Introduction
Processes
- The processes
- Management levels
- Starting up a project SU
- Initiating a project IP
- Directing a project DP
- Controlling a stage CS
- Managing product delivery MP
- Managing stage boundaries SB
- Closing a project CP
- Planning PL
Components
- The components
- Business case
- Organisation
- Plans
- Controls
- Management of risk
- Quality in a project environment
- Configuration management
- Change control
Techniques
Other
PRINCE2 - Risk categories
of the Cabinet Office under delegated authority from the Controller of HMSO.
Risk categories
The following categories can be used as a starting point for identifying an organisation’s main areas of risk in relation to projects or programmes.
Strategic / commercial
Under-performance to specification Management will under-perform against expectations Collapse of contractors Insolvency of promoter Failure of suppliers to meet contractual commitments; this could be in terms of quality, quantity, timescales or their own exposure to risk Insufficient capital revenues Market fluctuations Fraud / theft Partnerships failing to deliver the desired outcome The situation being non-insurable (or cost of insurance outweighing the benefit) Lack of availability of capital investmentEconomic / financial / market
Exchange rate fluctuation Interest rate instability Inflation Shortage of working capital Failure to meet projected revenue targets Market developments will adversely affect plansLegal and regulatory
New or changed legislation may invalidate assumptions upon which the activity is based Failure to obtain appropriate approval, for example, planning, consent Unforeseen inclusion of contingent liabilities Loss of intellectual property rights Failure to achieve satisfactory contractual arrangements Changes in tax or tariff structureOrganisational / management / human factors
Management competence Inadequate corporate policies Inadequate adoption of management practices Poor leadership Key personnel have inadequate authority to fulfil their roles Poor staff selection procedures Lack of clarity over roles and responsibilities Vested interests creating conflict and compromising the overall aims Individual or group interests given unwarranted priority Personality clashes Indecision or inappropriate decision making Lack of operational support Inadequate or inaccurate information Health and safety constraintsPolitical
Change of government policy (national or international), for example, approach to nationalisation Change of government War and disorder Adverse public opinion / media interventionEnvironmental
National disasters Storms, flooding, tempests Pollution incidents Transport problems, including aircraft / vehicle collisionsTechnical / operational / infrastructure
Inadequate design Professional negligence Human error / incompetence Infrastructure failure Operation lifetime lower than expected Increased dismantling / decommissioning costs Safety being compromised Performance failure Residual maintenance problems Scope ‘creep’ Unclear expectations Breaches in security / information security Lack or inadequacy of business continuityNon - PRINCE2 information
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
Assumptions [see Assumptions]
Assumptions and constraints [see Assumptions and constraints]
Constraints [see Detailed planning – part 20]
Planning [see Detailed planning – part 1]
Planning [see Planning - part 1]
Roles and responsibilities [see Detailed planning – part 17]
PRINCE2 2005
Analysing Risks [see Planning (PL) - part 7]
Organisation [see Organisation - part 1]
Planning [see Planning (PL) - part 1]
Plans - benefits [see Plans - part 1]
Quality in a Project Environment [see Quality in a Project Environment]
Risk [see Management of Risk - part 1]
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]
Acceptance records [see Quality - The PRINCE2 approach - Quality planning - Acceptance records]
Approval records [see Quality - The PRINCE2 approach - Quality planning - Approval records]
Organization [see Organization - Purpose]
Product Descriptions [see Quality - The PRINCE2 approach - Quality planning - Product Descriptions]
Project Product Description [see Quality - The PRINCE2 approach - Quality planning - The Project Product Description]
Quality control [see Quality - The PRINCE2 approach - Quality control]
Quality defined [see Quality - Quality defined]
Quality methods [see Quality - The PRINCE2 approach - Quality control - Quality methods]
Quality purpose [see Quality - Purpose]
Quality records [see Quality - The PRINCE2 approach - Quality control - Quality records]
Quality Register [see Quality - The PRINCE2 approach - Quality planning - The Quality Register]
Quality The PRINCE2 approach [see Quality - The PRINCE2 approach]
The Quality Management Strategy [see Quality - The PRINCE2 approach - Quality planning - The Quality Management Strategy]
Plans
Activities [see Plans - The PRINCE2 approach - Identify activities and dependencies - Activities]
Analyse the risks [see Plans - The PRINCE2 approach - Analyse the risks]
Create the product breakdown structure [see Plans - The PRINCE2 approach - Prerequisites for planning – design the plan - Create the product breakdown structure]
Create the product flow diagram [see Plans - The PRINCE2 approach - Prerequisites for planning – design the plan - Create the product flow diagram]
Dependencies [see Plans - The PRINCE2 approach - Identify activities and dependencies - Dependencies]
Design the plan - Write the Project Product Description [see Plans - The PRINCE2 approach - Prerequisites for planning – design the plan - Write the Project Product Description]
Document the plan [see Plans - The PRINCE2 approach - Document the plan]
Exception Plans [see Plans - Plans defined - Exception Plans]
Levels of plan [see Plans - Plans defined - Levels of plan]
Plans - Define and analyse the products [see Plans - The PRINCE2 approach - Define and analyse the products]
Plans - Philosophy [see Plans - The PRINCE2 approach - Philosophy]
Plans - Purpose [see Plans - Purpose]
Prepare estimates [see Plans - The PRINCE2 approach - Prepare estimates]
Prepare the schedule - Agree control points [see Plans - The PRINCE2 approach - Prepare the schedule - Agree control points]
Prepare the schedule - Assess resource availability [see Plans - The PRINCE2 approach - Prepare the schedule - Assess resource availability]
Prepare the schedule - Assign resources [see Plans - The PRINCE2 approach - Prepare the schedule - Assign resources]
Prepare the schedule - Calculate total resource requirements and costs [see Plans - The PRINCE2 approach - Prepare the schedule - Calculate total resource requirements and costs]
Prepare the schedule - Define activity sequence [see Plans - The PRINCE2 approach - Prepare the schedule - Define activity sequence]
Prepare the schedule - Define milestones [see Plans - The PRINCE2 approach - Prepare the schedule - Define milestones]
Prepare the schedule - Level resource usage [see Plans - The PRINCE2 approach - Prepare the schedule - Level resource usage]
Prepare the schedule [see Plans - The PRINCE2 approach - Prepare the schedule]
Prerequisites for planning – design the plan [see Plans - The PRINCE2 approach - Prerequisites for planning – design the plan]
Project Plan [see Plans - Plans defined - The Project Plan]
Stage Plans [see Plans - Plans defined - Stage Plans]
Team Plans [see Plans - Plans defined - Team Plans]
What is a plan? [see Plans - Plans defined - What is a plan?]
What is planning? [see Plans - Plans defined - What is planning?]
Write the Product Descriptions [see Plans - The PRINCE2 approach - Prerequisites for planning – design the plan - Write the Product Descriptions]
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
Capture [see Change - The PRINCE2 approach - Issue and change control procedure - Capture]
Configuration Item Records [see Change - The PRINCE2 approach - Establish controls - Configuration Item Records]
Configuration management [see Change - Change defined - Configuration management]
Configuration management procedure [see Change - The PRINCE2 approach - Configuration management procedure]
Configuration Management Strategy [see Change - The PRINCE2 approach - Establish controls - Configuration Management Strategy]
Daily Log [see Change - The PRINCE2 approach - Establish controls - Daily Log]
Decide [see Change - The PRINCE2 approach - Issue and change control procedure - Decide]
Establish controls [see Change - The PRINCE2 approach - Establish controls]
Examine [see Change - The PRINCE2 approach - Issue and change control procedure - Examine]
Implement [see Change - The PRINCE2 approach - Issue and change control procedure - Implement]
Issue and change control [see Change - Change defined - Issue and change control]
Issue and change control procedure [see Change - The PRINCE2 approach - Issue and change control procedure]
Issue Register [see Change - The PRINCE2 approach - Establish controls - Issue Register]
Issue Report [see Change - The PRINCE2 approach - Establish controls - Issue Report]
Issues [see Change - Change defined - Issues]
Product Status Account [see Change - The PRINCE2 approach - Establish controls - Product Status Account]
Propose [see Change - The PRINCE2 approach - Issue and change control procedure - Propose]
Types of issue [see Change - Change defined - Types of issue]
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]
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]
Personal development
Proactivity [see Proactivity]
Proactive behaviour [see Proactive behaviour]
Personal direction [see Personal direction]
Personal direction - generating ideas [see Personal direction - generating ideas]
Skill development [see Skill development]
Delegation [see Delegation]
Values [see Values]
Change
Progress [see Progress]
Problems of change [see Problems of change]
Freeze to freedom [see Freeze to freedom]
Personality traits
Personality - general [see Personality - general]
Personality - action [see Personality - action]
Myers Briggs Type Indicator [see Myers Briggs Type Indicator]
Myers Briggs Type Indicator uses [see Myers Briggs Type Indicator uses]
Fundamental Interpersonal Relations Orientation – Behaviour (FIRO B) [see FIRO B]
Occupational Personality Questionnaire (OPQ) [see OPQ]
Pathology [see Pathology]
Style spider [see Style spider]
Style spider - choices [see Style spider - choices]
Leadership styles - adverse behaviour [see Leadership styles - adverse behaviour]
Personality traits
Personality - general [see Personality - general]
Personality - action [see Personality - action]
Myers Briggs Type Indicator [see Myers Briggs Type Indicator]
Myers Briggs Type Indicator uses [see Myers Briggs Type Indicator uses]
Fundamental Interpersonal Relations Orientation – Behaviour (FIRO B) [see FIRO B]
Occupational Personality Questionnaire (OPQ) [see OPQ]
Pathology [see Pathology]
Style spider [see Style spider]
Style spider - choices [see Style spider - choices]
Leadership styles - adverse behaviour [see Leadership styles - adverse behaviour]
The emerging leader
Emerging leaders [see Emerging leaders]
The boss [see The boss]
Training
Training [see Training]
Training selection [see Training selection]
Training opportunity [see Training opportunity]
Follow the leader [see Follow the leader]
Follow the leader - adverse behaviour [see Follow the leader - adverse behaviour]
Chess the middle game [see Chess the middle game]
Standards [see Standards]
At the top
Letting go [see Letting go]
Continuity [see Continuity]
Top of the ladder [see Top of the ladder]
Loneliness at the top part 1 [see Loneliness at the top part 1]
Loneliness at the top part 2 [see Loneliness at the top part 2]
The Top team [see The Top team]
other sites of interest in the series
- PRINCE2 2009PRINCE2 2009 updates PRINCE2 2005 and covers the principles, the themes -
business case, organisation, quality, plans, risk, change and progress.
The processes – starting up a project, directing a project, initiating a project, controlling a stage,
managing product delivery, managing a stage boundary, closing a project and tailoring PRINCE2 2009 and more... - Project managementProject management covers planning, milestones, objectives, scope, control, estimating, assumptions and constraints, problem statements, mission statements, identifying strategy, deliverables, work breakdown structure (wbs), plan types, dependencies, PERT, critical path management (cpm), cost terminology, the project manager, report writing, manual methods, resource levelling, popular project management systems, quality function deployment and more...
- Risk managementRisk management covers proactive and reactive planning, triggers, monitoring and control, risk combination,
what is risk, core process steps, project life cycle, terminology, cumulative probability graph, modifying plans,
plan types, identifying risk issues, assessing risk, cost model, Monte Carlo distribution, probability density function (PDF), uncertain events, correlated events, budget versus contingency, simple networks, Markov chain and more... - Time managementTime management covers goals, objectives, time logs, filing, delegation, planning, key time destroyers,
prioritising, urgent versus important, typical process, strategies, positive thinking,
mind maps, monochronic and polychronic time, culture,
convergent and divergent thinking, assertiveness, stress and more... - LeadershipLeadership covers definition, the vision, influencing, change, confidence, motivation,
strategy, personality indicators, trust and integrity, empowerment, prioritising, proactivity,
SWOT analysis, strategy, insight, personal direction, the three C’s, being positive, self discipline,
leadership training, meetings and agendas, styles and more... - MotivationMotivation covers performance management, empowerment, relations and needs, integrity and trust,
consequences, positive and negative reinforcement, measurement, feedback, goals, rewards,
appraisals, creativity and labelling, communication, coaching and mentoring, teamwork and self motivation,
insight, intuition, foresight, inspiration and influence and more... - Problem solvingProblem solving covers identifying a problem, the use of brain storming and the Pareto rule.
Also, cause and effect diagrams, the six word system, TRIZ,
the Gen′ichi Taguchi method, assessing a problem, planning,
implementing and monitoring solutions with feedback for further action and more...
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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'.
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