Introduction

Processes

Components

Techniques

Other

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AD 2

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AD 4

AD 5

PRINCE2 - Product-based planning part 4

© Crown copyright 2009 All rights reserved. Material is reproduced with the permission
of the Cabinet Office under delegated authority from the Controller of HMSO.

Creating a Product Flow Diagram

This is the last task in Product-based planning.
It derives from the Product Breakdown Structure and indicates the order of product creation.

All products are indicated by a rectangle in the Product Flow Diagram.
Arrows indicating the flow of creation join the rectangles.

Existing products or those not under the direct control of the Project Manager would be indicated by an ellipse.

The flow diagram will start with any necessary available products and end with the final product.
Should the act of producing the Product Flow Diagram indicate new products these must be added to the Product Breakdown Structure and a Product Description written for each one.

In a similar fashion to the Product Descriptions the Project or Team Manager should involve those who may have an interest to help in putting together the flow diagram.

The flow diagram (see conference example to the right) will contain 'specialist products' and ‘management products’ [see Change control - technique].
For simplicity it is better to put the flow diagram together containing firstly the ‘specialist products’ and then to add in the ‘management products’ that relate to these.

Many people find it easier to produce the flow diagram by starting with the final product and asking, ‘What products are required to achieve this?’

Any stage ends should coincide with any Project Board approvals that may exist.

The Product Description can help with dependencies and there is a section, called ‘derivation’, requiring you to answer the question, ‘Where do I get the information from?’. Knowing this answer will provide some guide for dependencies.

Key criteria

On what products is each product dependent?
Is this dependency linked to a product external to the project scope and the Project Manager’s direct control?
What products can be developed in parallel?
Have any new / previously unidentified products come to light?

Steps

These steps summarise the ‘hints and tips’ in ‘Managing successful projects with PRINCE2®, 2005 edition’ and in addition may cross refer to sections of the appropriate Product Description outlines.

As with the Product Breakdown Structure the final product goes at the top of the hierarchy.
Moving backwards, consider the immediate products that must be put in place before the final product can be created and add them.
In turn consider what products must be in place to create these products.
Add any pre-existing products at the start of the diagram.
Then add the products that should immediately follow these.
Add other planned products that do not need a predecessor.
Study all of the products at the start of the flow diagram for any forgotten predecessors. If you identify any add them to the flow diagram and to the Product Breakdown Structure.
Compare pairs of unallocated products in the Product Breakdown Structure and decide if there is any link between them.
Compare these products to the products already in the Product Flow Diagram and decide what sequence there is between them.
Compare for any unallocated external products in the Product Breakdown Structure and decide which products in the plan needs them.
Ensure that any integration products are included in the sequence after their simple products.
Ensure that any collective groupings are transferred to the flow diagram.
Check each product in the flow diagram against the other ‘branches’ for interdependency.
Is any product dependent on another product that is not in the flow diagram. If so, add it and also add it to the Product Breakdown Structure.
Decide if it needs a Product Description.
Arrows should connect all dependencies.
Check the naming convention across the Product Breakdown Structure, Product Flow Diagram and the Product Description.
Check all products to make sure that all dependencies have been identified.

As you tackle each stage the Stage Plan is likely to contain a little more detail compared to the overall Project Plan.
Again, make sure that product naming is consistent.

Non - PRINCE2 information

Dependencies

PRINCE2 does not provide much extra information when describing dependencies.

Horizon planning

The Stage Plan will carry more detail than the overall Project Plan and is a natural consequence of ‘horizon planning’.

Purchase the full productThis product contains EVERYTHING in the publications:

Managing Successful Projects with PRINCE2 - 2005 edition
Managing successful Projects with PRINCE2 – 2009 edition
Directing Projects with PRINCE2.

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NON - PRINCE2 project management

Introduction

What is a project? [see What is a project?]
What is project management? [see What is project management?]
Project management system [see What does a project management system consist of?]
Project visualisation [see Project visualisation]
Work breakdown [see Why breakdown a project?]
Concept [see Concept or idea]
Feasibility [see Feasibility study]
Initiation [see Initiation]
Specification [see Specification]
Project management design [see Design]
Project management build [see Build]
Project management implementation [see Implementation]
Project management operation and review [see Operation and review]
The Project Notebook [see The Project Notebook]

General

Control [see Control – part 1]
Dependencies [see Detailed planning – part 10] and [Detailed planning – part 11]
Horizon planning [see Work Breakdown Structure – part 3] and [see Types of Plans]
Planning [see Detailed planning – part 1]
Planning [see Planning – part 1]
Project manager [see Project manager – part 1 - Overview]
Tasks [see Task Characteristics] and [see Task Information]

PRINCE2 2005

Change Control [see Change control]
Identifying Activities and Dependencies [see Planning (PL) - part 4]
Planning [see Planning (PL) - part 1]
Plans - benefits [see Plans - part 1]
Reporting Stage End [see Managing Stage Boundaries (SB) - part 6]
Specialist products and management products [see Change control - technique]
Updating a Project Plan [see Managing Stage Boundaries (SB) - part 3]

Product-based planning

The four products [Product-based planning - part 1]
Producing a Product Breakdown Structure [Product-based planning - part 2]
Writing a Product Description [Product-based planning - part 3]

PRINCE2 2009

Introduction

Foreword [see Foreword]
Purpose [see Introduction part 1]
What does a project manager do? [see Introduction part 2a]
What is it we wish to control? [see Introduction part 2b]
The structure of PRINCE2 [see Introduction part 2c]
What PRINCE2 does not provide [see Introduction part 3]

Dealing with changes to the project management team [see Organization - The PRINCE2 approach - The project management team – Dealing with changes to the project management team]
Planning horizon[see Principles - Manage by stages]
Project Manager [see Organization - The PRINCE2 approach - The project management team - Project Manager]
Team Manager [see Organization - The PRINCE2 approach - The project management team – Team Manager]

Plans

Risk

Assess [see Risk - Risk management procedure - Assess]
Communicate [see Risk - Risk management procedure - Communicate]
Identify – part 1 [see Risk - Risk management procedure - Identify – part 1]
Implement [see Risk - Risk management procedure - Implement]
Plan [see Risk - Risk management procedure - Plan]
Risk management in projects [see Risk - Risk management in projects]
Risk management procedure [see Risk - Risk management procedure]
Risk Management Strategy [see Risk - Risk Management Strategy]
Risk Register [see Risk - Risk Register]
What is a risk? [see Risk - Risk defined - What is a risk?]
What is at risk? [see Risk - Risk defined - What is at risk?]
What is risk management? [see Risk - Risk defined - What is risk management?]

Change

Product

Accept a Work Package [see Managing Product Delivery - Activities - Accept a Work Package]
Deliver a Work Package [see Managing Product Delivery - Activities - Deliver a Work Package]
Execute a Work Package [see Managing Product Delivery - Activities - Execute a Work Package]
Managing Product Delivery - Purpose [see Managing Product Delivery - Purpose]
Objective [see Managing Product Delivery - Objective]

Time management

Introduction

Resources [see Resources]
Workaholic [see Workaholic]
What is time management? [see What is time management? Problem Time solving]
What is time management? [see What is time management? General]

Key time destroyers

Key Time Destroyers [see Key Time Destroyers]
Action chasing [see Action chasing]
Being disorganised [see Being disorganised]
Cant say 'No' [see Cant say 'No']
Crisis management [see Crisis management]
Desktop management [see Desktop management]
Friends [see Friends]
Large reports [see Large reports]
Low energy levels [see Low energy levels]
Meetings 1 [see Meetings 1]
Meetings 2 [see Meetings 2]
Multiple tasks [see Multiple tasks]
Others errors [see Others errors]
Other's jobs [see Other's jobs]
Paperwork [see Paperwork]
Perfection [see Perfection]
Poor communication [see Poor communication]
Poor control and reporting [see Poor control and reporting]
Poor delegation [see Poor delegation]
Poor information [see Poor information]
Poor leadership [see Poor leadership]
Poor planning [see Poor planning]
Poor preparation [see Poor preparation]
Poor self discipline [see Poor self discipline]
Putting things off [see Putting things off]
Resource issues [see Resource issues]
Responsibility, accountability and authority [see Responsibility, accountability and authority]
Socialising [see Socialising]
Staff issues [see Staff issues]
The boss [see The boss]
The telephone 1 [see The telephone 1]
The telephone 2 [see The telephone 2]
Travel time [see Travel time]
Unfinished tasks [see Unfinished tasks]
Unwanted callers [see Unwanted callers]
Work overload [see Work overload]
Your own errors [see Your own errors]

Planning

Assessment and planning [see Assessment and planning]
Implementing [see Implementing]
Prioritising [see Prioritising]
Scheduling [see Scheduling]
Review [see Review]

Risk management

Introduction

What is risk? [see What is risk?]
6 questions to define the project [see 6 questions to define the project]
The key areas of concern [see The key areas of concern]
What should risk analysis provide? [see What should risk analysis provide?]
3 Ways to view risk management [see 3 Ways to view risk management]
General comments on risk assessment [see General comments on risk assessment]
Accountability [see Accountability]
General comments on planning [see General comments on planning]
What are the core process steps to assess a risk? [see What are the core process steps to assess a risk?]
Simple process outline [see Simple process outline]
What are the basic overall process steps? [see What are the basic overall process steps?]
Stakeholders [see Stakeholders]
Success measures [see Success measures]
Why carry out Risk Assessment? [see Why carry out Risk Assessment?]

Leadership

Introduction

Definition of leadership [see Definition of leadership]
Leadership and effectiveness [see Leadership and effectiveness]
Leadership qualities [see Leadership qualities]
Leadership functions [see Leadership functions]

other sites of interest in the series

this is not the official brand site for PRINCE2® — OGC official brand sites are

PRINCE2® is a registered trade mark of the Cabinet Office.

Material on this site covers the PRINCE2® process as referred to in the OGC publication:

'Managing Successful Projects with PRINCE2, 2005 edition'.

PRINCE2 - Product-based planning part 4

Creating a Product Flow Diagram

Key criteria

Steps

Non - PRINCE2 information

Dependencies

Horizon planning

Purchase the full productThis product contains EVERYTHING in the publications: Managing Successful Projects with PRINCE2 - 2005 edition Managing successful Projects with PRINCE2 – 2009 edition Directing Projects with PRINCE2. And much more besides - at a fraction of the cost.

NON - PRINCE2 project management

PRINCE2 2005

PRINCE2 2009

Time management

Risk management

Leadership

Purchase the full productThis product contains EVERYTHING in the publications:

Managing Successful Projects with PRINCE2 - 2005 edition
Managing successful Projects with PRINCE2 – 2009 edition
Directing Projects with PRINCE2.

And much more besides - at a fraction of the cost.