Project Management Training – MoT and MoRB

Understanding Roles
PRINCE2®
2 OBJECTIVES OF THE SESSION

Refresh on PRINCE2® principles and the

project life cycle

To refresh participants on the principles

of programmes and projects

To understand the components of the

project board and how to develop a
project board for your
project/programme/work-package
3 GOING BACK TO BASICS – WHAT ARE THE CHARACTERISTICS OF A PROJECT....

Finite and defined Clearly defined

life cycle outputs

Contains activities Defined amount

to produce of resources: $,
outputs skills, etc.

Temporary
organizational
structure
4 PRINCE2®

 A “process based” method  Builds on existing systems

 Is not prescriptive – tells you what  Tailoring to suit the circumstances
and why to do things – not detailed is critical to the successful
“how” application of PRINCE2®
 Based on best practice project  HOWEVER, it has its own
management terminology
 Uses management by exception
principles
5 PRINCE2® REVISION

7 Themes 7 Processes 7 Principles

 Organization  Starting a project  Continued Business
 Business Case  Directing a Project Justification
 Quality  Initiating a Project  Learn from experience
 Plans  Controlling a project  Defined Roles and
 Risk  Managing Project Responsibilities
 Change Delivery  Manage by Stages
 Progress  Managing Stage  Manage by Exception
Boundary  Focus on products
 Closing a Project  Tailor to suit the
project environment
6 PRINCE2® REVISION

7 Themes 7 Processes 7 Principles

 Organization  Starting a project  Continued Business
 Business Case  Directing a Project Justification
 Quality  Initiating a Project  Learn from experience
 Plans  Controlling a project  Defined Roles and
 Risk  Managing Project Responsibilities
 Change Delivery  Manage by Stages
 Progress  Managing Stage  Manage by Exception
Boundary  Focus on products
 Closing a Project  Tailor to suit the
project environment
7 PROJECT LIFECYCLE

STAKEHOLDERS

IDEAS PROJECT LIFECYCLE RESULTS

PRE- STARTING UP A INITIATION MANAGING THE CLOSING A

REVIEW
PROJECT PROJECT (DEFINITION) PROJECT PROJECT

DELIVERABLE LIFECYCLE

GOVERNANCE

Plan – Do – Review (Say what you are going to do, do it, then prove you have done it!!)
8 PRINCE2® REVISION

7 Themes 7 Processes 7 Principles

 Organization  Starting a project  Continued Business
 Business Case  Directing a Project Justification
 Quality  Initiating a Project  Learn from experience
 Plans  Controlling a project  Defined Roles and
 Risk  Managing Project Responsibilities
 Change Delivery  Manage by Stages
 Progress  Managing Stage  Manage by Exception
Boundary  Focus on products
 Closing a Project  Tailor to suit the
project environment
9 WHO DOES WHAT?

Corporate or Programme

PROJECT BOARD

Senior Senior
Executive
User Supplier

Change Authority Project Manager Project Assurance

Project Support

Team Manager Team Manager Team Manager

Team Members
10 WHO DOES WHAT?

Corporate or Programme

PROJECT BOARD

Senior Senior
Executive
User Supplier

Change Authority Project Manager Project Assurance

Project Support

Team Manager Team Manager Team Manager

Work Package Work Package Work Package

Group
Exercise
As a team, draw an organizational chart
for a project assignment, where your
client has a project and your
organization is delivering a work
package based on PRINCE2® principles

10 Minutes
12 SIMPLE TASK RUN AS WORK PACKAGE

Legend
Beneficiary
Corporate or Programme
Partner
Ministry
Project Board 3rd Party
Senior
Senior
Supplier
Senior User Senior
Senior User Executive Supplier
Supplier

Change Project Project

Authority Manager Assurance

Project
Support

Team Team Team

Manager Manager Manager
Group
Exercise
As a team, draw an organizational chart
for a project assignment, where your
client has a project and your
organization is delivering a work
package based on PRINCE2® principles

Using the same scenario as above;

assume the work package needs to be
run as a project within YOUR
organization

10 Minutes
14 CLIENT WORK PACKAGE
Corporate or Programme
Legend
Beneficiary
Project Board
Partner
Senior User Senior Supplier
Senior User Executive Senior Supplier Ministry
3rd Party

Project
Change Authority Project Manager
Assurance

Project
Support

Team Manager Team Manager Team Manager

Project Board (internal)

Senior User Executive Senior Supplier

Project Manager
15 GOOD TO KNOW…

Activity (Input and Process) Output Outcome Impact

16 GOOD TO KNOW…
ACTIVITY
OUTPUT

ACTIVITY
OUTCOME

ACTIVITY

OUTPUT

ACTIVITY
IMPACT

ACTIVITY

OUTPUT

ACTIVITY

OUTCOME

ACTIVITY

OUTPUT

ACTIVITY
17 ACTIVITY
(Other words sometimes used = Task, Process, Sub-activities)

Activities are steps which collectively achieve Output(s). Each process

is comprised of one or more activities and these may be run in series
or in parallel; they must answer the following questions:

1. Description: which sequence of activities or what process

needs to be completed to deliver the agreed output?
2. Activity is complete: how will we know when the activities are
completed?

Activity (Input and Process) Output Outcome Impact

18 OUTPUT
(Other words sometimes used = Product, Deliverable)
Outputs result from planned activities. Outputs can be described in
advance, created and tested. Outputs are produced by projects. They
must answer the following questions:

1. Description: what precisely is the Output?

2. Activities: which sequence of activities or what process needs to be
completed to deliver the agreed output?
3. Delivery is complete: how will we know when the output is finished?

Activity (Input and Process) Output Outcome Impact

19 OUTCOME

​The country and partner owned results to which UNOPS contributes.

The correct set/sequence of output(s) will achieve an outcome.
Outcomes are produced by programmes.
1. Description: the short and medium-term effects of intervention outputs.
2. Observation: what differences should be noticeable between the pre and post
project operations?
3. Attribution: where & when in the future operations does the Outcome arise?
4. Measurement: how will the Outcome and the achievement of the Outcome be
measured?
5. Outcome is achieved: how will we know when the Outcome is achieved?

Activity (Input and Process) Output Outcome Impact

20 IMPACT
(Other words sometimes used = Benefits, Results)

The Impact is the measurable improvement resulting from an outcome

or a series of outcomes, they must answer the following questions:
1. Description: what precisely is the Impact? (SMART – Specific, Measurable,
Achievable, Realistic, Time bound)
2. Observation: what differences should be noticeable between the pre and post
programme operations?
3. Attribution: where & when in the future operations does the Impact arise?
4. Measurement: how will the Impact and the achievement of the Impact be
measured?
5. Impact is achieved: how will we know when the Impact is achieved?

Activity (Input and Process) Output Outcome Impact

21 PRODUCT DESCRIPTION

Product is defined through:

Format &
Derivation Presentation
Purpose Composition
(source) (characteristics
of the product)

Development
Quality Criteria Quality Tolerance Quality Method
Skills required

Quality Skills Quality

Required Responsibility
22 USING PRINCE2® TO DELIVER…

Therefore, when is a project not a project?

 When it is a programme?
 When it is a work package?
 When it is a product?

Key to success
 Communication - Control – Perceived competence of the
Project Manager