Matching Pairs Prince2Online version Prince 2 by A Hopper 1 What are the 7 performance targets in Prince2 2 What is a product 3 Can you pick and choose aspects of prince2 4 What is a stakeholder 5 What are the 3 main stakeholder types 6 Which parties are included in the project environment 7 When does a project board meet to make decisions 8 5 characteristics of Project work that is different from business as usual 9 What is a programme 10 What happens at the end of a stage 11 What does the number of stages depend on 12 What is a process 13 Which project aspects are tolerances set for? 14 What if you are going to go over the agreed tolerance 15 What stages does Prince2 require 16 Purpose of tailoring to suit the project 17 When is the term "customer" used 18 What are the 5 integrated methods of Prince2 that help control the performance targets 19 What is managed by exception 20 How does Prince2 define a project? 21 Can Prince2 be tailored to any project 22 Where is the info on how Prince2 has been tailored stores 23 What is a stage 24 What are the processes in Prince2 "The size and complexity of the project Also (minorly) sector standards, business policies, and where significant decisions are needed" "Cost Time Scope Quality Risk Benefits Sustainability" Yes, regardless of type and size. It gives you a structure on what should be done, but is not prescriptive on how. "Change Temporary Cross-functional Unique Uncertainty" The set of activities which define the sequence of actions and their inputs and outputs to achieve specific objectives "Scope Quality Risk Cost Time Benefits Sustainability" A temporary organisation that is created for the purpose of delivering one or more business products according to the agreed business case An input or output, whether tangible or intangible, that can be described in advance, created and tested Yes, the project board and PM can. "Principles Processes People Practices Project context" Starting up a project Initiating a project Controlling a stage Managing product deliveryManaging a stage boundaryclosing a project Directing a project "The PM provides the project board with: An end-stage report An updated business case and project plan The plan for the next stage At the end of a stage "Project sponsors Users suppliers (internal and external)" The section of a project that the PM is managing on behalf of the project board at any one time Alert the next management level as early as possible that the work is forecast to move outside of agreed tolerances Those who can affect or be affected by or precieve themselves to be affected by the project Only when there is a commercial relationship between a business and a supplier PID (project initiation document) The method and its use are appropriate to the project as well as the project controls are appropriate to the projects complexity, importance Authority to work within specified limits (tolerance) is delegated through the project team structure Initiation and the rest of the project A group of interrelated projects which progressively deliver outcomes of benefits to the businesses objectives Users, Suppliers and business decision makers 1 People-focused activities 2 Managing change in a project 3 People in Prince2 4 What needs to be altered 5 Change management 6 Project ecosystem 7 Communication in Prince2 8 Building an effective team 9 Co-creation 10 Stakeholders 11 Principles related to people 12 Collaboration 13 Practice related to people Organization's transition from current to target state Defined roles & manage by stages Elements of the business involved or impacted by the project Bidirectional, involving stakeholder feedback Outlined in the Project Initiation Document (PID) Organising roles and responsibilities Central to the method Suppliers and users who benefit from the project's outcomes People working together to achieve objectives Identify skill gaps, assign roles, build trust Users and influencers designing products and ways of working Leading change, teams, and communication Routine, relationships, responsibilities, culture 1 Senior User 2 Organisational Design - Develop 3 Project Board 4 Team Manager 5 Organisational Design - Manage 6 Organisational Design - Understand 7 Organisational Design - Transition 8 Project Executive 9 Project Manager 10 Project Support 11 Senior Supplier 12 Organisational Design - Design Provides administrative and planning support Responsible for creating the right environment for project success Represents the community and may be external to the organization Establishes feedback loops and reviews team structure Creates work packages for the project Implements the organizational design and onboard team members Plans and oversees day-to-day work, ensuring quality and timing Ensures the change is sustained and lessons are shared Represents the user community and ensures benefits are realized Ensures understanding of the organizational ecosystem Defines the structure, resources, and practices of the team Accountable to the business for the entire project 1 Stage plan 2 Exception plan 3 Purpose of a stage plan 4 Team plan 5 Work package 6 Product description components 7 Project product description 8 Product breakdown structure 9 Purpose of the project plan 10 Steps of product planning 11 Product flow diagram 12 Project plan Provides confidence and outlines delivery approach Shows sequence and dependencies of products A unit of work assigned to a team or individual A detailed plan for managing a specific project stage Identifier, version, purpose, scope, quality, responsibilities Plan raised when tolerances are forecasted to be exceeded A plan organizing and controlling team work (optional) Breaks down project elements for a specific stage A high-level schedule of major project products and delivery Define, organize, estimate, schedule, budget, document Hierarchy of all products to be produced Details of major project products including scope and quality 1 Product register 2 Requirements 3 Quality register 4 Acceptance criteria 5 When quality planning begins 6 Quality 7 Quality management 8 Quality assurance Activities to direct and control quality in an organization Needs or expectations documented in management products Checking proper management and direction of the project Criteria products must meet before acceptance Lists products to be delivered and their status Tracks quality controls and provides progress info Starting up a project The degree to which characteristics fulfill requirements 1 Project Manager role in issues 2 Escalation 3 Opportunity responses 4 Risk appetite 5 Risk management technique 6 Risk register 7 Project Assurance responsibilities 8 Risk owner 9 Threat responses 10 Project Executive role in issues 11 Issue 12 Project Executive responsibilities 13 Issue raiser 14 PESTLE 15 Project Manager responsibilities 16 Risk 17 Senior user/supplier role 18 Business layer responsibilities Advise on approach, confirm compliance Person responsible for managing the risk Political, Economic, Societal, Tech, Legal, Environmental Decide on issues affecting benefits or solution integrity Event requiring project management consideration Determine authority, stage budget Approve approach, escalate risks Risk management policy and process guide Maintain risk approach and register, identify risks Accept, Share, Transfer, Exploit, Enhance Identify, assess, plan, control, communicate Team managers escalate to project manager; project manager escalates to project board Document created at project initiation Raise issues, manage control procedures Any team member or stakeholder Accept, Share, Transfer, Avoid, Reduce Willingness to take risks Uncertain event affecting objectives 1 Tolerance for Benefits 2 Tolerance for Time, Cost, Scope 3 Time-Driven Controls 4 Tolerance for Sustainability 5 Progress Practice 6 Control Types 7 Tolerance for Quality 8 Project Manager Controls 9 Event-Driven Controls 10 Project Board Controls 11 Tolerance for Risk Event and time controls Authorization of work packages and progress updates Mechanisms to monitor and forecast project achievements Happen at pre-defined intervals regardless of events Authorization at initiation, project, stage, and closure Kept in project product description and product description Kept in project plan, stage plan, and work package Kept in business case Kept in risk management approach, stage plan, and work package Kept in business case, stage plan, work package, and product description Triggered by specific project events or milestones 1 Starting up a project 2 Stage boundary 3 Controlling a stage 4 Closing a project 5 Initiating a project 6 Directing a project 7 Managing product delivery Review current stage and approve next Make key decisions and control overall progress Ensure products are delivered to expectations Prepare closure and evaluate the project Monitor work, handle issues, report progress Prepare the full business case Appoint project executive and PM
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