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

Delivering a Work Package (MP3)

Fundamental principles

Just as the Work Package was accepted from the Project Manager, notification of its completion must be returned to the Project Manager.

Context

The configuration management system used by the project may handle the return of the actual products of the Work Package.
The essence of this sub-process is that the Team Manager must ensure that the products are handed over correctly and advise the Project Manager that the handover has occurred.

The sub-process may trigger Authorising Work Package (CS1) for the next Work Package or may overlap with it.

Process description

This sub-process has three elements:

• Obtain acceptance for the products developed
• Hand over the completed products
• Advise the Project Manager of completion of the Work Package

The methods of achieving these elements should have been defined as part of Work Package authorisation.

1. The person or group identified as the recipient
2. The Configuration Librarian

Before advising the Project Manger of the completion, the Team Manager should check that the Quality Log entries are complete for the product(s).

Responsibilities

The Team Manager is responsible for this sub-process liaising with the Configuration Librarian.

These are given in tabular form in the file ‘MP3 delivering a work package.doc’ in the product package.

Key criteria

• Has the identified recipient accepted the product(s)
• Has handover been completed, including any configuration management aspects?
• Are any agreed statistics available for the Project Manager to record in the Stage plan?
• Did anything happen during execution of the Work Package that is worthy of addition to the Lessons Learned Report?

If the Work Package contains a number of products to be developed, they may be handed over to the project’s configuration management system as they are approved. This may imply a period of time before the Project Manager is notified that the whole Work Package has been completed.

The level of formality required will vary according to the project: formal when third parties are involved, informal when the Project Manager manages the work directly.