For other meanings, see MSP (disambiguation). Projects in Controlled Environments (PRINCE) is a project management methodology. It covers the management, control and organisation of a project. “PRINCE2” is a registered trademark of the U.K.'s Office of Government Commerce (OGC).
History
editPRINCE2 is derived from the earlier PRINCE project managment methodology, which was initially developed in 1989 by the Central Computer and Telecommunications Agency (CCTA) as a UK Government standard for information systems (IT) project management; however, it soon became regularly applied outside the purely IT environment.[citation needed] PRINCE2 was released in 1996 as a generic project management method. PRINCE2 has become increasingly popular[citation needed] and is now the de facto standard for project management in the UK.[citation needed] Its use has spread beyond the UK to more than 50 other countries.[citation needed]
The most current revision was released in 2005 by the Office of Government Commerce, and it is currently undergoing a refresh for 2008-9.[citation needed]
Description of the PRINCE2 method
editPRINCE (PRojects IN Controlled Environments) was first developed by the CCTA, now part of the OGC, in 1989 as a UK Government standard[citation needed] for IT project management. Initially developed only for the need of IT projects, the latest version, PRINCE2, is designed for all types of management projects. Figure 1 shows the processes involved in managing a PRINCE2 project and how they link with each other, creating the normal content of a PRINCE2 project.
Advantages
editPRINCE2 is a structured approach to project management. It provides a method for managing projects within a clearly defined framework. PRINCE2 describes procedures to coordinate people and activities in a project, how to design and supervise the project, and what to do if the project has to be adjusted if it doesn’t develop as planned. In the method each process is specified with its key inputs and outputs and with specific goals and activities to be carried out, which gives an automatic control of any deviations from the plan. Divided into manageable stages, the method enables an efficient control of resources. On the basis of close monitoring the project can be carried out in a controlled and organized way. Being a structured methodology widely recognised and understood[citation needed], Prince2 provides a common language for all participants in the project. The various roles and responsibilities involved in a project are fully described and are adaptable to suit the complexity of the project and skills of the organisation.
Pitfalls
editPrince2 may be considered as inappropriate for small projects, due to the work required in creating and maintaining documents, logs and lists. This is often a misunderstanding of the scalability that Prince2 offers.[citation needed] Because of the various roles and responsibilities involved, participants in the project can easily blame each other when something goes wrong[citation needed]. The SU process should avoid this, but Prince2 allows roles and responsibilities to be agreed in writing by the participants instead.
Overview of the methodology
edit |
| Diagram showing PRINCE2 processes. The arrows represent flows of information. |
PRINCE2 is a process-driven project management method[citation needed] which contrasts with reactive/adaptive methods such as Scrum. PRINCE2 defines 45 separate sub-processes and organizes these into eight processes as follows:
- Starting Up a Project (SU)
- Planning (PL)
- Initiating a Project (IP)
- Directing a Project (DP)
- Controlling a Stage (CS)
- Managing Product Delivery (MP)
- Managing Stage Boundaries (SB)
- Closing a Project (CP)
Starting up a project (SU)
editIn this process the project team is appointed and a project brief (describing, in outline, what the project is attempting to achieve and the business justification for doing so) is prepared. In addition the overall approach to be taken is decided and the next stage of the project is planned. Once this work is done, the project board is asked to authorize the next stage, that of initiating the project.
SU1 Appointing a Project Board Exec and Project Manager
SU2 Designing a Project Management Team
SU3 Appointing a Project Management Team
SU4 Preparing a Project Brief
SU5 Defining Project Approach
SU6 Planning an Initiation Stage
Planning (PL)
editPRINCE2 advocates product based planning which means that the first task when planning is to identify and analyse products. Once the activities required to create these products are identified then it is possible to estimate the effort required for each and then schedule activities into a plan. There is always risk associated with any work and this must be analysed. Finally, this process suggests how the format of plans can be agreed and ensures that plans are completed to such a format.
PL1 Designing a Plan
PL2 Defining and Analysing Products
PL3 Identifying Activities and Dependencies
PL4 Estimating
PL5 Scheduling
PL6 Analysing Risks
PL7 Completing a Plan
Initiating a project (IP)
editThis process builds on the work of the Start Up (SU) activity and the project brief is augmented to form a Business Case. The approach taken to ensure quality on the project is agreed together with the overall approach to controlling the project itself (project controls). Project files are also created as is an overall plan for the project. A plan for the next stage of the project is also created. The resultant information can be put before the project board for them to authorize the project itself.
IP1 Planning Quality
IP2 Planning a Project
IP3 Refining the Business Case and Risks
IP4 Setting up Project Controls
IP5 Setting up Project Files
IP6 Assembling a Project Initiation Document
Directing a project (DP)
editThese sub-processes dictate how the Project Board should control the overall project. As mentioned above, the project board can authorise an initiation stage and can also authorize a project. Directing a Project also dictates how the project board should authorize a stage plan, including any stage plan that replaces an existing stage plan due to slippage or other unforeseen circumstances. Also covered is the way in which the board can give ad hoc direction to a project and the way in which a project should be closed down.
DP1 Authorising Initiation
DP2 Authorising a Project
DP3 Authorising a Stage or Exception Plan
DP4 Giving Ad Hoc Direction
DP5 Confirming Project Closure
Controlling a stage (CS)
editPRINCE2 suggests that projects should be broken down into stages and these sub-processes dictate how each individual stage should be controlled. Most fundamentally this includes the way in which work packages are authorized and received. It also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A means for capturing and assessing project issues is suggested together with the way in which corrective action should be taken. It also lays down the method by which certain project issues should be escalated to the project board.
CS1 Authorising Work Package
CS2 Assessing Progress
CS3 Capturing Project Issues
CS4 Examining Project Issues
CS5 Reviewing Stage Status
CS6 Reporting Highlights
CS7 Taking Corrective Action
CS8 Escalating Project Issues
CS9 Receiving Completed Work Package
Managing product delivery (MP)
editThis process consists of three sub-processes and these cover the way in which a work package should be accepted, executed and delivered.
MP1 Accepting a Work Package
MP2 Executing a Work Package
MP3 Delivering a Work Package
Managing stage boundaries (SB)
editThe Controlling a Stage process dictates what should be done within a stage, Managing Stage Boundaries (SB) dictates what should be done towards the end of a stage. Most obviously, the next stage should be planned and the overall project plan, risk log and business case amended as necessary. The process also covers what should be done for a stage that has gone outside its tolerance levels. Finally, the process dictates how the end of the stage should be reported.
SB1 Planning a Stage
SB2 Updating a Project Plan
SB3 Updating a Project Business Case
SB4 Updating the Risk Log
SB5 Reporting Stage End
SB6 Producing an Exception Plan
Closing a project (CP)
editThis covers the things that should be done at the end of a project. The project should be formally de-commissioned (and resources freed up for allocation to other activities), follow on actions should be identified and the project itself be formally evaluated.
CP1 Decommissioning a Project
CP2 Identifying Follow-on Actions
CP3 Project Evaluation Review
Techniques
editThe PRINCE2 methodology works with most project management techniques but specifically describes the following:
Exams, accreditation and training
editAccreditation is governed by the passing of two exams – the Foundation and the Practitioner. The Foundation Exam is a one-hour, multiple choice exam. The Practitioner Exam is three-hour, and it has just been changed to an objective-testing multiple-choice exam with only the official Reference Manual allowed. i.e. It is no longer completely open book. The text can be annotated but must not include any additional attachments. In the UK, exams are administered by the APM Group. It is possible to check whether an individual has passed the Foundation and Practitioner exams.
It is possible for individuals with project management experience to self-study for the exams but a number of training organisations offer courses, many of which also include exam entry in the fee. In the UK there is a non-mandatory accreditation scheme for training providers, run by the APM Group.
PRINCE2 practitioners must retake the practitioner exam every 5 years to remain accredited.
Scalability
editProject management is a complex discipline and it would be wrong to assume that blind application of PRINCE2 will result in a successful project. By the same token, it would be wrong to assume that every aspect of PRINCE2 will be applicable to every project. For this reason every process (see below) has a note on scalability. This provides guidance to the project manager (and others involved in the project) as to how much of the process to apply. The positive aspect of this is that PRINCE2 can be tailored to the needs of a particular project. The negative aspect is that many of the essential elements of PRINCE2 can be omitted sometimes resulting in a PINO project – Prince in Name Only. In order to counter this, APM Group have defined the concept of a PRINCE2 Maturity Model.
List of project management topics
References
edit- Office of Government Commerce (2005). Managing successful projects with PRINCE2 (4th edition ed.). The Stationery Office. pp. 457p. ISBN 978-0-11-330946-7.
{{cite book}}:|edition=has extra text (help) The official PRINCE2 manual.