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PRINCE2 Agile®: It’s All About Tailoring
Duncan Wade Director of Human Interface Consultancy Ltd.
Copyright © Learning Tree International, Inc. and AXELOS Limited 2015. All rights reserved. Material in this document has been sourced from PRINCE2 AGILE, 2015 Edition. No part of this document may be reproduced in any form without the written permission of both Learning Tree International, Inc. and AXELOS Limited. Permission can be requested at www.LearningTree.com and licensing@AXELOS.com. PRINCE2 Agile® is a registered trade mark of AXELOS Limited, used under permission of AXELOSLimited. All rights reserved.
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2PRINCE2 Agile®: It’s All About Tailoring
T A B L E O F C O N T E N T S
PRINCE2 Agile Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
PRINCE2 Facilitation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
PRINCE2 Customization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
PRINCE2 Drivers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
PRINCE2 Guidance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
About the Author . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
About Learning Tree . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
PRINCE2 Agile Course 3634 Excerpt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
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3PRINCE2 Agile®: It’s All About Tailoring
PRINCE2 Agile Overview
PRINCE2 Agile is a terrific solution that can help organizations already benefiting from PRINCE2. It may be traditional for white papers to maintain balance, but I want to share my enthusiasm about a valuable solution that will help us transition to new working practices without compromise.
In recent years, Project Management has been described as “traditional”, while agile working practices have been described as “novel, changing the world of work.”
Professionals have been forced to make a decision that appears binary: Are we a traditionalist or do we go boldly into the future? I imagine I’m not alone in answering, “I want to be both!”
PRINCE2 Agile resolves the dilemma of having to choose. With the right sort of preparation, an organization can maintain good governance and direction of its initiatives while making use of every tool available to create forward-facing products and solutions. It can help ensure desired outcomes while employing ideas that also bring the future of work into the office today.
Project management is not a new concept, and best practices have been inspected and adapted many times over the years, constantly evolving to address new challenges. While fundamental principles have remained steady, other aspects have changed to capitalize on lessons learned. PRINCE2 has worked effectively with waterfall methodologies to guide and deliver successful projects throughout the world. As much a victim of its own success as anything else, it has become synonymous with traditional project delivery. However, that does not properly represent its role.
US1603_ITIL WP pg2
PRINCE2 can help ensure desired outcomes while
employing ideas that also bring the future of work
into the office today.
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4PRINCE2 Agile®: It’s All About Tailoring
PRINCE2 Facilitation
PRINCE2 is a facilitator. Its job is to create an environment where the team and the team delivery processes can succeed. It has done, and will continue to do this facilitation role well for the waterfall approach, as it will for agile delivery if we keep to our established principles. In this case, the key is “tailor to suit the environment”.
PRINCE2 Agile asks a simple question. “What sort of environment do we need in order to empower agile project management?” It considers this question from multiple angles:
• How do we ensure that there is flexibility on what is to be delivered?
• How do we promote and empower collaboration?
• How do we make communication within the project rich and fast?
• How do we enable iterative working and incremental delivery?
• How do we get the contracts and commercials to support our chosen approach to working?
• How do we get buy-in to an agile way of working?
PRINCE2 is a facilitator. Its job is to create an environment where the team and the team delivery
processes can succeed.
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5PRINCE2 Agile®: It’s All About Tailoring
It then sets about creating the correct environment. This is PRINCE2 at its best – creating effective project environments where work can be successful. The goal of tailoring is to adjust the “vanilla” vision of PRINCE2, as represented in the manual, to enable directing, managing and delivering to work together to create the products that we want, in the way that we want to them created.
Directing and managing ensure that:
“ The project board are 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.”
– Managing Successful Projects with PRINCE2® AXELOS
Delivering is about getting the work done and getting it done right:
“ When combining PRINCE2 with agile, the managing product delivery process and the use of work packages needs to be seen as a vital interface and linking process.”
“ The interface should be collaborative and transparent where there is a collective agreement on what is to be produced and how this will be achieved.”
– PRINCE2 Agile®, AXELOS
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6PRINCE2 Agile®: It’s All About Tailoring
PRINCE2 Customization
PRINCE2 Agile is not prescriptive. As agile is such a wide body of knowledge, the PRINCE2 Agile manual explores concepts, gives guidance, and considers alternatives. It does not offer just one simple solution that will work best for every situation.
However, there are front-runners in the world of agile, such as Scrum and Kanban. Both of these approaches are reviewed in the manual, and basic knowledge covering how PRINCE2 might be tailored is offered.
We are not tailoring agile; we just want the delivery mechanism to do its job. PRINCE2 has been built in a flexible way in order to enable our chosen delivery mechanism. Tailored PRINCE2 establishes the environment; agile delivery focuses on creating products that are fit for purpose.
While we could simply put agile in the “execute the work package” box and leave PRINCE2 alone, PRINCE2 Agile aspires to much greater than that, as one process embodying the very best of both. It is an inspirational transformation and exercise in tailoring.
What are the drivers that we should consider when evaluating the benefits of PRINCE2 Agile?
Copyright© AXELOS Limited 2009. All rights reserved. Material is reproduced under licence from AXELOS.
(Figure 3.1 – PRINCE2 AGILE® 2015 Edition.)
Tailored PRINCE2 establishes the environment; agile delivery focuses on creating products
that are fit for purpose.
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7PRINCE2 Agile®: It’s All About Tailoring
PRINCE2 Drivers
PRINCE2 Agile is an enabler. From the top down, it facilitates a way of implementing agile techniques, concepts and behaviours that don’t weaken the governance, direction and information flows necessary for successful project completion. It’s a way of tailoring management that empowers agile’s implementation rather than limiting it to fit.
PRINCE2 is a career builder. PRINCE2’s appeal to working professionals is that it is a proven method that works, and its implementation helps us to be successful in our chosen careers. It is also a differentiator in a busy job market. When you have real skill at delivering projects, the challenge is how to make that visible to prospective employers. Today the market is more fragmented, with questions pertaining to how you deliver, traditional or agile. My answer would be, “I don’t mind, how do you like to see it done? I have a flexible set of skills that understand the big picture and the value of governance, I can run a traditionally organised project and I can create an environment where agile working can flourish”. A key piece of evidence that will support that position is the PRINCE2 Agile qualification.
For PRINCEers. Agile is simply too good a tool to be missing from your toolkit. In the right situation it will transform your delivery and build trust and collaboration that is exceptional.
For Agilisters. PRINCE2 is not the traditional behemoth you may think. It creates the space needed for work to be successful, and if applied well, is about empowering and facilitating not command and control.
PRINCE2’s appeal to working professionals is that it is a
proven method that works, and its implementation helps us to be successful in our chosen
careers. It is also a differentiator in a busy job market.
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8PRINCE2 Agile®: It’s All About Tailoring
If we challenge PRINCE2 Agile from the perspective of “How does it help me be successful,” it creates an interesting picture:
“The first thing to note is that PRINCE2 allows us to clearly look at winning in different ways. In a PRINCE2 project there are 4 distinct ways to demonstrate a win:
1. The defined acceptance criteria which include the projects performance targets are met
2. The products that the project creates are accepted by our customers
3. The benefits identified in the business case are delivered
4. The promises that we make about how we will run the project, captured in the project initiation documentation, are kept”
– AXELOS White Paper “It’s all about winning”, by Duncan Wade
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9PRINCE2 Agile®: It’s All About Tailoring
PRINCE2 Guidance
PRINCE2 Agile guides us to:
Copyright© AXELOS Limited 2009. All rights reserved. Material is reproduced under licence from AXELOS.
(Figure 6.1 – PRINCE2 AGILE® 2015 Edition.)
For a taste of Learning Tree’s PRINCE2 Agile Course 3634, please see the attached slides, excerpted from the course.
In order to create the right environment for an agile delivery framework to succeed, we need to consider every aspect of PRINCE2 and every step in the process of project delivery. PRINCE2 Agile does just that by reviewing the PRINCE2 principles in context and offering recommendations and considerations for the processes and themes. It is a comprehensive approach that considers every step of the dance.
1. Create acceptance criteria that is flexible yet measurable and definitive. Manage our targets to fix time, cost, flex, scope, and quality.
2. Work iteratively and deliver incrementally so that products are accepted by our customers early, and delivery becomes second nature to the project.
3. Create value by ensuring that work delivered has benefit
4. We keep our promises by adopting a set of behaviours, concepts and techniques that define a way of collaborative working.
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10PRINCE2 Agile®: It’s All About Tailoring
About the Author
Duncan Wade (www.hic.co.uk) is a Director of Human Interface Consultancy Ltd. He is the Lead Trainer and Course Author of the Learning Tree International courses on PRINCE2 and PRINCE2 Agile, and a working professional in the field of project management and agile delivery.
About Learning Tree
Established in 1974, Learning Tree International is a global provider of hands-on IT and management training. Learning Tree develops, markets and delivers a broad, proprietary library with over 6,000 scheduled, instructor-led courses offered at Learning Tree Education Centers around the world, on-site at client facilities, or via the Internet with AnyWare™ — Learning Tree’s superior, online attendance platform.
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• 66,000 organizations in over 115 countries served
• 2.4 million participants trained In-Class and via AnyWare™ – Learning Tree’s superior, online attendance platform
• 2,000 courses, 500 customized, delivered to client locations globally each year
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For more information about Learning Tree products and services, call 1-800-THE-TREE (1-800-843-8733) or visit our website at LearningTree.com
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What PRINCE2 Agile® May Look Like
Handout 3
PRINCE2 Agile® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.
3634/HO3/A.2/605/A.1
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Copyright © Learning Tree International, Inc. and AXELOS Limited 2015. All rights reserved. Material in this document has been sourced from PRINCE2 AGILE, 2015 Edition. No part of this document may be reproduced in any form without the written permission of both Learning Tree International, Inc. and AXELOS
Limited. Permission can be requested at www.LearningTree.com and licensing@AXELOS.com. PRINCE2 Agile® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.
PRINCE2 Process Overview
Authorize a Stage Directing
Managing
Delivering
Risk Register Quality Register Issue Register
Corporate or Programme Management
DP
CS
SB
IP SU
SU
SB
CS
MP MP
Project Mandate Exec Role Description Appoint Exec
PM Role Description Appoint PM Project Mandate
Project Initiation Documentation (PID) Incl Strategies Incl Project Plan Incl Detailed BC Benefits Review Plan End Stage Report Next Stage Plan
Daily Log Lessons Log
Updated PID Incl Project Plan Incl Detailed BC Incl Risks Benefits Review Plan End Stage Report Next Stage Plan
Accepted Products Updated PID End Project Report Incl Lessons Report Incl FOAR Benefits Review Plan
Work Packages
Work Packages Specialist
Products Specialist Products
Checkpoint Reports
Checkpoint Reports
Highlight Reports
Highlight Reports
CP
Initiation notification Project authorization notification Closure notification
Authorize Initiation
Authorize the Project Authorize
a Stage Authorize Project Closure
Give ad hoc direction
Project Brief Incl Outline BC Incl Project Product Desc Incl Project Approach Incl PM Team Structure Initiation Stage Plan
3 HO3-
Copyright © Learning Tree International, Inc. and AXELOS Limited 2015. All rights reserved. Material in this document has been sourced from PRINCE2 AGILE, 2015 Edition. No part of this document may be reproduced in any form without the written permission of both Learning Tree International, Inc. and AXELOS
Limited. Permission can be requested at www.LearningTree.com and licensing@AXELOS.com. PRINCE2 Agile® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.
Delivery Team • Self-organized and empowered Approach • Timebox or flow (e.g., Scrum, Kanban) • Frequent releases and sprints • Regular delivery of something of use and value • Communication face-to-face and visualization—
stand-ups, WIP boards • Product demos and working practice Retrospectives Plans/product backlogs • Provide relative priorities between products/
requirements/user stories • Dynamic, updated regularly Work packages • Collaboratively defined, empowered teams pull
selected work • Scope
– Higher level defined before the stage—releases/ sprints/products
– Lower level defined during the stage—products/ groups of features/requirements
– prioritized Product Descriptions • Outcome • prioritized composition • prioritized quality criteria
PRINCE2 Agile—How an Overview Might Look
Setup Team
• Agile behaviours • Agile roles blended
Approach • Agile implications
• Uncertainty Cynefin Business Case
• Value per amount delivered – Best, worst, expected, MVP
– Tolerances – Product/features/quality
• Timescales – Stages/releases/MVP
– Early benefit realization • Costs
– Increased customer involvement – Earlier operational expenses
• Risk Agilometer Project Product Description
• Outcomes • Priorities/ranges
– Products/features/requirements – Acceptance criteria
Plans/strategies • Define new approaches/ways of working
– E.g., change formal and dynamic Extras
• Requirements gathering • Product backlog creation
– Requirements/user stories (Epics) • Cost and time tolerances for delivery set to zero
4 HO3-
Copyright © Learning Tree International, Inc. and AXELOS Limited 2015. All rights reserved. Material in this document has been sourced from PRINCE2 AGILE, 2015 Edition. No part of this document may be reproduced in any form without the written permission of both Learning Tree International, Inc. and AXELOS
Limited. Permission can be requested at www.LearningTree.com and licensing@AXELOS.com. PRINCE2 Agile® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.
Starting Up a Project
Select the project approach and assemble
the Project Brief
Plan the initiation stage
Design and appoint the project
management team
Appoint the Executive and the Project Managers
Capture previous lessons
Prepare the outline Business Case
Request to initiate a project
Project mandate
Directing a Project
Corporate or programme
management
Starting Up a Project
• Likely workshop, informal and low-tech • Plan/timeboxes for requirements/products • Sprint zero, iteration zero, discovery phase • Safe-to-fail experiments
• Likely workshop • Product Backlog • High-level
requirements • Assess uncertainty
with Cynefin
Likely workshop; consider the agile roles required
• Likely workshop to define Outline Business Case • Define outcomes, minimum viability • Value of frequent releases • Use concepts from Lean Startup (MVP) • Identify risks with Agilometer • Likely to indicate some costs and timeboxes • Project Product Description defines outcomes
Review previous project/release retrospectives
Executive and Project Managers familiar with agile behaviours, concepts and techniques
5 HO3-
Copyright © Learning Tree International, Inc. and AXELOS Limited 2015. All rights reserved. Material in this document has been sourced from PRINCE2 AGILE, 2015 Edition. No part of this document may be reproduced in any form without the written permission of both Learning Tree International, Inc. and AXELOS
Limited. Permission can be requested at www.LearningTree.com and licensing@AXELOS.com. PRINCE2 Agile® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.
Initiating a Project
Create the project plan
Set up the project controls
Prepare the Risk Management
Strategy
Directing a Project
Authority to initiate project
Prepare the Quality Management
Strategy
Prepare the Configuration
Management Strategy
Prepare the Communication
Management Strategy
Refine the Business Case
Assemble the Project Initiation Documentation
Request to deliver a project
Stage boundary approaching
Managing a Stage Boundary
Initiating a Project
• Formality agreed • Release planning • PRINCE2 and agile
roles mapped
• Based on info from the Agilometer and Cynefin
• New agile risks to consider
• Early definition of ‘Done’ • Testing strategies (test first) • Quality criteria prioritization explained/
described
• Likely workshop with Information Radiators
• Notes on planned tailoring
• Agile-orientated Business Case • Benefits/value tracked by release • MVP and minimum viability
• Project plan shows overall viability
• Product Backlog • Frequency of releases • Key requirements and
products prioritized
• More informal comms • F2F, workshops,
whiteboards
• Identify different levels of change; e.g., Formal/Dynamic
• Plan for frequent delivery
6 HO3-
Copyright © Learning Tree International, Inc. and AXELOS Limited 2015. All rights reserved. Material in this document has been sourced from PRINCE2 AGILE, 2015 Edition. No part of this document may be reproduced in any form without the written permission of both Learning Tree International, Inc. and AXELOS
Limited. Permission can be requested at www.LearningTree.com and licensing@AXELOS.com. PRINCE2 Agile® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.
Controlling a Stage
Directing a Project
Managing a Stage Boundary
Stage boundary approaching Controlling a Stage
Closing a Project
Escalate issues and risks
Report highlights
Take corrective action Review stage status
Project end approaching
Authorize Work Packages
Review Work Package status
Receive completed Work Packages
Capture and examine issues and risks New issue
Managing Product Delivery
Exception likely less- formal meetings
Highlight Report Potential pull from Information Radiators
• Release reviews • Release Retrospectives • Information Radiators
Deal with blockers and impediments
Likely low-tech, sticky notes on the wall
• Negotiate requirements • Sprint and release plans • Agree tolerances • Working agreements • Definition of ‘Ready’ • Definition of ‘Done’
• Attend daily stand-ups, collaborate with team/team managers • Update Info Radiators (burn charts, cumulative flow diagrams) • Servant Leader
• Sprint reviews • Sprint Retrospectives
The project from the Project Manager’s
perspective
Authority to deliver Work Package
Completed Work Package
Project Board advice
Request for advice
Exception raised Stage
authorization
Exception Plan approved
7 HO3-
Copyright © Learning Tree International, Inc. and AXELOS Limited 2015. All rights reserved. Material in this document has been sourced from PRINCE2 AGILE, 2015 Edition. No part of this document may be reproduced in any form without the written permission of both Learning Tree International, Inc. and AXELOS
Limited. Permission can be requested at www.LearningTree.com and licensing@AXELOS.com. PRINCE2 Agile® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.
Managing Product Delivery
Controlling a Stage
Managing Product Delivery
Authority to deliver a Work Package
Completed Work Package
Accept a Work Package
Execute a Work Package
Deliver a Work Package
The project from the Team Manager’s
perspective
• Collaboratively defined Sprint/release planning
• Agree tolerances • Negotiated requirements
lead to work pulled by the team from backlogs
• Definition of ‘Ready’ • Definition of ‘Done’ • Select quality methods
• Potentially frequent releases • Sprint/release reviews • Sprint/release Retrospectives • Scope and quality checked
and reported • Assess and improve team
performance
• Scrum/Kanban frameworks • Lean Startup approaches • Daily standups/Scrums • Low-tech Information Radiators • Track progress (Scrum/Kanban
boards, burn charts and CFDs) • Dynamic swapping of low-level
requirements to protect timeboxes • Flex scope and quality • Fix time and cost • Impediments and blockers identified
8 HO3-
Copyright © Learning Tree International, Inc. and AXELOS Limited 2015. All rights reserved. Material in this document has been sourced from PRINCE2 AGILE, 2015 Edition. No part of this document may be reproduced in any form without the written permission of both Learning Tree International, Inc. and AXELOS
Limited. Permission can be requested at www.LearningTree.com and licensing@AXELOS.com. PRINCE2 Agile® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.
Managing a Stage Boundary
Directing a Project
Request to approve Exception Plan
Request to approve next Stage Plan Exception Plan
request
Stage boundary approaching
Managing a Stage Boundary
Initiating a Project
Controlling a Stage
Produce an Exception Plan
Report stage end
Plan the next stage
Update the Project Plan
Update the Business Case
• Workshops to create • Stage Plan/Exception Plans • (likely to be low tech on the wall) • Incorporating releases/Sprints • Product backlogs including • Product Descriptions • and requirements updated and
prioritized
• Product checklist updated • Release delivery updated • Release plans updated • Scope/requirements/products
delivered identified
• Information Radiators • Release/Sprint Reviews • Release/Sprint
Retrospectives • Value and quality reported
• Value delivered tracked • Planned value updated
Managing a Stage Boundary has less significance due to iterative and
incremental delivery, each accompanied by reviews and Retrospectives
Produce an Exception Plan
9 HO3-
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Limited. Permission can be requested at www.LearningTree.com and licensing@AXELOS.com. PRINCE2 Agile® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.
Closing a Project
Controlling a Stage
Project end approaching
Premature close
Directing a Project
Prepare planned closure
Prepare premature closure
Hand over products
Evaluate the project
Closing a Project
Recommend project closure
Closure recommendation
• Draft project closure notification
• Closing event
• Final product demo (review) • Creating BAU Product Backlogs • Future release planning • Benefits Review Plan (future
potential value)
• Final Product Retrospective (incl. review the use of agile)
• Assess value • Final checks against original
baselines (Project Product Description, Business Case and project checklist)
• Informal, low on ceremony • Project Checklist • Project Product Description
• Informal, low on ceremony • Likely to be common and normal • Value delivered • Learn fast/fail fast experiments
Closing a Project has less significance due to iterative and incremental delivery
accompanied by reviews and Retrospectives
10 HO3-
Copyright © Learning Tree International, Inc. and AXELOS Limited 2015. All rights reserved. Material in this document has been sourced from PRINCE2 AGILE, 2015 Edition. No part of this document may be reproduced in any form without the written permission of both Learning Tree International, Inc. and AXELOS
Limited. Permission can be requested at www.LearningTree.com and licensing@AXELOS.com. PRINCE2 Agile® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.
Overview of Directing a Project
Closure recommendation
Premature close
Initiation notification
Project authorization notification
Project Board request for
advice
Corporate advice and decisions
Closure notification
Authorize initiation
Authorize the project
Authorize a Stage or Exception Plan
Give ad hoc direction Authorize
project closure
Request to initiate a project
Request to approve
next Stage Plan
Request to approve
Exception Plan
Exception Plan approved
Stage authorization
Authority to initiate a project
Request to deliver a project
Project Board advice and decisions
New issue
Exception raised
Project Manager request for advice
Exception Plan request
Starting up a Project
Initiating a Project
Managing a Stage Boundary
Controlling a Stage
Closing a Project
Directing a Project
Likely to be straight- forward as significant delivery has already been achieved
• Transparent and collaborative interaction
• Use Information Radiators and pull information
• Potentially attend reviews • Facilitative and collaborative
in style • Management by exception
• Decisions made quickly based upon
• continuous flow of information
• Empower the Project Manager
• Management by exception • Use tolerances to support
agile working
• Approve the planned releases and value realisation
• Fix cost and time
This is a more significant decision as initiation now involves work to identify and prioritize requirements and create Product Backlogs