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Managing successful projects with PRINCE2

Corporate author: Office of Government Commerce (United Kingdom) Publisher: Stationery Office, 2005.Edition: 4th ed.Language: EnglishDescription: 457 p. : Ill. ; 30 cm.ISBN: 9780113309467Type of document: BookNote: See also: Passing the PRINCE2 examinationsBibliography/Index: Includes indexContents Note: PRINCE2 pocketbook + PRINCE2 process map available inside back cover
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD69 .P75 M363 2005
(Browse shelf)
001247756
Available 001247756
Total holds: 0

See also: Passing the PRINCE2 examinations

Includes index

PRINCE2 pocketbook + PRINCE2 process map available inside back cover

Digitized

Managing Successful Projects with PRINCE2 Contents Acknowledgements iii Foreword v 1 Introduction 1 1 2 4 4 5 6 1.1 Why use a project management method? 1.2 Benefits of using PRINCE2 1.3 Support for PRINCE2 1.4 Structure of the manual 1.5 Using the manual 1.6 PRINCE2 terminology 2 An introduction to PRINCE2 7 7 8 9 11 12 17 18 19 2.1 What is a project? 2.2 The scope of PRINCE2 2.3 PRINCE2 in context 2.4 Overview of PRINCE2 2.5 The processes 2.6 The components 2.7 The techniques 2.8 Process and component links 3 Introduction to processes 21 21 22 23 3.1 Management levels 3.2 Structure of each process description 3.3 Diagram and text notation 4 Starting up a Project (SU) 25 25 26 26 28 31 34 37 40 43 4.1 Fundamental principles 4.2 Context 4.3 Process description 4.4 Appointing an Executive and a Project Manager (SU1) 4.5 Designing a Project Management Team (SU2) 4.6 Appointing a Project Management Team (SU3) 4.7 Preparing a Project Brief (SU4) 4.8 Defining Project Approach (S115) 4.9 Planning an Initiation Stage (SU6) 5 Initiating a Project (IP) 47 47 47 48 50 53 56 60 63 65 5.1 Fundamental principles 5.2 Context 5.3 Process description 5.4 Planning Quality (IP1) 5.5 Planning a Project (IP2) 5.6 Refining the Business Case and Risks (IP3) 5.7 Setting up Project Controls (IP4) 5.8 Setting up Project Files (IP5) 5.9 Assembling a Project Initiation Document (IP6) 6 Directing a Project (DP) 69 69 69 70 74 76 81 85 89 6.1 Fundamental principles 6.2 Context 6.3 Process description 6.4 Authorising Initiation (DP1) 6.5 Authorising a Project (DP2) 6.6 Authorising a Stage or Exception Plan (DP3) 6.7 Giving Ad Hoc Direction (DP4) 6.8 Confirming Project Closure (DP5) 7 Controlling a Stage (CS) 95 95 96 97 98 102 105 107 110 114 117 119 124 7.1 Fundamental principles 7.2 Context 7.3 Process description 7.4 Authorising Work Package (CS1) 7.5 Assessing Progress (CS2) 7.6 Capturing Project Issues (CS3) 7.7 Examining Project Issues (CS4) 7.8 Reviewing Stage Status (CS5) 7.9 Reporting Highlights (CS6) 7.10 Taking Corrective Action (CS7) 7.11 Escalating Project Issues (CS8) 7.12 Receiving Completed Work Package (CS9) 8 Managing Product Delivery (MP) 127 127 127 128 129 132 134 8.1 Fundamental principles 8.2 Context 8.3 Process description 8.4 Accepting a Work Package (MP1) 8.5 Executing a Work Package (MP2) 8.6 Delivering a Work Package (MP3) 9 Managing Stage Boundaries (SB) 137 137 137 138 139 142 144 146 147 150 9.1 Fundamental principles 9.2 Context 9.3 Process description 9.4 Planning a Stage (SB1) 9.5 Updating a Project Plan (SB2) 9.6 Updating a Project Business Case (SB3) 9.7 Updating the Risk Log (SB4) 9.8 Reporting Stage End (SB5) 9.9 Producing an Exception Plan (SB6) 10 Closing a Project (CP) 153 153 154 154 156 160 162 10.1 Fundamental principles 10.2 Context 10.3 Process description 10.4 Decommissioning a Project (CP1) 10.5 Identifying Follow-on Actions (CP2) 10.6 Evaluating a Project (CP3) 11 Planning (PL) 167 167 168 169 171 174 176 180 183 188 190 11.1 Fundamental principles 11.2 Context 11.3 Process description 11.4 Designing a Plan (PL1) 11.5 Defining and Analysing Products (PL2) 11.6 Identifying Activities and Dependencies (PL3) 11.7 Estimating (PL4) 11.8 Scheduling (PL5) 11.9 Analysing Risks (PL6) 11.10 Completing a Plan (PL7) 12 Introduction to the PRINCE2 components 195 13 Business Case 197 197 198 199 200 13.1 What is a Business Case? 13.2 What should a Business Case contain? 13.3 Developing a Business Case 13.4 Development path of the Business Case 14 Organisation 203 203 208 217 14.1 Overview 14.2 The PRINCE2 project management team 14.3 Project Support 15 Plans 219 219 220 220 222 223 15.1 Benefits of planning 15.2 What is a plan? 15.3 What are the elements of a plan? 15.4 The PRINCE2 approach 15.5 Levels of plan 16 Controls 227 227 228 230 233 244 246 16.1 Purpose of control 16.2 Controls overview 16.3 Project start-up 16.4 Controlled progress 16.5 Controlled close 16.6 Stages 17 Management of risk 251 251 252 254 258 259 259 263 263 17.1 What is risk management? 17.2 Risk principles 17.3 The risk management cycle 17.4 Risk profile 17.5 Budgeting for risk management 17.6 Mapping the management of risk to the PRINCE2 processes 17.7 Interdependencies 17.8 Further risk management considerations 18 Quality in a project environment 265 265 265 265 266 273 18.1 Purpose 18.2 What is quality? 18.3 Quality management 18.4 The quality path 18.5 Making project quality work 19 Configuration management 19.1 Purpose 19.2 Definition 19.3 Baseline 19.4 Managing the configuration 19.5 Configuration management method 19.6 Configuration management and change control 19.7 Configuration management and a Project Support Office 275 275 275 277 277 280 282 283 20 Change control 20.1 Purpose 20.2 Project Issue management 20.3 Authority levels 20.4 Integrity of change 20.5 Management of change and configuration management 285 285 285 287 288 289 21 Introduction to techniques 291 22 Product-based planning 293 293 293 294 294 300 302 303 307 311 22.1 The four products of product-based planning 22.2 The benefits of product-based planning 22.3 Producing a Product Description of the final product 22.4 Producing a Product Breakdown Structure 22.5 Writing a Product Description 22.6 Producing a Product Flow Diagram 22.7 Product-based planning example 22.8 Further examples 22.9 Guidance on creating a product-based plan 23 Change control technique 315 315 23.1 Change control steps 24 Quality review technique 24.1 What is a quality review? 24.2 Quality review benefits 24.3 Context 24.4 Overview of the quality review technique 319 319 319 319 320 Glossary 329 Appendix A: Product Description outlines A.1 Acceptance Criteria A.2 Busihess Case A.3 Checkpoint Report A.4 Communication Plan A.5 Configuration Item Record A.6 Configuration Management Plan A.7 Customer's quality expectations A.8 Daily Log A.9 End Project Report A.10 End Stage Report A.11 Exception Plan A.12 Exception Report A.13 Follow-on Action Recommendations A.14 Highlight Report A.15 Issue Log A.16 Lessons Learned Log A.17 Lessons Learned Report A.18 Off-Specification A.19 Post-Project Review Plan A.20 Product Breakdown Structure A.21 Product Checklist A.22 Product Description A.23 Product Flow Diagram A.24 Product Status Account A.25 Project Approach 341 341 343 344 345 346 348 349 350 351 353 355 356 357 358 360 361 363 364 365 366 367 368 370 371 372 A.26 Project Brief A.27 Project Initiation Document A.28 Project Issue A.29 Project Mandate A.30 Project Plan A.31 Project Quality Plan A.32 Quality Log A.33 Request for Change A.34 Risk Log A.35 Stage Plan A.36 Work Package 373 375 378 379 381 383 385 386 387 389 391 Appendix B: Project management team roles B.1 Project Board B.2 Executive B.3 Senior User B.4 Senior Supplier B.5 Project Manager B.6 Team Manager B.7 Project Assurance B.8 Project Support B.9 Configuration Librarian B.10 Project Support Office (PSO) 395 395 397 399 400 401 402 403 405 406 407 Appendix C: Risk categories 409 Appendix D: PRINCE2 healthcheck 413 Appendix E: Project document management 421 Further information 425 Index 427

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