The Concise PRINCE2®

The Concise PRINCE2®: A Pocket Guide

COLIN BENTLEY
Copyright Date: 2013
Edition: 2
Published by: IT Governance Publishing
Pages: 79
https://www.jstor.org/stable/j.ctt5hh4j2
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  • Book Info
    The Concise PRINCE2®
    Book Description:

    Written by a former Chief Examiner for PRINCE2®, it contains all you need to prompt your memory at the crucial time. It is laid out in a clear and comprehensible format with helpful diagrams and tables, and will enable you to: bring to mind the information you need, just when you need it, keep the key principles at the forefront of your mind, focus on what you are trying to achieve, follow the correct processes, in the right order, tailor the system to suit your needs and objectives, manage a successful project from beginning to end, add value to your business.

    eISBN: 978-1-84928-479-0
    Subjects: Technology

Table of Contents

  1. Front Matter
    (pp. i-iv)
  2. FOREWORD
    (pp. v-v)

    Many books have been written about PRINCE2. The only problem is that where they try to cover all of the method, they are BIG books that take a lot of reading.

    This book is intended as a refresher; a reminder of all the salient points of the method without drowning you in detail. You don’t need to skip, don’t need to ‘cherry-pick’. In one brief document, it reminds you of the essentials of the method. It is an ideal basis for anyone, for example, who is preparing for the PRINCE2 Foundation exam or setting out on their first few PRINCE2...

  3. ABOUT THE AUTHOR
    (pp. vi-vi)
  4. ACKNOWLEDGEMENTS
    (pp. vii-vii)
  5. Table of Contents
    (pp. viii-viii)
  6. INTRODUCTION
    (pp. 1-2)

    A project is a temporary organisation for the purpose of delivering one or more business products according to an agreed Business Case.

    temporary

    cross-functional team

    more risky than BAU (Business As Usual)

    bring about change

    unique.

    costs

    timescales

    quality

    scope

    risk

    benefits.

    can be applied to any type of project

    projects are driven by viability of a Business Case

    recognition of responsibilities

    product focus

    different plan levels for different management levels

    tolerance setting / management by exception

    stakeholder involvement throughout the project life

    all projects share common vocabulary

    promotes consistency of project work

    established and proven method

    supports project management...

  7. CHAPTER 1: PROCESSES
    (pp. 3-33)

    To answer the question, ‘Do we have a viable and worthwhile project?’

    To ensure prerequisites for DP (directing a project) and authorisation of IP (initiating a project) are in place.

    (See Table 1: Starting up a project.)

    To enable the Project Board to be accountable for the project’s success by making key decisions and exercising overall control.

    (See Table 2: Directing a project.)

    To establish solid foundations for the project.

    To enable the Project Board to understand everything about the project – the cost, time, benefits and risks – before committing to major expenditure.

    (See Table 3: Initiating a project.)...

  8. CHAPTER 2: THEMES
    (pp. 34-57)

    To set up mechanisms to judge whether the project is (and remains) viable, desirableand achievablein order to support decisions on its (continued) investment.

    No project should start without business justification.

    If the justification disappears, the project should be stopped.

    The Business Case drives decision-making.

    Benefits should be measurable.

    Most benefits are realised post-project.

    Risk and change evaluation should include impact on Business Case.

    Continued business justification.

    Why?

    Can the project (still) be justified

    To define the lines of authority and WHO is responsible for what.

    PRINCE2 believes that every project has a CUSTOMER who will specify and use...

  9. CHAPTER 3: TECHNIQUES
    (pp. 58-60)

    PRINCE2 planning philosophy is to first identify the required products, then the activities, dependencies and resources required to deliver the products. There are four tasks in product-based planning.

    A quality review (planned when creating Stage and Team Plans) is a structured assessment of a document conducted by a group of peers in a planned, documented and organised fashion. Its objectives are to:

    assess the conformity of the document against set criteria

    involve key interested parties in checking the document’s quality and thus promoting wider acceptance of the product

    provide confirmation that the product is complete and can be approved

    advise...

  10. CHAPTER 4: TAILORING
    (pp. 61-65)

    PRINCE2 can be used on any type or size of project. It is designed to be tailored for each project. Tailoring involves using the correct amount of planning and control, and the appropriate level of the processes and themes for a specific project.

    The PRINCE2 principles are universal and will always apply. By comparing each principle to the project, the practitioner will understand how to adapt the theme to the project without losing its value.

    There is no problem in changing PRINCE2 terminology for terms long established in an organisation’s projects. There is no problem in replacing suggested PRINCE2 forms...

  11. GLOSSARY OF TERMS
    (pp. 66-67)
  12. Back Matter
    (pp. 68-71)