How to get more from agile

Over the last year agile practices have been prevalent in business. In fact, the ability to be agile and adapt at speed has meant the difference between sink or swim for many organizations. The turbulence of COVID-19 has proven that it is more important than ever for businesses to be flexible. With the value of agile in mind, what lessons can we take forward? And how can we get even more from agile?

Make time for innovation

Key to agility is the ability to innovate. Outside the box thinking is what has set businesses apart during the pandemic. It has been paramount for survival. For many that has meant tweaking their business model. For example; the hospitality industry has side-stepped to offer takeaways, retailers have run click-n-collect programs, and airlines have switched from commercial to cargo flights. Here at PRINCE2.com we have channeled resources into online and virtual classroom learning, while preparing our Covid-safe classroom reopening.

Others have taken a back-to-the-drawing-board approach and overhauled their conventional business models. Take gyms for example. Many began offering online classes, but some went as far as renting out equipment for at-home workouts. Creative ideas are what have pulled businesses through when the world was turned upside down seemingly overnight. Being able to generate finances whilst closed has meant such businesses will live on and be able to reopen their doors in the future.

These few examples are evidence of just how much can be achieved when teams innovate. But it needn’t take a pressurised situation to achieve such results. In fact, you should have comparatively more time in the future, free from the panic and urgency cast by lockdowns and the pandemic. So, schedule time for innovation into your monthly, weekly, or even daily practices in order to become more agile. Have the confidence to modify your business model, whether due to a change in environment or changing customer needs.

Unite teams with data and training

A hidden issue in many businesses is access to data. We are in the data age, an era which recognises the value of information for informed decision making. And yet companies will habitually silo their information by department (think sales/marketing/development teams), or by seniority – only allowing access to management or decision makers. This can be detrimental for customer service as disparate data can equate to discrepancies in service; but it also has a negative effect on your business’ agility.

Bringing your data together and making it accessible to all will put teams on the same page and unite departments. Data is a valuable resource and by consolidating it and improving its availability you create a culture of smarter, more informed decision making. Data analysis and decision-making play an essential role in being more agile, changing direction where necessary and acting at speed.

That said, allowing every employee access to data is fruitless if they are not equipped with the skills necessary to effectively interpret it. Companies who fail to train all team members risk missing out on innovations and solutions. With professional development training for all employees you build an environment where everyone has the skill set to handle data, and to question and develop practices. Harnessing the talents of your entire team enables greater agility and will inevitably help you to progress as a business.

The way this coronavirus has shaken industries is unlike anything in business history. But with agility, a readiness to change course, and the talents to innovate and execute change, we can be prepared for any future crisis.

Source: prince2.com

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PRINCE2 2017 is renamed PRINCE2 6th Edition

As of 1 January 2020, AXELOS has renamed PRINCE2® 2017 (the most recent updates to the PRINCE2 certification) to PRINCE2 6th Edition. This name change is not an update in itself — PRINCE2 6th Edition is a rebrand and doesn’t come with any changes to the PRINCE2 2017 course material or exams. Rather it has been changed to reflect the legacy, heritage and authority of PRINCE2 best practice, and to ensure the format of the name is aligned with that used by other frameworks within the project management industry.

What’s actually changing?

PRINCE2 2009 – the previous version – will now be called PRINCE2 5th Edition, while PRINCE2 2017 – the current version – will now be called PRINCE2 6th Edition.

Will the syllabus or exams change?

No, they will remain the same as PRINCE2 2017. There won’t be a change to the exams or syllabus until PRINCE2 7th Edition, which has not been scheduled for release, or even announced, as of February 2020.

Will the manual be reprinted?

The current version of Managing Successful Projects with PRINCE2® will not be reprinted, apart from maybe the front cover. If you bought the 2017 version of the manual before the name change, you won’t need to buy another copy.

Are 2017 certificates still valid?

Yes, because the course materials and exams are the same, all PRINCE2 2017 certifications are still valid. As before, you can check your current Practitioner status on the Successful Candidates Register.

What changes do I have to make?

The only change worth considering is to update your CV/résumé if you refer to PRINCE2 2009 or PRINCE2 2017. You can change it to PRINCE2® 6th Edition or instead just include the certification level, the date you passed, your candidate number and the training provider, like so:

PRINCE2® Practitioner (3 Sep 2019) Candidate Number P2R/999999 – ILX Group

Source: Prince2.com

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How to be proactive at work

Proactive working allows you to be prepared for change in the future. As project managers, it is important we are in the right mindset to make logical, rational decisions. Working smarter and more productively will allow you to seek out and identify new opportunities and to innovate. So, what changes can you make in order to get ahead and achieve more? This list of healthy work habits could just be the answer to ditching the stress and becoming more proactive at work.

Drink well

We’ll start with an easy one! We all know we should be drinking more water for our health, to aid weight loss or to improve physical performance; but did you know that it has a profound effect on our brain functioning too? Fluid loss of just 1-3% counts as mild dehydration and can lead to major reductions in memory and brain performance. So, drink up whilst you’re at work!

Remove distractions

A smartphone etiquette survey revealed that 80% of those surveyed said phone checking during a meeting was inappropriate, but the research also found that 50% of us do it anyway! What’s more, the survey showed that twenty percent of us check our phones at least once every twenty minutes whilst at work!

Regular notification checking can be a huge drain on our productivity. And it’s not just mobile phones. Work chats such as Slack and group emails can be just as distracting. Luckily, there are some solutions. Enable do not disturb modes, leave your mobile in your bag or give your nearest and dearest your work phone number to use in case of emergency.

Shooting for ‘inbox zero’

When it comes to your email inbox, it is paramount that you have some sort of system for organising. Whether it’s filing by client or project type, or a rule for colour flagging depending on status. Find a system that works for you and you may be amazed by the difference it makes to your daily working life. A great goal to aim for is keeping your inbox at zero. Do this by replying to emails straight away and deleting unnecessary ones. Any mail left in your inbox will then be what is in need of attention, almost like a to-do list.

Workout in your lunch hour

If you are lucky enough to have a gym within walking distance of your office, then consider signing up and using it, as it could just improve your productivity in the workplace. Exercising in your lunch break will see you benefit from regained focus and energy – ideal for preventing that unproductive mid-afternoon slump.

Take a walk

If you fret about working up too much of a sweat, then consider walking in your lunch break instead. The NHS recommendation is that you get 150 minutes of moderate intensity activity a week. That’s just five 30-minute sessions of low-level exercise. Gym or no gym, a simple brisk walk can be enough to raise your heartrate and fill your quota. It will lift your mood and re-energise you for the afternoon ahead.

Eat well

In a survey of over 7,000 workers, 68% justified skipping their lunch break saying they had too much to do or an unexpected task to handle. Many of us are aware that we get out what we put in and that good food will fuel us best. However, desk lunches could be the undoing of that. Nutrition therapists report that eating at our desks has a host of negative effects including unhealthy snacking later in the day. It also deprives us of the sensory break our minds and bodies need to function productively.

Flexible working

Flexible working has been on the rise in recent years, and now ranks in the top three factors when making career decisions for ~40% of candidates. Choosing your working hours can have a profound impact on your proactiveness. If you are a morning person, starting at 7.30am could be the key to getting more out of your working day. Others may find a 10am start and a later finish is better for their proactiveness. An added bonus being that you can shift your working hours to avoid rush hour traffic and minimise your daily stress too.

The right kind of to-do list

As a project manager you are a serial multi-tasker, which is why it's so important to find a to-do list and personal scheduling system that works for you. Some swear by a notebook and diary – the satisfaction of crossing things off the list is hard to rival. For others, a kanban system for tracking task progress works best. However you plan your daily schedule, remember that allowing surplus or contingency time will help you feel less stressed when things run over, and ensure you are prepared should problems arise.

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How to overcome project failures

Even if a project has been a complete write-off – or conversely, a total success – there are always lessons to be learnt from the experience. Taking the time to reflect, and training yourself to think critically will help you overcome project failures and work towards future successes. Here we uncover the actionable steps you can take on the ‘road to recovery’ following a project failure.

Ask tough questions (of yourself)

What could I have done differently? This is the biggest question you can ask yourself following a project failure. Don’t underestimate how beneficial carving out the time to reflect on previous projects can be. Think about how you handled each stage, particularly the challenges, and speculate on what you could do better next time.

Critical thinking and problem solving go hand in hand, so before you start a new project look back on previous ones and be critical about their success. Did everything run smoothly? Were the solutions you came up with the best ones in hindsight? Work through the project systematically and reflect on areas of strength and weakness. Armed with this knowledge you will be better equipped for future problem solving as part of your next project.

Reflect on your skills...

Whilst being tough on yourself, question whether you have the full skillset your job requires. This is particularly relevant if you have worked your way up through the ranks quickly. Training and continually upskilling are key for confidently tackling the challenges of your daily work. Take a critical look at whether you are equipped with the tools to respond effectively to issues that arise and find solutions. And if there are pitfalls, such as a lack of process knowledge or technical understanding, remedy these with training. While you’re at it, take a look at your team’s skills too. Investing in their professional development and your own can help to avoid future project failures.

...And on your soft skills

It is said that in the project management profession, your performance is measured by the performance of others. Rather than let that intimidate you, allow it to inspire your practices. Soft skills are hugely significant in project management, so take a moment to evaluate yours. Leadership, for one, is paramount as effective team leadership can make or break a project. Your attitudes, commitment, honesty and communication skills all factor into this and are pivotal in your team’s performance. Reflect on whether these are the best they can be, and if not, brush up! Emotional intelligence and social skills come naturally to some, but for others they need to be nurtured.

Be more responsive

Traditional methodologies within project management put a lot of emphasis on thorough planning and scheduling. Though this may have worked in the past it is not always scalable to today’s evermore complex projects, and so PMs are moving towards a more hybrid approach. By combining your current framework with agile practices, you can be far more responsive when facing hurdles during a project. Agile working allows you to adapt your original plans with carefully considered strategies, whilst always moving towards your end goal. What’s more, using modern tools and technologies to your advantage can go a long way to preempting challenges ahead. Be responsive by first uncovering how to analyse data and flag any warning signs in advance. These indicators will allow you to react effectively and in a timely manner.

Know when to ask for help

There will be occasions where a project’s shortcomings are a challenge too far. Perhaps in order to fulfill a project’s potential you need support from above, in the form of finances or resources. Whatever the hurdle, prepare for the occasions where you need to ask for help by forging strong relationships with your seniors.

Upper management are as invested in a project’s success as you are, if not more so, so they can be a valuable, and an often untapped resource. Whilst you may be reluctant to bother your seniors with issues, by putting in the groundwork ahead of time you can make sure you’re on a good footing. This can go a long way in preventing management from viewing you negatively when asking for help. For example, when signing off a project be sure to report to your seniors not only the successes, but the failures you had to overcome in order to achieve your positive end result. This way, they get the full picture and can identify areas of improvement.

Going forward

When you are intensely committed to making a project work, as most project managers are, it is easy to let failures be all-encompassing. However, learning to recognise when change is needed will help you overcome project failures, preempt and deal with them ahead of time. By being more responsive, improving your leadership methods, building a support network, and upskilling, you will be able to identify solutions to any issue a project throws your way. Remember that everyone is still learning.

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Take your leadership skills to the next level

Whether you’re looking to climb the career ladder, or simply want to make improvements within your current position, taking your leadership skills to the next level is key to making progress.

The demands of the project management profession mean that you have to wear a lot of hats and master a range of roles. At the core, this means being a coordinator and organiser, but beyond this, being a strategic thinker, a negotiator and a leader. By upping your game when it comes to leading, you can improve your daily working life, benefit from a happier team, improved culture, and even find yourself advancing in your own career.

Recognise the power you have as a leader

You have worked hard to get to where you are today; reflect on that and recognise what that means to you. All positions of management and leadership come with a level of responsibility and power. And not just the power to direct and instruct people or projects, but the power to be instrumental in success and have influence over the culture within your company.

Leading by example is one of the best things you can do in a managerial role. You want to be able to have confidence and rely upon your team, so ultimately, they will have the same expectation of you. Reports show that 35% of workers say that they would leave a company if they didn’t trust their manager. Avoid being part of this statistic - and the pitfall of the associated high staff turnover - by taking actionable steps to being a more trustworthy manager.

Use your position as a leader to your advantage by demonstrating and operating a culture of transparency. Be open and approachable, be seen in the office and available for your team to speak to. This can go a long way to building trust, as well as being totally transparent and giving your employees the whole picture. Contrary to traditional practices where company challenges were reserved for managers to deal with, providing employees with the true facts can prove instrumental in resolving issues. Sharing information and involving your team will ensure they feel valued. It will see them engage, and work with you towards a successful end goal.

Seek continual improvement

We cannot stress enough the importance of continual learning for leaders. At PRINCE2, we see first-hand the positive effect upskilling can have for individuals and organisations. Take the time to reflect on what skills or processes you could take to a more advanced level. For example, if you have taken the PRINCE2 Agile Foundation course, consider the PRINCE2 Agile Practitioner course to take your skills to the next level.

Similarly, self-reflection could identify any gaps in your talents. Perhaps you need to brush up on your negotiation skills after a hiccup in your last project. Or maybe you haven’t quite mastered a piece of software or technology your company has newly introduced. Whatever it might be, seeking out ways to continually improve yourself will ensure you stay at the top of your game.

On a personal level, you should always be looking for ways to improve and better yourself, and reflection is paramount for this. Externally, know that tweaks and changes you make can cause a ripple effect across your team and beyond. Recognise that you have the ability to improve company culture. Take your leadership skills to the next level with this combination of internal and external developments and you will be on the route to becoming a more successful leader.

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How to prepare for the fourth industrial revolution

Transformative change is on the horizon as we enter the fourth industrial revolution. Technology is at the forefront, and recent years have seen the rise of robots, Artificial Intelligence (AI), machine learning, the Internet of Things (IoT) and virtual reality. This era is set to revolutionise every part of our working and personal lives. Industry 4.0 is reshaping the business landscape, and project management is no exception.

The rise of Artificial Intelligence (AI) in project management

Artificial Intelligence is increasingly shaking up project management with tools and technology designed to automate tasks, such as scheduling and administrative functions. New research from PMI’s ‘Pulse of the Profession’ confirms that change is already happening: 81% of respondents reported that their organisations are being impacted by AI technologies.

The scale and types of technological developments will be highly dependent on the industry. That said, where large projects are core to the business, companies will be looking to invest in automation technology as a way to save on the staff cost of remedial tasks, and to eliminate human error.

AI technology has the ability to analyse the patterns of a workforce, assist with resource management and offer suggestions for improving schedules. Going forward, hard data and machine learning will increasingly automate a level of risk management, and assist with tactical planning too.

How to be prepared: The tech changes on the horizon can seem overwhelming, but think of AI as your very own personal assistant. It is here to make your job easier by taking on those time-consuming administrative tasks and allowing you to work on your deliverables. The benefits AI offers project managers are vast – be ready to embrace them.

A new learning culture

In a recent press release, vice president of global solutions at PMI, Michael DePrisco spoke about the changes AI is bringing to business. He said, “Since project professionals are largely responsible for helping to implement change, they will play a critical role in influencing the adoption of these technologies in their organisations.” Going on to add, “Implementing AI into project management plans will require more than just rolling out the technology, it will mean creating a new mindset and learning culture.”

The project profession’s evolution is demanding a broader skill set. The traditional competencies of the profession are shifted by industry 4.0 and the career’s future is set to be a more multi-skilled one, with a greater focus on technical know-how as well as soft skills.

How to be prepared: It is unlikely that you are going to jump from a project manager to a tech wizard overnight. Instead, seek to discover what new technologies will impact your daily role the most and brush up on these instead. Gain professional advice from those in the tech industry, and find ways to keep your finger on the pulse with technology. This could be as simple as incorporating regular training sessions into your personal development plan – a new learning culture.

A collaborative approach

To truly benefit from the fourth industrial revolution project managers must leverage technology. A strong collaboration between humans and machines is essential for the future of the project profession. PMI have highlighted this in their AI Innovators report with their five key principles example - the MELDS principles:

◉ encourage the right mindset

◉ promote experimentation

◉ support actively involved leadership

◉ incorporate data into strategy

◉ cultivate new skills

With these principles at their core, the most visionary organisations have been found to improve project performance with AI investments.

The fourth industrial revolution is having a profound effect on the project profession. Whilse it can be challenging to adapt to rapid change, be sure not to adopt new tech half-heartedly. Fully embrace the potential of AI technologies to achieve project success.

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How to close a project with PRINCE2

The last phase of a project is project closure. It’s here that the project is formally closed and the Project Board receive a report on its overall success. Here, you’ll find out why this process is so important and how to do it correctly.

What is project closure?

According to PRINCE2, the objectives of the project closure process are to:

◈ Verify client acceptance of the project’s products.

◈ Make sure that the products can be supported once the project is disbanded.

◈ Review the project’s performance by comparing to baseline documents.

◈ Assess and review the benefits to the project that have been realised, and the benefits that will be realised once the project has been completed.

◈ Work on any risks and issues that remain open by following up on recommended actions.

Why is project closure important?

It might seem like the least important process, since it doesn’t cover any of the actual project work. However, there are three big benefits to ending a project the right way.

1. A formal closure is also a clear closure, which means you can properly hand over the project and responsibility to the client.

2. It lets you disband the project team, so the project doesn’t incur further costs.

3. It ensures the project met all the original objectives. It also teaches lessons by identifying and addressing any objectives that weren’t achieved.

Project closure checklist

Below is an easy-to-follow checklist to closing a project. This ensures all elements of the project closure phase have been completed.

◈ Deliverables – to reach the end of the project and start the closure process, the project manager hands over the documentation for the stakeholders to sign off.

◈ Follow-on Action Recommendations – these are given to the people who will support the products after the lifespan of the project.

◈ Update these documents:

     ◈ Configuration Item Record

      ◈ Benefits Management Approach

     ◈ Lessons Report

     ◈ End Project Report

◈ Documentation – organise, file and archive all the project documents in the previous checkpoint. Make sure they’re all updated to the latest date and document owner. The easier it is to search and retrieve a document, the more useful it will be as a reference for future projects. Make sure they’re signed off by the appropriate person.

◈ Finances – pay off any remaining invoices and close any project-related contracts that are still open.

◈ Resources – the project’s resources, from equipment to people, should be released from the project. If they’re owned or employed by the company, reassign them to another project.

End Project Report

While you can create most documents earlier in the project, you can only start the End Project Report during closure. You can present this report as a document, email, presentation or embed it into a shared project management tool.

The End Project Report is made up of other documents:

◈ Project Initiation Documentation

◈ Business Case

◈ Project Plan

◈ Benefits Management Approach

◈ Issue Register

◈ Quality Register

◈ Risk Register

◈ Lessons Report

Together, they cover these points:

1. The project manager’s overview of its successes and failures

2. Review of the Business Case

3. Review of the objectives – targets and strategies

4. Review of the products

5. Review of the team performance

6. Lessons Report

The project manager provides the Project Board with this report. They evaluate it to finally authorise the closure. If you’ve kept the other reports up-to-date, project closure won’t take too long. It is worth it, though. Your products will have better support and the lessons learned can inform future projects.

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Difference between PMP® and PRINCE2®

• Project Management Professional (PMP)® certification exam and PRINCE2® are completely different approaches to looking at Project Management
• They are both complementary to each other and there is NO OVERLAP
• Process News recommends that a leader needs to undergo PMP® credential as well as PRINCE2® credential to become a complete Project Manager

PMP® Credential	PRINCE2® Credentials
PMP® credential is a bottom-up focus	PRINCE2® is the top-down focus
PMP® exam focuses on Project Manager mainly and his role and responsibility	PRINCE2® believes that it is not just the Project Manager who is responsible for project success. Other entities such as Vendors, Executives, Business analysts, Client Partners, Supplier Teams are also covered in detail
PMP® credential is Tools and Techniques focused You will learn approximately 300 tools and techniques	PRINCE2® is an end-to-end project management methodology You will learn an end to end methodology
PMP® certification answers the questions “How do you do things”	PRINCE2® answers the question “What and when to do things”
PMP® certification deals with tools and techniques. No recommendations on the document formats	Covers Document formats and recommendations on how to write various documents practically
PMP® certificate recognizes PRINCE2®. One who attends PRINCE2® course is awarded 36 contact hours towards maintaining PMP® credential	PRINCE2® recognizes PMP®. Anyone who is PMP® certified is exempted from appearing for PRINCE2® foundation examination
PMP® examination is conducted by Project Management Institute (PMI)®	PRINCE2® is by Cabinet Office, UK
The tools and techniques are known worldwide	PRINCE2® methodology is used widely in Europe, UK and common wealth countries. The methodology is generic and used with different usage of terms and terminologies in USA and other countries

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PRINCE2 versus Agile

PRINCE2 is one of the most used project management methodologies, especially in European nations and the UK. It has grown to be a recognized feature in job specifications, since training in PRINCE2 is essential for any project role in an organisation using it.

Agile is a more recent methodology, its popularity is rising quickly because of its adaptability and flexibility. The use of Agile methods like Scrum are becoming implemented more and more in business environments.

So in this article, we shall compare the two methodologies, in how they are similar and different.

PRINCE2 methodology

PRINCE2 heavily emphasizes the importance of processes, in management. It is all about starting the project, initiating it, continuing the management process with the given guidelines, and finally finishing the project to transfer it over to the normal business. It is best described as a linear methodology, going through the steps one by one.

PRINCE2 is a predictive, plan-based approach – it remains focused on the bigger goal throughout the project. The roles and responsibilities of the management team members are clearly described, and they are given the freedom to work towards the goal as they please. The processes are clearly defined and structured, and the main focus is upon the quality of the product. PRINCE2 can be altered to suit any project- and since it is planned extensively, it stays within the cost and time limits.

The main drawback associated with PRINCE2 is its rigidity. It is deemed unsuitable for the smaller projects or projects where the requirements change quickly. This difficulty in pivoting is partly due to the staggering amount of documents that have to be created and maintained throughout the project. It also does not micromanage much, and the decision-making processes involved are much longer than the Agile methods. Working products are not ready till the end of the project.

Agile methodology

Agile methods have been gaining immense popularity in recent times, primarily due to its flexibility and pivoting capability. Scrum is one of the most popular Agile methodologies, and here we shall compare Scrum to PRINCE2.

Scrum is a globally recognized Agile method, and many Fortune 500 companies have been known to use it. It is suitable for any project, even highly complex ones- it works by dividing up the complex aspects so that they can be easily managed.

Scrum focuses upon the execution of the project, rather than its management part. The methodology requires one to work closely with the clients, users and the stakeholders, so that their needs can be understood and incorporated within the project. It can be described as empirical process control, where constant feedback is obtained and fed into the system to make the product better.

Scrum is better than PRINCE2 methods in its adaptability. Agile projects are extremely responsive to pivots in the plan, and can easily accommodate major changes in the user or customer requirements. It works by implementing smaller, short-term increments on its way to the major business goal. Individual efforts are clearly visible in Scrum, unlike in PRINCE2 methods. Because of its collaborative nature, it is also ensured that the time available is used to at most effect.

However it is easier to lose sight of the bigger goals, since there is no clear definition of the project in Scrum. The employees might lose track of the project since the working style is intense- the frequent changes adding to the intensity. Scrum also requires convening on a daily basis to discuss the progress and implement any changes, if necessary. This can drain the available resources, and may turn out to be counter-productive to the project goals.

PRINCE2 and Agile methods can be implemented together if need be, as established by the PRINCE2 Agile method. This effectively combines the specificity and the rigid framework of the PRINCE2 methodology, with the adaptive and flexible approach that Agile is so renowned for. Choosing your management methodology depends largely on the project requirements, and what the project hopes to achieve- so all the pros and cons of both methods have to be considered before selecting the suitable one for your project.

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What is Strategic Project Management?

While project management takes a project from its starting point to its end, strategic project management looks at the big picture. It links the project to how it benefits the company’s efficiency and competitiveness.

Strategic project management identifies and implements the organisation’s long-terms goals and objectives into the project. With top tier management involvement, it explains why the organisation exists and the context within which it operates.

There are three common components which drive the project to its ultimate goal for the company:

1. Strategic analysis

This forms the basis for which projects an organisation chooses to undertake. Each project needs to link to the organisation’s mission and be key to meeting long-term objectives.

However, bearing in mind that strategic management is about the big picture, it also addresses external factors that could affect progress. Thus, project managers often use strategic analysis tools such as PESTLE to identify potential issues and minimise their impact.

2. Strategic choice

Just how does a company decide which projects to be involved with? Managing multiple projects is a complex task, and something that project managers do in their daily routine. But deciding on the ‘right’ projects is an important step which requires a strategic choice.

Essentially, it means identifying projects that meet the aspirations and expectations of stakeholders, while also playing to the company’s strengths. There’s also a need to identify and take advantage of external opportunities, while avoiding external threats.

3. Strategic implementation

With the scene set, the third stage of strategic management is implementation. Here, strategic project management sets out the long-, medium- and short-term goals for projects and programmes.

Every company wants to grow. So they need to take advantage of opportunities they create for themselves and optimise external influences. Strategic implementation examines all kinds of benefits, including:

◈ The use and benefits of collaborative tools in projects

◈ How people and resources are assigned

◈ The ‘why?’ of projects, not just at a base level, but from the top of a company.

Measuring the success of strategic project management

Any strategy and project within the ‘bigger picture’ needs to have indicators to measure success. The same is true for strategic project management.

Strategic project managers often use these four categories of performance measurement:

1. Finance
2. Customer
3. Learning and growth
4. Internal business processes.

Essentially, they provide the basis for defining objectives for programmes, portfolios and projects.

Is strategic project management important?

Yes, and it is a clear benefit to an organisation as it defines its growth path. There needs to be a close, symbiotic relationship between strategic project management and management ‘on the ground’. That’s why it’s an integral part of strong project management leadership skills.

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How ITIL and PRINCE2 are a Powerful Combination for Organizational Success

In today’s highly competitive marketplace, both ITIL and PRINCE2 can be a powerful combination for organizations that want to maintain their corporate dynamism. Whether an organization is setting up an offshore location or developing something new in-house, following the ITIL framework along with a robust project management structure will do wonders for the business.

According to AXELOS, PRINCE2 (PRojects IN Controlled Environments) is a flexible method that guides organizations through the essentials for running a successful project regardless of project type or scale. PRINCE2 can be tailored to meet your organization or industry specific requirement.

ITIL (Information Technology Infrastructure Library) is a widely-accepted IT service management approach in organizations across the globe. The ITIL framework is drawn from best practices followed by both public and private sectors all over the world. The best practices in ITIL are based on expert advice and inputs from ITIL users, and combine the latest thinking with sound, common sense guidance. ITIL has, hence, gained in importance as a methodology that delivers positive business outcomes for enterprises.

How ITIL and PRINCE2 Complement Each Other

The ITIL framework addresses many of the limitations of IT by providing a service-oriented framework which meets the business needs of the customer. But, for the ITIL framework to be implemented, which is a project in itself, a rigorous project management methodology in PRINCE2 must be implemented as well to ensure a greater degree of success. PRINCE2 and ITIL combination complement each other in several ways:

1. Consistent Business Justification:

The best benefit that PRINCE2 brings to the table is the principle of continued business justification and consistent focus on the business case throughout the project. This ensures the project does not change course from its main objective at any point of time.

2. Management by Stages:

Breaking large chunks of work to sizeable chunks will help in handling a project more efficiently. Each requirement will be analyzed and signed off from the right stakeholders. With PRINCE2 methodology, it gives one an honest view of what can be done and when it can be done.

3. Careful Risk Management:

Because ITIL demands changing not only the IT department, but also the rest of the organization, ITIL implementations require an impeccable project management structure. Anything less and the implementation is at severe risk. With its careful risk management processes described in the risk theme, PRINCE2 helps to address all possible threats in the project. As risk management is also part of the ITIL framework, hence they complement each other really well. The emphasis on identifying and assessing risks helps the stakeholders to take informed decisions as part of ITIL change management.

4. During the Start of a Project:

The ITIL best practices in Service Design and Service Strategy have a clear project mandate which form a basis for building PRINCE2’s project management structure. Everything from scope, success and different criteria, are clearly identified and approved by senior management. This saves a lot of time in starting up a project.

5. Quality and Cost:

The ITIL framework helps PRINCE2 to focus on the bigger picture. It is extremely important to balance both cost and quality in ITIL which helps in taking correct decisions for quality improvement which adheres towards the bigger picture. The emphasis on quality also fits in with the PRINCE2 framework, where the quality theme elaborates on aspects such as Project Product Description, Product Description, Quality Register, Quality Management Strategy, among others.

6. Plugging the PRINCE2 Gap:

The ITIL framework implementation helps in ‘benefit realization’ which happens only after the project is completed. PRINCE2 has no part in this, as the project management structure mandates the completion of the project successfully. But, the ITIL framework helps to realize the benefits when the implementation is done and it can fine tune it when there is change after the project is completed.

Managing various constraints such as time, price and the scope of business are all superimposed on a framework of meeting quality requirements, and this forms the foundation of project management. Meeting customer-defined needs, availability, reliability, capability and cost-effectiveness of business services offered along with improving responsiveness in managing change form the basis of ITIL. PRINCE2 with its project management structure and the ITIL framework with its best practices together deliver a competitive advantage for an organization.

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How to Move Through a Project Manager Career Path

Being a project manager can be highly rewarding, with the opportunity to work in different business sectors, such as IT, construction, engineering and retail. There is plenty of job variation, interaction with people, working with new technologies, improving your skills and opportunities to train and further your career. We’ve highlighted below a project manager career path that can be followed, along with some useful tips to help you progress.

Step 1: Get qualified

Gaining a recognised project manager qualification or a degree in management is a good first step. Many project managers started their career path via progression through a company, often studying for their qualifications as part of their wider career.

Aside from PRINCE2, anyone can study project management as part of an undergraduate or Master’s degree course. Depending on your time and budget, it might find it easier to learn PRINCE2 through an online course.

Step 2: Take on project management support roles

Most project managers, with or without qualifications, start their career as project assistants, IT and management support staff, coordinators and analysts. They gain experience in their industry and learning from other project managers. Some people volunteer as a project coordinator or support member of staff; often there are more opportunities.

If you entered into a project management role without getting qualified, as in Step 1, but feel comfortable applying for, or getting promoted to, a project manager position, now’s the time to study for a qualification. The general timescale for moving from project support to project management is around five to ten years. It is recommended that a record of your project management work is retained which can go a long way towards a future qualification.

Step 3: Run smaller projects

A great way of showing initiative is to suggest and run small projects, i.e. developing a new process or adapting a current process that is more efficient. Map it out and identify what can be automated or even deleted. Test your new process to ensure it is an improvement over the original one and follow up with a report to management on how time can be saved, as well as any cost efficiencies.

Step 4: Beyond project management

From here, there are opportunities to progress up the corporate ladder into roles such as program or IT director, chief operating officer (COO) and chief executive officer (CEO). Another career path is to establish an outsourcing project management company.

Project management career advice

Network: Project Insight offer valuable insights into a project management career path from successful project managers such as Bertrand Duperrin of Emakina and Dan Pink, author of To Sell is Human, who champions networking as a great way to progress a project manager career.

Be flexible: Ranstad believe that communication, delegation and flexibility are key to developing a career in project management. Managing clients is not always an easy task and learning to compromise between what the client wants and the practicalities of what is possible is a good platform to work from.

Communicate: It can be all too easy to do everything yourself but that defeats the objective of being a project manager. Great communication and relationship building are crucial, as is learning to delegate jobs to team members, particularly specialist tasks.

Keep learning: Self-development and learning from others, particularly in the early years of a project manager career are vital. Keeping up-to-date with new technologies and the latest thinking help you to stay ahead. Above all, always be prepared to expect the unexpected and learn from the mistakes of others.

Stay positive: A career in project management can be diverse and rewarding. One project manager role won’t necessarily reflect that of another and there are no strict rules on the path you take as you progress on a project manager career. But adopting the right attitude, developing the right skills, taking opportunities as they arise and learning as you go are all great steps in your career.

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Top 7 Project Management Skills that Lead to Success

How many of us have watched The Apprentice and cringed at the way the project manager runs their team? At a guess, I’d say hundreds, and I bet most of them have said, “I can do better than that!” Well, of course, that may be possible, but then again, it may not. Even if you have a project management qualification, there’s no guarantee you can successfully run a project.

A project manager needs to develop a range of skills to lead a team and manage a project successfully. These core competencies can make a good project manager into an excellent project manager. The theory is one thing; developing those skills through experience and putting them into practice is another matter entirely. We’ve put together our Top 7 project management skills that we believe a project manager needs to develop.

1. Leadership

A great project manager leads from the front to:

◈ Motivate

◈ Coach and inspire the team

◈ Set goals and resolve conflicts

◈ Evaluate performance

◈ Ensure they have all the resources needed to complete the job

◈ Hand out the discipline when needed.

2. Communication

Communicating well with not only the team, but also with the clients, suppliers and stakeholders, is an essential skill. Clear, concise, understandable and frequent communication keeps the project on track and ensures that everyone ‘sings off the same hymn sheet’. In the long term, it helps build relationships and respect.

3. Planning

How is any project going to succeed without a plan? Basically, it isn’t, and planning is a key skill that every project manager needs. It’s crucial to organise objectives and goals, ensuring that every phase of the project is reached in a timely manner, and within budget.

4. Time management

Managing the timescale of a project is a large part of being a project manager. But it’s also important for a project manager to manage their own time too. Learning how to say ‘no’ and delegate certain tasks will enable a project manager to better manage their own time.

5. Assessing risk

When things don’t go to plan, the first person to get the blame is usually the project manager. Nobody likes a surprise in a project, particularly if it’s not a nice one. Assess the potential risks, work with a team to identify those risks and plan for the possibility it might happen. Doing that will go a long way to averting any surprise.

6. Negotiation

It’s important to successfully negotiate budgets, resources, schedules, scope creep, conflicts and delays. Doing all that while maintaining good relationships and not upsetting anyone is a key skill.

7. Knowledge

To conduct informed conversations with clients, it’s important to understand:

◈ The platforms and systems being used

◈ The project’s subject matter (to assess the limitations and risks)

◈ The technical side of things.

Knowing all this will help the project manager, suppliers, stakeholders and the team.

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Can Leadership Be Taught?

Ask any company owner what their most valuable quality is, and many of them will say it’s their ability to lead. Being able to inspire members of staff can help you to get the best out of your team, push employees that little bit further and drive your company on to real success.

However, although leadership is an incredibly important skill in the world of business, it’s not a skill that everyone has. In fact, a lot of people, even those in senior management positions, struggle with effective leadership. This can leave employees feeling directionless and could cause companies to lose their way.

Luckily, although some aspects of leadership are intangible, some can be taught. These skills can help you to manage your team, navigate your way through complex tasks and push your company to ever greater heights. Keep reading to find out more.

Is leadership learned?

In short, the answer to this question is both yes and no. Some people have an innate ability to lead and can convince even the most unwilling team members to fall in line and throw their weight behind a project. However, there are definitely some important leadership skills than can be learned. These skills can help you to dramatically improve your leadership technique and give you the confidence, and the know-how, to succeed.

How to learn leadership

If you think improving your leadership skills could help you achieve more in your professional life, signing up to a respected leadership course is the best way to get your career on track. Courses like PRINCE2 can help improve your management skills. This can give you the confidence to expertly lead your team on projects of all kinds.

Learning effective management skills will help boost your confidence next time you’re in charge of a team or working on a project within your organisation. The skills you learn on the course will make it easier for you to manage all aspects of your project and guide your team to a successful outcome. If you feel more assured in your role, this will rub off on your team members, making them more likely to feel inspired by, and confident in, your leadership.

Who can benefit from a leadership course?

Leadership skills are relevant in all areas of business. Whether you’re managing one person or a group of 20, the skills you learn on a leadership course can help to make your approach more efficient and help you get more from every member of your team.

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Prince2 vs PMP

What is PMP?

PMP stands for Project Management Professional and PMP a professional certificate from PMI (Project Management Institute). PMI is a USA based non-for-profit organization focused on project management, which has developed and published a number of standards, including:

◈ A Guide to the Project Management Body of Knowledge (PMBOK® Guide) : PMBOK
◈ The Standard for Program Management
◈ The Standard for Portfolio Management
◈ Organizational Project Management Maturity Model (OPM3®)

And also a number of practice standards and frameworks:

◈ Practice Standard for Project Risk Management
◈ Practice Standard for Earned Value Management
◈ Practice Standard for Project Configuration Management
◈ Practice Standard for Work Breakdown Structures
◈ Practice Standard for Scheduling
◈ Project Manager Competency Development Framework

The PMBOK guide is the most famous standard among these, and its worldwide use led to the development of three extensions for it, which allows for a more effective use in certain areas of application:

◈ Software Extension to the PMBOK Guide
◈ Construction Extension to the PMBOK Guide
◈ Government Extension to the PMBOK Guide

PMI has recently added a line of practice guides, which includes:

◈ Managing Changes in Organizations: A Practice Guide

PMI Certifications

PMI has a number of popular certifications and these are globally recognised. Getting one of these certification is an easy way to prove your knowledge later on, but is also beneficial as preparations for the exams will give you the chance to learn more and fill in the gaps in your knowledge.

These are the PMI’s certifications:

◈ Project Management Professional (PMP)® – Although based on the PMBOK Guide, the exam questions are about the project management body of knowledge in general, and the PMBOK Guide is just a part of it; well, an important part.
◈ Certified Associate in Project Management (CAPM)® – a simple form of PMP
◈ Program Management Professional (PgMP)®
◈ Portfolio Management Professional (PfMP)SM
◈ PMI Agile Certified Practitioner (PMI-ACP)® – There is no standalone publication for this yet, but there is a syllabus and they award certifications
◈ PMI Risk Management Professional (PMI-RMP)®
◈ PMI Scheduling Professional (PMI-SP)® – A certification useful for project planners
◈ OPM3® Professional Certification

PRINCE2

PRINCE2 is a project management methodology previously owned by the UK’s Cabinet Office. PRINCE2, among other “Best Practices” are now owned by AXELOS, a new joint venture company in the UK.

This “Best Practice” family consist of the following:

◈ PRINCE2 : Project management
◈ MSP : Program management
◈ MoP : Portfolio management
◈ M_o_R – Risk management
◈ MoV – Value management
◈ P3O – Project, program, and portfolio management offices (PMO)
◈ P3M3 – Project, program, and portfolio management maturity model
◈ ITIL : IT service management

PRINCE2 Certifications

There are three levels of certification for PRINCE2 however:

◈ PRINCE2 Foundation – the simple one

◈ PRINCE2 Practitioner – the important one

◈ PRINCE2 Professional – just too hard! (don't bother with this)

When people are talking about PRINCE2 certifications, they usually refer to the PRINCE2 Foundation and PRINCE2 Practitioner. The former is easier than PMP and it is unfair to compare them, while the latter is as hard as PMP or, as some people believe, even harder than PMP.

The main source for the both Foundation and Practitioner exams is an official publication named “Managing Successful Projects with PRINCE2” however the official guide should not be used if you are just preparing for the PRINCE2 Foundation Exam as it makes it to difficult.

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Building a Project Meeting Structure That Works

As a project leader, you’re required to chair meetings before, during and after any major project. To ensure everyone is on the same page and working in the right direction, you need to plan these meetings effectively. But how do you plan and execute a project meeting structure that works?

1. Set your objectives

If you’ve ever been to a meeting that seemed to last hours but had no clear conclusions, chances are the meeting had no clear goals set beforehand. Positive meetings have a clear set of identified goals. Make sure these are outlined at the start of the meeting and assess your progress before the meeting ends.

2. Agenda

Don’t let the meeting drift. Nobody wants to be in a meeting any longer than they have to. Make sure the agenda is circulated before the meeting and give clear timings for each matter on the list.

3. Materials

Make sure you have any required materials in place and organised before you start. No one wants to sit there as you sift through reams of documents to locate the right information. Keep any information short and to the point.

4. Attendees

Make sure only the relevant team members are in attendance. Being asked to attend a meeting that doesn’t concern you can be frustrating, as you may know. As a general rule, the fewer people in attendance the better. If decisions need to be made, make sure all the people needed to make them are in the room.

5. Environment

Too hot, too cold, wrong venue? These environmental factors can scupper a positive meeting. Make sure everyone is comfortable, and sort out drinks or other requirements before you start so there are no interruptions.

6. Stick to the plan

Other matters come up in meetings that are not on the agenda but it might be better to save these for another time. Try to make sure you start and finish the meeting on time. If it’s clear that the meeting will go way past the planned finish time, then it might be worth scheduling another.

There are many types of project management meetings, but the above principles always remain the same. Effective meetings are well planned and well executed. If you are unsure about planning a meeting, then utilise tools such as a project meeting agenda sample or project board agenda template. This will help you to plan and direct your meeting and help you achieve your prioritised goals.

As you become more experienced chairing meetings, you develop an understanding of how they work. But when you start out, it’s all about the details. Making sure you are prepared and that the meeting has been planned correctly are key to success.

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The Qualities of a Good Project Manager

Understandably, we believe that being certified in project management is a sure-fire way to boost your career chances, knowledge of best practice and overall skillset. However, without the right personal skills, a qualification can only take you so far. We’ve pulled together 4 essential attributes you can use to take your PM skills from good to great.

1. Organisation

People tend to believe that you’re either naturally organised or you’re not, and that for those who have the gift, staying organised is a walk in the park. Neither of these are true. You can teach yourself a number of organisational tactics that suit your personal working style, but they require hard work, consistency and perseverance.

Disorganised project managers either struggle or fail. The best project managers know how to tailor helpful organisational tools, such as Gantt charts, to their own company’s practices, and apply a range of techniques to organise both themselves and others. Set yourself reminders, create to-do lists and be sure to update both regularly; organisation takes time.

2. Communication

Project Management could be defined by this word alone. The project manager will liaise between their team, stakeholders, project board, suppliers and more, so will have to relay information accurately and succinctly. Being able to communicate in a number of voices will help. That includes adopting a more formal tone for stakeholders than you’d use with your team.

Another important, but often overlooked, aspect of effective communication is to know when not to give someone information. This obviously means keeping sensitive information to yourself, but also means not copying everyone from the CEO to the janitor into your email chains. Consider whether the information is actually need-to-know for your target audience, and tailor it appropriately.

3. Logic

Logic can cover a number of bases. One project management practice where logic is essential is Risk Management. This requires you to use linear thinking and historical information to draw possible conclusions. Logic will also help with both organisation and communication, as previously discussed.

Logic also takes time. As with Risk Management, your past experiences will inform how you apply logic to future projects. Take time to properly assess how your team’s actions and processes will affect the final outcome, and if anything doesn’t make sense, trust your gut and take a critical look at processes and solutions.

4. Empathy

Empathy is one of the most important soft skills a project manager needs for effective leadership. It’s in your interests as a PM to have your team feel as though they can trust you, both with issues and with ideas. Being honest, open and understanding can set an exceptional project manager apart from an average one.

As with any of the skills listed in this article, empathy isn’t an innate, unteachable talent. You can cultivate empathy like any other ability: with practice. Make conscious decisions to listen to your team more carefully, and pay attention to how your actions and their circumstances may affect their mood and performance. Remember, being empathetic doesn’t mean being a push-over – be sure to make your own expectations and boundaries clear too.

Never underestimate the impact your soft skills can have on your project management prowess. Taking time to develop these more intangible skills can give you and your team’s work a serious boost, and combining it with a tangible methodology or framework will set you firmly apart from other PMs.

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How to Manage Multiple Projects

When things get busy in the office, it can be a real challenge figuring out how to manage multiple projects. There just doesn’t seem to be enough hours in the day to get it all done.

Handling multiple projects can quickly get out of control, and taking your eye off the ball can quickly lead to extra work, mistakes or even failure. So how do you manage several different projects at the same time? And what is the secret to effective multi-tasking?

Get a strategy

There are many strategies for facing the challenges of multiple projects. But the first thing to think about is training. There are project management training courses out there which teach you all the basics of how to run successful projects concurrently. PRINCE2 courses teach the strategy behind effective management and help you fully integrate this approach into everything you do at work.

In essence, there are several key principals behind effective project management that you need to know. These are:

1. Prioritise

This is fundamental knowledge that is absolutely key to being a successful project manager. If you are not able to identify which areas are the most important and pressing, then you can spend all day wasting time flitting between one area and another, never really achieving or moving anything forward. This is especially important if you are working in a team and can delegate certain tasks. Using your time wisely to do the most important jobs first is always a good idea.

2. Block time

To help you prioritise, you need to be able to block your time to focus on one area without being distracted by the long list of other things you have to do. If you aren’t constantly switching between jobs, you can get into a flow state. That means you can achieve work goals much more rapidly.

3. Review

You need to able to accurately assess how you are getting on with your workload. So take time out to look over what you have done and think about what you need to do next. Set aside a specific time each week, either on Friday afternoon or Monday morning and go over where you are in each project. This will inform where you are overall and help identify areas that need more work.

4. Manage expectations

Sometimes projects run into problems because people are expecting too much too quickly. As the manager, it is your job to make sure all stakeholders have a realistic view of what is involved and how long things take. Of course, your job is to deliver, but it is always better to deliver quality than rushed work. You need to be able to communicate clearly and effectively if you need more time or assistance to bring projects in to brief. As the manager, this is a key part of what you do.

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6 Things PRINCE2 Certified Project Managers Should Do Every Day

Projects are often very complex endeavours, but PRINCE2 is a project management method proven to deliver them successfully. Projects can vary greatly in their nature. The activities carried out by the project manager at any one time can be quite diverse. They depend on the exact nature of the project and where it is in its lifecycle. However, there are certain common activities that a PRINCE2 Certified Project Manager will carry out almost every day. Below we’ve highlighted a few key daily activities, these have been drawn from the PRINCE2 2017 A3 Process Map, which is available for free download.

1. Business Case Maintenance – PRINCE2 Project Managers understand how critical a Project Business Case is throughout the entire project, and as such are business savvy. They understand where the project fits into the big-picture: that the project is designed to deliver outputs which will deliver new capabilities to the organisation, with benefits that contribute towards an organisation’s strategic objectives. They are aware that the Business Case is a delicate balance of cost vs benefit, and they keep a keen eye on that delicate balance throughout the project in case it changes.

2. Plan – Because PRINCE2 emphasises management by stages, PRINCE2 Project Managers understand that an entire project can’t be planned up-front in minute detail. Instead, they understand that planning is a continual activity, with plans subject to revision as the project changes. Stage Plans periodically plan the next phase of work in more detail, ensuring consistent updates and remaining a central and valuable artefact to the project. This is unlike some project plans, developed as a “fire-and-forget” artefact at the start of the project, soon ending up on a dusty shelf – or even in the bin.

3. Manage Risks – Unmanaged risks can derail the best laid plans. PRINCE2 Project Managers are acutely aware of this and are constantly working to manage these risks. They use the PRINCE2 5-step procedure of Identify-Assess-Plan-Implement-Communicate to ensure risks are identified and analysed, and that the optimal risk response plans are put in place.

4. Oversee Work Packages – PRINCE2 Project Managers practice management by exception: they empower subordinate team leaders to take ownership of work packages. The PRINCE2 Project Manager’s role is to authorise activity to deliver the work package, monitor progress via team Checkpoint reports, implement a Corrective Action if it goes off-track, then finally accept the completed Work Product.

5. Report – The Project Manager needs to keep the Project Board up to date on the status of the project. They do this via Highlight reports, and if something has gone off-plan, an exception report. The PRINCE2 Project Manager understands that effective reporting means that the Project Board doesn’t need to pester or distract the project manager day-to-day. They receive the information they need when they need it, so they can allow the project manager room to deliver the project.

6. Reflect & Improve – Continual improvement is essential for a project. Understanding what worked and what didn’t enables you to react accordingly. PRINCE2 Project Managers understand this. They achieve it by maintaining a Lessons Learned Log, and producing End Stage Reports following each phase of the project. This ensures that the good, the bad and the ugly are captured and examined honestly, to inform how the project needs to evolve in the future.

On many projects, day to day delivery can sometimes almost feel like controlled chaos. But PRINCE2 Project Managers are different, they are equipped with the techniques from a proven method to successfully deliver whatever project they are working on. The key activities identified above will often be a staple of their day-to-day activities – and they should be of yours. Do you think a best practice methodology like PRINCE2 could benefit your day-to-day performance as a project manager? Click here to start your journey towards PRINCE2 certification.

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Prince2 Processes

A process is a structured set of activities designed to accomplish a specific objective. PRINCE2 has activities for Starting Up a Project, running a project, and many others. It groups these into processes.

PRINCE2 is a process-based approach for project management. There are 7 processes that guide you through the project, and each provides a set of activities. These activities help to direct, manage and deliver a project, and are described in the PRINCE2 manual. Like any process, a PRINCE2 process takes one or more inputs, acts on them, and provides defined outputs.

The 7 PRINCE2 process are:

◈ Starting Up a Project (SU)
◈ Initiating a Project (IP)
◈ Directing a Project (DP)
◈ Controlling a Stage CS)
◈ Managing Product Delivery (MP)
◈ Managing a Stage Boundary (SB)
◈ Closing a Project (CP)

1. An Overview of the Processes

As mentioned earlier, there are seven management processes in PRINCE2. Each process is the responsibility of one of the management levels in the project organization, meaning the Project Board, Project Manager or Team Manager.

1.1 Directing a Project Process

Directing a Project is the responsibility of the Project Board. It runs from the start of the project until its end. Note that the Starting Up a Project process happens before the project starts. During this Directing a Project process, the Project Board authorizes project stages and manages the overall project by using the management style Management by Exception.

1.2 The Starting Up a Project Process

This is the responsibility of both the Project Manager and the Executive. This is the very first process and is, in fact, known as the Pre-Project process, referring to the fact that it occurs before the project starts, as the project does not start until the Initiation Stage begins. In this process, the reasons for the project are established, the project management team is assigned, and a Stage Plan is created to run the Initiation Stage.

1.3 The Initiating a Project Process

The Initiating a Project process is the process that defines the Project Product, product quality, project timeline and costs, risk analysis, and commitment of resources, and assembles the PID (Project Initiation Documentation). This is also the process where the Project Plan is created and the Business Case for the project is finalized.

1.4 The Controlling a Stage Process

The Controlling a Stage process is where the Project Manager does most of his work. The Project Manager watches over the work, takes corrective action, observes changes, and communicates with stakeholders, which includes reporting. Each action can be repeated many times by the Project Manager until the stage is complete. The project is divided into stages for management and control efficiency. The Controlling a Stage process monitors each stage and is repeated for each stage in the project.

1.5 The Managing Product Delivery Process

Managing Product Delivery is the process where the planned products are created and it comes under the responsibility of the Team Manager. It is where the Work Packages are executed, the products get created, and work gets done. The Team Manager receives the Work Packages (which are a list of tasks) from the Project Manager, and delivers the completed and tested Work Packages back to the Project Manager.

1.6 The Managing a Stage Boundary Process

The Managing a Stage Boundary process has two main functions: (1) reporting on the performance of the existing stage and (2) planning the next stage. Therefore, the Project Board can check on how well the stage has done against the Stage Plan. In other words, this process evaluates the stage and prepares the plan for the next stage. The End Stage Report and Next Stage Plan are submitted to the Project Board.

1.7 The Closing a Project Process

The Closing a Project process covers the work of wrapping up the project and this process is the last part of the last stage. PRINCE2 suggests a number of activities to be done to prepare the project for closure, such as End Project Report, Lessons Learned Report and Acceptance Record.

The output of this process will be the basis for the Project Board’s confirmation for closure, as the project is closed by the Project Board in the Directing a Project process and not by the Project Manager.

2. Project Lifecycle

The following is a quick overview of the project lifecycle; the way processes are run through the management stages. The following figure summarizes the information.

2.1 Pre-Project

What happens before the project starts? This is known as Pre-Project (project has not started yet).

Someone, somewhere, at sometime has an idea or a need. This can be a business opportunity or something that is necessary to do for the company (e.g., a change in legislation like a CO2 reduction). This idea or need is the trigger for the project.

The first step that is normally taken is the creation of a project mandate document. This is why we say that the project mandate is the Trigger for the project. A project mandate can be a simple one-page note, an email, or a structured document based on a company project mandate template.

There are a number of Pre-Project activities to be done and these are referred to as the project start-up. PRINCE2 suggests a number of pre-project activities that should be done.

The main objective of the Starting Up a Project process is to verify that the project is worthwhile. The project mandate is expanded to a Project Brief, and a plan is created for the Initiation stage. The Starting Up a Project process is also about preventing poor projects from starting.

After this process is complete, The Project Board reviews the Project Brief and decides whether to initiate the project. This is the first decision that the Project Board takes.

2.2 Initiation Stage

This is the first Stage in a project and the activities to be performed for project initiation are contained in the Initiating a Project process. The main objectives of the Initiation Stage are to:

◈ Define the Project Product quality, project timeline, costs, risk analysis and commitment of resources, and then assemble the Project Initiation Documentation (PID). The PID contains almost all of the project information to date, including the Project Plan.
◈ Create a detailed Business Case, document the benefits and prepare a Benefits Review Plan that will describe how and when Benefits will be reviewed.
◈ The Project Plan is a high-level plan for the whole project. A Stage Plan is also created for the first delivery Stage Plan (in the Stage Boundary process), which is a lot more detailed.

At the end of the Initiation Stage, the Project Board will receive the PID and decide whether to authorize the project or not. In simple terms, this means that the Project Board will decide (Yes or No) to allow the project to start. If yes, the PID is baselined so it can be used in the future to compare the project objectives with the current situation.

2.3 Next Stage or Stages after the Initiation Stage

The Project Manager has day-to-day responsibility for the project on a stage-by-stage basis, and reports to the Project Board. The Project Manager does the following:

◈ Assigns work to be done (assigns work to the Team Managers).

◈ Checks that all deliverables have passed the required quality tests.

◈ Checks that stage is in line with Stage Plan.

◈ Checks that forecasts are within project tolerances.

◈ All these activities are done in the Controlling a Stage process.

At the same time the Project Manager maintains a number of documents, such as the Daily Log, Lessons Log, Issue Register, Risk Register, Quality Register and Configuration Items Record.

The Project Manager keeps the Project Board up to date about the progress of the project using the Highlight Report. For example, the Project Board may have agreed to receive a Highlight Report every two weeks from the Project Manager.

Work Packages are produced in the Managing Products Delivery process, and the Checkpoint Reports are used to keep the Project Manager up to date on a regular basis.

Towards the end of a stage in the Managing a Stage Boundary process, the Project Manager will request permission to proceed to the next stage and will have to provide the following information to the Project Board: Updated Business Case, End Stage Report, and Next Stage Plan.

The Project Board will use the information provided by the Project Manager to assess the continued viability of the project and will make the decision to authorize the next stage.

2.4 Final Delivery Stage

During the final stage, the Project Manager will be accepting and getting approval for the last products to be produced, and will focus on decommissioning the project.

The Project Board will check that the recipients of the project's products are in a position to own and use them, and will also check that they will be supported after the project has stopped.

The Closing a Project process is always the last part of the last stage and it describes a number of activities that should be done, such as:

◈ Assessing the project by comparing it to the original plan
◈ Writing End Project Report
◈ Planning post-project benefits reviews
◈ Writing and delivering Lessons Learned Report

The Project Board will revise the data provided by the Project Manager and then can take the decision to Authorize Project Closure. The Project Manager can then leave the building.

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