An overview of PRINCE 2

Introduction
A project should be driven by its
business case.
PRINCE 2 is product based.

Structure of the
PRINCE 2 Method
Process
Components
Techniques

Components

Business case
Organization
Plans
Controls
A project is split into stages
Management
Quality
Configuration Management
Change control

The Processes

Directing a project (DP)

Starting up a project (SU)
Initiating a project (IP)
Controlling a stage (CS)
Managing product delivery (MP)
Managing stage boundaries (SB)
Closing a project (CP)
Planning (PL)

Starting Up a Project

Starting up a project
What does the process do? Why?
-

Receives a project mandate, and confirms

Creates a Daily log, appoints the project management team.
Identifies types of solutions and costumers expectations
Enter on daily log any risks already known or discovered in this
process
- Plans the initiation stage
- to establish the parameters of the project and people who are
responsible of each part of it.

Starting up a project
Appoint the Executive and Project
Manager

Capture previous Lesson

Starting up a project
Design and appoint the project
management team

Prepare the outline business case

Starting up a project
Select the Project approach and
assemble the project brief

Plan the Initiation Stages

Initiating a project

Initiating a project
IP 1. Planning project quality
IP 2. Planning a project
IP 3. Refining the business case and risks

Initiating a project
IP 4. Setting up project controls
IP 5. Setting up project files
IP 6. Assembling a project Initiation
Document [PID]

Directing a Project
(DP)

Directing a Project (DP)

All activities are the responsibility of
the project board. Production of many of
the products will be delegated

Corporate or programme
management
Start-up
notificati
on

Follow-On Actions
Lessons Learned Report
Post Project Review
Plan

Dat
a

SU
Starting Up a Project

Project
Brief
Initiation Stage
Plan

DP
Directing a Project

Project
Organizati
on
structure

End Stage
Report Plan

SB
Managing Stage
Boundaries

Authorizatio
n to proceed

IP
Initiating a Project

PID

Authorizati
on to
proceed

Reports
Advice
Requests

CS
Controlling a Stage

End Project Report

Lessons Learned
Report Follow-On
Actions
Post-Project Plan

CP
Closing a Project

What does the Process Do?

Authorizes project initiation

Authorizes the project
Provides liaison with corporate/programme management
Advises the Project Manager of any external business events
which might impact the project.
Approves the Stages Plans
Approves stage closure
Decides on any changes to approved products
Approves any Exceptions Plans
Gives ad hoc advice and direction throughout the project
Safeguards the interests of the costumer and the supplier
Approves the project closure.

 AUTHORIZE INITIATION
AUTHORIZE THE PROJECT
AUTHORIZE A STAGE OR EXCEPTION PLAN
GIVE AD HOC DIRECTION
AUTHORIZE PROJECT CLOSURE

Controlling a stage

Manages the stage from stage

approval to completion
Control and monitor the stage of
the production

CS1-Authorizing work package

What does the sub-process do?
Allocates work to be done
Any work handed out is accompanied by measurements
Agreement has been reached on the reasonableness
Why?
The project manager should knows what those working on project are doing.
How?
Ensure a product description for the work to be done and complete.
Make up and discuss the work package.

CS1-Authorizing work package

(continue)

How?
Assess risks or problems and modify the work package and risk log.
Ensure that enough resources and time have been allocated.
Record the agreement of the team manager in the work package.
Update the stage plan.

CS2-Assessing progress
What does the sub-process do?
Gather information to update the stage plan to reflect actual progress,effort
expended and quality.

Why?
In order to control the stage and make sensible decisions.
How?
Collect checkpoint reports, stage plan progress information
Obtain estimates on time
Check resources and feedback.
Update stage plan
Note potential or real problems

CS3-Capturing project issues

What does the sub-process do?
Captures, logs and categorizes new project issues.

Why?
At any time during the project a problem may occur. There must
be capture issues. And presented for the appropriate decision and
response.

How?
Ensures that all possible sources of issues are being monitored.
New issues are entered on the issue log.

CS4-Examining project issues

What does the sub-process do?
Analyses each new project issue
Reviews each open project issue
Reviews all open project issues
Why?
There should be examined for impact and the appropriate body
for any extra information and decision identified
How?
Assemble information
Carry out impact analysis
Update risk log and issue log
Assess project issue or its resolution
Prepare a recommended

CS5-Reviewing stage statue

What does the sub-process do?
regular stage status; begin; corrective; report
Why?
Avoid potential problem to influence the work
How?
Review process
Review expenditure (money, resource)
Review the impact about the project plan
Assess whether stage and project will remain
Check business case
Check change status of risk
Check whether change external to impact the
project

CS6-Reporting highlights
What does the sub-process do?
Produces highlight reports for the project board
Why?
The project board and stakeholders need to know the process
and through the meeting and report to control the project
How?
Collate information to make the last highlight report
Identify significant stage plan revision the last report
Find out any current or potential risks to the business case
Assess and log any potential problems which for project
board attention
Identify any change to other risks
Report a summary of the information to
project board

CS7-Taking corrective action

What does the sub-process do?
Limit the tolerance margins, remedy the problem

Why?
Away from stage plan control, fail

How?
Get necessary advise to corrective actions
Create new work to corrective actions

CS8-Escalating project issues

What does the sub-process do?

Authority limit, advise for the project board

Why?

Overall control by the project board, project manager need to

bring the immediate attention if that out of limit, forecast
to drive the plan

How?

Analysis of the deviation

Recovery options
Select a recommendation
Make out an exception report, detail the
problem

CS9-Receive completed work

package
What does the sub-process do?

Record the completion and return of approved work package

Why?

Record the overall process of the approved team or individual

How?

Check the delivery

Confirmation quality
Check accept status
Ensure the delivery
Appraisal information
Completion to update the stage plan

Managing Product Delivery

 Accepting a work package

Excuting a work package
Delivering a work package

Managing stage boundaries

Managing stage boundaries

Planning a stage
Updating the risk
log
Updating a project
plan
Reporting stage
end
Updating a project
business case
Producing an
exception plan

Planning a stage

What does the sub-process do ?

Why ?
How ?
1. check the project
2. check the issue log
3. use the common planning
4.

Updating a project plan

What does the sub-process do ?

Why ?
How ?
1. Ensure the current stage
2. Create a new version
3. Update the new version
4. Update the project
5. .

Updating a project business case

What does the sub-process do?

Why ?
How ?
1. Create a new version
2. Review the expected costs
3. Review the financial benefits
4. Review the reasons in the business case
5. .

Updating the risk log

What does the sub-process do?

Why ?
How?
1. Ensure the risk log
2. Ensure any risks identified
3. Assess all open risks
4. Decide if the next stage plan
5.

Reporting stage end

What does the sub-process do?

Why ?
How ?
1. Report on the actual costs
2. Report on the impact
3. Report on the status
4. Report on the extent
5. .

Producing an exception plan

What does the sub-process do ?
Why ?
How ?
1. An exception plan has exactly the same
format as a stage plan.
2. An exception covers the time from the
present moment to the end of the plan
that is to be replaced.

Closing a project
(CP)

Decommissioning the project

Check all the issues have been deal with
The agreement of customers in acceptance
criteria
Ensure that all products have been completed
and accepted
Ensure that who will be responsible for
maintenance and support of the products are
ready to accept
Complete and archive the project files

Identifying follow on actions

Check all suggestions and omissions to improve
the product and put these on the follow-on
action recommendations
Ensure that the omissions and suggestions are
recorded as follow-on action recommendations
Check the issues log for any issues which
were not completed
Check the risk log for any risks that may
affect in the product in its operational life
Identify when measurement can be made and
prepare a plan to carry out that measurement

Project evaluation review

Write the end project report
Complete the lessons learned report
from the following
Record useful comments in risk log,
issue log and quality log

Planning (PL)

PL1
Designing
a plan

PL2
Defining and
analysing products

PL3
Identify activities
& dependencies

PL7

PL6

Completing
a plan

Analysing
risks

Product
Checklist
SU6 Planning an initiation stage
IP2 Planning a project
SB1 Planning a stage
SB6 Producing an exception plan
MP1 Accepting a work package

Figure 10 Top-level diagram

PL4
Estimating

PL5
Scheduling

Resource
availability

Completed
plan

DP4
Giving ad hoc
direction

What does the process do?

Defines the of plan needed for the project
Decides what planning tools and estimating methods
will be used
Indentifies the products whose deliver has to be
planed
Identifies the activities needs to deliver those
products and the dependencies between them.
Estimates the effort needed for each activity
Allocates the activities to resources and schedules
the activities against a time frame
Analyses the risks inherent in the plan
Adds explanatory text to the final plan

Planning (PL)

PL1 Designing a Plan

PL2 Defining and Analysing Products
PL3 Identifying Activities & Dependencies
PL4 Estimating
PL5 Scheduling
PL6 Analysing Risks
PL7 Completing a Plan

Activities &
Dependencies

Estimation

Scheduling
Completing
the Plan

Designing
a Plan
Products
Definition

Analysis of
Risks

DIRECTING A PROJECT

Process 4: PLANNING

Scheduling
All the activities are put together in a
schedule, showing when these activities
will be done and by what

Analysing risks
Check any risks in plan
Know how they effect on plan

Completing a plan
Add text to explain the plan

Conclusion

http://www.prince2.com/prince2-downloads.asp

 These processes that help to control

project.
Using these processes should tend to
the needs of project.

Thanks for listening