PRINCE2 ® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries The Swirl logo™ is a Trade Mark of the Office of Government Commerce PRINCE2 Briefing – the 2009 edition Jill Dann FBCS CITP and Sheila Roberts
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PRINCE2 Briefing the 2009 edition Jill Dann FBCS … · Agenda 1. Introduction to project management, 2. PRINCE2 and related methods for the unfamiliar individual. 3. An outline of
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PRINCE2®
is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countriesThe Swirl logo™ is a Trade Mark of the Office of Government Commerce
2. PRINCE2 and related methods for the unfamiliar individual.
3. An outline of the development routes for individuals who think that project management is one tool for their toolkit.
4. There will be handouts including a short self-assessment and a Personal Development Plan Proforma for completion during and at the end of the event.
N.B.
Project Management capability is definitely attractive on CVs or for those seeking promotion from technical workstreams or from business roles.
There are lots of different development options and you can get there on a low budget but not without being disciplined in terms of your self-directed learning.
The PDP format given at the end will help you with that development path.
Project Management is planning, delegating, monitoring and control of all aspects of the project and the motivation of those involved, to achieve the project objectives within the
performance targets
A project is a temporary organisation that is created for the purpose of delivering one or more business products according to an agreed Business Case
“Jill has been working for the bank for the last 6 months. Her role is Programme Manager for a huge programme of work that culminates in the launch of a new financial services organisation. Since Jill has arrived, she has shown admirable qualities in to what has been to all intents and purposes, an impossible job to be delivered in impossible timescales. Specific strengths that she has are:
- Total commitment to the job in hand and a passionate desire to succeed and deliver an exceptional service
- Excellent leadership skills to create an environment where we are truly getting the best out of those people working for her
- Excellent technical skills particularly around project management tools and techniques. I believe that Jill is an exceptional individual who will succeed in whatever she decides to do. I have no hesitation at all in recommending her for the role in question”
Martin Ladbrooke - Head of Change Management, egg:|
At the end of launching the first Internet Bank…
“As Project Director, I’m glad I had 360o feedback from the forty consultant
team I led delivering a new brand of bank…”
“Having the launch critical path nailed down was a huge relief and
Who should receive what information at which stage of the overall programme
Implement stakeholder feedback mechanisms
Communication
Creating conversations e.g. Opinion leaders, social media Relationship building Networking Attending each site and listening Employee Communications Change Network for support
The Communications Process is not just an exercise in Common Sense
Current StateAssessment
Internal Stakeholders
Information drawn from All work groups to address:
External Stakeholders
Feedback Mechanisms
Revise plan and execute
What can go wrong?
Banco Santander acquiredBanespa, hungry for the clients.A manager publicly statedthey were going to lay off86% of the staff.
Wells Fargo’s Vice Chairman, aftermany problems in their merger withFirst Interstate claimed that going forward the merger would be“Seamless.” Customers knew it was a lie and left the bank in droves.
Wachovia merged with First Atlanta.Very different cultures caused massiveproblems and First Atlanta disappearedIn the smoke of a “merger of equals.”
Fleet bank merged withSummit Bank and wasweak in their customer notification.They changed products and product namesand customers were confused. The result? Customers left the bank.
What did you dislike about PRINCE2?Some things had to go...
InconsistenciesPerceived bureaucracyLack of scalingMicro detail in partsRobotic project managementSize of manual
…and some things had to stay...
Product-based approach
Roles
Process Model
Stages
PID
Business Case
PRINCE 2009
Key Messages
Getting it owned
Getting it used
Getting it ownedI just don’t get the support from
senior management…
Getting it owned
Duties and Behaviours
Activities
Tailoring
Principles
Tailoring
Getting it used
Principles
UniversalSelf-validating
Empowering
Continued business justificationLearn from experience
Defined roles and responsibilitiesManage by stages
Manage by exceptionFocus on products
Tailor to suit the project environment
Personal Development Plan
I will start....
1. Communicating face to face
2.
3. Planning risk from the start
I will stop...
1. Avoiding difficult
conversations
2.
3.
I will do more...
1. Networking
2.
3.
4.
I will do less of...
1. Being driven by email
2.
3.
4.
Further Sources
• Multiple book orders at scaled discounts can be bought from: [email protected];
• Course materials and self-help Workbooks on a broad variety of topics are available on request at market rates (comparable with CIPD and CMI materials)
• Coaching programmes with an option to include a 360-degree assessment bespoke to your company strategic intent, competencies and values can be quoted for.