Seven Processes of Prince2 Tutorial | Everything you Need to Know
Last updated on 11th Aug 2022, Blog, Tutorials
The Project Board includes of the Executive, the Senior User and the Senior Supplier.
Only one person can be the Executive while both the Senior User’s and Senior Supplier’s roles may be considered to one or more persons.
The Project Board has the following duties:
- To be accountable for success or failure of project.
- To offer unified direction to the project and Project Manager.
- To offer the resources and authorize the funds for the project.
- To offer visible and sustained support for the Project Manager.
- To ensure efficient communication within the project team and with external stakeholders.
- Many projects have Project Boards that don’t understand their role and don’t provide proper support to the Project Manager
- PRINCE2 says that a Project Board have 4 characteristics.
These characteristics are:
- Authority so they get things to done.
- Ability to delegate.
- Availability, specially to support the Project Manager
- If the Project Board is lacking one or more of these characteristics, they are not unable to support the Project Manager.
The Project Board Roles
The Executive is appointed bythe Corporate or Program Management.
The Executive is responsible for the project and is encouraged by the Senior User and Senior Supplier Roles.
The Executive’s role is to ensure that the project is focused on achieving its abstrac and on delivering a product that will achieve the forecasted benefits.
The Executive also gives a individual point of accountability for the project.
The Executive will be responsible for designing and appointing Project Management Team, including the rest of the Project Board and the Project Manager.
It is the face of the project to people who are external to the project.
They are also response for communicating to outside stakeholders and to Corporate or Program Management.
The Senior User:
To specify the requirements of the Users that will use the Project Products.
To liaise between the Project Management Team and the Users.
To make sure the solution will meet the require of the Users, especially in terms of quality and ease of use and against needs.
The Senior User normally represents the persons responsible for Maintenance and Operations after the products have delivered and the project has closed.
The Senior User notify the expected benefits at the start of the project and reports to the Project Board on the benefits that are realized during the project.
This is known as Project Assurance but it is actually classified into 3 parts:
User, Business and Supplier Assurance.
The Project Board is only responsible for Project Assurance and the Project Board members are responsible for their own parts.
Project Assurance Senior User
Senior User is responsible for the User Assurance
- They wish to ensure that the project will deliver the correct products and these products will meet the expected needs
- They keep asking: the product work as expected?
- Senior Supplier is responsible for the Supplier Assurance
- They want to ensure that the products will be delivered as expected and that the correct materials and people are in place to do the work,
The Project Board can decide to do this work themselves or they can assign these assurance tasks to other people within the company.
who have the necessary skills and who will offer an independent view on how things are going with that project.
The Project Assurance not just focus on searching things that the Project Manager not be doing correctly.
But should support the Project Manager and make them aware of standards that they should used in the project.
The Project Manager feel comfortable to ask for guidance from Project Assurance.
The Change Authority Role:
Change Authority is a person or group to which the Project Board may responsibility for the consideration of requests for modify or off-specifications.
It may be given a change budget and can approved modify within that budget.
Change Authority can also be a mixture, depending on the severity of the change, so can view that the different roles can have
Change Authority responsibilities.
It is a process-based approach for project management providing an simply tailored, and scalable method for the management of all types of projects.
Each process is explained with its key inputs and outputs together with the particular objectives to be achieved and activities to be carried out.
- If need PRINCE2 training there are two PRINCE2 levels:
- PRINCE2 Foundation.
- PRINCE2 Practitioner.
Directing a Project
It runs from the start-up of the project until its closure.
This process is focus at the Project Board.
The Project Board manages and screening by reports and controls through a number of decision points.
The key processes for the Project Board break into 4 main areas:
- Initiation (start the project off on the right foot)
- Stage boundaries (commitment of many resources after checking results)
- Ad hoc direction (screenring progress, providing advice and guidance, reacting to exception situations)
- Project closure (confirming the project outcome and controlled the close).
- It process does not cover the day-to-day activities of the Project Manager.
Starting up a Project
It is the first process in PRINCE2.
It is a pre-project process, designed to offer that the pre-requisites for initiating the project are in place.
The process expects the existence of a Project Mandate which explains in high level terms the reason for the project and what outcome is sought.
Starting up a Project should be short.
The work of the process is built around the production of 3 elements are:
- Ensuring that the information required for project team is available.
- Designing and appointing Project Management Team.
- Creating the sarting Stage Plan.
Initiating a Project
The objectives of the Initiating a Project are to:
- Agree whether or not there is sufficient justification to move with the project
- Establish a constant management basis on which to proceed
- Document and confirm that an acceptable Business Case exists for project
- Ensure a firm and accepted Foundation to the project prior to the work
- Agree to the commitment of resources for the 1st stage of the project
- Enable and support the Project Board to take ownership of the project
- Provide the baseline for the decision-making processes need during the project’s life
- Ensure that the investment of time and effort required by the project is made wisely, taking account of the difficult to the project.
Managing Stage Boundaries
This process provides the Project Board with key decision points on to continue with the project or not.
The objectives of the process are:
- Assure the Project Board that all deliverables planned in the current Stage Plan have been completed as explained
- Provide the information needed for the Project Board to assess the continuing by of the project
- Provide the Project Board with data needed to approve the current stage’s completion and authorise the start of the next stage, together with its delegated tolerance level
- Record any measurements or lessons which can help further stages of this project and/or other projects.
Controlling a Stage
This process describes the screening and control activities of the Project Manager involved in ensuring that a stage stays on course and reacts to unexpected events.
The process forms the core of the Project Manager’s effort on the project, being the process which handled day-to-day management of the project.
Throughout a stage there will be a cycle are:
- Authorising the work to be done
- collecting progress information about that work
- Watching for modify
- Reviewing the situation
- Taking any necessary corrective action.
This process covered these activities, together with the on-going work of risk management and change control.
Managing Product Delivery
The objective of this process is to offer that planned products are created and delivered by:
- Making certain that work on products allocated to the team is efficiently authorised and agreed accepting and checking Work Packages
- Ensuring that work conforms to the needs of interfaces identified in the Work Package
- Ensuring that work is done
- Assessing the work progress and forecasts regularly
- Ensuring that finished products meet quality criteria
- Obtaining approval for the finished products.
Closing a Project
The main purpose of this process is to execute a controlled close to the project.
The process covers the Project Manager’s work to wrap up the project at its end or at premature close.
Most of the work is to create input to the Project Board to obtain its confirmation that the project may close.
The objectives of Closing a Project are:
- Check the extent to which the objectives or aims set out in the Project Initiation Document (PID) have met
- Check the extent of the fulfilment of the Project Initiation Document (PID) and the Customer’s satisfaction with the deliverables
- Obtain formal acceptance of the deliverables
- Ensure to what extent all expected products have handed over and accepted by the Customer
- Confirm that manage and operation arrangements are in place (where appropriate)
- Create any recommendations for follow-on actions
- Capture lessons resulting from the project and finish the Lessons Learned Report
- Prepare an End Project Report
- Specify the host organisation of the intention to disband the project organisation and resources.
PRINCE2 recommends 3 levels of plan to reflect the needs of the various management levels involved in the project, stage and team.
Planning is a repeate the process and its activities are included within the 7 main PRINCE2 processes, as appropriate.
Data about plans and how to plan can be find in the Plans Theme section of the PRINCE2 Manual.
The activities of planning are :
- Designing plan
- Explain and analyse the products
- Find the activities and dependencies
- Make estimates
- Make the schedule
- Analyse the risks
- Document plan
PRINCE2 uses a technique known as ‘Product based planning’ which need 4activities :
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