Prince2 Process Model

PRINCE2® PROCESS MODEL

CORPORATE OR PROGRAMME MANAGEMENT

Initiation notification

DIRECTION

Directing a Project

Capture previous lessons Prepare the outline Business Case

Project Brief Request to initiate a project

Authority to initiate the project

Authorize a Stage or Exception Plan

Authorize the project

Starting Up a Project Appoint the Executive and the Project Manager

Follow on action recommendations

Stage authorization

MANAGEMENT

Plan the initiation stage

CREATE - PID - Risk Management Strategy - Quality Management Strategy - Configuration Management Strategy - Communication Management Strategy - Project controls - Project Plan - Tailoring of PRINCE2 - Risk Register - Quality Register - Configuration Item Records - Issue Register - Benefits Review Plan

Exception Plan approved

CREATE - Project Brief - Outline Business Case - Initiation Stage Plan - Lessons Log - Daily Log

UPDATE: - Project definition - Business Case - Project approach - Project Management Team Structure - Role descriptions - Daily log - Lessons Log

DELIVERY

An activity

Exception raised

PID

Project Manager request for advice

Managing a Stage Boundary Stage boundary approaching

Plan the next stage Produce an Exception Plan Update the Project Plan Update the Business Case Report stage end

Stage boundary approaching

PID

Updated Business Case

Project Board request for advice

Lessons Report Recommendation project closure

New issue

UPDATE - PID - Business Case - Configuration Item Records - Risk Register - Issue Register - Quality Register - Project Plan - Benefits Review Plan

Closing a Project Prepare planned closure Prepare premature closure Hand over products Evaluate the project Recommend project closure

CREATE - (next) Stage Plan - Product Descriptions - End Stage Report - Lessons Report - Follow-on action recommendations - Exception Plan

Project end approaching

UPDATE- Quality Register - Configuration Item Record(s) - Team Plan - Checkpoint Report CREATE - Team Plan - Checkpoint Report APPROVE - Work Package

SUBMIT - new issue - new risk

Authority to deliver a Work Package

CREATE - Work Packages - Highlight Report - Issue Report - Exception Report

Capture and examine issues and risks Review the stage status

UPDATE: - Stage Plan (current stage) - Configuration Item Records - Risk Register - Issue Register

Take corrective action Escalate issues and risks Report highlights

- Quality Register - Work Package - Lessons Log - Issue Report - Daily Log

New risk New issue

Managing Product Delivery Accept a Work Package

CREATE - Lessons Report - End Project Report - Follow on action recommendations - Draft project closure notification - Additional work estimates UPDATE - PID - Business Case - Project Plan - Issue Register - Configuration Item Records - Benefits Review Plan CLOSED - Risk Register - Issue Register - Quality Register - Daily Log - Lessons Log OBTAIN: - Acceptance Record

Authorize Work Packages Review Work Package status Receive completed Work Packages

OBTAIN - Approval records PRINCE2® is a registered trade mark of AXELOS. Reproduced under licence of AXELOS. (R) 2013-2015, Forsa Advies. All rights reserved. QRC-UK 1.3

Prepare the Risk Management Strategy Prepare the Quality Management Strategy Prepare the Configuration Management Strategy Prepare the Communication Management Strategy Set up the project controls Create the Project Plan Refine the Business Case Assemble the Project Initiation Documentation

Benefits reviewplan

Controlling a Stage

Management products that need to be updated, approved, obtained or submitted

An event or decision triggering another process or to inform corporate or programme management

Lessons log

Request to approve next Stage Plan

Initiating a Project

APPROVE - End Project Report - Business Case - Benefits Review Plan - Lessons Report - Follow-on action recommendations

Draft project closure notification

Premature closure

Issue Report

End Stage Report (current stage)

Request to deliver a project

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Draft project closure notification

Stage Plan (next stage)

Benefitsreviewplan

Highlight Report Exception Report

Benefits Review Plan

Request to approve Exception Plan

Legenda

Newly created products

Exception Plan request

Exception Plan

Lessons Log PID

Authorize project closure

Give ad hoc direction

Design and appoint the project management team Select the project approach and assemble the Project Brief

Closure notification

Project Board request for advice Authorize initiation

Initiation Stage Plan

Corporate advice and decisions

Project authorization

Execute a Work Package

Deliver a Work Package

Completed Work Package

7 Themes

: describe aspects of projectmanagement that must be addressed continually by the Project Manager

BUSINESS CASE

ORGANIZATION

PLANS

The development path of the Business Case

Verify outline Business Case

Final delivery stage

Subsequent delivery stage(s)

Verify detailed Business Case

Confirm Benefits

Post-project

Verify updated Business Case

Design the plan

PROJECT BOARD Executive

Senior User

Senior Supplier Change Authority

Write the Project Product Descripion

Project Manager

Business, User and Supplier Project Assurance

Create the product decomposition structure

Project Support Team Manager Team members

Develop Business Case

Maintain Business Case

Lines of support/advice = from the customer

figure 5.3

figure 4.2

Create the product flow diagram Identify activities and dependencies

= from the supplier

Clear and unambigious expression of a risk Risk cause May result in

figure 8.4

Product Descriptions

PRINCE2 product based planning technique

Quality criteria and tolerances Quality methods

Threat responses

Opportunity responses

Quality responsibilities

Avoid

Exploit

Reduce (probability and/or impact) Fallback (reduces impact only) Transfer (reduces impact only, and often only the financial impact)

Enhance

Product Quality Control

Quality and approval records

Project level tolerances

Stage level tolerances

Work Package level tolerances

Product level tolerances

+/- amounts of time on target completion dates

Project Plan

Stage Plan

Work Package

NA

COSTS

Project Plan

Stage Plan

Work Package

NA

Project Plan (note 1)

Stage Plan (note 1)

Work Package (note 1)

NA

Risk Management Strategy

Stage Plan (note 2)

Work Package (note 2)

NA

Project Product Description

NA (note 3)

NA (note 3)

Product Description

Business Case

NA

NA

NA

Tolerances areas TIME

+/- amounts of planned budget SCOPE

Reject

Permitted variation of the scope of a project solution, e.g. MoSCoW prioritization of requirements (Must have, Should have, Could have, Won’t have for now)

PROGRESS Advantage gained

The configuration management procedure typically comprises five core activities: • planning • identification • control • status accounting • verification and audit

Reduced costs/ time/risks

Impact of implementation

More benefits

Cost/duration of option

Etc.

Risk of option

Request for advice

Examine

Determine issue type

Assess impact on project objectives/ Business Case and project risk profile Check severity/ priority

Project progress/ exceptions

Request for advice/Exception Report

Propose

Decide

Identify options

Escalate if beyond delegated authority

Evaluatie options Recommend options

Specialist work aligned to technical stages PROJEC T

Management stage 1 Management stage 2 Management stage 3 Management stage 4

Approve, reject or defer recommended option

Daily Log or Issue Register/Issue Report

Stage tolerances

QUALITY

Take corrective action Update records and plans

Overall design

Work Package tolerances

Peripheral design

BENEFITS

Defining target benefits in terms of ranges, e.g. to achieve minimum cost savings of 5% per branch, with an average of 7% across all branches

Built facility Training syllabus

Project Manager Work Package progress/issues

Trained staff

Note 1 - the scope of a plan is defined by the set of products to be delivered. Scope tolerances (if used) should be in the form of a note on or reference to the product breakdown structure for the plan. Scope tolerance at the stage or Work Package level is of particular use if applying a time-bound iterative development method such as Agile

Commissioned facility

Team Manager figure 10.1

Detailed design

Stage progress/ exceptions

Imple­ment

Limit on the aggregated value of threats (e.g. expected monetary value to remain less than 10% of the plan’s budget); and limit on any individual threat (e.g. any threat to operational service)

Defining quality targets in terms of ranges, e.g. a product that weighs 300 g +/- 10 g

Specification

Project Board

Project Board/Change Authority Capture

Corporate or programme management

figure 9.2

ISSUE AND CHANGE CONTROL PROCEDURE

RISK

DELEGATING TOLERANCE AND REPORTING ACTUAL AND FORECAST PROGRESS

Project tolerances

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The six tolerance areas by level

figure 8.4

CHANGE

Log Register

PRINCE2® is a registered trade mark of AXELOS. Reproduced under licence of AXELOS. © 2013-2015, Forsa Advies. All rights reserved.

Share Accept

Accceptance records

Determine severity/priority

s As

Risk response categories

Quality Register PRINCE2 quality review technique

Risk effect

Which may effect

figure 7.2 en figure 7.3

Communicate

Risk event

n Pla

Quality components

Quality Management Strategy

Project Product Description

Document the plan

Note 2 - more specific stage level risk tolerances may be set by the Project Board when authorizing a stage or by the Project Manager when commissioning Work Packages, especially from external suppliers Note 3 - quality tolerances are not summarily defined at the stage or Work Package level but are defined per Product Description within the scope or the plan

figure 10.4

tabel 10.1

design: Noinoloi en Loek Weijts

Acceptance criteria Quality Planning

figure 8.2

Id

tify en

Customer’s quality expectations

Prepare the schedule

nt me le

es

Project response

The risk management procedure

Im p

RISK From customer

figure 9.1

= within the project management team

For Team Plan Stage Plan Project Plan

Write the Product Descriptions

Prepare estimates

QUALITY

figure 6.1

Project Assurance responsibility

Lines of authority

Created in Starting Up a Project and only to be used at project level

Identify and analyse the products

Analyse the risks

Initiation Stage

Pre-project

Confirm Benefits

PROJEC T MANAGEMENT TEAM

Confirm Benefits

The PRINCE2 approach to plans

Corporate or programme management