PRINCE2
PRINCE2, or Projects in a Controlled Environment, is a project management method. It covers the managing, controlling and
organizing of a project.
History
PRINCE (Projects in Controlled Environments) is a project management methodology for the organisation, management and control of projects. It was initially developed in 1989 by the Central Computer and Telecommunications Agency (CCTA) as a UK Government standard for IT project management; however, it soon became regularly applied outside the purely IT environment.
PRINCE2 was released in 1992 as a generic project management method. PRINCE2 has become increasingly popular, and is now the de facto standard for project management in the UK, and its use has spread beyond the UK to more than 50 other countries.
Processes
PRINCE2 is a process based approach to project management. It consists of eight high level processes:
- Directing a project
- Planning
- Starting a project
- Initiating a project
- Controlling a stage
- Managing product delivery
- Managing stage delivery
- Closing a project
The processes Starting a project, Initiating a project and Closing a project are specific phases in a project. Three processes are involved in the implementation phase - Controlling a stage, Managing product delivery and Managing stage delivery. The process Directing a project applies for the length of the project; while Planning applies for all phases except the final one - 'Closing a project.
A PRINCE2 project must consist of at least four phases:
- Starting a project
- Initiating a project
- Implementation
- Closing a project.
But the implementation phase is often broken up into multiple stages if, as is often the case, it proves sensible.
Starting up a project
This purpose of this process is set the project up in the right way. It involves identifying the senior decision makers required to make up the project board which oversees the project. The different interests of Executive, Senior Supplier and Senior User should be represented on this project board. The project board selects a project manager. The reasons for the project are outlined in a Project Brief. The project approach is decided as is the plan for the initiation stage, this gives the project a firm foundation.
Directing a project
This process defines the functions of the Project Board who are responsible for the project. The project manager keeps the board informed with regular reports. The Project Board leave the day to day management of the project to the Project Manager, and only become involved at stage boundaries when they must approve progress so far and give the go ahead to the next stage. A fundamental principle of PRINCE2 is management by exception; which means the only other time the Project Board make decisions about the project is the project goes off course.
Planning
Planning is a process involved until the project is closed.
Initiating a project
In order for a project to be approved it must be carefully planned to show how it will meets its goals. This requires making detailed estimations of costs. These go together to create the main product of this process the PID or Project Inititiation Document, which must be approved by the Project Board before implementation can commence.
Controlling a stage
PRINCE2 projects should be divided into stages so the project can be more easily managed and controlled. The exact number of stages is not fixed, it depends on the size of the project and the degree of risk.
Managing product delivery
PRINCE2 is a product based system. A product can be a physical thing liek a book, or it could be a more intangible thing like a service agreement. In fact everything created by PRINCE" including documents is a product. Products can be be created by anyone including external suppliers. This process explains to manage the relationship between the project manager and the supplier to ensure good work.
Managing stage boundaries
According to PRINCE2 principles each stage must be completed and approved by the project board, before the go ahead is given to begin the next stage.
Closing a project
Another principle of PRINCE2 is that projects must be closed down cleanly once the Project Board have approved the final product. This involves evaluating the projects resutl (The Post Project Review). Any lessons learned are recorded, a handover document is created if necessary and a post implementatoin review is planned if it is considered necessary.
Components
PRINCE2 recognises eight key concepts or what it calls components in project management:
- Configuration Management
- Change Control
- Business Case
- Organisation
- Plans
- Controls
- Management of risk
- Quality in a project environment
Key Roles
- Project Board
- Executive
- Senior User
- Senior Supplier
- Project Manager
- Project Assurance
Strengths
PRINCE2 has a number of strengths:
- It produces highly standardised projects which share a common approach, vocabulary and documents. Consequently it is a transferable skill and anyone familiar with a method can quickly be brought up to speed on a properly applied PRINCE2 project.
- It is a method which embodies best practise in project management
- It enshrines management by exception as a guiding rule, which allows the Project Manager to do their job without undue interference, while at the same time involving higher level managers when things go badly off plan or in PRINCE terms out of tolerance.
- It provides a controlled start, middle and end of projects
- Each type of document required by PRINCE2 is supplied as a template, which includes required sub-headings which produces easily comprehensible, standardised and complete documentation.
Weaknesses
PRINCE2 has weaknesses:
- A number of organisations suffer from PINO (Prince In Name Only), carelesly picking and choosing from the methodology, thereby failing to abide by its key principles.
- PRINCE2 is strongly document centric in order to provide good control. However, in some organisations the documents become ends in themselves, and the actual projects themselves falter.
- Similiarly PRINCE2 stresses the need for good organisation and regular meetings between stakeholders. In some organisations this has degenerated into too many meetings and too little work.
- PRINCE2 provides no explicit treatment of requirements analysis. It is an implementation methodology, which can lead to projects being adopted on false premises, and thereby inevitably failing.
- If too strictly applied PRINCE2 can be far too heavy duty an approach for small projects.
References
- The Stationery Office. Managing Successful Projects with PRINCE2. ISBN 0113308914 (Official PRICE2 publication)
External link
See also
Referenced By
List of project management topics | PMBOK | Prince (disambiguation) | Product (project management) | Product breakdown structure | Product description | Project Management | Project Management Body of Knowledge | Project Management Institute Body of Knowledge
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