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Prince2 PROJECTS IN CONTROLLED ENVIRONMENTS Selectie Prince 2 informatie en voorbeelden Deveer Management & Advies Jan. 2011 Vooraf: Alweer een nieuwe projectmanagement methode??? Prince2 (groot, formeel, standaard in Europa, certificeerbaar) Systeemontwikkeling Bijv. waterval methode Methode Grit (goed leerbaar, formeel, kleine tot middelgrote projecten) OMDAT Informeel, bezinning Verbeteren Bijv. V2-methode Introductie Prince2 • • • • 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 Prince2? • 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 Project 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 PRINCE2? Filosofie, en niet een hoop regels • PRINCE2 is gericht op: – Interactie met de omgeving – Creëren draagvlak – Verwachtingsmanagement Informatie over Prince2 • • • • Templates: http://www.pugnl.nl/toolsentemplates/templates.php PUG NL: http://www.pugnl.nl/ Prince2 Startkabel: http://www.prince2.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 Strategie Programma’s Operatie Project Verwachtingen Organisatie Rendement Projectmethode Bedrijfsdoel Context projectmethodiek Idee Studie Opdracht Product-levenscyclus Specificeer Ontwerp Ontwikkel Test Implementeer Realiseren Gebruik Afbouw Project-levenscyclus volgens Prince-2 PM-Lifecycle & SysDev-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 Prince2: methodiek A. Processen B. Componenten C. Technieken D. Rollen PRINCE2 processes, components, techniques, content of manual Change control 315-318 Change Control Business Case 285-289 197-201 DP 4 Configuration Management DP1 DP2 Controlling Managing a Stage Stage Starting up a Project Managing Product Delivery 319-328 203-218 App B: roles Closing a Project Boundaries Initiating a Project Quality in a Project Environment Q review DP5 Organisation 275-283 App E doc mgt 265-274 DP3 Controlling a Stage Closing a Project Plans 219-226 Planning Managing Product Delivery M.o. Risk Controls 251-264 App C: categories 227-250 Product Based Planning 293-313 App A: product descriptions App D: PRINCE2 health check Use of PRINCE2 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 ProductBased Planning A. Processen • Een paar voorbeeldjes PRINCE2 Process model DP 4 Authoriz. Init. Authoriz. a Project DP1 Starting up a Project Authoriz. Stage / except plan DP2 DP3 End stage report / Exception report Q stds Project Brief Giving ad-hoc direction P.I.D. Initiating a Project Authoriz. to proceed End notification Authoriz. to proceed Controlling a Stage Completed WP Planning DP5 Managing Stage Boundaries Exception plan req. Comfirm close Author. WP Managing Product Delivery Acceptance, Closure recomm. Closing a Project PRINCE2 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 DP 4 Giving ad hoc direction DP1 Author. inittiation Author. Stage plan or Exception plan Next stage plan Mandate Brief Quality Stds PID SU4 Preparing Project Brief IP1 Planning Quality SU2 Designing PMT SU5 Defining Project Aproach IP2 Planning a Project IP5 Setting up Project files SU6 Planning Initiation Stage IP3 Refining BC + Risks IP6 Assembling PID SU3 Appointing PMT IP4 Setting up Project controls q PL7 Completing a Plan PL2 PL3 Define+analyse Identify Products Activ. + Depend. PL6 Analyse Risks PL5 Scheduling Acceptance And Closure recommendation SB4 Updating Risk Log Exception plan request CS8 Escalate Project Issues SB3 Updating BC SB2 Updating Project plan SB6 Producing Exception Plan Tolerance threat PL1 Designing a plan or exception plan SB5 Reporting Stage End SB1 Planning a stage SU1 Appointing exec+PM DP 5 confirming project closure DP3 DP2 Author. a project Trigger premature close Stage end notification CS6 Reporting Highlights deviation CP1 Decommision a Project To DP4 In-tolerance PL4 Estimating CS7 Taking Corrective action CS1 Author WP MP1 Accepting WP CS4 Examining Project Issues CS3 Capturing project issues CS5 Reviewing Stage status CS2 Assessing Progress MP2 Executing WP Project end notification CS9 Receiving Completed WP MP3 Delivering WP CP2 Identify Follow On Actions CP3 Evaluating a Project 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 Gericht op stuurgroep 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 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 SU2 Beschrijf projectorganisatie • Type werkzaamheden • Type resources in het team • Afstemming • Stuurgroep • Projectproces(!) • Synchronisatie met de omgeving Opstarten van een project SU3 Selecteer projectleden • Resources invullen • Rollen • Verantwoordelijkheden N.B. Stem af Zoek acceptatie Opstarten van een project SU4 Opstellen Projectvoorstel • • • • • • • • Organisatiedoel Projectopdracht Business case Acceptatiecriteria Projectorganisatie Risicologboek Projectproces Initiatiefaseplan Opstarten van een project SU5 Beschrijf projectaanpak • Combi risico´s en overall aanpak • Details projectproces • Argumentatie • Risicomanagement Opstarten van een project SU6 Initiatiefaseplan opstellen • • • • Opleverdatum Rapportagevorm Overlegvormen Middelen Planning PL 1: Plan ontwerp PL 2: Definieer, Analyseer producten PL 7: Plan completeren Initiatieplan Projectplan Starting Up a Project 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 ProjectBrief Projectmandate SU4 prepare proj brief (comment from DP1) Reasons for project initial Business Case PID IP3 refine BC + risks (comment from DP2) refined Business Case Business Case Desired benefits PostprojectReviewplan CP2 Identify F.O.A. Business Case as reference Project Issues Examining issues CS4 DP3 author stage / except updated Business Case Fase-eindrapport SB3 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 PL1 Designing a Plan Products Prerequisites Quality Requirements Assumptions Activities Resources PL3 Identifying Activities and Dependencies PL4 Estimating Risks Revised Activities and Resources Time and Cost Control Points PL7 Completing a Plan ©Crown Copyright 2005. Reproduced under license from OGC PL2 Defining and Analysing Products 1. 2. 3. 4. Final product + description Make PBS Make PFD PL5 Scheduling PL6 Analysing Risks Change budget Contingency budget Plan levels in PRINCE2 IP2 Planning a Project Programme Plan SB1 Planning a Stage MP1 Accepting a Work Package SB6 Planning an Initiation Stage SB2 Updating a Project Plan SB6 Producing an Exception Plan Project Plan Stage Plan Team Plan ©Crown Copyright 2005. Reproduced under license from OGC Exception Plan Opstellen van een plan PL7 Projectplan voltooien • • • • • • • Aanpak Randvoorwaarden Afhankelijkheden Aannamen Planning (producten) Rapportagevorm Procedures en momenten! C. Technieken • Voorbeeld planningstechniek Prince2: technieken PROJECT Change control approach Site Chart Title 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 Aircraft System Project Management Training Data Air Vehicle Support Equipment Facilities Test and Evaluation Systems Engineering Management Equipment Technical Orders Organizational Level Construction Mock-ups Supporting PM Activities Facilities Engineering Data Intermediate Level Maintenance Operational Test Services Management Data Depot Level Developmental Test Test Airframe Engine Communication Navigation Fire Control This WBS is illustrative only. It is not intended to represent the full project scope of any specific project, nor to imply that this is the only way to organize a WBS on this type of project. Fase afhankelijke WBS fase 1 activiteit 1 fase 2 activiteit 1 fase 3 activiteit 1 functie systeem product activiteit 2 XX X X XX X XX activiteit 3 X X activiteit 2 X activiteit 3 X X activiteit 2 XX activiteit3 X X Proces Object The path to quality (process) SU4 Preparing a Project Brief Customer’s quality expectations Acceptance Criteria External to Project SU5 Defining Project Approach ISO Project Approach Quality policy IP1 Planning Quality Quality Log (created) Project Quality Plan Quality system PL2 Defining and Analysing Products Quality assurance Product Descriptions And Quality Criteria SB1 Planning a Stage Quality Log – planned dates SB1 Planning a Stage Stage Quality Plan CS1 Authorising a Work Package / MP1 Accepting a Work Package Work Package MP2 Executing a Work Package Quality Log – results update MP2 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 SU4 Preparing a Project Brief Project Quality Plan Stage Quality Plan Quality Log planned dates SU5 Defining Project Approach IP1 Planning Quality SB1 Planning a Stage Project Approach Quality Log created PL2 Defining and Analysing Products Product Description Quality Criteria CS1 Authorising Work Package Work Package Quality check MP1 Accepting a Work Package MP2 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 SU4 Preparing a Project Brief Project Approach Customer’s quality expectations Acceptance criteria Project Quality Plan IP1 Planning Quality Quality Log created SU5 Defining Project Approach Stage Quality Plan SB1 Planning a Stage PL2 Defining and Analysing Products Product Descriptions Quality Criteria CS1 Authorising Work Package MP1 Accepting a Work Package Quality Log planned dates Work Package MP2 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 Project Issue Documents Issue Log Configuration Item Records Configuration Products Project Issues Configuration Management Plan Assembled PID product grouping ©Crown Copyright 2005. Reproduced under license from OGC 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 MP2 (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 CS3 RfC, spec, product Off-spec Type + priority Must Important Nice-to-have Cosmetic No change CS4 CS5 New issue Feedback to author Issue Log Log Impact analysis Re-evaluate priority Within tolerance? N CS7 Taking Corrective Action Y CS8 Escalating Project Issues Exception Report CS8 Escalating Project Issues Implement DP4 Giving Ad Hoc Direction Reject Pending Remove cause Work trigger SB6 CS1 Authorize Work Package Exception plan DP3 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) FvD 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 IP1 Q stds / instructions IP6 assemble PID SB5 stage end notif. CS 8 escalating PI SB6 prod. exception pl CP1,2,3 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: • DP1, 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 Start: • • • • Progress: SU 1,2,3 to set up • organisation • SU 4,5,6 to set • objectives • – Brief and • approach All IP to assemble • PID and next stage • plan • – Stage selection • – Communication • plan • DP 1 • • • Close: • Tolerances Product descriptions • Incl Q reviews! Work Packages • Q log Issues, change control • Exception report + assessm. Risk Log Checkpoint reports • Plans, replanning • Highlight reports • End stage report + assessm.• Daily log • Lessons Learned log • All products delivered + accepted Product support + maintenance arranged Lessons learned + statistics taken Plan to check expected benefits Closure notification Lessons learned report FOA report End project report incl BC review! 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 SU4 SU5 Project Mandate Preparing a Defining Project Brief DP1 Project Brief Project Approach Authorising Initiation IP3 Refining the Business DP2 Case and Risks Authorising Project Plan a Project Project Initiation Document Team Plan SB4 Updating the Risk Log DP3 Authorising a Stage /Except Plan CS1 Authorising Work Package MP1 Accepting a Work Package Stage Plan PL6 Analysing Risks CS6 Reporting Highlights Issue Log Risk Log CS4 Examining Project Issues CP2 Identifying Follow-on Actions Project Approach DP4 Giving ad hoc Direction Exception Report CS8 Escalating Project Issues CS5 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 PRINCE2 ingevoerd? Jazeker, kijk maar…. Op internet vind je templates en vb genoeg. Ja, en…..? Hoezo, “ja, en…”? Jullie denken blijkbaar dat PRINCE2 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.
