lecture 3

EPP3 TECH3001EPP3 TECH3001

Project Planning with PRINCE2Project Planning with PRINCE2

(Acknowledgement: Steve McRobb produced the (Acknowledgement: Steve McRobb produced the original material, amended by myself)original material, amended by myself)

OverviewOverview• PRINCEPRINCE• Project planningProject planning• PRINCE organisation structurePRINCE organisation structure• PRINCE project management processPRINCE project management process• Resource allocation issues Resource allocation issues • Procedures to define project control:Procedures to define project control:

– At initiationAt initiation– During projectDuring project– At project closeAt project close

• Various documents are defined to support Various documents are defined to support the proceduresthe procedures

PRINCEPRINCE• PRPRojects ojects IN CIN Controlled ontrolled EEnvironmentsnvironments

• Project management methodologyProject management methodology

• Since 1989, UK govt standard for IT / IS Since 1989, UK govt standard for IT / IS projectsprojects

• Controlled and published by CCTAControlled and published by CCTA

• PRINCE 2 has been made more flexiblePRINCE 2 has been made more flexible

• Can be used for any type of project, Can be used for any type of project, but for our purposes large scale MM but for our purposes large scale MM projectsprojects

PlanningPlanning• Important activity in any projectImportant activity in any project

• NotNot just an annoying precursor to just an annoying precursor to the ‘real’ work!the ‘real’ work!

• We plan:We plan:– To enable budgeting and resourcingTo enable budgeting and resourcing

– To make sure we understand what is To make sure we understand what is involvedinvolved

– To predict completion dates for To predict completion dates for milestonesmilestones

Problems in planningProblems in planning

• Incomplete informationIncomplete information

• External pressuresExternal pressures

• Unexpected changesUnexpected changes

• Unknown resource availabilityUnknown resource availability

• Where do we start?Where do we start?

PRINCE Org StructurePRINCE Org Structure• First step in a project: establish org First step in a project: establish org

structurestructure

• PRINCE 1 has prescribed org PRINCE 1 has prescribed org structure for IS/IT projectsstructure for IS/IT projects

• PRINCE 2 org structure is a bit PRINCE 2 org structure is a bit more genericmore generic

• (To suit other types of org and (To suit other types of org and project than just IS / IT)project than just IS / IT)

PRINCE 2 Process ModelPRINCE 2 Process Model

• Essential philosophy of PRINCE 2 Essential philosophy of PRINCE 2 summarised in process modelsummarised in process model

PRINCE 2 Process ModelPRINCE 2 Process Model

• Major processes give general Major processes give general framework and guidanceframework and guidance

• How to start up a projectHow to start up a project

• How to manage its stagesHow to manage its stages

• How to handover from one stage to How to handover from one stage to anotheranother

PRINCE 2 Process ModelPRINCE 2 Process Model• Read vertically: authority and reportingRead vertically: authority and reporting

• Read horizontally: sequence of Read horizontally: sequence of activities activities

• Some activities are repeatableSome activities are repeatable– 'Controlling a Stage' 'Controlling a Stage'

– 'Managing Stage Boundaries’'Managing Stage Boundaries’

• Some are ongoing:Some are ongoing:– 'Managing Product Delivery’'Managing Product Delivery’

– 'Planning’ (at many levels)'Planning’ (at many levels)

SU Starting Up a ProjectSU Starting Up a Project

• Ensure information required by the Ensure information required by the project team is availableproject team is available

• Design and appoint the project Design and appoint the project management teammanagement team

• Create Initiation Stage PlanCreate Initiation Stage Plan

IP Initiating a ProjectIP Initiating a Project

• Is there enough justification to proceed?Is there enough justification to proceed?

• Establish stable basis for managementEstablish stable basis for management

• Document an acceptable business caseDocument an acceptable business case

• Agree to commit resources for first stageAgree to commit resources for first stage

• Enable project board to take ownershipEnable project board to take ownership

• Give a baseline for later decisionsGive a baseline for later decisions

• Evaluate investment and anticipated Evaluate investment and anticipated risksrisks

CS Controlling a Stage CS Controlling a Stage

• Authorise work to be doneAuthorise work to be done

• Gather progress informationGather progress information

• Watch for changesWatch for changes

• Review the situationReview the situation

• ReportReport

• Take corrective actionTake corrective action

SB Managing Stage SB Managing Stage BoundariesBoundaries

• Assure board that deliverables are Assure board that deliverables are complete as plannedcomplete as planned

• Give board information to:Give board information to: assess continuing viabilityassess continuing viability

approve stage completion approve stage completion

authorise start of next stageauthorise start of next stage

• Record any useful lessonsRecord any useful lessons

MP Managing Product MP Managing Product Delivery Delivery • Make sure work:Make sure work:

is authorised and agreedis authorised and agreed

conforms to Work Package interfaces conforms to Work Package interfaces (avoid unplanned side-effects)(avoid unplanned side-effects)

is doneis done

• Check progress against forecastsCheck progress against forecasts

• Ensure products meet quality Ensure products meet quality criteriacriteria

• Get completed products approvedGet completed products approved

CP Closing a ProjectCP Closing a Project

• Check aims in Project Initiation Check aims in Project Initiation Document have been metDocument have been met

• Confirm customer satisfactionConfirm customer satisfaction

• Get deliverables formally acceptedGet deliverables formally accepted

• Confirm maintenance / operational Confirm maintenance / operational arrangementsarrangements

CP Closing a ProjectCP Closing a Project

• Recommend any follow-on-actionsRecommend any follow-on-actions

• Capture and report on lessons Capture and report on lessons learnedlearned

• Prepare End Project ReportPrepare End Project Report

• Formally notify host org of Formally notify host org of intention to disbandintention to disband

PL PlanningPL Planning• Repeats at different levels of projectRepeats at different levels of project

• Planning involves:Planning involves: what products are neededwhat products are needed

sequence of productionsequence of production

form and content of each productform and content of each product

activities necessary for creation and deliveryactivities necessary for creation and delivery

• Identifying products is very important, Identifying products is very important, and precedes any thought about and precedes any thought about activitiesactivities

Planning stagesPlanning stages

• CPA or PERT charts used to:CPA or PERT charts used to:– map sequence of stagesmap sequence of stages

– plan timesplan times

– allocate resourcesallocate resources

PRINCE project controlPRINCE project control

• Having planned the project….Having planned the project….

• Now necessary to define control pointsNow necessary to define control points

• These help ensure sure everything is These help ensure sure everything is going to plangoing to plan

• PRINCE 2 defines:PRINCE 2 defines:

• various checkpoints and formal various checkpoints and formal documents during the projectdocuments during the project

Main points of controlMain points of control

• Project initiationProject initiation

• During project progressDuring project progress

• When closing down projectWhen closing down project

Start-Up and InitiationStart-Up and Initiation

• Project MandateProject Mandate

• formally kicks-off a projectformally kicks-off a project

• identifies client and general subjectidentifies client and general subject

• May state how project relates to a May state how project relates to a longer term longer term programme programme of projectsof projects

Other initiation documentsOther initiation documents

• May refine mandate into May refine mandate into Project BriefProject Brief– Defines project objectivesDefines project objectives

• Project Approach Project Approach specifies whether:specifies whether:– bespokebespoke

– off-the-shelfoff-the-shelf

– develop in-housedevelop in-house

• Completes Project Start-Up StageCompletes Project Start-Up Stage

Initiation StageInitiation Stage

• We can now plan the project in detailWe can now plan the project in detail

• Initiation stage main documents:Initiation stage main documents:– Project Quality PlanProject Quality Plan

– Project PlanProject Plan

– Risk LogRisk Log

– Project Initiation Document (PID)Project Initiation Document (PID)

• Brings together all documents to this Brings together all documents to this pointpoint

Controlling a StageControlling a Stage

• Several formal control points, regular Several formal control points, regular checks on….checks on….– QualityQuality

– Completeness….so farCompleteness….so far

• As a stage progresses we learn moreAs a stage progresses we learn more– business environmentbusiness environment

– technical aspects of projecttechnical aspects of project

– capabilities of teamcapabilities of team

Controlling a StageControlling a Stage

• During a stage we need to consider:During a stage we need to consider:

• Impact of changes on next stageImpact of changes on next stage

• Review resource allocationsReview resource allocations

• Identify and document potential Identify and document potential problemsproblems

CS3 Capturing project CS3 Capturing project issuesissues

• Possible Outcomes:Possible Outcomes: Request for ChangeRequest for Change (modification of user (modification of user

requirements)requirements) Off-Specification Off-Specification (known but acceptable (known but acceptable

error or omission)error or omission) Highlight ReportHighlight Report (progress within tolerances) (progress within tolerances) Exception ReportException Report tolerances may be tolerances may be

exceeded -- documents both causes and exceeded -- documents both causes and possible solutionspossible solutions

Managing Stage BoundariesManaging Stage Boundaries

• Formally closes one stage, initiates Formally closes one stage, initiates anotheranother

• Stage closure updates:Stage closure updates:– planplan

– business case business case

– risk logrisk log

• Stage end is formally reported to BoardStage end is formally reported to Board

• Exception report completed if appropriateException report completed if appropriate

Managing Stage BoundariesManaging Stage Boundaries• Before next stage begins, produce stage Before next stage begins, produce stage

planplan– never done too soonnever done too soon

– circumstances change while project is circumstances change while project is underwayunderway

– detailed planning left till shortly before start detailed planning left till shortly before start of stage of stage

• Is project still viable?Is project still viable?

• Board is responsible for formally Board is responsible for formally authorising next stageauthorising next stage

Managing Product DeliveryManaging Product Delivery

• Project Manager may not directly Project Manager may not directly supervisesupervise– contract staff or sub-contractor organisationcontract staff or sub-contractor organisation

– may not use PRINCE methodologymay not use PRINCE methodology

• Defined interface between project and 3Defined interface between project and 3rdrd parties:parties:

MP1 Accept a work packageMP1 Accept a work package MP2 Execute a work packageMP2 Execute a work package MP3 Deliver a work packageMP3 Deliver a work package

Closing a ProjectClosing a Project

• Orderly decommissioningOrderly decommissioning

• Products should have been checked Products should have been checked off as stages close, but final check off as stages close, but final check done in case of omissiondone in case of omission

• Unresolved issues listed in Unresolved issues listed in Follow-On Follow-On Actions ReportActions Report

• Project files archivedProject files archived

Closing a ProjectClosing a Project

• Formal notification that project has Formal notification that project has closedclosed

• Documents available at final Board:Documents available at final Board:– System Acceptance letterSystem Acceptance letter

– User Acceptance letterUser Acceptance letter

– Operations Acceptance letterOperations Acceptance letter

– Business Acceptance letterBusiness Acceptance letter

Closing a project: Closing a project: documentsdocuments

• Project End ReportProject End Report

• Extent to which objectives in PID Extent to which objectives in PID were metwere met

• Lessons Learnt ReportLessons Learnt Report

• Post-implementation review, 6 – 12 Post-implementation review, 6 – 12 months after implementationmonths after implementation

Technical control reportsTechnical control reports

• Project Issue ReportProject Issue Report– errors in systemerrors in system

– failure to meet user requirementsfailure to meet user requirements

– inconsistency between versionsinconsistency between versions

– idea for improvementidea for improvement

– forgotten function or programforgotten function or program

– policy or legislation changepolicy or legislation change

PIRPIR

• Anyone can raise a PIRAnyone can raise a PIR– Initially handled by stage manager and Initially handled by stage manager and

project assurance teamproject assurance team

– Outcomes must be documentedOutcomes must be documented

– All PIRs should be dealt with before All PIRs should be dealt with before Project Closure MeetingProject Closure Meeting

Off-SpecificationOff-Specification

• Documents serious deviations:Documents serious deviations:– something exceeds agreed tolerancessomething exceeds agreed tolerances

– something specified is impossible to dosomething specified is impossible to do

– may arise from a PIRmay arise from a PIR

– may have significant effect on project as may have significant effect on project as a wholea whole

– E.g. corrective work on other modulesE.g. corrective work on other modules

Off-SpecificationOff-Specification

• Typical issues:Typical issues: Can we do the work within the bounds of Can we do the work within the bounds of

the current stage plan? the current stage plan? Do we persuade the user to drop the Do we persuade the user to drop the

requirement? requirement? Can we delay it until the next stage? Can we delay it until the next stage? Will we have to replan the stage? Will we have to replan the stage? What are the consequences on the rest of What are the consequences on the rest of

the programming?the programming?

Request for ChangeRequest for Change

• Usually an alteration to requirements Usually an alteration to requirements that originates with usersthat originates with users– proposes some modification to systemproposes some modification to system

– Must have approval of project managerMust have approval of project manager

– Some level of Some level of Change Control Change Control is is necessarynecessary

SummarySummaryIn this lecture we have:In this lecture we have:• met an overview of the PRINCE 2 organisation structure and met an overview of the PRINCE 2 organisation structure and

process modelprocess model• examined the major stages of the PRINCE 2 processexamined the major stages of the PRINCE 2 process• seen how to plan a PRINCE 2 projectseen how to plan a PRINCE 2 project• Advantages: formal reporting & organisational structure, Advantages: formal reporting & organisational structure,

good information flowgood information flow• Disadvantages: suitable for large projects only, adds Disadvantages: suitable for large projects only, adds

significantly to cost, bureaucratic significantly to cost, bureaucratic • Procedures to define project control:Procedures to define project control:

– At initiationAt initiation– During projectDuring project– At project closeAt project close

• Important documents include:Important documents include:– Request for ChangeRequest for Change– Project Issues ReportProject Issues Report– Follow-On-Actions ReportFollow-On-Actions Report

Reading and ReferencesReading and References

Software Project Management 3rd Hughes Software Project Management 3rd Hughes and Cotterill, and Cotterill,

CCTA website: CCTA website: www.ccta/gov.uk/prince/prince.htmwww.ccta/gov.uk/prince/prince.htm

http://www.ccta/gov.uk/prince/prince.htmhttp://www.ccta/gov.uk/prince/prince.htm

Keyskills website: Keyskills website: www.prince2.comwww.prince2.com