PRINCE2

PRINCE2 ( Projects in Controlled Environments) is a process-oriented and scalable project management methodology. PRINCE2 is a structured framework for projects and are members of the project management team on the basis of the process model concrete recommendations for each project phase. The development of the method follows the best practice ideas. Owner of the method is Axelos, a joint venture between CAPITA ( 51%) and Cabinet Office ( 49%). The use of the method is up to each.

PRINCE2 is one next to PMBOK ( Project Management Institute ), Scrum world of agile software development and ICB (IPMA, GPM) of the leading project management methodologies.

PRINCE2 covers the following knowledge areas: Business Case ( business justification ), organization ( stakeholder management, roles and responsibilities, communication), quality ( requirements management, specification), plans (product- based planning, scheduling, various planning levels and horizons ), risks and opportunities, changes ( configuration management, change management, issue management), Progress ( accounting and control, tolerances and buffer management, reporting).

Unless otherwise noted, listed here in the post, the latest version of PRINCE2 standards (as of end 2013: PRINCE2: 2009 ) described.

• 4.4.1 Adjusting the topics
• 4.4.2 Adjusting the terminology
• 4.4.3 Customizing the product descriptions for the Management Products
• 4.4.4 Customizing the role descriptions
• 4.4.5 Adjusting the processes
• 4.4.6 Adjustments for very small projects

• 5.1 Product Based Planning
• 5.2 The PRINCE2 Quality Inspection Technology

History

PRINCE ( Projects in Controlled Environments) is a method of project management for the organization, management and control of projects. It was originally developed in 1989 by the British Central Computer and Telecommunications Agency ( CCTA ) as a government standard for project management in the field of information technology (IT), but was soon regularly applied outside the purely IT environment.

From the realization that the method should be used for all types of projects, some simplifications have been made and PRINCE2 was released in 1996 as a general project management method. PRINCE2 has become increasingly popular and became the de facto standard for project management in the UK. The application has become prevalent in more than 50 other countries.

The method is updated based on the experiences of users and comments on the application regularly. 1998, 2002 and 2005, new versions have been released to take these findings with.

PRINCE2: 2009 Refresh: the method has been revised since 2006 and on 16 June 2009 as PRINCE2: 2009 published by the Office of Government Commerce ( OGC), which has now superseded the CCTA. The retention of the name " PRINCE2 " ( instead of " PRINCE3 " etc. ) is intended to express that the method remains true to the basic principles. Nonetheless, these are an adaptation of the method from 1996 to the changing business world, including a strong streamline the method, the clarification of recent criticisms and misunderstandings and better integration of PRINCE2 with other methods (ITIL, P3O, P3M3, MSP, M_o_R, etc. ). Examples of changes in PRINCE2: 2009:

• There are seven basic principles defined
• The process "Planning " was deleted and incorporated into other processes and threads
• The issues of configuration management and change control were merged about changes
• For verification of benefits after the project ends a benefit audit plan was introduced
• There are only two specific PRINCE2 techniques: Product Based Planning & Quality Inspection Technology
• The initials of the individual activities in the respective processes (eg, SU1, SU2 ) are no longer used.

Dissemination

Between 1996 and the end of 2010 over 750,000 PRINCE2 certificates have been issued worldwide. Weekly added about 2,250 new. PRINCE2 has because of its historical development is still the strongest circulation in the UK. There PRINCE2 is the de facto standard for project management. Applied to a large extent is PRINCE2 also in Australia, South Africa, India, the Netherlands, Belgium, Luxembourg and Denmark. In particular, in the last 4 years has increased significantly in continental Europe, the spread of PRINCE2. These mainly include Germany, Switzerland, Austria, Italy, France and Poland.

Basic assumptions and differences from other methods

In PRINCE2, a project is defined as: "A project is a body established for a limited period of organization, which was established with the purpose of providing one or more products in accordance with an agreed business case. " With this definition it is clear that PRINCE2 in project management pursues a different focus than other project management methodologies.

Some of the main features and differences of PRINCE2: In contrast to other methods of project management, the project manager bears only for a clearly defined area, the responsibility and indeed for one phase. PRINCE2 is strong on it, for example, involve aligned additional charge from the company's management. For example, the overall responsibility for the project by the steering committee (especially the principal) worn, and the responsibility for the benefit of the project with the user representatives.

PRINCE2 is also assumed that in a project 6 dimensions (variables, aspects) planned to varying degrees on the respective levels of management, delegated, must be monitored and controlled to make the project a success. These six dimensions are the one known from the classic magic triangle of cost, time frame and quality, which are supplemented with PRINCE2 by the scope, risks and the expected benefits of the project. The latter, combined with the enhanced role model described above, leads to an increased focus on the benefits that the project initiated to establish the company. A successful project is in the sense of PRINCE2 therefore only given if in addition to the correctly -compliance with the time, cost and quality tolerances and in particular the expected benefit was (usually after project completion ) achieved. As the project manager himself has only a limited influence on this size and he no longer is available after end of the project may be for an assessment of project success, get other stakeholders, in particular from the user and corporate side as part of the Steering Committee, a supporting role in a PRINCE2 project.

The reason for this comparatively " wide suspension " of a project within the organization to realize that the reasons for the failure of projects usually are not found in the lack of competence of the project manager, but are much more attributable to the entire context of each project serves.

The 4 Elements of the method

PRINCE2 consists of four integrated components:

• 7 Basic Principles
• 7 topics
• 7 processes
• Adaptation to the project environment

(see Miller number )

7 Basic Principles

The seven basic principles form the foundation of the PRINCE2 method and therefore can not be changed. They are generally formulated and thus allow an application to any project in any company. The application of these seven basic principles to determine whether a project is actually passed PRINCE2 or not:

7 topics

The seven PRINCE2 themes, to be understood as knowledge areas that describe aspects of project management that must be treated continuously in the execution of a project. Each project manager who strictly observed these aspects, is therefore the demands of his role.

How much? When?

Where are we going? Shall we continue?

7 processes

"The project management PRINCE2 follows a process-based approach. A process is a structured sequence of activities, which is aimed at achieving a particular goal. In a process, a defined input into a defined output is converted. The seven PRINCE2 processes in defining the necessary for the successful management, managing and delivering a project activity. "

There are seven processes:

• Starting up a Project, Starting up a Project
• Directing a Project, Directing a Project
• Initiating a Project, Initiating a Project
• Controlling a Stage, Controlling a Stage
• Managing Product Delivery, Managing Product Delivery
• Managing a phase transition, Managing a Stage Boundary
• Closing a Project, Closing a Project

Important is to separate the O.A. Processes of the project phases ( stages ). A phase consists of a plurality of processes. The process of preparing a project is upstream of the project and therefore belongs to none at all phase. A PRINCE2 project must consist of at least two phases: the initiation phase and at least one management phase (design phase). The initiation phase consists of the processes initiating a project and managing a phase transition, a management phase of the processes controlling a phase, Managing Product Delivery and management of a phase transition. If the management phase is the last, the process of managing a phase transition through the process completing a project is replaced. The Directing a Project process refers to the duration of the project. Typical management phases of a project such as a " concept phase" and be an " implementation phase ".

Starting up a Project

The goal of this process is to determine is whether it is in this project to a feasible ( feasible ) and rewarding project and therefore an initiation / planning of the project is ever justified. It is a process before the actual project, ie, before resources are set. Its main input is the project mandate, which is issued to the client of the project. The project mandate can range from a detailed corporate directive down to the so-called " lentil soup mandate " that is issued at lunch. The process includes, in addition to the appointment of the client and the project manager, the identification of other senior decision makers who are required to fill the steering committee ( project board), and monitor the project. The reasons for the project, the scope and approach of the project are presented in a project. In addition, a plan for the initiation phase is created to realize how much effort constitutes the planning for this project.

The activities of the process "Preparing a project" are:

• Appoint client and project manager
• Capture existing experiences
• Design and appoint the project management team
• Create business case design
• Select project approach and assemble the project
• Plan initiation phase

Directing a Project

This process is defined by the functions of the Steering Committee, which is responsible for the entire project. The Project Manager will inform the Steering Committee with regular reports, the daily management tasks of the project be left to the project manager. The Steering Committee will be involved in the ideal case only at the phase boundaries, where he must approve the progress to date and release the transition to the next phase. True to the basic principle of " taxation by exception " ( management by exception ), without prejudice to the Steering Committee during an ongoing phase only if the project manager has reported an expected exceeded its phase tolerances or there are compelling ( external ) reasons in the events intervene. In addition, the Steering Committee is responsible for communication with stakeholders.

The activities of the process " Directing a Project " are:

• Release initiation
• Releasing the Project
• Release phase or Exception Plan
• Provide ad hoc instructions
• Share project completion

Initiating a Project

"The purpose of the process initiating a project is to build a solid foundation for the project that the organization a clear picture of mediated, which is associated with the planned activities before major funds are committed. " For a project can be approved, it must be carefully planned and show how it achieves its objectives. In order to provide clarity for cooperation in the project, the four management strategies are created for the time being. Here, among other things, a stakeholder analysis is applied and set various registers for the control of the project. Subsequently, the project plan is created using the product -based planning technique and set up parallel project control means ( reporting and sharing phase ). The obtained during the planning estimate will now flow into a detailed business case. All management strategies as well as the project plan and important aspects of the project ( process of preparing a project) are now incorporated into the Projektleitdokumentation ( Project Initiation Documentation, PID), which can also be referred to as a contract between the project manager and steering committee. Then follows the process directing a project to determine whether a release for the project may be given as a whole.

The activities of the process " Initiating a Project " are:

• Create a risk management strategy
• Create quality management strategy
• Create a configuration management strategy
• Create Communication Management Strategy
• Establish project control means
• Create a project plan
• Refine Business Case
• Together Projektleitdokumentation

Controlling a Stage

"The purpose of the process is controlling a phase, assign the necessary work and to track, edit unresolved issues, to report progress made to the Steering Committee and, if necessary, initiate corrective measures to ensure that the phase remains within the tolerances. " This process describes the everyday management by the project manager.

The activities of the process " Controlling a Stage " are:

• Share work package
• Check Status of a Work Package
• Accept completed work packages
• Check phase status
• Report on project status
• Detect and investigate open issues and risks
• (Open points and risks escalate )
• ( Corrective action ) initiate

Managing Product Delivery

PRINCE2 works on the basic principle of product orientation. A product can be a physical object such as a book or a more intangible object such as a service contract. In fact, all that is generated by PRINCE2, a product including the documents. In contrast to specialist products (that is, the things that actually delivers the project ) are defined by the PRINCE2 method to control products of the project management products. The product creation is the responsibility of team managers, which internally derived from the organization of the client or from an external supplier and is not necessarily carry personal responsibility. In the process, Managing Product Delivery, the relationship between the project manager and team manager is regulated. Here, finally, the products of the project are generated and thus used most of the project resources.

The activities of the process " Managing Product Delivery " are:

• Accept work package
• Perform work package
• Deliver work package

Manage a phase transition

With this process, the basic principle of "Taxes on management phases " will be implemented. In each case towards the end of an ongoing management phase, the project manager begins with the preparation / planning for the next phase. He gathers information, updates the business case and the project plan to the steering committee to make an objective decision about the further course of the project to take. This process is also used to ( create Exception Plan ) during an ongoing phase, after reporting an exception from the project manager (caused by the passing of tolerances) to manage a phase correction.

The activities of the process " managing a phase transition " are:

• Next phase plan
• Update the project plan
• Update Business Case
• Report on phase completion
• (Create Exception Plan )

Closing a Project

"The purpose of the process terminating a project is to define a point at which the decrease in the project final product is confirmed, and to recognize that defined in the original Projektleitdokumentation goals (or approved amendments to these goals ) have been achieved or the project no further results can be achieved. " whether the project is canceled or completed as planned, the process " complete project " is always the last to be executed by the project manager process. Here, the final handover of the project final product takes place, the project manager takes (not yet done any) the experience of the entire project, he takes care of that outstanding open issues can be taken from the line and speaks finally compared with the Steering Committee 's recommendation made to close the project.

The activities of the process " Closing a Project " are:

• Preparing Scheduled completion
• ( Prepare Early termination)
• Passed Products
• Evaluate project
• Recommend completion of the project

After the trial, " Closing a Project " is the last of the process, " directing a project " Let's run to release the project completion to ensure that any outstanding work are the responsibility of the line and the benefit audit plan is passed to the provided for this instance. Last actions are then the announcement of the project financial statements of the company and the resolution of the Steering Committee.

Adaptation to the project environment

Whether a small mini-project or gigantic huge project, whether in the IT software industry, automotive industry, construction industry, metal industry, or Media, PRINCE2 can be applied in all projects. However, the prerequisite is a sensible adaptation to the project environment. For example, there are 26 defined management products (often performed as documents) that would result in an unconventional use eg in a € 10,000 project to a gigantic overhead. Guide the adaptation to the project environment are the basic principles: they must not be adjusted, so must always be applied in every case.

Examples of the factors influencing the adjustment are:

External influences:

• Organization Across
• External Customer / Supplier
• Corporate standards
• Within a program
• Maturity of the organization
• Terminology
• Geography
• Corporate Culture
• Project priority

Internal factors:

• Magnitude
• Complexity of the solution
• Maturity of the team
• Project & life-cycle model

The adjustment to the project environment should not be confused with the integration of PRINCE2 in the company. While the latter deals with the general introduction of PRINCE2 in the company, as the adjustment is adapting the method to the needs of an individual project relates. An interface between the two is, for example, the introduction of the project models.

Examples of adaptation options are:

Customizing the Theme

All themes can be adapted in their extent and in the form of the application. This is done through specific definition in the management strategies or the project management resources.

Customizing the terminology

Although PRINCE2 proposes terms for the respective elements, processes, activities and management products, however, these concepts must be questioned. Is there, for example, the company already a document called " Project Charter ", which has already proven itself and provides the same functionality and scope of a project, so this term should be retained.

Customizing the product descriptions for the Management Products

Apply all 26 management products to fully only comes for very large projects in question. But even here should in order to increase user acceptance and adaptation of the content to take place. For smaller projects management products can be summarized. So can be performed in a common register, for example, risks and open issues, the business case can be a chapter of Projektleitdokumentation and advice are performed only as sections in the other reports.

Customizing the role descriptions

Especially in smaller projects, it is often necessary that a person assumes multiple roles in the project management team. Minimum here are three people: a customer ( user agent & client ), a supplier representative and a project manager ( assumes the role of team manager and project support). Should it turn out that only one member of the steering committee can be identified (customer = user representatives = Senior Supplier ) as PRINCE2 recommends to consider whether it is ever to be a project or perhaps just simply a task in line.

Customizing the processes

According to the project environment and the processes have to be adapted. So you could combine the processes of preparing a project and initiating a project, for example, from a qualified extensive project mandate.

Adjustments for very small projects

Should a project, for example, show particularly low risk, low cost, low importance and hardly endangering the organization in case of failure and also only take place in one location and with only a participating undertaking, so you could for example, make the following adjustments:

• After the initiation phase, there is only one further delivery phase
• The project manager plays the role of team manager and project support
• The Steering Committee is composed of two people and takes over the role of Project Assurance
• Instead of the 26 management products, only the following four are used: Project Diary, Projektleitdokumentation, project status report, project final report.

Techniques

PRINCE2 refers in several places in the official manual on many different possible applicable techniques are not described in the book itself, however, in detail, since they are well known or have been sufficiently documented elsewhere. Thus discusses the following techniques for example in estimation techniques in three - four sentences: top-down estimate, bottom- up estimating, top-down and bottom- up approach, comparison -based estimating, parametric estimation, one-point estimate, three-point estimate, Delphi method.

Only two techniques are described in detail in PRINCE2, since they are explicitly PRINCE2 specific:

Product Based Planning

In contrast to purely activity-based planning PRINCE2 additionally recommends the product -based planning planning activities to make progress. This planning is done ideally with the involvement of relevant stakeholders for this purpose by the user and supplier sides. PRINCE2 ( Project Plan, Phase Plan, Team Plan ) thus begins the " Plan " for all three planning levels, always with the following four activities:

The product breakdown structure, the project end product (eg, the house ) broken down into individual products (eg shell, interior design, basement, fence, garden, driveway etc. ) and shown schematically. Here are simple and composite products in the form of a rectangle, product groups ( product clusters - eg outside ( fence, garden, driveway ) ) as diamond and external products ( products that are not produced within the framework of the project, but for a project - product are needed - for example, inherited property) shown as an ellipse.

In contrast, the product flow diagram represents the timing of product creation and is the basis for the division of the project into phases.

A product description is the specifications of the individual to create the product and contains all quality aspects such as quality criteria, quality tolerances, the creator of the product, auditor, decrease beneficiaries and test methods of this product.

Advantages of this design technique:

• The likelihood that regarding the scope forget or overlook important aspects, decreases.
• The expectations of the project scope and exclusions are clearly defined
• By involving users in the planning acceptance is promoted
• Identification of products which do not belong to the circumference of a plan, but are necessary for the continuation of a plan. (Products are supplied for example from another project )
• Clear arrangement of responsibilities for the preparation, review and approval of a product.

Following a product -based planning was further planning activities are performed: analyze risks, identify activities and dependencies, estimates perform up schedule, document plan.

The PRINCE2 Quality Inspection Technology

The aim of the quality inspection technique is to review a product on pre-defined quality criteria, the involvement of key interested parties in the control of product quality, the confirmation that the product is ready for acceptance and can be frozen / " gebaselined ".

The quality inspection technique involves the following three steps:

• Preparation for the test (distribution of products and product verification)
• Quality review meeting ( Discussion of Results )
• Follow-up testing (if required repairs )

This technique uses your own roles: Chairman, Produktpräsentator, auditors, audit administrator

Integration of PRINCE2 in the company

Due to the strong involvement of a PRINCE2 project in each organization, in this case the necessary adaptation of the method to the situation of the company and incurred in connection therewith risks and possible problems of acceptance, PRINCE2 recommends to organize the introduction of PRINCE2 as a project within the company.

Proposal to the need to be considered key points:

• Process responsibilities
• Rules / guidelines to adapt to the size of the project
• Standards ( templates, definitions )
• Training and Development
• Integration into business processes
• Tools

Supplementary methods

The Office of Government Commerce ( OGC) has developed alongside PRINCE2 still other methods, all of which are compatible with PRINCE2. About the clearly defined in the interfaces PRINCE2 methods may be ideal to work with the following methods of OGC:

• MSP - Managing Successful Programmes
• MoP - Management of Portfolios
• P3O - Portfolio, Programme and Project Offices
• ITIL - IT Infrastructure Library (IT Service Management)
• M_o_R - Management Of Risk
• MoV - Management of Value

Strengthen

The PRINCE2 method has the following strengths:

• She works benefit-oriented. PRINCE2 ensures that the project participants to focus on ensuring that the project remains suitable for the objectives of his business case - and do not consider the completion of the project as an end in itself.
• It provides standardized projects, which have a uniform approach, common vocabulary and consistent documents. Anyone who is familiar with a method can quickly find themselves in a carefully guided PRINCE2 project.
• It uses an active stakeholder management to include important people into the project management team or in the communication structures.
• It includes various proven in practice methods.
• It encourages management by exception as a guide. This allows project managers to carry out their work without undue interference, while at the same time intervene parent manager only at the points where the project runs out of tolerance.
• It provides controlled start, progress and end of the project.
• For each document type that is required by PRINCE2, has templates with the required sub- structures. The result is a standardized and complete documentation.
• It can be adapted to the needs of individual organizations or projects.
• It is free of charge. Thus, an organization may require its suppliers to use PRINCE2, without being distracted by licensing issues.
• PRINCE2 provides with the product-based planning its own technology planning with integrated requirement analysis. The likelihood that projects will be taken up under false pretenses and failing in the sequence is so reduced.

Weaken

PRINCE2 has the following weaknesses:

• The high flexibility and the strong anchoring in the company required by the necessary adaptation to the project environment and integration into existing business processes additional investment costs in the implementation in the company.
• The two levels of certification ( Foundation & Practitioner) target only the employees in an existing PRINCE2 environment. Questions to successful implementation in the company are not considered in detail in the official manual, still available on the market in other books or training.
• Because of the generic design of the method specialists aspects are not taken into account.
• It describes only two PRINCE2 specific techniques. However, it may well be necessary that for employees in project management, the construction of further knowledge is needed to apply commonly used techniques such as critical path analysis or earned value analysis.
• Project managers who are transferring from other methods on PRINCE2 could complain about a " loss of power ", their powers as are not for the whole project but only within their phase tolerances.
• Soft skills / leadership skills as particularly important qualification especially for the project manager will not be considered directly in PRINCE2.

Risks in the implementation and application

In particular, the strong anchoring in the company and the need to adapt poses some risks in the implementation and application of PRINCE2:

• Some organizations suffer from " PINO " (English: "Prince In Name Only ", dt: "Prince in name only " ), by thoughtlessly make use of parts of the methodology, thereby not but adhere to the principles and no have made targeted integration of PRINCE2 in the company.
• When PRINCE2 is not properly adjusted, then it may be that the method particularly when used in smaller projects, strong document- oriented " decried " as is and may even actually caused a disproportionate share of Dokumentations-/Projektmanagementkosten. Documents may then serve as an end in itself, where actual projects falter. This risk can be reduced by the specific adaptation during the integration of PRINCE2 in the company and in particular by taking into account the acceptance by the prospective user / users of the method.

Personnel certification

PRINCE2 For there are three certifications for people.

Foundation Examination

The Foundation Examination ( German: Fundamentals Exam) is a test of knowledge about the contents of the themes and processes of project management methodology. The exam lasts one hour and consists of a multiple choice test with 75 questions. To pass you must answer at least 35 questions correctly. 5 questions are test questions which are, as such, can not be seen and thus need to be answered, but they will not be counted. These test questions are used after evaluation by the OGC to extend the official question pool. Conditions for participating in a Foundation Examination there are none.

Practitioner Examination

Candidates for the PRINCE2 Practitioner Examination ( German: Practitioner exam ) must have passed the Foundation Examination before.

The questions of the 150 -minute test based on a fictional project, which is described separately in a so-called scenario booklet. So the Prüfkandidat first begins thus, be read into the details of the project. The scenario is in some questions supplemented by additional information, which will be issued depending on the amount in a separate document.

The questions themselves are divided into eight categories. Six categories deal with the seven subjects, two with processes of Prince2. For each category, several, some quite complex, multiple-choice questions. The answers will be entered in a separate response form by blackening the corresponding answer field using pencil.

Accessible 10 points per category, for a total of 80 points, of which at least 55 % (corresponding to 44 points ) must be achieved.

Anyone who has passed this exam should be able to apply PRINCE2 environment within an existing method.

Re - Registration Examination

No sooner than three, no later than five years after the Practitioner exam must exist on the extension of status as a practitioner, a "Re - Registration" in the form of a one-hour test are passed. This measure is intended to ensure an always-updated state of knowledge. In order to pass the re- registration exam at least 20 of 36 possible points, so 55 % is required.

The test can also be stored online and without prior training, but is chargeable (as of July 2011, about 180 EUR ).

Professional Examination

Beginning of 2012 has presented a further PRINCE2 qualification on the market APMG: The PRINCE2 Professional certification. As part of an assessment center, the skills of the project manager are considered. The application of PRINCE2 and project management skills are analyzed in a practical scenario.

In contrast to PRINCE2 Foundation and Practitioner training seminar is not offered in the form of training for the PRINCE2 Professional. Instead of training, participants will participate in a 2.5 days continuous assessment center. In a realistic scenario, project participants have to present in groups and individual work skills and experience in project management with PRINCE2. Within this 2.5 days, participants from multiple assessors are observed in their work in order to obtain evidence of the skills and experience. Participants are being watched during the group work, asked about their activities and felt in a personal interview with an Assessor " to the tooth ".

The evaluation would against a set of criteria, which includes 19 areas of competence. Each criterion is evaluated here between Level 0 and Level 3. A participant acquires the PRINCE2 Professional certification if its cut 1.6 was reached at a minimum.

Interested parties must provide as a condition of a valid PRINCE2 Practitioner certification.

Accredited training providers

Only the Office of Government Commerce accredited organizations may provide training in preparation for PRINCE2 certification. This offer official course material and also decrease the exams. The tests are available in many languages ​​, including German.