PRINCE2
COMPONENTS – the basic ingredients of a project
 | The Business Case
The reasons for running the project and the expected rewards. |
| Organisation
Roles and responsibilities of people from Project Board through to
team leaders, plus links to assurance and audit roles.
|
| Quality in a Project Environment
Capturing of expectations, setting them at realistic levels and then
meeting them. Relationships with corporate QMS systems.
|
| Plans
Definition of the results required from the project, and the
activities and resources required to achieve them.
|
| Management of Risk
Ensuring that the right level of risk is taken by the project, and
that the plans come true.
|
| Controls
Governance arrangements that allow control without bureaucracy.
|
| Configuration Management
Keeping control of multiple versions of the deliverables.
|
| Change Control
Managing change so that the Business Case, Plans and Quality are not
compromised.
|
|
|
PRINCE2
PROCESSES – the steps to follow throughout the project lifecycle
| Starting up a Project
Pre-project preparation and early stakeholder alignment around a
high level outline.
|
| Initiating a Project
Detailed definition of what the project will do, and how it will
operate, plus getting stakeholder buy in and commitment
|
| Directing a Project
The work of the Project Board in steering a project without
unnecessary hand on involvement and meetings.
|
| Planning
The steps to follow to create a credible plan.
|
| Controlling a Stage
The day to day running of the project by the project manager.
|
| Managing Product Delivery
The work of the team manager in organising team involvement in a
project.
|
| Managing Stage Boundaries
Preparation for formal assessments by the Project Board.
|
| Closing a Project
Orderly decommissioning and user acceptance at the end of a project.
|
The PRINCE2 TECHNIQUES – key
techniques in running projects
| Quality Review
How to review deliverables to ensure they meet quality criteria.
|
| Change Control Approach
A rational way to process issues, quality problems and requests for
change.
|
| Product Based Planning
A powerful technique for defining the deliverables of a project and
the quality criteria they must meet, before defining the
activities and resources required to create them.
|
|