Introduction
Topics
- Simple process parts
- Basics
- Problem statement
- Mission statement
- Strategy
- Scope
- Objectives
- Deliverables
- Schedules
- Planning
- Control
- Why - what can go wrong?
- Monitoring
- General
- What scope?
- Time
- Cost
- Cost - common terms
- Cost overspend
- Cost cash flow
- Progress reporting general
- Progress reporting Project Board
- Progress reporting what data?
- Taking action what does this entail?
- Assessing the situation
- Resolving issues and problems
- Contingency
- Areas of review
- Controlling change part 1
- Controlling change part 2
- Document control procedures
- Project completion
- Quality management plan overview
- Plan - areas to define
- Quality
- Risk management
- Project review
- Project manager
- Construction
- Reports
- Manual methods
- Time and duration
- Precedence grid
- Task flow charts
- Task flow charts Activity-on-Node networks bubble diagrams
- Task flow charts Activity-on-Node networks bubble diagrams
- Task flow charts Activity-on-Arrow networks
- Task flow charts Activity-on-Arrow networks arrow diagrams
- Task flow charts Activity-on-Arrow networks arrow diagrams float v slack
- Contingency 1 General
- Contingency 2 The weather
- Resource
- Project management systems
- Six sigma part 1
- Six_sigma part 2
- Six_sigma part 3
- SCRUM part 1
- SCRUM part 2
- SCRUM part 3
- Earned value management part 1
- Earned value management part 2
- Earned value management part 3
- Earned value management part 4
- Earned value management part 5
- Earned value management part 6
- Sensitivity analysis
- PMBOK part 1
- The Project Management Knowledge Areas part 2
- The Project Management Knowledge Areas part 3
- The Project Management Knowledge Areas part 4
- The Project Management Knowledge Areas part 5
Detailed planning
- Overview
- Initial estimation simple cost plan
- Initial estimation high level plan first review
- Initial estimation high level plan second review
- Initial estimation budget cost plan
- Estimating overview
- Estimating why are estimates too long
- Estimating why are estimates too short
- Estimating data usage
- Dependencies 4 basic types
- Dependencies (schedule)
- PERT and slack (float)
- PERT part 1
- PERT part 2
- PERT part 3 Cumulative Probability graph
- Elapsed time example for a task
- Roles and responsibilities
- Responsibilities and resources
- The Gantt chart
- Constraints resource
- Critical path part 1
- Critical path part 2 choosing one
- Criticalpath part 3 eliminating one
- Critical path part 4 reducing durations
Planning - Introduction - schedule overview
Programme
This is a matter of scale.
A programme manager may well be managing several Project Managers.
For example, building a passenger jet.
Within this several projects may exist, for example, design and install computer systems, jet engines or heating and ventilation.
The programme management may be responsible for setting the project and may provide initial information such as a Project Brief.
This is described further under PRINCE2® [see ‘The Complete Project Management plus PRINCE2’] in the process 'Starting up a Project (SU)’ and the sub-process 'Preparing a Project Brief (SU4)'.
Where programme management exist they will be responsible for certain decision making that is not within the remit of the Project Board.
Project
This is the level that will actually run the project that has been assigned by the organisation or programme management.
They will defer some decisions upwards.
The focus at this level is on the final product and how to achieve it.
The project will consist of a number of stages.
Stage
The project will be broken down into manageable sections.
These may represent natural breaks towards the final product where milestones will be identified to review progress.
Task
Each stage will consist of particular high level tasks.
These may be the responsibility of a particular department and will consist of many sub-tasks within it.
Sub-task
These will be the list of the key tasks that can be rolled up to the higher level.
Below these will be specific activities that must actually be carried out by someone in order to complete a sub-task.
Work package
These represent the tasks that will be assigned to personnel by a Team Manager or supervisor which must be completed to complete the sub-tasks.
The naming of levels is somewhat arbitrary and represents the fact that any project can be divided into continuing sublevels.
How far you go in a schedule is driven by two things:
- Only go to the level you can manage e.g. if you can manage hourly or daily then develop the schedule to these levels.
- Go to a level needed to gain the accuracy required to estimate the cost.
PRINCE2® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.
Non - PRINCE2 information
Non – PRINCE2
Planning [see Detailed planning – part 1]
Planning [see Planning - part 2 – Introduction - need to answer]
Planning [see Planning - part 3 - Introduction - schedule overview]
Plans [see Types of plans]
Task characteristics [see Task characteristics]
Task information [see Task information]
PRINCE2 2005
Introduction
Definition [see Introduction part 1]
Terminology [see Introduction part 2]
What is a project? Scope [see Introduction part 3]
The processes [see Introduction part 4]
Introduction to processes [see Introduction to processes]
59The components [see The components]
Appointing an Executive and Project Manager [see Starting up a Project (SU) - part 2]
Authorising Work Package [see Controlling a Stage (CS) - part 2]
Levels of plan [see Plans - part 2]
Organization [see Organization - part 1]
Planning [see Planning (PL) - part 1]
Preparing a Project Brief [see Starting up a Project (SU) - part 5]
Project Board [see Organization - part 2]
Scheduling [see Planning (PL) - part 6]
Starting up a Project [see Starting up a Project (SU) - part 1]
PRINCE2 2009
Introduction
Foreword [see Foreword]
Purpose [see Introduction part 1]
What does a project manager do? [see Introduction part 2a]
What is it we wish to control? [see Introduction part 2b]
The structure of PRINCE2 [see Introduction part 2c]
What PRINCE2 does not provide [see Introduction part 3]
Dealing with changes to the project management team [see Organization - The PRINCE2 approach - The project management team – Dealing with changes to the project management team]
Organization [see Organization - Purpose]
Project Manager [see Organization - The PRINCE2 approach - The project management team - Project Manager]
Team Manager [see Organization - The PRINCE2 approach - The project management team – Team Manager]
Plans
Activities [see Plans - The PRINCE2 approach - Identify activities and dependencies - Activities]
Analyse the risks [see Plans - The PRINCE2 approach - Analyse the risks]
Create the product breakdown structure [see Plans - The PRINCE2 approach - Prerequisites for planning – design the plan - Create the product breakdown structure]
Create the product flow diagram [see Plans - The PRINCE2 approach - Prerequisites for planning – design the plan - Create the product flow diagram]
Dependencies [see Plans - The PRINCE2 approach - Identify activities and dependencies - Dependencies]
Design the plan - Write the Project Product Description [see Plans - The PRINCE2 approach - Prerequisites for planning – design the plan - Write the Project Product Description]
Document the plan [see Plans - The PRINCE2 approach - Document the plan]
Exception Plans [see Plans - Plans defined - Exception Plans]
Levels of plan [see Plans - Plans defined - Levels of plan]
Plans - Define and analyse the products [see Plans - The PRINCE2 approach - Define and analyse the products]
Plans - Philosophy [see Plans - The PRINCE2 approach - Philosophy]
Plans - Purpose [see Plans - Purpose]
Prepare estimates [see Plans - The PRINCE2 approach - Prepare estimates]
Prepare the schedule - Agree control points [see Plans - The PRINCE2 approach - Prepare the schedule - Agree control points]
Prepare the schedule - Assess resource availability [see Plans - The PRINCE2 approach - Prepare the schedule - Assess resource availability]
Prepare the schedule - Assign resources [see Plans - The PRINCE2 approach - Prepare the schedule - Assign resources]
Prepare the schedule - Calculate total resource requirements and costs [see Plans - The PRINCE2 approach - Prepare the schedule - Calculate total resource requirements and costs]
Prepare the schedule - Define activity sequence [see Plans - The PRINCE2 approach - Prepare the schedule - Define activity sequence]
Prepare the schedule - Define milestones [see Plans - The PRINCE2 approach - Prepare the schedule - Define milestones]
Prepare the schedule - Level resource usage [see Plans - The PRINCE2 approach - Prepare the schedule - Level resource usage]
Prepare the schedule [see Plans - The PRINCE2 approach - Prepare the schedule]
Prerequisites for planning – design the plan [see Plans - The PRINCE2 approach - Prerequisites for planning – design the plan]
Project Plan [see Plans - Plans defined - The Project Plan]
Stage Plans [see Plans - Plans defined - Stage Plans]
Team Plans [see Plans - Plans defined - Team Plans]
What is a plan? [see Plans - Plans defined - What is a plan?]
What is planning? [see Plans - Plans defined - What is planning?]
Write the Product Descriptions [see Plans - The PRINCE2 approach - Prerequisites for planning – design the plan - Write the Product Descriptions]
Risk
Assess [see Risk - Risk management procedure - Assess]
Communicate [see Risk - Risk management procedure - Communicate]
Identify – part 1 [see Risk - Risk management procedure - Identify – part 1]
Implement [see Risk - Risk management procedure - Implement]
Plan [see Risk - Risk management procedure - Plan]
Risk management in projects [see Risk - Risk management in projects]
Risk management procedure [see Risk - Risk management procedure]
Risk Management Strategy [see Risk - Risk Management Strategy]
Risk Register [see Risk - Risk Register]
What is a risk? [see Risk - Risk defined - What is a risk?]
What is at risk? [see Risk - Risk defined - What is at risk?]
What is risk management? [see Risk - Risk defined - What is risk management?]
Change
Capture [see Change - The PRINCE2 approach - Issue and change control procedure - Capture]
Configuration Item Records [see Change - The PRINCE2 approach - Establish controls - Configuration Item Records]
Configuration management [see Change - Change defined - Configuration management]
Configuration management procedure [see Change - The PRINCE2 approach - Configuration management procedure]
Configuration Management Strategy [see Change - The PRINCE2 approach - Establish controls - Configuration Management Strategy]
Daily Log [see Change - The PRINCE2 approach - Establish controls - Daily Log]
Decide [see Change - The PRINCE2 approach - Issue and change control procedure - Decide]
Establish controls [see Change - The PRINCE2 approach - Establish controls]
Examine [see Change - The PRINCE2 approach - Issue and change control procedure - Examine]
Implement [see Change - The PRINCE2 approach - Issue and change control procedure - Implement]
Issue and change control [see Change - Change defined - Issue and change control]
Issue and change control procedure [see Change - The PRINCE2 approach - Issue and change control procedure]
Issue Register [see Change - The PRINCE2 approach - Establish controls - Issue Register]
Issue Report [see Change - The PRINCE2 approach - Establish controls - Issue Report]
Issues [see Change - Change defined - Issues]
Product Status Account [see Change - The PRINCE2 approach - Establish controls - Product Status Account]
Propose [see Change - The PRINCE2 approach - Issue and change control procedure - Propose]
Types of issue [see Change - Change defined - Types of issue]
Process
Final delivery stage [see Introduction to processes - The PRINCE2 journey - Final delivery stage]
Initiation stage [see Introduction to processes - The PRINCE2 journey - Initiation stage]
Pre-project [see Introduction to processes - The PRINCE2 journey - Pre-project]
Subsequent delivery stages [see Introduction to processes - The PRINCE2 journey - Subsequent delivery stages]
Project
Appoint the Executive and the Project Manager [see Starting up a project – Activities - Appoint the Executive and the Project Manager]
Assemble the Project Initiation Documentation [see Initiating a project – Activities - Assemble the Project Initiation Documentation]
Authorize a Stage or Exception Plan [see Directing a project – Activities - Authorize a Stage or Exception Plan]
Authorize initiation [see Directing a project – Activities - Authorize initiation]
Authorize project closure [see Directing a project – Activities - Authorize project closure]
Authorize the project [see Directing a project – Activities - Authorize the project]
Capture previous lessons [see Starting up a project – Activities - Capture previous lessons]
Closing a Project - Purpose [see Closing a Project - Purpose]
Create the Project Plan [see Initiating a project – Activities - Create the Project Plan]
Design and appoint the project management team [see Starting up a project – Activities - Design and appoint the project management team]
Directing a project - Purpose [see Directing a project - Purpose]
Evaluate the project [see Closing a Project - Activities - Evaluate the project]
Give ad hoc direction [see Directing a project – Activities - Give ad hoc direction]
Hand over products [see Closing a Project - Activities - Hand over products]
Initiating a project - Purpose [see Initiating a project - Purpose]
Objective [see Closing a Project - Objective]
Objective [see Directing a project - Objective]
Objective [see Initiating a project - Objective]
Objective [see Starting up a project - Objective]
Plan the initiation stage [see Starting up a project – Activities - Plan the initiation stage]
Prepare planned closure [see Closing a Project - Activities - Prepare planned closure]
Prepare premature closure [see Closing a Project - Activities - Prepare premature closure]
Prepare the Communication Management Strategy [see Initiating a project – Activities - Prepare the Communication Management Strategy]
Prepare the Configuration Management Strategy [see Initiating a project – Activities - Prepare the Configuration Management Strategy]
Prepare the outline Business Case [see Starting up a project – Activities - Prepare the outline Business Case]
Prepare the Quality Management Strategy [see Initiating a project – Activities - Prepare the Quality Management Strategy]
Prepare the Risk Management Strategy [see Initiating a project – Activities - Prepare the Risk Management Strategy]
Recommend project closure [see Closing a Project - Activities - Recommend project closure]
Refine the Business Case [see Initiating a project – Activities - Refine the Business Case]
Select the project approach and assemble the Project Brief [see Starting up a project – Activities - Select the project approach and assemble the Project Brief]
Set up the project controls [see Initiating a project – Activities - Set up the project controls]
Starting up a project - Purpose [see Starting up a project - Purpose]
Stage
Authorize a Work Package [see Controlling a stage – Activities - Authorize a Work Package]
Capture and examine issues and risks [see Controlling a stage – Activities - Capture and examine issues and risks]
Controlling a stage - Purpose [see Controlling a stage - Purpose]
Escalate issues and risks [see Controlling a stage – Activities - Escalate issues and risks]
Managing a Stage Boundary - Purpose [see Managing a Stage Boundary - Purpose]
Objective [see Controlling a stage - Objective]
Objective [see Managing a Stage Boundary - Objective]
Plan the next stage [see Managing a Stage Boundary – Activities - Plan the next stage]
Produce an Exception Plan [see Managing a Stage Boundary – Activities - Produce an Exception Plan]
Receive completed Work Packages [see Controlling a stage – Activities - Receive completed Work Packages]
Report highlights [see Controlling a stage – Activities - Report highlights]
Report stage end [see Managing a Stage Boundary – Activities - Report stage end]
Review the stage status [see Controlling a stage – Activities - Review the stage status]
Review Work Package status [see Controlling a stage – Activities - Review Work Package status]
Take corrective action [see Controlling a stage – Activities - Take corrective action]
Update the Business Case [see Managing a Stage Boundary – Activities - Update the Business Case]
Update the Project Plan [see Managing a Stage Boundary – Activities - Update the Project Plan]
Time management
Introduction
Resources [see Resources]
Workaholic [see Workaholic]
What is time management? [see What is time management? Problem Time solving]
What is time management? [see What is time management? General]
Key time destroyers
Key Time Destroyers [see Key Time Destroyers]
Action chasing [see Action chasing]
Being disorganised [see Being disorganised]
Cant say 'No' [see Cant say 'No']
Crisis management [see Crisis management]
Desktop management [see Desktop management]
Friends [see Friends]
Large reports [see Large reports]
Low energy levels [see Low energy levels]
Meetings 1 [see Meetings 1]
Meetings 2 [see Meetings 2]
Multiple tasks [see Multiple tasks]
Others errors [see Others errors]
Other's jobs [see Other's jobs]
Paperwork [see Paperwork]
Perfection [see Perfection]
Poor communication [see Poor communication]
Poor control and reporting [see Poor control and reporting]
Poor delegation [see Poor delegation]
Poor information [see Poor information]
Poor leadership [see Poor leadership]
Poor planning [see Poor planning]
Poor preparation [see Poor preparation]
Poor self discipline [see Poor self discipline]
Putting things off [see Putting things off]
Resource issues [see Resource issues]
Responsibility, accountability and authority [see Responsibility, accountability and authority]
Socialising [see Socialising]
Staff issues [see Staff issues]
The boss [see The boss]
The telephone 1 [see The telephone 1]
The telephone 2 [see The telephone 2]
Travel time [see Travel time]
Unfinished tasks [see Unfinished tasks]
Unwanted callers [see Unwanted callers]
Work overload [see Work overload]
Your own errors [see Your own errors]
Planning
Assessment and planning [see Assessment and planning]
Implementing [see Implementing]
Prioritising [see Prioritising]
Scheduling [see Scheduling]
Review [see Review]
Risk management
Introduction
What is risk? [see What is risk?]
6 questions to define the project [see 6 questions to define the project]
The key areas of concern [see The key areas of concern]
What should risk analysis provide? [see What should risk analysis provide?]
3 Ways to view risk management [see 3 Ways to view risk management]
General comments on risk assessment [see General comments on risk assessment]
Accountability [see Accountability]
General comments on planning [see General comments on planning]
What are the core process steps to assess a risk? [see What are the core process steps to assess a risk?]
Simple process outline [see Simple process outline]
What are the basic overall process steps? [see What are the basic overall process steps?]
Stakeholders [see Stakeholders]
Success measures [see Success measures]
Why carry out Risk Assessment? [see Why carry out Risk Assessment?]
Leadership
Introduction
Definition of leadership [see Definition of leadership]
Leadership and effectiveness [see Leadership and effectiveness]
Leadership qualities [see Leadership qualities]
Leadership functions [see Leadership functions]
other sites of interest in the series
- PRINCE2 2009PRINCE2 2009 updates PRINCE2 2005 and covers the principles, the themes -
business case, organisation, quality, plans, risk, change and progress.
The processes – starting up a project, directing a project, initiating a project, controlling a stage,
managing product delivery, managing a stage boundary, closing a project and tailoring PRINCE2 2009 and more... - PRINCE2 2005PRINCE2 2005 covers definition, terminology, the processes - Starting up a Project (SU), Initiating a Project (IP),
Directing a Project (DP), Controlling a Stage (CS), Managing Product Delivery (MP), Managing Stage Boundaries (SB),
Closing a Project (CP) and Planning (PL). The components – Business case, Management of risk,
Quality in a project environment, Configuration management Change control, Organisation, Plans and Controls.
Also, Product-based planning, change control technique and quality review technique and more... - Risk managementRisk management covers proactive and reactive planning, triggers, monitoring and control, risk combination,
what is risk, core process steps, project life cycle, terminology, cumulative probability graph, modifying plans,
plan types, identifying risk issues, assessing risk, cost model, Monte Carlo distribution, probability density function (PDF), uncertain events, correlated events, budget versus contingency, simple networks, Markov chain and more... - Time managementTime management covers goals, objectives, time logs, filing, delegation, planning, key time destroyers,
prioritising, urgent versus important, typical process, strategies, positive thinking,
mind maps, monochronic and polychronic time, culture,
convergent and divergent thinking, assertiveness, stress and more... - LeadershipLeadership covers definition, the vision, influencing, change, confidence, motivation,
strategy, personality indicators, trust and integrity, empowerment, prioritising, proactivity,
SWOT analysis, strategy, insight, personal direction, the three C’s, being positive, self discipline,
leadership training, meetings and agendas, styles and more... - MotivationMotivation covers performance management, empowerment, relations and needs, integrity and trust,
consequences, positive and negative reinforcement, measurement, feedback, goals, rewards,
appraisals, creativity and labelling, communication, coaching and mentoring, teamwork and self motivation,
insight, intuition, foresight, inspiration and influence and more... - Problem solvingProblem solving covers identifying a problem, the use of brain storming and the Pareto rule.
Also, cause and effect diagrams, the six word system, TRIZ,
the Gen′ichi Taguchi method, assessing a problem, planning,
implementing and monitoring solutions with feedback for further action and more...
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