Introduction to PRINCE2
Managing and directing successful projects
1st Edition
Published on 28. August 2009
128 pages
978-0-11-331200-9 (ISBN)
Description
This guide provides a high level introduction to the PRINCE2(R) 2009 method covering both the ",Managing", and ",Directing", publications. It introduces the principles, processes and key themes, and gives practical examples of applying the method in practice. Key features: Introduction to PRINCE2: Principles, Processes and Themes Describes the PRINCE2 processes and how they can be applied in practice Details the Project Board duties and behaviours Tailoring PRINCE2 to the project environment Appendices for project descriptions, a glossary of terms and further information
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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
