Directing successful projects with prince2 pdf


PRINCE2 (Projects in a Controlled Environment) is part of the Global Best Practice suite of publications, which helps organizations and. Managing and Directing Successful Projects with PRINCE2®. Written by Andy Murray of .. Passing the PRINCE2 Examinations PDF†. £ Directing Successful Projects with PRINCE2® - PDF Edition · Directing Successful Projects with PRINCE2® - Online Subscription. Details.

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Directing Successful Projects With Prince2 Pdf

Managing Successful Projects with PRINCE2TM This is where the PRINCE2 . in any environment Directing Successful Projects with PRINCE2 to effectively. Guidelines are included for tailoring the process. xix Managing Successful Projects with PRINCE2" e Chapter 15 Directing a project Covers the activities that the. Managing Successful Projects With PRINCE2TM - Ebook download as PDF Directing Successful Projects with PRINCE2 (TSO. and its take-up grows daily.

It is widely considered as the leading method in project management, with in excess of 20, organizations already benefiting from its pioneering and trusted approach. This updated guidance will help those running projects of any size and in any environment to effectively deliver what is required by appropriately managing the costs, timescales, quality, scope, risks and benefits. Its development has followed widespread consultation and draws upon real-life experiences in both public and private sector organizations. Today, complex projects often involve several organizations working together in partnership or through contractual arrangements to achieve the objectives. It also allows a focus on the Business Case, providing a mechanism to define what the project is trying to achieve, and the rationale and business justification for it. The basic methodology remains, but by building on comments from users, this new manual aims to be more accessible and easier to tailor for specific individual needs. The themes describe aspects of project management that require specific treatment, and the processes describe the progress through a project lifecycle from start-up to closure. It is a vital method for any organization wishing to secure efficient and effective operational outcomes. The authoring team are acknowledged for their significant contribution, under contract, to the design and development of this guidance.

The manual covers the questions frequently asked by people involved in project management and support roles. These questions include: Whats expected of me? What does the Project Manager do?

What do I do if things dont go to plan? What decisions am I expected to make? What information do I need or must I supply? Who should I look to for support? For 1. A project is a temporary organization that is created for the purpose of delivering one or more business products according to an agreed Business Case. There are a number of characteristics of project work that distinguish it from business as usual: Change Projects are the means by which we direction? What we term business as usual To transform business operations in order to survive and compete in the future looking forward and deciding how business change introduce change Temporary As the definition above states, projects are temporary in nature.

Once the desired change has been implemented, business as usual resumes in its new form and the need for the project is removed.

Projects should have a defined start and a defined end Cross-functional Projects involve a team of people with different skills working together on a temporary basis to introduce a change that will impact others outside the team. Projects often cross the normal functional divisions within an organization and sometimes span entirely different organizations. This frequently causes stresses and strains both within organizations and between, for example, customers and suppliers.

Each has a different perspective and motivation for getting involved in the change Introduction Unique Every project is unique.

(PDF) Managing Successful Projects with Prince2 6th Edition | Erlet Shaqe -

An organization may undertake many similar projects, and establish a familiar, proven pattern of project activity, but each one will be unique in some way: a different team, a different customer, a different location. All these factors combine to make every project unique Uncertainty Clearly, the characteristics already listed will introduce threats and opportunities over and above those we typically encounter in the course of business as usual.

Projects are more risky. PRINCE2 achieves this by isolating the management aspects of project work from the specialist contributions, such as design, construction etc.

Because PRINCE2 is generic and based on proven principles, organizations adopting the method as a standard can substantially improve their organizational capability and maturity across multiple areas of business activity business change, construction, IT, mergers and acquisitions, research, product development and so on. Project management is the planning, delegating, monitoring and control of all aspects of the project, and the motivation of those involved, to achieve the project objectives within the expected performance targets for time, cost, quality, scope, benefits and risks.

In order to achieve control over anything, there must be a plan.

It is the Project Manager who plans the sequence of activities to build the house, works out how many bricklayers will be required and so on. It may be possible to build the house yourself but being a manager implies that you will delegate some or all of the work to others.

The ability to delegate is important in any form of management but particularly so because of the crossfunctionality and risks in project management. With the delegated work under way, the aim is that it should go according to plan, but we cannot rely on this always being the case.

Since its launch in , the project management industry has not stood still. The emergence of Agile and iterative approaches to project management demonstrate there are challenges today that simply did not exist in Some aspects of traditional project management concepts do not serve such challenges. Therefore the remit for the refresh went beyond reviewing the log of issues raised on the manual but also collected wider feedback and requirements from the user community and other interested parties.

The refresh project started in November with a six month period of public consultation. The project approach was developed through the use of a Review Group comprising a broad crosssection of stakeholders culminating in the publication of high-level Product Descriptions for the revised publications.

The principles define what makes a project a PRINCE2 project and provide guiding obligations for good practice when applying the method to a specific project. The project used an iterative time-boxed approach of releasing interim drafts for formal quality review by a Review Group comprising all stakeholder categories. There were four formal iterations in total.

The feedback from each quality review was used to improve the draft manuscripts ready for the final author draft when it was handed over to the production team for copy-editing and publishing. In parallel to the quality reviews, the revised method was also subjected to a number of pilots — to prove the changes to the method work in practice.

The report from the public consultation was used by a Reference Group comprising users, academics and standards bodies appointed by OGC to help create the mandate for change. Finally, the final author draft was subjected to an assurance review undertaken by a Change Control Panel on behalf of the Project Board. The Change Control Panel assessed the manuscript against the Product Descriptions to assess that all requirements had been met and just as importantly that all changes were within the scope of the mandate.

Directing Successful Projects With PRINCE2 2009 Edition PDF-4shared.rar

The overriding approach was one of ongoing public consultation involving all stakeholders throughout the design and development activities, as can be seen from Table 1 below. Team Managers and Project Support.

The book provides a universally applicable project management method — the principles, processes and techniques that enable individuals and organizations to successfully deliver their projects. Key features include outlining the principles and processes of PRINCE2, descriptions of the themes of project management and cross-references to project management techniques that may be useful to apply. The manual covers the questions frequently asked by people involved in project management and support roles.

These questions include:? What does the Project Manager do? What decisions am I expected to make? What information do I need or must I supply?

Directing Successful Projects With PRINCE2 - 2009 Edition

Who should I look to for support? For direction? Project Board, Change Control Panel. Workshops, Surveys, Review Group.

Champion Interview, Reference Group, Pilots. Reference Group, Review Group. Reference Group. Workshops, Surveys. What does an effective Project Board look like? It is aimed at managers taking on senior project roles, either for the first time or for the first time in a PRINCE2 context.

[PDF] Directing Successful Projects with PRINCE2 2009 Edition Manual Read Online

These principles can be used as a check that PRINCE2 is being applied in the spirit in which the method has been designed — not too rigidly nor superficially? The need to tailor the method is explicitly stated and guidance on how to tailor is provided? The linkage with other standards and bodies of knowledge is clearly shown? The importance of the soft aspects of project management are emphasised? PRINCE2 is not bureaucratic — the method requires information and decisions, not documents and meetings.

Directing Successful Projects with PRINCE2 This new publication is aimed at supporting the senior manager responsible for a project, specifically those managers undertaking an executive role on a project for the first time.

It covers the questions frequently asked by those people who sponsor or direct projects:? What should I expect of the Project Manager? How do I delegate authority to the Project Manager but keep control?

PRINCE2 keeps its core value of being a universal method that can be applied to any project regardless of type, scale, culture or geography. Business Case? Business case? Management of Risk? Quality in a Project Environment?

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