
Introduction to PRINCE2
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Content
- 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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