Prince2-5.5

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ClassSession10LIMPRINCE2FoundationMuskopf.pptx

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Change and Progress

In this unit, we will cover:

The Change theme, including the purpose of a Change budget

Key management products:

Change control approach

Configuration item record

Issue register

Issue report

Product status account

PRINCE2®’s minimum requirements for applying the Change theme

Types of issues

Recommended issue and change control procedure

Unit Objectives

Change

Change control procedure

Guidance

Roles and responsibilities

Minimum requirements

Effective management

Documents

Capture

Assess

Propose

Decide

Implement

Problem or concern

Off-specification

Request for change

Baselines

Authority

Change control

Issues

Defined

Types of issues

v 5.0

Don’t include in slide copies.

Key Learning Objectives (KLO’s)

Hints & Tips

Cautions

Purpose of the Change Theme

To identify, assess, and control any potential and approved changes to the project baselines.

v 5.0

Change Definitions

In PRINCE2® a Change is identified as an Issue

Issue: any event that happened, was not planned, and requires management action

Issue types:

Request for Change (RFC)

Off-specification

Problem / concern

Baseline: Reference levels against which an entity is recorded and controlled

Configuration Item Record: describes the status, version, and variant of a CI, and any details of important relationships between them*

* see also ITIL: Service Transition

v 5.0

Change Control Technique

Change Control Technique: Balance

Minimum Requirements for Change

Defined change control approach, which covers:

How issues are identified and managed

Assessing whether issues might have an impact on the business justification

Roles and responsibilities for change control, including change authority

Defining how product baselines are created, maintained and controlled

Maintaining an issue register to record identified issues and decisions

Ensuring project issues are managed throughout project lifecycle

Using lessons to inform issue identification and management

GK V1.0 Feb 2010

Effective Management of Change

Align with organization

Managing product baselines:

Levels, identification, authority and records

Size and complexity

Project delivery approach

Change authority

Change budget

Change Documentation

Required:

Change control approach

Issue register

Recommended:

Issue report

Daily log

Configuration item record

Product status account

Change Responsibilities

Project board

Project manager

Team manager

Project assurance

Change authority

Project support

GK V1.0 Feb 2010

In this unit, we covered:

The Change theme, including the purpose of a Change budget (11.1,11.3.6)

Key management products:

Change control approach (A.3.1)

Configuration item record (A.6.1)

Issue register (A.12.1)

Issue report (A.13.1)

Product status account (A.18.1)

PRINCE2®’s minimum requirements for applying the Change theme (11.2)

Types of issue (11.1, tab 11.1)

Recommended issue and change control procedure (fig 11.1, 11.4.1-5)

References are to the Managing Successful Projects with PRINCE2 by Axelos.

Unit Summary

Progress

In this unit, we will cover:

The Progress theme

Key management products:

Daily log

Lessons log

Lessons report

Work package

End stage report

End project report

Checkpoint report

Highlight report

Exception report

Unit Objectives

PRINCE2®’s minimum requirements for applying the Progress theme

Explain key concepts related to progress:

Event-driven and time-driven controls

Tolerances and exceptions, including how tolerances are set and exceptions are reported

Unit Objectives

Progress

“…to monitor and compare actual achievements against those planned”

Progress

Roles and responsibilities

Guidance

Controls

Progress

Minimum requirements

Effective management

Techniques

Delegating authority

Stage authorization

Tolerances and exceptions

Time and event

driven reporting

Baselines

Reviewing progress

Lessons

Reporting progress

Raising exceptions

v 5.0

Don’t include in slide copies.

Key Learning Objectives (KLO’s)

Hints & Tips

Cautions

Purpose of the Progress Theme

To establish mechanisms to monitor and compare actual achievements against those planned

Provide a forecast for the project objectives and the projects’ continued viability

Control any unacceptable deviations

v 5.0

Progress

Progress is measured at all levels, but management is by exception only.

Monitor and control:

Work package

Stage

Project

Progress Control

Delegating authority to the level below

Dividing the project into management stages; authorizing one management stage at a time

Time and event driven progress reporting and reviews

Application of tolerances and raising exceptions

Project controls documented in the PID

Time and Event Driven Controls

Time driven:

Progress report such as Highlight or Checkpoint reports

Event driven:

End stage assessments

End stage report

Issue report

Exception report

Product status account

Application of Tolerances

Based on project objectives

Identified in SU/IP

Starting Up a Project (SU) and Initiating a Project (IP)

Applied in delivery

Used to measure performance

Documented in PID

Management of Tolerances

Managed by:

Corporate management for the entire project

Project board at project level

Project manager for day-to-day control

Team manager at work package level

Progress Controls

Baselines for progress control

Reviewing progress

Capturing and reporting lessons

Reporting progress

Raising exceptions

v 5.0

Minimum Requirements for Progress

Define approach to controlling progress in the PID

Manage by stages

Set tolerances

Managed by exception tolerances

Review business justification for exceptions

Learn lessons

Effective Management of Progress

Align with corporate processes

Program or portfolio controls

Delivery approach

Progress Techniques

Progress records:

Milestone charts

Earned value

S-Curve

Kanban board

Burn-down charts

Peer review

Progress Documentation

Issue Register

Product status account

Quality register

Risk register

Daily log

Lessons log

Checkpoint report

Highlight report

End stage report

End project report

Go to Text and Appendix A and make sure you know the Definitions at a minimum:

Daily log (A.7.1)

Lessons log (A.14.1, 12.2.2.3)

Lessons report (A.15.1)

Work package (A.26.1, 12.2.2.1)

End stage report (A.9.1, 12.2.2.4)

End project report (A.8.1, 12.2.2.4)

Checkpoint report (A.4.1, 12.2.2.4)

Highlight report (A.11.1, 12.2.2.4)

Exception report (A.10.1)

Key Management Products

Progress Responsibilities

Project board

Project manager

Team manager

Project assurance

Project support

GK V1.0 Feb 2010

In this unit, we covered:

The Progress theme (12.1)

Key management products:

Daily log (A.7.1)

Lessons log (A.14.1, 12.2.2.3)

Lessons report (A.15.1)

Work package (A.26.1, 12.2.2.1)

End stage report (A.9.1, 12.2.2.4)

End project report (A.8.1, 12.2.2.4)

Checkpoint report (A.4.1, 12.2.2.4)

Highlight report (A.11.1, 12.2.2.4)

Exception report (A.10.1)

References are to the Managing Successful Projects with PRINCE2® by Axelos.

Unit Summary

PRINCE2®’s minimum requirements for applying the Progress theme (12.2)

Explain key concepts related to progress:

Event-driven and time-driven controls (12.2.2)

Tolerances and exceptions, including how tolerances are set and exceptions are reported (12.2.1, fig 12.1, 12.2.3)

References are to the Managing Successful Projects with PRINCE2 by Axelos.

Unit Summary