Practical PRINCE2 project management

Prince2 project management is about managing the enterprise, visioning a future and organising the resources available to you, in order to meet those future experiences with excellence. Managing prince2 projects is no less than directing a team towards the achievement of a common goal, in a flexible and dynamic way. Successful prince2 project managers are those who can adapt their approach and influence by having close awareness of the unique requirements within the organisation's existing structures and practices.

 

So how do we manage a prince2 project? Firstly, we need to have clarity about what prince2 projects we are undertaking. We can then allocate tasks and hierarchy to the work to make it more effective.

 

Main components of a prince2 project are development, definition and construction. Development is the underlying structure, so to speak, and is the end goal of the prince2 project. There can be many different ways to approach a prince2 project and it is critical that the prince2 project is defined to fit your organisation's context or the context of the organisation where you're performing the work. Things to consider include: What is the time frame? What is the target? How will you know whether you've done well or not? How will you implement testing and checking? What will you need from the group to manage from? What is your team's understanding of the work ahead?

 

Construction is the nuts and bolts of any prince2 project. This includes how the prince2 project is organised at a structural level. How will it fit in with processes and procedures in the organisation? What are your processes, systems and procedures? Who will you directly report to? Who are the participants or stakeholders? How will you manage?

 

Organisations often manage more than one prince2 project at a time. We have found that managing several prince2 projects at a time requires specific underlying processes and structures. In some organisations it is normal to walk away from one article prince2 project after another and not come back to a single one. However, it is very important to ensure that all programs are well-recorded, identified and understood within the organisation and any changes to the organisation or the target date need to be reported back to all participants.

 

Prince2 projects have a closed-loop cycle to end (or gate) at point of completion. As with all work, everything that happens in the prince2 project has to be recorded in the same way, either as a report or as a work-in-progress. So everything that has been done, what is being done, who is doing what and when everything that has been done needs to be recorded.

 

So how do we plan on an exercise like this? Firstly, all the people in the organisation know what this is all about and they understand why it is needed. Develop or define a Prince2 project can be advertised as a series of activities that will deliver improvement each part of the way. A Prince2 project can be as simple, as complex, as a series of activities or separate activities. In the larger organisations where there are many prince2 projects being driven at the same time, success becomes more difficult as the amount of money and time can be stretched. A better bet in this case, is to split each prince2 project into several small prince2 projects and combine and coordinate them. It is easier to transfer time and finances and to share resources.

 

This activity will involve everyone in the organisation, and maybe another department. If the scope of the exercise is not such that they have to take any time from day-to-day activity, the participants may find the exercise too time consuming and create excuses for holding things back, or possibly greater objections to benefit is met. Once you have the champion participants - and a number who are involved in the work already - and you have a process to consistent follow, you can proceed. For larger organisations there will be a cross-functional group, for example, the Information Technology Agency, or the HR Department, and you may need additional stoveangers for passionate groups and Schle epidemels for vested interest groups. In our programme, we call this group either "the incumbent" or "the champions".

 

After the activity is over, and a report generated, the process of this activity needs to be documented. All events, meetings, actions, decisions taken, actions and reviews, decisions made, sexually argue, are identified and recorded, providing a factual evidence for organisational effectiveness.

 

Bringing together people from different departments, and categories of users and different work areas, in this way, offers a "whole" view of the prince2 project. It also conveniently prepares everyone to pitch their opinions about what was accomplished and what else needs doing. This process also allows for things to mix. This way, passionate groups are challenging and engaging, expressing their views. They are notradical or STEM escorted, but should be empowered, better informed and help talked to. The activity's outcome, of course, depends on the input of everyone involved.

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