PRINCE is the abbreviation of Project IN Controlled Environment (project management under controlled environment). PRINCE2 describes how to manage the project in a logical and organized way according to clear steps. It is not a tool or a skill, but a structured project management process. This is why it is easy to adjust and upgrade, suitable for all types of projects and situations.
Chapter One, Introduction
Core points
The risks associated with project work are higher than other business activities. The use of a reliable, consistent, and proven methodology for project management is a valuable business investment. PRINCE2 is an open methodology, because it completely separates the management and professional work in the project. It is a methodology based on the principle of experience verification.
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Why is there a need for a project management method theory?
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What is the basic structure of PRINCE2?
Any project management is designed with 6 variables (performance indicators): cost, time, quality, scope, risk, and return. PRINCE2 builds a framework that combines processes and topics, emphasizing the planning, authorization, supervision and control of the six aspects of project performance.
The structure of PRINCE2:
-4 elements: principles, topics, processes, tailoring PRINCE2 according to the project environment, these four parts;
-7 principles: see Chapter 2 for details.
-7 topics: see Chapter 3 for details.
-Personal thinking:
The author has been engaged in project management for 5 years, and has received traditional project management training and agile management training. He has a little knowledge of various theories. The feeling I got from the first chapter is: PRINCE2 is indeed a theoretical collection of project management methods. It is a more advanced project management reading. Various concepts are relatively abstract. It is difficult to go without actual project experience. Understand what is too theoretical, but if there is a richer project in actual combat, then improve the theoretical guiding ideology, PRINCE2 may well be a better choice.
Chapter Two, Seven Principles
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Continuous business verification-the essence of principles
-Even the projects that must be done require the rationality of the chosen plan, because different alternative plans will produce different costs, benefits and risks.
-If the project can no longer be justified, the project should be discontinued.
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Lessons learned-the essence of principles
-It is the responsibility of everyone involved in the project to seek lessons that are worth learning instead of waiting for others to provide them;
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Clearly defined roles and responsibilities-the essence of principles
-The project is related to people. If the wrong people are involved in the project, if the right people are not involved in the project, or the people involved in the project are not clear about their expectations of them, or they are not clear about the expectations of others, then no matter how good the plan or control is, it will not help. .
-The project must have a clear project management team structure, which consists of clearly defined and agreed project participants and roles and responsibilities, as well as effective communication methods between these roles.
-Clearly defined project management team structure, with common project goals to award related parties in the project together.
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Management by stage-the essence of principles
-Shorter stage division can be used to strengthen control, and longer stage division can reduce the burden on senior management.
-Only when the details are manageable and predictable can a plan be prepared. Combining a detailed short-term team plan with a summary long-term plan is a more effective method.
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Management by exception-the essence of principles
-PRINCE2 sets the tolerances of the six performance indicators (see above) of each level of plan objectives, and authorizes from one management level to the next.
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Focus on the product-the essence of principles
-The agreed-upon set of products defines the scope of the project and provides the basis for planning and control.
-The purpose of the project is to achieve the expectations of stakeholders based on commercial verification. To achieve this goal, stakeholders must reach a consensus on the product and its quality expectations.
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Tailoring to the project environment-the essence of principles
-Don't blindly carry out "mechanical" project management, and don't move towards "heroic" project management.
-Personal thinking:
Based on the above seven principles, the essence is to have a deeper abstraction of the five process groups and ten management fields in all project processes. If PMP and other practical theories are a kind of tool, such as hammering nails with hammers, Then these seven principles are more like the "industrial mother machine" of manufacturing tools, which can generate suitable hammers according to the actual project environment, such as claw hammers, nail hammers, heavy hammers and so on.
Chapter Three, Seven Themes
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Business case (solving the "why" question)
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Organization (solve the "who will do it" problem)
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Quality (solve the "what to do" problem)
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Plan (to solve the problems of "how to do", "how much" and "when")
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Risk (solve the problem of "unexpected situations")
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Change (solve the problem of "change")
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Progress (solving the problems of "where are you now", "where are you going" and "whether to continue")
For each topic, PRINCE2 uses four parts to elaborate: purpose, topic definition, PRINCE2 methods, and responsibilities.
-Personal thinking:
The 7 themes are very condensed, completely abstracted from any tools and methods, but when concreted, they cover all aspects of a project.
Chapter 4, Topic 1-Business Case
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purpose:
-Resume a mechanism to judge whether a project is desirable, deliverable, and obtainable, as a decision support tool for (continuing) investment in this project.
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definition:
-Represents the best combination of project information; the project management committee and stakeholders must always have confidence in the deliverability of the project. The issue of rationality is continuous. The business case cannot be static and should be carefully maintained throughout the life cycle of the project.
-Products, achievements and benefits:...
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method:
-Development, the project manager in P2 is responsible for business demonstration;
-verification
-maintain
-confirm
-The main content of the business argument: summary, reasons, alternative business options, expected benefits, expected negative benefits, time, cost, investment evaluation, and main risks. The implementation of benefits needs to be quantified. Once the benefits are defined, the activities for establishing the benefit measurement should be described in the benefit review plan.
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Responsibilities: (corresponding to the responsibilities in the business demonstration part to be detailed)
-Company or project group management, project supervisors, senior users, senior suppliers, project managers, project assurance, project road support and other aspects.
-Personal thinking
In the current work, few business arguments are continuously promoted and maintained, and they are generally static. This part needs to be learned from and strengthened in the future.
Chapter 5, Topic 2-Organization
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Purpose: Define and establish the responsibility and responsibility structure of the project; all projects must have a clear organizational structure; the successful project management team includes: representatives of business, users, suppliers and other interests.
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Organization definition
-Related concepts: project, program, company organization, roles and work, three project benefits (commercial benefits, user benefits, supplier benefits);
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P2 Organization Method [Key Points]
-Four levels of organization: company or program management, guidance (project management committee), management executive (project manager), delivery (group manager)
-Project management team structure: To ensure effectiveness, some responsibilities of P2 cannot be shared or delegated, the role of project manager or project supervisor cannot be shared, project manager cannot be the project supervisor at the same time, and vice versa.
-Project Management Committee: Responsible for the success or failure of the project, provide a unified direction for the project,...other
-Project director: bears the ultimate responsibility for the success of the project and is the key decision maker. The project management committee is not a democratic organization controlled by voting. Throughout the project, the project leader is responsible for the business case.
-Other organizational roles: senior user, senior supplier
-Change management organization: the scope of change authorized by the project manager (the cost is less than the pre-set limit range, the impact on the project does not exceed 1 week, and there is no need to make any changes to the project product description or other products)
-The size of the project management committee.....
-Project manager: The only center of daily project management. The role of project manager in P2 should not be shared.
-Team manager, project support and other related content
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Responsibilities (still a table)
-Personal thinking:
P2 clearly pointed out that some positions cannot be shared, and clearly pointed out the scope of authority of the project manager facing the change, which has certain reference significance for the subsequent work of the project manager.
Chapter 6 and beyond, see Extensive Reading 2 for details.
Follow the WeChat public account and reply "PRINCE2" to get wonderful information.
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Reference materials:
1. TSO "PRINCE2-Successful Project Management Methodology"
2. Baidu Encyclopedia: https://baike.baidu.com/item/PRINCE2/4525398?fr=aladdin