Prince2 principles deliver a platform for the project management process that is independent of project scale, type, the organization, geography or culture. It does this because it is based on seven 'principles'. Learn from experience, Defined roles and responsibilities, Continued business justification, Manage by stages, Focus on products, Manage by exception and Tailor to suit the project environment. In part 1 we identified 'learn from experience' and 'continued business justification'. In part 2 we refer to ''manage by stages' and 'defined roles and responsibilities'.
Specified roles and responsibilities:
Prince2 has defined roles and responsibilities that involve the interests of those with a vested interest, that is, users, stakeholders and suppliers. The progress of any project is eventually down to individuals. Prince2 encourages the right individuals to understand what is required of them and others. Projects are usually cross functional with involvements from various departments and external to the company as well as including part-time and full-time personnel. It will be challenging to equate the interests and priorities of the project against the different groups involved. Typical management arrangements are typically not beneficial for operating a project and that is the justification for a specified project management team. Their designated role and responsibilities will result in successful communication and consequently excellent project control.
Key personnel engaged in a project are, users, business investors and suppliers. The business investor will make certain that the project yields value for money. The user will want to recognize that the completed product fulfills their criteria. Suppliers are numerous and provide resource and other expertise from internal or external sources. All three parties have to have a representative on the project management team that serves to unite them to accomplish a common goal. The demands of each party should be met to assure a successful project.
Manage by stages:
If any project is operated from start to finish with no particular places for control this ad hoc management technique will lead to failure. Among the leading Prince2 principles is 'manage by stages'. Within each one the project is organized, monitored and controlled. These milestones allow senior management to review the development of the project and in particular review the standing of the Business Case. The project can not advance to the next stage before approval is given.
The length of any stage is a matter for the Project Manager to resolve. This is a balance. Brief stages enable additional control but intensify the workload put on senior management. Then, each stage should be broken down to various tasks. The level of information in every stage will reflect the belief in being ready to manage it. Stages that are excessively complex may strengthen the danger of substandard management. It is too easy for long term estimates to change. That's why, a process of horizon planning is applied. That is, the detail will exist in the existing stage and additional detail should be added to the next stage as it approaches (the horizon). Generally there will definitely be a high level plan in addition to the more in-depth stage plan where delegation and control is accomplished. Under Prince2 there must be at least two stages; an initiation stage and at the very least one other stage.
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