Theme No 6 Change Part 2 But at the same time, we must ensure that we still have a project that is compliant with Prince Two. And just to stick the obvious, I hope we don’t want to tailor down to the absolute minimum every time, because one reason is it can actually take extra time and money to do that. But also, by tailoring to the absolute bare bones, we can recycle some quite beneficial aspects of the Prince Two framework. But it’s just we need to have a…

Tailoring the Directing a Project, Process There are no management products to tailor in the direct in the project process. So instead we look at tailoring communications on a simple project. The communications and directions given to be tailored down to be phone calls, SMS messages or even simply spoken instructions. And in many circumstances there may be no record of those instructions. So when working in these circumstances, I usually write the instructions down and then I email them back to the person who gave me the instructions so…

Process No 7 Closing a Project Part 2 We have read lessons learned from previous projects that were relevant to closing the project. We also need to record lessons learned throughout the project, and then when we are closing it, you need to check that these have all been filed way securely and they can be easily formed again. It’s important to note that even if a project is closed prematurely, you must still record lessons learned. And lessons from a field project might prevent future projects from failing. Some…

Process No 5 Managing Product Delivery Part 2 Shows how the three activities from this process are connected. Please remember that managing product delivery is from the viewpoint of the team manager. You can see from this diagram. The team manager accepts a work package and receives authority from the project manager to action it. It is important to remember that a work package is not a product. Think of it as a package of doc payments used for creating the product and for tracking the product. Next, the team…

Process No 4 Controlling a Stage Part 1 You will recall from the principle of management stages, certain things happen that you need to remember for the exam. Such as additionally, the project manager suggests a way to break the project into management stages. This plan is then submitted to the project board for approval. The minimum number of stages that a principal project can have is two the initiation stage and one other stage. To increase or decrease the level of control the project board has over the project….

Process No 2 Directing a project Part 2 Authorized initiation. The purpose of this activity is to make sure that only worthwhile projects get initiated. The Project Board receives a request to initiate the project from the Project Manager. The Project Board will check the project brief and the stage plan, and in fact, they may ask Project Assurance to help out with this. If they believe the outline business case demonstrates a viable project, then they will review and approved the project brief and the stage plan. And in…

Process No 1 Starting up a project Part 1veg My goal is to highlight and explain the key parts, but it is imperative that you also read the corresponding sections of the guide. Otherwise, to put it simply, you will not pass the exam. But as I’ve said before, a number of times you always need to check key words and phrases in The Prince to Glossary. And if you’re familiar with the 2009 version of The Princeary Guide, you will find a number of parts of the Glossary and…

Program Quality Management The quality has many definitions. The simplest is fitness to purposes. The program quality management includes the activities of the performing organization that determine program quality policies, objectives and responsibilities to reach the program successful closure. We will start here by elaborating the differences between the quality control and the quality assurance. The program quality control is the activity of monitoring particular component project or component sub program deliverables to ensure adherence to a defined set of quality criteria or quality requirements that lead to adequate benefits…

Program Management Supporting Processes Introduction This section is to cover the program management supporting processes. The program management supporting processes are very similar to the processes at the project, but they address considerations at a higher level. The program management supporting activities aggregate the information from component level to reflect a program perspective. The program management supporting processes require deep coordination with the organization group function. For instance, the financial processes in the organization should be considered and respected in designing the program financial management processes. Sometimes the organization provides…

Introduction This section summarizes all the previous sections to help you in recapping the important subjects discussed until now and to highlight some areas that need your attention. In this section, we will review the following topics the Program and the Program management. The program five management domains the Program management Supporting processes and we’ll highlight the aggregated program artifacts. Program and Program Management The program is a group of related projects, subprograms and program activities managed in a coordinated way to obtain benefits not available from managing them individually….