PRINCE2 - Controls part 5
of the Cabinet Office under delegated authority from the Controller of HMSO.
Exception Report
These are a warning from one level of project management to the next level up that a major problem exists that may lead to a deviation of a plan outside tolerance levels is likely to occur. It should be documented by the Project Manager.
The deviation of tolerance may be for the whole project or just a stage.
The Exception Report should contain:
- It describes a forecast deviation
- It provides an analysis of the exception
- It provides an analysis of the options
The Product Description is given in file ‘Exception report.doc’ in the product package.
If an Exception Report describes a deviation from project tolerances the Executive must report it immediately to the Project Board.
An Exception Report from the Team Manager will be presented to the Project Manager as a Project Issue as part of Examining Project Issues (CS4).
End stage assessment
The Project Board only commit to one stage at a time.
The assessment at the end of a stage allows the Project Board to critically review whether the project should proceed.
This could be formal or informal depending on the size and nature of the project.
The completion of a stage requires the formal approval of the Project Board.
The End stage assessment is mandatory.
It has specific objectives:
- Review the project against the Business Case and ensure that it is still viable
- Review results against the Stage Plan
- Satisfy the Project Board that the products are delivered
- Establish that the current stage has been completed satisfactorily
- Check whether any external event has changed the project’s assumptions
- Perform a risk analysis and management review of the project and the next Stage Plan and incorporate the results into the next Stage Plan and Project Plan
- Review overall project status against the Project Plan (which may have now been revised)
- Review the next Stage Plan against the Project Plan
- Ensure that a complete and consistent baseline is established for the next stage
- Review the tolerances set for the next stage
- Ensure that the specialist aspects of the project are still sound
- Authorise the passage of the project into the next stage (if the Business Case continues to be viable)
The actions of the Project Board could be:
- To refuse to approve the next stage until the Project Manager has reviewed and revised it
- To force closure of the project
- Refer the issues to corporate or programme management if necessary
End Stage Report
Its for the Project Manager to report the results of a stage to the Project Board.
This is compared against the Stage Plan they approved for products, time and cost.
The report forms a record for auditing purposes and contains all the information necessary for the end stage assessment.
Exception assessment
This will be held between the Project Manager and the Project Board to approve and Exception Plan.
If Project Assurance responsibilities have been delegated then those persons will also attend.
The Exception Plan will cover a revised Project or Stage Plan.
The meeting for approval of the Exception Plan could be formal or informal.
The Project Board will consider any plan modifications in respect of their impact on the risks and Business Case.
A Product Description is given in file ‘Exception plan.doc’ in the product package.
Daily Log
This could be a notebook that is available for the Project Manager to record information that will help in the daily management of the project.
A Product Description is given in file ‘Daily log.doc’ in the product package. Key review dates may trigger Daily Log entries or by sitting down, say, once per week to update the log.
These may include:
- Check the status of a risk with its owner
- Review critical path item status with the owner
- Check the status of products due for completion in the next few days
- Review the Quality Log for any actions that may be outstanding
- Check any Project Issues for impact analysis etc
Other entries may derive from general communication with project personnel on an ad hoc basis. It is a good habit to have the Daily Log with the Project Manager to make entries as soon as possible.
Lessons Learned Log
This should be established as part of the process 'Setting up Project Files (IP5)'.
Its aim is to record all lessons learned both good or bad during the project.
It will cover both management and specialist matters.
A Product Description is given in the file ‘Lessons learned log.doc’ in the product package.
Its aims are to:
- Provide lessons and advice that can be used to improve future planning and performance
This will apply to later stages of the current project and any future projects.
- Improve general company standards.
Managing Successful Projects with PRINCE2 - 2005 edition
Managing successful Projects with PRINCE2 – 2009 edition
Directing Projects with PRINCE2.
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