opportinity risk responses
Risk

42
CHANGES
PRINCE2 Themes

43
Approve
Reject
Defer decision
Request more info
Ask for exception plan
Request for
Change
Project board
(Change authority)
PM may decide on small changes
So the PM has some change authority
Grant a concession
Instruct it be resolved
Defer decision
Request more info
Ask for exception plan
Off-Specification Project board
(Change Authority)
Out of specification with product
description
Problem /
Concern
Provide guidance
Ask for exception plan Project board
PM may decide if with tolerance
PM may also be able to handle issues
e.g. small issues < €500
The PM can have some change authority responsibility
New
Issue
If an issue will bring the stage/project out of tolerance, then the issue report becomes an exception report
Issue
report
Issue
report
Issue
report
Normally from user
Normally from supplier
Good or bad news
Change
Based on AXELOS PRINCE2® material. Reproduced under licence from AXELOS
Dealing with project issues
Based on AXELOS PRINCE2® material. Reproduced under licencefrom
AXELOS Limited. All rights reserved.

44
Project board / Change authority
Enter or update in
Daily log or issue register or issue report
Request
for advice
Request for advice /
Exception report
I) Determine
• Issue Type
• Severity
• Priority
II) Add to
• Daily log?
• Issue register?
I) Assess impact on
• Project objectives
(6 performance targets)
• Business case
• Project plan
II) Check
• Severity (Level)
• Priority (MoSCoW)
Propose options
Identify options
Evaluate options
Recommend options
Decide
I) Escalate if beyond
delegated authority
II) Approve reject or
defer option
PM / CA / Board may
decide
PM Implements
I) Take corrective action
- New/Update work package
- Or create exception plan
II) Update records and
plans (status)
Capture Examine Propose Decide Implement
Change
Issue and change control procedure

45
Delivery
Team manager
Direction
Project Board
Corp..
Initiation – 1st
stage Closing a project
Project
mandate
Issue reportsChange control approach
Management
Project manager
P
I
D
SU process
Pre-Project
Updated
Issue register
Daily log
Configuration item
records (CIR)
CIR docs (cmdb)
Daily log
Issue registers
*
Initiation – 1st stage Delivery stages : Controlling a stage & stage boundary Closing a projectPre-Project
Updated
Starting up
CIR docs
Product status account
1
2
2
2
3
4
4
5
5
3
6
Change: Management products

46
1. Change control approach
– Guideline to issue, change and configuration management
2. Configuration items records
– One record per product
– Contains meta data for each product
3. Product status accounts
– Report on the status of one or more products
– Usually created during SB & CP processes
4. Daily log
– Used for informal issues and all issues during the SU process
5. Issue register
– Container for all issues (changes, concerns and positive issues) that are handled formally
6. Issue reports
– A detailed report for one issue
– An issue report which describes an out of tolerance issue is an exception report
…See also previous slide
Change
Management products to control issues and configuration

47
Change
Request
for
Change
Approved
Use the change
budget
Use additional
budget
De-scope the
project
How to fund the resolution of issues...
Tolerances should not be used to fund requests for change

48
Change
Off-
specification
Grant a
concession
No immediate
action is
required

49
Change
Problem
/Concern
Provide
guidance
Ask for an
exception
plan
Resolve the
issue by
relaxing
tolerances?

50
PSA: Product status account
CIR: Configuration item records
Change
Change control approach
Introduction Purpose, objectives and scope, identifies who is responsible
for the strategy
Configuration management procedure Defines the configuration management procedure to be used
Issue and change control procedure Defined the issue and change control procedure to be used
Tools and techniques Any configuration management systems or tools to be used
Records Composition and format of the issue register and CIR
Reporting Composition, format, purpose, timing and recipients of issue
report and PSA; reviewing the performance of the procedures
Timing of configuration and issue and change
control activities
Timing of formal activities, e.g. configuration audits
Roles and responsibilities Who is responsible for the procedures, including CPC roles.
Describes change authority and change budget
Scales for priority and severity For prioritizing requests for change and off-specifications;
determining decision makers for severity and priority levels

51
Change
Issue report
Issue identifier Unique reference for every issue, same as the one in Issue register
Issue type Type of issue being recorded
Date raised Date issue was raised
Raised by Person or team who raised the issue
Issue report author Person or team who created the issue report
Issue description Issue description in terms of its cause and impact
Impact analysis Detailed analysis of the impact
Recommendation PM’s recommendation to solve the issue
Priority Given in project’s chosen scale, re-evaluated after impact analysis
Severity Given in project’s chosen scale, indicates the management level who will decide on the issue
Decision The decision
Approved by Who made the decision
Decision date Date of decision
Closure date When the issue is closed

52
PROGRESS
PRINCE2 Themes

53
• Authorizations
– Initiation
– Project
– Each stage
– Project closure
• Progress updates
– Highlight reports
– End stage reports
• Exceptions and changes
– Exception reports
– Issue reports
– Exception plans
What does the project board use to control the project?
Receive Progress reports from PM
Receive from PM at end of stage
From PM if expected to go out of tolerance
If out of tolerance or need advice
When requested by project board
Decision point 1
Decision point 2
Decision point for each stage
Decision point Last
Progress
Project board controls

54
• Authorizations
– Agreeing and authorizing work packages and work
package tolerances
• Progress updates
– Checkpoint reports
• Exceptions and changes
– PM uses project registers and logs to review progress
and identify issues and risks that may need to be
resolved
What does the project manager use to control the project?
They authorize when they are sure that the products
will be created as expected
Regular report from team manager to the project
manager
Eg: Compare planned dates vs actuals
Eg: Sort Issues & Risks by most critical
Deal with Issues or Escalate
Progress
Project manager controls

55
Delivery
Team manager
Direction
Project Board
Management
Project manager
SU process
Pre-Project Delivery stages : Controlling a stage & stage boundary
Team plan
Next stage plan
IS plan
Project plan
Benefits M.A.
or exception plan
Project plan
Updated
P
I
D
Benefits M.A.
Updated
Project plan
CS: Risk register
CS: Issue register
CS: Daily log
CS: Product status
account
Daily log
Risk, quality, issue registers
*
Quality register
Controlling a stage
Starting up
a project
Project controls
Which products are used by the PM to review progress against plan?
Progress: Management products

56
Delivery
Teammanager
Direction
ProjectBoard
Checkpoint reports
End stage report CS: Highlight
Controlling a stage
Created Stage Boundary: Created
Product delivery: Created
Management
Projectmanager
Pre-Project
End project report
Created
Closing a project
Which reports are used to report progress?
• Checkpoint report
• Highlight report
• End stage report
• End project report
Which products are used to set and report progress?
CS: Exception reportProject controls
Part of the PID
- Tolerances
- # of stages
- Length of stages
- Frequency reports
Project controls define how the project will
be controlled
Progress: Management products

57
Progress
Highlight report
Date Date of the report
Period Period covered by this highlight report
Status summary Overview of the status of the stage at this time
This reporting period • WP’s – pending authorization, in execution and completed
• Products completed
• Products planned but not started or completed
• Corrective actions taken
Next reporting period • WP’s – to be authorized, in execution and to be completed
• Products to be completed
• Corrective actions to be completed
Project and stage tolerance status How the project and the stage performing against tolerances
Requests for change Requests for change received in this period
Key issues and risks Summary of actual issues and risks
Lessons report A review of what went good/bad and recommendations for CPC

58
Progress
End stage report
Project manager’s report Summary of the stage performance
Review of the business case Summarizing the validity of the BC: Deviations from BC, aggregated risk exposure
Review of project objectives How the project performed against its targets, review of strategies and controls
Review of stage objectives How the stage performed against its targets
Review of team performance Providing recognition for good performance
Review of producs
Quality records Quality activities planned and completed
Approval records Products planned for completion
Off-specifications Products with off-specifications and concessions granted
Phased handover Client confirmation that they are ready to receive the release
Summary of follow-on action
recommendations
Asking for advice who will receive the recommended actions
Lessons report Review of what went good/bad, recommendations for CPC
Issues and risks Summary of current issues and risks
Forecast PM’s forecast for the project and the stage against targets and tolerances

59
TAILORING

60
Tailoring PRINCE2
Tailoring vs Embedding
Tailoring...
... Adapting PRINCE2 to the context of a specific project
... Done by the project management team
Embedding...
... Adopting PRINCE2 in the organization
... Done by the organization

61
• TAILORING focuses on…
– Adapting the themes
(through the strategies and controls)
– Incorporating specific terms and
language
– Revising the product descriptions for
the management products
– Revising the role descriptions for the
PRINCE2 project roles
– Adjusting the processes to match
the above.
Tailoring PRINCE2
Tailoring vs Embedding
• EMBEDDING focuses on…
– Process responsibilities
– Scaling rules/guidance
(e.g. score card)
– Standards (templates, definitions)
– Training and development
– Integration with business processes
– Tools & process assurance

62
• PRINCE2® assumes that there will be:
– A customer specifying the desired result and probably pay for the project
– A supplier providing the resources and skills to deliver that result.
• If the relationship between customer and supplier is a commercial one, then
there are at least two sets of:
– Reasons for undertaking the project (own reasons)
– Management systems (project methods)
– Governance structures (may require disclosure of project data)
– Corporate cultures (e.g. formality, risk taking)
Tailoring PRINCE2
Customer/Supplier Environment

63
• Two business cases
– one for the Customer and one for the Supplier projects
Customer business case
• Benefits to the customer against the costs and risks
• Costs include internal costs (customer project resources, ongoing operations
and maintenance resources) and external costs (supplier goods and services)
• Risks should include project risks and ongoing operations risks
Supplier business case
• Covers the supplier part of the customer project
• Should also consider how the project will affect the supplier’s sales and
market objectives
Tailoring PRINCE2
Commercial Customer/Supplier Environment
Business case

64
• Who should be the senior supplier in the customer project?
– Is it appropriate to have a senior supplier from an external organization?
– What happens if there are multiple suppliers?
– Would it be ok to work with a temporary senior supplier for a procurement
stage?
– Would the person responsible for the performance of the supplier be a good
choice as the senior supplier?
• Who will supply the project manager? Customer or supplier?
– Normally from the customer organization, supplier project manager will the
team manager in the customer project
– Supplier can provide the project manager (Project assurance will be critical)
Tailoring PRINCE2
Organization

65
• Quality management approach
– Use the customer’s quality management system?
– Use the supplier’s quality management system?
– Or use a combination of both?
Tailoring PRINCE2
Quality

66
• Awarding the contract
– Purchase orders and milestone payments aligned to stages
– Consider break-points in the contracts if project closes prematurely
Tailoring PRINCE2
Plans

67
• Risk register
– Need separate risk registers?
– Some risks may be unique to one party
– With a joint risk register
• Determine whose risk it is
• Assign an appropriate risk owner
Tailoring PRINCE2
Risk

68
• Change control approach
– Align the change control procedures
– Align the change provisions (change budget)
• Change budget
– If a change dudget exists,
• Align customer’s purchasing procedures with supplier’s business
approval procedures
Tailoring PRINCE2
Change

69
• Reviewing and reporting
– Align both organizations’ governance requirements
Tailoring PRINCE2
Progress

70
• Customer’s processes
– Unlikely that tailoring is required
• Supplier’s processes
– Starting up a project process
• Will take place pre-contract
• Probably be in response to the customer’s request for a proposal
– Initiating a project process
• Assessing the desirability and viability of the sale (pre-contract)
• Process ends only after customer authorizes the project
• Contract negotiations are managed through change control
Tailoring PRINCE2
Processes

71
• Contracts
– Liabilities in case of failure to fullfil obligations
• Project initiation documentation
– Focuses on ensuring that obligations are fullfilled
– Can be part of the contract
• But then each change may require a legal review
• Work package
– Legally binding contract
– Include terms and conditions
Tailoring PRINCE2
Management
Products

72
PROCESSES

73
• Management product map
– Overview of all PRINCE2® management products
• Provide 3 summary slides for each process
1. Process activity slides
2. Process input / output slide
3. Process responsibility slides
Processes Introduction
Processes

74
Processes: Management products mapDelivery
Teammanager
Direction
ProjectBoard
Corp..
Authorize
initiation
Authorize
the project
Authorize a stage
or exception plan
Give ad hoc
direction
Auth. project
closure
Checkpoint reports
Directing a project
Initiation – 1st
Stage (Planning) Closing a project
Project
mandate
End stage report
CS: Highlight report
Team plan
CS: Issue/exc. reportsNext stage plan
IS plan
Communication M.A.
Quality M.A. Risk M.A.
Business case
Project plan
Benefits M.A.
or exception plan
Controlling a stage
Created
Business case
Project plan
Product delivery: Created Updated
Management
Projectmanager
Work packages
P
I
DProject controls
PMT – roles
Project approach
Pre-Project
End project report
Follow on actions
Lessons report
Draft closure not.
Benefits M.A.
Updated
Created
Business case
Project plan
CS: Risk register
CS: Issue register
CS: Lessons log
CS: Daily log
CS: CIR
Project brief
CIR docs (cmdb)
Lessons log
Daily log
Risk, Quality, Issue registers
+ Acceptance Records
TM assists with planning
*
Initiation – 1st
-- Outline BC
-- PPD
-- Approach
-- PMT
PBS
PDs
PFD
*
*
Quality register
Controlling a stage
Updated
Starting up
a project
Closing a project
e.g.80%
New requirements?
Issue/Risk register
Conf. Item Records
PRINCE2® is a registered trade mark of AXELOS Limited.
The Swirl logo™ is a trade mark of AXELOS Limited.
Benefits M.A.

75
Processes: Management products mapDelivery
Teammanager
Direction
ProjectBoard
CPC
Authorize
initiation
Authorize
the project
Authorize a stage
or exception plan
Give ad hoc
direction
Auth. project
closure
Checkpoint reports
Directing a project
Initiation – 1st
Stage (Planning) Closing a project
Project
mandate
End stage report
CS: Highlight report
Team plan
CS: Issue/exc. reportsNext stage plan
IS plan
Communication M.A.
Quality M.A. Risk M.A.
Business case
Project plan
Benefits M.A.
or exception plan
Controlling a stage
Created
Business case
Project plan
Product delivery: Created Updated
Management
Projectmanager
Work packages
P
I
DProject controls
PMT – roles
Project approach
Pre-Project
End project report
Follow on actions
Lessons report
Draft closure not.
Benefits M.A.
Updated
Created
Business case
Project plan
CS: Risk register
CS: Issue register
CS: Lessons log
CS: Daily log
CS: CIR
Project brief
CIR docs (cmdb)
Lessons log
Daily log
Risk, Quality, Issue registers
+ Acceptance Records
TM assists with planning
*
-- Outline BC
-- PPD
-- Approach
-- PMT
PBS
PDs
PFD
*
*
Quality register
Controlling a stage
Updated
Starting up
a project
Closing a project
e.g.80%
New requirements?
Issue/Risk register
Conf. Item Records
PRINCE2® is a registered trade mark of AXELOS Limited.
The Swirl logo™ is a trade mark of AXELOS Limited.
Benefits M.A.

76
Processes: Project Timeline
1 week 4 weeks 8 weeks 8 weeks 8 weekse.g. time
2: Authorize
the project
CS : Stage CS : Stage CS : Stage
I P
CPSB SB SB
Closing a project
Work packages Work packages Work packages
60 hrs 850 hrs
Reports & Advise Reports & Advise Reports & Advise
Authorize next stage
Project board decisions
Closing
1: Authorize
Initiation
Initiation (Planning)
1st stage
Pre-project
(feasibility)
Authorize
project close
delivery stages - (Execution)
-- Once during project
-- Once per stage
-- Many times during stage
PRINCE2® Project Timeline / Example
project
mandate
Ver 1.3
7 processes
1 week
CS : Optional
Project
board
Project
manager
Team
manager
SU PM
PM
PM
Team
PB
PM
PM
PM
Team
PB
PM
PM
PM
Team
PBDP
CS
SU - IP
SB / CP
MP
DP: Directing a project
SU: Starting up a project
IP: Initiating a project
CS: Controlling a stage
SB: Managing a stage boundary
CP: Closing a project
MP: Managing product delivery

77
Starting up a
project
Directing a
project
Initiating a
project
Controlling a
stage
Managing
product
delivery
Managing a
stage
boundary
Closing a
project
PROCESSES

PRINCE2 Practitioner Classroom slides - Sample

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