Wired Consulting
If you use PRINCE2 or are learning about it you will find this process diagram developed by Mike Spain invaluable.
You can download a copy here.
We have arranged to print a small number of the diagrams in colour A2. If you would like a copy (subject to demand) please contact us Contact us.
This lighthearted proposal by Payson Hall was presented to a packed house during the Sacramento Valley Chapter’s January dinner meeting (January 10, 2008). His proposal called for an expansion to the existing PMBOK knowledge areas by adding a new knowledge area called Project Blame Management (BM).
Under the proposal the knowledge area would cover the identification, allocation, and management of blame for project failures. Payson argues that by formalizing an approach to Blame Management, project managers can demonstrate the value of more rigorous process to other knowledge areas and protect their back at the same time.
Payson presented his proposal in front of a live audience.
Click here to listen to the recording.
If you are currently trying to find good people this article is well worth a read.
http://blog.summation.net/2009/03/why-hiring-is-paradoxically-harder-in-a-downturn.html
With recent revisions of PRINCE2® in final draft and PMBOK® (now V4) published its time to review your own company Project Management Methodology (PMM) to ensure that you are adopting best practices.
An outline of the Changes:
Every 4 years PMI (PMBOK®) and OGC (PRINCE2®) update their standards to reflect current best practice thinking for delivering projects successfully.
For PMBOK® Updating from V3 and V4 sees the following minor changes:
• The processes decreased from 44 to 42. Deleting two processes and adding two processes. In the procurement Knowledge Area reconfiguring six processes into four processes.
• Creation of a data flow diagram for each process.
• Clarification of the information in the Project Charter and the Project Scope Statement.
• Distinction, for clarity, between the project management plan and project documents used to manage the project.
• Deletion of the process flow diagrams at the beginning of chapters 4-12 replaced with data flow diagrams.
• Employment of a standard approach for discussing requested changes, preventive actions, corrective actions and defect repairs.
• Clear definition of Enterprise Environmental Factors to avoid confusion with Organizational Process Assets.
• Addition of a useful new appendix that addresses key interpersonal skills that a project manager utilizes when managing a project.
For PRINCE2® 2009 the following major changes from PRINCE2® 2005 are in draft:
• Most of the Processes will remain the same with some amendment of the sub-process names and the addition or removal of other sub- processes
• The Planning Process will now become a Theme instead of a Process.
Renaming the Components to be renamed Themes and reduced to seven namely:
• Business Case: The why
• Organisation: The who
• Plans: The what, how and when
• Risk: Managing uncertainty
• Progress: Controlling time and costs
• Quality: Assuring the delivery of fit-for-purpose products
• Issues & Changes: Controlling scope
Introduction of a new section called Principles defined as “A guiding obligation for good practice” containing:
• Business Justification: A PRINCE2® project must have continued business justification
• Roles & Responsibilities: A PRINCE2® project must have defined and agreed roles and responsibilities with an organisation structure that engages the business, user and supplier stakeholder interests.
• Product Focus: A PRINCE2®project must focus on products and their quality.
• Product Focus: A PRINCE2® project must focus on products and their quality.
• Managed by stages: A PRINCE2® project must be planned, baselined, monitored and controlled on a stage-by-stage basis.
• Management of risk: A PRINCE2® project must proactively manage its risk.
• Scaling and tailoring: A PRINCE2® project must decide how to apply the method such that it is scaled and tailored to suit the project’s environment, complexity, importance and risk.
• Learning lessons: A PRINCE2® project must learn from experience.
Updated Appendices to the following:
A. Product Descriptions
B. Governance
C. Roles and Responsibilities
D. Product Based Planning Example
E. Checklist Glossary Further information
There will also be an update to the management products in Appendix A to bring these in line with the new Themes and Principles.
Reduction in the number of Product Descriptions to 26.
In addition to the updated Manual “Managing Successful Projects with PRINCE2®”, there will also be two new guides on how to use PRINCE2® in Practice. Written for their respective audiences “Directing a Project” and “Managing a Project” contain practical guidance on how to use PRINCE2®, how to troubleshoot projects and also cross references to other Bodies of Knowledge.
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