· web viewthe project documentation should be tidied up and archived, the project should be...

PRINCE2® Foundation Course

Delegate Workbook

1Quoted text source is “Managing Successful Projects with PRINCE2®”. Copyright © AXELOS Limited 2017. Material is reproduced under

licence from AXELOS. All rights reserved.

Introduction

“PRINCE2® (Projects IN Controlled Environments) is one of the most widely used methods for managing projects in the world.”

It’s a structured method and has specifically designed to be generic no matter what type of project you are managing.

Definition of a project:“A project is a temporary organisation that is created for the purpose of delivering one or more business products according to an agreed business case.”

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Definition of project management:“Project management is the planning, delegating, monitoring and control of all aspects of the project, and the motivation of those involved, to achieve the project objectives within the expected performance targets for time, cost, quality, scope, benefits and risk..”

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Project work is different from the ongoing day to day work in an organisation (sometimes referred to as Business as Usual (BAU) or “Operations”). The characteristics that a project has that distinguish it from BAU are:

Change – Projects are the means by which we introduce change. Temporary – Projects should have a defined start and end. Cross Functional – Projects involve a team of people with different skills working

together. Unique – Every project is unique, with a different product/team/customer. Uncertainty – More risk than business as usual.

The PRINCE2® manual covers the 4 integrated elements:

Principles – the guiding obligations and good practices which determine whether the project is genuinely being managed using PRINCE2®.

Themes – describe aspects of project management that must be addressed continually and in parallel throughout the project.

Processes – describe a progression through the project lifecycle, from getting started to project closure.

Project environment – tailoring PRINCE2® to create a project management method for a specific organisation.

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Introduction

PRINCE2® DOES NOT cover any of the following:

Specialist aspects – PRINCE2’s strength is in its wide applicability. It is entirely generic and excludes industry-type or type-specific activity.

Detailed techniques – there are many proven planning and control techniques such as critical path analysis and earned value analysis that can be used in support of the PRINCE2 themes. These are well documented elsewhere.

Leadership capability – leadership, motivational skills and other interpersonal skills are immensely important in project management, but impossible to codify in a method.

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Key message:For a project to be following PRINCE2, as a minimum it must be possible to demonstrate that the project:• is applying PRINCE2's principles• is meeting the minimum requirements set out in the PRINCE2 themes• has project processes that satisfy the purpose and objectives of the PRINCE2 processes• is either using PRINCE2's recommended techniques or using alternative, equivalent techniques.

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“PRINCE2 assumes that there will be a customer who will specify the desired result and a supplier who will provide the resources and skills to deliver that result.”

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“Projects can exist within many contexts; they may be stand-alone (with their own business case and justification) or they may be part of a programme or wider portfolio.”

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Introduction

Definition of a programme:“A temporary, flexible organization structure created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organization's strategic objectives. A programme is likely to have a life that spans several years.”

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Definition of a portfolio:“The totality of an organization's investment (or segment thereof) in the changes required to achieve its strategic objectives.”

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Foundation exam syllabus

For the foundation exam, you will need to be able to:

Recall: The definition and characteristics of a project. The six aspects of project performance that need to be managed. The integrated elements of PRINCE2 (principles, themes, processes and the

project environment). What makes a project a PRINCE2 project.

Describe: The features and benefits of PRINCE2. The customer/supplier context on which PRINCE2 is based including

considerations when undertaking projects in a commercial environment.



Introduction

Questions:

1. Which aspect of project performance must be managed in order to have a clear understanding of what the project is to deliver?

A. TimescaleB. ScopeC. QualityD. Benefits

2. Which characteristic distinguishes a project from regular business operations?

A. It produces benefitsB. It introduces business changeC. It manages stakeholdersD. It incurs cost

3. PRINCE2 sets minimum requirements for which integrated element?

A. ProcessesB. PrinciplesC. ThemesD. Product Descriptions

4. Which aspect of project performance must be managed in order to support effective decision-making?

A. TimescaleB. RiskC. Quality D. Benefits

5. Which of the following PRINCE2 integrated elements provide the sets of activities required to direct, manage and deliver a project successfully?

A. ProcessesB. PrinciplesC. Themes D. Product Descriptions

6. Which of these is a benefit of using PRINCE2?

A. It provides established and proven best practice and governance for project management

B. It includes techniques for critical path analysis and earned value analysisC. It enables a project manager to be accountable for the success of the projectD. It prevents any changes after the scope of the project has been agreed



Introduction

7. Which is one of the four integrated elements within PRINCE2?

A. QualityB. Role DescriptionsC. ProcessesD. Product Descriptions

8. Which is assumed to be the customer’s responsibility in the PRINCE2 customer/supplier environment?

A. To specify the desired resultB. To provide the skills to deliver the desired resultC. To ensure the technical integrity of a projectD. To develop the project’s products

NOTES:

_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________



Principles

“PRINCE2 is designed so that it can be applied to any type of project, taking account of its scale, organization, geography and culture. It is designed to contribute to the success of a project without burdening it with bureaucracy. The themes, processes and product descriptions describe what should be done but, in general, not how.”

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PRINCE2 is “principle based” and ALL the principles must be applied for a project to be a PRINCE2 project. The principles are “universal” meaning that they apply to every project, and they are what underpin the decision making.

Throughout this course, and throughout the PRINCE2 manual, you will see that there are “minimum requirements” that are applicable to each theme. The minimum requirements set out what must be satisfied, and they describe what has to be done, rather than how it is done.

The seven principles are:

Continued Business Justification – “Continued” is the key. Should we carry on? Learn from Experience – Learning the good things as well as the bad. Defined Roles and Responsibilities – Who does what? Also, accountabilities. Manage by stages – Management stages in a project (not technical stages) Manage by exception – When you have exceeded or are predicted to exceed

tolerance. Focus on Products – What the project needs to produce Tailor to Suit the Project



Principles

Exercise:

Match each principle with the following statements:

Statement PrincipleThe level of this depends on the risk (amongst other things)

Starts off in outline, moves to detailed and is updated throughout.

Make sure we have quality outputs and deliverables that are fit for purpose.

All three of the primary stakeholder accountabilities should be present.

We need a minimum of two of these.

Tolerances are set at all levels of a project.

Creating a log during Starting up a Project, and writing reports to provoke change

Exercise:

Match each principle with its relevant purpose

Purpose PrincipleProvides review and decision points

Tailor to suit the project

To gain a common understanding of quality expectations

Learn from experience

More efficient use of senior management time

Manage by stages

Appropriate project controls Continued business justification

Seek opportunities for improvements during the project

Defined roles and responsibilities

For people to understand what is expected of them

Focus on products

Ensures the project remains aligned with the benefits

Manage by exception



Principles

For the “Focus on Products” principle, there are the products (or outputs) that the project produces. These are commonly known as the technical products. There are also the products that are used to manage the project (such as the Business Case). These are known as the management products.

A full list and all the descriptions of the management products can be found in Appendix A of the PRINCE2 manual.

Tailoring

The seventh principle “Tailor to suit” states that PRINCE2 should be tailored to suit a project’s particular circumstances. It should be tailored to suit the environment, size, complexity, importance, team capability and risk.

The aspects of PRINCE2 that can be tailored are:

Processes may be combined or adapted (e.g. by adding or combining activities).

Themes can be applied using techniques that are appropriate to the project.

Roles may be combined or split, provided that accountability is maintained and there are no conflicts of interest.

Management products may be combined or split into any number of documents or data sources. They will often take the form of formal documents, but can equally be slide decks, wall charts or data held on IT systems if more appropriate to the project and its environment.

Terminology may be changed to suit other standards or policies, provided it is applied consistently.

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Explain the PRINCE2 principles: Continued business justification Learn from experience Defined roles and responsibilities Manage by stages Manage by exception Focus on products Tailor to suit the project

Explain which aspects of a project can be tailored, who is responsible, and how tailoring decisions are documented.



Principles

Questions:

1. How is the ‘focus on products’ principle applied?

A. By dividing the project into a minimum of two management stagesB. By using an agreed set of product descriptions C. By ensuring that the project continues to be desirable, viable and achievableD. By providing lessons so that mistakes made in previous projects do not

happen

2. Which is a benefit of applying the ‘manage by exception' principle?

A. The project management team will understand the tolerances permittedB. The project management team will understand their role when authorising a

stage planC. The project will have review and decision points so that progress can be

assessedD. The key stakeholders in the project will have representation on the project

board

3. Which is a reason why the 'defined roles and responsibilities' principle must be applied?

A. Because projects may have duplicated or inconsistent objectives B. Because it answers the question: What is expected of me?C. Because each project will have unique outputsD. Because senior management need to understand their control points

4. What is defined when deciding how to tailor PRINCE2 to suit a project?

A. When the project’s progress will be reviewedB. Which of the six tolerance areas will be includedC. Which primary stakeholder interests will be representedD. When the project’s outputs will be delivered

5. Which statement about the “continued business justification” principle is correct?

A. The justification for compulsory projects does not need approvalB. There must be no change to the reasons for a projectC. A formal business case document is mandatoryD. The chosen option must provide value for money



Principles

6. Which is a benefit of applying the “manage by stages” principle?

A. The project management team will understand the tolerances allowedB. The project management team will understand the customer’s expectationsC. The project will have review and decision points so that progress can be

assessedD. The key stakeholders in the project will have representation on the project

board

7. How is the “manage by exception” principle applied?

A. By dividing the project into a minimum of two management stagesB. By setting controls to warn the higher level of management of potential

problemsC. By ensuring that the project continues to be desirable, viable and achievableD. By providing lessons so that mistakes made in previous projects do not

happen

8. How is the “learn from experience” principle applied?

A. By reviewing the management of previous projectsB. By defining the customer’s expectations of the project’s productsC. By defining cost tolerances for project objectivesD. By delegating responsibilities to a different level of management

9. Which is the reason why the “defined roles and responsibilities” principle must be applied?

A. Because each project will have unique outputsB. Because more than one function may be involved in the projectC. Because projects may have duplicated or inconsistent objectivesD. Because stages provide senior management with control points

10. Which principle is being applied when a project product description is produced?

A. “Continued business justification”B. “Focus on products”C. “Learn from experience”D. “Manage by stages”



Principles

11. Which two statements about tailoring are correct?

1. Processes can be simplified or carried out in more detail.2. Terminology can be changed to suit organizational standards.3. Themes that are not relevant to the project can be excluded.4. Project management team members can carry out any combination of roles.

A. 1 and 2B. 2 and 3C. 3 and 4D. 1 and 4



Themes

“The PRINCE2 themes describe aspects of project management that must be addressed continually as the project progresses through its lifecycle. For example, the business justification for the project will need to be updated and revalidated throughout the project lifecycle, change will take place and risks will need to be managed.”

“However, the strength of PRINCE2 is the way in which the seven themes are integrated, and this is achieved because of the specific PRINCE2 treatment of each theme (i.e. they are carefully designed to link together effectively).”

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The 7 PRINCE2 Themes are:

Business Case

Why?

This theme addresses how the idea is developed into a viable investment proposition for the organization and how project management maintains the focus on the organization's objectives throughout the project.

Organization

Who?

This theme describes the roles and responsibilities in the temporary PRINCE2 project management team required to manage the project effectively.

Quality

What?

This theme explains how the outline is developed so that all participants understand the quality attributes of the products to be delivered.

Plans

When?How?How much?

This theme complements the quality theme by describing the steps required to develop plans and the PRINCE2 techniques that should be applied. In PRINCE2, the plans are matched to the needs of the personnel at the various levels of the organization. They are the focus for communication and control throughout the project.

Risk

What if?

Projects typically entail more risk than stable operational activity. This theme addresses how project management manages uncertainty.

Change

What’s the Impact?

This theme describes how project management assesses and acts upon issues which have a potential impact on any of the baseline aspects of the project.

Progress This theme addresses the ongoing viability of the plans. The theme explains the decision-making process for approving plans, the monitoring of actual performance and the escalation process if events do not go according to plan.

All seven themes need to be applied, but they should be tailored, and always ensuring that the minimum requirements are satisfied.



Themes

Key message:Tailoring allows the PRINCE2 themes to be adapted to create appropriate procedures and controls, provided that:• the PRINCE2 principles are upheld• the minimum requirements in each theme are satisfied• the purpose of each theme is not compromised.

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Exercise:

Which theme would help to explain the following?

What reports are needed to monitor the work

The definition of what will make a product fit for purpose.

The role descriptions of people working on the project.

Where the justification for continuing with the project is documented.

Where to document something that may have an effect on your project objectives.

To assess how something that has happened would affect the project.

When something needs to be done and how long it will take.



PRINCE2 Processes

“PRINCE2 is a process-based approach for project management. A process is a structured set of activities designed to accomplish a specific objective. It takes one or more defined inputs and turns them into defined outputs.”

“There are seven processes in PRINCE2, which provide the set of activities required to direct, manage and deliver a project successfully.”

8

(Figure 13.1 Managing Successful Projects with PRINCE2®) Copyright © AXELOS Limited 2017. All rights reserved. Material is produced under licence from AXELOS.

Pre-ProjectThe life-cycle of the project starts with pre-project, where the starting up a project process is used to assess whether the idea for the project is viable and worthwhile. This idea will have come from corporate, programme management or the customer. This culminates in the production of the project brief and a stage plan for initiation. The project board will review the brief and decide whether or not to initiate the project.

Initiation Stage (first management stage)One the decision has been taken to go ahead with the project, it needs to be planned at the appropriate level of detail. The planning, establishment of the project management approaches and controls, development of a robust business case and a means of reviewing benefits are covered by the initiating a project process.



PRINCE2 Processes

Also, during the initiation stage, the managing a stage boundary process is used to plan the next management stage.

The initiation stage culminates in the production of the PID, which is reviewed by the project board (directing a project) to decide whether to authorize the project.

Subsequent management stage(s)The project board delegates day-to-day control to the project manager on a management-stage-by-management stage basis. The project manager will use the controlling a stage process to assign work to be done via work packages, monitor the work, report progress to the project board in highlight reports, deal with issues to ensure that the stage remains within tolerances, and escalate any exceptions.

In the managing product delivery process, the team manager(s) or team members execute assigned work packages (that will deliver one or more products), keep the project manager updated with progress through checkpoint reports and raise issues if necessary to escalate any problems to the project manager.

Towards the end of the stage, the project manager would plan the next stage using managing a stage boundary process. This next stage plan, (along with an updated business case and project plan, and an end stage report) is presented to the project board in directing a project process. Here. The project board will assess the continued viability of the project and make a decision to authorize the next stage (or not, as the case may be).

The subsequent management stages may need to be repeated a number of times, depending on how many stages are in the project.

If it is only a simple project made up of two management stages, then only the initiation stage and the final management stage would be used.

Final StageWhen we are working on the final stage, the controlling a stage and managing product delivery processes are used in the same way as during the subsequent management stages. Towards the end of the final management stage (once the project manager has gained approval for all the project’s products), it is time to decommission the project using the closing a project process.

The project documentation should be tidied up and archived, the project should be assessed for performance against its original plan and the resources assigned to the project need to be released. Closure activities include planning post-project benefits reviews to take place for those benefits that can only be assessed after the products have been in use (and therefore after the project has closed).



PRINCE2 Processes

Post project“The project is typically contributing towards the benefits defined by corporate, programme management or the customer. Even though some of these benefits may be realized during the project, it is likely that many or all of the benefits will be realized post-project. Corporate, programme management or the customer therefore needs to be satisfied that the project has contributed towards benefits realization and is therefore likely to hold one or more post-project benefits reviews. The reviews will be signposted in the project's benefits management approach.”

The PRINCE2 Process Model


The processes are aligned with the management levels of corporate, programme management or the customer, directing, managing and delivering. The diagram shows the triggers between the processes.

Each PRINCE2 process has a structure and format to it:

Purpose – describes the reason for the process Objective – Describes the specific objectives to be achieved by the

process Context – Puts each process in context with other processes. Activities – Each process comprises a set of activities. Tailoring guidelines – Describes the approaches that can be used to

tailor a process.

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Note that the first three of these are required knowledge for the PRINCE2 Foundation exam.



PRINCE2 Processes

Exercise:

Match each process with its purpose

Process PurposeStarting up a project Make key decisions and

exercise overall control

Initiating a project Agree requirements for acceptance, execution and delivery with Team Manager(s)

Directing a project Assign and monitor work and report progress

Controlling a stage Establish solid foundations for the project

Managing product delivery Fixed point at which acceptance is confirmed

Managing a stage boundary Do we have a viable and worthwhile project?

Closing a project Provide Project Board with information required to approve further work



Starting up a Project (SU)

“The purpose of the starting up a project process is to ensure that the prerequisites for initiating a project are in place by answering the question: Do we have a viable and worthwhile project?”

“The aim is to do the minimum necessary in order to decide whether it is worthwhile to even initiate the project.”

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Some of the key outputs of each activity have been added to the diagram above.

Project BriefThe project board need to have enough information to decide whether or not to initiate a project. The Project Brief is prepared for this purpose. The Project Brief documents what is known at this time, but we shouldn’t waste time trying to get details that are not required yet. Details and precision can be added later in the Project Initiation Document (PID).




Exercise:

The basic framework for Starting Up a Project is shown below. Use your PRINCE2 manual to identify what the OUTPUTS of each activity are (shown in numbers on the diagram).



Explain the purpose of the PRINCE2 process “Starting Up a Project”, including the purpose of the Project Brief.

Explain the objectives of the PRINCE2 processes. Explain the context of the PRINCE2 processes.




Questions:

1. Which is an objective of the 'starting up a project' process?

A. To confirm that there are no known restrictions that would prevent the project from being delivered

B. To ensure that all team managers understand their responsibilitiesC. To obtain approval for the project plan from corporate, programme

management or customerD. To prepare the project initiation documentation for authorization to initiate

the project

2. What should be provided by corporate, programme management or the customer before the 'starting up a project' process commences?

A. A project brief with details outlining the project approachB. Sufficient information to identify the prospective executiveC. The project initiation documentationD. Authority to initiate a project

3. Which is a purpose of the 'starting up a project' process?A. To ensure that the prerequisites for initiating the project are in placeB. To establish whether the project plan can meet the required target datesC. To assemble the project initiation documentation so the project can be

initiatedD. To confirm to corporate, programme management or customer that quality

expectations will be met4. Which is a purpose of the “Project Brief”?

A. To capture lessons from previous projectsB. To document a common understanding of the starting point for the projectC. To confirm that the project is able to deliver the detailed business caseD. To define the quality techniques to be applied during the project



Business Case Theme

Key message:“The purpose of the business case theme is to establish mechanisms to judge whether the project is (and remains) desirable, viable and achievable as a means to support decision-making in its (continued) investment.”

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“Organisations undertake projects because they want to make measurable improvements in one or more aspects of their business. These measurable improvements are called benefits.”

“PRINCE2 projects deliver outputs in the form of products, the use of which results in changes in the business. These changes are called outcomes. These outcomes allow the business to realise the benefits that are set out in the business justification for the project.”

Examples of outputs, outcomes and benefits could be:

Output: The specialist products in the project. Example: A new help desk system. Outcome: The result of the change derived from using the outputs. Example: First

line support can answer more of the requests without escalation. Benefit: The measurable improvement resulting from an outcome. Example:

Escalation of cases drops from 30% to 20%.


The relationship between outputs, outcomes and benefits is shown in the diagram above.



Business Case Theme

“In PRINCE2, all projects must have a documented business justification. This sets out not only the reason for the project, but also confirms whether the project is:

desirable: the balance of costs, benefits and risks viable: able to deliver the products achievable: whether use of the products is likely to result in

envisaged outcomes and resulting benefits.

The business justification is usually documented in a business case.”

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Develop Means getting the right information upon which decisions can be made

Verify Means assessing whether the project is (still) worthwhile Maintain Means keeping the business justification updated with

actual costs and benefits and with current forecasts for costs and benefits

Confirm Means assessing whether the intended benefits have been (or will be) realized. Confirming benefits will mostly take place post-project, although benefits may be realized during the project.

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Business Case Theme

Key message:To be following PRINCE2, a project must, as a minimum:

create and maintain a business justification for the project; usually a business case (PRINCE2's continued business justification principle)

review and update the business justification in response to decisions and events that might impact desirability, viability or achievability of the project (PRINCE2's continued business justification principle)

define the management actions that will be put in place to ensure that the project's outcomes are achieved and confirm that the project's benefits are realized (PRINCE2's continued business justification principle)

define and document the roles and responsibilities for the business case and benefits management (PRINCE2's defined roles and responsibilities principle).

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Exercise:

Using the scenario and making any reasonable assumptions, draft the business case. Exclude investment appraisal from your answer.

Use the product description outline A.2. to structure your answer.

Your trainer will act as Executive and Senior User and may be consulted.

______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________



Business Case Theme

Foundation exam syllabusFor the foundation exam, you will need to be able to:

Explain the purpose of:o Managing business justification.o Key management products: business case, benefits management approach

Describe what PRINCE2 requires, as a minimum, for managing business justification.

Define key concepts related to business justification, and the differences between them: outputs, outcomes, benefits and disbenefits.

Questions:

1. Identify the missing words in the following sentence.

PRINCE2 requires that the business justification is formally verified by [ ? ] at stage boundaries.

A. corporate, programme management or customerB. the project boardC. the project manager D. the change authority

2. Identify the missing words in the following sentence.The business justification for the project confirms whether the project is…

A. Expected to be completed on timeB. Desirable, viable and achievableC. Expected to be completed within the agreed budgetD. Worth the risk of the investment

3. Which is a purpose of the benefits management approach?

A. To document the justification for the undertaking of a projectB. To summarize project performance to date for the project board to decide

what action to take nextC. To provide a schedule for measuring the achievement of business

improvementsD. To provide the reasons for the project, to put into the business case

4. Which statement about the 'continued business justification' principle is CORRECT?

A. The justification for compulsory projects does not need a business caseB. There must be no change to the reasons for a projectC. A formal business case document is mandatoryD. The chosen option must provide value for money



Business Case Theme

5. Which statement about the Business case theme is CORRECT?

A. A business case for a compulsory project is not requiredB. A business case must always take the form of a documentC. Presenting the business case as a slide deck is an optionD. There will always be only one business case under consideration in a project

6. What is an output?

A. Any of the project’s specialist productsB. The result of the change derived from using the project’s productsC. The measurable improvement resulting from an outcomeD. A negative outcome



Organization Theme

Key message:“The purpose of the organisation theme is to define and establish the project’s structure of accountability and responsibilities (the who?).”

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Definition of a stakeholder:“Any individual, group or organization that can affect, be affected by, or perceive itself to be affected by, an initiative (i.e. a programme, project, activity or risk).”

PRINCE2 identifies three principal categories of project stakeholders, each of which has a specific interest in, or viewpoint on, the project.


PRINCE2 is based on a customer/supplier environment where the customer will define requirements and usually pay for the project, and a supplier who will provide the resources to deliver the result.



Organization Theme

(Figure 7.2 Managing Successful Projects with PRINCE2®) Copyright © AXELOS Limited 2017. All rights reserved. Material is

produced under licence from AXELOS.

The project management structure in PRINCE2 has 4 levels:

Corporate, programme management or the customer – define project level tolerances and provide the Project Mandate.

Directing – approve all major plans and resources, authorize any deviations, authorise start of next stage, communicate with other stakeholders.

Managing – ensure project produces required products

Delivering – Deliver projects products to an appropriate quality within a specified timescale and cost.

Combining Roles

“The executive and project manager roles cannot be combined. There cannot be more than one executive or project manager. The executive's accountability for project success cannot be delegated. The project board should not assign any project assurance roles to the project manager, team manager or project support.”

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Key message:“To be following PRINCE2, a project must, as a minimum:

define its organization structure and roles. This must minimally ensure that all of the responsibilities in PRINCE2's role descriptions are fulfilled (PRINCE2's defined roles and responsibilities principle)

document the rules for delegating change authority responsibilities, if required

define its approach to communicating and engaging with stakeholders.”

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Organization Theme

Exercise:

Answer the following questions.

1. In a customer/supplier environment, from which organisation should the project manager ideally come?

2. Which role is supported by project support?

3. Which processes will the team manager use?

4. What changes will the change authority authorize?

5. Which management products will the project manager produce?

6. Which management products will the team manager produce?

7. Which processes will the project manager use?

8. Which management products will project assurance produce?

9. Which processes will project assurance use?



Organization Theme

Exercise:

Assign responsibilities to each of the roles. Four responsibilities should be assigned to each role.

Responsibilities:Accountable for project success

Ensure benefits are realized

Specify operational and maintenance needs

Oversee business case development

Confirm viability of project approach

Realistic design proposals

Appoint the PM Manage project delivery (time, cost, quality)

Monitors products against requirements

Day-to-day management

Authorize work packages

Define acceptance criteria for the project

Quality of products Key decision maker Lead and motivate the project team

Maintain specialist products after closure

Roles:Executive Project Manager

Senior User Senior Supplier



Organization Theme


Explain the purpose of:o The organisation theme.o Key management products (communication management approach).

Describe what PRINCE2 requires as a minimum for applying the organization theme.

Describe the role and responsibilities of:o Project boardo Executiveo Senior usero Senior suppliero Project assuranceo Change authorityo Project managero Team managero Project supporto Including which roles can be combined.

Explain key concepts related to organization:o Stakeholdero The three project interests and how these are represented within the four

levels of management.



Organization Theme

Questions:

1. Which is a minimum requirement for applying the organization theme?

A. To appoint and define the roles of team managersB. To combine roles, where possible, to simplify the organizationC. To appoint a business change manager as senior user when the project is part

of a programmeD. To define the approach to engaging with stakeholders

2. Who does the senior user represent when making decisions?

A. The people or organizations that design the project's productsB. Corporate, programme management or customerC. Project delivery teamsD. The people or organizations that benefit from using the project’s product

3. Which combination of two roles CANNOT be combined with the role of project assurance?

1. Project manager2. Project support3. Senior user4. Executive


4. Which of the following is FALSE?

A. PRINCE2 always defines an executive role to represent the business interests B. Roles cannot be shared or combined, but responsibilities must always be

allocated C. The user presence is used to specify the desired outputs D. The primary stakeholders must always represent the business, user and

supplier

5. Which two roles COULD be combined with the role of project manager? 1. Senior supplier2. Project support3. Team manager4. Senior user




Organization Theme

6. Which statements about a project's stakeholders are CORRECT?

1. A stakeholder is anyone who thinks they will be affected by a project.2. Stakeholders require equal amounts of engagement by the project management

team.3. Stakeholders remain unchanged throughout the project.4. A stakeholder may be internal or external to the corporate organization.


7. Which is a purpose of the organization theme?

A. To set the tolerance on the cost of resourcesB. To plan the training needed for the delivery of the projectC. To define the structure of accountability and responsibilities on the projectD. To implement the controls required to manage by exception

8. Which is a responsibility of the managing level within the project management team?

A. Setting project level tolerancesB. Approving the stage completion of each stageC. Ensuring that the products are produced within the constraints agreed with

the project boardD. Appointing the roles in project management team

9. Which statement about the project support role is correct?

A. It can be performed by the project managerB. It is an optional role for a PRINCE2 projectC. It produces checkpoint reports for the project managerD. It can be combined with the project assurance role



Directing a Project (DP)

“The purpose of the directing a project process is to enable the project board to be accountable for the project's success by making key decisions and exercising overall control while delegating day-to-day management of the project to the project manager.”

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“The directing a project process starts on completion of the starting up a project process and is triggered by the request to initiate a project”.“The directing a project process covers the activities of the project board and is not concerned with the day-to-day activities of the project manager. The project board manages by exception: it monitors via reports and controls through a small number of decision points. There should be no need for other ‘progress meetings’ for the project board”.

The key activities involved in directing a project are shown below:




Exercise:

Authorizing Initiation – the project board must be convinced it is a worthwhile investment to commit resources to the initiation stage of any project.

Which management products would the board approve at this decision point?

Authorizing the project – Has sufficient planning and forward thinking been applied to give the project board the confidence to authorize the contents of the PID?

Who should the board inform about this approval?

Authorize a stage or exception plan – Has the project board sufficient confidence to approve the next stage or an exception plan?

Which management products would the board approve at this point and what would be triggered?

Give ad-hoc direction for project board members to give advice or guidance to the project manager at any time during the project.

What will the board regularly receive and what might be triggered?




Authorise project closure - A pre-defined point at which to end the project.

Which management products would the board distribute and who would they send them to?


Explain the purpose of the PRINCE2 process directing a project, including the purpose of the project initiation documentation

Explain the objectives of the PRINCE2 processes Explain the context of the PRINCE2 processes




Questions:

1. Which is a purpose of the 'directing a project' process?

A. To provide the information required to initiate a projectB. To enable overall control of a project by the project boardC. To establish the level of control required after initiationD. To provide sufficient information to approve the next stage plan

2. Which process is triggered by the project manager's request to initiate a project?

A. 'Starting up a project'B. 'Initiating a project'C. 'Directing a project'D. 'Managing a stage boundary'

3. Which process would the project board use to make decisions on exception situations?

A. Managing a Stage BoundaryB. Directing a ProjectC. Closing a ProjectD. Controlling a Stage

4. Which is an objective of the 'directing a project' process?

A. To provide the information required to initiate a projectB. To ensure that the project remains viable C. To authorise work to be carried out by suppliers D. To provide sufficient information to approve the next stage plan

5. Which process would the project board use to prematurely close the project?

A. Managing a Stage BoundaryB. Directing a ProjectC. Closing a ProjectD. Controlling a Stage



Initiating a Project (IP)

“The purpose of the initiating a project process is to establish solid foundations for the project, enabling the organization to understand the work that needs to be done to deliver the project’s products before committing to a significant spend”.

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“Initiating a project is aimed at laying down the foundations in order to achieve a successful project. Specifically, all parties must be clear on what the project is intended to achieve, why it is needed, how the outcome is to be achieved and what their responsibilities are, so that there can be genuine commitment to it”.




Exercise:

Match each activity of the initiating a project process with the corresponding theme or chapter.

Activity Chapter or ThemeAgree the tailoring requirementsPrepare the risk management approachPrepare the quality management approachPrepare the change control approachPrepare the communication management approachSet up the project controlsCreate the project planPrepare the benefits management approachAssemble the project initiation documentation

Some key activities involved in Initiating a Project are shown below:




Exercise:

Complete the following diagram, listing all the activities, inputs and outputs as indicated by the numbers.





Explain the purpose of the PRINCE2 processes initiating a project, Explain the objectives of the PRINCE2 processes Explain the context of the PRINCE2 processes

Questions:

1. Which is a purpose of the initiating a project process?

A. Appoint the project management team membersB. Create work packages to trigger the managing product delivery processC. To establish solid foundations for the projectD. To transfer informal issues into the daily log

2. What is established within the 'initiating a project' process?

A. The different ways that the project product can be deliveredB. The formats for communicating project information to stakeholdersC. That all of the information to develop the project brief is availableD. That any constraints which could affect the project have been removed

3. What does the 'initiating a project' process provide?

A. Information for the project board to decide if the project is aligned to business objectives

B. Approval from the project board to proceed with the project, if it is worthwhile

C. Approval from the project manager for work to be started by delivery teamsD. Definition of the suppliers' obligations for controlling the work package

delivery

4. Which is an objective of the initiating a project process?

A. To formally authorise work packages so that work can begin B. Create work packages to trigger the managing product delivery processC. To ensure there is a common understanding of how progress will be

monitored and controlled D. To transfer informal issues into the daily log

5. What is established within the 'initiating a project' process?

A. The approach to authorising work packages B. The way that risks will be managed C. The formal appointments of project board members D. That any constraints which could affect the project have been removed




6. What does the 'initiating a project' process provide?

A. Clarity on what the project is intended to deliver and why it is needed B. Approval from the project board to proceed with the project, if it is

worthwhileC. The means by which the project management teams can manage by

exception D. Definition of the suppliers' obligations for controlling the work package

delivery

7. What is established within the “initiating a project” process?

A. The different ways that the project can be deliveredB. The formats for communicating project information to stakeholdersC. That all information to develop the project brief is availableD. That any constraints which could affect the project have been removed

8. Which process is triggered by the project manager’s request to initiate a project?

A. “Starting up a project”B. “Initiating a project”C. “Directing a project”D. “Managing a stage boundary”



Risk Theme

Key message:“The purpose of the risk theme is to identify, assess and control uncertainty and as a result improve the ability of the project to succeed.”

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Definition of a Risk:“An uncertain event or set of events that, should it occur, will have an effect on the achievement of objectives.”

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Definition of Risk Management:“The systematic application of principles, approaches and processes to the tasks of identifying and assessing risks, planning and implementing risk responses and communicating risk management activities with stakeholders.”

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Definition of Risk Exposure:“The extent of risk borne by the organisation at the time.”

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Definition of Risk appetite:“An organisation’s unique attitude towards risk-taking that in turn dictates the amount of risk that it considers acceptable.”

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define its risk management approach, which must minimally cover:o how risks are identified and assessed, how risk management

responses are planned and implemented and how the management of risk is communicated throughout the project lifecycle

o assessing whether identified risks might have a material impact on the business justification of the project (PRINCE2's continued business justification principle)

the roles and responsibilities for risk management (PRINCE2's defined roles and responsibilities principle)

maintain some form of risk register to record identified risks and decisions relating to their analysis, management and review

ensure that project risks are identified, assessed, managed and reviewed throughout the project lifecycle

use lessons to inform risk identification and management (PRINCE2's learn from experience principle).

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Risk Theme

“Risks can have either a negative or positive impact on objectives”

“Threat for uncertain events that would have a negative impact on objectives Opportunity for uncertain events that would have a positive impact on objectives”

The risk management procedure consists of:

Identify the risk management approach for your project and the risks to the project objectives.Assess each risk in terms of the probability/likelihood of it happening, the Impact if it did happen (time/cost) and the proximity, when it could happen. Once each risk has been assessed you can then understand how the risk look together to see the total risk exposure for the Project.Plan the risk response(s) to minimise the threats and maximise the opportunities. Implement the responses and monitor them to ensure they are doing what you expected.Communicate is needed throughout the procedure.

Exercise:

1. Identify the objectives of the project

2. Identify a threat to the objectives

3. Assess the probability and impact of the risk

4. Consider what responses might be appropriate and choose which you would put in place and state why you chose that response.



Risk Theme


For the foundation exam, you will need to be able to: Explain the purpose of: o managing risk, including the purpose of a risk budgeto key management products: (Risk management approach & Risk register)

Describe what PRINCE2 requires, as a minimum, for managing risk. Define key concepts related to risk, and the differences between them: o a risk: threat or opportunity o recommended risk response typeso risk owner and risk actioneeo cause, event and effecto risk probability, risk impact and risk proximity

Describe the risk management procedure.

Questions:

1. Which is a minimum requirement for applying the risk theme?

A. A risk breakdown structure must be createdB. A risk budget must be established for managing risksC. Identified threats and opportunities must be documentedD. Risk checklists must be used to ensure risks are identified

2. Which is a purpose of the risk management approach?

A. To define the techniques to be used when assessing project risksB. To summarize exposure to strategic, programme, project and operational risksC. To recommend responses for each of the project risksD. To identify suitable risk owners for each of the project risks

3. What is a risk cause?

A. A negative consequence of a threat occurringB. An area of uncertainty that could create a problemC. A positive consequence of an exploited opportunityD. A known situation which creates uncertainty

4. Which of the following statements is FALSE?

A. Some issues can identify risks B. A risk budget must be established for managing risksC. Identified threats and opportunities must be documentedD. A risk prompt list is a technique that can help identify risks



Risk Theme

5. Which is a purpose of the risk management approach?

A. To document the project’s risk appetiteB. To define the risk response categories relevant to the project C. To clarify the relationship between project issues and risksD. To appoint risk owners for each of the project risks above the tolerance

threshold

6. What is a risk event?

A. The point at which a risk becomes an issue B. An area of uncertainty seen as either a positive opportunity or negative

threat C. A positive consequence of an exploited opportunityD. A known situation which creates uncertainty

7. What is the first step in the recommended risk management procedure?

A. AssessB. IdentifyC. ImplementD. Plan

8. Which statement describes a threat to the project?

A. An uncertain event that could have a negative impact on objectivesB. An uncertain event that could have a favourable impact on objectivesC. An event that has occurred resulting in a negative impact on objectivesD. An event that has occurred resulting in a favourable impact on objectives

9. What is a risk cause?

A. A negative consequence of a threat occurringB. An area of uncertainty that could create a problemC. A positive consequence of an exploited opportunityD. A known situation which creates uncertainty



Quality Theme

Key message:“The purpose of the quality theme is to define and implement the means by which the project will verify that the products are fit for purpose.”

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Definition of Quality:“The degree to which a set of inherent characteristics of a product, service, process, person, organization, system or resource fulfils requirements.”

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Definition of Quality Management:“The coordinated activities to direct and control an organization with regard to quality.”

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Definition of Customer’s quality expectations:“A statement about the quality expected from the project product, captured in the project product description.”

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Definition of Acceptance Criteria:“A prioritized list of criteria that the project product must meet before the customer will accept it (i.e. measurable definitions of the attributes required for the set of products to be acceptable to key stakeholders.)”

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Definition of Quality Criteria:“A description of the quality specification that the product must meet, and the quality measurements that will be applied by those inspecting the finished product.”

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There are many definitions relating to Quality in the PRINCE2 manual. We also have to consider that Quality comprises four main aspects:

Quality management system that describes the standards, processes, procedures and responsibilities for quality.

Quality planning that defines how quality will be applied. Quality control which relates to testing. Quality assurance that checks the checking is being done.

PRINCE2 also recommends the use of the quality review technique.



Quality Theme


Define its quality management approach. This approach must minimally cover:

o the project’s approach to quality control o the project’s approach to project assurance o how the management of quality is communicated throughout

the project lifecycle The roles and responsibilities for quality management (PRINCE2’s

defined roles and responsibilities principle) Specify explicit quality criteria for products in their product

descriptions (PRINCE2’s focus on products principle) Maintain records to provide evidence that the planned quality activities

have been carried out, and summarize those activities that are planned or have taken place in some form of quality register

Specify the customer’s quality expectations and prioritized acceptance criteria for the project in the project product description, see section A.21

Use lessons to inform quality planning, the definition of quality expectations and quality criteria (PRINCE2’s learn from experience principle”.

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Exercise:

For the case study project, state whether each factor listed relates to the Customer’s quality expectations (CQE), Acceptance Criteria (AC) or Quality Criteria (QC).

Quality Factor CQE, AC or QC1. Website landing page needs to be clear and easy to read.

2. Stall at launch event needs to have an advertising banner, 2m x 60cm, printed in colour with company name in Arial font and company logo measuring 40cm x 40cm.

3. Company logo should be modern and eye-catching

4. Promotional literature for handing out at launch event should be printed in colour on 1 sheet of A4, 120gsm paper.

5. Budget for launch event will not exceed £5000.



Quality Theme

Exercise:

Using the case study information, prepare a Project Product Description for the project.

Note: You will need to identify your own acceptance criteria based on the customer quality expectations.

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Quality Theme

“The objectives of a PRINCE2 quality review are to: assess the conformity of a product against the quality criteria

documented in the product description involve key interested parties in checking the product’s quality and in

promoting wider acceptance of the product provide confirmation that the product is complete and ready for

approval baseline the product for future change control”

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The roles of the review team are as follows: Chair This role is responsible for the overall conduct of the review and to ensure that

the review is undertaken properly. Presenter This role introduces the product for review and represents the producer(s)

of the product. Reviewer This role reviews the product, submits questions and confirms corrections

and/or improvements. Administrator This role provides administrative support for the chair and records the

result and actions.

There are three steps in a quality review: Preparing for Review, where the reviews compare the product against the product

description and complete question lists with any problems they find. Review Meeting, everyone gets together to discuss the findings and determine the

review result. Review Follow Up, coordinate any actions raises, update the documentation and

communicate where necessary.

Foundation Exam SyllabusFor the foundation exam, you need to be able to:

Explain the purpose of:o managing qualityo key management products: project product description, (A.21.1) product

description, (A.17.1) quality register, (A.23.1) quality management approach. (A.22.1)

Explain key concepts related to quality, and the differences between them: o quality planning and quality control, o project assurance and quality assurance,o customer quality expectations and acceptance criteria.



Quality Theme

Questions:

1. What must be recorded in the quality management approach, as a minimum requirement for applying the quality theme?

A. The quality tools and techniques to be usedB. The project's approach to quality planningC. The approach to managing project assuranceD. The definition of the quality records required

2. Which principle is being applied when a project product description is produced?

A. 'Continued business justification'B. 'Focus on products'C. 'Learn from experience'D. 'Manage by stages’

3. Identify the missing word in the following sentence.

Quality [ ? ] defines the type of quality methods the project will use. A. AssuranceB. ControlC. PlanningD. Tolerance

4. What must be recorded in the quality management approach, as a minimum requirement for applying the quality theme?

A. The quality criteria for the major products B. The project's approach to quality control C. The approach to change control D. The customers quality expectations and acceptance criteria

5. A project product description defines which of the following?

A. The quality criteria against which the project will be measured B. The approach to delivering the quality required by the customer C. The quality standards which the project must meet D. The acceptance responsibilities stating who will confirm acceptance of the

project



Quality Theme


Quality [ ? ] is achieved by implementing, monitoring and recording the methods and responsibilities defined in the quality management approach and product descriptions.

A. AssuranceB. ControlC. PlanningD. Testing

7. Which management product should always be updated when a product fails its quality check?

A. Risk registerB. Issue registerC. Quality register D. Lessons log

8. Which is a purpose of the quality theme?

A. To define how the project will ensure that its products are fit for purposeB. To define the procedures for the control and modification of project productsC. To establish the mechanisms to judge whether the project remains desirable

and achievableD. To enable the assessment of continuing project viability



Plans Theme

Key message:“The purpose of the plans theme is to facilitate communication and control by defining the means of delivering the products (the where and how, by whom and estimating the when and how much).”

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Definition of a Plan:“A detailed proposal for doing or achieving something which specifies the what, when, how and by whom it will be achieved. In PRINCE2 there are the following types of plan: Project plan, stage plan, team plan and exception plan.”

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As per the definition above, we have 3 levels of plan in PRINCE2 to reflect the different needs of the management levels in the project. Team plans are not mandatory and will depend on the individual needs of the project.

Exception plans may be required if a stage plan or project plan is forecast to exceed its tolerance. An exception plan would be put forward to replace that plan.

At the start of the project it is very difficult or even desirable to plan the whole project out in detail. This is because:

Uncertainty about the detail of later elements of work A changing or uncertain environment Risk factors that could change the situation Difficulty in predicting resource availability Difficulty in predicting business conditions



Plans Theme


Ensure that plans enable the business case to be realized (PRINCE2’s continued business justification principle)

Have at least two management stages; an initiation stage and at least one further management stage. The more complex and riskier a project, the more management stages that will be required (PRINCE2’s manage by stages principle)

Produce a project plan for the project as a whole and a stage plan for each management stage (PRINCE2’s manage by stages principle)

Use a product-based planning approach for the project plan, stage plans and exception plans. It may be optionally used for team plans. PRINCE2 recommends the steps shown in Figure 9.2 for product-based planning although alternative approaches may be used. PRINCE2 recommends the steps shown in Figure 9.6 for defining and analyzing the products although alternative approaches may be used

Produce specific plans for managing exceptions (PRINCE2’s manage by exception principle)

Define the roles and responsibilities for planning (PRINCE2’s defined roles and responsibilities principle)

Use lessons to inform planning (PRINCE2’s learn from experience principle)”.

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Plans Theme

Exercise:

Fill in the names of the plans in the diagram below. Then answer the following questions for each plan:

Who produces it? Which process is it used in? Who uses it? What do they use it for?

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________



Plans Theme


PRINCE2 recommends a product-based approach to planning that involves:

Establishing what products are needed for this plan Describing those products and their quality criteria Determining the sequence in which each product should be produced and any

dependencies

After these initial steps, the normal steps of planning are: Identifying the activities needed to produce the products Deciding when the activities should be done and by whom Estimating the effort and time of each activity Agreeing the quality control activities and resources Producing a time-based schedule of activities Assessing the risks contained in the plan Identifying the management control points needed Agree tolerance levels for the plan DOCUMENTING the plan.

The steps involved are the same for all levels of plan.



Plans Theme

The product-based approach to planning is described in Appendix D of the PRINCE2 manual along with examples of the product descriptions, product breakdown structure, and product flow diagram.




Plans Theme

Exercise:

Create a product breakdown structure (PBS) for the case study project using specialist products only.

Refer to Appendix D – you may present your PBS as either a:

Hierarchical chart Mind map, or Indented list

Then create a product flow diagram from your PBS.



Plans Theme

A further consideration in planning is how the management stage boundaries align with the delivery approach and steps.

Look at figures 9.3, 9.4 and 9.5 on page 104 of the PRINCE2 manual. What has changed between the 3 diagrams?


“Projects seldom have the money, time or resources to deliver everything wanted by the business, users or suppliers, even if delivery of everything has a business justification”.

“This means that on most projects acceptance criteria and quality criteria need to be prioritized with the project attempting to deliver as much as is possible and for which there is a business justification”.

“In the absence of any other approach, PRINCE2 recommends the use of a technique called MoSCoW as a general prioritization technique. MoSCoW stands for:

Must have Should have Could have Won’t have”

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Plans Theme

Exercise:

Due to funding issues, the budget for your project may have to cut. The executive has come to you, the project manager, and asked you to prepare a list of the minimum that can be delivered for the project to still be viable. You have decided to use MoSCoW to prepare this for the executive.

__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

For the foundation exam, you need to be able to: Explain the purpose of:o managing plans, (9.1)o types of plan:

project plan, (9.2.1.1, A.16.1) stage plan, (9.2.1.2, A.16.1) exception plan, (9.2.1.3, A.16.1) team plan. (9.2.1.4, A.16.1)

Describe the PRINCE2 minimum requirements for managing plans (9.2, excl. subsections)

Recall the steps in the recommended approach to planning (fig. 9.2), including the steps in the recommended product-based planning technique (9.3.1.2)

Explain the factors to consider when structuring the project into management stages. (9.3.1.1)



Plans Theme

Questions:

1. What must be produced, as a minimum requirement for applying the plans theme?A. A hierarchy of all the products to be produced during a planB. A record of the issues that are being formally managed during a planC. A diagram showing the sequence of production of the planned productsD. A record of the major risks relating to the project plan

2. In which process are team plans produced?A. 'Initiating a project'B. 'Controlling a stage'C. 'Managing a stage boundary'D. 'Managing product delivery'

3. Which is a task of 'defining and analysing products'?A. Design the planB. Create the product flow diagramC. Analyze the risksD. Prepare the schedule

4. What must be produced, as a minimum requirement for applying the plans theme?A. A milestone plan AND a schedule of activities B. Specific plans for managing exceptions C. A diagram showing the sequence of production of the planned productsD. A record of the major risks relating to the project plan

5. Which of the following is TRUE?A. A team plan should be produced using the same format as project plans and

stage plansB. Team managers can create their team plans while the Project Manager is

creating the stage plan C. Team plans are mandatory D. The senior supplier must approve all team plans

6. The estimating methods for time and cost should be agreed….?A. As part of the project product description B. After defining and analysing the products C. When designing the plan D. While preparing the schedule of activities



Plans Theme

7. Which statements apply to a stage plan?1. It is produced for the project during the 'initiating a project' process.2. It is produced close to the time when the planned events will take place.3. It provides the basis for day-to-day control by the project manager.4. It provides the basis for control by the project board.


8. Which statement about management stages is correct?A. A project can be scheduled without management stagesB. There can be more than one delivery step within a management stageC. Several management stages can be scheduled to run at the same timeD. Delivery steps and management stages should end together



Controlling a Stage (CS)

“The purpose of the controlling a stage process is to assign work to be done, monitor such work, deal with issues, report progress to the project board, and take corrective actions to ensure that the management stage remains within tolerance.”

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Once the project board have authorized the project then controlling a stage can be used. It may also be used during the initiation stage if it is a large or complex project.

Controlling a stage is the main process used by the project manager and in turn drives managing product delivery.


The diagram below shows the activities involved and some key products involved with this.




Exercise:

One of the team managers on your project has been sending checkpoint reports that are not accurate. These were emailed to you, as was agreed in the Work Package. The checkpoint reports show that progress is being made and no issues have been raised or mentioned.

What would PRINCE2 provide that would help with investigating this situation?

1. Progress isn’t being made. The team usually make all efforts to deliver at the last minute, so the reports were prepared in good faith.

2. Products are being produced which are not to the agreed criteria. The suppliers and users have built up a very strong relationship and raising small errors as issues could be detrimental to this relationship.

3. The team feel the change process is cumbersome and time consuming, so they are making changes to the products without formal change authority. They feel these changes will be of benefit and they are not major changes.

Foundation exam syllabusFor the foundation exam, you need to be able to:

Explain the purpose of the PRINCE2 process controlling a stage, (17.1) Explain the objectives of the PRINCE2 processes

Explain the context of the PRINCE2 processes




Questions:

1. Which is a purpose of the controlling a stage process? A. Prepare a team plan for the team managerB. Obtain approvals for completed productsC. Assign work to be done, monitor such work and deal with issues.D. Authorise highlight reports

2. Which regular report provides the project board with a summary of stage status?A. Lessons reportB. Product status accountC. Highlight reportD. Checkpoint report

3. Which is a responsibility of the managing level within the project management team?A. Setting project-level tolerancesB. Approving the stage completion of each stageC. Ensuring that the products are produced within the constraints agreed with

the project boardD. Appointing the roles in project management team

4. Which is an objective of the controlling a stage process?A. To create specialist projects and test them against their quality criteria B. To keep the business case under reviewC. To escalate all formal issues to the executive for resolution D. Authorise highlight reports

5. Which of the following is NOT updated during the controlling a stage process?A. Work packagesB. Highlight reportsC. The quality registerD. The issue register



Managing Product Delivery (MPD)

“The purpose of the managing product delivery process is to control the link between the project manager and the team manager(s), by agreeing the requirements for acceptance, execution and delivery”.

“The role of the team manager(s) is to coordinate an area of work that will deliver one or more of the project’s products. They can be internal or external to the customer’s organization”.

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The objectives of this process are to allow a team manager to: Agree work with the project manager Get it done Hand it back to the project manager

The team manager should produce a team plan to show which product(s) can be completed within the given constraints.



Explain the purpose of the PRINCE2 process controlling a stage, (17.1) Explain the objectives of the PRINCE2 processes

Explain the context of the PRINCE2 processes



Managing Product Delivery (MPD)

Questions:

1. Which process is used by a team manager to coordinate work on one or more of the project's products?

A. 'Initiating a project'B. 'Controlling a stage'C. 'Managing a stage boundary'D. 'Managing product delivery'

2. Which is an objective of the 'managing product delivery' process?A. To sign off completed work packagesB. To ensure that the business case is kept under reviewC. To report progress to the project boardD. To ensure that work on products is authorized

3. Which management product should always be updated when a product fails its quality check?

A. Risk registerB. Issue registerC. Quality registerD. Lessons log

4. Which of the following is a team managers responsibility?A. Authorising the work to be done in a work package B. Planning quality reviews C. Obtaining approval records D. Setting risk tolerance for the work package

5. Which of the following is FALSE?A. The team manger should check the viability of the team plan with project

assurance B. The project manager may carry out the managing product delivery process C. The managing product delivery process can only be carried out by team

managers who understand PRINCE2 D. The team manager will carry out a review of the risks associated with the

team plan

6. Which report should the team manager send to the project manager on a regular basis?A. Product status accountB. Checkpoint reportC. Progress reportD. Lessons report



Change Theme

Key message:“The purpose of the change theme is to identify, assess and control any potential and approved changes to the project baselines.”

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“Projects take place in their organizational environment and wider context, both of which change over time. It is rare that a project closes having delivered exactly what was envisaged when the project was initiated. It is often said that change is inevitable, and this is certainly the case for long and more complex projects”.

“This means that projects need a systemic approach to the identification, assessment and control of issues that may result in change. Issue and change control is a continual activity, performed throughout the life of the project. Without an ongoing and effective issue and change control procedure, a project will either become unresponsive to its stakeholders or drift out of control”.

“In PRINCE2, changes are identified as ‘issues’. PRINCE2 uses the term ‘issue’ to cover any relevant event that has happened, was not planned, and requires management action. Issues may be raised at any time during the project by anyone with an interest in the project or its outcome”.

Definition of a baseline:“Reference levels against which an entity is monitored and controlled.”

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PRINCE2 has three types of “issues”.



Change Theme

Definition of a Configuration Item Record:“A record that describes the status, version and variant of a configuration item, and any details of important relationships between them.”

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Definition of a Product Status Account:“A report on the status of products. The required products can be specified by identifier or the part of the project in which they were developed.”

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Define its change control approach. This approach must minimally cover:

How issues are identified and managed assessing whether identified issues might have a material impact on the business justification of the project (PRINCE2’s continued business justification principle)

The roles and responsibilities for change control (PRINCE2’s defined roles and responsibilities principle), including a defined change authority

Define how product baselines are created, maintained and controlled Maintain some form of issue register to record identified issues and

decisions relating to their analysis, management and review Ensure that project issues are captured, examined, managed and

reviewed throughout the project lifecycle Use lessons to inform issue identification and management

(PRINCE2’s learn from experience principle)”.

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Change Theme

Exercise:

You’ve received a checkpoint report from the team manager that indicates a key deliverable is going to take twice as long to deliver as expected.

You have decided to manage this issue formally. What should happen at each stage? Use the space below to record what would happen at each stage of the process.

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________



Change Theme


Explain the purpose of:o managing change, including the purpose of a change budget, (11.1,11.3.6)

Key management products: change control approach, (A.3.1) o configuration item record, (A.6.1)o issue register, (A.12.1) o issue report, (A.13.1) o product status account. (A.18.1)

Describe what PRINCE 2 requires, as a minimum, for managing change. (11.2, excl. subsections)

Describe:o types of issue, (11.1, tab. 11.1)o the recommended issue and change control procedure. (fig.11.1, 11.4.1.1-5)

Questions:

1. Which is a purpose of the change theme?A. To prevent changes to what was agreed in the project initiation

documentationB. To ensure any potential changes to baselined products are controlledC. To assess and control a project's threats and opportunitiesD. To identify changes needed to the project as a result of acting on lessons

2. What must the project board do, as a minimum requirement for applying the change theme?

A. Establish a change budgetB. Request a product status accountC. Define a change authorityD. Agree acceptable corrective actions

3. Which type of issue should be raised if a new product is required after a team has started work?

A. A request for changeB. An off-specificationC. A problemD. A concern

4. Which of the following roles would not act as a change authority? A. The Project boardB. Project assurance representativesC. The project managerD. Project Support



Change Theme

5. Which of the following is a minimum requirement for applying the change theme?A. The allocation of a change budgetB. The production of regular product status accounts C. The use of lessons learned to aid issue identification D. Project board agreement on any acceptable corrective actions

6. Which type of issue should be raised if a product fails its quality test and cannot be fixed within the agreed tolerances?

A. A request for changeB. An off-specificationC. A problemD. A concern



Progress Theme

Key message:“The purpose of the progress theme is to:

Establish mechanism to monitor and compare actual achievements against those planned.

Provide a forecast for the project’s objectives and continued viability.

Control any unacceptable deviations.”

Page 148

“Progress control involves measuring actual progress against the performance targets of costs, timescales, quality, scope, risk and benefits. This information is used to make decisions such as whether to approve a management stage or work package, whether to escalate deviations and whether to prematurely close the project, and to take actions as required. Progress can be monitored at work package, management stage and project level”.

“Essentially progress is concerned with monitoring the plan – sending and receiving information on performance against the targets and control – taking action to put the plan back on track or taking advantage of any performance above the targets”.


define its approach to controlling progress in the project initiation documentation (PID)

be managed by stages (PRINCE2’s manage by stages principle) set tolerances and be managed by exception against these tolerances

(PRINCE2’s manage by exception principle) review the business justification when exceptions are raised

(PRINCE2’s continued business justification principle)” learn lessons (PRINCE2’s learn from experience principle)

Page 148



Progress Theme




Progress Theme

Exercise:

Which of the 6 areas of tolerance (Cost, Time, Quality, Scope, Risk, and Benefits) do each of the following refer to?

Statement Tolerance

The permissible deviation that is documented in the business case.

The permissible deviation documented in a plan that is permissible before the deviation needs to be escalated to the next level of management.

The tolerance identified for a product defining an acceptable range of criteria. Documented in the project product description (for the project-level tolerance) and in the product description for each product to be delivered.

The threshold levels of exposure that, with appropriate approvals, can be exceeded, but which when exceeded will trigger some form of response.

The permissible deviation in a plan that is permissible before the deviation needs to be escalated to the next level of management. Documented in the respective plan in the form of a note or reference to the product breakdown structure for that plan.

The permissible deviation to the estimates in a plan that is permissible before the deviation needs to be escalated to the next level of management.



Progress Theme

Various different documents can be used to exercise control on the project:



Progress Theme

Exercise:

For each statement listed below, try to determine where each one should be documented. You can refer to Appendix A in your PRINCE2 manual for the individual document contents, or the Progress Theme for a general overview. Some of them may be suitable for more than one document, so just choose the MOST appropriate one.

Checkpoint Report Highlight Report Work PackageException Report End Stage Report Daily Log

1. It is forecast that the stage time tolerances are likely to be exceeded by 1 week.

2. The funds and resources for stage 3 should be released.

3.Checkpoint reports should be emailed every week before 5pm each Friday.

4. This period the following work packages have been agreed: Company logo design, Facebook branding

5. The team manager working on the social media profiles has failed to provide their checkpoint report this week. This needs to be monitored carefully and action taken if they miss another.

6. Team members have ensured the website landing page has the correct information as was agreed in the product description.



Progress Theme


Explain the purpose of:

o controlling progress, (12.1)

Key management products:

o daily log, (A.7.1)

o lessons log, (A.14.1, 12.2.2.3)

o lessons report (A.15.1)

o work package, (A.26.1, 12.2.2.1)

o end stage report, (A.9.1, 12.2.2.4)

o end project report, (A.8.1, 12.2.2.4)

o checkpoint report, (A.4.1, 12.2.2.4)

o highlight report, (A.11.1, 12.2.2.4)

o exception report. (A.10.1, 12.2.3)

Describe what PRINCE2 requires, as a minimum, for controlling progress. (12.2, excl.

subsections)

Explain key concepts related to progress:

o event-driven and time-driven controls, (12.2.2)

o tolerances and exceptions, including how tolerances are set and exceptions are reported.

(12.2.1, fig.12.1, 12.2.3)

Questions:

1. Which product is a time-driven control?

A. End stage reportB. Exception reportC. Checkpoint reportD. Lessons report

2. What must be used, as a minimum requirement for applying the progress theme?A. Stage authorizationB. Highlight reportingC. Work package authorizationD. Checkpoint reporting



Progress Theme


A purpose of the [ ? ] theme is to control any unacceptable deviations from the project's objectives.

A. ChangeB. PlansC. ProgressD. Risk

4. Which product is a time driven control?

A. End stage reportB. Exception reportC. Highlight reportD. Lessons report

5. A purpose of the progress theme is to…?

A. Set and agree the dates of end stage assessments B. Ensure timely authorisation of work packages C. Control any unacceptable deviations D. Carry out regular quality reviews

6. Which of the following is FALSE?A. Tolerances should be set for the six aspects of project performanceB. The project board can set stage tolerance for time cost scope and risk C. The project manager sets tolerances for the work packageD. Benefit tolerance is set in the benefits management approach

7. Which is a responsibility of the managing level within the project management team?

A. Approving the stage completion of each stage B. Setting stage level risk toleranceC. Ensuring each product in the work pack has gained its requisite approvalD. Appointing team managers to deliver work packages



Managing a Stage Boundary (MSB)

“The purpose of the managing a stage boundary process is to enable the project manager to provide the project board with sufficient information to be able to:

review the success of the current management stage approve the next stage plan review the updated project plan confirm continued business justification and acceptability of the risks”.

Page 246

The PRINCE2 manual states, “Therefore, the process should be executed at, or close to, the end of each management stage.”

Note that this is slightly misleading, and we should add the words, “Apart from the final management stage” to the end of that statement. When we get close to the end of the final management stage, we are using the closing a project process, which will be covered in the next section.

The diagram below shows the activities involved in managing a stage boundary, with some additional annotations added.




Exercise:

Use your PRINCE2 manual to determine what PRINCE2 management products are created or updated during the “plan the next stage” activity. Your aim is to identify 13 management products. Please note that the Project Plan and Business Case should not be on the list as these are updated after planning the next stage not during.

Hint: The PID will be one management product on your list, and therefore all the contents of the PID should not be listed (Risk Management Approach, etc).

1. 8.

2. 9.

3. 10.

4. 11.

5. 12.

6. 13.

7.

Exercise:

Once the next stage plan has been produced, it is presented to the project board (along with the updated PID) for approval.

What will each of the following roles also do?

Executive

Senior User

Senior Supplier





Explain the purpose of the PRINCE2 process managing a stage boundary, (19.1) Explain the objectives of the PRINCE2 processes Explain the context of the PRINCE2 processes

Questions:

1. Which is an objective of the 'managing a stage boundary' process?

A. To enable the project board to commit resources and expenditure required for the initiation stage

B. To review and, if necessary, update the project initiation documentationC. To act as a break between those managing the project and those creating productsD. To ensure a periodic review is carried out to approve the products created within

the completed stage

2. Which statements apply to a stage plan?

1. It is produced for the project during the 'initiating a project' process2. It is produced close to the time when the planned events will take place3. It provides the basis for day-to-day control by the project manager4. It provides the basis for control by the project board


3. Which activity can take place within the 'managing a stage boundary' process?

A. Produce highlight reportsB. Take corrective action within stage tolerancesC. Produce an exception planD. Authorize a stage plan for the next stage

4. Which is an objective of the 'managing a stage boundary' process?

A. To enable the project board to review the project brief before authorising the next stage

B. To provide the information needed for the project board to assess the continuing viability of the project

C. To seek authorisation from corporate, programme management or the customer to commit resources to the next stage

D. To review and sign off all the products created within the completed stage




5. Which statements apply to a stage plan?

1. The first stage plan is produced at the end of the 'initiating a project' process 2. The first stage plan is produced during the ‘starting up a project' process 3. It provides the basis for day-to-day control by the project manager4. Stage plans can sometimes run parallel


6. When would the 'managing a stage boundary' process be used?

1. At the end of the ‘starting up a project’ process2. At the end of the ‘initiating a project’ process3. At the end of every stage4. When an exception plan is requested




Closing a Project (CP)

“The purpose of the closing a project process is to provide a fixed point at which acceptance for the project product is confirmed, and to recognise that objectives set out in the original project initiation documentation (PID) have been achieved (or approved changes to the objectives have been achieved), or that the project has nothing more to contribute.”

Page 260

“The objective of the closing a project process is to: verify user acceptance of the project’s products ensure that the host site is able to support the products when the project is disbanded review the performance of the project against its baselines assess any benefits that have already been realised and update the benefits

management approach to include any post-project benefit reviews ensure that provision has been made to address all open issues and risks, with follow-

on action recommendations.”

The closing a project process is used in two situations: at the normal end of a project when everything has been completed. If the project has been prematurely closed for some reason (e.g. the business case is

no longer valid)

Key activities involved in closing a project (along with additional annotations are shown in the diagram below:





Explain the purpose of the PRINCE2 process closing a project Explain the objectives of the PRINCE2 processes Explain the context of the PRINCE2 processes

Questions:

1. Which is a purpose of the “closing a project process”?

A. To inform the project board that the final stage is about to startB. To provide a fixed point at which acceptance of the project product is

confirmedC. To provide the project board with sufficient information to confirm continued

business justificationD. To define the handover procedures for the project’s products

2. Which is an objective of the closing a project' process?

A. To check that all the project’s products have been accepted by the usersB. To prepare for the final stage of the projectC. To capture the customer’s quality expectationsD. To ensure that all benefits have been achieved

3. When might the closing a project process be used in a project?

1. Directly following a request from the project board to close the project earlier than expected.

2. While the project manager is planning the activities for closure of the project.3. While the project board is deciding to authorize the closure of the project4. Directly preceding the decision by the project board whether to close the

projectA. 1 and 2B. 2 and 3C. 3 and 4D. 1 and 4




4. Which of the following are purposes of the end project report?

1. To show the activities required to gain acceptance of the products and evaluate the project’s performance

2. To pass on details of ongoing risks3. To document lessons that could be applied to other projects4. To show how and when the achievement of the post-project benefits can be

madeA. 1 and 2B. 2 and 3C. 3 and 4D. 1 and 4

5. Which of the following is a purpose of the lessons report

A. To recommend post-project actions specific to the project’s productsB. To plan how and when the project’s benefits will be reviewedC. To collate lessons that could be usefully applied to the current projectD. To provoke action to embed positive experience into the organization’s way

of working

6. Which management product defines the management actions that will be put into place to ensure that the project outcomes are achieved?

A. Project initiation documentationB. Benefits management approachC. End project reportD. Lessons report



Summary of Minimum Requirements

As we have seen all the way through the course, being able to describe the “Minimum requirements” for all of the themes is a key part of the syllabus for the PRINCE2® Foundation exam. Those minimum requirements have been listed all the way through the workbook but are also repeated here for handy reference.

Theme Minimum Requirement Products produced and maintained

PRINCE2 manual page number

Business Case Create and maintain a business justification (Business Case)

Review and update the business justification (Events/Decisions)

Define management actions to ensure outcomes are achieved (Benefits Management Approach)

Define and document roles and responsibilities for the business case and benefits management

Business Case Benefits

Management Approach

48

Organisation Define its organization structure and roles

Document the rule for delegating Change Authority responsibilities (if applicable)

Define the approach to communicating and engaging stakeholders

PID (Team structure and role descriptions)

Communication management approach

62

Quality Define its quality management approach. Must cover:

o Approach to Quality Controlo Approach to Project

Assuranceo How management of quality

is communicatedo Roles and responsibilities for

quality management Specify explicit criteria for products in

their product descriptions. Maintain quality records and a quality

register. Specify Customer Quality

Expectations and prioritised Acceptance Criteria.

Use lessons to inform quality planning, expectations and criteria.

Quality Management Approach

Quality Register

80






Plans Ensure that plans enable the business case to be realized

Have at least two management stages Produce a project plan, and a stage

plan for each stage Use product-based planning Produce specific plans for managing

expectations Define roles and responsibilities for

planning Use lessons to inform planning

Project Product Description

Product Description for each product

Product Breakdown Structure

Plan

97

Risk Define the risk management approach. Must cover:

o How Risks are identified, assessed, planned and implemented

o How management of risk is communicated

o Assessing whether risks might have a material impact on Business Justification

o Roles and responsibilities for risk management

Maintain some form of risk register Ensure that risks are identified,

assessed, managed and reviewed continually

Use lessons to inform risk identification and management

Risk Management Approach

Risk Register

121






Change Define its change control approach. Must cover:

o How issues are identified and managed.

o Assessing whether issues have a material impact on business justification.

o The roles and responsibilities for change control including a Change Authority

Define how baselines are created, maintained and controlled

Maintain some form of issue register Ensure that issues are captured,

examined, managed and reviewed Use lessons to inform issue

identification and management

Issue Register Change control

approach

140

Progress Define its approach to controlling progress in the PID

Be managed by stages Set tolerances and be managed by

exception against tolerances Review business justification when

exceptions are raised Learn lessons

The project controls should be documented in the PID

148



Exercise Answers

Exercise Answers Section

This section is intended to give sample answers to the exercises contained within the workbook. In some cases, the exercise may not have one “exact” answer, but answers are

given here for guidance.



Exercise Answers

Principles Exercise 1

Match each principle with the following statements:

Statement PrincipleThe level of this depends on the risk (amongst other things)

Tailoring

Starts off in outline, moves to detailed and is updated throughout.

Continued Business Justification

Make sure we have quality outputs and deliverables that are fit for purpose.

Focus on Products

All three of the primary stakeholder accountabilities should be present.


We need a minimum of two of these. Manage by stages

Tolerances are set at all levels of a project. Manage by exception

Creating a log during Starting up a Project, and writing reports to provoke change


Principles Exercise 2

Match each principle with its relevant purpose

Purpose PrincipleProvides review and decision points

Tailor to suit the project

To gain a common understanding of quality expectations


More efficient use of senior management time

Manage by stages

Appropriate project controls Continued business justification

Seek opportunities for improvements during the project


For people to understand what is expected of them

Focus on products

Ensures the project remains aligned with the benefits

Manage by exception



Exercise Answers

Themes exercise 1:

Which theme would help to explain the following?

What reports are needed to monitor the work

Progress

The definition of what will make a product fit for purpose.

Quality

The role descriptions of people working on the project.

Organisation

Where the justification for continuing with the project is documented.

Business Case

Where to document something that may have an effect on your project objectives.

Risk

To assess how something that has happened would affect the project.

Change

When something needs to be done and how long it will take.

Plans



Exercise Answers

Processes exercise 1:

Match each process with its purpose

Process PurposeStarting up a project Make key decisions and

exercise overall control

Initiating a project Agree requirements for acceptance, execution and delivery with Team Manager(s)

Directing a project Assign and monitor work and report progress

Controlling a stage Establish solid foundations for the project

Managing product delivery Fixed point at which acceptance is confirmed

Managing a stage boundary Do we have a viable and worthwhile project?

Closing a project Provide Project Board with information required to approve further work



Exercise Answers

SU Exercise 1:

The basic framework for Starting Up a Project is shown below. Use your PRINCE2 manual to identify what the OUTPUTS of each activity are (shown in numbers on the diagram).

In this answer, the whole diagram has not been replicated. The numbered management products are simply listed here:

1. Executive role description.2. PM role description.3. Daily log.4. Lessons log.5. Outline business case.6. Project Product Description.7. PM team role descriptions.8. PM team structure.9. Project approach.10. Additional role descriptions.11. Stage plan.

Business Case exercise 1:

No sample answer provided here as any reasonable answer provided is acceptable. Key point is understanding the contents and layout of the business case.



Exercise Answers

Organization Theme exercise 1:

Answer the following questions.

1. In a customer/supplier environment, from which organisation should the project manager ideally come? - Customer

2. Which role is supported by project support? – Project Manager (but may also assist team managers).

3. Which processes will the team manager use? - MPD

4. What changes will the change authority authorize? – Requests to change products and their descriptions.

5. Which management products will the project manager produce? – Almost all of them.

6. Which management products will the team manager produce? – Team Plan and Checkpoint Report

7. Which processes will the project manager use? – Most of SU, all of IP, SB, CS, CP are the PM’s responsibility, but they would make use of the Team Manager’s process (MPD) and Project Board’s process (DP).

8. Which management products will project assurance produce? - None

9. Which processes will project assurance use? – As project assurance is part of the project board’s responsibilities, they will use DP but be involved in all the others if need be.



Exercise Answers

Organization theme exercise 2:

Assign responsibilities to each of the roles. Four responsibilities should be assigned to each role.

Roles:Executive Project Manager

Appoint the PM Accountable for project success

Authorize work packages

Day-to-day management

Key decision maker Oversee business case development

Manage project delivery (time, cost, quality)

Lead and motivate the project team

Senior User Senior SupplierSpecify operational and maintenance needs

Ensure benefits are realized

Confirm viability of project approach

Realistic design proposals

Monitors products against requirements

Define acceptance criteria for the project

Quality of products Maintain specialist products after closure



Exercise Answers

Directing a Project exercise 1:

Authorizing Initiation – the project board must be convinced it is a worthwhile investment to commit resources to the initiation stage of any project.

Which management products would the board approve at this decision point?

Project Brief and Initiation Stage Plan

Authorizing the project – Has sufficient planning and forward thinking been applied to give the project board the confidence to authorize the contents of the PID?

Who should the board inform about this approval?

The project manager (but usually done at same time as first stage plan). Corporate, Programme or Customer as expectations may have changed now we have a plan.

Authorize a stage or exception plan – Has the project board sufficient confidence to approve the next stage or an exception plan?

Which management products would the board approve at this point and what would be triggered?

Next stage plan, update PID (perhaps exception plan). Triggers Controlling a Stage (CS) or may trigger premature closure of the project.

Give ad-hoc direction for project board members to give advice or guidance to the project manager at any time during the project.

What will the board regularly receive and what might be triggered?

Advice; Notification or requests to the corporate; Premature closure; Exception plan request (triggering a stage boundary)

Authorise project closure - A pre-defined point at which to end the project.

Which management products would the board distribute and who would they send them to?

End project report; Benefits management approach; Project closure notification sent to whoever needs to know in the corporate, programme management or customer organisation. This would be defined in the communications management approach.



Exercise Answers

Initiating a Project Exercise 1:

Match each activity of the initiating a project process with the corresponding theme or chapter.

Activity Chapter or ThemeAgree the tailoring requirements 4. Tailoring and 21Prepare the risk management approach 10. Risk ThemePrepare the quality management approach 8. Quality ThemePrepare the change control approach 11. Change ThemePrepare the communication management approach

7. Organisation

Set up the project controls 12. ProgressCreate the project plan 9. PlansPrepare the benefits management approach

6. Business Case

Assemble the project initiation documentation

16. Initiating a Project, and Appendix A



Exercise Answers

Initiating a Project exercise 2:

Complete the following diagram, listing all the activities, inputs and outputs as indicated by the numbers.

The full diagram is not listed here, but all the numbered points are just given here as a list for reference.1. Authorise initiation2. Authority to initiate a project3. Agree the tailoring requirements4. Prepare the risk management approach5. Prepare the quality management approach6. Prepare the change control approach7. Prepare the communication management approach8. Set up the project controls9. Create the project plan10. Prepare the benefits management approach11. Assemble the PID12. Request to deliver a project13. Authorise a project15. Risk Management Approach16. Risk Register17. Quality Management Approach18. Quality Register19. Change Control Approach20. Configuration Item Records21. Issue Register22. Project Plan23. Product Descriptions24. Configuration item records25. Benefits Management Approach26. Detailed Business Case

Risk Exercise 1:

No sample answer is given here for the risk exercise as it depends on which risk has been identified. Any reasonable answers are acceptable.



Exercise Answers

Quality Exercise 1:

For the case study project, state whether each factor listed relates to the Customer’s quality expectations (CQE), Acceptance Criteria (AC) or Quality Criteria (QC).

Quality Factor CQE, AC or QC1. Website landing page needs to be clear and easy to read. CQE

2. Stall at launch event needs to have an advertising banner, 2m x 60cm, printed in colour with company name in Arial font and company logo measuring 40cm x 40cm.

QC

3. Company logo should be modern and eye-catching CQE

4. Promotional literature for handing out at launch event should be printed in colour on 1 sheet of A4, 120gsm paper.

QC

5. Budget for launch event will not exceed £5000. AC

Quality exercise 2:

Using the case study information, prepare a Project Product Description for the project.

Any reasonable answer is acceptable here.



Exercise Answers

Plans Theme exercise 1:

Fill in the names of the plans in the diagram below. Then answer the following questions for each plan:

Who produces it? Which process is it used in? Who uses it? What do they use it for?

Project Plan is produced by PM during IP, and it is used by the Board to monitor progress

(Initiation) stage plan is produced by the PM during SU, to let the board understand the work needed to initiate a project

Stage Plans are produced by the PM in MSB and are used by the PM to monitor progress

Team Plans are optional in PRINCE2, but if they are required, they are produced by the team managers in MPD to manage the creation and testing of products

Exception plans are produced by the PM in MSB when used by the board. They are used to replace the obsolete stage plan



Exercise Answers

Plans Theme Exercise 2:

Create a product breakdown structure (PBS) for the case study project using specialist products only.

Refer to Appendix D in the PRINCE2 manual to get an idea of what should be produced for this exercise. Not the same example, but the diagrams give a good idea of what they should look like.

Plans Theme Exercise 3:

Due to funding issues, the budget for your project may have to cut. The executive has come to you, the project manager, and asked you to prepare a list of the minimum that can be delivered for the project to still be viable. You have decided to use MoSCoW to prepare this for the executive.

No sample answer given for this. Any reasonable answer is acceptable.

Controlling a Stage Exercise 1:

One of the team managers on your project has been sending checkpoint reports that are not accurate. These were emailed to you, as was agreed in the Work Package. The checkpoint reports show that progress is being made and no issues have been raised or mentioned.

What would PRINCE2 provide that would help with investigating this situation?

1. Progress isn’t being made. The team usually make all efforts to deliver at the last minute, so the reports were prepared in good faith.Previous checkpoint reports – see Appendix A for contents. Quality register – look at p.87 of PRINCE2 manual for why. Configuration item records, Quality records, Product descriptions.

2. Products are being produced which are not to the agreed criteria. The suppliers and users have built up a very strong relationship and raising small errors as issues could be detrimental to this relationship.Quality register for results of quality reviews. Quality review follow-up action points. Quality records.

3. The team feel the change process is cumbersome and time consuming, so they are making changes to the products without formal change authority. They feel these changes will be of benefit and they are not major changes.Keep on top of what is happening by taking part in reviews of products and monitoring. Configuration item records and product status audits will help.



Exercise Answers

Change Theme Exercise 1:

You’ve received a checkpoint report from the team manager that indicates a key deliverable is going to take twice as long to deliver as expected.

You have decided to manage this issue formally. What should happen at each stage? Use the space below to record what would happen at each stage of the process.

1. Capture – the “Type” and “Severity” of the issue.

2. Assess – the Impact on Time, cost, quality, scope, risk, benefits, etc.

3. Propose – options for dealing with the issue.

4. Decide if tolerances are available.

5. If “No” then raise an Exception Report

6. If “Yes”, go ahead and implement the Change.



Exercise Answers

Progress Theme Exercise 1:

Which of the 6 areas of tolerance (Cost, Time, Quality, Scope, Risk, and Benefits) do each of the following refer to?

Statement Tolerance

The permissible deviation that is documented in the business case.

Benefit

The permissible deviation documented in a plan that is permissible before the deviation needs to be escalated to the next level of management.

Time

The tolerance identified for a product defining an acceptable range of criteria. Documented in the project product description (for the project-level tolerance) and in the product description for each product to be delivered.

Quality

The threshold levels of exposure that, with appropriate approvals, can be exceeded, but which when exceeded will trigger some form of response.

Risk

The permissible deviation in a plan that is permissible before the deviation needs to be escalated to the next level of management. Documented in the respective plan in the form of a note or reference to the product breakdown structure for that plan.

Scope

The permissible deviation to the estimates in a plan that is permissible before the deviation needs to be escalated to the next level of management.

Cost



Exercise Answers

Progress Theme Exercise 2:

For each statement listed below, try to determine where each one should be documented. You can refer to Appendix A in your PRINCE2 manual for the individual document contents, or the Progress Theme for a general overview. Some of them may be suitable for more than one document, so just choose the MOST appropriate one.

Checkpoint Report Highlight Report Work PackageException Report End Stage Report Daily Log

1. It is forecast that the stage time tolerances are likely to be exceeded by 1 week.Exception Report

2. The funds and resources for stage 3 should be released.End Stage Report

3.Checkpoint reports should be emailed every week before 5pm each Friday.Work Package

4. This period the following work packages have been agreed: Company logo design, Facebook brandingHighlight Report

5. The team manager working on the social media profiles has failed to provide their checkpoint report this week. This needs to be monitored carefully and action taken if they miss another.Daily Log

6. Team members have ensured the website landing page has the correct information as was agreed in the product description.Checkpoint Report



Exercise Answers

Exercise:

Use your PRINCE2 manual to determine what PRINCE2 management products are created or updated during the “plan the next stage” activity. Your aim is to identify 13 management products. Please note that the Project Plan and Business Case should not be on the list as these are updated after planning the next stage not during.

Hint: The PID will be one management product on your list, and therefore all the contents of the PID should not be listed (Risk Management Approach, etc).

1.Stage Plan 8.Lessons log

2.Issue Register 9.Product flow diagram

3.PBS 10.Product status account

4.Issue Report (if required) 11.Risk register

5.Product descriptions 12.PID (and all its contents)

6.Daily Log 13.Quality Register

7.Configuration Item records

Exercise:

Once the next stage plan has been produced, it is presented to the project board (along with the updated PID) for approval.

What will each of the following roles also do?

Executive – Provide funds for next stage plan

Senior User – Provide reviewers and testers for the next stage and approve the product descriptions as being fit for purpose if produced to the agreed criteria

Senior Supplier – provide the resources, goods, services for the production of the products. Approve the product descriptions as being technically feasible.



· web viewthe project documentation should be tidied up and archived, the project should be...

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