The Pen Project · 2019-12-04 · Scrum and Project Management trainer and coach and has written a number of PRINCE2® and Project Management related books. Frank is best known in

1PRINCE2® is a Registered Trade Mark of the AXELOS. The Swirl logo™ is a Trade Mark of the AXELOS.© Professional Training Center of Excellence (PTCoE) P2P-SampleProject-EN Version V01 – Premium Edition

ThePenProjectAfullydocumentedsamplePRINCE2®project

By: Frank Turley, Nader K. RadDate: 22/1/2018Version: PT0080 01 FREE EditionPlease send feedback to: [email protected]

ISBN: 9789082114706


• Most common question in our PRINCE2 Training classes“Is there a documented sample PRINCE2 project?”

• I asked the same question when I did my PRINCE2 training • Otherwise, it is just theory and no practice • What do most people do today after a PRINCE2 Training?

• Put the slides in a cabinet – never to be seen again :-( • Update their LinkedIn profile • And go back to their existing way of working

WhydidwecreatethisSampleProject?


By: Frank Turley, Nader K. RadDate: 22/2/2018Version: 01 Premium EditionPlease send feedback to: [email protected]

ISBN: 9789082114706

Copyright © 2018 PTCoEAll rights reserved. With the exception of brief passages and quotes for reviewing or commenting purposes, no part of this publication may be reproduced or transmitted in any form or by any means without prior consent of PTCoE (Professional Training Center of Excellence)

PRINCE2® is a registered trade mark of AXELOS Limited. The Swirl logo™ is a trade mark of AXELOS Limited.


About the authorsFrank Turley has been a Project Manager for more than 15 years and a PRINCE2® Practitioner. He is also a PRINCE2, Scrum and Project Management trainer and coach and has written a number of PRINCE2® and Project Management related books. Frank is best known in the PRINCE2 world for his work in creating the most popular PRINCE2 Self Study training including:• The PRINCE2 Foundation Training Manual and video course • The PRINCE2 Practitioner Training Manual • The Scrum Master Training Manual Website: LinkedIn Profile: http://linkedin.com/in/frankturley

Nader K. Rad is a project management consultant, author, and trainer at Management Plaza. His career started in 1997 and he has been involved in many projects in different industries. He has designed a number of project management courses, prepared a number of e-learning materials, and written more than 40 books and plenty of practical articles on project management concepts and standards, planning software, scheduling, etc. He is certified as PMP®, PRINCE2® Practitioner, AgilePM® Foundation, CSM®, and PSM I.

Website: http://nader.pm/LinkedIn Profile: http://www.linkedin.com/in/naderkhorramirad


Who is this sample PRINCE2 project for? Document:

• BrowseoverthemainPRINCE2documents,thiswillhelpyourunderstandingofPRINCE2.• Lookat:1)Projectmandate,2)ProjectBrief,3)InitiationStagePlan,4)ProductDescription,5)PID,6)RegisterFiles,7)Logfiles

1) PRINCE2 Foundation Students

• YouneedtobefamilarwithallPRINCE2managementdocumentsandtheirstructure(typicalcontents)• ItisthereforebesttobecomefamilarwiththescenariousedinthissampleprojectandthenbecomefamilarwitheachPRINCE2managementdocument

• ThisisperhapsthebestwaytoprepareforthePractitionerExamastheexamusesagivenprojectscenarioandyouareexpectedtoknowhowtoapplyPRINCE2.

2) PRINCE2 Practitioner Students

• ManycompaniesarenowconsideringimplementingaPMObutarenotsurewheretostart• Wesuggestthatyouidentifyastandardprojectfromyourorganizationanddocumentitlikethissampleproject• Startofassimpleaspossiblesoyoucandeliverafirstinternalsampleproject(areferenceproject)• ThePMOcanthengraduallyupdatethisreferencesampleprojecttointroducenewtechniquesandlessons

4) Implementing a PMO

• ManypeoplenevergetachancetoworkinaPRINCE2environmentanddon’tunderstandhowtoapplyPRINCE2.• Wesuggesttore-createthissampleprojectbasedonanotherscenario(e.g.aprojectyouhavedone)• ThisisperhapsthebestwaytopracticePRINCE2(WeatMPLAZAwillbehappytogiveyoufeedbackifyoudothis)

3) Gaining PRINCE2 experience

WhoisthissamplePRINCE2projectfor?


PRINCE2 Foundation Students • YoujustneedtohaveanoverviewofPRINCE2• BrowseoverthemainPRINCE2documents– helpyourunderstanding• Weadvisetolookat:

• Projectmandate• ProjectBrief• InitiationStagePlan• ProductDescription

• PID• RegisterFiles• Logfiles

• YoucanuseourFREEversionofthesamplePRINCE2project

WhoisthissamplePRINCE2projectfor?


WhoisthisSamplePRINCE2projectfor?

PRINCE2 Practitioner Students • Typicalpractitionercourse:Youspend66%ofyourtimepracticingquestionsL

• Result:It’saexampreparationcourse(notaPRINCE2course)• Result:LittlepracticalknowledgeofhowPRINCE2works

• WhatyouneedtoknowforthePractitionerExam?• FamiliarwithallPRINCE2managementproducts• Awareoftheirstructureandtypicalcontents• Understandthedocumentdescriptionsinthemanaul appendix• Howtoreadandinterprettheprojectscenarioprovidedintheexam


TheProject Scenario

WehavecreatedaneasytounderstandprojectscenarioasthefocusisonhowtousethePRINCE2managementdocuments


Project Scenario: CopyWorld365Document:

Company: CopyWorld365CopyWorld365 is a company that sells printing / photo copying machines. They have 15 employees (including 4 sales people) and they would like to start a project to give their clients a high quality promotional pen to help improve the relationship with clients and to reduce client turnover (client loss).

The Sales Manager chaired a meeting and the outcome of the meeting was as follows: • We will give a quality pen/pencil to all clients to help reduce client turnover and improve relationship• The majority of pens will be given out by the sales people• The pen must be of good quality so people will be happy to use it (not be embarrassed to use it) • Budget: €6 to €8 each • Presentation of pen is important • Company logo must appear on pen

Project Scope • Define quality requirements • Choose & test Pens/Pencils • Order Pens with logo • Choose clients to give pen to

Out of Scope • Giving out the pens is not part of the project • Designing the logo (will be supplied my marketing person) • Original list of clients (will be supplied by accounts)

Project Scenario


Pre-ProjectStarting up a Project


Pre-Project Stage 1 (initiation) Stage 2 Stage 3 (Final)

StartingupaProject InitiatingaProject ControllingaStage ControllingaStage

ManagingaStageBoundary ClosingaProjectManagingaStageBoundary

Processes ò

Management Products ò

Note: this diagram only contains the sample documents of this training course, rather than all the necessary documents in each stage.

Project mandate

Projectmandate

Theprojectmandateisthetriggerfortheproject

Otherdocumentswillbegraduallyaddedtothisdiagram.Theywillbepresentedinoneofthefollowingcolors:Blue:CreatedonceintheprojectGreen:CreatedonceineverystageOrange:Created/updatedmultipletimesineverystageDarkRed:Created/updatedforeachWorkPackage


Project mandate Date: Document: Project: Pen Project Author: Corporate

Theprojectwillchooseahighqualitypenandgiveoutabout400penstoourexistingclients.ProjectObjectives• Chooseapenthatmeetsspecifications• ChooseapenthatuserswillperceiveasaqualitypenProjectScope:

1. Project Definition

Buildbetterrelationshipswithclientsandreducethelossintherenewalofmaintenancecontractsby50%.• CopyWorld365has4,200maintenancecontracts• Profitof€200percontract=€840k• 5%losseachyearcosts€42,000

2. Reasons

Tobecreated3. Project Product Description

3.Clientlist4.Pensordered

1. Evaluationofpensordered2. Penevaluated TheExecutiveshallbetheCEO

5. Project Management Team

Dotheprojectinternally4. Approach

Theprojectmandatedoesnothavetocontainmuchinformation

Normallyjustthereasons andthenameoftheExecutive.

Project mandate





Processes ò


DailyLog,LessonsLog


Lessons Log

Projectmandate

TheProjectManagerwillfacilitatethegatheringoflessons.Allprojectstakeholdersareinvitedto

providelessonsThisisaPRINCE2principle


Lessons Log Date: Document: Project: Pen Project Author: Project Manager

ID +- Recommendations Seenbefore

DateLogged

Loggedby Priority Stage

1 J Weusedthe businessgiftcompany“BizGifts”lastyearandtheyofferedagoodservice

Yes 12/1 PM 3 2

2 L The timetodelivergiftsalwaysseemstotakelongerthanagreedbymostcompanies(soaddtimebuffer)

Yes 12/1 PM 2 1

3 L Thebusiness giftcompany“Gifts4All”providedapoorserviceforourneighboringcompany.

No 13/1 PM 2 2

4 J ThereisaISOstandardforpens:ISO12757-2 No 13/1 PM 2 SU

5

…

Lessonseenbefore?

+-:(J)Positiveeffectontheproject,(L)negativeeffect,Riskbefore: Hastheriskbeenseenbefore(ifyes,howdidtheprojectdealwithit?)Priority: Importanceforproject– ThePMwillwanttomakesure,theyareusingtheimportantlessonsStage: ThePMcanseewhichlessonshavevalueforthenextstage

ThePMwillfacilitatethegatheringoflessons.Lessonscancomefromusers,TeamManagers,pastprojectLessonsReports,consultants,…

Lessons Log


Daily Log Date: Document: Project: Pen Project Author: Project Manager

ID DateofEntry Description Responsible Target

Date Result

01 06-17 Whenwewerepreparingthelistofpotentialsuppliers, Irealizedthatoneofthemisownedbyanoldfriendofmine(conflictofinterest) ProjectManager 06-17

IbelieveI’mcapable ofevaluatingthesuppliershonestly.I’vealsoinformedtheprojectboardaboutthisconflictofinterest.

02 06-18Asalesmanfrom oneofthepotentialsupplierscametoourofficetodaytomeetme,whileIwasinameeting.HeleftmeagiftandleftthebuildingbeforeIcouldmeethim.Thiscanbeconsideredabribery.

ProjectManager 06-18 Ireturnedthegift andputthesupplierinthecompany’sblacklist.

03 06-22 DanielRoss, who’sresponsibleforthelogo,isaskedtoprepareitsvectorversion,buthedoesn’tseemtoknowhow. ProjectManager 06-23

He’sreplacedbyJulieGates,who’smoreexpertongraphicdesign.We’velosttwodays, buttheactivityhasalotoffloatandwewon’tgetintoanyproblems.

04 06-25ThecommunicationbetweenJulieGatesandthesupplier neededforthedesignofthelogoisnoteffectiveenough.Ittakesalotoftimeforeachversiontobereviewedandthenewversionisreleased.

ProjectManager 06-25JulieGatesisasked tomeetwiththeresponsiblepersoninthesuppliercompanytodiscusstherequirementsofthelogoandtoprepareittogether.

Note: the content of this sample Daily Log belongs to next stages of the project

TheDailyLogisusedtocaptureissuesandrisksintheStartingupaProjectprocessAfterthat,itisusedasa(private)dailyjournalbytheProjectManager

Daily Log





Processes ò


DailyLog,LessonsLog

ProjectBrief

ProjectProductDescription


Project Product Description (part of Project Brief)

Projectmandate

TheProjectProductDescription(highlevelmainproductdescription)defineswhattheprojectmustdeliverinordertogainacceptance.It

usuallydefinesthescope,requirements,qualityexpectations,acceptancecriteria,acceptancemethod,andacceptanceresponsibilities.


Project Product Descriptions Requirements (MoSCoW)

• USB memory stick in pen 3. Could have requirements

Document:

Project Product Description (Workshop)

The Project Manager hosted a workshop to create the Project Product Description. The main workshop goals: 1. Get buy-in from the necessary stakeholders 2. Identify the most important requirements for the pen and prioritize them3. Complete the Project Product Description during the workshop

Requirements Exercise • The PM gave each person post-its and reminded them about the project goals• The PM asked each person to list 10 pen requirements • After this exercise, the PM categorized each requirement and identified the top requirements • The requirements are listed below using the MoSCoW technique

• Write upside down 4. Other (Won’t have for now)

• Quality looking pen• 5 year guarantee • Logo display correctly• Pen easy to write with

• Easy to find refills for the pen• Guarantee no leak pen

Anumberofrequirementshavebeengroupedunder“5yearguarantee”(allpartsworking,colorfading....)

TheacceptancecriteriaandacceptancemethodforeachmusthavewillbedetailedintheProjectProductDescription

1. Must Have Requirements

2. Should have requirements


Project Product Description

Priority

The purpose of the pens will be to provide a constant reminder of our company to most of our clients and reduce the loss of maintenance contracts renewals by 50% in the next 12 months.

1. Pens to evaluate2. Chosen Pen

1. Business Gift Catalogs2. Client list

1. Purpose 3. Derivation

Date: Document: Project: Pen Project Author: Project Manager

PurchasingskillsAccount(Client)management

4. Development skills required

3. Reviewed client list 4. Distributed Pens

QualityExpectationAcceptanceCriteria

ToleranceAcceptancemethod

Responsibilities

MQualitylookingpen1:Lookslikeitcost>€102:LooklikeaprofessionalpenNone1:Confirmthat8of10seevalue>€102:Confirmthat9of10seepenasprofessional1:SusanKelly,2:SusanKelly

PriorityQualityExpectationAcceptanceCriteriaToleranceAcceptancemethodResponsibilities

M5yearguarantee1:5yearguaranteefromsupplier1:± 10%1:Guaranteecertification1:SalesManagerwillacceptguarantee

PriorityQualityExpectationAcceptanceCriteria

ToleranceAcceptancemethod

Responsibilities

MLogodisplaycorrectlyonpen1:Correctsizeonpen2:Logowillnoterasein5yearsofnormaluse1:Size± 10%,2)Logoerase:+100%1:Measurelogoonpenwithruler2:Logo:AskforLogoguarantee1:SusanKelly,AC2:SusanKelly

PriorityQualityExpectationAcceptanceCriteriaToleranceAcceptancemethodResponsibilities

MPeneasytowritewith1:9of10peoplefindpeneasytowritewith1:± 10%1:Providesurveyreport1:SusanKelly

Thisexamplehasoutlinedfourmainrequirementsanddefinedthequalitylevelforeachrequirement.Seethenextslideformoreinformation.

Project Product Description (part of Project Brief)ThisisagoodexampleoftheProjectProductDescription(Main productdescription).Itdoes

nothavetobealargedocument..

2. Composition

Quality


Qualityheading Description

QualityExpectations Whatfeature/requirementdoesthecustomers want(listoneatatime)e.g.Quicksearch

Priority MoSCoW:(Must,Should,Could,Won’t)or1,2,3

AcceptanceCriteria(AC)

AcceptancecriteriastateswhattheCustomeragreestoaccept(mustbemeasurable)AskQuestion:Howcanweprovethatwehavemeetyourexpectations?AskQuestion: Whattestsshouldbedone&whataretheexpectedresults?Note:TheremaybeanumberoftestsforeachQualityexpectation1:E.g.Expectedspeedresultforasimplesearch:<1.5seconds2:E.g.Expectedspeedresultforacombinedsearch:<2seconds

Tolerance Whatisthetolerance(s)foreachAcceptanceCriteria1:± 15%;2:± 10%

Acceptance MethodHowwilleachqualitycriteriabechecked?1:Manualtesting2:Unittestingwithloadtesting

AcceptanceResponsibleListthepersonsnameforeachqualitycriteriaorcomplete qualityexpectation1:FrankKlein2:FrankKlein

ThisslideprovidesinformationaboutthequalitydatarequiredintheProjectProductDescriptionMostProjectManagersfinditverydifficulttounderstandthisfromtheofficialPRINCE2Manual

Introduction to the quality information





Processes ò


DailyLog,LessonsLog

ProjectBrief


ProjectManagementTeamStructure(PMT)


Project Management Team Structure (part of Project Brief)

Projectmandate

OneofthePRINCE2Principlesis“DefinedRolesandResponsibilities”.ThisPMTdocumentisoneofthetoolsusedtorealizethisprinciple,andconsistsof

definedandagreedrolesandresponsibilities.


Project Management Team Structure Date: Document: Project: Pen Project Author: Project Manager

Del

iver

yM

anag

emen

tD

irect

ion

Cor

p..

Senior User Executive Senior Supplier

CorporateorProgrammeManagement

Susan Kelly John King Terry Clinton

Project ManagerRose Carr

CopyWorld365 Employees & Job titles John King: Susan Kelly: Terry Clinton: Rose Carr:

CEO Sales Manager Purchasing & AccountsClient Project Manager

Tailoring comments for the Project Management Team: • The Project Manager will have the roles and responsibilities of Team Manager and Project Support. • The Project Board will have the role of Project Assurance. • The Project Manager, Executive, Senior User, and Senior Supplier will have the change authority role. • The management (Project Manager) and delivery (Team Manager) levels have been merged

TailoringcommentsforthePMT

Project Assurance

Project SupportRose Carr

Thesearetheirnormaljobfunctions

ThesearethePMTrolesfortheproject

Change Authority

Project Management Team Structure (part of Project Brief)





Processes ò


DailyLog,LessonsLog

ProjectBrief


ProjectManagementTeamStructure


outline Business Case (part of Project Brief)

outlineBusinessCase

Projectmandate

TheoutlineBusinessCaseispreparedintheStartingUpaProjectprocess,Itisusedtodetermineifthere’sabusinessjustificationforinitiatingtheproject.ThisdocumentwillbeexpandedintheInitiationStage(asmoreinformationbecomesavailable)to

become BusinessCase.


Outline Business Case

Buildbetterrelationshipwithclientsandreducethelossintherenewalofmaintenancecontractsby50%.CopyWorld365had4,200maintenancecontractswithaprofitof€200percontract=€840,000A5%lossinsteadofa10%losswouldbeagainof€42,000

1. Reasons

• Reducelossofmaintenancecontractsby50%:value€42,000/year• Increasenewmachineordersby5%±1%:16,000/year

2. Expected Benefits

12weeks(3months)4. Timescale

Date: Document: Project: Pen Project Author: Executive

SeeBusinessCase(Initiationstage)6. Investment appraisal

• Pencosts:€9by400pens=€3,600• Otherprojectcosts:€600

5. Costs

ClientsmaynotkeepusingthepeneachdayandthereforewillnotberemindedofCopyWorld365.

7. Major risks

None3. Expected dis-benefits

Outline Business Case (part of Project Brief)

TheoutlineBusinessCasedoesnothavetocontainmuchdataThisinformationwillbeexpandedlaterintotheBusinessCasedocumentin

theInitiationstage.

ItiswrittenbytheExecutivewithnormallysomeassistancefromtheProjectManager





Processes ò


DailyLog,LessonsLog

ProjectBrief




Project Brief

outlineBusinessCase

Projectmandate

TheProjectBriefisusuallyacollectionofalltheinformationgatheredduringtheSUprocess.ThisinformationbeexpandedtobecometheProjectInitiation

Documentation(PID)intheInitiationStage.


Project Brief

Theprojectwillchooseaqualitypenandgiveout±400penstoourclients.ProjectObjectives• Chooseaqualitythatmeetsspecifications• ChooseapenthatuserswillperceiveasaqualitypenProjectScope:

1. Project DefinitionReasons:Buildabetterrelationshipwithclientsandreducethelossintherenewalofmaintenancecontractsby50%.CopyWorld365had4,200maintenancecontractswithaprofitof€200percontract=€840k5%losseachyearcosts€42,000ExpectedBenefits• Reducelossofmaintenancecontractsby50%:€42,000(eachyear)• Increasenewmachineordersby2%:€16,200(eachyear)Risks• Clientsmaynotkeepusingthepeneachday.Costs• Pencosts:€9by400pens=€3,600• Otherprojectcosts:€600

2. Outline Business Case

Attached:ProjectProductDescription(PPD)3. Project Product Description


Constraintsandassumptions• PossibletofindapeninthecataloguesprovidedProjectTolerances1. Time: 3months+30%2. Cost:€9forapen:Estimate€4,200fortheproject+- 10%3. Quality:Pensmustmeetqualityrequirements

Attached:ProjectManagementTeam(PMT)5. Project Management Team

Thecompanywillchooseapenthatmeetstherequirementsfromanexistingbusinessgiftcompany.Projectwillberuninternally.

4. Approach ThisprojectusestherolesdescriptionasdefinedbyPRINCE2- Link totheRolesDescriptionsdocument

6. Role Descriptions

Project Brief

TheProjectProductDescriptionandthePMT arenotdisplayedhere(attached)butarepartofProjectBriefThisisagoodexampleoftheProjectBrief.Itdoesnothaveto

bealargedocument.

TheoutlineBusinessCasehasbeenslightlyupdated.

3.Clientlist4.Pensordered

1. Evaluationpensordered2. Penevaluated





Processes ò


DailyLog,LessonsLog

ProjectBrief




Initiation Stage Plan

OutlineBusinessCase

InitiationStagePlan

Projectmandate

Thisplan- IsthefirstplantobecreatedinaPRINCE2project- isusedbytheProjectManagertoexecutetheInitiationStage.- showswhatwillbeproducedandwhen- documentsthecostoftheInitiationStage



ThisistheplanfortheInitiationStageofthePenProject1. Plan description

SalesManagerisavailablefortheprojectTenpersonswillbeavailabletoevaluatethepensAbusinessgiftcompanywillprovidethepenstoevaluate.Internalresourceswillnotbechargedtotheproject

2. Assumptions - Dependencies Attached:ProjectProductDescription7. Products Description(s)


Allowbuffertimefordeliveryofpens(LessonsLog)InvestigatetheISOstandardforpens:ISO12757-2

3. Lessons incorporated

ThePMwillusethestandardPRINCE2documentsAhighlightreportwillbesentattheendofweektotheProjectBoardAnExceptionreportwillbeusedifastageforecastedtogooutoftolerance

4. Monitoring & Control

Initiationstagebudget:€200(internalpeopletimeisnotcharged)RiskBudget:€0,ChangeBudget:€0

5. Budgets

Time:± 50%:Cost:± 50%:Scope:0%6. Tolerances

8. Schedule

4th 5th 6th 7th 8th 11th 12th 13th 14th 15thDeliverables- March

Approachdocuments

PBS(WBS)

Product Descriptions

Risk&Issues

Project Plan

BenefitsMgmtApproach

BusinessCase

PID

Next StagePlan

6 hrs

8 hrs

1 hrs

4 hrs

2 hrs

2 hrs

4 hrs

3 hrs

2 hrs


Thisexamplehasmergedassumptionsanddependencies

Thisisasimpleexampleoftheschedule.Note:thefocusisontheproductscreatedandnottheactivities


Stage 1Initiation (Planning)

Thepre-projectactivitiesarenowcompleteandtheProjectBoardmaygivepermissionfortheInitiationStagetobegin

Approx.80%oftheworkinthisstageisfocusedonplanning(productbreakdown,requirements,productdescriptions,estimating,scheduling)





Processes ò


DailyLog,LessonsLog

ProjectBrief




Communication Management Approach (part of PID)

OutlineBusinessCase

InitiationStagePlan

RiskRegister,QualityRegister,IssueRegister

ProjectInitiationDocumentationFourApproachDocs

Projectmandate

TheCommunicationManagementApproachdocument:- providesaguidelineonhowcommunicationshouldbedone

ThissampleprojectjustgivesanexampleoftheCommunicationManagementApproachastheothersdonotchangeverymuchfromthetemplatesprovided.

Therearefourapproachdocuments,theseareguidelinesfortheproject.NormallytheProjectManagerwilljustcopyintheseapproachdocumentsfromastheyarestandardineachcompany.Thereare1) TheCommunicationManagementApproach2) TheRiskManagementApproach3) TheQualityManagementApproach4) TheChangeControlApproach


Communication Management Approach

ThePMandProjectBoardwillmeeteachtwoweeksThePMandProjectBoardwillmeetattheendofeachstage

5. Timing of communication activities


7. Roles & Responsibilities

8. Scales: Priority & Severity

Thefollowingdocumentswillbeusedforinternalcommunication- HighlightReport,EndStageReport,EndProjectReport,IssueReports,LessonsReport,ProjectDescriptionsandregisters

4. Records

6. Reports / Stakeholder Matrix

HighlightReportReportName Timing Recipients

Weekly ProjectBoardEndStageReport Endofstage ProjectBoardEndProjectReport Endofproject ProjectBoardIssueReport Anytime PM/ProjectBoardElectronicNewsletter Once Clients

ProjectBoard InformtherestofthemanagementteamProjectManager Allinternalcommunication(projectteam)

CreatetherequiredPRINCE2documentsSeniorUser Communicatewithclients

Priority UseMoSCoW(Must,Should,Could,Wont..)Severitylevels 1=ProjectManager,2=ProjectBoard

9. Stakeholder Analysis

Mostoftheeffortwillgointorecognizingthestakeholders,decidingthedesiredrelationshipandhowtocommunicateduringtheproject.

Communication Management Approach (part of PID)

ThePMisresponsibleforallinternalprojectcommunicationandwillreporteachweektotheProjectBoardusingaHighlightReport.OtherPRINCE2documentsandreportswillalsobeusedasexpected.TheSalesManagerisresponsibleforallexternalcommunication

Thisdocumentdescribeshowcommunicationwillbedoneduringtheproject:Itisbasedonthestandardapproachdocument.

1. Introduction

ThePMisresponsibleforallinternalprojectcommunicationandwillreporteachweektotheProjectBoardusingaHighlightReport.OtherPRINCE2documentsandreportswillalsobeusedasexpected.TheSalesManagerisresponsibleforallexternalcommunication

2. Communication Procedure

• ThePMwillusetheintranetportalsiteforallinternalcommunicationandprojectdocumentation.

• TheSalesManagerwilluseanelectronicnewsletterandsitevisitstocommunicatewithclients.

3. Tools and techniques


Risk Management Approach

Thisdocumentdescribeshowriskmanagementwillbedoneduringtheproject:Itisbasedonthestandardapproachdocument.

1. Introduction

Theprocedureshouldcoveractivitiessuchas:Identify,Assess,Plan,ImplementandCommunicate.ThePMwillberesponsibleforcarryingoutthisriskmanagementprocedureandforkeepingtheriskdocumentsuptodateandwilltakecorporatepolicyintoaccount.

2. Risk Management Procedure


6. Risk Categories Used: PESTLE

• ThePMwillusethestandardriskregistertotrackallrisksandthisriskregisterisbasedonthecorporatelayout.

• ThePMwillalsocommunicatehighlevelrisksinthebusinesscaseandthehighlightreporttotheprojectboard.

3. Tools and techniques

Communicatewithclients

10. Risk Tolerances

Risk Management Approach (part of PID)

Risksshouldbeescalatedifanyriskputmorethan30%oftheexpectedbenefitsoftheprojectinquestion.ThePMwillspendabout1to2hourseachweekonriskmanagement

Theexecutivemustreviewrisksforeachstagedecisionandhighlightreport.

5. Timing of risk management activities

Thefollowingdocumentswillbeusedforriskmanagement:- Riskregister,businesscase,highlightreport

4. Records

8. Roles & Responsibilities

7. Scales

ProjectBoard InformaboutnewandexistingrisksProjectManager Gatherriskinformationfortheproject

RiskmanagementprocedureExecutive

Verylow <€50Low <€100Medium <€250High <€500Veryhigh >€500

Thefollowingscalewillbeused:

11. Risk Budget: A risk budget will be established

9. Risk response categoriesThreat:Avoid,reduce,transfer,share,accept,contingentplansOpportunity:Exploit,enhance,transfer,share,accept,contingentplans

12. Proximity: Not used





Processes ò


DailyLog,LessonsLog

ProjectBrief




Product Breakdown Structure (part of the next Stage Plan)

OutlineBusinessCase

InitiationStagePlan


NextStagePlanPBS

Projectmandate

ProductBreakdownStructure(PBS)Normally,thefirststepaftertheapproachdocumentsistobreakdownthe

mainproductintosub-products,togetabetterideaofwhatneedstobedone.

TheProjectManagerwillfacilitatethisprocessandtheycanuseabreakdowndiagram,indentedlistormind-maptodothis.



PBS for Stage 2 (hierarchy chart)

1. Hierarchy presentation of PBS


PenProject

Supplier EvaluationPens InternalEvaluation Distribution FinalPens

Listofpotentialsuppliers

Shortlistofpotentialsuppliers

Selectedsupplier

Catalogofpens

Shortlistofpenstobeevaluated

Purchaseorderforevaluationpens

Samplepensforevaluation

Listofevaluators

Evaluationforms

Evaluationandfilledinforms

Evaluationreport

Listofclients

Listofsalespeople

Salespeopledelivered

requirements

logo

Purchaseorderforthefinalizedpen

Receivedpens

GroupofproductsProductsExternalproducts

Legend:


ThisisanexampleofanPBS hierarchydiagram.Level1:PenProjectLevel2:5groupsofproductsLevel3:Listalltheproductsineachgroup

TheProjectManagercancreatethiskindadiagramusingPost-ItswithhelpfromTeamMembers,


Inthismind-map,therearethesame5groupsofproductse.g.Supplier

- Supplierisagroupofproducts- Supplierhasthreesub-products- Eachsub-productcanbedescribedusingaProductDescription

PBS for Stage 2 (Mindmap)

1. Mindmap presentation of PBS


Legend


1

2

3

4

5

SomeProjectManagersprefertouseMind-Maps.ThisisthesameinformationatthelastslidebutinMind-Mapformat.





Processes ò


DailyLog,LessonsLog

ProjectBrief




Product Description(s) (part of PID)

OutlineBusinessCase

InitiationStagePlan



ProductDescriptions(s)

Projectmandate

AProductDescriptioncanbecreatedforeachproductidentifiedintheProductBreakdownStructure(PBS)

NextStagePlanPBS


Product Description: List of Clients

Listofallexistingclientsthatwillreceiveapen

Customerknowledge

1. Identifier: PEN03.2

3. Purpose

6. Development skills required

1. Contractvaluemustbethecurrentcontractvalue2. Contactnamemustbethedecisionmakerormaininfluencer

7. Quality Criteria


2. Title: Client List

• Contactpersonandcompanynames• Currentcontractvalueforeachcompany• ContactpersonatCopyWorld365

4. Composition

• Existingclientlist• Clientcontract

5. Derivation (Source)

1 Contractknowledge2

Criteria SkillsRequiredMethodReviewReview

ToleranceNoneNone Contractknowledge

Gerry Malone Sales Manager

TheProductDescriptionalsoincludesthequalitycriteria,howtheproductwillbetested(method),tolerance,skillsfortesterand

qualityreviewer.

ThisisanexampleofaProductDescriptionandtheobjectiveistodescribetheexpecteddeliveredproduct.

Product Description: Client List

Identifythecomponentsthatmakeuptheproduct

Whatisusedtocreatethisproduct(source)?

Producer: Reviewer ApproverCFO





Processes ò


DailyLog,LessonsLog

ProjectBrief




Risk Register

OutlineBusinessCase

InitiationStagePlan

RiskRegister,QualityRegister,IssueRegisterProjectmandate

NextStagePlanPBS



TheProjectManagerwillfacilitatethegatheringofrisks- Runworkshopsandinviteusersandsuppliers- Reviewoldlessonreports,RiskRegistersandIssueRegisters

RiskscanalsobeidentifiedforeachproductlistedinthePBS


Risk Register Date: Document: Project: Pen Project Author: Project Manager

ID RiskAuthor

DateRegister

RiskCategory RiskDescription Probability

xImpact Proximity ResponseCategory Status Risk

OwnerRisk

Actionee

1 PSmith 6/3/13 OrderingAriskthatpens willbedelivered2-4weekslaterwhichwillimpactthetimeoftheproject €550 Stage2 Reduce Active PSmith JBell

2 S. Kelly 7/3/13 ProductUsers maynotlikethepensandthereforenotkeepusingthemwhichresultin90%- 100%reductioninbenefits

€8,760 Year1 Reduce Active S. Kelly RClark

3 S. Kelly 9/3/13 ProductSomesalespeople maynotdistributethepensasintended,thereforethebenefitswillnotberealizedfortheseusers

€5,600 Year1 Reduce Active S. Kelly S.Kelly

ProjectName PenProject Risk/Impact

ProjectNo 008 HighRisk>€7,500

ProjectManager RoseCarr Medium>€1000

ProjectExecutive JohnKing LowRisk< €1000

The response text is not included in this example The likelihood that majority of users will not like pen: 15%The Impact if almost all users don’t like pen: €58,400The Probability * Impact = 20% * €58,400 = €8,760

Example: How to calculate Probability * Impact

Risk Register

Amountsarerelatedtothevalueoftheexpectedbenefits(SeetheBenefitsManagementApproach)Theexpectedgainis:€58,400

Thisisarathersimpleproject,sotherearenotmanyrisks.

Newriskswillcontinuetobeidentifiedasweplanandexecutetheproject





Processes ò


DailyLog,LessonsLog

ProjectBrief




Benefits Management Approach

OutlineBusinessCase

InitiationStagePlan

BenefitsManagementApproach

Projectmandate

TheBenefitsManagementApproachisa plantoreview theexpectedbenefits.Benefitscanbereviewedineachstageboundaryandafter

theprojecthasbeencompleted.

NextStagePlanPBS





Thisdocumentdescribeswhatbenefitsaretobemeasured,howandwhentheywillbemeasured,andthepersonsneededtocarryoutthosemeasurements.Thisplanliststheactivitiestocheckifthebenefitshavebeenrealized

1. Introduction

Accountable Benefit1. SusanKelly:Reducelossofmaintenancecontractsby50%2. SusanKelly:Increasenewmachineordersby5%

4. Accountable for Benefits


6months:afterprojectiscomplete- Checkiflossofordersisreducedby50%forprevious6months- Checkifincreaseinmachineordersis5%forprevious6months

1year:afterprojectiscomplete- Checkiflossofordersisreducedby50%forprevious12months- Checkifincreaseinmachineordersis5%forprevious12months

6. Plan to Review after project

1. Reducelossofmaintenancecontractsby50%:€42,0002. Increasenewmachineordersby5%eachyear:€16,200

2. Benefits

1. Showproofthatthelossofmaintenancecontractsarereducedby50%2. Showproofthatmachineordershaveincreasedby5%

5. What to Review

1. Currentlossofmaintenancecontractsis10%(420contracts)• Valueof10%lossis:€84,000

2. Newmachineorderstodaywillhaveaprofitvalueof€320,000

3. Baseline measurements


ThePMwillasktheSeniorUser(SusanKelly)1. Whataretheexpectedbenefits?2. Whendoyouexpecttogetthesebenefits?3. Howtomeasurethesebenefits?





Processes ò


DailyLog,LessonsLog

ProjectBrief




Project Controls (part of PID)

OutlineBusinessCase

InitiationStagePlan





ProjectControls

Projectmandate

NextStagePlanPBS

ThisProjectControlsdocumentdefinesthelevelandtypesofcontrolbytheProjectBoardandtheProjectManager


Project Controls

Costisassessedforthewholeprojectandeachstage.Cost =PlannedCostvForecastedcost.Thiscostparameterwillbecomparedtothetolerancessetforthewholeprojectorastage.Timeisassessedforthewholeprojectandeachstage:Time=Forecastedduration/Plannedduration.Thistimeparameterwillbecomparedtothetolerancesforthewholeprojectorastage.

Theprojectwillbemanagedinthreestages:• Stage1– Initiatingtheproject(Planning)• Stage2– Preparingeverythingtostartevaluatingsamplepens,including

preparingrequirements,selectingthesupplier,selectingandbuyingsamplepens,preparingevaluationforms,andselectingevaluators

• Stage3– Preparingthefinalpens,includingtheevaluationofsamplepens,selecting,buying,receivingfromsupplier,andpreparingthelistofthesalespeopletodistributethem,andclientswhoaresupposedtoreceivethem.

1. Management Stages

Communicationswillbeconductedbasedonthecommunicationsmanagementapproach.

2. Communications

IssuesandriskswillbesubmittedintheIssueRegisterandRiskRegisterbytheProjectManager,andwillbehandledasdescribedintheRiskManagementApproachandChangeControlApproach

3. Controlling Issues and Risks


• Time:15% Escalateifforecastedtimeincreasesmorethan15%• Cost:20% Escalateifforecastedcostincreasesmorethan20%• Quality: Qualitydefinedinprojectproductdescription• Scope: EachproductisprioritizedusingMoSCoW• Benefits:20% Escalateifexpectedbenefitsdropby20%ormore• Risk:>€7000 Escalateittheriskhasanimpactof€7000ormore

Theaboveprojectmanagementtolerancesaresetforissues,projectplan,andstageplans.TheProjectBoardwillbenotifiedwhenanyofthetolerancesareforecastedtobeexceeded.

RiskandIssuereportswilldocumenthowissuesandriskseffecttheprojectandtheimpactofthesixprojectvariables.

5. Escalation and delegation

4. Assessments

Thisshowshowwe’regoingtomanagebyexception.

We’vehavedefinedsomecustomizedassessmentstobeusedthroughouttheproject.SomecompaniescalltheseKPI’s

Project Controls (part of PID)





Processes ò


DailyLog,LessonsLog

ProjectBrief




Project Plan (part of PID)

OutlineBusinessCase

InitiationStagePlan





ProjectControls

ProjectPlan

Projectmandate

NextStagePlanPBS

TheProjectPlanisahigh-levelplanforthewholeproject.Itisthebasisforthemeasurementofthewholeproject

andthesourceforcreatingdetailedstageplans.


Project Plan (Part 1)

Thisisthehigh-levelplanforthewholeproject.1. Plan description

Attached:ProjectProductDescription7. Products Description(s)


Time:±30%|Cost:±40%|Scope:MoSCoW6. Tolerances

8. ScheduleAttached:Scheduleforstageplan1

9. Product Breakdown StructureAschedulesisapartofaplan

Thisisonlyahigh-levelPBSintheProjectPlan,therewillbemoredetailintheStagePlans.


SalesManagerandCEOwillprovidethenecessarytimefortheproject.Resourcesareavailablefortheevaluation.Pensshouldarriveontime.Evaluatorswillfillintheformsintimeandprecisely.Thesupplierwillpreparethepensinanappropriatetime.Internalresourceswillnotbechargetotheproject.

2. Prerequisites, Assumptions, and external dependencies

Allowbuffertimefordeliveryofpens3. Lessons incorporated

ThePMwillusethestandardPRINCE2documentsforreportingAHighlightReportwillbesenteachweektotheProjectBoardAnExceptionReportwillbeusedifforecastedtogooutoftolerance


Projectbudget:€3,840(internalpeopletimeisnotcharged)RiskBudget:€0,0days|ChangeBudget:€480.TimeBudget:45days(duration)

5. Budgets

Howmuchtimeandmoneydowehaveforthewholeproject?Howmuchtoleranceisacceptable?


Project Plan (part 2) Schedule

1. Activity bar chart

2. Resources


Thisisthehigh-levelscheduleforthewholeproject;partoftheProjectPlan.Thiscanbeusedtocreatetimephasedinformationsuchasresourceallocationsandcashflows.

Wecanalsopreparealistoftheresourcesneededfortheplan.It’sbesttoprepareitasatimephasedtable,extractedfromtheschedule.






Processes ò


DailyLog,LessonsLog

ProjectBrief




Business Case (part of PID)

OutlineBusinessCase

InitiationStagePlan





ProjectControls

ProjectPlan

BusinessCase

Projectmandate

NextStagePlanPBS

Nowthatwehaveallthedetailedinformationontimeandcosts,it’stimetocreatetheBusinessCase.NormallytimeandcostsestimateswillchangefromwhatwasforecastedintheoutlineBusinessCase.


Business Case

GiveoutaqualitypentoclientstoincreasecontractsrenewalsMainBenefits• Reducelossofmaintenancecontractsby50%:value€42,000• Increasenewmachineordersby5%:€16,000ReturnonInvestment:Cost=€4,800vsGain=€42,200

1. Executive summary

Option1:Donothing:Continuelosingcontracts:loose€84,000Option2:Offeracalendar:

• Value:notperceivedasaqualityitemOption3:Offerpenthatclientswillcontinuetouse:

• Value:Contactswillkeepusingthepens• Believethiswillhavetheeffecttoreducelossincontracts

3. Business options

• Reducelossofmaintenancecontractsby50%±15%:€42,000/year• Increasenewmachineordersby5%±1%:€16,000/year

4. Expected benefits


• Projectstart:March5th,ProjectEnd:May31st (12weeks)• Measurebenefitson28/12/2016and31/05/2017

6. Timescales

• Thereisriskthatwecanchoosethewrongpenwhichthemajorityclientswillnotkeepusing.

9. Major risks

Buildabetterrelationshipwithclientsandreducethelossintherenewalofmaintenancecontractsfrom10%to5%.CopyWorld365has4,200maintenancecontractswithanaverageprofitof€200percontract=€840,000.A10%lossincontractsisalossof€84,000

2. Reasons

• None5. Expected dis-benefits

• Pencosts:€10by400pens=€4,000• Otherprojectcosts:€800

7. Costs

• Projectcost: €4,800• Expectedgain:€42,000• Time: 1year• ROI: 875%

8. Investment appraisal

We’reundertakingthisprojectbecauseitsexpectedbenefitsarehigherthanitscosts.

Business Case (part of PID)

TheBusinessCaseisanupdated(refined)versionofoutlineBusinessCase(withalotmoredetails)





Processes ò


DailyLog,LessonsLog

ProjectBrief




Tailoring of PRINCE2 (part of PID)

OutlineBusinessCase

InitiationStagePlan





ProjectControls

ProjectPlan

BusinessCase

Tailoring

Projectmandate

NextStagePlanPBS

TheseventhPRINCE2principleis:Tailortosuittheprojectenvironment.Onegoodruletofollowistojustdoenoughtoruntheprojectcorrectly.Soyoudon’tneedtocreateeachmanagementdocumentindetail.

Asthisisasampleproject,wewanttoshoweachPRINCE2managementdocumentwithasmuchdetailaspossible.


Tailoring of PRINCE2 Date: Document: Project: Pen Project Author: Project Manager

Ourobjectivehereistoapplythesimplestpossible- yetfull- formofPRINCE2soyoucanviewthemajorityof

PRINCE2documentsandgetabetterideaofhowatypicalmidsizeprojectworksandseethatallthePRINCE2

principlesareapplied.

Tailoring of PRINCE2 (part of PID)

Asmallprojectlikethiswouldusuallybetailoreddifferently,itwouldcontainabout80%lessofthe

documentationshown.

AllPRINCE2principleswillbefullyappliedintheproject.1. Adapting the Principles

ThedefaultPRINCE2terminologywillbeusedintheproject,exceptfortheProjectBrief,whichmayalsobecalled“projectcharter”insomedocumentsorverbalcommunications;theywillbothaddressthesamemanagementproduct.

3. Adapting the Terms

Themanagementproductswillbekeptseparated(eachinasingledocument).WewouldnotuseformalanddocumentedWorkPackages.CheckpointReportswillbeverbal(notwritten).

4. Adapting the Management Products

Theruletofollowistokeepitassimpleaspossible.Risk:Askyourself“WhatistheminimumthatIcandomanageRisk?”Plans:Askyourself“WhatistheminimumthatIcandotoplantheproject?”Askthesamequestionforallthemes.

2. Adapting the Themes

AllPRINCE2processeswillbekeptseparatedandwillbehandledformally.5. Adapting the Processes

• TheProjectAssuranceandChangeAuthorityroleswillbemergedintotheProjectBoard.

• TheProjectSupportrolewillbehandledbytheProjectManager.• TheProjectManagerwillalsohavetheroleofProjectSupport.• TheProjectManagerwillcommunicatedirectlywiththeteammembers,so

thereisnoneedforaTeamManager.

6. Adapting the Roles

It’scommonforsmallprojectstohandletheSUprocessinformally,ortocombineitwithIPprocess;





Processes ò


DailyLog,LessonsLog

ProjectBrief




Project Initiation Documentation (PID)

OutlineBusinessCase

InitiationStagePlan





ProjectControls

ProjectPlan

BusinessCase

Tailoring

Projectmandate

NextStagePlanPBS

ThePID isacollectionofanumberofdocuments,itdefinesthewholeprojectandprovidesabasisforitsmanagement(itactsasacontractbetweentheProjectBoardandtheProjectManager)


Project Initiation Documentation Date: Document: Project: Pen Project Author: Project Manager

Theprojectwillchooseaqualitypenandgiveoutabout400penstoourclients.ProjectObjectives:• Chooseaqualitythatmeetsspecifications• Chooseapenthatuserswillperceiveasaqualitypen

ProjectScope:1.Chooseapen3.Promotionalpencatalogues2.Salespeoplelist4.Listofclientsthatwillreceiveapen

Constraintsandassumptions:• Possibletofindapeninthecataloguesprovided

ProjectTolerances:1. Time:3months+30%2. Cost:€7forapen:Estimate€3400fortheproject+- 10%3. Quality:Pensmustmeetqualityrequirements

1. Project Definition

Thecompanywillchooseapenthatmeetstherequirementsfromanexistingbusinessgiftcompany.Projectwillberuninternally.

2. Project Approach

Attached:BusinessCasedocument3. Business Case

Attached:ProjectManagementTeamStructuredocument4. Project Management Team Structure

ThisprojectusestherolesdescriptionasdefinedbyPRINCE2- Link totheRolesDescriptionsdocument

5. Role Descriptions

Attached:QualityManagementApproachdocument6. Quality Management Approach

Attached:ChangeControlApproachdoc7. Change Control Approach

Attached:RiskManagementApproachdocument8. Risk Management Approach

Attached:CommunicationManagementApproach document9. Communication Management Approach

Attached:ProjectPlandocument10. Project Plan

Attached:ProjectControlsdocument11. Project Controls

Attached:TailoringofPRINCE2document12. Tailoring of PRINCE2

Thisismostlyanassemblyofotherdocuments,soweonlyhavereferencestootherdocumentsratherthanembeddingtheinformationhere.

Project Initiation Documentation (PID)


Stage BoundaryThisistheStageBoundaryprocessanditstartstowardstheendof

thecurrentstage.





Processes ò


DailyLog,LessonsLog

ProjectBrief




Dependencies Diagram (part of the next Stage Plan)

OutlineBusinessCase

InitiationStagePlan





ProjectControls

ProjectPlan

BusinessCase

TailoringTailoring

NextStagePlanPBS

Dependencies

Projectmandate

NextStagePlan:

Thisprovidesthedependenciesbetweenprojectelementswhichwilllaterturnintoaschedule.InPRINCE2,thedependencydiagramiscalledtheProductFlowDiagram.


Dependencies Diagram

1. Dependencies Diagram



Shortlistofqualifiedsuppliers

SelectedSupplier

Catalogofpens


Purchaseorderofpenstobeevaluated


Listofevaluators

Evaluationform

Evaluationandfilledinforms Evaluationreport

Listofclients

Listofsalespeople


Requirements Logo

Purchaseorderofthefinalizedpen Receivedpens

Stage1 Stage2

Legend:

Dependenciescanbeprovidedwithanetworkdiagram(suchasthis),atable,etc.


Product Flow Diagram

Authornote:IprefertouseanormalGanttcharttodothis.Youcanlistalltheproducts(oneineachrow)andthenshowthedependenciesbetweenthem.





Processes ò


DailyLog,LessonsLog

ProjectBrief




Schedule (part of the next Stage Plan)

OutlineBusinessCase

InitiationStagePlan





ProjectControls

ProjectPlan

BusinessCase

TailoringTailoring

NextStagePlanPBS

Dependencies

Schedule

Projectmandate

Nowit’stimetoschedulethenextstageindetail(comparedtotheProjectplan)


Schedule for Stage 2 Plan1. Product Schedule


Note: durations shown for the groups of products are based on a rollup of products on all stages, rather than this specific stage.

Wecanuseaprojectplanningsoftwareforschedulingtheproject.






Processes ò


DailyLog,LessonsLog

ProjectBrief




Next Stage Plan

OutlineBusinessCase

InitiationStagePlan





ProjectControls

ProjectPlan

BusinessCase

TailoringTailoring

NextStagePlanPBS

Dependencies

Schedule

Projectmandate

The“schedule”isjustpartoftheplan.WealsoneedmoreinformationforanextStagePlan.


Plan for Stage 2 (description) Date: Document: Project: Pen Project Author: Project Manager

Next Stage Plan

Thisistheplanforstage2,duringwhichwewillprepareeverythingforandconductevaluationofthesamplepens.

1. Plan description

Resourcesneededforevaluationareavailable,potentialsellerswillrespondquicklyandsamplepensaredeliveredontime.Internalrecourseswillnotbechargedtotheproject.


BizGiftscompanyoffersagoodserviceGifts4Allprovidesapoorservice


ThePMwillusethestandardPRINCE2documentsAHighlightReportwillbesenteachweektotheProjectBoardAnExceptionReportwillbeusedifforecastedtogooutoftolerance


Stagebudget:€640(internalpeople’stimeisnotcharged)Time:10daysRiskBudget:€0,0days|ChangeBudget:€80

5. Budgets

Time:±20%|Cost:±40%|Scope:±0%6. Tolerances

8. ScheduleAttached:ScheduleforStagePlan2

9. Resources

2. Prerequisites, Assumptions, and external dependencies

Budgets(timeandmoney)andtolerancesofeachstagearedeterminedseparately;however,theyshouldalwaysbeconsistentwiththebudgetand

tolerancesofthewholeproject(ProjectPlan).

TheEndStageReportandtheLessonsReportcanalsobesubmittedwiththenextStagePlan


Stage 2ThefirststagetheInitiatingStage (mainfocusisonplanning).Inthisproject,projectexecutionstartsfromthesecondstagecontinuestothethird(last)stage.

Fromnowon,we’llexecutetheproject,monitorandcontrolit,revisetheplans,andpreparenewplansinthestageboundaries.





Processes ò


DailyLog,LessonsLog

ProjectBrief




Work Package

OutlineBusinessCase

InitiationStagePlan





ProjectControls

ProjectPlan

BusinessCase

TailoringTailoring

NextStagePlanPBS

Dependencies

Schedule

WorkPackage

Projectmandate

AWorkPackagecontainsoneormoreproductdescriptionsfromtheStagePlan andotherinformation(e.g.tolerances,frequencyofreports)


Work Package #1

2016-06-291. Date

ITDepartment2. Authorized body

Theprojectwillnotpayforinternalresources,includingtheresourcesworkingonthisWP.TheoriginaldurationforthisWPistwodays;however,wearebehindscheduleandwouldbeabletorecoverifit’sdoneinoneday.

5. Joint agreement


Ansimpleevaluationformshouldbedesignedthatcoverseverythingmentionedintherequirementsdocumentandeasyfortheevaluatorstofillin.

3. Description

Sincethedataistobecollectedinaspreadsheet,theevaluationformsshouldbemadeeasytouse.

4. Techniques

TheSeniorUserwillansweranswerquestionsabouttherequirements.5. Interfaces

Time:0%|Cost:0%|Scope:0%|6. Tolerances

None7. Constraints

AllreportsonthisWPwillbeverbalandnone-official,atleasttwiceaday.8. Reporting arrangement

AnyproblemwhichhasaneffectonthetimeshouldbeimmediatelyescalatedtotheProjectManager.

9. Problem handling and escalation

TheSeniorUserwillapprovethisform,basedonhowwellitcoversthefactorsstatedintherequirementsdocument.

Acleardefinitionofthedeliverabletobedelivered.

ToaccepttheWorkPackage

Thewaywe’regoingtomanagebyexception.

Work Package (WP)

10. Approval method





Processes ò


DailyLog,LessonsLog

ProjectBrief




Issue Register

OutlineBusinessCase

InitiationStagePlan





ProjectControls

ProjectPlan

BusinessCase

TailoringTailoring

NextStagePlanPBS

Dependencies

Schedule

WorkPackage

Projectmandate

Weshoulddocumentandfollowuponimportantissuesduringthecompleteproject.

ManyProjectManagersdon’tmaketimeforthiswhichisabigmistake.


Issue Register Date: Document: Project: Pen Project Author: Project Manager

ID Description Type DateRaised

RaisedBy

ReportAuthor Priority Severity Status Closure

Date

01 Selected suppliersentthenewcatalogthreedayslaterthanexpected

Problem/concern

Jun29,2016 RoseCarr Rose

Carr High Level 2Open

(last updatedJun30,2016)

Data Date: Jun 30, 2016

Wehaveonlyoneissueuptonow.Duringtheproject,newissueswillarise,beclosed,escalated,….LessimportantissuewillbedocumentedintheDailyLog

Weshouldalwaystrytocloseanyopenissuesassoonaspossibleandifpossible.

Issue Register





Processes ò


DailyLog,LessonsLog

ProjectBrief




Issue Report

OutlineBusinessCase

InitiationStagePlan





ProjectControls

ProjectPlan

BusinessCase

TailoringTailoring

NextStagePlanPBS

Dependencies

Schedule

WorkPackage

IssueReport

Projectmandate

IssueReports areonlycreatedwhenweneedtohandleanissueformally.EachlineintheIssueRegistermayhaveit’sownIssueReportoranIssueReportcanalsodocumentanumberofrelatedissues


Issue Report for ID-01 Date: Document: Project: Pen Project Author: Project Manager


RaisedBy

ReportAuthor Priority Severity

01 Selected suppliersentthenewcatalogthreedayslaterthanexpected

Problem/concern Jun29,2016 RoseCarr RoseCarr High Level 2

Date: Jun 30, 2016

Time:Thethreedaydelayonreceivingthenewcatalogfromthesuppliermakesthewholeprojectlate.Risk:Giventhatwehadsomeproblemsarrangingtohaveaccesstoresourcesforthefutureactivities,thisdelaymightcauseproblemsinresourceavailabilitiesinfuturetoo.It’simportanttorecoverthistimeassoonaspossibleandgetbackontrack.Benefits:Thebenefitsfromtheprojectwillbedelayediftheprojectisdelayed.

1. Impact Analysis

Twofutureactivitiesforpreparingtheevaluationformsandpreparingthelistofevaluatorscanbedonebyusingmoreresources.ThebestoptionforextraresourcesistheITDepartment;theyarecapableofhelpingusexecutingthesetwoactivitiesfaster.

1. Recommendation

Accept1. Decision

SeniorSupplier,TerryClinton1. Approved by

Jul1,20161. Decision date

Jul1,20161. Closure date

ThisinstanceoftheIssueReportshowstheissueafteritsclosure.TheIssueReportmighthavebeeninitiallycreatedassoonastheissueiscaptured.

Issue Report

Lookattheimpactontheproject,soconsidertheimpactonTime,Cost,Quality,Scope,BenefitandRisk.

Approved,sotheissuecanbeclosed.





Processes ò


DailyLog,LessonsLog

ProjectBrief




Issue Register

OutlineBusinessCase

InitiationStagePlan





ProjectControls

ProjectPlan

BusinessCase

TailoringTailoring

NextStagePlanPBS

Dependencies

Schedule

WorkPackage

IssueReport

Projectmandate

Allregisters,includingtheIssueRegister,aremaintainedcontinuously.Itiscreatedduringtheinitiationstage.


Issue Register Date: Document: Project: Pen Project Author: Project Manager


RaisedBy

ReportAuthor Priority Severity Status Closure

Date

01 Selected suppliersentthecatalogthreedayslaterthanexpected

Problem/concern Jun29,2016 RoseCarr RoseCarr High Level 2 Closed Jul 1,

2016

02 Fiveevaluatorsdidnotreturntheformsintime

Problem/concern Jul18,2016 RoseCarr RoseCarr High Level2

Open(last updatedJun30,2016)

03 Evaluationformsoffourevaluatorsdonotseemprecise

Off-specification Jul18,2016 RoseCarr RoseCarr High Level0

Open(last updatedJun30,2016)

Data Date: Jul 19, 2016

Thefirstissueisnowclosedandtwonewissueshavebeencaptured.

Issue Register





Processes ò


DailyLog,LessonsLog

ProjectBrief




Highlight Report

OutlineBusinessCase

InitiationStagePlan





ProjectControls

ProjectPlan

BusinessCase

TailoringTailoring

NextStagePlanPBS

Dependencies

Schedule

WorkPackage

IssueReport

HighlightReport

Projectmandate

TheProjectManagerusesaHighlightReporttoinformtheProjectBoard(andpossiblyotherstakeholders)oftheperformanceoftheStageatpredefinedintervals.


Highlight report # 4

Time:+5%,thisisinsidethetolerancessetfortheStageCost:±0%

EndofthesecondweekofStage2,foraperiodofoneweek.1. Date and period of the report

Time:+5%|Cost:±0|TheProjectisgoingwellsofar.2. Status summary

• Selectedsupplier: Completed• Catalogsofpens: Completed(behindschedule)• Pensshortlisttobeevaluated: Completed(behindschedule)• Evaluationpenspurchaseorder:Notfinished(behindschedule)• Sampleevaluationpensarrived:Notstarted(behindschedule)• Logo: Completed

Ittookthreeextradaysforthesuppliertosendusthecatalogs.

3. Work Packages in this period


Wefellbehindschedulebecausethesuppliersentuscatalogsthreedayslaterthanweexpected.WedesignedacorrectiveactiontogethelpfromtheITdepartmentfortwoofourfutureWorkPackages.Wewillrecovertimebythis.(approvedbyProjectManager)

6. Change requests

5. Stage tolerances

• Purchaseorderofpenstobeevaluated(movedfromthisperiod)• Samplepensforevaluation(movedfromthisperiod)• Listofevaluatorsû• Evaluationformû• Nextstageplan

ûWearegoingtogethelpfromITdepartmenttoconductthesetwopackagesfasterandcatchupontheplannedschedule.

4. Work Packages for the next period

Wemighthavemoredelaysinreceivingevaluationpensandthefinalpensfromthesupplier.

7. Key issues and risks

Noexceptionyet.

Highlight Report


Stage 2 Stage Boundary

Towardstheendofastage(aftermostoftheworkhasbeendone),theProjectManagercanstartthinkingaboutthenextstage





Processes ò


DailyLog,LessonsLog

ProjectBrief





OutlineBusinessCase

InitiationStagePlan





ProjectControls

ProjectPlan

BusinessCase

TailoringTailoring

NextStagePlanPBS

Dependencies

Schedule

WorkPackage

IssueReport

HighlightReport NextStagePlanPBS

Projectmandate

MostITprojectscannotdefinethewholeprojectindetailatthestartastherearelotsofunknowns.DuringtheSBprocess,newproductscanbe

identifiedandexistingProductDescriptionscanbeupdated.


PBS for Stage 2 (Mindmap)

1. Mindmap presentation of PBS


Legend

Thedeliverablesthataresupposedtobedeliveredinnextstagewillbebrokendownintomoredetailsnow.



Dependencies Diagram

1. Dependencies Diagram



Shortlistofqualifiedsuppliers

SelectedSupplier

Catalogofpens


Purchaseorderofpenstobeevaluated


Listofevaluators

Evaluationform

Evaluationandfilledinforms Evaluationreport

Listofclients

Listofsalespeople


Requirements Logo

Purchaseorderofthefinalizedpen Receivedpens

Stage1 Stage2

Legend:

Usuallythedependenciesofthenextstagearenotdefineduptonow.


ManycompaniesuseanormalGanttcharttolistalltheproductsandshowthedependencieswhichiseasierthanusinga

ProductFlowDiagram





Processes ò


DailyLog,LessonsLog

ProjectBrief





OutlineBusinessCase

InitiationStagePlan





ProjectControls

ProjectPlan

BusinessCase

TailoringTailoring

NextStagePlanPBS

Dependencies

Schedule

WorkPackage

IssueReport


Dependencies

Schedule

Projectmandate

Andnowit’spossibletocreatethescheduleforthenextstage.


Schedule for Stage 3 Plan

1. Activity bar chart


2. ResourcesAttached:ProductBreakdownStructure2. Product Breakdown Structure

Note: durations shown for the groups of products are based on a rollup of products on all stages, rather than this specific stage.

ThisscheduleiscompatiblewiththeoneintheProjectPlan;however,wecanupdatetheProjectPlanschedulebasedonthedetailedinformationproducedhere.






Processes ò


DailyLog,LessonsLog

ProjectBrief




Next Stage Plan

OutlineBusinessCase

InitiationStagePlan





ProjectControls

ProjectPlan

BusinessCase

TailoringTailoring

NextStagePlanPBS

Dependencies

Schedule

WorkPackage

IssueReport


Dependencies

Schedule

Projectmandate

Nowweassembleandaddmoreinformationtothepreviousdocuments

tocompletetheStagePlan.


Next Stage Plan (for Stage 3) Date: Document: Project: Pen Project Author: Project Manager

ThisistheStagePlanforthenextstage(stage3)andthescheduleisattached.

Next Stage Plan

Thisistheplanforstage3,duringwhichwewillpreparethepensfordistribution,byselectingthesupplierandthetypeofpenbasedonevaluationsinthelaststageandplacetheorder.

1. Plan description

Evaluatorswillfillintheformsintimeandprecisely,supplierwillpreparethepensinanappropriatetime,Internalrecourseswillnotbechargeoftheproject.


AllowbuffertimefordeliveryofpensInvestigatetheISOstandardforpens:ISO12757-2


ThePMwillusethestandardPRINCE2documentsAHighlightReportwillbesent(endofweekone)totheProjectBoardAnExceptionReportwillbeusedifforecastedtogooutoftolerance


Stagebudget:€3,200(internalpeopletimeisnotcharged),25daysRiskBudget:€0,0days|ChangeBudget:€400,3days

5. Budgets

Time:±50%|Cost:±30%|Scope:MoSCoW6. Tolerances

Attached:Scheduleforstage38. Schedule

2. Prerequisites, Assumptions, External Dependencies





Processes ò


DailyLog,LessonsLog

ProjectBrief




Configuration Management

OutlineBusinessCase

InitiationStagePlan




ProjectControls

ProjectPlan

BusinessCase

TailoringTailoring

NextStagePlanPBS

Dependencies

Schedule

WorkPackage

IssueReport


Dependencies

Schedule

Projectmandate

ConfigurationManagement

ConfigurationManagementisusedthroughouttheprojecttotrack

changesandstatesofallproductsanddocuments.ManyPMsdonothaveasystemoraprocessforconfigurationmanagement.Tip:useaspreadsheet.



Date: 2016-07-20

Configuration Management Date: Document: Project: Pen Project Author: Project Manager

ID ProductTitle/Name CurrentVersion

Dateoflastupdate

MgmtStage ProductGroup Status Source Owner Succe-

ssors Issues Risks

01 Listofpotentialsuppliers v1 2016-06-21 2 Supplier Approved Int. Purchasingdep. 02

02 Shortlistofqualifiedsuppliers v1 2016-06-21 2 Supplier Approved Int. Purchasingdep. 03

03 Selectedsupplier v1 2016-06-25 2 Supplier Approved Int. Purchasingdep. 04

04 Catalogofpens v1 2016-06-28 2 Supplier Received Ext. Purchasingdep. 05 01

05 Shortlistofpenstobeevaluated v1 2016-06-29 2 Evaluationpens Approved Int. Purchasingdep. 06

06 Purchaseorderofpenstobeevaluated v1 2016-06-29 2 Evaluationpens Approved Int. Purchasingdep. 09

07 Listofevaluators v1 2016-07-03 2 InternalEvaluation Approved Int. Purchasingdep. 09

08 Evaluationform v2 2016-07-03 2 InternalEvaluation Approved Int. Purchasingdep. 09

09 Evaluationresults v1 2016-07-19 3 InternalEvaluation Approved Int. Purchasingdep. 10 02,03

10 Evaluationreport 3 InternalEvaluation Indevelop. Int. Purchasingdep. 15

11 Listofclients 3 Distribution Pending Ext. Salesdep.

12 Listofsalespeople 3 Distribution Pending Ext. Salesdep.

13 Requirements v2 2016-06-20 2 FinalPens Approved Int. Purchasingdep. 05

14 Logo v4 2016-06-27 2 FinalPens Approved Int. Purchasingdep. 15

15 Purchaseorderofthefinalized pens 3 FinalPens Pending Int. Purchasingdep.

Configuration ManagementProductID

Noticethateachrowcontainsdatathatdescribestheproduct.Soeachrowisarecord thatprovidesconfigurationinformationforeachitem (product),hencethenameCIR.Thisisalistofalldeliverablesandstatusinformation. ThePMupdatesthislistregularlytotrackallproductsandensurethatproductsarecorrectlycontrolled.Thisisgoodhouse

keeping.ThislistissetupintheInitiationStageandisupdated/revisedthroughtherestoftheproject.





Processes ò


DailyLog,LessonsLog

ProjectBrief




Configuration Item Record

OutlineBusinessCase

InitiationStagePlan





ProjectControls

ProjectPlan

BusinessCase

TailoringTailoring

NextStagePlanPBS

Dependencies

Schedule

WorkPackage

IssueReport


Dependencies

ScheduleConfigurationItemRecord

Projectmandate



Configuration Item Record #14 Date: Document: Project: Pen Project Author: Project Manager

Date: 2016-07-20

Configuration Item Record

ItemID 14

ItemName Logo

Currentversion 4

Dateoflastupdate 2012-06-27

Managementstage 2

Item Type Marketing

Status Approved(ready foruse)

Source Internal(MarketingDepartment)

Owner PurchasingDepartment

Users All(Public)

Location MarketingPack

Related Marketing GuidelinesDoc(MKT045)MarketingPack

Cross Reference NA

LookattheLogodatainthelastslide“ConfigurationManagement”Thisisthesameinformationbutpresentedinthisformat.

SomeotherexamplesofConfigurationItemRecordsaretheMP3TagsinyourSmartPhoneoralibraryindexcardthatprovidesbookinformation.

Forbiggerprojects,itcantakealotofefforttokeepthisdatauptodateandthePMwillneedneedtimeorassistance.


DailyLog,LessonsLogTowardstheendoftheSB

process,theEndStageReportiscreated.ItprovidestheProjectBoardwithasummaryoftheperformanceofthestageand

overallprojectstatus.




Processes ò


ProjectBrief




End Stage Report and Lessons Report

OutlineBusinessCase

InitiationStagePlan





ProjectControls

ProjectPlan

BusinessCase

TailoringTailoring

NextStagePlanPBS

Dependencies

Schedule

WorkPackage

IssueReport


Dependencies


EndStageReport

EndStageReport

LessonsReport

Projectmandate


WewillalsoaddaLessonsReport


End Stage Report #2

• Supplier:Potentialsupplierswerereviewed,andthebestoptionselectedfortheproject.

• Evaluationpens:Fourofthepenswereselectedtobeevaluatedinthenextstage.

• InternalEvaluation:Evaluatorsareselectedtoevaluatethesamplepensinthenextstage.

• Logo:Thelogowaspreparedtobeprintedonthepens.

Thisstagewentwell,andwewereonscheduleandonbudget.Wehadsomeminordelaysinthemiddleofthestage,whichwecouldrecoverwiththehelpoftheITDepartment.

1. Project Manager’s report

TheBusinessCasestaysviableandunchanged.We’verealizedthatweareactuallyabletobuyqualitypensin6to8Eurosrange.Allfourselectedpensmeetalltherequirements.

2. Review of the business case

• Time: 10days,onschedule• Cost: €560,onbudget• Scope: asdefined• Quality: asdefined• Risks: asdefined• Benefits: asdefined

3. Review of the objectives


Time:0%| Weforecastthecompleteprojectwillbeontime.Cost:-17%|Weforecasttheprojecttobefinishedwithacost17%lessthantheplannedcost.

6. Forecasts

5. Review of the products

Allteammembersspentenoughtimeontheproject,andperformedasplanned.

4. Review of the team performance

Issue:Supplierprovideduswiththecatalogs(threedaysdelay)Risk: Thesuppliermayhavemoredelaysinpreparingthefinalpens.

7. Issues and risks

Attached:LessonsReport#28. Lessons learned

NoexceptionyetHowwe’veperformedsofar(sixprojectvariables)

End Stage Report


Lessons report #2

Wehadasuccessfulstageandlearnedalesson,whichhelpsusavoidproblemsinfuture.


Thelessonfromthesecondstageoftheproject2. Scope of the report

Whatwentwell:• Wecouldeasilychoosethesupplier,becausetheteamprovideduswith

neededinformationintimeandhadgoodcommunications.• Wecouldeasilychoosetheevaluators.• ThehelpofITDepartmentwasreallyuseful,andwecouldn’trecoverthe

delaywithouttheirhelp.Whatdidn’twentwell:• Thereweredelaysinreceivingcatalogsandthisdelayedallitsdepending

activities.Inretrospective,werealizedthatwecouldhaveaskedthemforthecatalogssooner.Wewillincreaseourbuffertimewhenorderingfromsuppliersinthefuture.

3. Lessons


Whatwe’velearnedthroughthestage.

Lessons Report (part of End Stage Report)


Stage 3Final Stage

Thisisthelaststageoftheproject.ThisstagecanproceedoncetheProjectBoardhavereviewedtheEndStageReport(fromStage2)andthe

nextStagePlanforStage3

TheClosingaProjectprocessattheendofthisstage.





Processes ò


ProjectBrief




Quality Register

OutlineBusinessCase

InitiationStagePlan





ProjectControls

ProjectPlan

BusinessCase

TailoringTailoring

NextStagePlanPBS

Dependencies

Schedule

WorkPackage

IssueReport

HighlightReport

ConfigurationItemRecord

EndStageReport

LessonsReport

Projectmandate


EndStageReport

NextStagePlan

Dependencies

SchedulePBS

DailyLog,LessonsLogTheQualityRegisterdocumentsthequalitymanagementactivitiesthatareplannedorhavetakenplace

throughouttheproject.

Theresultsofthequalitytestsareaddedtothe QualityRegister


Quality Register Date: Document: Project: Pen Project Author: Project Manager

QualityID

Prod

uctID(s)

Prod

uctN

ame

QualityMetho

d

Prod

ucer

Quality

Review

er

Approver

Prod

uctio

ndate

TargetQuality

Review

Date

ActualQuality

Review

Date

TargetApp

roval

Date

ActualApp

roval

Date

Result

Records

01 01 Listofpotentialsuppliers Inspection John Bob Frank 6-21 6-20 6-21 6-20 6-21 Pass Link

02 02 Shortlistofqualifiedsuppliers Inspection John Bob Frank 6-21 6-21 6-21 6-21 6-21 Pass Link

03 03 Selectedsupplier Inspection John Bob Frank 6-25 6-25 6-26 6-25 6-27 Fail Link

04 05 Shortlistofpenstobeevaluated Inspection John Bob Frank 6-29 6-30 6-30 6-30 7-1 Pass Link

05 06 Purchaseorderofpenstobeevaluated Inspection Robin Stephan Frank 6-29 6-30 6-30 6-30 7-2 Pass Link

06 07,08,09,10 Evaluationofpens Inspection Robert Stephan Frank 7-28 7-29

07 11,12 Listofclientsandsalespeople Inspection Mary Bob Frank 7-30 7-30

08 13 Requirements Inspection Tom Stephan, Bob Frank 6-20 6-20 6-22

09 14 Logo Inspection Daniel Mary Frank 6-27 6-27 6-27

Date: 2016-07-20

¢ DataistakenfromtheProject,Stage,TeamPlan(Schedule)¢ DataistakenfromtheProductDescriptions(ProjectPlan)¢ (bluetext)Addedlater:Dates,Qualityresults,Links

Quality Register





Processes ò


DailyLog,LessonsLog

ProjectBrief




Product Status Account

OutlineBusinessCase

InitiationStagePlan





ProjectControls

ProjectPlan

BusinessCase

TailoringTailoring

NextStagePlanPBS

Dependencies

Schedule

WorkPackage

IssueReport


Dependencies


EndStageReport

EndStageReport

LessonsReport

ProductStatusAccount

Projectmandate


AProductStatusAccountshouldbecalledaProductStatusReportasitisareport aboutoneormoreproducts





Processes ò


DailyLog,LessonsLog

ProjectBrief




End Project Report and Lessons Report

OutlineBusinessCase

InitiationStagePlan





ProjectControls

ProjectPlan

BusinessCase

TailoringTailoring

NextStagePlanPBS

Dependencies

Schedule

WorkPackage

IssueReport


Dependencies


EndStageReport

EndStageReport

LessonsReport

ProductStatusAccount

EndProjectReport

LessonsReport

Projectmandate


WeshouldprepareaEndProjectReport attheendoftheprojecttoreviewhowtheprojectperformedagainsttheinitialPID.ThismayalsoincludeaLessonsReport,which

reviewsallthelessonslearnedthroughtheproject.


Lessons Report - Final

Theprojectwassuccessful;however,welearnedthatweshouldbemorecarefulwithevaluators,andtimingofthetasksofthesupplier.Thereweresomepositivepointsintheprojectwhichweshouldtrytokeepinourfutureprojects.


Theendoftheproject2. Scope of the report

Whatcouldhavegonebetter?• Thereweredelaysinreceivingthecatalogsandthisimpactedallfuture

tasksanddeliverables.Inretrospective,werealizethatwecouldhaveaskedforthecatalogsalotsooner

• 9outof20evaluatorsdidnotdotheirtasksproperly.Weshouldhavehostedashortmeeting(<15mins)wheretheCEOpresentedthevalueoftheprojectandhowthistaskwillhelpus.

3. Lessons (continue)


Whatwentwell?• Itwaseasytochoosethesupplier,becausetheteamprovideduswith

neededinformationintimeandwehadgoodcommunication.Weshouldalwaystakehelpfromsuchpeopleinourprojects.

• ItwasalsoeasytochoosetheevaluatorsduetothesupportoftheSalesManager.

• ThehelpofITDepartmentwasreallyhelpfulandhelpedustorecoverthedelay.

3. Lessons

ALessonsReportnormallycovers:- Whatwe’velearnedthroughthisproject.- Tipsthatwouldbeusefulforfutureprojects.

Lessons Report (part of End Project Report)


End Project Report

Finalproduct:400qualitypenswithintherangeof€6to€8,readytobedistributedamongtheclients

ProductgroupsinProductBreakdownStructure:• Supplier:Weweresatisfiedwiththeselectedsupplier.• EvaluationPens:Fourtypesofpenswereselected• InternalEvaluation:Evaluatorstestedthefoursamplepens,andfilled-inthe

formswhichwereanalyzedtofindthebestpens.• Distribution:Thelistoftheclientstoreceivethepensandthesalespeople

responsiblefordistributingthemwasprepared.• FinalPens:Requirementsdefined,logoredesigned,400pensordered.• Thepenswerereceivedontimefromthesupplierandaccepted.

Penswerepreparedaccordingtotherequirements,intime(withinthetoleranceoftheproject),andwithinbudget.Wefacedminorissuesinthesecondandthirdstages,whichwereresolved.

1. Project Manager’s report

Thefinalproductoftheprojectisdeliveredaccordingtotheplans,andalignedwiththeBusinessCase.Weforecastthatthebenefitswillbeachieved;however,wecanonlybesureafterthe6monthand12monthreview.

2. Review of the Business Case

• Targets:• Time: 49days,withintolerance• Cost: €3760,onbudget• Scope: 100%,asdefined• Quality: asdefined• Risks: asdefined• Benefits: asdefined

• Strategies:• Communications: veryeffective• Risk: alittleineffectiveinriskassessment• Configuration: effective• Quality: effective

3. Review of the objectives


4. Review of the products

Mostteammembersspentenoughtimeontheproject,andperformedasplanned.Theonlyexceptionwastheevaluatorsofthepens;9outof20evaluatorsdidnotreturntheirformsontime,orseemedliketheyhavenottrulytestedthepens.Theirresultswereomitted,inordertokeeptheevaluationhigh-quality,andtostayonschedule.

5. Review of the team performance

Attached:LessonsReport- Final6. Lessons learned

End Project Report

Howdidweperformthewholeproject?


Summary


• Pre-Project• Project mandate• Daily Log• Lessons Log• Project Brief• Project Product Description• Project Management Team Structure• Outline Business Case• Initiation Stage Plan

• Stage 1• Benefits Management Approach• Risk Register• Project Initiation Documentation• Communication Management Approach• Product Description(s)• Project Controls• Tailoring of PRINCE2• Business Case• Project Plan• Next Stage Plan• End Stage Report

What we practiced in this sample project:• Stage 2

• Work Package• Issue Register• Issue Report• Lessons Report• Highlight Report• Configuration Management• Configuration Item Record• Next Stage Plan• End Stage Report

• Stage 3• Product Status Account• Lessons Report• End Project Report

Summary


Projectmandate




Processes ò


DailyLog,LessonsLog

ProjectBrief



OutlineBusinessCase

InitiationStagePlan



ProjectControls BusinessCase

Tailoring


RiskRegister,QualityRegister,Issue,Register


NextStagePlanPBS

Dependencies

Schedule

EndStageReport

NextStagePlanPBS

Dependencies

ScheduleHighlightReport

EndStageReportIssueReport

WorkPackage

EndProjectReport

ConfigurationItemRecord


ProjectPlan

LessonsReport

LessonsReportProductStatus

Account

Summary


How this sample project helps you and your company:

• Helps you to better understand PRINCE2 in practice

• Helps you document a standard project

• Can be shared with other team members and even external stakeholders of your

projects

• Can be used as a reference in your projects

• Can be updated and tailored based on the feedback

in your projects (continuous improvement)

Summary


Notes Page Notes

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Notes Page Notes


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Notes Page Notes


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Documents

The Pen Project · 2019-12-04 · Scrum and Project Management trainer and coach and has written a number of PRINCE2® and Project Management related books. Frank is best known in