Prince 2 PROJECTS IN CONTROLLED ENVIRONMENTS Selectie Prince

Prince 2 PROJECTS IN CONTROLLED ENVIRONMENTS Selectie Prince 2 informatie en voorbeelden Deveer Management & Advies Jan. 2011

Vooraf: Alweer een nieuwe projectmanagement methode? ? ? Prince 2 (groot, formeel, standaard in Europa, certificeerbaar) Systeemontwikkeling Bijv. waterval methode Methode Grit (goed leerbaar, formeel, kleine tot middelgrote projecten) OMDAT Informeel, bezinning Verbeteren Bijv. V 2 -methode

Introductie Prince 2 • • Wat is een project, projectmanagement? Waarom deze methodiek? Context methodiek Inhoud projectmethodiek – – Processen Componenten Tecnieken Rollen

Wat is een project? Idee Haalbaarheid Opdracht IT Syst Ontw Project Specificatie Ontwerp Ontwikkeling Test Overdracht Operationeel Gebruik Onderhoud Aanpassen Vernietigen

Wat is Projectmanagement? “Een tijdelijke organisatievorm die nodig is om een uniek en vooraf gedefinieerd product te maken of resultaat te behalen op een vooraf afgesproken tijdstip, gebruikmakend van vooraf gestelde middelen” • Van ad hoc naar meer methodische routine • Tijdigheid • Resultaatgerichtheid • Multidisciplinair • Ontwikkeling i. p. v. continuïteit

Noodzaak Projectmanagement Het waarom, ontsporingsstatistieken: • IT projecten in 2001 (bron: AG/ Standishgroup) – 27% Succesvol – 33% Niet succesvol, wel opgeleverd – 40% Stopgezet

Waarom de gekozen methodiek Prince 2? • Gecontroleerd van begin tot eind – Voortgangscontroles – Flexibele beslismomenten • Erkend als (internationale) standaard !! • Business Case / go-nogo • Productgerichte planning / deliverables • Gedefinieerde organisatiestructuur • Management By Exception

PRINCE 2 • PRojects IN Controlled Environments • 5 Key- thoughts: – – – Project Project reason = business case result = product mgt in 3 -4 layers work is a process quality depends on risk-control

Hoe kijken wij naar PRINCE 2? Filosofie, en niet een hoop regels • PRINCE 2 is gericht op: – Interactie met de omgeving – Creëren draagvlak – Verwachtingsmanagement

Informatie over Prince 2 • • Templates: http: //www. pugnl. nl/toolsentemplates/templates. php PUG NL: http: //www. pugnl. nl/ Prince 2 Startkabel: http: //www. prince 2. startkabel. nl/ Prince Benelux: http: //www. princebenelux. nl

Projectmanagement Faalfactoren Succesfactoren • • • • • Onbekendheid opdrachtgever Slecht projectplan Slechte definitie resultaat Slechte planning (resources) Voortschrijdend inzicht Slechte beheersing voortgang Te weinig meet-/beslispunten Slechte kwaliteitscontrole Beperkte tijdsbesteding door andere prioriteiten Betrokkenheid gebruikers Support management Heldere specificaties Planning tijd, geld, kwaliteit Realistische verwachtingen Tussenresultaten (mijlpalen) Competente projectleden Eigenaarschap Duidelijke visie en doelen Goed je best doen

Context projectmethode Missie Programma’s Verwachtingen Organisatie Strategie Projectmethode Bedrijfsdoel Operatie Rendement

Context projectmethodiek Idee Studie Opdracht Product-levenscyclus Specificeer Ontwerp Ontwikkel Test Implementeer Realiseren Gebruik Afbouw Project-levenscyclus volgens Prince-2

PM-Lifecycle & Sys. Dev-LC Project Management Lifecycle Project Origination System Initiation Project Initiation System Requirements Analysis Project Planning System Design Project Execution and Control System Construction System Development Lifecycle System Acceptance Project Closeout System Implementation

Prince 2: methodiek A. Processen B. Componenten C. Technieken D. Rollen

PRINCE 2 processes, components, techniques, content of manual Change control 315 -318 Change Control Business Case 285 -289 197 -201 Configuration Management Organisation 275 -283 App E doc mgt Controlling a Stage Closing a Project Managing Product Delivery Quality in a Project Environment Plans 219 -226 265 -274 Q review 319 -328 203 -218 App B: roles Product Based Planning M. o. Risk Controls 251 -264 App C: categories 227 -250 293 -313 App A: product descriptions App D: PRINCE 2 health check

Use of PRINCE 2 components and techniques in the processes Controls Quality Mgmt of Risk Organisation Business Case Starting up a Project Directing a Project Controlling a Stage Quality Review Change Control Managing Product Delivery Managing Stage Boundaries Closing a Project Pink = Techniques Grey = Component ©Crown Copyright 2005. Reproduced under license from OGC Controls, Change Control Configuration Mgmt Business Case Mgmt of Risk Quality Change Control Quality, Plans Controls Mgmt of Risk Planning Plans , Quality, Mgmt of Risk Business Case Controls, Config. Mgmt Change Control Initiating a Project Plans, Quality Business Case Mgmt of Risk Controls, Organisation Controls, Config Mgmt Business Case Mgmt of Risk Change control Clear = Process Product. Based Planning

A. Processen • Een paar voorbeeldjes

PRINCE 2 Process model Giving ad-hoc direction Authoriz. Init. Authoriz. a Project End stage report / Exception report Q stds Project Brief Authoriz. Stage / except plan Comfirm close End notification P. I. D. Exception plan req. Authoriz. to proceed Completed WP Author. WP Acceptance, Closure recomm.

PRINCE 2 Process model Giving ad-hoc direction Authoriz. Init. Authoriz. Stage / except plan Directing a Project Authoriz. a Project End stage report / Exception report Q stds Project Brief Starting up a Project P. I. D. Initiating a Project Managing Stage Boundaries Exception plan req. Authoriz. to proceed End notification Authoriz. to proceed Controlling a Stage Completed WP Planning Comfirm close Author. WP Managing Product Delivery Acceptance, Closure recomm. Closing a Project

Gericht op stuurgroep Bedrijfs- of Programmamanagement DP OP Opstarten v/e Project Dirigeren IP Initiëren ve project v/e Project( stuurgroep) BF Beheersen v/e Fase MF Managen Faseovergangen MP Managen Productoplevering PL Opstellen v/e Plan Gericht op project manager AP Afsluiten v/e Project Gericht op teamleden Planning door pm

Bedrijfs- of Programmamanagement DP OP Opstarten v/e Project Dirigeren IP Initiëren v/e Project( stuurgroep) BF Beheersen v/e Fase MP Managen Productoplevering PL Opstellen v/e Plan MF Managen Faseovergangen AP Afsluiten v/e Project

Bedrijfs- of Programmamanagement Projectmandaat DP 1: Goedkeuring initiatiefase Starting Up a Project SU 1: Benoem Opdrachtgever en Projectmanager SU 4: Opstellen Projectvoorstel SU 2: Beschrijf Projectorganisatie SU 3: Selecteer Projectleden SU 5: Beschrijf Projectaanpak Projectvoorstel Projectaanpak Initiatieplan Risicologboek Rolbeschrijving SU 6: Plan Initiatiefase Initiatieplan PL Opstellen v/e Plan 24

Projectmandaat • Doel: – Reden en resultaat • Juist niveau management voor kosten en resources • Onderdelen – – – – – Verzekeren van autoriteit Achtergrond Projectdoelen Scope Beperkingen Interfaces Kwaliteitsverwachting Business Case Referenties Participanten

Onderdelen Projectvoorstel: • • Projectachtergrond Projectdefinitie – – – • Doelstellingen Bereik Resultaten Uitsluitingen Beperkingen Relatie andere projecten Outline Business Case – Redenen voor project – Bijdrage organisatiestrategie, -beleid of -plan • • Kwaliteitsverwachtingen Acceptatiecriteria Reeds bekende risico’s Bijlagen: – – Organisatiestructuur Projectaanpak Initiatiefaseplan Risico logboek

Opstarten van een project SU 1 Benoem opdrachtgever en projectmanager • Organisatorische verantwoordelijkheid • Projectverantwoordelijk heid • Escalatieproces • Budget • “Business owner”

Opstarten van een project SU 2 Beschrijf projectorganisatie • Type werkzaamheden • Type resources in het team • Afstemming • Stuurgroep • Projectproces(!) • Synchronisatie met de omgeving

Opstarten van een project SU 3 Selecteer projectleden • Resources invullen • Rollen • Verantwoordelijkheden N. B. Stem af Zoek acceptatie

Opstarten van een project SU 4 Opstellen Projectvoorstel • • Organisatiedoel Projectopdracht Business case Acceptatiecriteria Projectorganisatie Risicologboek Projectproces Initiatiefaseplan

Opstarten van een project SU 5 Beschrijf projectaanpak • Combi risico´s en overall aanpak • Details projectproces • Argumentatie • Risicomanagement

Opstarten van een project SU 6 Initiatiefaseplan opstellen • • Opleverdatum Rapportagevorm Overlegvormen Middelen

Planning PL 1: Plan ontwerp PL 2: Definieer, Analyseer producten PL 7: Plan completeren Initiatieplan Starting Up a Projectplan Initiating a Project PL 3: Identificatie, Afhankelijkheden activiteiten PL 6: Risicoanalyse Teamplan Managing Product Delivery PL 5: Schema PL 4: Schatting Faseplan of Exception Plan Managing Stage Boundaries Faseplan 33

B. Componenten • voorbeeldjes… business case en plannen

Project. Brief Projectmandate SU 4 prepare proj brief (comment from DP 1) Reasons for project initial Business Case PID IP 3 refine BC + risks (comment from DP 2) refined Business Case Desired benefits Postproject. Reviewplan CP 2 Identify F. O. A. Business Case as reference Project Issues Examining issues CS 4 DP 3 author stage / except updated Business Case Fase-eindrapport SB 3 update BC each stage

Outline Business Case (general) • Reasons • Options • Benefits – Tangible and intangible • Risks • Cost and Timescale • Investment Appraisal – ‘do nothing’ option – Sensitivity analysis (GAP analysis) • Calculate profits or goals for different options and then choose the best, taking risks into account Project reason = business case

Waarom plannen? • Effectiviteit – – Doelen haalbaar Capaciteitsplanning Kwaliteit oplevering Inzicht in problemen en risico’s • Voordelen – Voorkomt ad-hoc beslissingen – Vooruit denken – Communicatie over status

Figure 15. 2 The elements of a plan PL 1 Designing a Plan Products Prerequisites Quality Requirements Assumptions Activities Resources PL 3 Identifying Activities and Dependencies PL 4 Estimating Risks Revised Activities and Resources Time and Cost Control Points PL 7 Completing a Plan ©Crown Copyright 2005. Reproduced under license from OGC PL 2 Defining and Analysing Products 1. 2. 3. 4. Final product + description Make PBS Make PFD PL 5 Scheduling PL 6 Analysing Risks Change budget Contingency budget

Plan levels in PRINCE 2 IP 2 Planning a Project Programme Plan SB 1 Planning a Stage MP 1 Accepting a Work Package SB 6 Planning an Initiation Stage SB 2 Updating a Project Plan SB 6 Producing an Exception Plan Project Plan Stage Plan Team Plan ©Crown Copyright 2005. Reproduced under license from OGC Exception Plan

Opstellen van een plan PL 7 Projectplan voltooien • • Aanpak Randvoorwaarden Afhankelijkheden Aannamen Planning (producten) Rapportagevorm Procedures en momenten!

C. Technieken • Voorbeeld planningstechniek

Prince 2: technieken Pro Q u ity l a r i ev ew du ct- bas ed pla PROJECT Change control approach nn ing

Site Product beschrijving Foundations Garden Productdecompositiestructuur Interior New House Productstroomschema 4 0 A 4 Gantt Chart Utilities Shell Risicobeoordeling Benodigde middelen C 6 4 10 4 B 4 5 9 9 10 7 D 9 16 G 10 E 13 14 14 30 23 H 16 F 23 23 3 Activiteiten Netwerk Project budget J I 19 7 6 0 90 30

Voorbeeld van een WBS

Fase afhankelijke WBS activiteit 1 functie systeem product activiteit 2 activiteit 3 X XX XX X activiteit 3 X X activiteit 2 X XX activiteit 1 X activiteit 3 X X activiteit 2 XX activiteit 1 X X fase 2 fase 3 Proces fase 1 Object

The path to quality (process) SU 4 Preparing a Project Brief Customer’s quality expectations Acceptance Criteria External to Project SU 5 Defining Project Approach ISO Project Approach Quality Log (created) IP 1 Planning Quality policy Project Quality Plan Quality system PL 2 Defining and Analysing Products Product Descriptions And Quality Criteria SB 1 Planning a Stage Quality Log – planned dates Quality assurance SB 1 Planning a Stage Quality Plan CS 1 Authorising a Work Package / MP 1 Accepting a Work Package MP 2 Executing a Work Package Quality Log – results update MP 2 Executing a Work Package Quality check ©Crown Copyright 2005. Reproduced under license from OGC

The path to quality (workflow) Project Mandate Customer’s quality expectations Acceptance Criteria SU 4 Preparing a Project Brief SU 5 Defining Project Approach Project Quality Plan IP 1 Planning Quality Stage Quality Plan Quality Log planned dates SB 1 Planning a Stage Project Approach Quality Log created PL 2 Defining and Analysing Products Product Description Quality Criteria CS 1 Authorising Work Package Quality check MP 1 Accepting a Work Package MP 2 Executing a Work Package Quality Log update ©Crown Copyright 2005. Reproduced under license from OGC

Figure 18. 3 The path to quality (workflow) Project Mandate SU 4 Preparing a Project Brief Project Approach Customer’s quality expectations Acceptance criteria Project Quality Plan IP 1 Planning Quality Log created SU 5 Defining Project Approach Stage Quality Plan SB 1 Planning a Stage PL 2 Defining and Analysing Products Product Descriptions Quality Criteria CS 1 Authorising Work Package MP 1 Accepting a Work Package Quality Log planned dates Work Package MP 2 Executing a Work Package Quality check Quality Log update

Figure 22. 3 Management Quality Products Quality products Acceptance Criteria Project Quality Plan Quality Review documents Quality Inspection products Quality Log Lessons Learned Log Other quality Control documents Product Descriptions QR invitations QR question lists QR follow-up action lists ©Crown Copyright 2005. Reproduced under license from OGC Project Issue Documents Issue Log Configuration Item Records Configuration Products Project Issues Configuration Management Plan

Quality reviews • Check if (any) product: – fit for purpose or conform reqs / specs? • Reviewers = all vested interests – Also: chair, producer, scribe • When reviewed+actions / changes taken = signed off – Product meets quality criteria – Often during MP 2 (exec WP)

Config mgt = product control – Version, status, owner, relations • Baseline • Product status account • Release – product (status) snapshot, frozen in time – Does not change until checked+ recorded – Reports status of all products (project or stage) – complete + consistent set of products

Change control • Through project Issues • Change budget? • Integrity of change – Impact Business Case – Relation Risks (existing , already anticipated, new? ) – Risk/cost/time vs advantage / saving

Change control technique; steps CS 3 Rf. C, spec, product Off-spec Type + priority Must Important Nice-to-have Cosmetic No change CS 4 CS 5 New issue Feedback to author Issue Log Impact analysis Re-evaluate priority Within tolerance? N CS 7 Taking Corrective Action Y CS 8 Escalating Project Issues Exception Report CS 8 Escalating Project Issues Implement DP 4 Giving Ad Hoc Direction Reject Pending Remove cause Work trigger SB 6 CS 1 Authorize Work Package Exception plan DP 3 Authorising a Stage or Exception Plan Accept off-spec = concession ©Crown Copyright 2005. Reproduced under license from OGC

D. Rollen • Een voorbeeld van rollen

Organisation: Project mgt in 3 -4 layers Projectborging Dagelijks management Projectondersteuning Team management (Medewerkers) Fv. D condensed mid 07 PMT Zet de kaders

Afsluitend • Goed PM is geen garantie voor succes • Geen goed PM is een garantie voor mislukking

controls Why? : • Project viable against BC • Produce required products that meet criteria • Within schedule according to plans For roles: • Board • PM • Mgt by Exception In time • Controlled Start • Controlled Progress • Controlled Close

Organisation: Mgt by Exception Processen: • • All DP (1 t/m 5) SU 1, 2, 3 set organisation IP 1 Q stds / instructions IP 6 assemble PID SB 5 stage end notif. CS 8 escalating PI SB 6 prod. exception pl CP 1, 2, 3 Products: Components: Techniques • • • • (mandate) Project brief (approach) PID Stage Plan PI Exception plan Risk Log Closure recommend. FOA plan Project evaluation Business Case Organisation: – • Plans: – – – • tolerances Highight reports End stage assessm Exception Assessm Quality: – – • • Project plan Stage plans Communic Plan Controls board; – – • roles Customer Q expect Acceptance Criteria Config Mgt: -CC: -- PBP – – Product desc For end product

Controls for roles Board: • DP 1, 2, 3, 5 • Highlight reports • Exception reports PM • Work Packages – Incl tolerances, quality, plan etc – Quality log • Checkpoint report • Project issues • Risk log

Controls: in time Close: Progress: Start: • All products delivered + • SU 1, 2, 3 to set up • Tolerances accepted organisation • Product descriptions • Product support + • SU 4, 5, 6 to set • Incl Q reviews! maintenance arranged objectives • Work Packages – Brief and approach • Lessons learned + • Q log statistics taken • All IP to assemble • Issues, change control PID and next stage • Plan to check expected • Exception report + assessm. plan benefits • Risk Log – Stage selection – Communication • Checkpoint reports • Closure notification plan • Plans, replanning • Lessons learned report • DP 1 • Highlight reports • FOA report • End stage report + assessm. • End project report • Daily log • incl BC review! • Lessons Learned log • Post-project review plan

The risk management cycle Risk Analysis Risk Management Identify the risks Evaluate the risks Monitor and report Identify suitable responses to risk Plan and Resource Select

Risk flow, showing key points in a project when management is necessary Input from Corporate or Programme Management SU 4 SU 5 Project Mandate Preparing a Defining Project Brief DP 1 Project Brief Project Approach Authorising Initiation IP 3 Refining the Business DP 2 Case and Risks Authorising Project Plan a Project Initiation Document Team Plan SB 4 Updating the Risk Log DP 3 Authorising a Stage /Except Plan CS 1 Authorising Work Package MP 1 Accepting a Work Package Stage Plan PL 6 Analysing Risks CS 6 Reporting Highlights Issue Log Risk Log CS 4 Examining Project Issues CP 2 Identifying Follow-on Actions Project Approach DP 4 Giving ad hoc Direction Exception Report CS 8 Escalating Project Issues CS 5 Reviewing Stage Status Risk Log

Project quality depends on risk-control Risk control • • Make risks a special item Keep a risk log Assess risks when planning Assess risks everytime you close a phase

PINO Prince In Name Only PRINCE 2 ingevoerd? Jazeker, kijk maar…. Op internet vind je templates en vb genoeg. Ja, en…. . ? Hoezo, “ja, en…”? Jullie denken blijkbaar dat PRINCE 2 nu is ingevoerd in de organisatie? Maar hoe zit het met de attitude die hierbij hoort, hoe zit het met de borging van het juiste gebruik door projectmanagers en nog belangrijker de opdrachtgevers, en hoe zit het met ……. etcetera, etctera.