PRINCE2™ Revealed including how to use PRINCE2™ for small projects Colin Bentley AMSTERDAM BOSTON HEIDELBERG LONDON NEW YORK OXFORD PARIS SAN DIEGO SAN FRANCISCO SINGAPORE SYDNEY TOKYO ELSEVIER Butterworth-Heinemann is an imprint of Elsevier Butterworth-Heinemann is an imprint of Elsevier Linacre House, Jordan Hill, Oxford OX2 8Dp, UK 30 Corporate Drive, Suite 400, Burlington, MA 01803, USA First edition 2006 Reprinted 2006 Copyright of text © 2006, Colin Bentley Published by Elsevier Ltd All rights reserved The right of Colin Bentley to be identified as the author of this work has been asserted in accordance with the Copyright, Designs and Patents Act 1988 Diagrams © Crown copyright Reproduced with the permission of the Controller of HMSO and Queen's Printer for Scotland Diagrams in this book have been sourced from: Managing Successful Projects with PRINCEJTM (ISBN: 013309465), Office of Government Commerce, and are reproduced by permission Copyright of cartoons © 2006 Elsevier Ltd PRINCE2™ is a Trade Mark of the Office of Government Commerce PRINCE@is a Registered Trade Mark and a Registered Community Trade Mark of the Office of Government Commerce and is registered in the U.S Patent and Trade Mark Office No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the publisher Permissions may be sought directly from Elsevier's Science & Technology Rights Department in Oxford, UK: phone: (+44) (0) 1865 843830; fax: (+44) (0) 1865853333; email: permissions@elsevier.com Alternatively you can submit your request online by visiting the Elsevier web site at http://elsevier.comllocate/permissions, and selecting Obtaining permission to use Elsevier material Notice No responsibility is assumed by the publisher for any injury and/or damage to persons or property as a matter of products liability, negligence or otherwise, or from any use or operation of any methods, products, instructions or ideas contained in the material herein Because of rapid advances in the medical sciences, in particular, independent verification of diagnoses and drug dosages should be made British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging-in-Publication Data A catalog record for this book is available from the Library of Congress lSBN-13: 978-0-7506-6672-5 lSBN-lO: 0-7506-6672-2 For information on all Butterworth-Heinemann publications visit our website at books.elsevier.com Printed and bound in Great Britain 06 07 08 09 10 10 Working together to grow libraries in developing countries www.elsevier.com I www.bookaid.org I www.sabre.org Contents Preface vii Introduction x Part I An overview of PRINCE2™ Starting up a project (SU) Initiating a project (IP) Directing a project (DP) Controlling a stage (CS) Managing product delivery (MP) Managing stage boundaries (SB) Closing a project (CP) Planning (PL) Business case Project organization Plans Project controls Quality Risk Change control Configuration management Product-based planning Quality review Part II PRINCE2 revealed The project mandate Appointing the executive 16 22 28 35 39 45 49 56 60 68 71 77 81 91 94 97 102 105 107 110 Contents Appointing the project manager Designing a project management team Decision-making Writing a project brief Writing acceptance criteria Project approach Configuration management The business case Project issues Quality Risk Change control Setting tolerances Refining the business case and risks Planning Writing a product description Estimating Creating a work package Assessing progress Highlight report End stage report On taking over from another project manager End project report Follow-on action recommendations Lessons learned report Post-project review plan 112 114 Part III Managing small projects How to manage really small projects, or 'Honey, I've shrunk the project' Scalable smaller projects, or 'When you don't need a sledgehammer' A matrix approach A scaled-down project life cycle, or 'How to use big principles on small projects without becoming a sad bureaucrat' Chiselling away, or 'How much of this I need?' Managing projects at GCHQ Summary 201 230 242 250 Index 253 128 129 136 138 140 145 149 151 160 162 164 167 171 174 176 178 182 184 186 188 192 193 194 199 203 210 218 223 Preface The method 'Project management is just common sense.' Of course it is So why so many of us get it wrong? Even if we get one project right, we probably make a mess of the next And why we keep getting it wrong time after time? You need to be armed with a little more than common sense when diving into a project such as constructing a pyramid It is no good getting halfway through and then remembering you forgot to put in the damp course! Why so many professionals say they are project managing, when what they are actually doing is fire fighting? The answer is that, where project management is concerned, most of us not learn from our mistakes We not think about the process, document it, structure it, repeat it and use experience to improve the model Problems are likely to arise in every project we tackle, but planning ahead and controlling how things happen against that plan could have avoided many of the problems the firefighter tackles Those who are starting a project for the first time should not have to reinvent the wheel They should be able to build on the experience of previous project managers By the time we are doing our tenth project we should have a method that helps us avoid mistakes we made in the previous nine This book presents PRINCE2™, a structured project management method based on the experience of scores of other project managers who have contributed, some from their mistakes or omissions, others from their success It can be applied to any kind of project, however big or small; the basic philosophy is always Preface the same The method should be tailored to suit the size, importance and environment of the project Common sense PRINCE2 says not use a sledgehammer to crack a walnut but, equally, not agree important things informally where there is any chance of a disagreement later over what was agreed These experiences show us why a good project management method such as PRINCE2 is needed if our projects are to be well managed and controlled PRINCE2 Revealed • Statement - Technical books are boring • Statement - Technical books on PRINCE2 are very boring • Statement - You may read a sentence in the manual and believe that you understand it, but when you come to it in real life, the sentence only touched the tip of the iceberg and you are struggling I was reading a Dilbert book on holiday when the above thoughts struck me Then another thought struck me (I was pretty badly damaged by now, with all these thoughts striking me); you may not be able to write about a project management method as if it were an exciting adventure story ('Two of the project assurance goons edged closer "We'd like to talk to you about your last highlight report" one of them hissed, his beady eyes fastening on mine.'), or a classical romantic novel ('Her finger traced the outline of the work package in my hand "1 just love your quality criteria", she breathed, but her eyes held a different message'), but does it have to be as dryas dust? I have put together some drawings of the events and words that I have heard about project management over the past quarter of a century or more, and I have added some thoughts on what lies hidden beneath some of the words in the PR1NCE2 manual I hope you find some humour in the drawings and some use in the experiences and thoughts that accompany them PRINCE2 for small projects Why so many project managers not use a project management method when managing small projects? But, first, what is ,a small project'? Preface When the author was with BP International's information technology (IT) department, a small project was anything costing less than £10000 - and that was in the 1980s, so I would suggest that 'small' depends on the size of the company and the size of its 'normal' projects There are many projects that we can all identify as small, such as someone doing a house extension, the creation of an access database, the writing of a book, a supermarket reorganizing its displays, moving an office down the corridor, even the decoration of a hall and staircase Most of these are tackled without the aid of a recognized project management method So how does your local builder carry out a successful project? Mostly it is based on years of experience Usually behind this statement for any successful project manager lies a series of earlier projects where mistakes were made, such as materials or equipment not there when required, work tackled in the wrong sequence, requirements not fully understood at the outset, uncontrolled changes to requirements, customer dissatisfaction with the end result, and so on So, if all these pitfalls lie in wait for even the smallest project, why the reluctance to use a project management method? The answers given are usually 'they're too bureaucratic, top heavy', 'they are too expensive an overhead' and 'I haven't time' or 'my boss said "just it''' This book tries to show that a project management method can be used on small projects without being costly in terms of money or time In fact, it can save time and money, and deliver a better product Introduction This book is based on the PRINCE2™ project management method The method is owned by the Office of Government Commerce (OGC), an agency of the British government, and has been put in the public domain, so there is no fee to be paid for its use (If you want to make money from the method, e.g by offering training, products or consultancy, you need to get approval from OGC or the APM Group, contactable through Richard.pharro@apmgroup.co.uk) The readers of this book will fall into three groups: those who have no prior knowledge of PRINCE2, those who know the theory of PRINCE2 and are interested in 'looking behind the scenes', and those who already know PRINCE2 and want to know how to apply it to small projects The book is therefore divided into three physical parts: Part I to explain PRINCE2 to those new to it, Part II to dig under the surface of the method and get more insight into how to use it, and Part III to concentrate on the management of small projects If you are new to PRINCE2, the suggestion is to read about it first If you already know the method, dive straight into Part II of the book Layout of the book Part I is an overview of PRINCE2 for those readers who are not yet well versed in the method It covers the whole method, not in huge detail, but is enough to make the method understandable and to form the basis of using Parts II and III of the book Introduction Part II is a humorous (but useful) look at some aspects of PRINCE2 with guidance and templates on many bits that the official manual skims over Part III has six chapters, all tackling different approaches to scaling PRINCE2 for smaller projects Benefits of the PRINCE2 project management method Organizations are becoming increasingly aware of the opportunities for adopting a 'project' approach to the way in which they address the creation and delivery of new business products or implement any change They are also increasingly aware of the benefits which a single, common, structured approach to project management - as provided through PRINCE2 - can bring PRINCE2 is a scalable, flexible project management method, derived from the experience of professional project managers and refined over years of use in a wide variety of contexts It is owned by a stable public authority, the Central Computing and Telecommunications Agency (CCTA), now part of the OGc The CCTA has an ongoing commitment to maintaining the currency of the method and the tools that go with it, together with the information, books and manuals used to define the method • • • • • • • • • The method is repeatable The method is teachable It builds on experience It insists that there should be a viable business case for a project before it begins and continues It focuses on quality throughout the project life cycle Everyone knows what to expect If you take over a project in the middle, you know what documents to look for and where to find them There is early warning of problems It is proactive not reactive (but has to be prepared to be reactive to events - illness, pregnancy, accident, external events) Finance Use of the method is free There is no purchase price and no annual licence fee for users Introduction Support • The owners of the method, the OGC, have made a commitment to support its continuing evolution • The method was and is developed and enhanced by practising, professional project managers • There is a strong user group (in the UK, the Netherlands, Germany and Australia at present) • PRINCE2 can be used for all types and sizes of project, encouraging its spread throughout organizations For example, Tesco stores in Europe use it for all projects, including new store construction • The method is supported by over twenty specialist books • There is increasing software tool support for the method Current tools are the PRINCEWorld Planning from Quality Projects International (an excellent product-based planning tool and lots more), and PRINCESS from WS Atkins Navigo is being developed in the Netherlands, Tanner James in Australia have a good support tool, and TDL in UK have a powerful Internet and intranet tool called Project Architect for PRINCE2 • There are regular examinations for project managers and also for project support personnel and those on the periphery of projects, such as auditors and quality assurance • The Foundation and Practitioner examination certificates, issued on behalf of OGe, are recognized worldwide • Over 100000 candidates have taken the Practitioner examination in the UK so far There are thousands more who have taken the examinations in the Netherlands, Australia and the USA • One or two UK companies have included PRINCE2 certification in their project management career path • Many UK project management advertisements in the national press ask for PRINCE2 knowledge or certification International spread • The method and examinations are recognized and used in UK, the Netherlands, Denmark, Scandinavia, Poland, Hungary, Switzerland, Australia, North and South America, Hong Kong, Singapore, Italy, Bulgaria, China and Indonesia • The method has public and private sector users • Books on the method are available in Dutch, German, French, Italian and Spanish Summary In this book, we have seen six possible approaches to the management of small projects under PRINCE2: • Use the principle of work packages to handle small one-off ,projects' • Use the minimum elements necessary for control • Select the aspects of PRINCE2 that you should use according to a 'sizing' matrix • Produce an abbreviated version of PRINCE2 that keeps the essentials • Consider how much of each part of PRINCE2 is required for a specific project • The GCHQ method of handling staff allocation Which one is right for your project? Only you can tell According to the different projects you tackle, you may need more than one of these approaches For the small stand-alone tasks or 'projects' I would recommend the work package approach For larger projects, I would use the scaling matrix We really have to consider the irreducible core of PRINCE2: When deciding whether we have a genuine project Deciding what elements of the method we need to use So, what is the irreducible core of PRINCE2? Irreducible core of PRINCE2 Please, please, remember that if there was to be only one element of PRINCE2 that you use, make it the product description Summary If you find reasons for discarding everything else, this really is the one item that you must have As soon as you are presented with a job, whatever its size, sit down and write a product description of the final product You will find out so much about the job to be done, the skills needed, what inputs you need, and it starts you off immediately thinking about quality However, there are other parts of PRINCE2 that can playa vital part If you have a project, it will need: • a business case • a project organization (even if it's only identifying who is responsible for what) • one or more plans • a method of handling risks • a method of change control • definition of the quality expectations and a recognition of how that quality will be built into the products and how this will be tested • a series of controls that match the organization and the size of the project Do not forget that if there is more than one person working on the project, or more than one version of any product, you will also need some level of configuration management Remember that PRINCE2 recommends, nay, begs, you to scale these elements in relation to the size and complexity of the project Just because the work that you have to undertake matches up with the above 'irreducible core', suggesting that it needs to be treated as a genuine project, this does not mean that you need a battalion of people, an armful of documents and a rigid structure of controls that force you to write reports every few hours Have a look at each of them and use common sense as to how much is needed As the PRINCE2 manual says, 'how much I need in order to have the project under control?' If your decision is to ignore one or more completely without consideration, not complain if the element that you have ignored jumps up and bites you before you have finished PRINCE2™ Revealed Lastthoughts The sizing matrix approach gives you more flexibility than the 'abbreviated' version approach in deciding how many of the PRINCE2 processes and components to use With the abbreviated version, you might still be using too much 'bureaucracy' The work package is a good discipline for really small 'projects' that not need some of the elements discussed above The guidelines should indicate to you whether your job could be handled as a work package or as a small project Remember, PRINCE2 is so flexible and scalable that it does not introduce unneeded bureaucracy If something needs doing, it needs doing By all means adjust the scale or formality of doing it, but not just drop it Index Page numbers in bold type refer to figures; those in italic to tables Acceptance criteria: auditing, 136-7 in project quality plan, example, 153 writing, 136-7 Activities: dependencies between, identifying (PL3), 51-2 identifying (PL3), 51-2 APM Group, xi, xiv-xv Audit processes: configuration auditing, 95-6 project management, 155 specialist work, 155-6 Baselines, 94-5 Benefits: of PRINCE2 method, xii of project, 57 tolerance, 165 Budgeting: change budget, 165 for risk management, 86 Business case, 1,2,56-9,145-8 contents, 56, 57 'do nothing' option, 57, 58 'do something' option, 58 links, 58 outline, in project brief, 133 overview, 57-8 philosophy, 56-7 refining (IP3), 18-19, 167-70 small projects, 59, 215-16, 231, 234-5 updating (5B3), 42 Cash flow, 58 Central Computing and Telecommunications Agency (CCTA), xii Change: authorizing, 119 request for, 92-3 Change authority, 119 Change budget, 165 Change control, 3, 91-3, 162-3 off-specification, 93 overview, 91-2 philosophy, 91 request for change, 92-3 small projects, 215, 241 Change management procedures, in project quality plan, 156 Checkpoint reports, 76, 86 Closing a project (CP), 7, 45, 45-8 confirming closure (DP5), 26-7 CPl: decommissioning the project, 46 Index Closing a project (CP) (continued) CP2: identifying follow-on actions, 47 risk management, 90 CP3: project evaluation review, 47-8 small projects, 217, 233-4 Components of PRINCE2, 1, 2-3 Configuration management, 3, 67, 94-6, 125-6, 140-4 small projects, 205, 212-15, 240 Configuration management plan: for PRINCE2 practitioner papers, 141-4 in project quality plan, 156 tools to be used, 156 Configuration status accounting and auditing, 95-6 Constraints, in project brief, 131-2 Consultancy: accreditation!approval to provide, xi, xiv accredited organizations, xiv-xv Controlling a stage (CS), 5-6, 28, 28-34 CSl: authorizing work package, 29 project assurance, 123 risk management, 88-9 CS2: assessing progress, 30 CS3: capturing project issues, 30-1 CS4: examining project issues, 31 business case, 58 project assurance, 123 risk management, 89, 149-50 CS5: reviewing stage status, 31-2 risk management, 89 CS6: reporting highlights, 32-3 risk management, 89 CS7: taking corrective action, 33 CS8: escalating project issues, 33-4 risk,89 CS9: receive completed work package, 34 small projects, 232, 233 Controls, small projects, 210-17, 220, 237-8 minimum control elements, 210-17 Core project team, small projects, 245 Corrective action (CS7), 33 CP see Closing a project (CP) CS see Controlling a stage (CS) Customer's quality expectations, 77-8 in project brief, 133-4 in project quality plan, example, 153 Decision-making, 128 Decommissioning the project (CPl),46 Delegation, 111, 117 Dependencies between activities, identifying (PL3), 51-2 Directing a project (DP), 4-5, 22, 22-7 DPl: authorizing initiation, 23 risk management, 86-8 DP2: authorizing a project, 23-4 risk management, 88 DP3: authorizing a stage or exception plan, 24-5 business case, 58 project assurance, 122 risk management, 88 stage plan, 172 DP4: giving ad hoc direction, 25-6 exception situations, 89-90 DP5: confirming project closure, 26-7 small projects, 231-2 Documents: quality criteria, 175 seealso individual reports; Project brief; Project mandate DP see Directing a project (DP) End project report, 155, 192 End stage assessment, 74 End stage report, 43-4, 155, 186-7 Estimating,52-3,176-7 Examinations, xiii Exception plans, 70 authorizing (DP3), 24-5 business case, 58 Index project assurance, 122 risk management, 88 producing (SB6), 44 risk and, 88 small projects, 231-2 Exception reports, 75, 89-90 Exclusions, in project brief, 131 Executive, 63 appointing, 10-11, 110-11, 115 small projects, 115-16,211 Files see Project files; Quality file Finance: accreditation/approval to provide training/ consultancy, xi, xiv free use of PRINCE2, xii Follow-on actions: identifying (CP2), 47 risk,90 recommendations, 193 Gate reviews, 186-7 Gateways, 186-7 GCHQ see Government Communications Headquarters (GCHQ) Government Communications Headquarters (GCHQ), 242,249 benefits gained, 248-9 centre management, 246-7 centres, 246 improvement programme, 242 matrix management, 242 PRINCE2 projects, 245 project management, 247 project teams, 245 redefinition of work, 244 resource allocation, 247-8 roles, 246 work packages, 245 Highlight report, 75, 184-5 reporting highlights (CS6), 32-3 risk management, 86, 89 small projects, 216 Initiating a project (IP), 5, 16, 16-21,72 authorizing initiation (DP1), 23 risk management, 86-8 IP1: planning project quality, 17-18 IP2: planning a project, 18 IP3: refining business case and risks, 18-19 IP4: setting up project controls, 19-20 IP5: setting up project files, 20, 168-9 IP6: assembling a project initiation document (IP6), 20-1 planning initiation stage (SU6), 14-15 small projects, 231 see also Project initiation document (PID) International Standards Organization (ISO), 66 International use of PRINCE2, xiii Investment appraisal, 57, 167-8 small projects, 215 IP see Initiating a project (IP) ISO (International Standards Organization),66 Issue log, 149 Job descriptions, 127 Lessons learned report, 155, 192, 194-8 example, 194-8 small projects, 234 Management by exception, 3, 4, 33, 75,110-11,165 Managing product delivery (MP), 6, 35,35-8 MP1: accepting a work package, 36 project assurance, 123 risk management, 89 team plan, 89, 173 MP2: executing a work package, 37 project assurance in, 123 Index Off-specification, 93 Office of Government Commerce (OGC), xi, xii Organization, 2-3,60-7 overview, 61-2 philosophy, 60-1 small projects, 60, 211-12, 235-6 see also Project board product-based, 2, 7, 97-101 external dependencies, 100-1 small projects, 240 project quality planning (!PI), 17-18 risk management, 86 small projects, 234 stages (5Bl), 40-1 team plans, 173 Plans, 3, 68, 68-70, 173 levels of, 172 overview, 68-9 small projects, 172,216,236 see also Exception plans; Project plan; Project quality plan; Review plan, post-project; 5tage plans; Team plans Post-project review plan, 199-200 Practitioner papers, configuration management plan, 141-4 Principles of PRINCE2, Processes, 1,3-4,4 and project assurance, 122-3 small projects, 223-9 Product-based planning, 2, 7, 97-101 external dependencies, 100-1 small projects, 240 Product breakdown structure, 97-8, 99 small projects, 208, 237 Product description, 79, 98-100,250-1 small projects, 204, 205-7, 212,234,240 writing, 174-5 Product flow diagram (PFD), 51, 52, PL see Planning (PL) Planning (PL), 7, 49, 49-55,171-3 PL1: designing a plan, 50 estimation, 177 PL2: defining and analysing products, 51 project assurance, 122 PL3: identifying activities and dependencies, 51-2 PL4: estimating, 52-3 PL5: scheduling, 53 PL6: analysing risks, 54 PL7: completing a plan, 54-5 external dependencies, 100-1 small projects, 208, 209, 240 Product interfaces: in project brief, 132-3 small projects, 204-5 Products: defining and analysing (PL2),51 delivery see Managing product delivery (MP) focus on, quality criteria, 98, 155 version control, 156 Managing product delivery (MP) (continued) MP3: delivering a work package, 37-8 small projects, 233 Managing stage boundaries (5B), 6, 39,39-44 project assurance, 122 5Bl: planning a stage, 40-1 team plans, 173 5B2: updating a project plan, 41 5B3: updating a business case, 42 5B4: updating the risk log, 42-3, 88 business case, 58 5B5: reporting stage end, 43-4, 155, 186-7 5B6: producing an exception plan, 44 small projects, 233 Matrix management, 201, 218-22, 252 deviations from, 222 at GCHQ, 242-4 MP see Managing product delivery (MP) 99,100,101 Index Progress assessment (CS2), 30,182-3 Project approach, 138-9 defining (SUS), 13-14 Project assurance, 62, 63, 65 -6, 120-1 involvement in processes, 122-3 quality responsibilities, example, 154 small projects, 65 -6, 212 versus quality assurance, 121-2 Project board, 4, 43, 44, 48 authorizing changes, 119 members' responsibilities, 62-5 Project brief, 129-30 preparing (SU4), 13 business case, 58 risk management, 86 small projects, 217 template, 130-5 Project controls, 71, 71 -6 setting up (IP4), 19-20 Project definition, in project brief, 130 Project deliverables, in project brief, 131 Project evaluation review (CP3), 47-8 Project files: setting up (IPS), 20, 168-9 small projects, 217 Project initiation document (PID), 68,72 assembling (IP6), 20-1 compiling, 170 small projects, 217, 231, 238 see also Initiating a project (IP) Project initiation see Initiating a project (IP); Project initiation document (PID) Project interfaces, in project brief, 132 Project issue management, small projects, 240 Project issues, 75, 149-50 capturing (CS3), 30-1 escalating (CS8), 33 risk management, 89 examining (CS4), 31 business case, 58 project assurance, 123 risk management, 89, 149-50 issue log, 149 risks and, 149-50 Project life cycle, small projects, 223-9 Project management team, 124 appointing (SU3), 12-13, 126-7 designing (SU2), 11-12, 114-27 role descriptions, 126-7 Project management, viii-ix at GCHQ, 247 quality control and audit processes to be applied to, 155 structure, 61-2 Project manager, 64 appointing (SUI), 10-11, 112-13, 116-17 quality responsibilities, example, 153 small projects, 211, 236 taking over, 188-91 Project mandate, 107-9 business case, 58 project tolerances, 74 risk log, 86 Project objectives, in project brief, 131 Project plan, 68-9 narrative, 69 in project brief, 134 small projects, 216 updating (SB2), 41 Project quality plan, 78, 152 example, 153 -6 key criteria, 155 Project quality planning (IPl), 17-18 Project scope, in project brief, 131 Project support, 66-7 appointing, 125 -6 Project teams, at GCHQ, 245 Project tolerances, 165 in project brief, 134 Projects: authorization (DP2), 23 risk management, 88 closing see Closing a project (CP) Index Projects (continued) decommissioning (CPl), 46 defining approach to (SU5), 13-14 directing see Directing a project (DP) initiating see Initiating a project (IP) planning see Planning (PL) preparing brief (SU4), 13 stages see Stages starting up see Starting up a project (SU) see also Small projects Publicity, xiv-xv Quality, 77-80, 151-9 customer's expectations, 77-8 in project brief, 133-4 in project quality plan, example, 153 planning project quality (IPl),17-18 of products, 98, 155 in a project environment, small projects, 217, 222, 239 tools to be used, 156 Quality assurance: quality responsibilities, example, 154 versus project assurance, 121-2 Quality control: project management, 155 specialist work, 155-6 in training/consultancy, xiv Quality file, 80 Quality log, 76, 80 in project quality plan, 158-9 Quality path, 77 Quality plans, 79 Quality responsibilities, in project quality plan, examples, 153-4 Quality review, 102-4, 157 follow-up, 104 formal/informal, 104 people involved, 102 preparation, 103 procedure, 103-4 review phase, 104 roles at, 103 small projects, 240-1 Refining business case and risks (IP3), 18-19, 167-70 Reports see Checkpoint reports; End project report; End stage report; Exception reports; Highlight report; Lessons learned report; Project brief; Project mandate Resource allocation, at GCHQ, 247-8 Review plan, post-project, 199-200 Risk, 81-90, 160-1 acceptance, 84 action selection, 85 assessment, 81 contingency, 84 evaluation, 83-4 identification, 83 ownership, 81 philosophy, 81-2 prevention, 84 in project brief, 134 project issues, 149-50 reduction, 84 refining the business case (IP3), 18-19, 167-70 responses to, 84 small projects, 216, 238-9 tolerances, 82, 165 transference, 84 Risk analysis, 18-19, 54, 83-5, 88 Risk appetite, 82 Risk log, 75 updating (SB4), 42-3, 88 Risk management, 3, 85-6 budgeting, 86 mapping to processes, 86-90 monitoring and reporting, 85-6 planning and resourcing, 85 process, 82-3 Role descriptions, 126-7 SB see Managing stage boundaries (SB) Scaling matrix see Matrix management Scheduling (PL5), 53 Senior responsible officer, 187 Senior supplier, 64, 117-18 Index quality responsibilities, example, 154 small projects, 211 Senior user, 63 4,118-19 quality responsibilities, example, 153 small projects, 211 Small projects, ix-x, 201-2, 203 business case, 59, 215-16, 231, 234-5 change control, 215, 241 closing a project (CP), 217, 233 configuration management, 205, 212-15,240 controlling a stage (CS), 232, 233 controls, 210-17, 221, 237-8 core project team, 245 directing a project (DP), 231-2 exception plan, 231-2 executive, 115-16,211 highlight report, 216 initiating a project (IP), 231 investment appraisal, 215 lessons learned, 234 managing product delivery (MP), 233 managing stage boundaries (SB), 233 matrix approach, 201, 218-22, 252 minimum controls for, 210-17 organization, 60, 211-12, 235 -{) planning (PL), 234 plans, 172,216,236-7 processes, 223-9 product-based planning, 240 product breakdown structure, 208,237 product description, 204, 205-7, 212, 234, 240 product flow diagram, 208, 209, 240 product interfaces, 204-5 project assurance, 65 -{), 212 project brief, 217 project file, 217 project initiation document (PID), 217, 231, 238 project issue management, 240 project life cycle, 223-9 project manager, 211, 236 project plan, 216 quality, 217, 222, 239 quality review, 240-1 risk, 216, 238-9 senior supplier, 211 senior user, 211 stage plans, 216 starting up a project (SU), 230 summary, 250-2 team managers, 123 team plans, 216 tolerances, 238 work package, 204-9,252 Software support, xiii Specialist work, quality control and audit processes to be applied to, 155 -{) Staff roles, 2-3 Stage plans, 69, 172 authorizing (DP3), 24-5 business case, 58 project assurance, 122 risk management, 88 narrative, 69 planning a stage (SBl), 40-1 team plans, 173 quality plan, 79 risk and, 88 small projects, 216 Stages, 3, 72-3 authorizing (DP3), 24-5 boundaries see Managing stage boundaries (SB) controlling (CS) see Controlling a stage (CS) end stage assessment, 74 end stage report, 43 4, 155, 186-7 managing boundaries (SB) see Managing stage boundaries (SB) plans see Stage plans reporting stage end (SB5), 43 4, 155, 186-7 reviewing status (CS5), 31-2 risk management, 89 tolerances, 164 Index Standards, in project quality plan, example, 154 Starting up a project (SU), 5, 9, 10-15 small projects, 230 SUI: appoint executive and project manager, 10-11, 110-13, 115, 116-17 SU2: design project management team, 11-12, 114-27 SU3: appoint project management team, 12-13, 126-7 SU4: preparing project brief, 13 business case, 58 risk management, 86 SUS: defining project approach, 13-14 SU6: planning an initiation stage, 14-15 Structure, SU see Starting up a project (SU) Support: for PRINCE2, xiii seealso Project support; Software support Team managers, 64-5, 123-4 quality responsibilities, example, 154 small projects, 123 Team plans, 69-70, 173 small projects, 216 Techniques, 1, Tolerances, 73-4 setting, 164-6 small projects, 238 Training: accreditation/approval to provide, xi, xiv accredited organizations, xiv-xv Version control, products, 156 Vision statements, 108-9 Web sites, xiv-xv Workpackage,76 accepting (MP1), 36 project assurance, 123 risk management, 89 team plan, 89, 173 authorizing (CS1), 29 project assurance, 123 risk management, 88-9 creating, 178-81 delivering (MP3), 37-8 example, 179-81 executing (MP2), 37 project assurance, 123 at GCHQ, 245 interfaces, 181 receiving (CS9), 34 small projects, 204-9, 252 tolerances, 164 ... method such as PRINCE2 is needed if our projects are to be well managed and controlled PRINCE2 Revealed • Statement - Technical books are boring • Statement - Technical books on PRINCE2 are very... those who have no prior knowledge of PRINCE2, those who know the theory of PRINCE2 and are interested in 'looking behind the scenes', and those who already know PRINCE2 and want to know how to apply... needed and how they can be used This philosophy is implemented through the processes PRINCE2 Revealed PRINCE2 offers only a few techniques The use of most of them is optional You may already