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PRINCE 2 for Managers PRINCE 2 for Managers Copyright, 2003 © Jerzy R. Nawrocki [email protected] www.cs.put.poznan.pl/jnawrocki/
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PRINCE 2 for ManagersPRINCE 2 for Managers
Copyright, 2003 © Jerzy R. Nawrocki
www.cs.put.poznan.pl/jnawrocki/
J. Nawrocki, PRINCE 2 for Managers
SDS Project OrganisationSDS Project OrganisationSDS Project OrganisationSDS Project Organisation
Project Board
Project Assurance 5th year students
Project Support3rd year student
Product Manager4th year student
Senior User
Customer
Executive Customer
Senior Supplier AW | BW
Project Supervisor
Project Manager4th year student
Team3rd year students
J. Nawrocki, PRINCE 2 for Managers
The PRINCE Process ModelThe PRINCE Process ModelThe PRINCE Process ModelThe PRINCE Process Model
Directing a Project DP
Managing Stage Boundaries SB
Starting up a Project SU
Controlling a Stage CS
PlanningPL
Managing Product Delivery
Initiating a Project IP
Closing a Project CP
J. Nawrocki, PRINCE 2 for Managers
Requir. Requir. StageStage
Explor. Stage
Release 1 Stage
Release 2 Stage
PRINCE 2 and SDSPRINCE 2 and SDSPRINCE 2 and SDSPRINCE 2 and SDS
SBIPSU
PL PL PL
CS SB
PL
CPCS SB
PL
CS SB
PL
CS SB
Directing a Project
Re Ex R1 R2
J. Nawrocki, PRINCE 2 for Managers
ContentsContentsContentsContents
Intro to directing a projectGiving ad hoc direction
Authorising a Stage or Exception Plan
Confirming project closure
J. Nawrocki, PRINCE 2 for Managers
Directing a ProjectDirecting a ProjectDirecting a ProjectDirecting a Project
Managing Stage Boundaries SB
Starting up a Project SU
Reporting Highlights Taking Corrective Action Escalating Project Issue
Initiating a Project IP
Closing a Project CP
CS
Directing a Project DP
J. Nawrocki, PRINCE 2 for Managers
Directing a ProjectDirecting a ProjectDirecting a ProjectDirecting a Project
Managing Stage Boundaries SB
Starting up a Project SU
Reporting Highlights Taking Corrective Action Escalating Project Issue
Initiating a Project IP
Closing a Project CP
CS
Authorising Initiation
Authorising a Project
Authorising a Stage or Excep. Plan
Giving ad hoc Direction
Confirming Project Closure
J. Nawrocki, PRINCE 2 for Managers
Most importantMost importantMost importantMost important
Managing Stage Boundaries SB
Starting up a Project SU
Reporting Highlights Taking Corrective Action Escalating Project Issue
Initiating a Project IP
Closing a Project CP
CS
Authorising Initiation
Authorising a Project
Authorising a Stage or Excep. Plan
Giving ad hoc Direction
Confirming Project Closure
• To ensure there is clear understanding of what is needed.• To establish tolerances and the exception procedure.• To confirm that an acceptable product has been delivered.
J. Nawrocki, PRINCE 2 for Managers
ContentsContentsContentsContents
Intro to directing a project
Giving ad hoc directionAuthorising a Stage or Exception Plan
Confirming project closure
J. Nawrocki, PRINCE 2 for Managers
Giving Giving ad hocad hoc Direction DirectionGiving Giving ad hocad hoc Direction Direction
Managing Stage Boundaries SB
Starting up a Project SU
Reporting Highlights Taking Corrective Action Escalating Project Issue
Initiating a Project IP
Closing a Project CP
CS
Authorising Initiation
Authorising a Project
Authorising a Stage or Excep. Plan
Giving ad hoc Direction
Confirming Project Closure
J. Nawrocki, PRINCE 2 for Managers
Giving Giving ad hocad hoc Direction DirectionGiving Giving ad hocad hoc Direction Direction
Giving ad hoc Direction
Highlight Reports
Exception Report
Exception Plan request
Request for advicePremature Close
J. Nawrocki, PRINCE 2 for Managers
ContentsContentsContentsContents
Intro to directing a project
Giving ad hoc direction
Authorising a Stage or Exception Plan
Confirming project closure
J. Nawrocki, PRINCE 2 for Managers
Authorising a Stage or Exc. PlanAuthorising a Stage or Exc. PlanAuthorising a Stage or Exc. PlanAuthorising a Stage or Exc. Plan
Managing Stage Boundaries SB
Starting up a Project SU
Reporting Highlights Taking Corrective Action Escalating Project Issue
Initiating a Project IP
Closing a Project CP
CS
Authorising Initiation
Authorising a Project
Authorising a Stage or Excep. Plan
Giving ad hoc Direction
Confirming Project Closure
J. Nawrocki, PRINCE 2 for Managers
Authorising a Stage or Exc. PlanAuthorising a Stage or Exc. PlanAuthorising a Stage or Exc. PlanAuthorising a Stage or Exc. Plan
Authorising a Stage or Exception Plan
Next Stage Plan
PM Team ChangesRisk Log
Product Checklist
Authorisation to proceedEnd Stage Report
PID (Proj.Initiation.Doc)
Proj.Plan + Business Case
Exception Plan
Request for authorisation to proceed
Tolerances
Business Case
Project Plan
J. Nawrocki, PRINCE 2 for Managers
Authorising a Stage PlanAuthorising a Stage PlanAuthorising a Stage PlanAuthorising a Stage Plan
Authorising a Stage or Exception Plan
Next Stage Plan
PM Team Changes Risk Log
Product Checklist
Authorisation to proceedEnd Stage Report
PID0 (Proj.Initiation.Doc)
Proj.Plan + Business Case
Exception Plan
Request for authorisation to proceed
Tolerances
Business Case
Project Plan
J. Nawrocki, PRINCE 2 for Managers
Authorising an Exception PlanAuthorising an Exception PlanAuthorising an Exception PlanAuthorising an Exception Plan
Authorising a Stage or Exception Plan
Next Stage Plan
PM Team Changes Risk Log
Product Checklist
Authorisation to proceedEnd Stage Report
PID0 (Proj.Initiation.Doc)
Proj.Plan + Business Case
Exception Plan
Request for authorisation to proceed
Tolerances
Business Case
Project Plan
J. Nawrocki, PRINCE 2 for Managers
ContentsContentsContentsContents
Intro to directing a project
Giving ad hoc direction
Authorising a Stage or Exception Plan
Confirming project closure
J. Nawrocki, PRINCE 2 for Managers
Confirming Project ClosureConfirming Project ClosureConfirming Project ClosureConfirming Project Closure
Managing Stage Boundaries SB
Starting up a Project SU
Reporting Highlights Taking Corrective Action Escalating Project Issue
Initiating a Project IP
Closing a Project CP
CS
Authorising Initiation
Authorising a Project
Authorising a Stage or Excep. Plan
Giving ad hoc Direction
Confirming Project Closure
J. Nawrocki, PRINCE 2 for Managers
Confirming Project ClosureConfirming Project ClosureConfirming Project ClosureConfirming Project Closure
Confirming Project Closure
Operational & maintenance acceptance
Project Closure notificationProject Closure recomm.Customer acceptance
End Project Report
Follow-on Action recomm.
Post-Project Review Plan
Lessons Learned Report
Follow-on Action recomm.
Post-Project Review Plan
Lessons Learned Report
PID
J. Nawrocki, PRINCE 2 for Managers
SummarySummarySummarySummary
Managing Stage Boundaries SB
Starting up a Project SU
Reporting Highlights Taking Corrective Action Escalating Project Issue
Initiating a Project IP
Closing a Project CP
CS
Authorising Initiation
Authorising a Project
Authorising a Stage or Excep. Plan
Giving ad hoc Direction
Confirming Project Closure
J. Nawrocki, PRINCE 2 for Managers
Quality assessmentQuality assessmentQuality assessmentQuality assessment
1. What is your general impression? (1 - 6)
2. Was it too slow or too fast?
3. What important did you learn during the lecture?
4. What to improve and how?
