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PRINCE2 Briefing
– the 2009 edition
Jill Dann FBCS CITP
and
Sheila Roberts
Speakers
Sheila Roberts, Director of Training
and Operations, CUPE Projects.
Jill Dann, FBCS CITP
•
•
• PPM Coach & writer started
Consultation Limited in 1987.
• CPMIS Examiner since 1992
• APM Body of Knowledge
Version 6 Reviewer in 2010
• Led teams up to 85 on major
change programmes
20 years working within the NHS
undertaking projects and being
among the first to qualify as a
PRINCE2® practitioner.
After a spell with British Forces
Germany Health Services
delivering Public Health projects,
she became a PRINCE2® trainer
and consultant, putting her
experience into action helping
others to improve project delivery.
Her passion is helping others
implement their projects
successfully.
© Jill Dann February 2011
2
Agenda
1. Introduction to project
management,
2. PRINCE2 and related methods for
the unfamiliar individual.
3. An outline of the development
routes for individuals who think
that project management is one
tool for their toolkit.
4. There will be handouts including
a short self-assessment and a
Personal Development Plan
Proforma for completion during
and at the end of the event.
N.B.
Project Management capability is
definitely attractive on CVs or for
those seeking promotion from
technical workstreams or from
business roles.
There are lots of different
development options and you can
get there on a low budget but not
without being disciplined in terms of
your self-directed learning.
The PDP format given at the end will
help you with that development
path.
© Jill Dann February 2011
3
Project Characteristics
Change
Temporary
Cross-functional
Unique
Uncertainty
• Introduces change to BAU
• Defined Start and End
• Inside & Outside organization
• Project activity using a different
Team, Customer or Location
• More risky than BAU
© Jill Dann February 2011
PRINCE2® manual page 3
4
Definitions
‘A Project’
‘Project Management‟
A project is a temporary
organisation that is
created for the purpose
of delivering one or
more business products
according to an agreed
Business Case
Project Management is
planning, delegating,
monitoring and control of
all aspects of the project
and the motivation of those
involved, to achieve the
project objectives within the
performance targets
PRINCE2® manual page 3 / 4
© Jill Dann February 2011
5
Some
details...
Project Environment
Business Case
Progress
Organization
Change
PRINCE2 PROCESSES
Quality
Risks
Plans
PRINCE2 THEMES
PRINCE2 PRINCIPLES
© Jill Dann February 2011
v7
7
Overview
PRINCIPLES
Underpinning
PROCESSES
– Drive the
project
THEMES –
Input to the
processes
TAILORING
© Jill Dann February 2011
8
Principles
1 Continued business justification
Supported by a valid Business Case
2 Learn from experience
Review when starting, implement during &
pass-on at the end
3 Defined roles and responsibilities
Representing all stakeholder interests
4 Manage by stages
Project is divided into detailed stage plans
providing control for senior management
9
PRINCE2® manual page 12
© Jill Dann February 2011
Principles
5 Manage by exception
Delegated authority for directing, managing &
delivering defined by tolerances
6 Focus on products
To ensure focus on delivery not activity
Product based planning is the starting point
7 Tailor to suit project environment
Active decisions on application to this project
PRINCE2® manual page 13
© Jill Dann February 2011
10
PRINCE2 Processes
Corporateor
programme
Diagram form the PRINCE2 manual
C
o
ora
te
a
d
vrp
ic
a
n
d
e
c
ise
io
n
sd
Projectm
andate
C
losua
re
no
tific
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Direction
Directing a Project
etq
esp
tto
initR
ia
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roject
So
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riz
ation
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e
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io
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ve
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ard
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je
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oard
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ice
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m
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Managing a
Stage Boundary
Closing a
Project
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ion
isp
e
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e
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Sta
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ate
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Controlling a Stage
Au
th
o
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o
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Delivery
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Managing Product Delivery
PRINCE2 Processes
Diagram form the PRINCE2 manual
Pre-project
Directing
Initiation
stage
Subsequent
delivery stage(s)
Directing a Project
SU
SB
Managing
Delivering
Final delivery
stage
IP
SB
CP
Controlling a Stage
Controlling a Stage
Managing Product Delivery
Managing
Product Delivery
CUPE Projects: PRINCE2® Processes: High Level View of Process Purposes
Corporate /
Programme
Management
DP1
Authorising
Initiation
DP2
Authorising a
Project
DP3
Authorising a
Stage or
Exception Plan
DP4
Giving
Ad-Hoc
Direction
DP
5
DP
Confirming
Project Closure
Accountable for Project Success
SB
•Next Stage Plan
•End Stage Report
Project
Mandate
Trigger
Stage
Planning
•Project Brief
•Initiation
Stage Plan
Reports
Ensure project is
viable and
worthwhile
SU
Authorized Stage Plan
CS
Authorized
Initiation Plan
•Draft
PID
IP
Identify work to
deliver the
project‟s
products, prior to
significant spend
Report current stage,
check PID, update
Project Plan, Business
Case and create next
stage plan
Agree Work
Packages, monitor
performance, take
corrective action
report on progress
& stage tolerance
MP
Authorized
Work
Package
Delivered
Work
Package
Formally
accept,
execute &
deliver
products
Trigger
Premature
Closure
MP
Trigger
Planned
Closure
•End Project
Report
•Benefits
Review Plan
Fixed point for
acceptance of
the project
product to be
confirmed
Based on the PRINCE2® manual 5th edition
PRINCE2® is a trademark of OGC
V5.180510
www.cupe.co.uk
13
CUPE Projects: PRINCE2® Methodology Diagram
Directing a Project
Corporate /
Programme
Management
Info from External Sources & Feedback
DP1
DP2
Authorising
Authorize
Initiation
Authorize the
Authorising
a
Project
DP3
Authorising
Authorize aa
Stage or
Exception Plan
DP4
Giving
Give
Ad-Hoc
Direction
DP
5
Confirming
Authorize
Project Closure
Project Start Notification
Project End Notification
Managing A Stage Boundary
•End Stage Report
•Next Stage Plan
•Exception Plan
•Project Brief
•Organisation
•Initiation
Stage Plan
Project
Mandate
Trigger
Stage
Planning
Starting Up
a Project
Appoint
Exec. & PM
Plan
Initiation
Stage
Prepare Risk
Management
Strategy
Prepare
Configuration
Management
Strategy
Escalate
Project Issues
& Risks
Review
Stage Status
Take
Corrective
Action
•Draft
PID
Work
Package
Review Work
Package
Status
Checkpoint
Reports
Managing Product
Delivery
Accept a
Work
Package
•PID
•Lessons Report
Create Project
Plan
Project
Issues
Completed
Work
Package
Archive
Project
Files
Closing
a
Project
Deliver a
Work
Package
Prepare
Premature
Closure
Prepare
Planned Closure
Trigger
Planned
Closure
Hand Over
Products
•Follow-on Actions
•Benefits Review Plan
Refine
Business Case
Trigger
Premature
Closure
Execute a
Work
Package
Receive
Completed
Work Package
Prepare
Communication
Management
Strategy
Set Up Project
Controls
Authorize
Work Package
Capture &
Examine
Project Issues
Prepare Quality
Management
Strategy
Update
Business Case
Report
Stage End
Produce an
Exception Plan
Agree to
deliver
Authorized
Initiation Plan
Initiating
a Project
Trigger
Exception
Plan
Update
Project Plan
Authorization
To Proceed
Controlling
a Stage
Report
Highlights
Select
Approach &
Assemble
Project Brief
Prepare
Outline
Business Case
Ad Hoc
Direction
Design & Appoint
Project
Management
Team
Capture
Previous
Lessons
•Highlight
Reports
•Requests
for Advice
•Exception
Reports
Plan Next
Stage
Assemble the
PID
Recommend
Project Closure
•End Project Report
Based on the PRINCE2® manual 5th edition
PRINCE2® is a trademark of OGC
V5.1.5.180510
www.cupe.co.uk
Evaluate the
Project
14
Seven Themes Overview
Project aspects to be
Continually addressed
All PRINCE2® themes
should be integrated
Tailor to suit project
complexity
(Processes address
Chronological flow)
Business case
Organization
Quality
Plans
Risk
Change
Progress
© Jill Dann February 2011
PRINCE2® manual page 17
15
Management Products
“…not necessarily documents…”
Strategies
Plans
Registers
This is how
we will do it
This is when
we will do it
This is where we
formally record it
Project Environment
Embedding
Organizational
adoption
Project
specific
Tailoring
17
Project Environment
Programme environment
Scale
Commercial
Multi-organizational
Type of project
Sectors
Bodies of Knowledge
18
PRINCE2 Qualifications
Foundation
Practitioner
…also evolving
19
Qualifications...
...Foundation
Question types remain the same
75 questions – 5 ‘trialled’
50% pass mark = 35 correct
Closed book
20
Qualifications...
Practitioner
Same ‘presentation’
Still Objective Test Examination
9 Questions each worth 12 marks
All question items worth 1 mark
Pass mark = 55%
Open book
21
Alternative Routes
Upside
PRINCE2
APM
PMP
IPMA
Links to ITIL, MSP, MoR, P3M3, P3O
Context, PDUs other training
opportunities
APMIC - e-Learning - team members
Wider context
Structured
Portfolio Management
Body of Knowledge - online &
updated regularly
Small manual
Flexible
PMI Network
going to be Chartered
National Competence Baseline
/International Competence Baseline
Appropriate decision making (Exec. x
P.M.)
Monetary control
Broader Scope
Community/Networking
Organisation - Roles
Other aspects - People skills,
Procurement, communication
People Skills
Certification (internationally Recognised)
Controls
Available test
Procurement
D -> A levels and requalify every 5 years
Toolkit to use (Template)
More professional
H&S
Project work is assessed
Complete
Responsibility on PM for immature
companies (or downside?)
Everyday people working in projects
- Team/Support
D level for everyday people
Attractive for US companies
Continued Development required
Becoming established in Germany
Downside
Hero to zero attitude
Manual (inconsistencies / index)
Missing non fin. Benefits
Not structured - lack of clarity
PROMETRIC
Perception - bureaucratic
Test on things not in PMBOK
Ambiguous language
Examination
Marketing
No templates, no details
UK only
Quite superficial
View - lots of people
PROMETRIC needed
Very general
Panel decision/detached from business
Perception - inflexible
Responsibility on PM for mature
companies
Less control
No manual
Unknown
Manual - lack of detail
Lack of people skills
Application process is more onerous
Lack of Supplier contracting
Difficult to maintain higher levels as
consultants
To become a B level needs a very large
project
22
About being a
Practitioner...
© Jill Dann February 2011
23
At the end of a process improvement programme…
“I can make better decisions now
the MIS on product costs and
benefits is crystal clear and is
available so quickly!”
“As a programme manager I can
now say that PPM accounting is
not such a ‘Black Art’ anymore
…”
“ Many thanks for working so hard on the
MIS Prioritisation Project tasked by David
Wickham. Andrew Sangster‟s reaction
(Marketing Director, B&C) green lit it
through the review & approvals process,
saying it was very good”.
Working at the request of Cable & Wireless
Directors to turn round financial
accountability of IS projects; Jill reviewed
current practices, designed new PPM
processes, reported and implemented
recommendations and embedded new
practice with users, projects and the
business.
24
© Jill Dann February 2011
At the end of launching the first Internet Bank…
“As Project Director, I’m
glad I had 360o feedback
from the forty consultant
team I led delivering a new
brand of bank…”
“Having the launch critical path
nailed down was a huge relief and
gave us some firm ground…”
“Jill has been working for the bank for the last 6 months. Her
role is Programme Manager for a huge programme of work
that culminates in the launch of a new financial services
organisation. Since Jill has arrived, she has shown admirable
qualities in to what has been to all intents and purposes, an
impossible job to be delivered in impossible timescales.
Specific strengths that she has are:
- Total commitment to the job in hand and a passionate desire
to succeed and deliver an exceptional service
- Excellent leadership skills to create an environment where
we are truly getting the best out of those people working for
her
- Excellent technical skills particularly around project
management tools and techniques. I believe that Jill is an
exceptional individual who will succeed in whatever she
decides to do. I have no hesitation at all in recommending
her for the role in question”
Martin Ladbrooke - Head of Change Management, egg:|
© Jill Dann February 2011
25
At the end of a review of management information…
“As Head of the Property
Portfolio, I‟ d like to know
what‟s going on at the
construction sites without
resorting to my hard hat and
boots..!”
“I‟m looking forward to
implementing the comprehensive
and well-thought through work
which will shape our strategy”
“Jill hit the ground running and within a few
weeks, part-time produced a top-down solution.
However, this was thoroughly researched and
evidenced through an interview programme, a
series of workshops and structured enquiry into
the change required. Jill took care to address
the soft aspects of the necessary changes in
myself, senior managers and my team as well
as the fundamentals of high quality management
information for my role as Head of Property
Portfolio for Lloyds TSB. I felt confident of her
way of working even when it challenged my
current thinking and plans for the future. Jill was
also fun, had courage under fire; I would be
happy to engage her again should requirements
and budget allow.”
Malcolm K Beadle
Head of Property Portfolio Strategy,
Lloyds TSB Bank
26
© Jill Dann February 2011
At the end of standing in for a director of five companies…
“As Island Head, how do I
merge two banks that are
hundreds of years old and
create a single brand..?”
“Now I can see the one
culture we have in mind I can
manage stakeholders across
25 Caribbean Islands…”
“ Jill led the change management team
working across the Caribbean
designing the culture of the new
organisation, planning our change
network and monitoring stakeholders in
a climate when we were in the press
every day. Jill also provided Executive
Coaching to lose the „deal rivalry‟
mindset engendered by the merger,
helping to change the attitudes of key
people within the two heritage
organisations into one culture living the
FirstCaribbean brand values.”
Robert Lane
HR Director and COO
27
© Jill Dann February 2011
Communications in the transition planning phase
The people management aspects are grouped into three distinct but interdependent areas
 Stakeholder Management – Employee
Human Resource
Transition
Feedback Sessions
 Culture design and alignment plan
 Compensation and Benefits
 Change readiness assessment and plan
Workgroup
Overview
 Organisation Design
Change Management
 HR Policies and Industrial Relations
 Resourcing and Selection
 Organisation and Management
Development
 Employee Communications
Communication
 Who should receive what
information at which stage of the
overall programme
 Implement stakeholder feedback
mechanisms






Creating conversations e.g. Opinion leaders, social media
Relationship building
Networking
Attending each site and listening
Employee Communications
Change Network for support
© Copyright The Development Academy 2009
The Development Academy is a Trading Name of Consultation Limited
The Communications Process is not just an exercise in
Common Sense
Current State
Assessment
Information drawn from
All work groups to address:
What can go wrong?
Internal Stakeholders
Banco Santander acquired
Banespa, hungry for the clients.
A manager publicly stated
they were going to lay off
86% of the staff.
External Stakeholders
Wells Fargo’s Vice Chairman, after
many problems in their merger with
First Interstate claimed that going
forward the merger would be
“Seamless.” Customers knew it was a lie and
left the bank in droves.
Wachovia merged with First Atlanta.
Very different cultures caused massive
problems and First Atlanta disappeared
In the smoke of a “merger of equals.”
Feedback Mechanisms
Revise plan and execute
© Copyright The Development Academy 2009
The Development Academy is a Trading Name of Consultation Limited
Fleet bank merged with
Summit Bank and was
weak in their customer
notification.
They changed products
and product names
and customers were
confused.
The result?
Customers left the bank.
What did you
dislike about
PRINCE2?
Some things had to go...
Inconsistencies
Perceived bureaucracy
Lack of scaling
Micro detail in parts
Robotic project management
Size of manual
…and some things
had to stay...
Product-based approach
Roles
Process Model
Stages
PID
Business Case
PRINCE 2009
Key Messages
Getting it owned
Getting it used
I just don’t get the
support from
senior
management…
Getting it owned
Getting it owned
Duties and
Behaviours
Activities
Tailoring
Getting it used
Principles
Tailoring
Principles
Universal
Self-validating
Empowering
Continued business justification
Learn from experience
Defined roles and responsibilities
Manage by stages
Manage by exception
Focus on products
Tailor to suit the project environment
Personal Development Plan
I will start....
I will do more...
1.
1.
Communicating face to face
Networking
2.
2.
3.
3.
Planning risk from the start
4.
I will stop...
1.
Avoiding difficult
conversations
I will do less of...
1.
2.
2.
3.
3.
4.
Being driven by email
Further Sources
• Multiple book orders at scaled discounts can be
bought from: [email protected];
• Course materials and self-help Workbooks on a broad
variety of topics are available on request at market
rates (comparable with CIPD and CMI materials)
• Coaching programmes with an option to include a
360-degree assessment bespoke to your company
strategic intent, competencies and values can be
quoted for.
• Single off-the-shelf books can be bought from:
• http://www.hoddereducation.co.uk/Title/9780340945919/In
stant_Manager_Emotional_Intelligence.htm
• http://www.amazon.com/Emotional-Intelligence-Instant-
Manager-Jill/dp/0340945915
• http://www.amazon.com/Jill-
Dann/e/B0029CZWM8/ref=ntt_athr_dp_pel_pop_1
Ways to Learn in 2011 by Consultation Limited
Webinars and Resources
Consultation’s programmes
The content of our programmes cover all
the skills for winning business in a
recession and maintaining morale and
motivation
Latest book:
http://www.hoddereducation.co.uk/Title/9780340945919/Instant_Manag
er_Emotional_Intelligence.htm
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Follow up via: [email protected]
43