Introduction to PRINCE2

Name: Introduction to PRINCE2 | Managing and directing successful projects
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Managing and directing successful projects

The Stationery Office Ltd(Herausgeber*in)

The Stationery Office Ltd (Verlag)

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Erschienen am 28. August 2009

128 Seiten

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An Introduction to PRINCE2: Managing and Directing Successful Projects
Contents
List of figures
List of tables
Foreword
Acknowledgements
1 Introduction
1.1 Purpose of this guide
1.2 Where do projects fit in?
1.3 What is a project?
1.4 What is project management?
1.5 What is PRINCE2?
Figure 1.1 The structure of PRINCE2
1.6 PRINCE2 in context
1.7 Structure of this guide
1.8 Related OGC guidance
Figure 1.2 OGC best-practice guidance
2 The PRINCE2 principles
2.1 Continued business justification
2.2 Learn from experience
2.3 Defined roles and responsibilities
2.4 Manage by stages
2.5 Manage by exception
2.6 Focus on products
2.7 Tailor to suit the project environment
3 Themes
3.1 Business Case
3.1.1 Why is this important?
3.1.2 What is the PRINCE2 approach?
Figure 3.1 The development path of the Business Case
3.2 Organization
3.2.1 Why is this important?
Figure 3.2 The three project interests
3.2.2 What is the PRINCE2 approach?
Figure 3.3 Project management team structure
3.3 Quality
3.3.1 Why is this important?
3.3.2 What is the PRINCE2 approach?
Figure 3.4 The quality audit trail
3.4 Plans
3.4.1 Why is this important?
3.4.2 What is the PRINCE2 approach?
Figure 3.5 PRINCE2's planning levels
Figure 3.6 The PRINCE2 approach to plans
3.5 Risk
3.5.1 Why is this important?
3.5.2 What is the PRINCE2 approach?
3.6 Change
3.6.1 Why is this important?
Figure 3.7 The risk management procedure
3.6.2 What is the PRINCE2 approach?
Figure 3.8 Issue and change control procedure
3.7 Progress
3.7.1 Why is this important?
Table 3.1 Types of issue
3.7.2 What is the PRINCE2 approach?
Figure 3.9 Delegating tolerance and reporting actual and forecast progress
4 Processes
4.1 The PRINCE2 journey
4.1.1 Pre-project
Figure 4.1 The PRINCE2 processes
4.1.2 Initiation stage
4.1.3 Subsequent delivery stages
4.1.4 Final delivery stage
4.1.5 Directing a Project
4.2 Starting up a Project
4.2.1 Why is this important?
4.2.2 Where does it fit and what happens?
Figure 4.2 Where does Starting up a Project fit?
4.2.3 What is produced?
Table 4.1 Starting up a Project: roles
4.2.4 Directing a Project - authorize initiation
4.3 Initiating a Project
4.3.1 Why is this important?
4.3.2 Where does it fit and what happens?
Figure 4.3 Where does Initiating a Project fit?
4.3.3 What is produced?
Table 4.2 Initiating a Project: roles
4.3.4 Directing a Project - authorize the project
4.4 Controlling a Stage/Managing Product Delivery
4.4.1 Why is this important?
4.4.2 Where does it fit and what happens?
Figure 4.4 Where does Controlling a Stage/Managing Product Delivery fit?
4.4.3 What is produced?
Table 4.3 Controlling a Stage/Managing Product Delivery: roles
4.4.4 Directing a Project - give ad hoc direction
4.5 Managing a Stage Boundary
4.5.1 Why is this important?
4.5.2 Where does it fit and what happens?
4.5.3 What is produced?
Figure 4.5 Where does Managing a Stage Boundary fit?
Table 4.4 Managing a Stage Boundary: roles
4.5.4 Directing a Project - authorize a Stage Plan or Exception Plan
4.6 Closing a Project
4.6.1 Why is this important?
4.6.2 Where does it fit and what happens?
4.6.3 What is produced?
Table 4.5 Closing a Project: roles
4.6.4 Directing a Project - authorize project closure
Figure 4.6 Where does Closing a Project fit?
5 Project Board duties and behaviours
5.1 The role of senior management in PRINCE2
5.2 Be accountable for the project
5.3 Provide unified direction
5.4 Delegate effectively
5.5 Facilitate cross-functional integration
5.6 Commit resources
5.7 Ensure effective decision making
5.8 Support the Project Manager
5.9 Ensure effective communication
6 Tailoring PRINCE2 to the project environment
Table 6.1 Embedding and tailoring
Figure 6.1 Influences on the tailoring requirement
6.1 Tailoring PRINCE2 for projects in a programme environment
6.2 Tailoring PRINCE2 acording to project scale
Table 6.2 Examples of projects of different scales
Appendix A: Product Description outlines
A.1 Benefits Review Plan
A.1.1 Purpose
A.1.2 Composition
A.2 Business Case
A.2.1 Purpose
A.2.2 Composition
A.3 Checkpoint Report
A.3.1 Purpose
A.3.2 Composition
A.8 End Project Report
A.8.1 Purpose
A.8.2 Composition
A.9 End Stage Report
A.9.1 Purpose
A.9.2 Composition
A.10 Exception Report
A.10.1 Purpose
A.10.2 Composition
A.11 Highlight Report
A.11.1 Purpose
A.11.2 Composition
A.13 Issue Report
A.13.1 Purpose
A.13.2 Composition
A.15 Lessons Report
A.15.1 Purpose
A.15.2 Composition
A.16 Plan
A.16.1 Purpose
A.16.2 Composition
A.17 Product Description
A.17.1 Purpose
A.17.2 Composition
A.19 Project Brief
A.19.1 Purpose
A.19.2 Composition
A.20 Project Initiation Documentation
A.20.1 Purpose
A.20.2 Composition
A.21 Project Product Description
A.21.1 Purpose
A.21.2 Composition
A.26 Work Package
A.26.1 Purpose
A.26.2 Composition
Further information
From the Ofice of Government Commerce
From The Stationery Ofice (complementary publications)
Glossary
Index

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