ASPM - Project Planning Lecture 2 03102020 104419am PDF

An Overview of Project planning
CHAPTER
Software Project Management Slide# 1

CHAPTER
2
Objectives
• Introduction to PRINCE
• Approach project planning in an organized step-by-step manner;
• See where the techniques described in other chapters fit into an
overall planning approach;
• Repeat the planning process in more detail for sets of activities
within a project as the time comes to execute them.

2.0 PRINCE
Introduction
PRINCE was established in 1989 by CCTA

(Central Computer and Tele-communications
Agency). The method was originally based on
PROMPT, project management method created by
Simpact Systems Ltd in 1975.

2.0 PRINCE
PRINCE2 TOPICS
 Why use a project management method?

 What is PRINCE?
 Feature and Benefit of PRINCE
 Process Models of PRINCE
 Project Procedures
 Summary

2.0 PRINCE
Why use a project management method?

• Lack of co-ordination of resource and activities.
• Lack of communication with interested parties, leading to products
being delivered which are not what the customer wanted.
• Poor estimation of duration and costs, leading to projects taking
more time and costing more money than expected.
• Insufficient measurables.
• Inadequate planning of resources, activities, and scheduling.
• Lack of control over progress so that projects do not reveal their
exact status until too late.
• Lack of quality control, resulting in the delivery of products that
are unacceptable or unusable.
2.0 PRINCE
What is PRINCE?
PRINCE (Project IN Controlled Environment) is a structured

method for effective project management. It is a de facto standard
used extensively by the UK Government and is widely recognised and
used in the private sector, both in the UK and internationally. PRINCE,
the method, is the public domain, offering non-propritorial best-
practice guidance on project management. PRINCE is, however, a
registered trademark of OGC (Office of Government Commerce).

2.0 PRINCE
PRINCE adopts the principles of good project management to avoid

the problems identified above and so helps to achieve successful
projects. These principles are:
• A project is a finite process with a definite start and end.

• Projects always need to be managed in order to be successful.
• For genuine commitment to the project, all parties must be clear
about why the project is needed, what it is intended to achieve,
how the outcome is to be achieved, and what their responsibilities
are in that achievement.

2.0 PRINCE
Key features of PRINCE are:

• Its focus on business justification
• A defined organization structure for the project management team
• Its product-based planning approach
• Its emphasis on dividing the project into manageable and
controllable stages
• Its flexibility to be applied at a level appropriate to the project

2.0 PRINCE
Benefits of using PRINCE:

• A controlled and organized start, middle and end
• Regular reviews of progress against plan and against the Business
Case flexible decision points
• Automatic management control of any deviations from the plan
• The involvement of management and stakeholders at the right
time and place during the project
• Good communication channels between the project, project
management, and the rest of the organization.

2.0 PRINCE
Managers using PRINCE are able to:

Establish terms of reference as a pre-requisite to the start of a
project
Use a defined structure for delegation, authority and
communication
Divide the project into manageable stages for more accurate
planning
Ensure resource commitment from management is part of any
approval to proceed
Provide regular but brief management reports
Keep meetings with management and stakeholders to a minimum
but at the vital points in the project.
2.0 PRINCE
Those who will be directly involved with using the results of a project
are able to:
• Participate in all the decision-making on a project

• If desired, be fully involved in day-to-day progress
• Provide quality checks throughout the project and ensure their
requirements are being adequately satisfied.

2.0 PRINCE
PRINCE2 is a process-based approach for

project management providing an easily
tailored, and scaleable method for the
management of all types of projects. Each
process is defined with its key inputs and
outputs together with the specific objectives to
be achieved and activities to be carried out.

2.0 PRINCE
Corporate or Program Management
Project
Mandate Directing a Project (DP)
Managing
Starting up Initiating a Controlling Closing a
Stage
a Project project A stage boundaries project
Managing product delivery
Planning

2.0 PRINCE
Directing a Project (DP)
The key processes for the project board break into four main areas:
Initiation
Stage boundaries
Ad hoc direction
Project closure Corporate or Program Management
Project
Managing
Stage
Planning

2.0 PRINCE
Starting up a Project (SU)
The work of process is built around the production of three elements:
Ensuring that the information required for the

project team is available
Designing and appointing the Project
management Team
Creating the initiation stage plan.
Project
Managing
Stage
Planning

2.0 PRINCE
Initiating a Project (IP)
The objectives of initiating a project are to:
Agree whether or not there is sufficient justification to proceed with the

project
Establish a stable management basis on which to proceed
Document and confirm that an acceptable business case exists for the
project work
Agree to the commitment of resources for the first stage of the project
Enable and encourage the project board to take ownership of the project
Provide the baseline for the decision-making processes required during the
project’s life
Ensure that the investment of time and effort required by the project is
made wisely, taking account of the risks to the project.

2.0 PRINCE
Managing Stage Boundaries (SB)
The objectives of the process are to:
Assure the project board that all deliverables planned in the

current stage plan have been completed as defined
Provide the information needed for the project board to
assess the continuing viability of the project
Provide the project board with information needed to
approve the current stage’s completion and authorize the
start of the next stage, together with its delegated tolerance
level
Record any measurements or lessons which can help later
stages of this project and/or other projects.

2.0 PRINCE
Controlling a Stage (CS)
Authorizing work to be done

Gathering progress information about that work
Watching for changes
Reviewing the situation
Reporting
Taking any necessary corrective action.

2.0 PRINCE
Managing Product Delivery (MP)
The objectives of the process is ensure that planned products are

created and delivered by:
Making certain that work on products allocated to the team is

effectively authorized and agreed accepting and checking work
packages.
Ensuring that work conforms to the requirements of interfaces
identified in the work package.
Ensuring that the work is done
Assessing work progress and forecasts regularly
Ensuring that completed products meet quality criteria
Obtaining approval for the completed products.

2.0 PRINCE
Closing a Project (CP)

The objectives of closing project are:
Check the extent to which the objectives or aims set out in

the project initiation document (PID) have been met.
Confirm the extent of the fulfillment of the project initiation
document and the customer’s satisfaction with the
deliverables.
Obtain formal acceptance of the deliverables.
Ensure to what extent all expected products have been
handed over and accepted by the customer

2.0 PRINCE
Closing a Project (CP)

Confirm that maintenance and operation arrangements are in
place (where appropriate)
Make any recommendations for follow-on actions
Capture lessons resulting from the project and complete the
lessons learned report
Prepare an end project report
Notify the host organization of the intention to disband the
project organization and resources.

2.0 PRINCE
Planning (PL)
Planning an initiation stage (SL16)

Planning a project (IP2)
Planning a stage (SB1)
Producing an exception plan (SB6)
Project
Managing
Stage
Planning

2.0 PRINCE
PRINCE provides a product-based start to the planning activity. It

also provides planning framework which can be applied to any type of
project. This involves:
Establishing what products are needed

Determining the sequence in which each product
should be produced
Defining the form and content of each product
Resolving what activities are necessary for their
creation and delivery.

2.0 PRINCE
PRINCE 2 project organization
• Project Board
– Executive
– Supplier
– User
• Project Manager
• Team Managers

2.0 PRINCE
Corporate and Program Management PRINCE2 Process Model
Project Directing a Project The method describes how a project is

Mandate
divided into manageable stages enabling
Initiating Managing efficient control of resources and regular
a stage process monitoring throughout the
Project Boundaries project. The various roles and
responsibilities for managing a project
Starting Control Closing are fully described and are adaptable to
up a of a a suit the size and complexity of the project
Project Stage Project and the skills of the organization. Project
planning using PRINCE2 is product-based
Managing which means the project plans are
Product
focused on delivering results and are not
Delivery
simply about planning when the various
activities on the project will be done.
Planning

2.0 PRINCE
PRINCE project procedures

Organization
Management
Project management team

Level
- Authorizing initiation
- Authorizing a project
Program Project - Project
Authorizing a stage Team Team
- Authorize work package
- Giving ad hoc direction - Assess progress
-TheManagement
major product to be created Board - Manager
Closing a project. Manager Member
- Capture project issues
-The main activities to be undertaken - Examine project issues
- project risks & their counter-measures - Review stage status
- effort requirements Directing a project
- Report highlights
- time scale - Take corrective action
- key decision points. Starting up a project - Escalate project issue
- Receive completed work package.
- Planning a stage
Processes
Initiating a project - Updating the project plan

- Accept work package - Updating the project business case
- Execute work package- Updating the risk log
Controlling a stage
- Deliver work package - Reporting a stage end
- Producing an exception report.
- Decommissioning a project
- Identifying follow-on actions
Managing stage boundaries
- Evaluating the project.
Closing a project
Project management roles

2.0 PRINCE
Summary
PRINCE2 project is driven by the project’s
Business business case which describes the
Project
organization’s justification, commitment and
rationale for the deliverable or outcome. The
business case is regularly reviewed during the
PRINCE2 project to ensure the business objectives, which
often change during the lifecycle of the project,
Scope of PRINCE2 are still being met.

2.1 Introduction to step wise project planning

2.2 Step 0: Select Project
0
1 2
• It is outside the main project 4
planning process 5
• Project is worthwhile 10 7
9 8
• Feasibility study – selection

2.3 Step 1: Identify project scope and objectives
1 2
4
Step 1.1 Identify objectives and practical measures of the
effectiveness in meeting those objectives 5
Step 1.2 Establish a project authority 10 7
9 8
Stakeholder analysis - identify all stakeholders in
Step 1.3
the project and their interests
Modify objectives in the light of stakeholder

Step 1.4
analysis
Establish methods of communication with all

Step 1.5
parties

2.4 Step 2: Identify project infrastructure
1 2
4
Identify relationship between the
Step 2.1 5
project and strategic planning 6
10 7
Step 2.2
Identify installation standards and 9 8
procedures
Step 2.3 Identify project team organization

2.5 Step 3: Analyze project characteristics
1 2
Step 3.1 Distinguish the project as either objective or
3
product driven
5
Analyze other project characterisitcs (including 6

Step 3.2
quality-based ones 10 7
9 8
Step 3.3 Identify high-level project risks
Take into account user requirements concerning

Step 3.4
implementation
Select development methodology and life-cycle

Step 3.5
approach
Step 3.6 Review overall resource estimates

2.6 Step 4: Identify project products and activities
0
1 2
Step 4.1 Identify and describe project products (or 3
deliverables) 4
6
Step 4.2 Document generic product flows 10 7
9 8
Step 4.3 Recognize product instances
Step 4.4 Product ideal activity network
Step 4.5
Modify the ideal to take into account need for
stages and checkpoints

2.7 Step 5: Estimate effort for each activity
0
1 2
Step 5.1 Carry out bottom-up estimates 4
Step 5.2 Revise plan to create controllable 6
activities 10 7
9 8

2.8 Step 6: Identify activity risks
1 2
Step 6.1 Identify and quantify activity-based 4
risks 5
Step 6.2
Plan risk reduction and contingency 10 7
measures where appropriate

9 8
Adjust overall plans and estimates

Step 6.3
to take account of risks

2.9 Step 7: Allocate resources
1 2
Step 7.1 Identify and allocate resources 4
Step 7.2 Revise plans and estimates to take 6
into account resource constraints 10 7
9 8

2.10 Step 8: Review/publicize plan
0
1 2
Step 8.1 Review quality aspects of the 4
project plan 5
Step 8.2 Document plans and obtain 10 7
agreement
9 8

2.11 Step 9 and 10: Execute plan and lower levels of planning
1 2
• Plans will need to be drawn up in 4
greater detail for each stage

5
10 7
• It is necessary to make 9 8
provisional plans for more distant

tasks.

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An Overview of Project planning

Software Project Management Slide# 1

Software Project Management Slide# 2

PRINCE was established in 1989 by CCTA

Software Project Management Slide# 3

 Why use a project management method?

Software Project Management Slide# 4

Why use a project management method?

PRINCE (Project IN Controlled Environment) is a structured

Software Project Management Slide# 6

PRINCE adopts the principles of good project management to avoid

• A project is a finite process with a definite start and end.

Software Project Management Slide# 7

Key features of PRINCE are:

Software Project Management Slide# 8

Benefits of using PRINCE:

Software Project Management Slide# 9

Managers using PRINCE are able to:

• Participate in all the decision-making on a project

Software Project Management Slide# 11

PRINCE2 is a process-based approach for

Software Project Management Slide# 12

Corporate or Program Management

Managing product delivery

Software Project Management Slide# 13

Directing a Project (DP)

Managing product delivery

Software Project Management Slide# 14

Starting up a Project (SU)

The work of process is built around the production of three elements:

Ensuring that the information required for the

Managing product delivery

Software Project Management Slide# 15

Initiating a Project (IP)

The objectives of initiating a project are to:

Agree whether or not there is sufficient justification to proceed with the

Software Project Management Slide# 16

Managing Stage Boundaries (SB)

The objectives of the process are to:

Assure the project board that all deliverables planned in the

Software Project Management Slide# 17

Controlling a Stage (CS)

Authorizing work to be done

Software Project Management Slide# 18

Managing Product Delivery (MP)

The objectives of the process is ensure that planned products are

Making certain that work on products allocated to the team is

Software Project Management Slide# 19

Closing a Project (CP)

Check the extent to which the objectives or aims set out in

Software Project Management Slide# 20

Closing a Project (CP)

Software Project Management Slide# 21

Planning an initiation stage (SL16)

Corporate or Program Management

Managing product delivery

Software Project Management Slide# 22

PRINCE provides a product-based start to the planning activity. It

Establishing what products are needed

Software Project Management Slide# 23

PRINCE 2 project organization

Software Project Management Slide# 24

Corporate and Program Management PRINCE2 Process Model