Relacionar Columnas Prince2Versión en línea Prince 2 por A Hopper 1 When does a project board meet to make decisions 2 How does Prince2 define a project? 3 What are the 7 performance targets in Prince2 4 Purpose of tailoring to suit the project 5 When is the term "customer" used 6 What is a stage 7 What is a product 8 Can you pick and choose aspects of prince2 9 What are the processes in Prince2 10 5 characteristics of Project work that is different from business as usual 11 What is managed by exception 12 What if you are going to go over the agreed tolerance 13 What are the 5 integrated methods of Prince2 that help control the performance targets 14 Which project aspects are tolerances set for? 15 Can Prince2 be tailored to any project 16 What is a stakeholder 17 What are the 3 main stakeholder types 18 What is a process 19 What is a programme 20 What does the number of stages depend on 21 What happens at the end of a stage 22 Which parties are included in the project environment 23 Where is the info on how Prince2 has been tailored stores 24 What stages does Prince2 require PID (project initiation document) A group of interrelated projects which progressively deliver outcomes of benefits to the businesses objectives Alert the next management level as early as possible that the work is forecast to move outside of agreed tolerances The method and its use are appropriate to the project as well as the project controls are appropriate to the projects complexity, importance Starting up a project Initiating a project Controlling a stage Managing product deliveryManaging a stage boundaryclosing a project Directing a project Authority to work within specified limits (tolerance) is delegated through the project team structure "Cost Time Scope Quality Risk Benefits Sustainability" Only when there is a commercial relationship between a business and a supplier Yes, the project board and PM can. Yes, regardless of type and size. It gives you a structure on what should be done, but is not prescriptive on how. "The size and complexity of the project Also (minorly) sector standards, business policies, and where significant decisions are needed" At the end of a stage The section of a project that the PM is managing on behalf of the project board at any one time "Project sponsors Users suppliers (internal and external)" A temporary organisation that is created for the purpose of delivering one or more business products according to the agreed business case "Change Temporary Cross-functional Unique Uncertainty" Initiation and the rest of the 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 "Principles Processes People Practices Project context" "Scope Quality Risk Cost Time Benefits Sustainability" Users, Suppliers and business decision makers The set of activities which define the sequence of actions and their inputs and outputs to achieve specific objectives An input or output, whether tangible or intangible, that can be described in advance, created and tested Those who can affect or be affected by or precieve themselves to be affected by the project 1 Stakeholders 2 Change management 3 Managing change in a project 4 What needs to be altered 5 Principles related to people 6 Project ecosystem 7 People in Prince2 8 Co-creation 9 Collaboration 10 Communication in Prince2 11 Practice related to people 12 People-focused activities 13 Building an effective team Organising roles and responsibilities People working together to achieve objectives Central to the method Leading change, teams, and communication Users and influencers designing products and ways of working Defined roles & manage by stages Outlined in the Project Initiation Document (PID) Organization's transition from current to target state Identify skill gaps, assign roles, build trust Bidirectional, involving stakeholder feedback Routine, relationships, responsibilities, culture Suppliers and users who benefit from the project's outcomes Elements of the business involved or impacted by the project 1 Project Board 2 Organisational Design - Transition 3 Team Manager 4 Organisational Design - Develop 5 Project Executive 6 Organisational Design - Understand 7 Organisational Design - Manage 8 Senior Supplier 9 Senior User 10 Project Manager 11 Project Support 12 Organisational Design - Design Implements the organizational design and onboard team members Establishes feedback loops and reviews team structure Represents the community and may be external to the organization Plans and oversees day-to-day work, ensuring quality and timing Responsible for creating the right environment for project success Creates work packages for the project Accountable to the business for the entire project Represents the user community and ensures benefits are realized Ensures the change is sustained and lessons are shared Ensures understanding of the organizational ecosystem Defines the structure, resources, and practices of the team Provides administrative and planning support 1 Project plan 2 Product breakdown structure 3 Steps of product planning 4 Purpose of the project plan 5 Purpose of a stage plan 6 Work package 7 Stage plan 8 Project product description 9 Product description components 10 Product flow diagram 11 Team plan 12 Exception plan Breaks down project elements for a specific stage A high-level schedule of major project products and delivery Details of major project products including scope and quality A unit of work assigned to a team or individual Hierarchy of all products to be produced Define, organize, estimate, schedule, budget, document Plan raised when tolerances are forecasted to be exceeded Shows sequence and dependencies of products Provides confidence and outlines delivery approach A detailed plan for managing a specific project stage Identifier, version, purpose, scope, quality, responsibilities A plan organizing and controlling team work (optional) 1 Quality assurance 2 Acceptance criteria 3 When quality planning begins 4 Quality 5 Quality management 6 Requirements 7 Quality register 8 Product register Tracks quality controls and provides progress info Needs or expectations documented in management products Criteria products must meet before acceptance Activities to direct and control quality in an organization The degree to which characteristics fulfill requirements Starting up a project Checking proper management and direction of the project Lists products to be delivered and their status 1 Project Manager responsibilities 2 Business layer responsibilities 3 Senior user/supplier role 4 Threat responses 5 Risk 6 Risk register 7 Escalation 8 PESTLE 9 Project Executive role in issues 10 Issue 11 Issue raiser 12 Project Assurance responsibilities 13 Risk management technique 14 Project Manager role in issues 15 Risk owner 16 Project Executive responsibilities 17 Risk appetite 18 Opportunity responses Accept, Share, Transfer, Exploit, Enhance Team managers escalate to project manager; project manager escalates to project board Event requiring project management consideration Determine authority, stage budget Uncertain event affecting objectives Approve approach, escalate risks Person responsible for managing the risk Identify, assess, plan, control, communicate Document created at project initiation Advise on approach, confirm compliance Political, Economic, Societal, Tech, Legal, Environmental Accept, Share, Transfer, Avoid, Reduce Risk management policy and process guide Maintain risk approach and register, identify risks Any team member or stakeholder Raise issues, manage control procedures Willingness to take risks Decide on issues affecting benefits or solution integrity 1 Control Types 2 Tolerance for Time, Cost, Scope 3 Tolerance for Quality 4 Tolerance for Sustainability 5 Tolerance for Benefits 6 Project Manager Controls 7 Event-Driven Controls 8 Time-Driven Controls 9 Project Board Controls 10 Tolerance for Risk 11 Progress Practice Kept in business case Happen at pre-defined intervals regardless of events Authorization of work packages and progress updates Authorization at initiation, project, stage, and closure Triggered by specific project events or milestones Kept in risk management approach, stage plan, and work package Kept in business case, stage plan, work package, and product description Kept in project plan, stage plan, and work package Mechanisms to monitor and forecast project achievements Kept in project product description and product description Event and time controls 1 Starting up a project 2 Initiating a project 3 Stage boundary 4 Directing a project 5 Managing product delivery 6 Controlling a stage 7 Closing a project Prepare the full business case Appoint project executive and PM Review current stage and approve next Ensure products are delivered to expectations Monitor work, handle issues, report progress Make key decisions and control overall progress Prepare closure and evaluate the project
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