Support de cours Prince2

Project Management
Prince2 Foundation
Prince2 Foundation
2017 Edition
PROGRAM
1. Overview
2. Principles
3. Themes
4. Processes
1. Overview
1. Prince2 Certification
2. Introduction to Prince2
3. Structure of Prince2
4. Definitions and concepts
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Prince2 Certifications
Prince2 Certifications
Prince2 Foundation Exam
1 hour 60 Questions 1 Mark each
Closed-book
33 out of 60
Exam
Introduction to Prince2
PRINCE2 (Projects IN Controlled Environments) is one of the most widely
used project management methods in the world.
Introduction to Prince2
It is a generic method that can be applied to any project regardless of its scale, type,
organisation, geography or culture.
It is achieved by
 Separating the management of project work from the specialist contributions
 Focusing on describing what needs to be done, rather than prescribing how everything is done
It is based on established and proven best practices and governance for project
management.
 Established by OGC (UK)
Shows that participants focus on the viability of the project in relation to its business case
objectives
 Provides mechanism to evaluate Business Justification
Structure of Prince2
PRINCE2 is a project management methodology that includes four integrated elements of

principles, themes, processes and the project environment.
7 7 7
PRINCIPLES THEMES PROCESSES
TAILORING PRINCE2 TO THE PROJECT ENVIRONMENT
What PRINCE2 Does Not Provide?
What Makes a Project a ‘PRINCE2 Project’?
For a project to be following PRINCE2, it must be possible to demonstrate that the project:
• Is applying PRINCE2’s principles.
• Is meeting the minimum requirements set out in the PRINCE2 themes.
• Has project processes that satisfy the purpose and objectives of the PRINCE2 processes.
• Is either using PRINCE2’s recommended techniques or using alternative, equivalent
techniques.
Definitions and concepts
What is a Project?
Project is a temporary organisation that is created for the purpose of delivering one or more
business products according to an agreed business case.
• In an organization, maintaining current business operations, such as maintaining profitability,

service quality, etc., is known as ‘business as usual’.
• On the other hand, an organization launches projects to transform business operations in order to
introduce new products or services and improve current ‘business as usual’ processes.
• Projects are the means by which an organization introduces change, making it different from
‘business as usual’.
Project vs Business as Usual
The following are the five characteristics of a project that distinguish it from business as usual:
Project Management
6 Aspects of Project Performance
Role of project Manager
A Prince2 project can have multiple contacts: stand-alone, part of program, part of portfolio, in a
commercial environment
Stand-alone Projects
Projects can exist as stand-alone entities, outside the governance structure introduced by
programmes or portfolios.
Projects within Programmes
Projects within portfolio
Projects in commercial environment
Prince2 and Delivery Approaches
MODULE 1 QUIZ
2. Principles
1. Continued business justification
2. Learn from experience
3. Defined Roles and responsabilities
4. Manage by stages
5. Manage by exception
6. Focus on products
7. Tailor to suit the project
PRINCE2 PRINCIPLES
PRINCE2 PRINCIPLES
CONTINUED BUSINESS JUSTIFICATION
LEARN FROM EXPERIENCE
DEFINED ROLES AND RESPONSIBILITIES
MANAGE BY STAGES
MANAGE BY EXCEPTION
A PRINCE2 project has defined tolerances for each project objective to establish limits of
delegated authority.
• 4 levels of management
FOCUS ON PRODUCTS
TAILOR TO SUIT THE PROJECT
MODULE 2: QUIZ
3. Themes
1. Business Case
2. Organisation
3. Quality
4. Plans
5. Risk
6. Change
7. Progress
PRINCE2 THEMES
PRINCE2 THEMES
Business Case Theme
BUSINESS CASE
BUSINESS CASE
BUSINESS CASE
• PRINCE2 Products need to be used, Not just delivered
BUSINESS CASE
BUSINESS CASE
The Contents of a Business Case
• Executive Summary: A short overview of the Business Case for upper management
• Reasons: Reasons for doing the project (comes from project mandate)
• Business Options: PRINCE2 teaches that there are always three options to consider concerning any investment:
• Do nothing
• Do the minimum
• Do something
• Expected Benefits: List each benefit and how and when it can be measured.
• Expected Dis-Benefits: According to PRINCE2 a dis-benefit is an outcome that is seen as negative by one or more
stakeholders.
• Timescales: Project starts and ends, when benefits will be realized.
• Costs: Cost for project plus expected on-going maintenance costs after the project.
• Investment Appraisal: ROI information / calculation (costs v. benefits).
• Major Risks: A summary of the major risks (comes from Risk Register).
BUSINESS CASE
• Investment Appraisal Techniques
 Whole -life costs

 Net benefits
 Return on Investment (ROI)
 Payback period
 Discounted cash flow
 Net Present Value
 Sensitivity Analysis
Organisation Theme
ORGANISATION
ORGANISATION
PRINCE2 identifies three principal categories of project stakeholders.
ORGANISATION
• Four levels of Management
ORGANISATION
• PRINCE2’s Requirements for an Organisation
ORGANISATION
• Mandated project management team roles
• Executive
 Project board • Senior user
• Senior Supplier
 Project Assurance team (giving advice and guidance on issues:

PMO)
 Change Authority
 Project manager
 Project support team (Administrative role)
 Team manager (Optional, could be done by Project manager)
Quality Theme
QUALITY
QUALITY
QUALITY
• Quality planning
QUALITY
• Quality control
QUALITY
• Relationship between Product, Quality Planning and Quality Control
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QUALITY
• Quality assurance & Project assurance
QUALITY
• Management products
The quality records are maintained in the quality register
QUALITY
• Example of Quality Register
QUALITY
• Quality Inspections
QUALITY
• Quality Records
QUALITY
• Quality Review Techniques
QUALITY
Plan Theme
PLANS
PLANS
PLANS
• The project plan provides a statement of how and when project’s time, cost, scope quality performance
targets are to be achieved, by showing the major products, activities and resources required for the project
• The stage plan is similar to the project plan in content, but each element broken down to a level of
detail required to be an adequate basis for the day-to -day control by the project manager
PLANS
Example:
If during a stage, the Project Manager is forecast to go out of tolerance on cost by 15% (or does so), and then
they must warn the Project Board about this deviation (also called “Exception”). The Project Board will most likely
ask for an update plan to complete the current stage, and this plan (Exception Plan) will replace the current
Stage Plan. So the Project Manager will create an Exception Plan and if approved by the Project Board, will
replace the current Stage Plan to allow the Project Manager to complete the current stage.
PLANS
PLANS
PLANS
 Project Product Description
The Project Product Description is a specific type of Product Description. It’s only focused on the final
product. This type of description defines what the project must deliver to gain acceptance.
 Product Description
The Product Description presents information about product components of a project.
A product breakdown structure (PBS) is a hierarchical of the products to be produced during plan; a
PBS contains only products
 Project flow Diagram
Product flow diagram shows the sequence of production and interdependencies of the products listed in a
product breakdown structure.
PLANS
• Planning Steps
PLANS
• Planning Steps
PLANS
• Planning Steps
PLANS
• Planning Steps
PLANS
• Planning Steps
PLANS
• Planning Steps
PLANS
• Planning Steps
Risk Theme
RISK
RISK
• Risk: Threat and Opportunity
RISK
• Risk Management
RISK
RISK
• Risk Budget
Change Theme
CHANGE
CHANGE
• Issue
CHANGE
CHANGE
CHANGE
• Issue and change control procedure
Progress Theme
PROGESS
PROGESS
PROGESS
PROGRESS
95
PROGESS
Sits outside the project but sets overall requirements and tolerance
levels the project
Has overall control at a project level as long forecasts remain within

tolerance and allocates tolerances for each management stage to the
Project Manager
Has day-to-day control for a management stage within the tolerance

limits laid down by the project board
Has control for a work package but only within the tolerances agreed
with the project manager Raises an issue when there is a forecast of
exceeding tolerance limit
PROGESS
• Baselines for Progress Control
PROGESS
• Reviewing Progress
PROGESS
• Reporting Progress
PROGESS
• Raising Exceptions
MODULE 3: QUIZ
4. Processes
1. Starting up a Project
2. Directing a Project
3. Initiating a Project
4. Controlling a Stage
5. Managing Product Delivery
6. Managing a Stage Boundary
7. Closing a Project
PROCESSES
PROCESSES
104
STARTING UP A PROJECT
STARTING UP A PROJECT
DIRECTING A PROJECT
DIRECTING A PROJECT
INITIATING A PROJECT
111
CONTROLLING A STAGE
CONTROLLING A STAGE
MANAGING PRODUCT DELIVERY
MANAGING PRODUCT DELIVERY
MANAGING A STAGE BOUNDARY
MANAGING A STAGE BOUNDARY
CLOSING A PROJECT
CLOSING A PROJECT
MODULE 4: QUIZ

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Project Management

4. Definitions and concepts

1 hour 60 Questions 1 Mark each

PRINCE2 (Projects IN Controlled Environments) is one of the most widely

used project management methods in the world.

 Provides mechanism to evaluate Business Justification

PRINCE2 is a project management methodology that includes four integrated elements of

TAILORING PRINCE2 TO THE PROJECT ENVIRONMENT

• In an organization, maintaining current business operations, such as maintaining profitability,

Projects within Programmes

Projects within portfolio

Projects in commercial environment

Prince2 and Delivery Approaches

 Whole -life costs

 Project Assurance team (giving advice and guidance on issues:

The quality records are maintained in the quality register

 Project Product Description

The Product Description presents information about product components of a project.

 Project flow Diagram

• Risk: Threat and Opportunity

Has overall control at a project level as long forecasts remain within

Has day-to-day control for a management stage within the tolerance

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