Managing successful projects with PRINCE2

Product Information

It separat es the project management work from specialist contributions, like design or construction

Changes detrimental to the business case are often linked to the economy; for example, in 2008 the credit crunch led to many major building projects being brought to a halt. Applies to compulsory projects Developed through extensive consultation with those familiar with the challenges of the project board and based on real-life experiences, the book provides a valuable reference source which can be used at any point in a project’s lifecycle. Each management stage in PRINCE2 acts as a “go/no go” decision point for the project board. It’s where it decides whether the project is still viable and if so, can commit to the next stage by approving the plan for the next stage.If the decision is “go” then effectively this gives permission for the project manager to spend the money authorized by the project board for the next stage and is thus a less risky approach to taking investment decisions when compared with taking one big decision at the start of the project.If the decision is “no go” then the project is no longer viable, and the project should be prematurely closed. Stages are a control for the project board

On a PRINCE2 project, the project board consists of three roles: executive, senior user, and senior supplier. Only one person fulfils the executive role, but any number of people may perform the other roles. If the project board members are unable to agree on a particular issue, the executive acts as the decision maker. Small projects Provide the information needed for the Project Board to assess the continuing viability of the project to be accountable for the project’s success by making key decisions and exercising overall control of the project and In today's projects, there are often different groups of people involved. They include the customer, one or more suppliers, and of course the user. In project management, scope means working out what the project should achieve and how to do it. That's not always easy with all these different groups involved.

PRINCE2 is based upon the tried and tested experience of project management practitioners around the world, and provides the practices, principles, and processes to deliver successful projects of any size and complexity. Purpose: to enable the project manager to provide the project board with sufficient information to be able to:When the project is commissioned tolerances are agreed for each of these elements at the project level by corporate management. Changes to these project-level tolerances can only be made by corporate management.Once an exception to a project-level tolerance occurs, the project board must escalate the problem to corporate management for a decision. Stage tolerances This need for greater understanding is the driving force behind the publication of a new AXELOS guide - “ Directing successful projects with PRINCE2 ®: The essential guide for project board members.” The Fast Forward MBA in Project Management (Eric Verzuh) – Both an excellent desk reference and introductory guide for beginners and experienced alike. Eliyahu M. Goldratt (1997). Critical Chain. Massachusetts: The North River Press. 246. ISBN-13: 978-0884271536

If your team has never used any sort of project management methodology before, PRINCE2 is a good place to start. Because there’s a simple yet defined process, your team has clear steps to follow even if they’ve never implemented a project management process before. In predicting that man would land on the moon by the end of the decade, US President John F Kennedy became the ultimate project sponsor. According to an often-quoted story, when JFK asked a cleaner at the NASA space center what he was doing he responded: “Mr President, I’m helping put a man on the moon!” A perfect example of complete team engagement in the project goal. proper attention is focused on delivery of the management stage’s products by monitor ing to avoid uncontrolled change and loss of focus On a PRINCE2 project, tolerances are established for each project objective (time, cost, quality, scope, benefits and risk). Limits of delegated authority are also defined, so that it is clear who has authority to take a decision about corrective action if tolerances are exceeded. The activities associated with directing, managing, and delivering the project must be performed within agreed tolerance levels. Highlight reportsBaseline management products : are those that define aspects of the project and, when approved, are subject to change control. These are: One of the major benefits of using the PRINCE2 methodology is clarity. Some project management methodologies have looser guidelines, but each team member using PRINCE2 has a clear and designated role. These roles have their own specific set of expectations and responsibilities. Here are some key roles you will see in a PRINCE2 project.