How to overcome the risks of shifting to agile

Once primarily adopted by the tech industry, agile practices are now being embraced by a whole host of industries. It is a huge global movement. Just as digitalisation has touched almost every business, so too has the need to become more agile.

A snapshot of the benefits

Agile practices allow companies to respond to change in a flexible and adaptive way. With ever evolving customer demands agile principles can help businesses avoid and overcome disruption. By mastering continuous change, you will be able to better serve your customers, and meet changing needs quicker than your competitors.

Agile also enables you to promptly respond and react when laws and regulations impact your business. With streamlined processes and operations in place the doors are open for exploration. Your teams have the flexibility to innovate and exceed expectations when seeking solutions.

The risks when transforming

There are a number of key considerations when committing to transform your business. Re-organising and restructuring entire teams and practices is no easy task. Businesses need to assess the risk of such a bold move in order to transform in a way that works.

Employees

For one, businesses overhauling current practices risk losing otherwise loyal and talented employees. They may be reluctant to change or be fearful that their role will cease to exist with new company methodology. These fears are justified, to an extent, as transforming to agile can often mean letting go of employees who are not the right fit. A changing workforce comes with its own perils, but it is a risk that must be overcome when shooting to achieve a more flexible working environment.

Management

Onboarding your team begins with onboarding management. Never has it been more important to lead by example than when undergoing a transformation. When shifting to agile, there is a risk that managers too may struggle with the changes. They may show resistance if they are accustomed to traditional processes. But it is essential that leaders are able to manage effectively in an agile working environment.

Company

One of the biggest risks for a company making the switch to agile methodologies is loss of business. This generally stems from losing sight of the company’s vision and the bumpiness of the transition process. When adjusting to new working practices a company should always keep the business’ direction and goals in mind. Failure to do so is sure to be noticed by customers and clients.

The solution

With careful planning and a phased approach these risks can be overcome. Be clear when outlining the changes to practices. A vision statement is useful to keep aims in focus. Once management is clear on the approach it can be more successfully communicated to teams without the vision becoming diluted.

An alternative is a more hybrid approach. PRINCE2 agile training is designed for those who use traditional management but recognise the advantages of applying agile methods. A host of companies can benefit from the efficiencies of this tailored approach.

The PRINCE2 agile course provides guidance on crafting a balance that works for you. It covers agile principles that can see your business become more productive and responsive to customer needs; as well as practical tips for effective implementation of both PRINCE2 and agile, whilst reducing conflict.

When making the shift to a new, more agile culture you must overcome risks. PRINCE2 Agile can ensure a smooth transition towards improved methodologies and company architecture. By benefitting from the best of both worlds, you can allow your business to flourish.

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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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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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PRINCE2 Methodology & Advantages

Projects IN Controlled Environments or known as PRINCE2, is a methodology in project management. Which is applicable to all types of projects.

It is evolved from an earlier method called Project Resource Organisation Management Planning Techniques or known as PROMPT II. In 1989 the Central Computer and Telecommunications Agency (CCTA) started using one of the methodologies of PROMPT II for their Information System Project Management as a UK Government standard. And later they named it as “PRojects IN Controlled Environments” or “PRINCE2” s an acronym name.

PRINCE2 METHODOLOGY

PRINCE2 is not like others framework structure. It can promptly be custom-made to any size or sort of Project Management Framework. PRINCE2 methodology has comprised of 4 primary parts of Integrated Elements. Those are 1.Core Principles; 2.Themes; 3.Processess; and 4.Tailoring.

• Core Principles: It has seven principles. Which is using for evaluating a project in a good way. Those principles are,
• Continued business justification.
• Learn from experience.
• Define roles and responsibilities.
• Manage by stages.
• Manage by exception.
• Focus on products.
• Tailor to suit the project environment.
• Themes: Ought to be tended to consistently be parts of Project Management. It gives us a decent review of how to address each of these viewpoints. Those viewpoints are, Business Case. Organization. Quality. Plans. Risk. Change. Progress.
• Processes: From beginning to the end of a project it has been using seven processes step by step to complete a project. Those processes are,
• Starting Up a Project.
• Initiating a Project.
• Directing a Project.
• Controlling a Stage.
• Managing Product Delivery.
• Managing a Stage Boundary.
• Closing a Project.
• Tailoring: Tailoring is about speculation how best to apply the strategy to Project Management to get a decent adjust of project control and low organisation. It has been checking on
• Terms and Language.
• Management Products.
• Roles and Responsibilities.

Advantages of PRINCE2 methodology

PRINCE2 has lots of benefits and also capabilities. Below we are highlighting all its benefits and capabilities.

Key Benefits:

◈ Conveyance Confidence.
◈ Talk the Same Language.
◈ Client Focused.
◈ Conveys Reliability.
◈ Backings Cross Functional Working.
◈ Convey What the Business Need.
◈ Adaptable Control.
◈ Vocation Development.
◈ Some portion of an Integrated Set.

Key Capabilities:

◈ Support Business Outcome.
◈ Empower Business Change.
◈ Oversee Risk in Line with Business Needs.
◈ Enhance Customer Experience.
◈ Show Value for Money.
◈ Persistently Improve.

Pros and Cons about PRINCE2 methodology

PRINCE2 also has its own few pros and cons. Actually, PRINCE2 has only one small con, which very small to manage.

Its Pros are:

◈ PRINCE2 gives a strategy to overseeing projects inside a plainly characterized structure.
◈ It has been giving learning about what to do if the project doesn’t create as arranged.
◈ In this method, every strategy is resolved with its key data sources and yields and with specific targets and activities to be finished.

And its Con is:

◈ Infrequently PRINCE2 become improper for little tasks or where prerequisites are relied upon to change because of the work required in making and looking after reports, logs and records.

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How to survive a zombie apocalypse with PRINCE2®

It’s the spookiest time of year and, naturally, as an accredited training organisation, we thought it was only appropriate that we had a little think about zombies. Hey now, bear with us here – there’s method to our madness or, at least, a methodology…

A zombie apocalypse epitomises every project manager’s nightmare – no clear plan (other than, y’know… not dying), no clear budget, scope or even visibility on how many team members will turn up each day, and don’t even get us started on the ever-increasing log of risks…

So, how about if we employed the power of PRINCE2® – or more specifically, its seven principles – to help you survive the zombie apocalypse? Can they help you out of your impending sticky situation? Let’s see shall we…

1. Continued business justification

The first principle states that a good project must make good business sense – there should be a return on investment (ROI), and both your use of time and resources should be justified. We feel like this one is a bit of a no-brainer. Your continued business justification and ROI are to stay alive; whatever you are doing is justified and worthwhile if you all come out the other side, potentially minus a few limbs. As obvious as it seems, holding fast to this pearl of wisdom will keep you focussed on the task at hand, and may just save your life.

2. Learn from experience

Now, possibly another obvious one, but if someone died on day one because they forgot to check right, left and right again before crossing the zombie street, it’s probably a good idea to learn from this and avoid it in the future. Equally, everyone knows that you kill a zombie by destroying its brains, so learn from this – don’t go for the knees, that’s how you lose your head…

3. Define roles and responsibilities

Don’t underestimate the power of knowing what you’re doing before you do it. We need a rotating lookout each night, a route-planner, someone collecting weapons and someone to keep an eye on the younger, less-experienced members of the team, at least. And for the love of all things good, we can’t be having Tony and Susan fighting for team leadership in the middle of an all-out zombie brawl.

4. Manage by stages

Difficult tasks are better off broken into manageable chunks. If you’re facing a large-scale escape mission, it will probably help to take a back step and think about things stage by stage. Don’t all run out at once – that’s how Steve died, remember? Break it down – distract the zombies first, then get to shelter on the other side of the street, then get past the zombie hide-out and, finally, make the last leg to the safehouse. Now, have a nice cup of tea and wait for it all to blow over. Job done.

5. Manage by exception

Do not – we repeat, do not – inform the authorities of anything unless there is a serious problem. If the project is going well (or, in this case, not badly) then there shouldn’t be much need for intervention from higher managers. If you give away your position and let the army (or project-management equivalent) come parading in then someone is bound to end up dead. Work the problem out amongst yourselves, have some faith and use your brains… before the zombies do…

6. Focus on products

Everyone should know ahead of time what is expected of the product. In this case, everyone should know that the ‘product’ is your life, essentially, or collective lives. The ideal scenario is that everyone survives, limbs intact, and every team member should be aware of this. These requirements will determine your work activity, not the other way around – like we said, don’t go for the knees… loss of head… not ideal. See what we’re saying?

7. Tailor to environment

Lastly, PRINCE2 is a tailorable methodology. No matter what type of zombie apocalypse you may be facing – be it Dawn of the Dead, 28 days later or I am Legend – you’re good to go. Projects that adapt this methodology to their needs are more likely to succeed than those that don’t. To put this into perspective, zombies have taken on many interpretations over the years, and if you’re trying to use PRINCE2 to tackle land-based zombies when your environment actually calls for defence against water-based zombies, then the outlook is bleak, to say the least.

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The 7 principles, themes and processes of PRINCE2

Are you Agile or Prince?

Many today are supporters of agile project management methods such as Scrum or Kanban. PRINCE2 is more a representative of classic project planning - but there are also voices that follow the hybrid system: PRINCE2 for the clear structure and framework, Scrum for sprints within the project stages. So it makes sense to look at PRINCE2 (Projects in Controlled Environments) and its principles - here the overview of the 7 principles, the 7 topics and the 7 processes.

The 7 Principles - from Good Practice to Best Practice

The seven basic principles of PRINCE2 are the backbone of a project. They are used again and again. You can also ignore parts of it - but if you remove too many vertebrae from the backbone, the project can collapse.

- Ongoing justification. A project has to pay off. Invest, expenditure of time and resources must be constantly justified.

- Valuable experience. Project teams should learn from previous projects. Therefore, project journals should be available.

- Defined roles. Everyone needs to know what the other one is doing. It has to be clear who the decision maker is.

- Defined phases. Difficult tasks are better divided into manageable sections or project phases.

- Defined exceptions. In a well-running project hardly intervene. The project management is only informed if there is a problem or if it becomes apparent.

- Focused product. The result is a product and it should be well defined. The product properties determine the work, not the other way around.

- Customized project environment. PRINCE2 can be scaled and customized. Projects that adapt PRINCE2 to their needs are more successful than dogmatic PRINCE2 projects.

The 7 topics - from clue to certainty

The seven topics are something like the working dimensions of a project. For example, in each project, the organization wants to be defined, the quality or risk to be weighed. While perhaps the principles from above are still informal or self-evident in a project, at the latest the themes of a project should be transcribed. The topics can also be dealt with W-questions.

- Business Case. Compare with the ongoing justification. It's about turning an idea into a worthwhile business case.

- Organization. Compare with the defined roles. Here, the project manager defines all the roles and responsibilities of the participants.

- quality. Compare with the focused product. It is also about quality. To make sure that this is not too abstract, it is important to define and stick to it at the beginning of a project.

- Plans. With a plan you get to the destination. Plans focus on products, timeframes, costs, quality and benefits.

- Risks. This topic serves to anticipate, identify, evaluate and control events during a project. These are recorded in a risk log. Negative risks are referred to as threats and positive as opportunities.

- Changes. This topic is about editing change requests and issues that occur during the project. The idea is not to prevent changes, but to subject them to a standardized procedure.

- progress. The project progress must be constantly checked. The project manager checks where the team is relative to the plan. Escalations to the end of the project are part of the project progress.

The 7 processes - from planning to action

PRINCE2 is a process-oriented method. Anyone who has been scanning these lines with restless eyes and wondering: when will the action finally come - are now in their element! This is about the division of a project into process sections, and here the action is brought into a structured sequence. The project manager closely monitors the project phases and leads the team to a goal. In addition, the English terminology is mentioned here because the processes are occasionally provided with the specified project abbreviations.

- Prepare / Start Up (SU). Create a project mandate that answers logistical questions about the project. It explains the purpose of the project, who does it and how it is done. The project briefing results from the mandate, existing project diaries and discussions with the persons involved in the project. This phase should also discuss feasibility and gather all information for the next process.

- Initiate / Initiate a Project (IP). This phase is about recognizing what needs to be done to complete the project successfully. The project manager describes the project dimensions that need to be controlled, such as time, cost, quality, scope, benefit, or risk.

- Steering / Directing a Project (DP). This project dimension applies to the entire project. The five core activities are initiation, phase demarcation, ad hoc alignment / consulting, project completion.

- Controlling a Phase / Controlling a Stage (CS). Here the tasks of project manager and team manager are described. The project manager authorizes work packages that break down the project into manageable activities. He assigns these to the teams and their leaders and monitors progress and progress if necessary. At the same time, team leaders have these tasks: Coordinating the daily work and communication between the team members and the project manager.

- Managing the product / Managing Product Delivery (MP). Here the communication between team leader and project manager is controlled. The product delivery is divided into three sections: Accepting a work package, executing a work package and handing over a work package.

- Managing the phase transition / Managing Stage Boundaries (SB). The project manager and a steering committee review each phase. The panel decides whether the project should continue. The project manager meets with the team to record the learnings for the next phase. The main activities are: planning the next phase, updating the project plan and the business case, reporting the end of the phase or creating a change or exception.

- Closing / Closing a Project (CP). When is a project over? This banal question is not so easy to answer at the end of complex projects. This makes it all the more important to adhere to these guidelines: declare the project over, identify follow-up actions, complete the project diary and hand over the product.

This overview describes the framework conditions under which projects should take place. As always, a project is only as successful as the motivation and discipline of those involved. At the same time PRINCE2 offers enough flexibility - up to the use of agile methods - to lead projects to success. PRINCE2 brings the discipline to the project. It depends on the project manager to apply rules creatively.

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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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Structure of PRINCE2: Its Benefits in Project Management

Introduction

PRINCE2 (an acronym for PRojects IN Controlled Environments) is a de facto process-based method for effective project management. Used extensively by the UK Government, PRINCE2 is also widely recognised and used in the private sector, both in the UK and internationally. The PRINCE2 method is in the public domain, and offers non-proprietorial best practice guidance on project management.

PRINCE was established in 1989 by CCTA (the Central Computer and Telecommunications Agency), since renamed the OGC (the Office of Government Commerce). In June 2010, the Office of Government Commerce Best Practice Management functions moved into the Cabinet Office.

PRINCE was originally based on PROMPT, a project management method created by Simpact Systems Ltd in 1975, and adopted by CCTA in 1979 as the standard to be used for all Government information system projects.

When PRINCE was launched in 1989, it effectively superseded PROMPT within Government projects. PRINCE remains in the public domain and copyright is retained by the Crown. PRINCE2 was published in 1996, having been contributed to by a consortium of some 150 European organisations.

7 Principles of PRINCE2

PRINCE2 is a process-based approach that focuses on organization and control over the entire project, from start to finish. That means projects are thoroughly planned before kickoff, each stage of the process is clearly structured, and all loose ends are neatly tied up after the project ends.

The PRINCE2 method is built on these 7 principles

1. Projects must have business justification. Each project must have a clear need, a defined customer, realistic benefits, and a detailed cost assessment.

2. Teams should learn from every stage. Lessons are sought and recorded at every step in the process, and then used to improve future work.

3. Roles and responsibilities are clearly defined. Everyone should know exactly what they’re responsible for — and what their teammates are responsible for.

4. Work is planned in stages. Projects are broken up into individual work phases, with periodic reviews to record lessons learned and confirm the project is still on track to meet requirements.

5. Project boards “manage by exception.” Since board members are typically senior execs who don’t have time to manage a project’s daily activities, they establish baseline requirements for things like time, cost, risk, and scope, and then delegate daily oversight to the project manager. The project manager has the authority to get the project back on track if it’s running late, going over budget, etc. But if issues arise that will impact the established requirements, that’s an “exception,” and the project board decides the best way to proceed.

6. Teams keep a constant focus on quality. Deliverables are continually checked against requirements through the use of a quality register.

7. The approach is tailored for each project. The PRINCE2 method itself should be adjusted to suit the needs of each project, changing the amount of oversight and planning to fit the size of the project, number of people involved, etc.

PRINCE2 Outlines Eight Processes

1. Startup: The decision-makers gather and appoint a Project Manager. Together, these people all define the need for the project and outline the processes by which it is to be executed.

2. Direction: A Project Board is responsible for the overall success of the project, but an individual called the Project Manager, who reports to the Project Board, is charged with the responsibility of managing the details.

3. Initiation: The Project Manager prepares a Project Initiation Document. This document is submitted to the Project Board for approval. If it is not approved, it is returned to the Project Manager for revision.

4. Stage control: The project is broken down into manageable stages, the number of which depends on the project size and risk level. Each stage contains plans for the succeeding stage. Before a new stage can be begun, the current stage must be fully executed.

5. Stage boundary management: The current stage is reviewed, and the process for the next stage is developed. The project can continue only after the Project Board has approved the execution of the current stage and the plan for the next stage.

6. Planning: This includes decisions as to what products will be produced, the activities that will be required to produce the products, estimates of the cost, time, and other resources that will be necessary, risk analysis, activity scheduling, and process streamlining.

7. Product delivery management: The Project Manager must make sure that the right products are produced according to the planned schedule.

8. Closing: After the project has been completed, the Project Manager conducts a Post Project Review, which is an evaluation of the project’s outcome. Once this document has been approved by the Project Board, the project is closed down.

The 7 Phase Process

Starting-up a project

- Someone submits a request for a new project, called the project mandate. The project mandate is very brief, covering only why the project is necessary and what it will ideally accomplish.

- Someone assesses every project mandate to make sure the company is capable of taking on the project.

- If approved, the person who initiated the project then submits a more detailed project brief, which covers the actions, resources, manpower, etc. needed to execute the project.

Directing a project

- The project board reviews and evaluates project briefs based on business justification and viability for another round of approval/disapproval.

- The project board decides what it needs to do in order to organize and execute each approved project, and what/how they’re going to delegate to the project manager.

Initiating a project

- The project manager creates Project Initiation Documentation, including a comprehensive project plan and baselines for 6 performance targets: time, cost, quality, scope, risk, and benefits.

- Initiation documents are sent to the project board for approval. Once the board is confident in the project plan, they give their approval once again and work begins.

Controlling a Stage

- The project manager breaks down the project into smaller “work packages” and passes them off to team managers and teams to complete.

- The project manager oversees the progress of work packages during each stage and steps in to help overcome roadblocks or correct any mistakes, if necessary.

- Team managers coordinate detailed daily work and act as the link between the project manager and individual team members, helping to make sure everything goes according to plan.

Managing Product Delivery

- The project manager checks progress against the project brief and makes sure deliverables meet quality expectations.

- The project board evaluates completed work packages, and either approves them or requests revisions/changes.

Managing Stage Boundaries

- The project manager and project board review each stage to make sure the project is progressing according to plan and meeting project assurance requirements.

- At each review, the project board decides whether to continue with the next stage or to abandon the project completely.

- Project managers hold a retrospective with the project team to record any lessons learned and improve the next stage.

Closing the Project

- When the project is complete, the project manager wraps up and loose threads, including documentation, outcomes, and reporting.

Advantages of Prince2

- PRINCE2 provides a controlled start, controlled progress, a controlled close

- Regular reviews against plan, business case and risks

- PRINCE2 provides flexible decision points

- Automatic management control over deviations

- Stakeholder involvement at the right times

- Clear communication channels

- Project managers using PRINCE are able to establish terms of reference before the project start

- There is a defined structure for delegation & communication

- Project manager divide a project into manageable stages for more accurate planning

- Resource commitment from management is part of any approval to proceed

- Regular but brief management reports are available (checkpoint reports, highlight reports and exception reports)

- Meetings with management are kept to a minimum, but at vital points in the project

- End product users are able to participate in the decision-making

- End users are involved in project progress

- End users participate in quality checks throughout the project

- User requirements are specified

- PRINCE2 is free (other then any training or support you want to pay for)

- PRINCE2 has a strong User Group

- PRINCE2 is supported by (UK) Government and organisation such as APM and ISEB

- Training courses are available from many accredited training organisation

- PRINCE2 is flexible and can be applied to any kind of project

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The PRINCE2 Processes Explained

The PRINCE2 project management methodology breaks projects down into staged which are then each managed as an entity on their own. This ensures that each stage can be monitored and controlled which provides the ability to resolve situations, risks and issues as soon as they arise. The goal of any PRINCE2 project is to deliver a product which meets the expectations and agreed upon criteria as determined by the Customer. The PRINCE2 project management method consists of 7 Principles, 7 Themes and 7 Processes. The PRINCE2 processes explained below are what drive a PRINCE2 project towards a successful completion.

1. Starting Up a Project (SU)

The Starting Up a Project process is the first of the 7 PRINCE2 Processes when using the PRINCE2 project management method. Technically, this is actually a pre-project process as it deals with ensuring that the requirements for beginning the project are in place. This process uses the Project Mandate which provides a basic definition of what reasons there are for the project to be initiated and what the expected outcomes of the project are.

During the Starting Up a Project process of the PRINCE2 project management method the Initiation Stage plan will be created, the Project Brief will be prepared, the project management team will be appointed and the information required by the PRINCE2 project team will be compiled. This PRINCE2 process aims to determine whether or not the PRINCE2 project is viable.

2. Directing a Project (DP)

The PRINCE2 Directing a Project process runs from the very start of any PRINCE2 project until project closure. This process is aimed at the PRINCE2 Project Board which manages and monitors the project. The Directing a Project process of the PRINCE2 project management method does not handle the day-to-day activities of the PRINCE2 Project Manager.

This PRINCE2 process has four main responsibilities in terms of the project:

◉ Initiating the PRINCE2 project if it is deemed viable

◉ Monitoring progress whilst providing guidance and dealing with exception situations

◉ Addressing stage boundaries

◉ Closure of the PRINCE2 project (planned or premature)

3. Initiating a Project (IP)

The Initiating a Project process of the PRINCE2 project management method is where work on the actual project truly begins. This is the main planning stage of a PRINCE2 project and the Project Initiation Document (PID) is created during this process. During the Initiating a Project process, the work done in Starting Up a Project is expanded upon and all elements are viewed in more depth. This is when the “What? When? How? Where? And Who?” questions are answered.

It is also important during this project management process to confirm that there is an acceptable Business Case as this is vital to the success of any PRINCE project. Committing the necessary resources for the first stage of the project is also done during the Initiating a Project process and a baseline for decision-making processes is established. This PRINCE project management process will set the tone for the project which means that it is essential to ensure that the appropriate actions have been taken before the project continues any further.

4. Controlling a Stage (CS)

Controlling a Stage is the PRINCE2 project management process which ensures that each project stage stays on track. The monitoring and control activities of the PRINCE2 Project Manager are addresses by this process which enables the Project Manager to react appropriately to any unforeseen events that occur. The Controlling a Stage PRINCE2 process deals with the day-to-day management of the project which is the core role of the Project Manager position. This PRINCE2 project management process is applied to each stage of the PRINCE2 project and repeats in a cycle as necessary until the closure of the project. Some of the key activities in this project management process are:

◉ Authorising work packages

◉ Compiling progress reports for the PRINCE2 Project Board

◉ Reporting on stage highlights

◉ Monitoring any changes that arise

◉ Escalating project issues that require PRINCE2 Project Board attention

◉ Taking corrective action

◉ Taking receipt of completed work packages

5. Managing Product Delivery (MP)

In the PRINCE2 project management method, the Managing Product Delivery process provides the link between the PRINCE2 Project Manager and the Project Team Managers. This PRINCE2 project management process controls the flow of work packages from the moment that they are assigned to the relevant team until they are delivered back to the Project Manager via the Team Manager. Work packages travel the following route:

Project Manager > Team Manager > Project Team > Team Manager > Project Manager

Some of the main responsibilities of this PRINCE2 process are:

◉ Accepting work packages

◉ Executing work packages

◉ Ensuring that the work packages meet all necessary requirements

◉ Delivering the completed work packages

◉ Receiving approval for completed work packages

◉ Monitoring work progress and forecasts

6. Managing a Stage Boundary (SB)

The most important part of the Managing a Stage Boundary process in PRINCE2 project management is to provide the Project Board with key decision points in order to determine the continued feasibility of the project at hand. This information will enable the PRINCE2 Project Board to decide whether or not the project should continue on to the next stage. The activities and objectives of this PRINCE2 project management process include:

◉ Providing assurance to the Project Board that the deliverables have been completed in accordance with the defined requirements

◉ Providing information to the Project Board to assess project viability

◉ Providing information to the Project Board in order to gain approval for the completion of the current PRINCE2 project stage

◉ Determining the tolerance levels for the next project stage

◉ Gaining authorisation to begin work on the next project stage

◉ Reviewing and updating (where necessary) the Business Case, Project Plan and Risk Register

◉ Producing an Exception Plan (when necessary)

◉ Recording any lessons which have been learned during this stage

7. Closing a Project (CP)

The PRINCE2 Closing a Project process relates to any closure of the project – whether it is the planned closure of a successfully completed project or the premature closure of a project which has proven to be unfeasible. Just as it is important to begin a PRINCE2 project in a controlled manner; it is equally essential to ensure a controlled closure. The decision to bring a PRINCE2 project to an end belongs to the Project Board and it is the responsibility of the Project Manager to prepare and compile the information and documentation that will be required for this decision to be made. The main objectives of the PRINCE2 Closing a Project process are:

◉ Determine whether the objectives detailed in the Project Initiation Document (PID) have been achieved

◉ Ensure that the product has been handed over to the Customer

◉ Confirm that the Customer’s product expectations have been met

◉ Gain formal acceptance of the project’s product/s

◉ Ensure that operational and maintenance arrangements are in place for the product/s

◉ Provide recommendations for follow-on actions that may be required

◉ Update the Lessons Log

◉ Update the Issue Register

◉ Compile the End Project Report to be provided to the PRINCE2 Project Board

◉ Notify the organisation in charge of the intention to bring the project to an end

When it comes to the world of project management it is vital to ensure that you are using a method which has been consistently proven to have a high rate of success. The PRINCE2 project management method has earned its reputation for success and this has led to it being the most choice across the world. Choosing the right project management method can literally make the difference between project failure and project success.

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