Slides From Day 2

Organization
PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved.
Based on AXELOS PRINCE2® material. Material is reproduces under licence from AXELOS. All rights reserved.
Purpose and definition
• The purpose of the organization theme is to define and establish the

project’s structure of accountability and responsibilities.(the who?)
• PRINCE2® is based on a customer/supplier environment.
• PRINCE2® defines a project as a temporary organization.
• The project may be part of a programme.
• PRINCE2® defines roles with associated responsibilities. Most roles
may be shared or combined to suit the needs of the project.
Page 2
The three project interests
.
Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS. All rights reserved. (Figure 7.1 Managing Successful Projects with PRINCE2® version 1 p. 59)
Page 3
The four management levels
Initiates a project and

NOT part of the Project
management team defines general constraints.
Reaches decisions, delegates

responsibility and allocates
resources.
Day-to-day management,
refers to Project board and
manages Team managers.
Produces specialist products

and reports to the Project
manager.
Page 4
Project management team roles
Page 5
The Project board
• The Project board is accountable for the success or failure of the

project in terms of business, user or supplier interests
• The Project board approve all resource allocations and plans
• The Project board ensures efficient communication all stakeholders.
Both internally and externally
• A good Project board should demonstrate the following four
characteristics:
• Authority
• Credibility
• Ability to delegate
• Availability
Page 6
The Executive
• Representative of the business and its most important decision-maker.

• The Project board is not a democracy; the Executive makes decisions
and is guided and advised by the Project board members.
• The Executive must ensure that the project is worth the investment
and that it realises the expected benefits.
• This role is appointed by the corporate, programme management or
customer and may only be filled by one person.
• The Executive is then responsible for designing and appointing the
remaining roles in the Project management team.
Page 7
The Senior user
• This role represents the interests of:

• all those who will use the project's products (including operations and
maintenance)
• those for whom the products will achieve an objective
• those who will use the products to deliver benefits.
• This role may be filled by more than one person.

• The Senior user specifies the benefits in the business case.
Page 8
The Senior supplier
• The Senior supplier represents the interests of anyone who:

• designs
• develops
• facilitates
• procures
• implements
• This role is responsible for the quality of the products supplied by the
supplier.
• This role often ensures subsequent operation and maintenance (unless
an external supplier supplies the product to a customer, who then will take care of
maintenance himself)
Page 9
Project assurance
• The Project board is responsible, via its project assurance role, for
monitoring the project's performance and products. The role is called
Project assurance.
• Project assurance are responsible for aspects within the 3 respective
areas of concern – business, user and supplier
• If they have neither the time nor the right competence, they may
nominate others to carry out tasks. But Project board will always be
responsible.
• The Project assurance monitors the project independently of the
Project manager. However, the Project manager can get support,
advise and guidance from Project assurance
Page 10
Change authority
• The Project board is responsible for approving any potential change before
it is implemented
• It may be appropriate for the Project board to delegate all or some og
these decisions to a Change authority.
• Before leaving the initiation stage, it must be decided who can take
decision regarding request for change
• Depending on their importance, requests for changes may be dealt with
by:
• Corporate, programme management or costumer
• Project board itself
• A Change authority
• The Project manager
Page 11
The Project manager
• The Project manager is responsible for day-to-day management of the

project.
• In PRINCE2® projects, the Project manager role must not be divided.
• The Project manager will normally come from the customer's
organisation, although in some projects the role may be filled by
someone from the supplier's organisation.
• The Project manager manages the Team managers and Project
support and cooperates with the Project assurance and Project board.
Page 12
The Team manager
• The Team manager's primary responsibility is to ensure production of

the products assigned by the Project manager in work packages.
• The Project manager may also choose to perform the Team manager
role himself.
• The interface between Project manager and Team manager are
checkpoint reports and work packages.
• A Team manager will also communicate with the Senior supplier as
they have common interests and interfaces. However, this must be
clarified in advance.
Page 13
Project support
• The Project manager is responsible for Project support and may

delegate some of the tasks to the Project support role (administrative
services or advice, managing changes and issue procedures, etc.)
• The roles of Project support and Project assurance should be kept

separate to ensure the independence of Project assurance.
• The Project support role is not optional, but Project support tasks can
be allocated to a specific group or person.
Page 14
More on the organization theme
• Stakeholder involvement is very important for a project's success.

• The communication management approach includes an overview of
communication with all stakeholders - internal or external to the
project.
• Any changes made in the project management team may be
implemented smoothly at the transition to a new stage.
• Pay attention to the composition of teams in the project management
team.
Page 15
Tailoring the organization theme
• Minimum requirements;
• Define structure and roles. All roles must be represented but can be
combined (supports “defined roles and responsibilities” principle)
• Ensure that the organizational structure is suitable for the size, scale
and complexity of the project.
• Managing Successful Programmes (MSP) describes the connection
between programme and project
• In a commercial environment, primary consideration should be given
to the choice of Project manager and Senior supplier.
Page 16
Progress
Based on AXELOS PRINCE2® material. Material is reproduces under licence from AXELOS. All rights reserved.
Purpose and definition
• The purpose of the progress theme is to establish mechanisms to

monitor and compare actual achievements against those planned.
• And to provide a forecast for the project objectives and the project’s
continued viability; and control any unacceptable deviations*.
• Progress is the measure of the achievement of the objectives of a
plan.
• Progress may be monitored at work package level, at stage level and
at project level.
*Font denotes source Managing successful Projects with PRINCE2® 2017 edition.
Page 18
Tolerances
Tolerance Project Stage Work package Product
areas level level level level
Benefits
Defining target benefits Business Case
Time
+/- Time on target
completion dates
Project plan Stage plan Work package
Cost
+/- amounts of planned
budget
Project plan Stage plan Work package
Risk Risk
Limit on the aggregated
value of threats Management
approach
Scope
Permitted variation of
the scope of a project
solution Project plan Stage plan Work package
Quality Project
Defining quality targets Product
in terms of ranges product
descriptions
description .
Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS. All rights reserved. (Table 12.1 Managing Successful Projects with PRINCE2® version 1 p. 149)
Page 19
Exceptions
• An exception is a situation where it can be forecast that there will be a

deviation beyond the agreed tolerance levels.
• Tolerances are permissible deviations above and below a plan’s
targets.
• If tolerances are not implemented, there is no clear measure of
discretion if things do not go to plan.
Page 20
Management Levels and Progress
PRINCE2® is a registered trade mark of AXELOS Limited

Page 21
Time and Event-driven controls
Monitoring and reporting require a time-driven approach, while control

(decision-making) is an event-driven activity.
• Time-driven controls are used at pre-defined intervals, e.g.

highlight reports or checkpoint reports.
• Event-driven controls are used when a certain event (or events)
occur(s), e.g. conclusion of a stage, completion of PID or preparation
of an exception report.
Page 22
Baselines
The following management products support the Project Manager in

determining baselines for managing progress:
• Project Plan
• Stage Plans
• Exception Plan
• Work Packages
Page 23
Reviewing progress
The following Management products support the Project manager in

assessing the progress:
• Daily log
• Issue register
• Product status account
• Quality register
• Risk register
Page 24
Lessons and Progress reporting
The following management products are used in gathering and reporting

lessons for use in assessing progress:
• Lessons log
• Lessons report
The following management products are used for progress reporting:

• Checkpoint report
• Highlight report
• End stage report
• End project report
Page 25
Tailoring the progress theme
• Minimum requirements;
• Define approach to controlling progress in PID
• Manage by stage (supports principle)
• Set tolerances (supports “manage by exception” principle)
• Review business justification when exceptions are raised (supports
“continued business justification” principle)
• As part of any programme, the programme strategy for monitoring

and control will affect the formality, frequency and content of that
project's reports and reviews..
• In commercial project environments, Team managers may be required
to prepare two checkpoint reports; one for the customer's Project
manager and one for the supplier's management.
Page 26

Slides From Day 2

Uploaded by

Copyright:

Available Formats

Slides From Day 2

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Slides From Day 2

Uploaded by

Copyright:

Available Formats

Organization

• The purpose of the organization theme is to define and establish the

Initiates a project and

Reaches decisions, delegates

Produces specialist products

• The Project board is accountable for the success or failure of the

• Representative of the business and its most important decision-maker.

• This role represents the interests of:

• This role may be filled by more than one person.

• The Senior supplier represents the interests of anyone who:

• The Project manager is responsible for day-to-day management of the

• The Team manager's primary responsibility is to ensure production of

• The Project manager is responsible for Project support and may

• The roles of Project support and Project assurance should be kept

• Stakeholder involvement is very important for a project's success.

• The purpose of the progress theme is to establish mechanisms to

• An exception is a situation where it can be forecast that there will be a

PRINCE2® is a registered trade mark of AXELOS Limited

Monitoring and reporting require a time-driven approach, while control

• Time-driven controls are used at pre-defined intervals, e.g.

The following management products support the Project Manager in

The following Management products support the Project manager in

The following management products are used in gathering and reporting

The following management products are used for progress reporting:

• As part of any programme, the programme strategy for monitoring

You might also like