Yellowhouse PRINCE2 2017 Processes Quick Reference

PURPOSE, OBJECTIVES and RELATIONSHIP WITH THEMES

PRINCE2® 2017 PROCESSES by lizz robb yellowhouse.net

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Authorize a Work Package

Agree on the tailoring requirements

Prepare the Risk Management Approach

Prepare the Change Control Approach

Prepare the Quality Management Approach

Review Work Package status

Plan the next management stage

Update the Project Plan

Report management stage end

Update the Business Case

Receive completed Work Package

Review the management stage status

IP8

Refine the Business Case

Create the Project Plan

Set up the project controls

Prepare the Communication Management Approach

Report highlights

Capture and examine issues and risks

IP9

Take corrective action

Assemble the Project Initiation Documentation Designing the Plan

De ning and analyzing the products

The PRINCE2ÂŽ Accredited Training Organization logo is a trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.

Yellowhouse is an AXELOS Accredited Training Organization (ATO).

Produce an Exception Plan

Escalate issues and risks

Identifying activities and dependencies

Preparing estimates

Preparing a schedule

Documenting a plan

Analyzing risks to a plan

Corporate, programme management or the customer

Project mandate

Initiation notification

Direction

DP1 Authorize initiation

Project authorization notification

Project Board request for advice

DP2 Authorize the project

DP3 Authorize a Stage or Exception Plan

DP4 Give ad hoc direction

Starting up a Project SU1 Appoint the Executive and the Project Manager

SU2 Capture previous lessons

Management

SU4 Prepare the outline Business Case

Request to initiate a project

SU3 Design and appoint the project management team

SU5 Select the project approach and assemble the Project Brief

SU6 Plan the initiation stage

Initiating a Project

Closure recommendation

Closing a Project SB5 Produce an Exception Plan

SB3 Update the Business Case

CP2 Prepare premature closure

SB1 Plan the next management stage

IP4 Prepare the Quality Management Approach

CP1 Prepare planned closure CP3 Hand over products

CP4 Evaluate the project

Exception raised Request for advice

Stage boundary approaching

IP5 Prepare the Communication Management Approach

Project end approaching

CP5 Recommend project closure

Controlling a Stage

CS8 Take corrective action

CS7 Escalate issues and risks

IP7 Create the Project Plan

CS1 Authorize a Work Package

CS4 Review the management stage status

CS5 Report highlights

CS6 Capture and examine issues and risks

CS3 Receive completed Work Package

CS2 Review Work Package status

Authority to deliver a Work Package

IP9 Assemble the Project Initiation Documentation

Delivery

Premature closure

SB2 Update the Project Plan

IP3 Prepare the Change Control Approach

IP8 Refine the Business Case

Project Board advice

Managing a Stage Boundary SB4 Report management stage end

IP2 Prepare the Risk Management Approach

IP6 Set up the project controls

DP5 Authorize project closure

Request to approve Exception Plan Request to approve next Stage Plan

Request to deliver a project

IP1 Agree the tailoring requirements

Closure notification

Directing a Project

Stage Authorization Exception Plan approved

Exception Plan request

Authority to initiate a project

Corporate advice and decisions

Completed Work Package

MP1 Accept a Work Package

MP2 Execute a Work Package

MP3 Deliver a Work Package

The PRINCE2ÂŽ Accredited Training Organization logo is a trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.

Yellowhouse is an AXELOS Accredited Training Organization (ATO).

Managing Product Delivery

To ensure prerequisites for Initiating a Project are in place

Purpose of Starting up a Project (SU)

• Do we have a viable and worthwhile project?

To do the minimum necessary to decide if it is worthwhile to initiate a project

To prevent poorly conceived projects from being initiated

SU is a pre-project process

The PRINCE2ÂŽ Accredited Training Organization logo \is a trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.

Yellowhouse is an AXELOS Accredited Training Organization (ATO)

Business justification

To appoint the Project Management Team

Objectives of Starting Up a Project

• To ensure that key roles and responsibilities are allocated before a decision is made to initiate a project

Necessary authorities

Sufficient information is sought to define and confirm the scope of the project

The project approach is selected

Individuals are appointed for the Initiation Stage

The work of Initiation is planned

Time is not wasted on Initiation if there aren’t sufficient grounds to proceed

Relationship between Starting up a Project and the Themes Plans Risk Organization Quality Business Case Not

and

Purpose of Directing a Project (DP)

• To enable the Project Board to be accountable for the project’s success by • Making key decisions • Exercising overall control • Delegating day-to-day management of the project to the Project Manager on a stage by stage basis • Starts after SU

Objectives of Directing a Project

Authority to initiate the project

Authority to deliver the project’s products

Provision for management direction and control

Ensuring that Corporate or programme management interface to the project

Authority to close the project

Plans for realizing postproject benefits

Relationship between Directing a Project and the Themes Change Plans Progress Risk Organization Quality Business Case

To establish solid foundations for the project

Purpose of Initiating a Project (IP)

To enable the organization to understand the work to be done to deliver the project’s products

Before committing to a significant spend (financial investment)

Objectives of IP

• To ensure a common understanding of: • The reasons for the project, benefits expected and associated risks • Quality requirements • Who is to be involved • What is to be done (scope) • When things will get done • How progress will be monitored and controlled • Communication requirements • How the project management method will be tailored

• To ensure that baselines are established and controlled

Relationship between Initiating a Project and the Themes Change Plans Risk Organization Quality Business Case Not

• To deal with issues

Purpose of Controlling a Stage (CS)

• To report progress to the Project Board • To take corrective action to ensure the stage remains within tolerance • Used to manage and control each delivery stage of a project • Ensures focus on delivery of a stage’s products and avoids uncontrolled change • To select and implement actions that will resolve deviations from a plan within tolerance

Attention is focused on delivery of the stage’s products Risks and issues are kept under control

Objectives of Controlling a Stage

The Business Case is kept under review The agreed products for the stage are delivered within the required constraints The project management team is focused on delivery within the tolerances Monitor work that has been assigned to a Project Manager

Relationship between Controlling a Stage and the Themes Change Plans

Progress Risk Organization Quality Not

To control the link between the Project M anager and the Team M anager(s) by placing formal requirements on

Purpose of Managing Product Delivery (MP)

• Accepting, executing and delivering project work

In a commercial environment, this process links the Team M anager and the PRINCE2 method used in a project The role of the Team M anager is to coordinate an area of work The Team M anager can come from the customer’s organization or could be from an external party

• To deliver one or more of the project’s products

Objectives of Managing Product Delivery

Work on products allocated to the team is authorized and agreed

Team Managers, team members and suppliers are clear about what is to be produced

The planned products are delivered to requirements/tolerance

Accurate progress information is provided to the Project Manager

Relationship between Managing Product Delivery and the Themes Change Plans Progress Risk Quality Not

and

Purpose of Managing a Stage Boundary (SB)

To enable the Project Board to have enough information from the Project Manager so it can

Projects do not always go to plan so the Project Board may also need to

Review the success of the current stage

Approve an Exception Plan

Approve the next Stage Plan

Review the updated Project Plan

Confirm continued business justification and acceptability of the risks

Objectives of Managing a Stage Boundary

Provide

Provide the Project Board with information on the performance of the current stage

Assure

Assure the Project Board that all products in the Stage Plan for the current stage have been completed and approved

Prepare

Prepare the Stage Plan for the next stage

Review and update

Review and update, if necessary, the Project Management Team Structure and role descriptions Review and update (if necessary) the PID

Provide

Provide information necessary for the Board to assess the project’s ongoing viability

Record

Record any information or lessons for later stages

Request

Request authorization for the next stage

Relationship between Managing a Stage Boundary and the Themes Plans Progress Risk Organization Quality Business Case Not

Purpose of Closing a Project (CP)

To provide a fixed point at which acceptance for the project product is confirmed

It supports the Principle of Learn from experience

To recognise that objectives set out in the original PID have been achieved or that the project has nothing more to contribute

Objectives of Closing a Project

Verify user acceptance of the project’s products

Ensure that the host site is able to support the products on project closure

Review project performance against baselines

Assess benefits already realized

Deal with on-going issues and risks through follow-on action recommendations

To recognize whether or not objectives set out in the original PID have been achieved

Relationship between Closing a Project and the Themes Plans Progress Risk Organization Quality Business Case Not

Processes

Themes

Relationship between the Processes and the Themes Starting up a Project Directing a Project Initiating a Project Controlling a Stage Managing Product Delivery Managing a Stage Boundary Closing a Project

Change

Plans

Progress

Risk

Organization

Quality

Business Case

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