Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
23 Cards in this Set
- Front
- Back
|
What is a project? |
A temporary organisation that is created for the purpose of delivering one or more business products according to an agreed business case. |
|
|
Project Mandate |
This is the trigger for a project. Could be business need, change to legislation, competitive benefit. Provides starting point for PM to develop further info at stage 1 |
|
|
1. Starting up a project (SU) |
"Do we have a viable and worthwhile project?" A pre-project process once project mandate is received.- Project board- Initiation Stage Plan created if project is approved (plan for first stage of work) - Outline business case - Project product description |
|
|
Outline business case |
Establish the reasons why a project is needed Clear identification of benefits Outline business case to justify proceeding (more detailed costing later) Project product description written - what will be produced |
|
|
Project Brief |
Project Brief created which includes: - Outline business case: Benefits - Product description: What will be delivered - Project approach: Recommended development paths (third parties, partnerships, teams and budgets) - Lessons learned from previous projects |
|
|
2. Initiating a project |
Relevant stakeholders informed that project is commencing PID is produced and supported by: - Project plan (break work down into packages) - Risk mgmt strategy - Comms strategy - Quality mgmt strategy - Project controls defined - Benefits review plan - First End Stage Report and plan for next stage |
|
|
Project Product Description |
Identify the products Describe them Examine relationship between products to define sequence of delivery This is the start of the product plan and can be assembled into activity plans |
|
|
Benefits Review Plan |
When, how and by whom the benefits will be measured |
|
|
Project Initiation Documentation |
WHAT is to be achieved and WHERE WHY HOW will it be done WHO needs to be involved WHEN do people need to be involved HOW LONG will the work take HOW MUCH will it cost WHAT additional resources & external factors Acceptance criteria defined |
|
|
Project Initiation Document |
Forms the baseline for all future decision-making and includes: -Project brief from stage 1 - All products created at this stage |
|
|
3. Directing a project |
Project Brief considered and approved by Project Board Initiation Stage Plan approved Authorise expenditure and commit resource |
|
|
4. Managing a stage boundary |
Plan for next stage created Project plan and Business Case updated End Stage Report produced Approval for moving next stage received Exception planning |
|
|
5. Controlling a stage |
Assign Monitor against tolerances Take action on issues Report progress to Board Exception reporting, management and planning |
|
|
What and why |
Triggered when the board approved the stage Business case monitored and updated to reflect current situation within stage 1. Create work packages - contain all the info for team managers to understand products required for stage. Always discuss and approve with team managers to ensure they fit with timescale, cost, risk, scope and controls 2. Regular updates from Team Managers on progress - update stage plan, risk log etc to reflect this 3. Review work packages once complete 4. Highlight report at agreed intervals to project board to report on progress within stage 5. Goes into either Managing a stage boundary or Closing a project process |
|
|
CS Products |
1. Work Package: Info on product including product description, processes and procedures, timescales, cost, quality, reporting reqs (Do you need a plan for a work package or is this built as part of stage plan?) 2. Configuration Item Record: Status, history, version, relationship with other products 3. Issue Report: 4. Highlight Report: Summary of current stage, risk register, current plan and business case 5. Exception report - Any issues that fall outside of the agreed tolerances |
|
|
6. Managing Product Delivery |
Created, modified and quality controlled Closely linked to 5 Most of budget goes here Work packages are completed |
|
|
7. Closing a project |
Confidence in transition of products to BAU Customer confirms delivery of project product description and Acceptance Criteria have been met |
|
|
End Stage Report |
Required for moving to next stage Review of actual vs planned performance Summarises risks, resources required for next stage |
|
|
7 Principles Tailoring to the environment |
|
|
|
7 Themes |
Business case Organisation Quality Plans Risk Change Progress Applied at relevant stage(s) of processes |
|
|
7 Processes (chronological) |
|
|
|
Products |
Management - Result of PRINCE2 application e.g. gantt charts, reports, logs Specialist - Meet a customer requirement |
|
|
Monitors and controls |
Look at risk, control and cost to define monitors Scale up 'managing a stage' if high risk but this is resource-heavy |
