Prince2 stands for Projects IN Controlled Environments , the methodology was initially developed in 1989 to meet rigorous Government standards and upgraded in the mid 1990s. Further amendements to the methodology are expected throughout 2008/9.

Worldtech Systems has many years of experience utilising this methodology from projects sizes of £250,000 - £6,000,000 per year.

Prince2 is a process driven methodology providing the customer and project sponsor with a structured framework and controlled environment with strong change control and quality verification.

Although Industry standard the Prince2 methodology may be inappropriate for smaller projects as the administration overheads to maintain overall control of the project may be too high compared to the actual cost of the overall project.

Prince2 is segmented into eight formal processes with approximately forty sub processes...

Project Start Up.

This stage is effectively the initial feasibility stage were the project objectives are outlined and key approaches are identified. The key business justifications are also documented at this stage. Typically at project start up the team is small and focused on the structure of the project, resourcing, team structures and planning the next stage, Project initiation.

Once approved by a Project Board, Product Steering Board or executive the project documentation will be combined at the next stage with further activity such as planning and costing to effectively form the Business Case for the project.

The Business Case will identify all the project methodologies approaches, human and financial resources, associated inherent project risks, assumptions and costs. Ultimately the business case will identify the return on investment of such projects.

Project Initiation.

The project team focuses on developing the business case , defining project controls to ensure quality and the production of a detailed project plan. A project file is created to store all associated project documentation and a Project Initiation Document is created to define the terms of reference for the next stage. This is again presented and approved by a Project Board.

Project Planning.

Worldtech Systems utilises MS Project for all project planning and scheduling.

There are many forms and tools for project planning, Prince2 adopts the product based planning where “products” have to be identified as effectively deliverables. Once these have been identified detailed activities are defined to produce each product.

Once the work breakdown structure is completed the next key element is to identify the dependencies between each activity and product , followed by the type of resources to complete the work. Finally when the structure is correct and a resource availability plan has been constructed estimates for each element of the plan must be completed. Typically humans by nature are always optimistic on estimates. Therefore it is always wise that project managers take several estimates, verify assumptions and any associated issues and risks and then weight the effort.

Once the project plan structure, dependencies and estimates are collated you should run several reports to analyse the critical path and any under utilisation of resources.

Worldtech Systems recommends the following when planning.

• Identify the critical path on all plans and ensure all resources are genuinely available and committed.
  • Any third parties out of your control on the critical path is a recipe for disaster.

• Always produce detailed estimates.
  • Anything above five days will mean you are unaware of any slippages until then.

• Always baseline a plan and constantly update with project actuals from timesheets.
  • This will allow you to control the project and understand any impact from slippages.

Project Directing

One of the hardest jobs of a Project Manager is to manage the perception and activities of members of the Project Board.

Clearly defining their roles and keeping them regularly updated on progress helps to manage their perceptions.

Directing a project involves the Authorisation of the Initiation , proceeding with the project and authorising Stage and exception plans.

The board should always ensure the project is closed down correctly once completed. Ensuring that all resources are freed up appropriate end of project reviews completed.

Stage Controls

Projects are broken down into stages with products and activities within each stage. Controlling each stage involves defining clearly the way in which work is authorised and received and a Project Issues Escalation procedure for capturing and managing issues. Additionally formal capturing of actuals against the original baselined plan are maintained.

Product delivery

Product Delivery involves managing the acceptance, execution and delivery of a work package.

Stage Boundaries

Managing Stage Boundaries involves identifying what should be done towards the end of the stage and planning for the next stage. This should include updating risk registers and amendments to project documentation.

Closing a project.

A structured approach to closing down a project , freeing up resources and reviewing all processes and experiences throughout the project. This should identify areas for process improvement , quality improvement to ensure future projects are refined.