Organization

• Introduction
  • Purpose
  • Organization defined
• Levels of organization
• The project management team
  • Project management team structure
  • Project Board
  • Project Assurance
  • Change Authority
  • Size of the Project Board
  • Project Manager
  • Team Manager
  • Project Support
  • Dealing with changes to the project management team
• Working with the project team
  • Balancing the project team and individual
  • Training needs for project teams
  • Part time teams
• Working with the corporate organization
  • Line management functional management
  • Centre of excellence
• Working with stakeholders
  • Types of stakeholder
  • Stakeholder engagement
  • The Communication Management Strategy
• Responsibilities

Key sections

• Introduction
• Business case
• Organization
• Quality
• Plans
• Risk
• Change
• Progress
• Introduction to processes
• Starting up a projectDirecting a project
• Initiating a project
• Controlling a stage
• Managing Product Delivery
• Managing a Stage Boundary
• Closing a Project
• Tailoring PRINCE2 to the project environment
• Directing Projects with PRINCE2

The PRINCE2 approach

Working with the corporate organization

Centre of excellence

The concept of a centre of excellence is that of a central standards unit, which defines standards (such as processes, templates and tools), and provides skills, training and possibly independent assurance functions to a number of projects.

An organization has established a centre of excellence that provides:

• A central filing system for all projects
• A configuration management system
• Expertise for estimating techniques
• Advice on the preparation of plans
• A historical database of how long specific activities take (metrics) and an analysis of productivity
• PRINCE2® expertise and advice
• Consolidated reports summarizing the status of all the projects in the portfolio

A centre of excellence can be useful where:

• Resource shortages, either in numbers or skills, make it difficult to supply people to perform project administration for each current project
• There are a number of small projects of a diverse nature that individually require only limited support from Project Support
• There is a large programme, requiring coordination of individual projects
• A large project requires several resources to handle Project Support roles

Refer to OGC’s guidance ‘Portfolio, Programme and Project Offices’ (2008) for further information on the centre of excellence and its relationship to projects.

Further details of project management team roles and their associated responsibilities are provided in the folder ‘roles and responsibilities’ as part of the product package. These include role description outlines, which should be tailored to the needs of the specific project and each specific appointment.

PRINCE2® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.