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