Projects in Controlled Environments, a process-based approach for project management
Project Management is a field based on a conspicuous level of uncertainty, the use of appropriate methods and tools influences the risk reduction of project failures. In this article we are going to illustrate the so-called PRINCE2 method, focused on process and expenditure control
Contents |
Overviews
PRINCE2 possesses all the necessary element to keep all these aspect under control It is owned by a stable public authority, the Office of Government Commerce (OGC), and is available free of charge in the public domain. PRINCE2, apart from allow more efficient control of development resources, it gives controlled management of change by the business (its investment and ROI) and an active involvement of the final product's users throughout its development. This to ensure that the output of the project will meet the functional, service and management requirements of final users[1].
There are two key principles of PRINCE2 that you should grasp as the basis for your understanding of the method. A PROJECT SHOULD BE DRIVEN BY ITS BUSINESS CASE You shouldn’t start a project unless there is a sound Business Case for it. At regular intervals in the project you should check to see that the project is still viable and stop the project if the justification has disappeared. PRINCE2 IS PRODUCT BASED PRINCE2 focuses on the products to be produced by the project, not the activities to produce them. This affects its method of planning, many of its controls and its approach to ensuring quality. To understand better the method it's usefull to know how it is
[2] [3] [4] [5] [6] [7] [8] [9] [10]
The seven Principles
The method is grounded over seven principles. Everyone of them can be apply to every kind of project, they are also self-validating and they are empowering, so the are able to give at users the capacity to to shape the management of the project. These are[11]:
- Continued business justification;
- Learn from experience;
- Defined roles and responsibilities;
- Manage by stages;
- Manage by exception;
- Focus on products;
- Tailored to suit the project environment.
Continued business justification
Learn from experience
Defined roles and responsibilities
Manage by stages
Manage by exception
Focus on products
Tailored to suit the project environment
The Structure
Process
Directing a Project
Starting Up a Project
Initiating a Project
Controlling Stage
Managing Product Delivery
Managing a Stage Boundary
Closing a Project
Themes
Business Case
Organization
Plans
Progress
Risk
Quality
Change
Techniques
PRINCE2 techniques are not mandatory. A company may already have, e.g., a quality checking technique, which it wishes to use in preference to the PRINCE2 quality review.
References
- ↑ PRINCE2™ A Pratical Handbook (Third Edition), 2010, Colin Bentler, Elsevier Ltd.
- ↑ € PRINCE2™ A Pratical Handbook (Third Edition), 2010, Colin Bentler, Elsevier Ltd.
- ↑ Pratical PRINCE2, 2005, Colin Bentler, TSO.
- ↑ Prince2 100 Success Secrets - The Missing Foundation and Practitioner Exam Training, Certification and Project Management Guide, 2008, Gerard Blokdijk, Emereo Pty Limited.
- ↑ € PRINCE2 For Dummies, 2010, Nick Graham, Wiley.
- ↑ € Managing Successful Project with PRINCE2™, 2009, Office of Government Commerce, TSO.
- ↑ Agile project management: running PRINCE2™ projects with DSDM™ Atern™, 2007, Keith Richards, OGC - Office of Government Commerce, Eksempelvisning.
- ↑ Directing successful projects with PRINCE2, 2009, Office of Government Commerce, Stationery Office (Great Britain), Eksempelvisning.
- ↑ Improving project performance using the PRINCE2 maturity model, 2007, Andy Murray, Mike Ward, Eksempelvisning.
- ↑ € Project Management with PRINCE2 Best Practice Handbook: Building, Running and Managing Effective Project Management - Ready to use supporting documents bringing PRINCE2 Theory into Practice, 2008, Jeff Reed, Emereo Publishing.
- ↑ € PRINCE2™ Revealed (Second Edition), 2010, Colin Bentler, Elsevier Ltd.
