CO02: Products Involved in the Controlled Start of a Project
CO02: Purpose of Products of The Controlled Start & Their Processes
CO03: Products of Controlled Progress Including Stage End & Process
If you don’t have controls then you are, literally ‘out of
control’.
The effect is the same if you have too many
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CO02: Products Involved in the Controlled Start of a Project |
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CO02: Purpose of Products of The Controlled Start & Their Processes |
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CO03: Products of Controlled Progress Including Stage End & Process |
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| CO 01 describe the purpose of Controls (p) |
| CO 02 identify the products involved in the controlled start of a project and understand the purpose and contents of each product (p) |
| CO 03 identify the products used to manage the controlled progress in a project and understand the purpose and contents of each product (p) |
| CO 04 understand the purpose, types and application of tolerance (p) |
| CO 05 understand the reasons for breaking a project into stages and understand the difference between management and technical stages (p) |
| CO 06 identify the products involved in bringing a project to a controlled close and understand the purpose and contents of each product (p) |
| CO 07 describe the Controls responsibilities and activities of the PRINCE2® roles (p) |
| CO 08 create, modify or discuss any of the products of Controls in a given project scenario |
| CO 09 describe in detail each control, its purpose and content, the relevant processes involved in its application, and which roles are involved via application to any given project scenario |
| CO 10 apply any of the controls defined by PRINCE2® to a given project scenario |
| CO 11 identify the relationship between Controls and other PRINCE2® components within any given project scenario |
| PRINCE = Projects In Controlled Environments | ||||||
| 16.1 Controls ensure each management level can authorise work, monitor progress, detect & correct problems or risks | ||||||
| Control means reporting progress, within tolerance, according to plan
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| Tolerance threats are managed by exception | ||||||
| Controls ensure that, for each level of the project management team, the next level up can: |
Monitor
progress
Compare achievement with plan
Review plans and options against future situations
Detect problems and identify risks p.227
The controls in Starting up a Project (SU) are those established by the (B.2) Executive and (B.5) Project Manager until Planning an Initiation Stage (SU6) when producing the initiation (A.35) Stage Plan also establishes the controls (tolerance, reporting frequency, escalation paths and approval forums) for the initiation stage during which the processes of Initiating a Project (IP), Managing Stage Boundaries (SB) and Planning (PL) will be used. Standard PRINCE2® elements at the start-up time are (A.29) Project Mandate, (A.26) Project Brief, (A.25) Project Approach, (A.27) Project Initiation Document
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The purpose and contents of each product (p) | ||||||||
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16.3 Project Start-up
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If the project’s end-point is not clear at the start then run a separate ‘feasibility study’ project
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16.3.2 The Project Initiation Document & the next Stage Plan
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16.4.1 Stage Selection
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Agreed Executive & Project Manager job descriptions: Responsibilities |
SU1 |
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Appoint Executive and Project Manager: Who has them |
SU1 |
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Authorisation to proceed: Permission |
DP1/2 |
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A2 |
Business Case: Justification of the project’s benefit/ cost ratio |
SU4, IP2 |
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A4 |
Communication Plan: What/ when/ how/ who of information flows |
IP4 |
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A5 |
Configuration Item Records: Record of the products to be created |
IP2, PL2 |
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A7&A1 |
CQE & AC: How good do I want it, How good will I get it |
SU4+5,IP1+2+3 |
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A8 |
Daily Log: PM’s & TN's note book of who to chase-up when, why , on what |
SU4+everywhere |
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Initiation Stage Plan: How much will the Business Case cost to create |
SU6 & DP1 |
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A15 |
Issue Log: Every OBTW (“Oh By The Way…”) |
IP4+anytime+CS3+4+5+8 or7 |
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Job Descriptions (Draft & Agreed): Who has what “other” responsibilities |
SU2+3 |
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A16 |
Lessons Learned Log: Notes of “worth remembering for next time” |
IP4+anytime |
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A35 |
Next Stage Plan: Detailed resource versus activity vs. calendar |
IP6(SB+PL) |
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A27 |
PID: Aggregate of everything needed to make Go/NoGo decision. |
All of SU & IP |
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PID = The Board’s Terms of Reference culminating in |
IP6 & DP2 |
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A25 |
Project Approach: The “how we are going to create the deliverables” |
SU5+IP |
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A26 |
Project Brief: First cut at describing the project to known quality levels |
SU4 |
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Project Controls: All about stages, tolerance & reporting rigor to be in control |
IP4 |
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Project Files: Somewhere to store all the management products |
IP5 |
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Project Management Team Structure: The OBS, who reports to who, |
SU2+3 (mostly, who does what, |
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A29 |
Project Mandate: Anything that gets an exec appointed and a PM assigned |
From Outside |
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A30 |
Project Plan: List of products to be produced with wished for (later committed) dates |
IP2 |
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(A.31) Project Quality Plan |
Project Quality Plan (A6 Configuration Management Plan): Policy statement. Who has what quality responsibilities, using what standards, to achieve Acceptance Criteria set against the products and the project’s conduct. Oh yes, & how we will keep everything produced safe until needed by the recipient |
IP1 |
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Project Tolerances: How bad quality, cost, time can be before I get a kicking |
PL4, DP-all |
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A32 |
Quality Log: Place initially record tests to be performed, later their results |
IP1, SB1 |
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Quality Standards: Link to the wider-world’s view on who to “do it right” |
Outside+IP1 |
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A34 |
Risk Log: Everything Murphy is responsible for |
SU4, IP3, DP-all, & also IP1+4+5 |
In the middle IE during the specialist stages comprised the sub-processes of Managing Product Delivery (MP), Controlling a Stage (CS) and Managing Stage Boundaries (SB) the controls are the documents that cross between the different management layers.
Crossing between (B.5) Project Manager and (B.6) Team Manager are
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first the (A.36) Work Package which contains (A.22) Product Description and also contains details of how to access change control for issue handling and the frequency of reporting, |
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second the (A.32) Quality Log and |
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third the (A.3) Checkpoint Report |
Crossing between the (B.1) Project Board and the (B.5) Project Manager are many items, EG the Authorisations To Proceed, (A.14) Highlight Report, Exception handling products such as the (A.12) Exception Report and (A.11) Exception Plan
Finally crossing between the (B.1) Project Board and Corporate or Programme Management is Progress Information and any other required (but not defined by PRINCE2®) dialogue
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CS1/MP1 create and agree the work to be done
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MP2 carries out the specialist tasks
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CS2 updates A35 Stage plan for review in CS5
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A30 Project plan updated with stage results in SB2 (and CP3 for last stage) to reflect progress already made |
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Authorisation to proceed: Board’s permission to PM to “get on with it” |
DP2+3 |
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A2 |
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Business Case: Current G.A.P. outlook for benefits vs. costs |
SB3 & DP2+3 |
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A3 |
16.4.7 |
Checkpoint reports: Team’s (task oriented) report to the PM |
MP2->CS2->CS5 |
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A4 |
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Communication Plan: Who should be telling the PM what and when (& vice versa) |
IP4 & everywhere |
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A5 |
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Configuration Item Records: Inventory control for the products of the project |
CS1, 2 & 9 |
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Corporate or programme management reports: Comms to stakeholders |
CS6, DP4 |
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A8 |
16.4.14 |
Daily Log (Project and Team Managers): Who said they would, or has to be told to do what |
CS5&all, MP-all |
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A10 |
16.4.11/12 |
End Stage Report: How did it go, what is the outlook |
SB5 & DP3 |
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A12 |
16.4.10/13 |
Exception Report: What isn't as expected and what could we do about it |
CS8 & DP4 |
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A14 |
16.4.9 |
Highlight Report: PM’s (Product oriented) summary to the Board of where we are and how much of the reserves (eg change budget) has been spent |
CS6->DP4 |
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Information from external sources: Info flowing between outside world and PM |
DP4 & everywhere |
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A15 |
16.4.5 |
Issue Log (Existing & New Project Issues): Documentation supporting all queries, discretionary, potential and approved changes and fault resolutions where in exception or not |
CS3+4->(CS7 or CS8->DP4) |
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A16 |
16.4.15& 16.5.2 |
Lessons Learned Log: Notes of what will be worth shouting about later |
(MP3+SB5)->CP3 |
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A17 |
16.4.15& 16.5.2 |
Intermediate Lessons Learned Report: Shouting about something good or bad others will find worth noting |
anywhere via DP4 |
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A27 |
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PID: Where we came from and expected to go. To guide stage planning & exception handling |
IP6àDP2, SB1àDP3 or CS8+SB6àDP3 |
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A21 |
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Product Checklist: A tabular alternate to using a Gantt format for the (product oriented) Project plan |
Cr. In PL2+PL7, upd8 in CS1,2,7 àDP2,3,4,5 |
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A22 |
16.4.2 |
Product descriptions: Notes on how much quality is needed in a product, how to get it and how to tell |
PL2àCS1àMP1,2,3àCP1 |
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A24 |
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Product Status Account: Report from CIRs of products-in-progress, completed or not started for any give scope (eg a team or a stage) |
CS2 |
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Progress Information: Info to the wider-world |
CS6 or DP4 |
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Project Board Decision: Outcome of CS8 escalating a Project Issue |
DP4àCS8 |
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Project Board Guidance: Interference from the ill-informed |
DP4àCS7 or anywhere |
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Project management team changes: What it says |
SB1 or SB6àDP3 or DP4àCS5 |
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A30 |
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Project Plan: Yardstick by which board reviews progress |
SB2/PLàDP2/3 |
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A32 |
16.4.4 |
Quality Log: Audit trail of quality reviews due or held |
SB+PL & MP+CS1,2,9/5&6, CP3 |
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A34 |
16.4.6 |
Risk Log: Uncertainties, old and current affecting the project |
SB4&PL3+6, CS1,5,6,7,8, CS4 |
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A35 |
16.4.8 & 16.6 |
Stage Plan or Exception Plan: Description of resourced activities to execute on a day-to-day basis |
CS2+5àCS1 |
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Stage status information: Information to CS5 and wider if external parties require it |
CS2àCS5àCS6àoutside world |
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Team Plan: Description of resourced activities within a specialist team |
MP1+2, can be created in SB1 |
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16.4.1 |
“Tolerance”: Included in all levels of Plan and Product Descriptions |
everywhere |
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Trigger for Next Work Package/ Work Trigger: from DP2 or DP3 Authorisation to start a work package |
CS5 or CS7 or MP3 |
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Trigger for premature close: Instruction from Board to stop the project |
DP3/4àCP cab be via CS8 |
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A36 |
16.4.3 |
Work Package (Authorised, In Progress, Completed): Instruction from PM to team to create products |
CS1àMP1àMP2àMP3 |
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Work Package Status: CS9 telling CS2 products are finished |
CS9àCS2 |
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16.5 “Before the Project Board allows the project to close (unless the project has been prematurely terminated), it has the control to ensure that:
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16.5.1 Project Closure Notification
16.5.2 A17 Lessons Learned Report
16.5.3 A13 Follow-on-Action Recommendations
16.5.4 A 9 End Project Report
16.5.5 A19 Post Project Review Plan
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A2 |
Business Case: Informs benefits review planning and end project report |
CP2+3 DP5 |
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A4 |
Communication Plan: Know who to tell about project results and closure |
CP |
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Configuration Audit: Confirm records accurate & products approved |
CP1+3 |
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A5 |
Configuration Item Records: ditto |
CP1+3 |
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A6 |
Configuration Management Plan: How will CM be handed over |
CP1 |
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Customer Acceptance: Confirmation all products accepted |
CP1 |
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A8 |
Daily Log: Source of Lessons Learned and End Project Reports |
CP3 |
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A9 |
End Project Report: How did we perform vs. PID |
CP3àDP5 Outside World |
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A12 |
Exception Report and Exception Plan Request: Opps, possible step in the premature close loop |
CS8 DP4 (CS8 CP or CP direct) |
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A13 |
Follow-on Action Recommendations (FoAR): Advise to those after the project on open issues, risks or unfinished work |
CP2 Outside world |
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Information from external sources: Possible source of a close-down |
Outside World DP4 |
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A15 |
Issue Log: A source for FoAR, & of statistics for End Project or Lessons Learned Reports |
CP2+3 |
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A16 |
Lessons Learned Log/ A17 Lessons Learned Report : Source/destination of Lessons Learned handling |
everywhere CP3 DP5 |
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Management Information: Preserved project record for future audit |
CP1 |
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Notification of Project End: Project Closure Recommendation |
CS5 |
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Project closure notification Steps in the communication of project x closure are withdrawal of support & resources |
CP1àDP5à Outside world |
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Operational & Maintenance Acceptance: Confirmation that the products x are operable & supportable |
CP1 DP5 |
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A27 |
PID: Benchmark of original intent for Acceptances and End Project Report |
CP1+2 DP5 |
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A19 |
Post-Project Review Plan: Road map for the Executive to check benefits realisation at some future date |
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A24 |
Product Status Account: BEWARE! Confirmation from customer CM that the products are approved |
CP1 |
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Project Board Decision: Possible source of a shut-down |
DP4 |
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A30 |
Project Plan: Updated with actuals from final stage & reviewed for Lessons Learned and End Stage Reports |
CP3 |
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A31 |
Project Quality Plan: Reviewed to assess if they were adequate |
CP3 |
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A32 |
Quality Log: Reviewed for statistics tha may be useful to Quality Assurance |
CP3 |
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A34 |
Risk Log: Reviewed for any Follow-On-Action-Recommendations & Lessons Learned |
CP2+3 |
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A35 |
Stage Plan: Required to update the project plan (10.6.3 bp1) |
CP3 |
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Trigger For Premature Close: As it says |
CS8 or DP3 CP-all |
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Corporate and Programme Management (& their reports & superiors of course)
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Authorising Initiation (SUàDP1àIP) | ||||||||||
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Authorising a Project (IPàDP2àCS1) | ||||||||||
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End stage assessment or Exception assessment
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Project closure (CS5/ DP4->CP->DP5) | ||||||||||
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Confirm project tolerance
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Set initiation stage tolerance DP1 | ||||||||||
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Subsequent stage tolerance (SB1 (or SB6)->PL4->SB5->DP2 or DP3) | ||||||||||
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A14 Highlight Reports (CS6->DP4) | ||||||||||
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Exception Report and assessment (CS8->DP4->CS8->SB6) | ||||||||||
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End Stage Report and assessment (SB5->DP2 or DP3) | ||||||||||
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A9 End Project Report (CP3->DP5) | ||||||||||
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A19 Post Project Review Plan | ||||||||||
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A13 Follow-on-action-recommendations | ||||||||||
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A30 Project Plan & Product Check-list | ||||||||||
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Change Control
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Stages
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A4 Communications Plan IP4, DP4 | ||||||||||
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Risk & Contingency |
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A35 Stage Plan SB1-2345->DP2 or DP3
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A12 Exception report & A11 Exception plan CS8->DP4->CS8->SB6-2345->DP3 | ||||||
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A36 Work package authorisation CS1->MP1
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A32 Quality Log IP1, PL2, MP2->CS2, CS9, CS5, CP1, CP3
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Change control procedure CS8->DP4
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A8 Daily Log – Created SU4, used every day at CS5 | ||||||
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Corrective Actions CS5->CS7->MP1 | ||||||
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A5 Configuration item records (IP1 CMDB), PL2, CS1, CS9, SB1, SB6, CP | ||||||
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Risk management/ Risk triggers detected and responded to via CS5
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A16 Lessons learned log & A17 Lessons Learned Report
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Purpose is to allow each level of organisation to control based on monitoring to plan
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Controls overlaps all other components | ||||||
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4 Levels and 3 timeframes | ||||||
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Controls at start culminate in the PID (Board's Terms of Reference)
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Controls in the middle are wheels within wheels
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Controls at the end confirm satisfactory result exists, transfer ongoing matters to those who come after and consolidate lessons learned | ||||||
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* Cost, time, scope, quality, resourcing or benefits |
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CO 08 Create, modify or discuss any of the products of Controls in a given project scenario |
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CO 09 Describe in detail each control, its purpose and content, the relevant processes involved in its application, and which roles are involved via application to any given project scenario |
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CO 10 Apply any of the controls defined by PRINCE2® to a given project scenario |
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CO 11 Identify the relationship between Controls and other PRINCE2® components within any given project scenario |
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Skip to the Registered Users Area Sample Practitioner questions and try question 6
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Re-read the scenario S:5.1 if you need to
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Answer the question using a blank answer grid from S:5.3 then mark your answer using S:5.4 | ||||||||
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Research any questions where you disagree with the marking scheme |
