Managing Successful Projects with PRINCE2 Manual (2009 by Office of Government Commerce

By Office of Government Commerce

This ebook presents a universally appropriate undertaking administration procedure - the rules, techniques and strategies that let participants and firms to effectively bring their initiatives inside of time, price and caliber constraints. coping with profitable tasks with PRINCE2 kinds a part of a couple of courses which are the results of the PRINCE2: 2009 undertaking to replace the PRINCE2 assistance. Its significant other is Directing profitable initiatives with PRINCE2. The identify has been designed to be a job particular instruction manual for venture Managers, crew Managers and undertaking help.

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G. a 10–15% increase in sales) and the measurability of the benefits ensures that they can be proven. If the project includes benefits that cannot be proven, then it is impossible to judge whether the project: ■■ Has been a success ■■ Has provided value for money ■■ Should be (or have been) initiated. There are many ways to verify the expected benefits. For example, sensitivity analysis can be used to determine whether the Business Case is heavily dependent on a particular benefit. If it is, this may affect project planning, monitoring and control activities, and risk management, as steps would need to be taken to protect that specific benefit.

G. if a prime contractor is appointed). 4 shows a potential project-reporting structure which includes user and supplier groups. Producing a matrix of stakeholders against the project’s products also helps split the project stakeholders (who need to be engaged as part of the Communication Management Strategy) from the project decision makers (who need to be on the Project Board). The decision on whether to include external suppliers on the Project Board may be a cultural one based on fear of divulging commercial or financial information.

2 The four levels of management within the project management structure project. 2 illustrates these four levels of management. information should, if possible, be documented in the project mandate ■■ Directing The Project Board is responsible for the overall direction and management of the project within the constraints set out by corporate or programme management. The Project Board is accountable for the success of the project. As part of directing the project, the Project Board will: ●● Approve all major plans and resources ●● Authorize any deviation that exceeds or is forecast to exceed stage tolerances ●● Approve the completion of each stage and authorize the start of the next stage ●● Communicate with other stakeholders ■■ Managing The Project Manager is responsible The four levels of management are: ■■ Corporate or programme management This level sits outside the project management team but will be responsible for commissioning the project, including identifying the Executive and defining the project-level tolerances within which the Project Board will work.

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