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June 2008University of Adelaide
Perry Wheeler
PRINCE2 TimelinePRINCE2 Timeline
1989
2005
1996
2009 ?
CurrentCurrent ReleaseRelease
PromptPrompt
How big is Prince2?How big is Prince2?More than 250,000 practitioners worldwideMore than 20 national user groupsOver 120 accredited training organisationsTranslated into at least 17 languagesPublic and private sectorUsed on all types of projects (construction, change,
technology)Over 2 million page links on Google (PMBOK gets
1.4 million)Now the most widely used PM methodology in the
world
PRINCE3?PRINCE3?Still Prince2Prince to Prince2 was a fundamental changeCostTrademark and image
Why Change?Why Change?
OGC MandateOGC Mandate
OGC MandateOGC Mandate
Public ConsultationPublic Consultation
Public ConsultationPublic Consultation
The approachThe approach
PRINCE2Method
PRINCE2 in Practice
ManagingDirecting
Business benefits through project and programme management
Think Prince2
Study guides
Prince2 handbook
Templates
Checklists
P3O
P2MM
MSP
M_O_R
ITIL
Case Studies
PRINCE2 & DSDM
TheThe ChangesChangesManuals - ChangedPrinciples - NewThemes – Updated ComponentsProcesses – ChangedTechniques – Probably replacedManagement Products – ReducedProject Environment - New
The ManualsThe Manuals
The PrinciplesThe Principles
The new release is to be placed in context by new, defined principles which should be:UniversalSelf validatingEmpowering
These principles separate a PRINCE2 project from a PINO project
Business Justification A PRINCE2 project must have continued business justification
Roles and Responsibilities
A PRINCE2 project must have defined and agreed roles and responsibilities with an organisation structure that engages the business, user and supplier stakeholder interests
Product Focus A PRINCE2 project must focus on products and their quality
Managed by Stages A PRINCE2 project must be planned, baselined, monitored and controlled on a stage by stage basis
Management of Risk A PRINCE2 project must proactively manage its risk
Scaling and Tailoring A PRINCE2 project must decide how to apply the method such that it is scaled and tailored to suit the project’s environment, complexity, importance and risk
Learning Lessons A PRINCE2 project must learn from experience
Business Case The why
Organisation The who
Plans The what, how and when
Risk Managing uncertainty
Progress Controlling time and costs
Quality Assuring the delivery of fit-for-purpose products
Issues & Changes Controlling scope
The old process diagramThe old process diagram
Directing a ProjectDirecting a Project
Start-Start-upup
InitiationInitiation
Stage BoundariesStage Boundaries
Controlling a Controlling a StageStage
Product DeliveryProduct Delivery
Closing Closing a a
ProjectProject
Management ProductsManagement Products
Scaling philosophyDesigned for typical projects
Can be scaled upCan be scaled down
Will be supported by a set of templates with embedded guidance and quality criteria
“PRINCE2 requires information and decisions NOT documents and meetings”
The Project EnvironmentThe Project EnvironmentWill contain context based guidance
Projects in a programme / not in a programmeCustomer/Supplier commercial relationshipsWorking with project or programme officesUsing PRINCE2 with specialist methodsLinks with OGC GatewayProcurementPolicy projects Feasibility projectsR&D projectsMulti-organisation projectsEvolving projectsCompulsory projects
What happens now?What happens now?First Drafts completed (Feb 2008)Pilots nearly completed (March 08 to June 08)Quality Reviews (first draft, second draft, final
draft)Surveys – to address options and test quality
criteriaProof of Concept (for exam syllabus) Another
Exam change!Further consultation (for enhanced exam scheme)Transition period Q1 2009
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