eJournals PROJEKTMANAGEMENT AKTUELL 17/3

PROJEKTMANAGEMENT AKTUELL
pm
2941-0878
2941-0886
UVK Verlag Tübingen
91
2006
173 GPM Deutsche Gesellschaft für Projektmanagement e. V.

PRINCE2:2009 – The Facts

91
2006
Alan Harpham
Graham Williams
Der Zweck dieses Beitrags ist es, eine Einführung in PRINCE2 zu geben. PRINCE2 ist ein De-facto-Standard, der von staatlichen Stellen in Großbritannien intensiv genutzt wird. Auch in der Privatwirtschaft ist PRINCE2 sowohl national als auch international anerkannt. Das Manual enthält bewährte Best Practices im Projektmanagement und bietet eine einheitliche Terminologie, die die Kommunikation in Projekten erleichtert. Der Aufsatz, von hervorragenden Kennern des Systems geschrieben, gibt Antwort auf folgende Fragen: o Warum sollte man PRINCE2 benutzen? o Wie hat sich PRINCE2 in den letzten 25 Jahren entwickelt? o Was ist PRINCE2 eigentlich? o Wer profitiert von der Anwendung? o Wo gibt es Unterstützung für die Anwender? Die Verfasser haben, um die Grundlagen von PRINCE2 so präzise wie möglich darzustellen, viele Textstellen direkt aus dem Manual entnommen. Die Redaktion von projektMANAGEMENTaktuell hat sich entschlossen, den Aufsatz im Original zu publizieren.
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4 projekt M A N A G E M E NT 3/ 20 0 6 aktuell o the level of responsibility, authority and accountability held by those involved in the project, o the steps needed to guide the project through controlled, well-managed and visible sets of activities to achieve the desired results. As such it helps to avoid some of the most common causes and effects of project failure, in particular: see table 1. The Origins PRINCE was developed from PROMPTII, a project management method created by Simpact Systems Ltd. in 1975. PROMPTII was adopted by CCTA (the Central Computer and Telecommunications Agency) in 1979 as the standard to be used for all government information system projects. The PRINCE method was first established by CCTA in 1989 when it superseded PROMPTII within government projects. In 1994 CCTA commissioned a consortium of Duhig Berry, W. S. Atkins and Penzer Allen to design and develop PRINCE2. This was in response to user requirements for improved guidance on project management on all projects, not just information systems. Parity Consulting assisted the consortium in the design and development of the PRINCE2 process model which had not been a feature of PRINCE. PRINCE2 was launched on 1 st October 1996 and has subsequently been revised and updated in 1998 and 2002. The Key Principles The PRINCE2 method is built on a small number of key principles. These principles are: A PRINCE2 project is a management environment The Name The name PRINCE® stands for “PRojects IN Controlled Environments”. It is a registered trade mark of the Office of Government Commerce (OGC). OGC is an independent Office of the Treasury reporting to the Chief Executive. In consultation with public and private sector organisations worldwide, OGC develops best-practice guidance supported by qualifications and consultancy services, covering the full lifecycle of business change. This guidance includes o PRINCE2 for project management, o Managing Successful Programmes (MSP) for programme management, o Management of Risk (M_o_R) for risk management. The Reasons PRINCE2 is a structured method for effective project management. As such it provides a common understanding of key elements of a project; namely o how it should be organised, o when different aspects of the project will be completed, Das aktuelle Stichwort: PRINCE2 - The Facts Alan Harpham, Graham Williams Der Zweck dieses Beitrags ist es, eine Einführung in PRINCE2 zu geben. PRINCE2 ist ein De-facto-Standard, der von staatlichen Stellen in Großbritannien intensiv genutzt wird. Auch in der Privatwirtschaft ist PRINCE2 sowohl national als auch international anerkannt. Das Manual enthält bewährte Best Practices im Projektmanagement und bietet eine einheitliche Terminologie, die die Kommunikation in Projekten erleichtert. Der Aufsatz, von hervorragenden Kennern des Systems geschrieben, gibt Antwort auf folgende Fragen: o Warum sollte man PRINCE2 benutzen? o Wie hat sich PRINCE2 in den letzten 25 Jahren entwickelt? o Was ist PRINCE2 eigentlich? o Wer profitiert von der Anwendung? o Wo gibt es Unterstützung für die Anwender? Die Verfasser haben, um die Grundlagen von PRINCE2 so präzise wie möglich darzustellen, viele Textstellen direkt aus dem Manual entnommen. Die Redaktion von projektMANAGE- MENTaktuell hat sich entschlossen, den Aufsatz im Original zu publizieren. TM The PRINCE2 cityscape logo is a Trademark of OGC and is registered in the US Patent and Trademark Office. 42 WISSEN aktuell projekt M A N A G E M E NT 3/ 20 0 6 that is created for the purpose of delivering one or more business products according to a specified Business Case: This is the PRINCE2 definition of a project and draws together the three fundamental themes of “Management Environment”, “Business Products” and “Business Case”. Each of these is expanded below. A PRINCE2 project should also have the following characteristics: o a finite and defined life cycle, o defined and measurable business products, o a corresponding set of activities to achieve the business products, o a defined amount of resources, o an organisation structure, with defined responsibilities to manage the project. The responsibilities of those sponsoring, managing and working on the project must be clearly defined: Establishing an effective organisation structure for the project is crucial to its success. Every project has need for direction, management, control and communication. PRINCE2 offers an approach that provides these elements and is sufficiently flexible to be mapped to any environment. A fundamental principle is that the project organisation structure has four layers. These layers are reflected in defined roles (see table 2). A strong emphasis on the products that the project has to deliver: Product is used to describe everything that the project has to create or change, however physical or otherwise this may be. Results of projects can vary enormously from physical items, such as buildings and machinery, to intangible things such as cultural change and public perception. This emphasis on product is reflected in the Planning Process, the first step of which is to define and analyse products, and also in the inclusion of the Product-based Planning Technique which enables products to be identified, described and sequenced. Business benefits are the driving force behind the project: PRINCE2 projects are always focused on delivering specified products to meet a specified Business Case. PRINCE2 enables the project to capture and retain a definition of the business benefits that are the driving force behind the project itself. The benefits are stated in the project’s Business Case. Throughout a PRINCE2 project, the Business Case is reviewed and progress is measured against any revised expectations of achieving defined benefits. Any deviations from the original Business Case must be controlled through the Project Board. Designed to be used on any type of project in any environment: PRINCE2 contains a complete set of concepts and project management processes that are the minimum requirements for a properly run and managed project. However, the way in which PRINCE2 is applied to each project will vary considerably, and to ensure it suits the circumstances of a particular project tailoring of the method is critical. Assumes a customer/ supplier environment: The customer/ supplier environment assumes that there will be a customer who will specify the desire product, make use of the final product and (in most cases) pay for the project and a (prime) supplier who will provide resources and skills to create that product. PRINCE2 is written from the standpoint that these two parties come from separately managed areas and typically from commercially sepa- Cause Effect o Insufficient attention to checking that a valid business case exists for the project Projects being commissioned that provide little or no business benefit to the organisation o Insufficient definition of the required outcomes Confusion over what the project is expected to achieve o Lack of communication with stakeholders and interested parties Products being delivered that are not what the customer wanted o Inadequate definition and lack of acceptance of project management roles and responsibilities Lack of direction and poor decision making o Poor estimation of duration and costs Projects taking more time and costing more money than expected o Inadequate planning and co-ordination of resources Poor scheduling o Insufficient measurables and lack of control over progress Projects not revealing their exact status until too late o Insufficient attention to quality at the outset and during development Delivery of products that are unacceptable or unusable Layer Role 1. Instigates the project and defines overall constraints o Corporate or Programme Management 2. Direction of the project o Project Board 3. Day-to-day management of the project o Project Manager 4. Team management o Team Manager Table 2: The four layers of the project organisation structure Table 1: The most common causes and effects of project failure 43 projekt M A N A G E M E NT 3/ 20 0 6 aktuell rate organisations. This environment is also reflected in the composition of the Project Board which includes roles to represent the customer (the Executive and the Senior User) and the supplier (the Senior Supplier). Covers the project life cycle plus some pre-project preparation: A project has a life cycle, which is the path and sequence through the various activities to produce the final product. This life cycle covers the tasks of specifying and designing a product, through to its testing and hand-over into operational use. PRINCE2 begins before the project life cycle, by preparing the ground so that the project starts in an organised and controlled manner. It covers the activities necessary to ensure all the necessary project management authorities exist; to answer the basic question “Do we have a viable and worthwhile project? ”; and to put in place key roles with defined responsibilities. The authority comes from Corporate or Programme Management in the form of a Project Mandate which is then developed into a Project Brief. The approval of the Project Brief by the Project Board marks the official start of the project. A process-based approach that breaks the project into stages: PRINCE2 is a structured project management method which has a process-based approach to project management. The processes define the management activities to be carried out during the project. (These processes are summarised below.) Every PRINCE2 project should consist of at least two stages. Once the Project Brief has been approved, the project enters the first stage which is initiation. The Initiation Stage covers the planning and definition of the project and enables a management review before making any commitment to later stages and their associated resources and costs. Does not cover all subjects relevant to project management: The project management techniques and tools needed will vary according to the project type and the corporate environment. There are also certain aspects of project management that are well covered by existing and proven methods that are therefore excluded from PRINCE2. Also, PRINCE2 does not cover the specialist techniques involved in the creation of the products. This is the job of other methods, although PRINCE2 must interface with them to enable information on such areas as estimating, for example, to be provided for project management. The Elements The PRINCE2 method consists of three main elements: o the PRINCE2 process model which itself consists of eight distinctive management processes, covering the activities from setting the project off on the right track, through controlling and managing the project’s progress, to the completion of the project, o eight components each covering a key aspect of project management that are used by the processes, o three techniques that may be used to support other aspects of the method. PRINCE2 offers very few techniques, preferring to leave the choice of techniques to the users of the method. The Process Model Any project run under PRINCE2 will need to address each of these processes in some form. However, the key to successful use of the processes model is in tailoring it to the needs of the individual project (figure 1). Planning Directing a Project Initiating a Project Starting up a Project Closing a Project Managing Stage Boundaries Managing Product Delivery Controlling a Stage Figure 1: The process model of PRINCE2 Anzeige 44 WISSEN aktuell projekt M A N A G E M E NT 3/ 20 0 6 The processes can be summarised as follows: Starting up a Project: This is the first process in PRINCE2. It is a pre-project process, designed to ensure that the prerequisites for initiating a project are in place. The process expects the existence of a Project Mandate that defines in high-level terms the reasons for the project and what product is required. It produces the Project Brief which provides a full and firm foundation for the initiation of the project. The process should be very short. Initiating a Project: The purpose of this process is to draw up a ‘contract’ in the form of a Project Initiation Document (P.I.D.) between the Project Board and the Project Manager. The P.I.D. defines the what, why, who, when and how of the project. As such, the key elements of the P.I.D. are the project definition, organisation structure, controls and the Business Case, Project Plan and Risk Log. Controlling a Stage: This process describes the monitoring and control activities of the Project Manager involved in allocating work, ensuring that a stage stays on course and reacts to unexpected events. The process forms the core of the Project Manager’s effort on the project, being the process that handles day-to-day management of the project. The Project Manager keeps the Project Board abreast of progress during a stage by sending them regular Highlight Reports. Managing Product Delivery: The objectives of this process are to allow a Team Manager to agree work with the Project Manager; get it done; and hand it back to the Project Manager. This agreement to do a defined amount of work is parcelled into Work Packages. A key aspect of this process is the Team Manager keeping the Project manager abreast of progress by way of regular Checkpoint Reports. Managing Stage Boundaries: Before the end of each stage except the final one, this process produces the information on which the Project Board will take key decisions on whether to continue with the project or not. To complete this process the project Manager will gather the results of the current stage; plan the next stage; check the effect on the Project Plan, Business Case and Risk Log; and report and seek approval to continue. Closing a Project: The purpose of this process is to execute a controlled close to the project. The process covers the Project Manager’s work to wrap up the project at its end or at a premature close. Most of the work is to prepare input to the Project Board to obtain its confirmation that the project may close. Directing a Project: Directing a Project runs from the end of Starting up a Project until the project’s closure. This process is aimed at the Project Board who manage by exception, monitor by reports and control through a number of decision points. There should be no need for other “progress meetings” as the Project Manager will inform the project Board of any exception situations. Planning: Planning is a repeatable process and plays an important role in other processes that produce Project, Stage and Team level plans. Planning is also an iterative process. There will be a series of loops through the planning steps as extra information becomes available or adjustments are made. The Components The Components of PRINCE2 explain and describe the major elements of project management, such as organisation and control, and how PRINCE2 incorporates them. These components represent the “raw materials” or the basic building blocks of good project management. Each component describes how the particular subject affects project management and provides guidance on when and how to address the issues (figure 2). The Components can be summarised as follows: Business Case: The existence of a viable Business Case is the main control condition of a PRINCE2 project. The Business Case is verified by the Project Board before a project begins and at every major decision points through- Configuration Management Quality in a Project Environment Management of Risk Controls Plans Organisation Business Case Change Control Directing a Project Starting up a Project Initiating a Project Managing Stage Boundaries Closing a Project Controlling a Stage Managing Product Delivery Planning Figure 2: The components of PRINCE2 45 projekt M A N A G E M E NT 3/ 20 0 6 aktuell out the project. The project should be stopped if the viability of the Business Case disappears for any reason. Organisation: PRINCE2 provides a structure of a project management team and a definition of the responsibilities and relationships of all roles involved in the project. According to the size and complexity of a project, these roles can be combined or shared. Plans: PRINCE2 offers a series of plan levels that can be tailored to the size and needs of a project and an approach to planning based on products rather than activities. Controls: PRINCE2 provides a set of controls which facilitate the provision of key decision-making information, allowing an organisation to pre-empt problems and make decisions on problem resolution. For senior management PRINCE2 controls are based on the concept of management by exception, i. e. we agree a plan, and then let the manager get on with it unless something is forecast to go wrong. In order to promote sound management control, a project is split into stages as an approach to defining the review and commitment points of a project. (Using stages also helps to reduce the amount of work that the Project Manager needs to plan in detail at any one time.) Management of Risk: Risk is a major factor to be considered during the life of a project. PRINCE2 defines the key moments when risk should be reviewed, outlines an approach to the analysis and management of risk and tracks these through all the processes. Quality in a Project Environment: PRINCE2 recognises the importance of quality and incorporates a quality approach to the management and technical processes. It begins by establishing the customer’s quality expectations and follows these up by laying down standards and quality inspection methods to be used and by checking that these are being used. Configuration Management: Tacking the components of a final product and their versions for release is called configuration management. There are many methods of configuration management available. PRINCE2 defines the essential facilities and information requirements for a configuration management method and how it should link with other PRINCE2 components and techniques. Change Control: PRINCE2 emphasises the need for change control, and this is enforced with a change control technique plus identification of the processes that apply the change control. The Techniques The three techniques offered by PRINCE2 are: Product-based Planning: PRINCE2 provides a productbased start to the planning activity. It also provides a product-based framework that can be applied to any project to give a clear sequence to the project’s work. This involved establishing what products are needed; defining the form and content of each product; and determining the sequence in which each product should be produced. Change Control Approach: Every project needs a technique for the control of changes. For organisations that do not already have a suitable technique, PRINCE2 describes a change control technique. All changes are treated as types of Project Issue. All issues are logged; their impact analysed; and then authorised. Anzeige PM PM- -Know Know- -how how auf Knopfdruck auf Knopfdruck Mit dem Online-Archiv auf www.pmaktuell.org Abstracts und Leseproben aus projektMANAGEMENT aktuell finden Sie in übersichtlicher Form und vielfältig recherchierbar im Internet. GPM-Mitglieder können mit einem persönlichen Zugangscode alle Beiträge kostenfrei als PDF-Datei downloaden. Anzeige 46 WISSEN aktuell projekt M A N A G E M E NT 3/ 20 0 6 Quality Review Technique: This technique is particularly suitable for the quality testing of document-based products. It is a structured procedure designed to assess whether a product is “fit for purpose” or conforms to requirements by individuals or groups who have a vested interest in the product. There are three basic steps in quality review; Preparation, where the product is reviewed; Review Meeting, at which review comments are discussed and actions agreed; Follow-up, during which agreed changes are made and the product is formally “signed off”. The Benefits Organisations are becoming increasingly aware of the opportunities for adopting a project approach to the way that they address business change. They are aware of the benefits that a single, common, structured method for project management can bring o a method that is repeatable, o a method that is teachable, o building on experience, o ensuring everyone knows what to expect, where, how and when, o early warnings of problems, o being proactive, not reactive, but able to accommodate sudden, unexpected events. PRINCE2 provides organisations with o controlled management of change, in terms of investment and return on investment, o active involvement of users and stakeholders throughout the project to ensure that the product(s) will meet the business, functional, environmental, service and management requirements, o an approach which distinguishes the management of the project from the development of the products(s), so that the management approach is the same whether the project is to build a ship or implement new working practices. The Format The PRINCE2 Manual is available in book format and also as an electronic manual. In addition there is a short version of the manual available known as the Pocketbook. These are available through The Stationery Office (www.tso.co.uk). The Support for PRINCE2 There are many service providers offering training, consultancy, tools and services for PRINCE2, thus ensuring a competitive supply of services available to support organisations in their implementation and use of the method. There is an international accreditation programme for trainers and consultants, ensuring a high quality and consistent level of service to organisations. There are professional qualifications in PRINCE2 that assess an individual’s knowledge of the method and ability to apply it to project scenarios. At the time of writing there are: o 72 Accredited Training Organisations worldwide, 50 in the UK, o 300 Approved Trainers worldwide, 200 in the UK, o three Accredited Consultancy Organisations and 15 PRINCE2 Registered Consultants, o nearly 20,000 Registered Practitioners. For more information about any of the above, visit The APM Groups web site at www.prince2.org.uk. In addition, there is an active user group dedicated to the support, promotion and strengthening of the method. The User Group (formerly the PRINCE User Group) works alongside OGC in the role of Senior User for all projects to develop PRINCE2. The Issues Log to capture suggested improvements to PRINCE2 is now located on the User Group’s web site. The User Group has 1,500 members who are active users of the PRINCE2 method. It holds, for its members, an Annual Conference and ten Regional Workshops a year around the UK. For more information about The User Group, visit their web site at www.prince.usergroup.org.uk. n Keywords best practices, business case, process model, programme management, project life cycle Author Alan Harpham is an independent management consultant; focused on programme management, project management and executive coaching. He is the Chairman of the APM Group, a consultancy specialising in the accreditation of practitioners, trainers and consultants in PRINCE 2 and Managing Successful Programmes. Address of the author 40 Stagsden Road Bromham GB-Bedford MK43 8PT Tel.: ++44/ 12 34/ 82 32 22 E-Mail: alan@harpham.com Author Graham Williams is Lead Assessor for The APM Group Limited. In addition to his role with The APM Group, Graham is an independent consultant and trainer in programme and project management. Address of the author GSW Consultancy Ltd. 25 Kingfisher Road Flitwick GB-Bedfordshire MK45 1RA Tel.: ++44/ 79 39/ 10 97 26 E-Mail: graham@gswconsultancy.co.uk