Relier Pairs Prince2Version en ligne Prince 2 par A Hopper 1 What are the 5 integrated methods of Prince2 that help control the performance targets 2 Purpose of tailoring to suit the project 3 Which parties are included in the project environment 4 What is managed by exception 5 What does the number of stages depend on 6 What stages does Prince2 require 7 Which project aspects are tolerances set for? 8 What are the 7 performance targets in Prince2 9 Can you pick and choose aspects of prince2 10 When does a project board meet to make decisions 11 What are the processes in Prince2 12 Can Prince2 be tailored to any project 13 What is a stage 14 What happens at the end of a stage 15 What is a programme 16 How does Prince2 define a project? 17 What is a product 18 What is a process 19 5 characteristics of Project work that is different from business as usual 20 What if you are going to go over the agreed tolerance 21 When is the term "customer" used 22 Where is the info on how Prince2 has been tailored stores 23 What are the 3 main stakeholder types 24 What is a stakeholder The method and its use are appropriate to the project as well as the project controls are appropriate to the projects complexity, importance The set of activities which define the sequence of actions and their inputs and outputs to achieve specific objectives "Principles Processes People Practices Project context" Only when there is a commercial relationship between a business and a supplier The section of a project that the PM is managing on behalf of the project board at any one time An input or output, whether tangible or intangible, that can be described in advance, created and tested Alert the next management level as early as possible that the work is forecast to move outside of agreed tolerances "The size and complexity of the project Also (minorly) sector standards, business policies, and where significant decisions are needed" "Scope Quality Risk Cost Time Benefits Sustainability" A group of interrelated projects which progressively deliver outcomes of benefits to the businesses objectives Users, Suppliers and business decision makers PID (project initiation document) "Project sponsors Users suppliers (internal and external)" At the end of a stage "The PM provides the project board with: An end-stage report An updated business case and project plan The plan for the next stage Starting up a project Initiating a project Controlling a stage Managing product deliveryManaging a stage boundaryclosing a project Directing a project "Cost Time Scope Quality Risk Benefits Sustainability" Initiation and the rest of the project Yes, the project board and PM can. Yes, regardless of type and size. It gives you a structure on what should be done, but is not prescriptive on how. Those who can affect or be affected by or precieve themselves to be affected by the project "Change Temporary Cross-functional Unique Uncertainty" A temporary organisation that is created for the purpose of delivering one or more business products according to the agreed business case Authority to work within specified limits (tolerance) is delegated through the project team structure 1 Principles related to people 2 Change management 3 Practice related to people 4 Project ecosystem 5 People in Prince2 6 People-focused activities 7 What needs to be altered 8 Stakeholders 9 Collaboration 10 Building an effective team 11 Co-creation 12 Communication in Prince2 13 Managing change in a project Central to the method Outlined in the Project Initiation Document (PID) Leading change, teams, and communication Users and influencers designing products and ways of working Suppliers and users who benefit from the project's outcomes Bidirectional, involving stakeholder feedback People working together to achieve objectives Defined roles & manage by stages Elements of the business involved or impacted by the project Routine, relationships, responsibilities, culture Organising roles and responsibilities Organization's transition from current to target state Identify skill gaps, assign roles, build trust 1 Project Manager 2 Project Board 3 Organisational Design - Manage 4 Organisational Design - Transition 5 Organisational Design - Design 6 Senior Supplier 7 Project Support 8 Team Manager 9 Project Executive 10 Organisational Design - Understand 11 Senior User 12 Organisational Design - Develop Establishes feedback loops and reviews team structure Ensures the change is sustained and lessons are shared Represents the community and may be external to the organization Implements the organizational design and onboard team members Responsible for creating the right environment for project success Provides administrative and planning support Defines the structure, resources, and practices of the team Accountable to the business for the entire project Represents the user community and ensures benefits are realized Plans and oversees day-to-day work, ensuring quality and timing Ensures understanding of the organizational ecosystem Creates work packages for the project 1 Exception plan 2 Product flow diagram 3 Purpose of the project plan 4 Product description components 5 Stage plan 6 Team plan 7 Work package 8 Product breakdown structure 9 Project product description 10 Project plan 11 Purpose of a stage plan 12 Steps of product planning Identifier, version, purpose, scope, quality, responsibilities Details of major project products including scope and quality Hierarchy of all products to be produced A unit of work assigned to a team or individual A detailed plan for managing a specific project stage Provides confidence and outlines delivery approach A high-level schedule of major project products and delivery Plan raised when tolerances are forecasted to be exceeded A plan organizing and controlling team work (optional) Define, organize, estimate, schedule, budget, document Shows sequence and dependencies of products Breaks down project elements for a specific stage 1 Requirements 2 When quality planning begins 3 Acceptance criteria 4 Quality register 5 Quality management 6 Product register 7 Quality assurance 8 Quality Criteria products must meet before acceptance Checking proper management and direction of the project Needs or expectations documented in management products Activities to direct and control quality in an organization Tracks quality controls and provides progress info The degree to which characteristics fulfill requirements Lists products to be delivered and their status Starting up a project 1 Project Manager responsibilities 2 Escalation 3 Project Executive responsibilities 4 Business layer responsibilities 5 PESTLE 6 Risk 7 Risk appetite 8 Risk owner 9 Project Manager role in issues 10 Project Executive role in issues 11 Risk management technique 12 Senior user/supplier role 13 Threat responses 14 Project Assurance responsibilities 15 Issue 16 Issue raiser 17 Risk register 18 Opportunity responses Decide on issues affecting benefits or solution integrity Advise on approach, confirm compliance Identify, assess, plan, control, communicate Document created at project initiation Raise issues, manage control procedures Accept, Share, Transfer, Exploit, Enhance Team managers escalate to project manager; project manager escalates to project board Person responsible for managing the risk Approve approach, escalate risks Maintain risk approach and register, identify risks Risk management policy and process guide Political, Economic, Societal, Tech, Legal, Environmental Uncertain event affecting objectives Willingness to take risks Determine authority, stage budget Event requiring project management consideration Any team member or stakeholder Accept, Share, Transfer, Avoid, Reduce 1 Tolerance for Sustainability 2 Tolerance for Benefits 3 Time-Driven Controls 4 Control Types 5 Event-Driven Controls 6 Project Manager Controls 7 Tolerance for Quality 8 Tolerance for Time, Cost, Scope 9 Progress Practice 10 Project Board Controls 11 Tolerance for Risk Happen at pre-defined intervals regardless of events Kept in business case Authorization at initiation, project, stage, and closure Kept in project plan, stage plan, and work package Kept in business case, stage plan, work package, and product description Authorization of work packages and progress updates Kept in risk management approach, stage plan, and work package Mechanisms to monitor and forecast project achievements Kept in project product description and product description Triggered by specific project events or milestones Event and time controls 1 Directing a project 2 Stage boundary 3 Closing a project 4 Controlling a stage 5 Managing product delivery 6 Initiating a project 7 Starting up a project Prepare the full business case Make key decisions and control overall progress Review current stage and approve next Monitor work, handle issues, report progress Prepare closure and evaluate the project Ensure products are delivered to expectations Appoint project executive and PM
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