PRINCE2 Refresh Overview

8/8/2019 PRINCE2 Refresh Overview

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Managing and Directing Successful

Projects with PRINCE2TM



2 Managing and Directing Successful Projects with PRINCE2TM

Written by Andy Murray ofOutperform, Lead Author of PRINCE2this brochure provides an overviewof both Managing and DirectingSuccessful Projects with PRINCE2TM.

Why has PRINCE2 beenrefreshed?

PRINCE2 is oten cited as the world’smost widely used project managementmethod. Its success is largely due to itbeing non-proprietary but also due tothe ability o organizations to apply it toa variety o industries, environments andproject sizes.

Since its launch in 1996, the project

management industry has not stood still.The emergence o Agile and iterativeapproaches to project managementdemonstrate there are challengestoday that simply did not exist in 1996.Some aspects o traditional projectmanagement concepts do not servesuch challenges. Thereore the remitor the reresh went beyond reviewing

the log o issues raised on the manualbut also collected wider eedback andrequirements rom the user communityand other interested parties.

The reresh project started in November2006 with a six month period o publicconsultation.

The public consultation comprised o:

• ReviewingtheIssuesLog

• Aseriesofworkshops/focusgroupsacilitated by the Best Practice UserGroup (BPUG)

• ‘Champion’interviewsofkeyusers

• Aseriesofsurveys.

More than 170 organizations andindividuals provided eedback as part othe consultation process. Analysis o theeedback shows a general consensus orchange as ollows:

• Reducethesizeofthemanualandimprove the style o language (more

guidance less instruction)• IntegratewithotherOGCproducts

• Showlinkagetoothermethodsandbodies o knowledge

• Providemoreguidanceontailoring(particularly or smaller projects)

• Include(orreference)thesoftaspectso Project Management (e.g. peoplemanagement, change management,

‘fuzzy’requirements).

How was PRINCE2refreshed?

The report rom the public consultationwas used by a Reerence Groupcomprising users, academics andstandardsbodiesappointedbyOGCto

help create the mandate or change.

The project to reresh PRINCE2 wasmanaged using PRINCE2, taking themandate as the trigger to appoint theproject management team and create theproject approach. The project approachwas developed through the use o aReview Group (comprising a broad cross-section o stakeholders) culminating inthe publication o high-level ProductDescriptions or the revised publications.

More detailed Product Descriptionswere developed and then subjectedto a design review comprising o theprevious PRINCE2 author, lead authorstheotherOGCBestPracticeproductsand a selection o sample users. Thedesign review resulted in the baselining

o seven principles upon which PRINCE2would adhere to. The principles denewhat makes a project a PRINCE2 projectand provide guiding obligations or goodpractice when applying the method to aspecic project.

The project used an iterative time-boxedapproach o releasing interim drats orormal quality review by a Review Group

comprising all stakeholder categories.There were our ormal iterations in total.The eedback rom each quality reviewwas used to improve the drat manuscriptsready or the nal author drat when it washanded over to the production team orcopy-editing and publishing.

In parallel to the quality reviews, therevised method was also subjected to anumber o pilots – to prove the changesto the method work in practice. A total o12 organizations participated in the pilots,



3Managing and Directing Successful Projects with PRINCE2TM

including the British Council, Standard Bankand Staordshire County Council.

Finally, the nal author drat was subjectedto an assurance review undertaken bya Change Control Panel on behal othe Project Board. The Change ControlPanel assessed the manuscript againstthe Product Descriptions to assess that allrequirements had been met and just asimportantly that all changes were withinthe scope o the mandate.

The overriding approach was one oongoing public consultation involving allstakeholders throughout the design anddevelopment activities, as can be seenrom Table 1 below.

What are the mainchanges to PRINCE2?

The most noticeable change is that thereare now two guides or PRINCE2:

• Managing Successful Projects withPRINCE2 is aimed at people who

work on projects on a daily basis• Directing Successful Projects with

PRINCE2 provides a guide or thosewho direct or sponsor projects.

Managing Successful Projectswith PRINCE2

This guide has been designed to be a rolespecic handbook or Project Managers,

Team Managers and Project Support. Thebook provides a universally applicableproject management method – theprinciples, processes and techniques thatenable individuals and organizations tosuccessully deliver their projects.

Key features include outlining theprinciples and processes o PRINCE2,descriptions o the themes o projectmanagement and cross-reerences toproject management techniques thatmay be useul to apply. Finally the guideprovides context o when and howto use PRINCE2 or dierent projectenvironments (e.g. standalone or as parto a programme).

The manual covers the questionsrequently asked by people involved inproject management and support roles.These questions include:

• What’sexpectedofme?

• WhatdoestheProjectManagerdo?

• WhatdoIdoifthingsdon’tgotoplan?

• WhatdecisionsamIexpectedtomake?

• WhatinformationdoIneedormustIsupply?

• WhoshouldIlooktoforsupport?Fordirection?

• HowcanItailortheuseofPRINCE2formyproject?

Table 1 - Stakeholder Participation

Stakeholder Method

Academia Surveys, Reerence Group.

Accreditation Body (APM Group) Project Board, Change Control Panel.

ConsultingProviders(ACOs) Workshops,Surveys,ReviewGroup.

Central Government ProjectBoard,Workshops,Surveys,ReferenceGroup,Review Group, Change Control Panel, Pilots.

LocalGovernment Workshops,ChampionInterviews,ReviewGroup,Pilots.

NGOs Champion Interview, Reerence Group, Pilots.

Private Sector Surveys,Workshops,ReviewGroup,ReferenceGroup,Pilots.

Proessional Associations(e.g. APM, PMI)

Reerence Group, Review Group.

Publisher(TSO) Project Board, Change Control Panel.

Standards Bodies (e.g. BSI ) Reerence Group.

Tool Vendors Workshops,Surveys.

TrainingProviders(ATOs) Workshops,Surveys,ReviewGroup.




• PRINCE2nowhasasetofclearlydened principles. These principlescan be used as a check that PRINCE2is being applied in the spirit in whichthe method has been designed – nottoo rigidly nor supercially

• Theneedtotailorthemethodisexplicitly stated and guidance on how

to tailor is provided• Ithasbeendesignedtoalignwith

otherOCGproducts;ManagingSuccessul Programmes (MSP™),Management o Risk (M_o_R®) andthe new Project, Programme andPortfolioOfces(P3O®)guidanceand will enable users to seamlesslyintegrate all our methods andrameworks

• Thelinkagewithotherstandardsandbodies o knowledge is clearly shown

• Theimportanceofthesoftaspectsofproject management are emphasised

• PRINCE2isnotbureaucratic–themethod requires inormation anddecisions, not documents andmeetings.

• WhatdecisionsamIexpectedtomake?

• Whatinformationisrequired/availabletohelpmemakedecisions?

• HowdowetailortheuseofPRINCE2forprojectsofdifferingscaleortype?

• WhatdoesaneffectiveProjectBoardlooklike?

It is aimed at managers taking on seniorproject roles, either or the rst time oror the rst time in a PRINCE2 context. Itacts as a reerence guide or managerswho are more experienced in directingprojectsand/orusingPRINCE2butwhowish to check rom time to time thedetailed guidance on specic topics.

How have these changesimproved PRINCE2?

PRINCE2 keeps its core value o beinga universal method that can be appliedto any project regardless o type, scale,culture or geography. The improvementsare based on user eedback on what was

liked/dislikedaboutPRINCE2andonthedierent challenges that ace today’sprojects.

The key improvements to PRINCE2 2009are:

• PRINCE2islessprescriptiveandmorefexible

• PRINCE2islesstheoreticalandmore

practical – based on the input oover 170 organizations and validatedthrough pilots

There’s a lot more ocus on benets inthe new managing guide than in thecurrentmethod;inparticulararoundhow benets need to be tracked andrealised post project and how that relatesto a programme environment.

Directing Successful Projects with

PRINCE2This new publication is aimed atsupporting the senior managerresponsible or a project, specicallythose managers undertaking anexecutive role on a project or the rsttime. Covering the duties and behavioursexpected o members o the ProjectBoard, Directing Successul Projects withPRINCE2 can be used as a reerence

guide at any stage to check what isrequired – both o the Project Board ando the Project Manager in return.

Key features include a PRINCE2 methodoverview, agendas and checklists or theProject Boards’ review, descriptions othe management products the Board isexpected to approve and an outline orole responsibilities involved.

It covers the questions requently askedby those people who sponsor or directprojects:

• What’sexpectedofme?

• WhatshouldIexpectoftheProjectManager?

• HowdoIknowtheProjectManagerisapplyingPRINCE2appropriately?

• HowdoIdelegateauthoritytotheProjectManagerbutkeepcontrol?



5Managing and Directing Successful Projects with PRINCE2TM

How do these publications compare to the previous version of PRINCE2?

Table 2 - Comparison to the PRINCE2 2005 Edition

Area PRINCE2 2009 PRINCE2 2005

Principles 7 principles None

Themes/Components 7 themes:

•BusinessCase•Organization

•Quality•Plans•Risk•Changes•Progress.

8 components:

•Businesscase•Organization

•Plans•Controls•ManagementofRisk•QualityinaProjectEnvironment•CongurationManagement•ChangeControl.

Processes 7 processes:

•StartingupaProject•DirectingaProject•InitiatingaProject

•ControllingaStage•ManagingaStageBoundary•ClosingaProject.

8 processes:

•StartingupaProject•DirectingaProject•InitiatingaProject

•ControllingaStage•ManagingaStageBoundary•ClosingaProject•Planning.

Sub-processes 40 activities comprising recommended actions. No codes. 45 codied sub-processes comprising prescriptive actions.

Techniques 2 techniques explained (Product Based Planning andQualityReview)andnumerouscross-referencestotechniques rom other bodies o knowledge, including‘soft’aspects.

3techniquesexplained(ProductBasedPlanning,ChangeControl,QualityReview).

Project Environment Context rich guidance on tailoring the method accordingto the project’s environment, including:

•Projectsinaprogramme•Commercialcustomer/supplierrelationships•Multi-ownedprojects•Alignmentwithotherlifecyclemodelsand

bodies o knowledge•Projectscale.

Not covered.

Management Products 26 management products with explicit guidance on theirevolution and which ones can be combined.

36managementproducts.




PRINCE2 2009 Library

The range o PRINCE2 publicationscover:

• AnIntroductiontoPRINCE2:

Managing and DirectingSuccessul Projects

• ManagingSuccessfulProjectswithPRINCE2

• DirectingSuccessfulProjects with PRINCE2

• PassingyourPRINCE2Examinations

• PRINCE2Pocketbook

• TheExecutiveGuidetoDirectingProjects: within a PRINCE2 and MSPEnvironment.

The publications are available in a range oormats to suit users needs:

• HardCopy

• PDFSingleUser,offersindividualaccess

• HandheldeBook,downloadabletomosthandheld devices or easy access on the go

• OnlineAnnualSubscription,offeringthegreatest unctionality o the electronicproduct or individuals and across anorganization. Functionality includes:dynamic content - our dierent ways to viewthe content (Standard, Process, Themes andPrinciples), easy navigation and searching,

book marking, cross linking within chaptersand pop-up Glossary Terms.

Area PRINCE2 2009 PRINCE2 2005

Roles 8 roles (Project Board, Senior User, Executive, SeniorSupplier, Project Manager, Team Manager, ProjectAssurance, Project Support).

Suggested competences or each role.

Project Board roles now include “duties and behaviours”.

10 roles (Project Board, Senior User, Executive, SeniorSupplier, Project Manager, Team Manager, ProjectAssurance,ProjectSupport,CongurationLibrarian,ProjectSupportOfce).

Checklists Process based checklists.

Governance checklist aligned to APM’s governanceprinciples.

Component based checklists.

Project Board guidance Role specic guidance or senior managers who sponsoror direct projects, including:

•WhatmakesagoodProjectBoard•SuggestedagendasforProjectBoardreviews

•ChecklistofkeydecisionsforeachProjectBoardreview•Pre-andpost-projectresponsibilities.

Embedded within the main guide and aimed at ProjectManagers rather than Project Board members.

Table 2 (Continued)

PRINCE2 Refresh Overview

Documents

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