prince2 practitioner participant handbook
DESCRIPTION
ÂTRANSCRIPT
Project and Program Management
ParticiPant Handbook
release 6.0.1 PrincE2® Practitioner
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Copyright
Copyright and Trademark Information for Partners/Stakeholders.
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Contents
i
LIST OF ICONS VII
ACKNOWLEDGEMENTS VIII
FOLLOW US IX
MODULE 1: OVERVIEW 1Course Agenda 2
1.1 Summarizing Foundation Concepts 5
1.1.1 The Four Integrated Elements 5
1.1.2 The Seven Principles 6
1.1.3 The Seven Themes 7
1.1.4 The Seven Processes 8
1.1.5 Tailoring the Project’s Environment 9
1.2 Product-Based Planning 10
1.2.1 Technique 10
1.3 Quality Review 11
1.3.1 Technique 11
1.4 Management Products 12
1.4.1 Baseline, records, and Reports 12
1.5 Embedding vs. Tailoring 13
1.5.1 Difference 13
1.6 Projects and Programs 15
1.6.1 Description 15
1.7 OTE Questions 16
1.8 Module Summary 17
MODULE 2: ORGANIZATION 19
2.1 Project Management 21
2.1.1 The Four Levels 21
2.1.2 The Three Layers of the Project Management Team 22
2.2 Communication Management Strategy 24
2.2.1 Composition 24
2.2.2 Responsible Roles and Processes 25
2.3 Organization Theme 26
2.3.1 The Use of the Theme in the Processes 26
2.3.2 Responsibilities Relevant to the Theme 27
2.3.3 Tailoring the Theme 29
2.4 Exam Requirements 30
2.5 Module Summary 31
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MODULE 3: BUSINESS CASE 333.1 Measuring the Project’s Viability 35
3.2 Composition of the Business Case and Business Review Plan 37
3.3 Development Path of the Business Case 39
3.4 Responsibilities Relevant to the Theme 41
3.5 Tailoring the Theme 42
3.6 Exam Requirement OTE Questions 43
3.7 Module Summary 44
MODULE 4: RISK 474.1 Risk 49
4.1.1 The Use of the Theme in the Processes 49
4.2 The Management Products 50
4.2.1 Risk Management Strategy and Risk Register 50
4.3 Types of Risk 52
4.3.1 Inherent, Secondary, and Residual Risks 52
4.4 Risk Theme 53
4.4.1 Responsibilities Relevant to the Theme 53
4.4.2 How to Tailor the Theme 54
4.5 Exam Requirements 55
4.6 Module Summary 56
MODULE 5: PLAN 595.1 Management Documents 61
5.1.1 Composition 61
5.1.2 Composition of the Management Document Plan 62
5.1.3 Composition of the Management Document Project Product Description 63
5.1.4 Composition of the Management Document Product Description 64
5.2 Plan Theme and Processes 66
5.2.1 Use of the Plan Theme in the Processes 66
5.3 Producing a PRINCE2 Plan 67
5.3.1 Steps - Design the Plan 67
5.3.2 Steps - Defi ne and analyze the products 68
5.3.3 Steps - Identify activities and dependencies 69
5.3.4 Steps - Prepare estimates 70
5.3.5 Steps - Prepare the schedule 71
5.3.6 Steps - Analyze the Risks 72
5.3.7 Steps - Document the Plan 73
5.4 Product-based Planning 74
5.4.1 Applying 74
5.4.1 Project Product Description 75
5.4.3 Product Breakdown Structure 76
5.4.3 Product Descriptions 77
5.4.5 Product Flow Diagram 78
5.5 Plan Theme 79
5.5.1 Responsibilities Relevant to the Theme 79
5.5.2 Responsibilities Relevant to the Theme (Contd.) 80
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5.5.3 Tailoring the Theme 81
5.6 Exam Requirements 82
5.6 Module Summary 83
MODULE 6: QUALITY 856.1 Management Products 87
6.1.1 Composition 87
6.2 Quality Theme 89
6.2.1 The PRINCE2 Approach to Quality 89
6.2.2 The Use of the Theme in the Processes 90
6.2.3 Responsibilities Relevant to the Theme 91
6.2.4 Tailoring the theme 93
6.3 Exam Requirements and OTE Questions 94
6.4 Module Summary 95
MODULE 7: CHANGE 977.1 Change 99
7.1.1 The Use of the Change Theme in the Processes 99
7.2 Management Products 101
7.2.1 Composition 101
7.2.2 Confi guration Management Strategy 102
7.2.3 Confi guration Item Records 103
7.2.4 Issue Register and Issue Report 105
7.2.5 Product Status Account 107
7.3 Change Theme 108
7.3.1 Responsibilities Relevant to the Theme 108
7.3.2 How to Tailor the Theme 111
7.4 Exam Requirements 112
7.5 Module Summary 113
MODULE 8: PROGRESS 1158.1 Progress 117
8.1.1 The Use of the Theme in the Processes 117
8.2 Exceptions and Tolerances 119
8.2.1 The Tolerance Levels by Area 119
8.3 Management Products 121
8.3.1 Composition 121
8.4 Progress Theme 124
8.4.1 Tailoring the Theme 124
8.4.2 Exam Requirement 125
8.4.3 Module Summary 126
MODULE 9: STARTING UP A PROJECT 1299.1 Responsibilities for Each Activity in Starting up a Project 131
9.1.1 Appoint the Executive and Project Manager 131
9.1.2 Capture Previous Lessons 132
9.1.3 Design and Appoint the Project Management Team 133
9.1.4 Prepare the Outline Business Case 134
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9.1.5 Select the Project Approach and Assemble the Project Brief 135
9.1.6 Plan the Initiation Stage 136
9.2 Management Products 137
9.2.1 Project Mandate 137
9.2.2 Project Brief 138
9.3 Starting up a Project Process 139
9.3.1 Applying the Themes 139
9.4 Exam Requirements 140
9.5 Module Summary 141
MODULE 10: DIRECTING A PROJECT 14310.1 Responsibilities for Each Activity in Directing a Project 144
10.1.1 Authorize Initiation 145
10.1.2 Authorize the Project 146
10.1.3 Authorize a Stage or Exception Plan 147
10.1.4 Give Ad-Hoc Direction 148
10.1.5 Authorize Project Closure 149
10.2 Directing a Project Process 150
10.2.1 Applying the Themes 150
10.3 Exam Requirements 151
10.4 Module Summary 152
MODULE 11: INITIATING A PROJECT 15311.1 Responsibilities for Each Activity in Initiating a Project 154
11.1.1 Prepare the Risk Management Strategy 155
11.1.2 Prepare the Confi guration Management Strategy 156
11.1.3 Prepare the Quality Management Strategy 157
11.1.4 Prepare the Communication Management Strategy 158
11.1.5 Set up the Project Controls 159
11.1.6 Create the Project Plan 160
11.1.7 Refi ne the Business Case 161
11.1.8 Assemble the Project Initiation Documentation 162
11.2 Management products 163
11.2.1 Project Initiation Documentation 163
11.2.2 Benefi ts Review Plan 164
11.3 Initiating a Project Process 165
11.3.1 Applying the Themes 165
11.4 Exam Requirements 166
11.5 Module Summary 167
MODULE 12: CONTROLLING A STAGE 16912.1 Responsibilities for Each Activity in Controlling a Stage 170
12.1.1 Authorize the Work Package 171
12.1.2 Review Work Package Status 172
12.1.3 Receive Completed Work Packages 173
12.1.4 Review Stage Status 174
12.1.5 Report Highlights 175
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12.1.6 Capture and Examine Issues and Risks 176
12.1.7 Escalate Issues and Risks 177
12.1.8 Take Corrective Action 178
12.2 Controlling a Stage Process 179
12.2.1 Applying the Themes 179
12.3 Exam Requirements 180
12.4 Module Summary 181
MODULE 13: MANAGING PRODUCT DELIVERY 18313.1 Responsibilities for Each Activity in Managing Product Delivery 184
13.1.1 Accept a Work Package 185
13.1.2 Execute a Work Package 186
13.1.3 Deliver a Work Package 187
13.2 Managing Product Delivery Process 188
13.2.1 Applying the Themes 188
13.3 Exam Requirements 189
13.4 Module Summary 190
MODULE 14: MANAGING A STAGE BOUNDARY 19314.1 Responsibilities per Activity in Managing a Stage Boundary 194
14.1.1 Plan the Next Stage 195
14.1.2 Update the Project Plan 196
14.1.3 Produce an Exception Plan 197
14.1.4 Update the Business Case 198
14.1.5 End Stage Report 199
14.2 Managing a Stage Boundary Process 200
14.2.1 Applying the Themes 200
14.3 Exam Requirements 201
14.4 Module Summary 202
MODULE 15: CLOSING A PROJECT 20515.1 Responsibilities per Activity in Closing a Project 207
15.1.1 Prepare Planned Closure 207
15.1.2 Prepare Premature Closure 208
15.1.3 Hand Over Products 209
15.1.4 Evaluate the Project 210
15.1.5 Recommend Project Closure 211
15.2 Closing a Project Process 212
15.2.1 Applying the Themes 212
15.3 Exam Requirements 213
15.4 Module Summary 214
MODULE 16: EXAM PREPARATION GUIDE 21716.1 Practitioner Exams 218
16.1.1 Objectives 218
16.1.2 OTE Principles 219
16.1.3 Structure 220
16.1.4 Syllabus area 221
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16.1.5 Types of Questions 222
16.1.6 Re-registration examination 223
MOCK EXAM 225
SYLLABUS 303
GLOSSARY 329
ANSWERS 347
RELEASE NOTES 383
FEEDBACK FORM 385
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LIST OF ICONS
Refers to content that is meant for the instructor to lecture in class
Refers to information items that are not covered by the instructor in class but help the student understand a particular topic in detail
Refers to a Scenario-Based Activity that the student must do in class or as homework after the completion of a topic or in between a topic
Refers to an important snippet of information that the instructors should remember to touch upon while conducting an activity or during a lecture
Refers to an extra piece of information that is not very important but still good to know
Refers to space for the students to take notes
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www.ITpreneurs.com
Acknowledgements We would like to sincerely thank the experts who have contributed to and shaped PRINCE2®.
Reviewers: Yehia Abdel Fattah Ismail Senior consultant, Project Manger, Trainer. Hussam Kamal MORSY Managing Director, PRINCE2 & ITIL Consultant, CompEx for IT Ayilur Ramnath Consultant, Coach, Mentor and Trainer Jose Antonio Izquierdo Lopez Sales Engineer (SPAIN) at AlienVault Marcel Foederer Master Trainer for ITIL/Cobit 5/ISO20K/PRINCE2, Kepner Tregoe
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Copyright
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Module1Overview
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PRINCE2 ® PRACTITIONER
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COURSE AGENDA
2
Day 1
Overview
Course Agenda
From To Exercises / comments
Introduction 09.00 10.15 Including manual, approach to OTE exams, read scenario EX02, and Foundation summary.
Overview slides 10.15 10.30 Slides Tailoring. Break 15 minutes
Business Case 10.45 11.00 Slides, composition BC/BRP, relation programme BC, outputs/outcome, (dis-benefits), tailoring the theme, appropriate and inappropriate use of the theme
Exercise BC 11.00 11.30 OTE question 1 EX02.
Organization 11.30 11.45 Slides, composition CMS, stakeholders, relation themes and processes, tailoring the theme, appropriate and inappropriate use of the theme
Exercise Organization 11.45 12.15 OTE question 2 EX02
Quality 12.15 12.30 Slides, composition of PPD, PD, QR, QMS, relation themes and processes, tailoring the theme, appropriate and inappropriate use of the theme
Lunch 12.30 13.15
Exercise quality 13.15 13.45 OTE question3 EX02
Plans 13.45 14.00 Slides, composition Plan, relation themes and processes, tailoring the theme, appropriate and inappropriate use of the theme, PBP actions and responsibilities
Plans 14.00 14.30 OTE question 6 EX02
3
Overview
Course Agenda (Contd.)
From To Exercises / comments
Risk 14.30 14.45 Slides, composition RMS, RR, relation themes and processes, inherent, secondary and residual risks, tailoring the theme, appropriate and inappropriate use of the theme. Break 15 minutes
Exercise Risk 15.00 15.30 OTE question 5 EX02.
Change 15.30 15.45 Slides, composition CMS, CIR, IR, PSA, relation themes and processes, tailoring the theme, appropriate and inappropriate use of the theme
Exercise Change 15.45 16.15 OTE question 8 EX02
Progress 16.15 16.30 Slides, composition logs, ESR, EPR, EXCR, LR, WP, CR, HR, relations themes and processes tailoring the theme, appropriate and inappropriate use of the theme
Exercise Progress 16.30 17.00 OTE question 7 EX02
Closing day 1 and homework 17.00 17.30 Evaluation. Homework EX02 processes, EX03
Day 1 (Contd.)
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PARTICIPANT | PRINCE2® PRACTITIONER | OVERVIEW
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My Notes
4
Day 2
Overview
Course Agenda (Contd.)
From To Exercises / commentsEX02 EX03 homework 09.00 11.15 Discuss the answer indications and use if needed the slides
from day 1 and the manual to explain details. Interactive summary and final questions OTE questions 4 and 9 of EX02 and EX03 completelyBreak 15 minutes
Processes 11.15 12.00 Summary processes
Summary 12.00 12.30 Interactive summary and final questions.
Lunch 12.30 13.15
Study 13.15 14.00
OTE exam 14.00 17.00 Including paperwork
Closing day 2 17.00 17.30 Evaluation and closing
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PRINCE2 ® PRACTITIONER
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Module Learning Objectives
5
At the end of this module, you will be able to:
Overview
Module Learning Objectives
Recall the concepts learned in the Foundation course.
Identify the key differences between embedding and tailoring PRINCE2.
Identify the differences between projects and programs.
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My Notes
1.1 SUMMARIZING FOUNDATION CONCEPTS
1.1.1 THE FOUR INTEGRATED ELEMENTS
6
Summarizing Foundation Concepts
The Four Integrated Elements
Principles
Themes
Processes
TailoringPRINCE2
Processes
PRINCE2 Themes
Based on AXELOS PRINCE2® 2009 edition. Reproduced under licence from AXELOS
As you know, the four integrated elements of PRINCE2 are Principles, Processes, Themes, and Tailoring.
Let’s quickly recap these elements.
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PRINCE2 ® PRACTITIONER
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1.1.2 THE SEVEN PRINCIPLES
7
Summarizing Foundation Concepts
The Seven Principles
Continued business
justification
Tailor to suit the project
environment
Focus on products
Manage by exception
Learn from experience
Manage by stages
Defined roles and
responsibilities
PRINCE2 Processes
Based on AXELOS PRINCE2® 2009 edition. Reproduced under licence from AXELOS
The seven PRINCE2 principles are:
Continued business justification
Learn from experience
Defined roles and responsibilities
Manage by stages
Manage by exception
Focus on products
Tailor to suit the project environment
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My Notes
1.1.3 THE SEVEN THEMES
8
Summarizing Foundation Concepts
The Seven Themes
PRINCE2 Themes
Based on AXELOS PRINCE2® 2009 edition. Reproduced under licence from AXELOS
The PRINCE2 themes explain the different aspects of project management that must be addressed continually. In order to manage the project professionally, the Project Manager should pay attention to these themes. These themes should be tailored in each project according to the scale, nature, and complexity. The seven themes in PRINCE2 are:
Business Case
Organization
Quality
Plans
Risk
Change
Progress
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1.1.4 THE SEVEN PROCESSES
9
Summarizing Foundation Concepts
The Seven Processes
KEY: SU = Starting Up a Project ; IP = Initiating a Project ; SB = Managing a Stage Boundary; CP = Closing a Project
Based on AXELOS PRINCE2® 2009 edition. Reproduced under licence from AXELOS
Pre-project Stage
Initiation Stage
Subsequent Delivery Stage(s)
Final Delivery
Stage
Directing
Managing
Delivering
SUSU
SBSB
IPIP Controlling a Stage
Controlling a Stage
SBSB
Controlling a Stage
Controlling a Stage
CPCP
Managing Product Delivery
Managing Product Delivery
Managing Product Delivery
Managing Product Delivery
Directing a Project
PRINCE2 adopts a process-based approach for project management. A process is a structured set of activities designed to accomplish a specific objective. The PRINCE2 framework comprises the following seven processes:
Starting Up a Project (SU)
Initiating a Project (IP)
Directing a Project (DP)
Controlling a Stage (CS)
Managing Product Delivery (MP)
Managing a Stage Boundary (SB)
Closing a Project (CP)
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My Notes
1.1.5 TAILORING THE PROJECT’S ENVIRONMENT
10
Summarizing Foundation Concepts
Tailoring the Project's Environment
Importance of Tailoring
Tailoring Project’s Environment
Not a One Size Fit for All Projects
Based on Project Characteristics
Adapt the Method to the Context of a Specific Project
PRINCE2 methods are “not a one-size-fit-for-all” projects. They are tailored according to the project’s environment, size, complexity, importance, capability, and risk. They require appropriate planning, control, governance, and use of the processes. The methods are adapted to the context of a specific project. The sizing is done based on the project characteristics, such as risk profile, costs, importance, complexity, and visibility.
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1.2 PRODUCT-BASED PLANNING
1.2.1 TECHNIQUE
11
Write the Project Product Description
Create the Product Breakdown Structure
Write the Product Descriptions
Create the Product Flow Diagram
For Project Plan Only
For All Levels of Plan
Product-Based Planning
Technique
PRINCE2 uses a technique known as product-based planning to identify, define, and analyze the plan’s products. Product-based planning can be used for all levels of plans. The steps of product-based planning are:
Write the Project Product Description in Starting up a Project.Create the product breakdown structure on the project level in Initiating a Project to produce the Project Plan, on the stage level in Managing a Stage Boundary to produce a Stage Plan, and on the team level in Managing Product Delivery to produce a Team Plan.
Write the Product Descriptions for the products defined on the plan level.
Create the product flow diagram from the product breakdown structure.
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My Notes
1.3 QUALITY REVIEW
1.3.1 TECHNIQUE
12
Roles involved in a quality review:
Reviewer
Presenter
Chair
Administrator
The three steps in a quality review are:
Preparation
Meeting
Review follow-up
Quality Review
Technique
In PRINCE2, a product’s fitness is checked by using the quality review technique. This is based on a team review. This is a generic technique, which can also be used outside the project context. So, the quality review roles have no specific relationship to the project management team roles. However, team building benefits can be realized when the PM and Team Manager (TM)’s regular chair reviews. The technique is used to check if products comply with the acceptance criteria defined in the Product Description. The key points to highlight are the roles involved in the quality review technique and the three process steps. The three process steps are:
Preparation Meeting Review follow-up
Note:In many situations, the roles of producer and presenter are combined. These roles are assigned to people from the supplier side. Also, the roles of reviewer and approver are combined and assigned to those from the customer side. The chair is independent. It can be someone in the Project Assurance or support role. The administrator role is a Project Support role.
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1.4 MANAGEMENT PRODUCTS
1.4.1 BASELINE, RECORDS, AND REPORTS
13
Management Products:
Baselines
Records
Reports
Management Products
Baseline, records, and Reports
In PRINCE2, the management products are:
Baselines: Baseline management products are those that define aspects of the project and, once approved, are subject to change control. Some examples include the Business Case, Project Plan, and Stage Plan.
Records: Records are dynamic management products that maintain information regarding project progress. Some examples include the Daily Log and Issue Register.
Reports: Reports are management products that provide a snapshot of the status of specific aspects of the project. Some examples include Issue Reports and End stage Reports.
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My Notes
1.5 EMBEDDING VS. TAILORING
1.5.1 DIFFERENCE
14
Embedding vs. Tailoring
Difference
Embedding
versus
Tailoring
While deciding to embed or tailor PRINCE2, you must remember that the primary premise of embedding is that it is integrated with the existing business processes. On the other hand, tailoring implies modifying the processes to match the PRINCE2 specifications.
Embedding: An organization needs to adopt PRINCE2 as a corporate project management method.
Tailoring: This refers to the appropriate use of PRINCE2 on any given project, ensuring that there is a correct amount of planning, control, governance, and use of the processes and themes.
Let’s now understand the key differences between embedding and tailoring.
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15
Embedding Tailoring
Done by the organization to adopt PRINCE2, only once.
Done by the project management team to adapt the method to the context of a specific project.
Ways to embed PRINCE2:Process responsibilitiesCreating scaling rules and guidance Standards (templates and definitions) Training and development Integrating with existing business processes and toolsUsing process assurance
Ways to tailor PRINCE2:Adapting the themes Incorporating PRINCE2-specific terminology and language Revising the product descriptions for management products Revising the role descriptions for PRINCE2 rolesAdjusting the processes to match PRINCE2 specifications
Embedding vs. Tailoring
Difference (Contd.)
Based on AXELOS PRINCE2® 2009 edition. Reproduced under licence from AXELOS
When you tailor a project, you must remember the following:
Apply all principles; you must not tailor the principles.
Combine themes with corporate and program standards.
Complete all process activities.
Never skip roles, adjust these to the persons appointed in these roles.
Consider project’s characteristics like costs, risks, importance, visibility, and organizational structure.
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My Notes
1.6 PROJECTS AND PROGRAMS
1.6.1 DESCRIPTION
16
Projects ProgramsDriven by deliverables Driven by vision of end state
Finite – Defined start and finish No pre-defined path
Bounded and scoped deliverables Changes in the business capabilities
Delivery of products Coordinated outputs delivery – Includes projects not directly delivering benefits
Benefits realized after project closure Benefits realized during the program and afterwards
Shorter timescale Longer timescale
Projects and Programs
Description
According to PRINCE2, programs are different from projects with respect to their outcomes and not their outputs.
A project can be part of a set of projects, called a program. A program is a temporary, flexible organizational structure that is created to direct and oversee the implementation of a set of related projects. These, in turn, deliver outcomes, results, benefits, or smart results related to an organization’s strategic objective with a lifespan of several years. Projects typically produce outputs or products and are disbanded.
Remember, the project that is part of a program might be impacted by the program’s structure and reporting requirements.
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1.7 OTE QUESTIONS
17
Overview
OTE Questions
Read the scenario from EX02 in Appendix C. In addition, read Appendix C “Practitioner candidate guidance”.
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My Notes
1.8 MODULE SUMMARY
18
In this module, you learned about: The concepts learned in the PRINCE2 Foundation course.
The key differences between embedding and tailoring PRINCE2.
The difference between projects and programs.
Overview
Module Summary
In this module, we discussed the overview of PRINCE2. Here is a summary of what we covered in this module:
In the PRINCE2 Foundation course, we learned about: o Four integrated elements of PRINCE2—Principles, Processes, Themes, and Tailoring. o Product based planning technique. o Quality review technique.
Management Products baseline, records, and reports. Embedding versus Tailoring
o Embedding is implementing the method in an organization, only once; tailoring is per project.
o Tailoring is the appropriate use of PRINCE2 on any given project, ensuring that there is a correct amount of planning, control, governance, and use of the processes and themes.
Projects versus Programs o Projects are driven by deliverables while programs are
driven by vision. o Projects have a defined start and end date while programs
do not have any pre-defined path. o Projects are of shorter timescale while programs are of
longer timescale.
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Module2Organization
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Module Learning Objectives
2
At the end of this module, you will be able to:
Organization
Module Learning Objectives
Identify how the four levels of the project management structure apply to the process model.
Identify the processes in which this theme is applied and the related roles.
Apply this theme in the processes.
Define the responsibilities relevant to this theme.
Tailor the theme.
Identify the different roles in the project management team and understand how each is used throughout the processes and other themes.
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My Notes
2.1 PROJECT MANAGEMENT
2.1.1 THE FOUR LEVELS
3
Levels of Project Management
Project Management
The Four Levels
Corporate or Program Management
Project Board
Team Manager
Project Manager
Project Management
Team
To define an effective project management team, let’s understand some key terms and concepts in the Organization theme. To start, let’s learn about the key term in the theme — project.
PRINCE2 defines a project as a temporary organization that is created to deliver one or more business products according to the project’s business case. So, what is so significant about a project in PRINCE2?
Project management in PRINCE2 consists of the following four levels:
Corporate or programme management: Outside the project management team, responsible for commissioning the project, including identifying the Executive and project level tolerances.
Project Board: Overall direction and management of the project, approves and authorizes plans and resources, expected deviations outside tolerances and communicates with stakeholders.
Project Manager: Day-to day management based on authorized stage plans, responsible for producing the required products within costs, time, benefits, scope, quality, and risks.
Team Manager: Delivery of the project’s products within the quality, timescale, and costs.
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2.1.2 THE THREE LAYERS OF THE PROJECT MANAGEMENT TEAM
4
Project Management Team Layers
Project Management
The Three Layers of the Project Management Team
Directing
Managing
Delivering
Senior User, Executive, and Senior Supplier
Project Manager, Project Support, and Team Manager
The Team Manager and the teams
Based on AXELOS PRINCE2® 2009 edition. Reproduced under licence from AXELOS
The project management team structure consists of three layers: Directing, Managing, and Delivering. PRINCE2 defines the roles for each level.
Directing LevelAt the Directing level, the roles are Senior User, Executive, and Senior Supplier. These roles are referred to as the Project Board. The responsibilities of the Project Board are:
Senior User is responsible for specifying the needs of the future users of the project’s products. This is done in terms of scope, quality acceptance, and expected benefits from the outcome.
Executives are responsible for ensuring an appropriate focus on the project in the pre-project stage; they are the key decision makers and are accountable for the project’s success.
Senior Supplier is responsible for the quality of products delivered by the suppliers.
Through its Project Assurance role, the Project Board is responsible for monitoring all aspects of the project’s performance and products, independent from the Project Manager. They are accountable for Project Assurance actions. They are responsible to agree to potential changes before it is implemented through Change Authority. They can also delegate this authority to Project Manager or Change Authority platforms.
Executives are responsible for Business Assurance, Senior User is responsible for User Assurance, and Senior Supplier is responsible for Supplier Assurance.
Managing Level
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My Notes
At the Managing level, the key role is that of Project Manager. Sometimes, when the span of control is too heavy or specific skills are missing, the Project Manager requires the assistance of Project Support and Team Manager roles.
The responsibility of the Project Manager includes:
Day-to-day management of a project if it is delegated by the Project Board. Depending on the workload, they can further delegate these responsibilities to the Project Support and Team Manager roles.
Helping the project support. If required, the Project Manager can delegate some of this work to specific project support roles, such as administrative services, while providing guidance on the use of project management tools and configuration management.
Delivery LevelThe Team Manager and the team are roles at the Delivery level. The Team Manager reports to and takes directions from the Project Manager.
The responsibilities are:
Ensuring production of the products allocated by the Project Manager.
Representing the customer and supplier interests, as they come from the customer and supplier organizations. Usually, the Project Manager comes from the customer’s side. On the other hand, the Team Managers are usually from both the user and supplier sides.
In addition, the Project Manager and Project Board’s decision-making accountabilities cannot be delegated to any other role.
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2.2 COMMUNICATION MANAGEMENT STRATEGYCommunication Management Strategy contains description regarding communication to parties, both internal and external.
2.2.1 COMPOSITION
5
Introduction
Communication Procedure
Records
Reporting
Timing of Communication
Roles and Responsibility
Stakeholder Analysis
Information Required
Composition of the Communication Management Strategy
Communication Management Strategy
Composition
The composition is defined in the project’s Communication Management Strategy. It consists of the following description:
Introduction: States the purpose, objectives, and scope. Also, it states who will be responsible for the strategy.
Communication Procedure: Describes the communication method that is to be used. Any variance from the standards should be noted.
Tools and techniques: Lists the tools and techniques that are to be used.
Records: Describes what is required for communication and where it can be stored.
Reporting: Describes reports that are to be produced while communicating. These reports should include their purpose, timing, and the recipient’s name.
Timing of communication: States when communication activities and performance audits of the communication methods are to be undertaken.
Roles and responsibilities: Describes the roles and responsibility for each individual in the project team and also includes the roles of corporate or programme management.
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