Complete Project Management plus PRINCE2


PRODUCT CONTENTSThis product contains full coverage of PRINCE2 2005®, PRINCE2® 2009 and Directing Projects with PRINCE2®. Project management (non PRINCE2®)covers many items in more detail.
Project management (non PRINCE2®)
PRINCE2® 2005	PRINCE2® 2009
Directing Projects with PRINCE2®

The product includes a PowerPoint presentation containing over 650 slides with full accompanying notes and copious cross references.

In addition, the product includes templates and many supporting files in Excel and Word.

Each part covers key areas and much more, see additional details below.


Project management (non PRINCE2®)This product contains many items either not specifically covered in PRINCE2 2005® and PRINCE2® 2009 or covers many items in more detail.
Problem statementIt is important that the project team agree on the problem. A poor definition of the problem will always cause ambiguity and confusion and personnel will be unsure of the purpose of the project.	Mission statementWho is aware of the Mission Statement? The Mission Statement is a summary of what the project is trying to achieve. However, if you ask many people involved in a project what is the Mission Statement most will not know.	ScopeWhen most people consider a project they think about the cost (C), time factor (T) and quality (Q) but the scope can be left out. It is important to consider the limitations of the project. It is necessary to think about what is included but equally what isn’t for the project, and define limits for these.	ObjectivesThe overall project has a single goal which is to produce the final product. The project can then be broken down to ever smaller goals. These smaller goals are often called objectives.	DeliverablesDeliverables derive from the measurement of objectives. Individuals will have personal objectives as will the project. Milestones are natural breaks in the project where there is an opportunity to review the progress of the project.
Exit criteriaExit criteria refers to ‘how can you tell that an element of the plan is complete?’ This is so that you can ‘exit’ that phase and move on to the next.	Work breakdown structureThe work breakdown structure (wbs) should form part of the Project Notebook. Should, because it will exist in terms of the project schedule. Strictly speaking the work breakdown structure is merely a list of component events that require actions to achieve them.		Types of planThis covers Initial plan, Reference plan, Base plan, Contingency plan, Horizon plan and Action plan.	PlanningPlanning concerns knowing what you want to achieve but as yet not knowing how to get there. It usually begins with devising various strategies, assessing them and then choosing one of the options to go with. At this point, you have, in effect, cut all ties with the other options. If you choose incorrectly it can be prove very costly.
MilestonesAll projects of any length will be broken down into stages often referred to as milestones. There will be a progress review at each milestone. Without this, control will be lacking and project success will be unlikely.	Detailed PlanningIt covers, identifying tasks, estimating effort / duration, identifying dependencies, constructing the dependency network, assigning responsibilities, allocating resources, producing a Gantt chart and refining the plan	Cash flowIt describes the classic S-curve showing cash flow throughout the lifecycle of a project.	Statistical process controlIn order to highlight some of the principles and advantages of using statistical techniques we have included FED (factorial experiment design) and SPC (statistical process control) for an introduction of this area.	Project managerKey responsibilities are to plan, organise, co-ordinate, control and lead. No project will succeed without adequate planning and organisation. Co-ordination of activity will require excellent communication skills.
Construction projectsThis area is designed to show some general aspects of project management within the construction industry. You will find here some techniques that the small business or individual may find useful. How you apply the techniques will also depend upon the size of the project.	Problem solvingCovers simple techniques such as the process of assessing, planning, implementing, monitoring and acting. The use of brain storming, Pareto analysis, cause and effect diagrams, process analysis, and the six word system.	Writing reportsReport writing is a specialised section of the wider use of writing techniques. This will include writing for essays and dissertations at various levels of education. Project management will require them at some point.	Manual methodsMuch project management is now carried out using computer software. However, it is often useful to understand some manual techniques which underpin the former. These sections try to give a brief indication of some manual methods.	Resource levellingClearly resource needs cannot be eliminated just by having as much of it as you wish. The procurement of the resource is one issue and the efficient use of that resource is another.
Project management systemsAreas covered are Six Sigma, SCRUM, Earned Value Management, Sensitivity Analysis and PMBOK.		Quality function deploymentQuality Function Deployment is a process for customer driven product design. It is a process that takes the input from a customer and converts this into design requirements for a product or service.		TRIZTRIZ, unlike techniques such as brainstorming (which is based on random idea generation), aims to create an algorithmic approach to the invention of new systems, and the refinement of old systems.

A simple yet detailed example in Word format tries to show how the major areas of project management may be used in practice.

Much of the information is cross referenced to a detailed glossary.

38 project management templates with full accompanying notes will help project managers save time.

The product contains over 220,000 words.

A glossary identifies approaching 400 project management definitions.

These range from generic terminology to those specific to PRINCE2 2005 and 2009 as well as other project management systems.


PRINCE2® 2005This product covers ALL of the information contained in: ‘Managing successful Projects with PRINCE2 – 2005 edition’.
Processes	Components	Techniques

PROCESSES
Starting up a Project (SU)Appointing an Executive and a Project Manager (SU1)
Designing a Project Management Team (SU2)
Appointing a Project Management Team (SU3)
Preparing a Project Brief (SU4)
Defining Project Approach (SU5)
Planning an Initiation Stage (SU6)
Initiating a Project (IP)Planning Quality (IP1)
Planning a Project (IP2)
Refining a Business Case and Risks (IP3)
Setting up Project Controls (IP4)
Setting up Project Files (IP5)
Assembling a Project Initiation Document (IP6)
Directing a Project (DP)Authorising Initiation (DP1)
Authorising a Project (DP2)
Authorising a Stage or Exception Plan (DP3)
Giving Ad Hoc Direction (DP4)
Confirming Project Closure (DP5)
Controlling a Stage (CS)Authorising Work Packages (CS1)
Assessing Progress (CS2)
Capturing Project Issues (CS3)
Examining Project Issues (CS4)
Reviewing Stage Status (CS5)
Reporting Highlights (CS6)
Taking Corrective Action (CS7)
Escalating Project Issues (CS8)
Receiving Completed Work Packages (CS9)
Managing Product Delivery (MP)Accepting a Work Package (MP1)
Executing a Work Package (MP2)
Delivering a Work Package (MP3)
Managing Stage Boundaries (SB)Planning a Stage (SB1)
Updating a Project Plan (SB2)
Updating a Project Business Case (SB3)
Updating the Risk Log (SB4)
Reporting Stage End (SB5)
Producing an Exception Plan (SB6)
Closing a Project (CP)Decommissioning a Project (CP1)
Identifying Follow-on-Actions (CP2)
Evaluating a Project (CP3)
Planning (PL)Designing a Plan (PL1)
Defining and Analysing Products (PL2)
Identifying Activities and Dependencies (PL3)
Estimating (PL4)
Scheduling (PL5)
Analysing Risks (PL6)
Completing a Plan (PL7)

COMPONENTS
Business caseWhat is a Business Case?
What should a Business Case contain?
Developing a Business Case
Development path of the Business Case
OrganisationOverview
The PRINCE2 Project Management Team
Project Support
PlansBenefits of planning
What is a plan?
What are the elements of a plan?
The PRINCE2 approach*
Levels of plan
ControlsPurpose of control
Controls overview
Project start-up
Controlled progress
Controlled close
Stages
Management of riskWhat is risk management?
Risk principles
The risk management cycle
Risk profile
Budgeting for risk management
Mapping the management of risk to the PRINCE2 processes
Interdependencies
Further risk management considerations
Quality in a project environmentPurpose
What is quality?
Quality management
The quality path
Making project quality work
Configuration managementPurpose
Definition
Baseline
Managing the configuration
Configuration management method
Configuration management and change control
Configuration management and Project Support Office
Change controlPurpose
Project issue management
Authority levels
Integrity of change
Management of change and configuration management

TECHNIQUES
Product-based planningThe four products of product-based planning
The benefits of product-based planning
Producing a product description of the final product
Producing a Product Breakdown Structure
Writing a Product Description
Producing a Product Flow Diagram
Product-based planning example
Further examples
Guidance on creating a product-based plan
Change controlChange control steps
Quality reviewsWhat is a quality review?
Quality review benefits
Context
Overview of the quality review technique

Contains specific PRINCE2 2005 templates as well as full supporting documents in Excel and Word.

The product contains over 109,000 words.

Includes a full list of contents and appendices.

Also, the processes 'information needs' are provided separately.

Appendices
HealthcheckOver 200 useful checklist questions across the processes provided for convenience in Word or Excel format.
Product descriptionsSee the full list below.
Project document managementProject file
Stage files
Quality file
Project management team rolesProject Board
Executive
Senior User
Senior Supplier
Project Manager
Team Manager
Project Assurance
Project Support
Configuration Librarian
Project Support Office
Risk categoriesStrategic / commercial
Economic / financial / market
Legal and regulatory
Organisational / management / human factors
Political
Environmental
Technical / operational / infrastructure

Product Descriptions

Acceptance Criteria
Business Case
Checkpoint Report
Communication Plan
Configuration Item Record
Configuration Management Plan
Customer’s quality expectations
Daily Log
End Project Report
End Stage Report
Exception Plan
Exception Report

Follow-on Action Recommendations
Highlight Report
Issue Log
Lessons Learned Log
Lessons Learned Report
Off-specification
Post-Project Review Plan
Product Breakdown Structure
Product Checklist
Product Description
Product Flow Diagram
Product Status Account

Project Approach
Project Brief
Project Initiation Document
Project Issue
Project Mandate
Project Plan
Project Quality Plan
Quality Log
Request for Change
Risk Log
Stage Plan
Work Package


PRINCE2® 2009This product covers ALL of the information contained in: ‘Managing successful Projects with PRINCE2 – 2009 edition’.
Principles
Themes	Processes	Tailoring

PRINCIPLES
Continued business justification
Learn from experience
Defined roles and responsibilities
Manage by stages
Manage by exception
Focus on products
Tailor to suit the project environment

THEMES
Business Case
- 4.1 Purpose
- 4.2 Business Case defined
- 4.3 The PRINCE2 approach to the Business Case
- 4.4 Responsibilities
Organisation
- 5.1 Purpose
- 5.2 Organization defined
- 5.3 The PRINCE2 approach to organization
- 5.4 Responsibilities
Quality
- 6.1 Purpose
- 6.2 Quality defined
- 6.3 The PRINCE2 approach to quality
- 6.4 Responsibilities
Plans
- 7.1 Purpose
- 7.2 Plans defined
- 7.3 The PRINCE2 approach to plans
- 7.4 Responsibilities
Risk
- 8.1 Purpose
- 8.2 Risk defined
- 8.3 The PRINCE2 approach to risk
- 8.4 Responsibilities
Change
- 9.1 Purpose
- 9.2 Change defined
- 9.3 The PRINCE2 approach to change
- 9.4 Responsibilities
Progress
- 10.1 Purpose
- 10.2 Progress defined
- 10.3 The PRINCE2 approach to progress
- 10.4 Responsibilities

PROCESSES
Starting up a project
- 12.1 Purpose
- 12.2 Objective
- 12.3 Context
- 12.4 Activities
Directing a project
- 13.1 Purpose
- 13.2 Objective
- 13.3 Context
- 13.4 Activities
Initiating a project
- 14.1 Purpose
- 14.2 Objective
- 14.3 Context
- 14.4 Activities
Controlling a stage
- 15.1 Purpose
- 15.2 Objective
- 15.3 Context
- 15.4 Activities
Managing product delivery
- 16.1 Purpose
- 16.2 Objective
- 16.3 Context
- 16.4 Activities
Managing a stage boundary
- 17.1 Purpose
- 17.2 Objective
- 17.3 Context
- 17.4 Activities
Closing a project
- 18.1 Purpose
- 18.2 Objective
- 18.3 Context
- 18.4 Activities

TAILORING
What is tailoring?
General approach to tailoring
- 19.2.1 Applying the principles
- 19.2.2 Adapting the themes
- 19.2.3 Applying the organizations terms and language
- 19.2.4 Adapting the management products
- 19.2.5 Adapting the roles
- 19.2.6 Adapting the processes
Examples
Projects in a programme environment
- 19.4.1 Themes
- 19.4.2 Processes
- 19.4.3 Management products
Project scale
- 19.5.1 Simple project
Commercial customer/supplier environment
- 19.6.1 Themes
- 19.6.2 Processes
- 19.6.3 Management products
Multi-organization projects
Project type
- 19.8.1 Lifecycle models
- 19.8.2 The evolving project
- 19.8.3 The feasibility project
Sector differences
- 19.9.1 Senior Responsible Owner
- 19.9.2 OGC Gateway Review
Project management Bodies of Knowledge

Contains specific PRINCE2 2009 templates as well as full supporting documents in Excel and Word.

The product contains over 149,000 words.

Includes a full list of contents and appendices.

Appendices
Product description outlines See the full list below
Governance
Roles and responsibilities Project Board
Executive
Senior User
Senior Supplier
Project Manager
Team Manager
Project Assurance
Change Authority
Project Support
Product-based planning example Scenario
Example of a Project Product Description
Examples of a product breakdown structure
Example of a Product Description
Product flow diagram
Health check
- Starting up a Project
- Directing a Project
- Initiating a Project
- Controlling a Stage
- Managing Product Delivery
- Managing a Stage Boundary
- Closing a Project

Product Descriptions

Benefits Review Plan
Business Case
Checkpoint Report
Communication Management Strategy
Configuration Item Record
Configuration Management Strategy
Daily Log
End Project Report
End Stage Report
Exception Report
Highlight Report
Issue Register
Issue Report

Lessons Log
Lessons Report
Plan
Product Description
Product Status Account
Project Brief
Project Initiation Documentation
Project Product Description
Quality Management Strategy
Quality Register
Risk Management Strategy
Risk Register
Work Package

Directing Projects with PRINCE2® This product complements PRINCE2® 2009.
Each section contains:

The purpose of the activity
What to expect from the Project Manager
The actions required of the Project Board
Area of focus for each Project Board role (Senior User, Senior Supplier, Executive, Project Assurance)
Suggested Project Board agendas
A checklist for the activity.

Overview of PRINCE2 Key definitions
Structure of PRINCE2
The role of senior management in PRINCE2
What PRINCE2 does not provide
Project Board duties and behaviours Be accountable for the project
Provide unified direction
Delegate effectively
Facilitate cross-functional integration
Commit resources
Ensure effective decision making
Support the Project Manager
Ensure effective communication
Starting up a Project Context
Confirm the understanding of the project mandate
Appoint the Executive and Project Manager
Capture previous lessons Design and appoint the project management team
Prepare the outline Business Case
Prepare the Project Brief
Prepare the Initiation Stage Plan
Starting up a Project: summary
Authorize initiation Context
Approve the Project Brief
Approve the Initiation Stage Plan
Communication
Suggested Project Board agenda
Authorize initiation: summary
Authorize the project Context
Communication
Review the End Stage Report for initiation
Approve the Project Initiation Documentation
Approve the next Stage Plan
Suggested Project Board agenda
Authorize the project: summary

Authorize a Stage or Exception Plan Context
Review End Stage Reports
Approve Stage or Exception Plans
Assess project viability
Suggested Project Board agenda
Authorize a Stage or Exception Plan: summary
Give ad hoc direction Context
Respond to requests
Respond to reports
Respond to external influences
Focus of individual board members
Communication
Give ad hoc direction: summary
Authorize project closure Context
Confirm handover and acceptance
Approve the End Project Report
Approve the Benefits Review Plan
Communication
Suggested Project Board agenda
Authorize project closure: summary
Reviewing benefits Context
Hold benefits reviews
Close the Business Case
Communication
Suggested agenda for benefit reviews
Reviewing benefits: summary
Tailoring PRINCE2 Introduction
Environmental factors
Project-related factors
What does tailoring involve?
Adapting the themes

PRINCE2® is a registered trade mark of the Cabinet Office.
The Swirl Logo™ is a trade mark of the Cabinet Office.

PRINCE2 has established itself as one of the most central and respected methods in the project management profession.

Examination figures have highlighted that over 500,000 PRINCE2 examinations have been taken in Europe alone, with over 95,000 across the rest of the world in the past six years.

Product benefits

Product can be downloaded
No prior skills are needed
Saves a lot of time
Easy to modify and train yourself and others
Simple to understand
You don't have to be a project manager
12 month money back guarantee
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Price

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PowerPoint presentation only.
No supporting files.

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