There is no prescribed format for the plans, but anything that can define the required information will be acceptable. Opportunities are the opposite of risks risks with a positive outcome and their exploitation is equally as important as the minimization of risks.
A risk management approach details the methods for identification of risks and opportunities, how their impact and probability will be prioritized and what the risk response plans will be. If the issue can be dealt with inside the tolerances given by the project board, the project manager can create an issue report and move on.
If not, the project manager must submit an Exception Report which is approved by the project board. Once approved, the Exception Plan replaces the current Stage Plan that has been invalidated. Progress The progress theme measures the actual performance of the project against the plan.
The progress is measured against the six targets of time, cost, quality, scope, benefits, and risk. Controls are either time driven occurring at specified intervals or event driven occurring in response to an event. Any deviation outside the tolerances triggers an exception report, which must be approved by the project board. The Seven Processes The seven processes are the activities that are carried out in the management of projects.
The seven processes are: Starting up a project This process includes the activities necessary to put in place the prerequisites for the initiation planning of the project. It occurs before the project is approved and its viability certified.
That is, the decision to proceed with the project happens after this process. The process has six activities within it: Appoint the executive and project manager Capture previous lessons Design and appoint the project management team Prepare the outline business case Select the project approach and assemble the project brief Plan the initiation stage Directing a project This project is focused on the project board, and most of its activities are performed by them.
This process encompasses the entire project, from beginning to end. It involves primarily the authorization of each stage of the project, including project plans and exception plans, and delegating project decision making authority.
The five activities are: Authorize initiation Authorize the project Authorize a stage or exception plan Give ad hoc direction Authorize project closure Initiating a project This process involves the creation of the project plans, including the schedules, budgets, quality specifications, and project controls. It establishes the project team and their roles and responsibilities. It defines the baselines of time, cost, scope, quality, benefits, and risk, as well as the tolerances under which they will operate.
The Initiating a Project process enables the project board to decide whether the project is sufficiently aligned with corporate, programme management or customer goals to authorize its continuation. There are nine activities within this process: Agree the tailoring requirements Prepare the risk management approach Prepare the change control approach Prepare the quality management approach Prepare the communication management approach Set up the project controls Create the project plan Prepare the benefits management approach Assemble the project initiation documentation Controlling a stage Throughout each management stage, the project manager must carry out project control activities, which are aimed at determining whether the project is within tolerances of time, cost, scope, quality, benefits, and risk.
If at any time the tolerances are exceeded, the project has lost the confidence of the project board. An Exception Plan must be prepared which, after being approved by the project board, replaces the old project plan.
The activities of this process are mostly performed by the project manager, and they are: Authorize a work package Review work package status Receive completed work packages Review the management stage status Report highlights Capture and assess issues and risks Escalate issues and risks Take corrective action Managing product delivery This process occurs entirely within the previous process Controlling a Stage.
It is aimed at the team manager, who directs project work and reports to the project manager. It involves the day to day work of producing the product or service that the project was created to produce. The three activities within this process are: Accept a work package Execute a work package Deliver a work package Managing a stage boundary As the end of a management stage nears, the project manager must prepare for the next stage and ensure that approvals are in place so there are no work interruptions.
The project board must approve the new stage plan and confirm the business case for the next stage. Hence, the stage plan must be produced, and it includes the six items of time, cost, scope, quality, benefits, and risk.
Crawford M. So this book is meant to be an easy in. So this book is meant to be an easy introductio. So this book is meant to be an easy introduction to. I will also give a brief outline of the method for completeness, and to enlighten those who have not encourntered it before. However this framework is ba. Re-Registration: 1 hour exam in the same style as the Practitioner.
Three questions with 10 items per question each worth 1 mark giving 30 marks. There is no reading. Also during , a third update to the manual was released. This paper suggests two ways that PRINCE2 and Scrum as an Agile framework could be combined and compares the characteristics of each approach in relation to governance,.
These will be discussed and explained in the next chapter. Timescales: The question to ask for timescales: When will the project be finished? Cost: Projects have to give a return on investment; therefore, the questions to ask are: Are the costs being controlled?
Quality: Will the product be usable at the end of the project in other words fit for purpose? Scope: Is the scope well-defined and clear to all stakeholders? Care must be taken by the Project Manager to avoid scope creep, which is to allow new requirements to be added during the project.
Benefits: Why are we doing this project and what are the benefits? Benefits must be clear and known by the Project Manager, and the benefits need to be delivered.
Risk: All projects are unique and therefore have risk. How much risk can we take on and how can risk be managed? For example, in a project concerned with building a house, what happens if one of the subcontractors does not show up? These elements are Principles, Themes, Processes and Tailoring.
Use the structure of the manual to help you remember. First, you have the Principles, then Themes, then Processes and finally the last chapter which is Tailoring. Therefore PRINCE2 does not give specific information to run certain projects, for example, how best to structure a financial project organization or how to realize the benefits of a specialist financial product.
PRINCE2 advises to choose the techniques that are suitable for your project, but it does not provide information on them. Leadership, motivational ability and other soft skills are important for good project management, but there are many different kinds of leadership skills and styles. I will list a few of them here. I will also include some examples where necessary.
So all the feedback, suggestions, learning from other methods and discussions have benefited PRINCE2 and helped it become a best practice. This means that PRINCE2 can be used for projects as small as organizing a meeting, to huge projects the size of running an election, organizing a conference, constructing a bridge, or an IT project. All persons on the Project Team should know what is expected of them.
This is even more important for the Project Managers, as they have the duty of checking that tasks are completed as agreed. Benefit 4: PRINCE2 is product-focused; meaning that the product is well-defined at the start of the project and is made known to all stakeholders.
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