Guidelines for Managing Projects
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The document outlines guidelines for managing projects using the PRINCE2 model, highlighting the importance of standardized terminology and the roles and responsibilities involved in project management. It details the processes for starting, initiating, directing, and controlling projects, as well as emphasizes the necessity of aligning plans with the business case. Additionally, the document identifies potential gaps in current project practices when compared to the PRINCE2 framework.
Guidelines for Managing Projects
- 1. Guidelines for Managing Projects 1 By: Nkemdilim Ene Date: October 28, 2016 - PRINCE2
- 2. OBJECTIVES To learn standardized PRINCE2 Project Management Terminology To understand the main themes and principles of managing projects using the PRINCE2 model To correlate the themes and principles of PRINCE2 management to the various responsibilities, roles and activities currently undertaken by Preston To identify gaps in our current project activities when compared to the PRINCE2 model
- 3. OUTLINE Introduction Definition of Terms § Project Management Concepts Review of the Project Management Processes § Starting up a Project § Initiating a Project § Directing a Project § Controlling a Stage § Closing a Project
- 5. INTRODUCTIO N Projects are the means by which organizations introduce change.
- 6. INTRODUCTIO N Organizations typically involved in maintaining the status quo while they undertake repeated cycles of internal change
- 7. INTRODUCTION International Organizations attempt to effect change on a more global level, e.g. BMGF, via development projects
- 8. Definition of Terms Terminology, Themes& Concepts
- 9. DEFINITIONS What is a project? A project is a temporary organization that is created for the purpose of delivering one or more Business products according to an agreed Business case
- 10. DEFINITIONS What is a project? A project is a temporary organization that is created for the purpose of delivering one or more milestones according to an agreed contract or proposal
- 11. DEFINITIONS What is project management? Project Management is the planning, delegating, monitoring and control of all aspects of the project. And the motivation of those involved, to achieve the project objectives within the expected performance targets for time, cost, quality, scope , benefits and risks.
- 12. DEFINITIONS What is a Programme? A programme is a temporary organizational structure that coordinates, directs and oversees the implementation of a set of related projects, which together, deliver on agreed stakeholder outcomes and strategic objectives
- 13. DEFINITIONS Why is this change needed now? The Business Case (BC) provides the justification for any project. It must be deemed: § Desirable, given the organizational context § Viable, with a positive Cost-to-Benefit Ratio § Achievable, with realistic targets a) Verified BC Achievable Desirable Viable
- 14. DEFINITIONS Why is this change needed now? PRINCE 2 THEMES/DOMAINS The Business Case (BC) is subject to verification at multiple stages during the life of the project. At each of these stages 3 business options are considered regarding the project investment: § Do nothing § Do the minimum § Do something “Do nothing” should always be the starting option – and forms the basis for quantifying the benefit to be achieved if we “do the minimum” or “do something”
- 15. DEFINITIONS Who will effect this change? PRINCE 2 THEMES/DOMAINS The temporary organization that will effect the desired change consists of individuals with defined roles and responsibilities for better accountability for outputs and outcomes. This unit could be internal or external to the organization
- 16. DEFINITIONS Who will effect this change? PRINCE 2 THEMES/DOMAINS Roles fall under 3 main project interests § Business – ensures BC ROI, VFM throughout project § User – use, operate , maintain, support or be impacted by the products/.outputs § Supplier – use specific resources and skill sets to create project outputs a)
- 17. DEFINITIONS Who will effect this change? PRINCE 2 THEMES/DOMAINS Responsibilities are articulated at 4 main project management levels
- 20. THE PROJECT MANAGER ROLE CANNOT BE SHARED THE PROJECT MANAGER ROLE CANNOT BE COMBINED WITH THE EXECUTIVE. ONLY THE PROJECT BOARD OR CORPORATE CAN TERMINATE A PROJECT
- 21. DEFINITIONS How will this change be effected? PRINCE 2 THEMES/DOMAINS A plan specifies how, when and by whom a specific or set of targets is to be achieved. It details the specification for products to be created, within what timeframe, at what cost, and benefits to be expected. Plans are the backbone of the Management Information System for any project and are used as tools for communication and control. Plans must align with the Business Case at all times.
- 23. DEFINITIONS How will this change be effected? PRINCE 2 THEMES/DOMAINS Planning is usually done at three levels: Project Plan Level – Approved by Corporate, used by Project Board Stage Plan Level – Approved by the Proj. Board, Used by Project Mgr Team Plan Level – Approved by Project Mgr, used by Team Leaders The minimum number of stages is two (Start Up and Termination)
- 24. DEFINITIONS Project Plan Stage 1 Plan Stage 2 Plan Team 1 Plan Team 2 Plan Team 3 Plan Aligns with the Business Case, includes tolerances for cost, time, scope and quality for overall project Project Plan broken down to allow day-to-day control by Project Manager, could be product or time driven Facilitate the execution of one or more work packages (products) PLANS
- 25. DEFINITIONS Detail actions to be taken to recover from unexpected or anticipated deviations from set tolerance levels. An approved Exception plan replaces any current stage or team plan that is in exception. Tolerance levels for each level need to be clearly defined and the method of communicating exceptions clearly articulated. PLANS - EXCEPTIONS
- 26. DEFINITIONS Project Plan Stage 1 Plan Stage 2 Plan Team 1 Plan Team 2 Plan Team 3 Plan Exceptions can only be approved by Corporate, if beyond the scope of control of the Project Board Exceptions can only be approved by Project Board Exceptions can only be approved by the Project Manager EXCEPTION PLANS
- 29. PROCESSES This process is managed by the Project Board Objectives: Ensuring there is a business justification for initiating the project Necessary authorities exist for initiating the project Sufficient Information is available to confirm the scope of the project The project approach is defined and achievable That the Stage Plan has been developed ready for Initiation STARTING UP A PROJECT
- 31. PROCESSES This process is carried out by the Project Manager Objectives: To ensure common understanding on benefits expected, possible risks, scope of what is to be delivered, who is to involved in project decision making, how baseline will be established and progress monitored. To define when and what sequence project products are to be delivered and at what cost To define who needs information, in what format and at what time INITIATING A PROJECT
- 33. PROCESSES This process is carried out by the Project Board. Starts on completion of the Starting up a Project process and is triggered by the request to initiate a project Objectives: To ensure there is authority to initiate project To ensure there is authority to deliver the project’s products To manage direction and control throughout the life of the project To interface with Corporate and other stakeholders To ensure there is authority to close the project DIRECTING A PROJECT
- 35. PROCESSES This process is carried out by the Project Manager. This involves assigning and monitoring work as well as proactively handling issues that arise within each stage. Objectives: To deliver agreed stage products within set time frame, cost limits and in line with quality standards To avoid “scope creep” and loss of focus To keep risks and issues under control To ensure team is focused on delivery within the tolerances laid don for each stage. To manage transition to next stage by obtaining authorization from Project Board CONTROLLING A STAGE
- 37. PROCESSES This process is carried out by the Project Board. This process provides a fixed point for accepting project products and confirming that project targets have been achieved. Objectives: To verify user acceptance of products created To review performance of the project against baseline To assess benefits that have already been realized and update forecast for remaining benefits To make provision for resolution of all open risks and issues CLOSING A PROJECT
- 39. PRESTON GAPS Identify 3 gaps in our current project management processes when compared to the PRINCE2 model. TAKE HOME ASSIGNMENT