PRINCE2 explained in 30 minutes

okay good afternoon everybody and welcome to this session on printer to project management first of all I'd like to introduce myself and my name is Karen Swanston and I'm a trainer for iOS specializing in prince2 and so let's have a look of what we're going to be covering today now 22 is a fantastic methodology for project management but how you learn about it can make a big difference to understanding it well so what we're going to do today is step you through how easy pentateuch can be to learn we're going to look at some of the basics of the framework without overcomplicating it and provide you with some quick and easy to you hints and tips so where do we begin well let's start off with the definition of a prince2 project this definition here is taken straight out of the printer to a manual so the project is a template organization that is created for the purpose of delivering one or more business products according to an agreed business case now this quite a few key messages on here the first of which is saying how the project is temporary so there is light at the end of the tunnel really but it's important that we understand just what the project is here to do and recognize that once the project has delivered what it needed to the project then closes down and business as usual picks up and users what the project has produced it is created for the purpose of delivering one or more business product now print Atul calls everything a product generally speak in there two types of products there are management products and specialist products management products are the things that will help you manage the project things such as your documentation really your plans your report and specialist products are the things that are special to just your project so what is not needed on every project this is generally what you are introducing into business as usual the final statement um here says according to an agreed business case now the business case is to show the justification for doing the project so there needs to see that there is a justification for the business to invest the time and the effort into this project for the benefits that they're going to get back out of it now as much as we can look at some words and talk about the words I think it's much easier sometimes to understand if we have a diagram now here we've got two environments we've got the project area and we have business as usual so the project is here to produce a product and as we've just talked through this is a specialist product that we're going to give to business as usual at the end of the day it is all just stuff so the project is here to produce some stuff which we're going to then hand over into business as usual for the users to use so the specialist products are really an output from the project and it's only when users start to use this new product this new stuff the things will start to change in business as usual now the change is what's referred to as the outcome so the outcome in business as usual is what we are hoping to achieve now with any sort of change there is always two sides to change there's a positive side but we also should consider the negative side to change as well so prints to cause a positive change a benefit which is a measurable improvement for one or more stakeholder or a dis benefit is a negative change for one arm or stakeholder so with all projects we must consider not all of the benefits for the business but what is the negative knock-on effect by the project existing as well now when we are look Len imprint - one of the things that is sometimes quite difficult to learn is the terminology so wherever there is some way of making that easier then we need to share that now here we've got terminology around outputs and outcomes now an output is any of the specialist products and the output includes a letter P for product the outcome is all about the change an outcome includes a letter C for change something as simple as this can actually make understanding and learning the terminology so much easier now print 2 is made up of four integrated elements of principal themes processes and tailor into the environment now the principles are the guiding obligations and good practice which determine whether a project is genuinely being managed using prints - now there are seven principles and unless all of them over are applied it's not classed as a Princeton project to the principal's alike the underlying rules that every project needs but what we've learned the principles it's something that you would do and you would use a second nature so as an example if you was preparing a meal making a sandwich before you touched any of the food one of the things that you would always do is wash your hands and that is something that you learnt at some point in your life but now it is something that you just do automatically so the principles are very similar type of thing once you've learned them is something that you would do automatically and it would feel strange for the principles to not be in place coming on to the themes these are addressed continually throughout the project now if we was preparing a meal the ingredients that we needed for that meal would be needed all the way through producing with the meal so if we was making a cottage pie one of the ingredients that we would need is potatoes but they might look very different from the bag of potato and we buy from the supermarket to the end product of the potatoes going into the oven on top of the mean so the potatoes will go through various different stages throughout the project of making a cottage pie so the themes in prince2 are the same type of thing of the ingredients we are needing leave all the way through the project but they can look very different from the beginning to the end coming down to the processes a stepwise progression through a project so it is set you through from the beginning of the project right through to the project closing now if you wanted to make a cottage pie and you've never done that before you could refer to a recipe to help you step through what needs to be done and the processes are just like following a recipe now a recipe tells you what to do with the ingredients at that point in time and the processors do exactly the same the processors step you through the project and they're telling you what needs to be done with the theme at that point in time not forgetting the principles washing your hands all the way through our project and the final step is tailoring now tailoring is looking at the environment the size the complexity of your project and making sure that it's appropriate for the project that you are working on so going back to our cottage pie example is it a cottage pie for one it's a family cottage pie do we have carrots in the middle of it do we have carrots at the side there are different way is that we might actually put a cottage pan together so that's thinking about the environment the people that's involved and making sure that what we are producing is appropriate exactly the same for a printer to project thinking about the environment and making sure the formality and things are appropriate for that environment now the principles are mentioned there we have seven principles which are listed down here continued business justification we took some brief Lee on one of the earlier slides about the justification for doing the project so the business case is showing the justification and this needs to not only be at the beginning of the project but the business case is updated at key points throughout the project to make sure we continue to to have that justification to carry on learn from experience is all about what is what you says really is making sure we don't make the same mistake twice let's learn from things that happen before defined roles and responsibilities the different people involved in the project needs to make sure that we need to be sure that they understand what their responsibilities are and also how they fit into the bigger structure of the project and that people understand what their roles are what their responsibilities are and and then they're not stepping on the toes of anybody else in the project manage five stages is about breaking the project down to more manageable chunks if you're looking at the project as a whole sometimes it can feel a little bit overwhelming or you may not be able to plan to the right level of detail for the whole of the project so by breaking it down into more manageable stages and working on one stage at a time as we're coming towards the end of one stage we are near at that point in time then to plan the next stage manage by exception is relating to tolerances tolerances is the permissible deviation around a plans target for time and cost now that's the basics for tolerances so it's amount of wiggle room that we have now managed by exception is by agreeing between the project board and the project manager what needs to be done agreeing the tolerances for the leeway that are also possible means that the project board don't need to be checking on the project manager every two minutes it gives the project major a little bit of space to actually manage the project in it's a much more efficient way of working management exception though relies on and then reported regular reports going to the project board to reassure them that everything is okay and in a situation where it's not okay and we're forecasting to go outside of a tolerance then we would need an exception report to be sent to the board immediately focus on products is about understanding that we know what the end product is always got a good idea of what the end product is so then we can start to make sure we are planning to achieve that and tailor to suit the project environment ties back to one of the four integrated elements that we've already spoke about making sure that the formality in the structure that we put in place is appropriate for the environment that we are working within so all of the principles must be applied now the themes we have seven themes and to understand the themes we really want to see how these are used across the processes so the processes in prince2 well here we've got the diagram illustrating all the different seven processes over the top of the diagram it mentions corporate our program management being the people who instigate the project the mandate is what we receive that kick starts a project that started to think about the project itself have been lots of different formats demanding but when we receive the mandate it triggers the first of our processes starting up a project now in starting up a project we are wanting to ensure we have an understanding of what the project is about well first of all we need to make sure we have an executive and a project manager appointed capture previous lessons comes back to the principle of learn from experience to make sure that we're learning before we get into the project itself preparing the outline business case is a rough draft of what the justification is for doing this just what the project is about but we also need to consider who else do we need are on the project as part of the project management team to make sure that all the different stakeholders actually have a voice on the project the project approach is describing how are we going about the project is this something that we can do ourselves do we need to go to an external third party can we simply upgrade something we've got or do we need to have something brand new or even something bespoke created and assemble in the project brief is bringing all the information together that we know about the project at this point in time so we can present it to the project board to allow us to move forward the final step here is to plan the initiation stage and that is what we are wanting to go in to do so during start of a project we actually use a number of different themes one of the themes that we use is the organization theme which is all about the different people that's needed on the project now on this diagram here it's illustrating how we have called our program management at the top now these are is the management level that's just above the project itself these are the people that instigate the project within the project management team we have the project board who are directing the project the project manager who is managing the project on behalf of the project board and the team manager who is looking after the delivering of the specialist product now you may have noticed how the project management team can be abbreviated into PMT now PMP has three letters and the project management team has three levels of management something else again that can make it a little easier to remember so the project management team is made up of the project board project manager and team manager one of the other themes that is covered in starting up a project is the business see now the business case is something that it evolved throughout the project in starting up a project we create an outline business case but then as we move forward into the initiation stage we would then be updating this into a full detailed business case and as we are progressing then in the project at the end of every stage we would then update the business case to make sure we've still got the justification to continue into the next stage once the project board receives the project brief and the initiation stage found from staff to project the we would be asking the project board for them to authorizes to then move across into initiating a project now initiating a project is where we really do the planning of the project at the top of this diagram is talking about strategies now the strategies are just procedures so the procedures of how we deal with risk quality configuration management communication so that's the procedures that are specific to our project in the central area we create the project plan so this is a high-level view of everything that needs to be done on the project setup project controls is about putting in where the stage boundaries need to be thinking about the reporting frequency that needs to go to a project board we find the business case we created an outline business case in start of a project but now we've created the project plan this will have the estimate for the town skills and the cost ins for doing the project so that information can go into the business case so we can now see the justification for actually delivering that project plan and everything from initiating a project then comes together inside the project initiation documentation which is generally referred to as the pid' now as part of initiating a project there's various themes that's being used one of the themes that's been used is the risk see now a risk is something that is uncertain so it's an uncertain event or set of events but should it occur will have an effect on the achievement of objective so when we are putting the project plan together we want to be considering what are the uncertainties that could affect us achieving that project plan when we are identifying risks there are some words that we could look out for to help us to do this now generally speaking if you see the words may might cut within a sentence what that sentence is describing is something that's uncertain and if that uncertainty is there affecting your objective on your project then that is a risk to your objectives me might Cod are not the only words for risk but they are a quick a quick helpful hint there so if a risk is something that is uncertain an issue is something that is certain so it's something that has happened or it will happen and it wasn't was not planned so an issue is something that needs to go to the project manager for them to deal with to investigate for them to look at one of the other themes that we look at in initiating a project is quality now quality touches on the project all the way through the project but one of the key management products for quality is something called the project product description this is something that we actually creating starting up a project but is referred to all the way through the project because this is describing what the project must deliver in order to gain acceptance so it's describing the end product now if our end product is to produce a car before we can start to do that we need to have a good understanding of what the customer is expected and within the project product description we have the customer quality expect Asians so this is an example of so so I would like a fast new flashy car now all of those expectations could be misinterpreted or different people could understand them in a different way so to go alongside the customer quality expectations we also have acceptance criteria which is a measurable definition of the end product so if I would like a fast car having something measurable around that could be that the car does not 60 in three seconds is pretty fast a real car people often say that they're having a new car but do they really mean a new car that terminology that wording could be used in different ways so if we have a criteria of up to two years old there's no misunderstanding then a flashy car is quite difficult to get into a measurable turn but we can often refer against something that is already predefined so if we looked at a car magazine that had published what the top ten most desirable cars are if we specify that it fits in that those top ten most desirable cars and that will be acceptable we now have something that's measurable so the project product description is a really key thing to ensuring that we will work towards achieving a quality end product but the end product is often made up of a number of other products which would each have their own product description describing the specific criteria for that product in addition in a project we also mentioned about creating the project plan now the project plan is a high-level view of everything that needs to be done on the project so all the different products activities that need to be done as soon as we've identified the need for a product we must write a product description describing that product we also want to produce estimate for the timescales and the cost of the different products and activities which will give us an overall time and cost for delivering that project plan project controls was about creating the project plan down into stages to make it more manageable amongst other things so coming out of initiating a project we have assembled the pit that we need to take to the project board directing a project asking them to authorize the project but we also go across into managing a stage boundary because in managing a stage boundary is where we then produce the stage plan and if the stage plan that the project manager will be working for art from on a day-to-day basis so just like when we produce the project plan when we're creating the stage plan we need to identify all the different products write the project descriptions produce the estimates to give us an overall time and cost for doing that stage now the project plan gives guidance for what needs to go into the stage plan but the stage plan will have much more detail than the project plan so from managing a stage boundary we now have the stage plan that we can also take to the project board homes inside directing a project so authorize the project and authorize a stage or an exception plan it potentially done alongside each other at the same time so we're presenting the paid for to the board to authorize the project then we present the stage plan asking for that to be approved once the project gold have authorized the stage we then come down into control in the stage now controlling the stage is where the project manager will be for the majority of the time during the project giving out a work package to the teams in managing product delivery and the work package is describing everything that the team manager will need to know about the work that needs to be done so a work package is the level for the team manager and when they receive a work package they could then create a team plan to show how the work in the work package can chillie be done now as the teams are doing the work in managing product delivery they need to keep the project manager up to date on how the work is progressing and this is where they would then send check pro reports up to the project manager where the project manager can then record the progress of the project now progress is needed not only between the team manager and the project manager where we send the check point report but we also need to make sure that the project board is kept up to date and the project manager will send regular hailer highlight reports to the project board the project board are responsible for keeping corporate our program management up today and this would probably be in the format of a highlight report as well as well as reporting on progress we also need to think about tolerances each of the different levels of management would need to work within their own tolerances so the team manager would agree the tolerances as part of the work package with the project manager and if there's any problem with the tolerances they'd send an issue to the project manager project manager is working within the stage tolerances set by the project board and if there's any problems with the stage tolerances then the project manager would send an exception report up to the project board immediately the project board must work within the project tolerances that are set by corporate or program management and again if there's any forecast problem with the project tolerances this must be sent up to corporate our program management immediately probably in the form of an exception report so as we're coming towards the end of the stage from control and the state would then come across into managing a stage boundary where we would then start to plan the next stage update the project plan in the business case create an end stage report and hand this over to the project board asking for authorization to move into the next stage if they give the authorization we're then back into control and stage giving out work packages to the teams in managing project deliberate getting checkpoint reports back into control in the stage and so on as we coming towards the end of the stage if this is the final stage we would then be moving across into clothes in a project where we want to then concern that all the products are completed we will evaluate the project and look at lessons that have been learned to move forward for the next project so we'd hand everything over to the project board where they would then formally authorize the project closure now during this session we've actually steps through some of the basic concepts of prince2 hopefully without overcomplicating it and provided you with some quick and easy to use hints and tips so remember to look out for those words of may may or could for a risk or has or will for an issue now we coming towards the end of the session now and but I'd like to do is throw it open for any questions so if you do have any questions if you could pass those across now I will do my best to try to answer them okay if anybody has any questions if we put those into the chat online then they can be filtered through to myself here okay we've had one question about whether we will receive a copy of the presentation and everything that you've seen today we'll actually be able to be sent out on an email so everybody will receive this someone else has said that they are struggling with these and with remembering parts of print - regarding the exam and with this he really depends on on how you are learning print - and if you have the prince2 manual and then what I would suggest for your practitioner exam is to make sure that you are focusing on the purpose of the themes and the purpose of the processes and because the exam is heavily focused around the themes of the purpose of the themes and processes and if you're thinking ahead for your practitioner exam and then with your practitioner exam you can take your print to manual into the practitioner exam with you and the appendices in print - we have Appendix A which is all about the content of the document and Appendix C which is the detail of the roles and responsibilities and they are really key areas that can be very helpful for practitioner and unfortunately there is no real magic one to remembering everything and but what would say is good luck with your exam there and I look at some of these other questions and how will the new version of printer to differ from the current version and now for those of you that are not aware there is actually a new version of print - coming out and which the update from acts off today was hopefully this is going to be the 10th of July now the new version of prints - as far as the framework and the general structure of Quinta - has not changed at all and there are slight differences in terminology and we saw the strategies in initiating a project which I was describing as the procedures for risk and quality and so on and the strategies will be called approaches rather than strategies but the new version of prince2 is more a new version of the print Atul manual rather than necessarily fundamental changes to the framework and the manual itself is laid out very differently and it incorporates much more emphasis on the tailor inside and it also recognizes how a project is not only within a corporate our program environment but could also be as a commercial environment as well and so if people are considering in the current version and the new version of prince2 and one of the other differences is when it comes to the practitioner exam the practitioner exam under the current version is once you've passed the exams that qualification is valid for five years under the new practitioner exam the qualification will be valid for three years now the new practitioner exam that's coming in is a very different structure exam M and it is very much a standard multiple choice types of questions and and the the questions themselves are much more practical as part of actually implementing prince2 in such situations where is the current exam and have many different styles of questions so there are some benefits of actually doing your practitioner now as far as having the five year qualification or there's also all the benefits of having a slightly different structured exam combi summer and a couple bit some of these other questions and scroll through and difficulty understand the difference between project assurance and quality assurance yeah this is something that took lots of people and do tend to struggle with to be honest and now project assurance is a role inside the project and this in a wave like the idly project board members making sure that their interest is look please okay now the project board are responsible for doing their own project assurance well if it's a large project they could bring somebody in to do project assurance on their behalf and they would then feed back to that project board member when of quality assurance is outside of the project this is often like a policy department or an audit department within business as usual or it could even be yes such as a neural regulator or an external auditor so your policy department or your external auditors already exist even before your project is easing please and they will be there to check not all of it and your project is doing things correctly following procedures but that all the other areas of business as usual are as well now Quality Assurance may turn up within a business area in business as usual at any point and do a spot check and audit and their findings they would feed back to the wider corporate management or even your external regulators whereas project assurance is purely inside the project and they would often be doing very similar checks and audits but purely feeding back to the project board so if the project board know that the auditors are quality assurance could turn up at any point they really want to make sure that they're going to pass that that audit so they have project assurance in place to check that they are doing things properly the project of assurance purely just feedback to the project board and I hope that's clear that one up for you and we another question and attach about a Six Sigma and now Six Sigma is not a subject that I'm a specialist on and so it's not something I can Esso talk about it in any detail but the question is saying are there the same and no they are not the same and now prince2 though is a framework that prints to have is pretty much the standard framework that lots of other project management methods actually benefit from and but as I say I'm not an expert on Six Sigma so I apology that I can't actually just talk about that today is there any other questions from anybody I think tab come to the end of the questions through on my list here oh sorry there's a few more come through now how effective is identifying risks sometimes risk can be created so that the identifiers have jobs yes quite an interesting one that one I'm now as a trainer not only do I teach project management but I also teach a risk management mor and and one of the things are a part of identifying the risks is the person who identifies the risk is not necessarily the person who is going to be given the work to deal with it and and that is something that is quite fundamental as part of risk management because if every time somebody identifies a risk they are going to then get the work to deal with that and then people will be reluctant to identify risks and it's not necessarily a good way of working and the thing we need to think about with risk is risk management is something that is about working in a very proactive way and when people first start to talk about risks they can see are they they can come across the different risk is a negative a bad thing but in fact is it's absolutely the opposite because a risk is something that's all certain relate to your own objects and then identify some of those uncertainties even without doing anything about them you're in a better position because you have more knowledge and by having that understanding of what risks there actually are means that you can work in a proactive way to try to reduce them or in some cases stop the threats from happening risk management is also about positive side of uncertainty as well and sometimes if we don't consider opportunities then opportunities can sometimes passes by and well I think generally speaking most people when they first start talking and listen and think about risk they do see it on very much of a negative side but it is it is far from a very much a proactive way of working and let's look another question and can I have some information on courses you offer to get printed to accredited and yes once we've completed with the questions and the next slide that I'm going to finish off with will actually have all the contact details and so if you wanting to do that then then please bear with me until we come to that slide if that's okay and are there any plans for standard at some terminology with the other project went efficient PMP and not that I am aware of and how topical or adapt was print - so no different types of projects so how can print still be adapted for different types of projects there every single project is different having eight different objectives it's different ways of working within people's organizations and one of the things that printer two is very very strong one is about tailoring the principles are the underlying rules and they all need to be there but how you actually manage your project and how you develop that for your end product and can very much be tailored and the project project description and where we was talking about the description of the end product and sometimes we don't always know exactly what that end product is but if we are focusing on what we believe the end product to be that project product description can also evolve through change control if need be and but tailoring is something that is really important with imprint to a number of years ago and people used to look at printer as a very rigid and very structured framework and it's far from that and you may have heard about agile project management and prince2 with agile and but printer on its own is a very agile way of working as well because of the use of tailoring and how you actually struck to your project itself so it can very much be be adapted for any different type of project and I think we're coming to the end of the questions and so what I think we should do now is move on to the final slide and which is the information if you are wanting more information as far as you can have a look on our website there's a contact number there as well as well as some of the the direct emails for various people within ILX so if you are wanting any further information or information about the courses that we were then feel free to contact us on there but other than that I'd like to thank you for your time and hopefully you've got a lot out of this session so thank you very much and go back

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Length: 41min 36sec (2496 seconds)

Published: Fri Apr 28 2017