Delivery Management basics
Introduction
Prince2: A generic project management method which focuses on the management aspects of projects.
A lot of agile working is done in BAU.
What is a project?
A project is a set of related activities within a temporary
ICB4: A unique, temporary, multi-disciplinary and organized endeavour to realize agreed deliverables within predefined
requirements.
PMBOK: A temporary undertaking to achieve a unique product, service or result.
PRINCE2: A temporary organization that is created for the purpose of delivering one or more business products according
to an agreed business case.
➔ Temporary organization unique to Prince2
➔ Products: Purpose should be clear, otherwise you cannot deliver. Always keep purpose in mind.
➔ Agreed business case: Always make sure that the product remains valid
➔ These are the three items
Why executing projects?
Implementation of changes.
Formula: E = Q x A
E: Effect
Q: Quality
A: Acceptance
Acceptance is the main issue here. Quality is dependent on acceptance.
Research in the UK in 2017 by the Standish Group International on IT projects:
Successful: 29%
Not successful: 53%
Cancelled: 18%
When is a project successful?
- When all expectations at the end of the project are fulfilled
- Concerned parties are:
o Executive
o Users
o Suppliers
o Team members
➔ It’s all about the users, make them happy.
When is the user satisfied?
- The user is in control (they should have the feeling that they are sitting behind the steering wheel)
- The purpose of the project is desired
- The urgency and the restrictions are clear.
Part 1
Prince2 has 4 elements: 7 principles, 7 teams, number of processes,
What does Prince2 not provide?
- Specialist aspects
- Detailed techniques
- Leadership capability
,The 7 PRINCE2 principles
- Continued business justification:
- Learn from experience
- Defined roles and responsibilities
- Manage by stages
- Manage by exception
- Focus on products
- Tailor to suite the project environment
If a project does not adhere to all these 7 principles it is considered not being managed as a PRINCE2 project.
The 7 PRINCE2 themes
- Business case → why?
- Organization → who?
- Quality → what?
- Plans → how, how much, when?
- Risk → what if?
- Change → what’s the impact?
- Progress → where are we now / what’s going on?
The 7 PRINCE2 processes
Thee stages and four processes
PRINCE2 also likes to describe the responsibilities and actions, which is done in the project board. Sometimes the project is
so big that you have two project execution stages and two managing product delivery.
Starting up a project → defining the assignment
Initiating a project → planning the assignment
Controlling a stage → executing the assignment
Closing a project → handing over the output
Directing a project → activities by the PB
Managing product delivery → activities by the teams
Managing a stage boundary → preparation for go/no-go decisions
, The 6 control aspects – control circle
Control aspects:
- Costs
- Timescales
- Quality
- Scope
- Risk
- Benefits: you have to keep an eye on the business case so also control
benefits
Starting up a project
To ensure that the pre-requisites for initiating a project are in place, by answering the question:
“Do we have a viable and worthwhile project?”
Starting up a project exists of a project brief and an indication of how long it takes, the costs and who should be involved.
Project Canvas Model
WWWWWH
5: scope and exclusions → what must be carried out by the project and what not
8: initiatives and other projects
11: constraints about processes
2: problem or opportunity could also be named trigger
Introduction
Prince2: A generic project management method which focuses on the management aspects of projects.
A lot of agile working is done in BAU.
What is a project?
A project is a set of related activities within a temporary
ICB4: A unique, temporary, multi-disciplinary and organized endeavour to realize agreed deliverables within predefined
requirements.
PMBOK: A temporary undertaking to achieve a unique product, service or result.
PRINCE2: A temporary organization that is created for the purpose of delivering one or more business products according
to an agreed business case.
➔ Temporary organization unique to Prince2
➔ Products: Purpose should be clear, otherwise you cannot deliver. Always keep purpose in mind.
➔ Agreed business case: Always make sure that the product remains valid
➔ These are the three items
Why executing projects?
Implementation of changes.
Formula: E = Q x A
E: Effect
Q: Quality
A: Acceptance
Acceptance is the main issue here. Quality is dependent on acceptance.
Research in the UK in 2017 by the Standish Group International on IT projects:
Successful: 29%
Not successful: 53%
Cancelled: 18%
When is a project successful?
- When all expectations at the end of the project are fulfilled
- Concerned parties are:
o Executive
o Users
o Suppliers
o Team members
➔ It’s all about the users, make them happy.
When is the user satisfied?
- The user is in control (they should have the feeling that they are sitting behind the steering wheel)
- The purpose of the project is desired
- The urgency and the restrictions are clear.
Part 1
Prince2 has 4 elements: 7 principles, 7 teams, number of processes,
What does Prince2 not provide?
- Specialist aspects
- Detailed techniques
- Leadership capability
,The 7 PRINCE2 principles
- Continued business justification:
- Learn from experience
- Defined roles and responsibilities
- Manage by stages
- Manage by exception
- Focus on products
- Tailor to suite the project environment
If a project does not adhere to all these 7 principles it is considered not being managed as a PRINCE2 project.
The 7 PRINCE2 themes
- Business case → why?
- Organization → who?
- Quality → what?
- Plans → how, how much, when?
- Risk → what if?
- Change → what’s the impact?
- Progress → where are we now / what’s going on?
The 7 PRINCE2 processes
Thee stages and four processes
PRINCE2 also likes to describe the responsibilities and actions, which is done in the project board. Sometimes the project is
so big that you have two project execution stages and two managing product delivery.
Starting up a project → defining the assignment
Initiating a project → planning the assignment
Controlling a stage → executing the assignment
Closing a project → handing over the output
Directing a project → activities by the PB
Managing product delivery → activities by the teams
Managing a stage boundary → preparation for go/no-go decisions
, The 6 control aspects – control circle
Control aspects:
- Costs
- Timescales
- Quality
- Scope
- Risk
- Benefits: you have to keep an eye on the business case so also control
benefits
Starting up a project
To ensure that the pre-requisites for initiating a project are in place, by answering the question:
“Do we have a viable and worthwhile project?”
Starting up a project exists of a project brief and an indication of how long it takes, the costs and who should be involved.
Project Canvas Model
WWWWWH
5: scope and exclusions → what must be carried out by the project and what not
8: initiatives and other projects
11: constraints about processes
2: problem or opportunity could also be named trigger
