OV - 6 aspects of project performance to be manage
1.Costs
2.TimeScale
3.Quality
4.Scope
5.Risk
6.Benefits
OV - 5 characteristics of a project
1.Change
2.Temporary
3.Cross functional
4.Unique
5.Uncertainty
O
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OV - 6 aspects of project performance to be manage
1.Costs
2.TimeScale
3.Quality
4.Scope
5.Risk
6.Benefits
OV - 5 characteristics of a project
1.Change
2.Temporary
3.Cross functional
4.Unique
5.Uncertainty
OV - 4 integrated elements on which Prince2 is based
1.principles
2.themes
3.processes
4.the project environment
OV - 7 Benefits of using Prince2
1.can be applied to any projects
2. common vocabulary & approach
3.integrates easily with industry specific model
4.ensure management by exception to make efficient use of executives time
5.ensure focus on the continuing viability of the projet
6.lot of accredited training & consultancy org
7.explicit definition of roles & responsability
OV - Customer/Supplier context of Prince2 project
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OV - 7 Principles
1.continuous business justification
2.learn from previous experience
3.defined & agreed roles & responsabilities
4.management by stages
5.management by exception
6.focus on the delivery of products
7.tailoring of methodology
OV - Difference between a project & a programme
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OV - 5 characteristics of a project (detailled)
1.Change : projects are the means to introduce changes
2.Temporary : one desired change has been implemented business as usual resume (start & end)
3.Cross functional : projects invovle a team of people with different skills working together to introduce a change outside of the team. Often cause strains since each has a different perspective
4.Unique : every project is unique. different team, customer, location
5.Uncertainty : threats & opportunities. More risks.
OV - Definition of a project
a temporary organisation that is created for the purpose of delivering one or more business products according to an ageed Business Case
OV - 7 themes
1.Business Case : why
2.Organisation : who
3.Quality : What
4.Plans : How? How much? When?
5.Risk : what if?
6.Change : what's the impact
7.Progress : where are we know? Where are we going? Should we carry on?
BC - Purpose of the BC them
is to establish mecanism to judge whether the project is (and remains) desirable, viable and achievable as a means to support decision making in its (continued) investment
BC - How the BC supports the continued biz justif principle
by documenting the business justification in the business case describing the reasons for the project based on estimated cost, risk & expected benefits
BC - Difference between output, outcome & benefit
output : any of the project's specialist products (tangible or not); (ex : New Sales System)
outcome : the result of the change derived from using the project's output (ex:Sales Order are processed faster)
benefit: measurable improvement resulting from an outcome that is perceived as an advantage by one or more stakeholders (Costs are reduce by 15%)
BC - Purpose of BC & Benefit Review Plan
BC: used to document the justification for the undertaking of a project based on the estimated costs against the anticipated benefits to be gained & offset by any associated risks.
BFR : how & when a measurement of the achievement of the project's benefit, expected by senior user, can be made
BC - Recommanded composition of a BC (9)
1. Exec Summary
2. Reasons
3. Business options
4. Expected benefits
5. Expected dis-benefits
6. Timescale
7.Costs
8.Investment appraisal
9.Major risks
OR - Roles in OR
Project Board (3)
Executive
Snr User
Snr Supplier
Project Assurance (Business, User & Supplier)
Project Manager
Change Authority
Project Support
Team Managers
Team Members
OR - Purpose of OR theme
to define & establish the project structure of accountability & responsability
OR - in which process OR them is applied & which roles are responsible for this
...
OR - the 3 projects interest & how these are represented within the three levels of the project mgmt team structure
Business, User & Supplier
OR - how the four levels of the project mgmt structure apply to the process model
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OR - Project Board Role + 4 chars
Executive + Snr Supplier + Snr User
has authority & responsability for the project within the instructions (prj mandate) set by corporate or program mgmt
Authority; Credibility; Ability to delegate; Availbility
OR - Difference between project stakeholders & decision makers
Project stakeholders need to be informed
Decision makers need to be on the board
OR - purpose of the communication mgmt strategy
Contains a description of the means & frequency of communication to parties both internal & external to the project.
It facilitate the engagement with stakeholders through the establishment of a controlled & bi-directional flow of information
OR - 4 levels of mgmt
Corporate => program mgmt
Directing => project Board
Managing => Project Manager
Delivering =>Team Manager
OR - the Executive role (5)
1. ultimatly accoutable for the project's success & is the key decision maker
2. His role is to ensure focus on objectives & on delivering a product that will achieve the forecasted benefits.
3. He has to ensure that the project gives value for the money (cost conscious approach).
4.Appointed by corp or prg mgmt & appoint the rest of the team, including the rest of the project board.
5.Responsible for the business cases.
OR - Snr User Role (2)
1. Responsible for specifying the needs of those who will use & for monitoring that the solution will met those needs.
2. He specifies the benefits
OR - Snr Supplier Role (2)
1. represents those designing, developing, procuring & implementing the products
2. accountable for the quality of products
OR - Project Manager Role (3)
1.Single focus for day to day management. Authority to run the project on behalf of the project's board with the contraints defined.
2. responsible for the work of all P2 process except for directing process & appointment of exec & PM
3. Manage the Team Managers & Project Support & is responsible for liaison with project Assurance & the project board
OR - Team manager Role (1)
1.ensure production of those products or Work packages allocated by PM. Reports & take direction from PM.
OR - Project Assurance Role (3)
1. responsible for monitoring all aspects of projects performance & products independantly of the project manager
2.Project board members are responsible for the aspects of PA aligned to their area of concern. They may conduct it or appoint others. They must be independant from the PM.
3.Support the PM by giving advice & guidance.
OR - Project Support (1)
1.support the PM. Administer configuration management procedure & tool. PMO. Keep separated from Project Assurance
OR - Change Authority
1.It's the project board responsability to agree to each potential change before it is implemented. Must decide before end of initiation stage if delegation of authority.
2.PB should define in the Configuration Management Strategy a scale of severity ratings for request for change & appropriate authority (Corp; PB; CA;PM)
QU - recommanded quality review team roles & responsabilities
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QU - Purpose of the quality them
to define & implement the means by which the project will create & verify products that are fit for purpose
QU - relationship between Quality Assurance & Project Assurance
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