Prince2 provides a project management approach that is independent of type, geography, the organization, project scale or culture. It accomplishes this since it is hinged on 'principles'. The Prince2 principles have distinct attributes.
They are generic and apply to any type of project. They are self validating as they have been substantiated in the field for numerous years on projects that have been excellent and not so excellent. They aid practitioners in their potential to run any project with self-confidence. As such, they are a format for good practice for people engaged in any kind of project.
The principles, and documents and procedures, characterize Prince2 and are, consequently, required to run a project making use of the Prince2 procedure. There are 7 in total:
Learn from experience, Continued business justification, Manage by exception, Defined roles and responsibilities, Focus on products, Manage by stages and Tailor to suit the project environment. In part 1 we describe the Prince2 principles 'learn from experience' and 'continued business justification'.
Continued business justification:
For a project to operate under Prince2 there must be,'a justifiable argument to start it', 'it ought to be documented and approved', and 'the justification must hold throughout the project' in the Business Case. This crucial link to the business justification guides all decision making tasks. This preserves any organisational aims and benefits being sought. If this procedure is not used it can cause weak projects with unreliable business rewards and even a collection of multiple projects with identical goals.
A few projects might not have a profit element within the business justification, for instance, legal demands. On the other hand, the justification is still essential in order to choose options, and minimize costs and risks. The business justification for any kind of project could change but ought to continue to be valid and evolve in parallel alongside the project. If justification is nonexistent the project needs to be terminated. This should allow the redirection of money to additional areas.
Do not initiate a project in the absence of one and stop a project when it disappears.
Learn from experience:
Prince2 procedures strive to profit from earlier experiences by chronicling them and taking appropriate action. Any kind of project is short lived, has a business justification and handles for an established duration. They are normally an activity that can not be managed by customary managerial methods and departments. Fresh projects afford new tests that might not have been come across previously.
Lessons are drawn from all phases of the project at the beginning, throughout and at the close. Once a project begins you need to look for experiences from any former projects. Additionally, consider external expertise particularly for brand-new projects. Append any lessons detected to reports and reviews during the project for extra learning. By this means, a few opportunities for enchancments to the project may be taken based upon the lessons learned.
Lessons learned ought to stimulate change, by implementation in future projects, otherwise they are simply lessons not learned. The closure of a project is a really good time to pinpoint and relay those experiences for future projects. It is every person's responsibility to constantly pinpoint lessons learned. A primary distinction from Prince2 2009 is it refers solely to lessons and the Lessons Report unlike Prince2 2005 which utilizes the expression Lessons Learned.
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