Prince2 Product Descriptions

Product Descriptions Overview

Prince2 2009 Documentation

PRINCE2® PRODUCT DESCRIPTIONS

Release Status: FINAL

Author: John Aldridge, FMD Consultants Limited

Date:01 January 2016

Filename & Version:p2_product_descriptions_v01

Project ID:prince2_2009

Methodology: PRINCE2® 2009

FMD Consultants Limited assumes no responsibility for the usage of any information contained in this document and the way it is handled and disclaims all liability in respect of such information and its provision. Subject to this disclaimer, you may copy and utilise the material contained in the document.

This information is based on OGC PRINCE2® material. PRINCE2® is a registered trade mark of the Office of Government Commerce in the United Kingdom and other countries. All registered trademarks recognised & accepted.

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Contents

1Purpose

2Prince2® Process Model

3Prince2® Management Events

4Prince2® Management Products

5Prince2® Management Product templates

1Purpose

This purpose of this document is to provide an overview of PRINCE2® products, their typical usage and sequencing in a project, and to provide pointers to relevant product templates and product template descriptions.

2Prince2®Process Model

Prince2® Project Management Methodology consists of seven processes:

• Start Up (SU)
• Directing a Project (DP)
• Initiating a Project (IP)
• Managing Stage Boundary (MSB)
• Controlling a Stage (CS)
• Managing Product Delivery (MPD)
• Closing a Project (CP)

These processes are graphically represented in the Prince2 Process Model, a summary of which is detailed below.

Prince2® Process Model summary[1]

Within each of these processes there are activities which create or update each of the PRINCE products, for example the lessons log is created in Starting up a Project, will be updated in Controlling a Stage and closed in Closing a Project.

3Prince2®Management Events

In total there are fifty-two products ranging (alphabetically) from acceptance record to work package. These products have been placed within a project plan to illustrate a typical sequence of management events. Note that this plan focuses on the typical sequence of activities from the Project Mandate through to project closure notification. The work required to produce products (deliverables) from the project is typically broken down into manageable stages and each of these stages completed before the next stage is authorised for execution. This plan details the production of products from only one stage (task ID 74, specialist products). In practice, on completing Report Stage End (task ID 105), the next stage would then be planned and authorised and the project plan would ‘loop back’ to Plan the Next Stage (task ID 54).

Please note that the final four activities (task ID 130 onwards):

• Capture and examine risks
• Escalate issues and risks
• Take corrective action
• Produce an exception plan

are ad-hoc activities and will be executed when required, typically when the project is not performing as forecast or within financial or time tolerances.

Task durations are for guidance only. The duration of each task is dependent on the complexity of the project, the level of quality management to be applied and the availability of relevant management and Project Office personnel. Each activity is shown as being dependent on the previous activity, however, in practice, these activities may overlap in some cases.

The resources detailed in the plan are as follows, the first resource listed against a task being responsible for that product’s production, update or closure:

co-Corporate/Programme

ex-Executive

su-Senior User

ss-Senior Supplier

pm-Project Manager

tm-Team Manager

pa-Project Assurance

ps-Project Support

The roles of this management team are described in greater detail in 4, PRINCE2® Management Products

The project plans are available for download in Microsoft Project 2007 format from

4Prince2® Management Products

Extracting the Prince2® Management Products from the project plan in 3above gives a clear picture where each product is created, updated, approved or closed. The table overleaf lists these products alphabetically, details the action against them, the PRINCE2® activity and PRINCE2® process in which this action takes place and the project plan ID where this action is carried out. In addition, this table gives the involvement of the management team for each management product in the form of:

p-Producer

r-Reviewer

a-Approver

The major responsibilities of the management team are:

Corporate/Programme Management – In general, this body will be responsible for the control of an organisation or a Programme. They sit outside the project but set the overall requirements and tolerance levels for the project. Any forecast breaches of project tolerance (time, cost or quality) should be reported to Corporate/Programme Management for guidance on their resolution or potentially premature closure of the project.

Executive – The executive is responsible for the Business Case for the duration of the project and is appointed by Corporate/Programme Management. He/she will usually be responsible for the Benefits Review Plan for the duration of the project and will either hand over the Benefits Review Plan to the Senior User on project closure. He/she should oversee the development of a viable business case, ensuring the project is aligned with corporate strategies, and securing appropriate funding for the project.

Senior User – Responsible for specifying the benefits upon which the Business Case is based. Ensure the desired outcome of the project is specified unambiguously. Ensure the project produces benefits which deliver the desired outcomes. Ensures the expected benefits are realised. Provide actual versus forecast benefits during benefits reviews.

Senior Supplier – May be within the organisation or an external organisation – responsible for confirming that the required products can be delivered within the expected costs and are viable.

Project Manager –Prepare the Business Case on behalf of the Executive. Carry out impact analysis of new or revised risks or issues which may impact the projects ability to meet requirements. Update the Business Case at the end of each Management Stage. Assess and report on performance at regular Project Board Meetings and project closure.

Team Manager – Overall control and co-ordination of teams responsible for producing products. Report any slippage or developmental problems during Project Stages.

Project Assurance – Assist in the development of the Business Case. Verify and monitor the Business Case against project progress and external events. Ensure the project fits with overall programme or corporate strategy. Monitor project finance on behalf of the customer. Ensure the value-for-money solution is constantly reassessed. Review the impact assessment of potential changes on the Business Case and Project Plan.

Project Support – The Business Case should be baselined therefore under configuration management. Project Support should notify the Project Manager of any proposed or actual changes to products which affect the Business Case.

Product Descriptions Overview

Product Descriptions Overview

5Prince2® Management Product templates

These products are available from :

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[1]A PDF version of the full Prince2® Process Model can be obtained from the downloads tab of the ILX website,

[2]Company specific format and standards

[3]Incorporated in Roles & Responsibilities

[4]Incorporated in Project Brief

[2]

[2]