Introduction

• Defintion
• Structure and terminology
• What is a project?

Processes

• The processes
• Management levels
• Starting up a project SU
  • Fundamental principles
  • Appointing an Executive and Project Manager (SU1)
  • Designing a Project Management Team (SU1)
  • Appointing a Project Management Team (SU3)
  • Preparing a Project Brief (SU4)
  • Defining Project Approach (SU5)
  • Planning an Initiation Stage (SU6)
• Initiating a project IP
  • Fundamental principles
  • Planning Quality (IP1)
  • Planning a Project (IP2)
  • Refining a Business Case and Risks (IP3)
  • Setting up Project Controls (IP4)
  • Setting up Project Files (IP5)
  • Assembling a Project Initiation Document (IP6)
• Directing a project DP
  • Fundamental principles
  • Authorising Initiation (DP1)
  • Authorising a Project (DP2)
  • Authorising a Stage or Exception Plan (DP3)
  • Giving Ad Hoc Direction (DP4)
  • Confirming Project Closure (DP5)
• Controlling a stage CS
  • Fundamental principles
  • Authorising Work Package (CS1)
  • Assessing Progress (CS2)
  • Capturing Project Issues (CS3)
  • Examining Project Issues (CS4)
  • Reviewing Stage Status (CS5)
  • Reporting Highlights (CS6)
  • Taking Corrective Action (CS7)
  • Escalating Project Issues (CS8)
  • Receiving Completed Work Package (CS9)
• Managing product delivery MP
  • Fundamental principles
  • Accepting a Work Package (MP1)
  • Executing a Work Package (MP2)
  • Delivering a Work Package (MP3)
• Managing stage boundaries SB
  • Fundamental principles
  • Planning a Stage (SB1)
  • Updating a Project Plan (SB2)
  • Updating a Project Business Case (SB3)
  • Updating the Risk Log (SB4)
  • Reporting Stage End (SB5)
  • Producing an Exception Plan (SB6)
• Closing a project CP
  • Fundamental principles
  • Decommissioning a Project (CP1)
  • Identifying Follow-on Actions (CP2)
  • Evaluating a Project (CP3)
• Planning PL
  • Fundamental principles
  • Designing a Plan (PL1)
  • Defining and Analysing Products (PL2)
  • Identifying Activities and Dependencies (PL3)
  • Estimating (PL4)
  • Scheduling (PL5)
  • Analysing Risks (PL6)
  • Completing a Plan (PL7)

Components

• The components
• Business case
  • What is it?
  • Developing
• Organisation
  • Overview
  • The customer / supplier environment
  • Project Manager
• Plans
  • Benefits
  • Levels of plan
• Controls
  • Purpose
  • Project start-up
  • Tolerance
  • Product Descriptions
  • Exception Report
  • Controlled close
• Management of risk
  • What is it?
  • Risk analysis
  • Risk profile
  • Mapping the management of risk to the PRINCE2® processes
  • Interdependencies
• Quality in a project environment
  • What is quality?
• Configuration management
  • Purpose
  • Configuration control
• Change control
  • Purpose

Techniques

• General
• Product-based planning
  • General
  • Producing a Product Breakdown Structure
  • Writing a Product Description
  • Creating a Product Flow Diagram
• Change control
  • General
• Quality reviews
  • What is it?
  • Steps in a formal quality review procedure

Other

• Risk categories
• Health check
  • Health check – part 1
  • Health check – part 2

Fundamental principles

This process allows a controlled break between the Project Manager and Team Manager, or between the Project Manager and product creation / provision by third-party suppliers. The process needs careful implementation to avoid being over bureaucratic.

Context

This process interfaces with 'Controlling a Stage (CS)' and may use the Planning (PL) process to create Team Plans.
The third party may not be using PRINCE2®, so this is a statement of the required interface between the Team Manager and the PRINCE2 method being used in the project.

In project where there is only one team reporting directly to the Project Manager, the team member who is to do the work will agree details with the Project Manager. The principles of this process will still apply, but will be implemented much more informally.

Process description

The objectives are to allow Team Managers to:

• Agree work with the Project Manager
• Get it done
• Hand it back to the Project Manager

This agreement to do a defined amount of work is parcelled into Work Packages.
When external suppliers are involved, the acceptance of Work Packages will be affected by the terms of their contract.

The Team Manager ensures that planned products are created and delivered by the team to the project by:

• Accepting and checking authorised Work Packages from the Project Manager
• Making certain that the work on products allocated t the team is effectively authorised and agreed
• Ensuring that the work links to any interfaces identified in the Work Package
• Creating or revising a Team Plan for the work
• Ensuring that the work is done
• Ensuring that work progresses, quality inspectors and forecasts are regularly assessed
• Ensuring that completed products meet the specified quality criteria
• Obtaining approval for the completed products

Scalability

For small projects, or any with just one team reporting directly to the Project Manager, the link between this process and 'Controlling a Stage (CS)' will be much less formal.

The process can be summarised as:

• Negotiate work to be done
• Plan it
• Oversee it being done
• Keep track of progress
• Report progress
• Have products checked
• Make a record of quality checks
• Control changes
• Get the product(s) approved
• Return the completed Work Packages to the Project Manager