4716 PRINCE2 Project Board Guide V6 - RSM UK
PRINCE2 PROJECT BOARD SURVIVAL GUIDEHelping you perform your role
2INTRODUCTIONWhat is PRINCE2 ?PRINCE2 (Projects IN Controlled Environments) is a project managementmethod used extensively in more than 150 countries around the world, and itstake-up grows daily. It is widely considered as the leading method in projectmanagement, with over one million PRINCE2 practitioners already benefitingfrom its pioneering and trusted approach. This is largely due to the fact thatPRINCE2 is truly generic, it can be applied to any project regardless of projectscale, type, organisation, geography or culture.The importance of projectsA key challenge for organisations in today’s worldis to balance two parallel, competing requirements: to maintain current business operations:profitability, service quality, customerrelationships, brand loyalty, productivity,market confidence etc – what we term‘business as usual’; and to transform business operations in orderto survive and compete in the future– looking forward and deciding howbusiness change can be introduced tobest effect for the organisation.As the pace of change accelerates intechnology, business, society and regulation,and the penalties of failing to adapt tochange become more evident, the focus ofmanagement attention inevitably moves toachieve a balance between business as usualand business change. Projects are the meansby which we introduce change – and, whilemany of the skills required are the same,there are some crucial differences betweenmanaging business as usual and managingproject work.PRINCE2 is a Registered Trade Mark of AXELOS Limited.Material in this document has been sourced from Managing Successful Projects withPRINCE2 2017 Edition. Copyright RSM UK Consulting LLP and AXELOS Limited 2017. Allrights reserved. Material is reproduced under licence from AXELOS. No part of this documentmay be reproduced in any form without the written permission of both the RSM UK ConsultingLLP and AXELOS Limited. Permission can be requested at andy.murray@rsmuk.com and fromAXELOS at licensing@AXELOS.com.
3What makes projects different?A project is a temporary organisation that is created for the purpose of delivering one or more businessproducts according to an agreed Business Case. There are a number of characteristics of project workthat distinguish it from business as usual:ChangeProjects are the means by whichwe introduce change.UniqueAn organisation may undertakemany similar projects and establisha familiar, proven pattern of projectactivity, but each project will beunique in some way: a different team,a different customer a differentlocation. All these factors combine tomake every project unique.TemporaryProjects are temporary in nature.Once the desired change has beenimplemented, business as usualresumes in its new form and theneed for the project is removed.UncertaintyThe above characteristics willintroduce threats and opportunitiesover and above those we typicallyencounter in the course ofbusiness as usual. Projects aremore risky.Cross-functionalProjects involve a team of peoplewith different skills workingtogether on a temporary basis tointroduce a change that will impactothers outside the team. Projectsoften cross the normal functionaldivisions within an organisationand sometimes span multipleorganisations. This frequentlycauses stresses and strains withinand between. Each has a differentperspective and motivation forgetting involved in the change.
4THE ROLE OF SENIOR MANAGEMENTThe PRINCE2 project organisation is a temporary matrix structure. It comprises those peoplewho direct the project (the Project Board), those people who manage the project (ProjectManager) and those people who create or provide the project’s products (Team Managers).Corporate, programme management of the customer (the commissioning organisation)DIRECTIONThe project boardSenior userExecutiveSenior supplierMANAGEMENTProject assuranceProject managerProject ELIVERY
5The Project Board represents the most senior level ofmanagement within the PRINCE2 project management team.Project Board members are accountable for the work theydirect, but the extent of their business responsibilities isusually much wider than the project. They can rarely afford toget involved in the detail of every project for which they areresponsible. This means that the effectiveness with whichproject work can be delegated is crucial. The Project Board isaccountable to corporate, programme management of thecustomer – the “Commissioning Organisation”.In PRINCE2, the Project Board delegates the managementof the project to the Project Manager in a series of stages– each based on an approved Stage Plan. Provided theProject Manager can deliver the stage within the tolerancesdefined in the plan there is no necessity for the ProjectBoard members to maintain close contact with the work.Should the Project Manager forecast that toleranceswill be exceeded, the Project Board is alerted through anException Report and will review and approve the optionsfor addressing the exception.The stage boundaries represent major control milestones,when the Project Board reviews whether the ProjectManager has delivered the previous stage properly andapproves a plan for the following stage. The PRINCE2processes provide other checks and balances, and thisis how senior managers on the Project Board are able tomanage by exception.Senior managers acting as Project Board members mustalso provide leadership and direction to ensure that theirprojects remain aligned to the organisation’s strategic aims.The Project Board is a guiding coalition that is necessary tosupport and direct the project.As with company boards, if the composition of the ProjectBoard is deficient then the project is likely to struggle, forexample if the Project Board is affected by disputes withinthe board. Appointing the right Project Board is probably thesingle most important factor in achieving a successful project.
6PROJECT BOARD COMPOSITIONProject Board members each fulfil one of three distinct roles: Project Executive – ultimately accountable; Senior User; or Senior Supplier.This represents the practical application of the PRINCE2organisation principle that a project always involves threeprimary stakeholder interests, those of the businessinvestors, the users of the project’s products and thesuppliers of the products.BUSINESSSponsoring andinvestmentSUPPLIERInternal orexternal supplierof the productUSERUses the product- gains the benefitsThe project will only succeed if: the products work – they have to be technicallyreliable and capable of operational maintenance (SeniorSupplier responsibility); they must also meet the users’ requirements andenable the intended benefits to be realised (Senior Userresponsibility); and the overall return for the investment must meet businessexpectations (Project Executive’s business accountability).All three interests must be satisfied and therefore all threemust be represented in the decision-making processes.Consequently, Project Board members are responsible forProject Assurance from all three perspectives. However, theymay delegate some of this responsibility to other people (aProject Assurance function) so long as they are independentof the project team.The Project Board is also responsible for communicationbetween the project and stakeholders external to the projectteam (for example, the Commissioning Organisation).
7CHARACTERISTICS OF A GOOD PROJECT BOARDA good Project Board should display four key characteristics:AuthorityThe members of the Project Board should be seniorenough within the corporate organisation to makestrategic decisions about the project. As the ProjectBoard is accountable for the project, the individualschosen must have sufficient authority to makethese decisions and to provide resources to theproject, such as personnel, cash and equipment.The managerial level required to fill the roles willdepend on factors such as the budget, scope andimportance of the project.CredibilityThe credibility of the Project Board members willaffect their ability to direct the project.Ability to delegateA key part of the Project Board’s role is to ensurethat the Project Manager is given enough space tomanage the project by keeping Project Board activityat the right level. Project Board members shouldnot be involved in the detail of how the project ismanaged, nor in the specialist content of the project.AvailabilityProject Board members who meet all the abovecharacteristics are of little value to the project ifthey are not available to make decisions and providedirection to the Project Manager.Project Boards do not alwaysconsist of three members.The range of user and supplierinterests may suggest theneed for more than oneSenior User and/or SeniorSupplier (but there is only oneProject Executive).The Project Board is primarilya decision-making function,so it is preferable to have nomore than five members. Othermanagers may attend ProjectBoard meetings, either toobserve or to offer specialistcontributions, but it is only theProject Board members whomake decisions.Where there are multiplesuppliers or usersrepresented, it may alsobe appropriate to establishsupplier or user groups.
8PROJECT BOARD’S DUTIES AND BEHAVIOURSTo understand the Project Board’s responsibilities in the project’s lifecycle fully it isimportant to be aware of the underlying duties and the behaviours they imply.Why is this important? The fact is that surveys frequently cite lack of executive/senior managementsupport as one of the top causes of project failure.Be accountableProvide unifieddirectionEnsure effectivecommunicationSupport theproject managerDUTIES nctionalintegrationEnsure effectivedecision-makingCommit resources
9PRINCE2 IN NUMBERS150 countries19differentlanguagesOver1 millionpractitioners85%find it useful torole and career**PRINCE2 2016 Reserach Report published by AXELOS
10THE PRINCE2 PROCESS LIFECYCLEPRINCE2 provides a process model for managing a project. Theprocesses can easily be scaled and tailored to suit the requirementsof any projects. They consist of a set of activities that are required todirect, manage and deliver a project.The PRINCE2 process model addresses project activity at four levels of management:Commissioning OrganisationWhile not part of the project management team, thishigher management level is an important influence as itsets the business and strategic context for projectsProject Board (Directing)This is the most senior level within the projectmanagement team. The Project Board represents threekey interests: those of the sponsoring business, theusers and the suppliers. The Project Board is accountablefor the success of the project within the boundaries setby the Commissioning Organisation. The Project Boarduses the ‘Directing’ processes as shown in Figure 1.Project Manager (Managing)The Project Manager acts as the single focus for the dayto day management of the project. The Project Managerhas authority to run the project within constraintsapproved by the Project Board. The Project Manager usesthe ‘Managing’ processes as shown in Figure 1.Team Manager (Delivering)The Team Manager’s prime responsibility is to supervisethe creation of the products allocated to the team by theProject Manager. Note that in simple projects the ProjectManager and Team Manager roles are often performed bythe same person. The Team Manager and their team usethe ‘Delivering’ processes as shown in Figure 1.
11Figure 1 - Project Management processes by management level and stagePRE-PROJECTINITIATION STAGESUBSEQUENT STAGE(S)FINAL STAGECorporate, programme management for the customerDIRECTINGProvide the project mandateEnsuring alignment/transitionInitiating aprojectManaginga stageboundaryControllinga stageManagingproductdeliveryPROJECT LIFECYCLEClosinga projectPROJECT ENVIRONMENTMANAGINGReviewingprojectoutcomesand benefitsDirecting a projectStarting up aprojectDELIVERINGPOST PROJECT
12Starting up a ProjectThis process covers the pre-project activities requiredto commission the project and to get commitment fromCommissioning Organisation to invest in project initiationby answering the question ‘Do we have a viable andworthwhile project?’Directing a ProjectThis process describes the Project Board’s activities inexercising overall project control. The activities focuson the decision making necessary for Project Boardmembers to fulfil their accountabilities successfully whiledelegating the day to day management of the project tothe Project Manager.Initiating a ProjectThis sets out the activities the Project Manager must lead inorder to establish the project on a sound foundation. EveryPRINCE2 project has an initiation stage. The key deliverablefrom this stage is the Project Initiation Documentation whichincludes an overall Project Plan and defines baselines forthe six project performance targets of time, cost, quality,scope, risk and benefits. The Project Initiation Documentationrepresents an authoritative statement of what the projectwill deliver, how this will be achieved, and by whom.Managing a Stage BoundaryPRINCE2 projects are managed in stages. This processdescribes the activities the Project Manager must undertaketo provide the Project Board with sufficient information toenable it to review the success of the current stage, approvethe next Stage Plan, review the updated Project Plan andconfirm continued business justification and acceptability ofthe risks. Therefore, the process should be executed at, orclose to, the end of each management stage.Controlling a StageThis process describes how the Project Manager managesthe project execution/delivery activity during a stage andreports progress and exceptions to the Project Board.Managing Product DeliveryThis addresses the Team Manager’s role in supervisingthe detailed work of creating the specialist products andprovides the link between the Project Manager and the teamsundertaking the project work.Closing a ProjectThis process describes the closure activity towards the end of thefinal stage of the project. The Project Manager leads the process,which provides for an orderly decommissioning, including anyremaining project acceptance and handover requirements.
13THE DIRECTING A PROJECT PROCESS IN MORE DETAILThe purpose of the Directing a Project process is to enable the Project Board to beaccountable for the project’s success by making key decisions and exercising overallcontrol while delegating day to day management of the project to the Project Manager.There are five activities within the Directing a Project process:Starting up a projectAuthorise initiationInitiating a projectInitiating a projectAuthorise a projectControlling a stageManaging a stage boundaryAuthorise a stage or exception planControlling a stageControlling a stageGive ad hoc directionControlling a stageControlling a stageAuthorise project closureClosing a projectThe Directing a Project process starts on completion of theStarting up a Project process and is triggered by the requestto initiate a project.The Directing a Project process does not cover the day today activities of the Project Manager, but the activitiesof those at the level of management above the ProjectManager, the Project Board. The Project Board manages byexception. It monitors via reports and controls through asmall number of decision points. There should be no need forother progress meetings for the Project Board. The ProjectManager will inform the board of any exception situation. It isalso important that levels of authority and decision-makingprocesses are clearly identified.The Project Board is responsible for assuring that there iscontinued business justification. The Directing a Projectprocess provides a mechanism for the Project Board toachieve such assurance without being overburdened byproject activity.One of the functions of the Project Board is to provideinformal advice and guidance to the Project Manager as wellas formal direction. The Project Manager should seek advicewhenever necessary during the project.See appendix D for an example agenda for project boardreviews. See appendix E for checklists for each of the fiveactivities within the Directing a Project process.
14APPENDIX A. THE ROLE OF THE PROJECT EXECUTIVEThe Executive’s role is to ensure that the project is focused throughout its life on achieving its businessobjectives and the forecast benefits. The Executive has to ensure that the project gives value for money,ensuring a cost-effective approach to the project, balancing the demands of the business, users and suppliers.The Executive is appointed by the Commissioning Organisation during the pre-project process, Starting up a Project. The roleof the Executive is assigned to one individual, so that there is a single point of accountability for the project. The Executiveis responsible for appointing the rest of the project management team, including the other members of the Project Board.Throughout the project, the Executive is responsible for the Business Case and needs to be able to take a balanced view onbehalf of the wider organisation.The Executive’s responsibilities comprise:During start-up and initiation Confirm project toleranceswith the CommissioningOrganisation. Approve the Project Brief. Approve the Stage Plan forthe initiation stage. Authorise project initiation. Decide whether to use aChange Authority and, if so,agree the level of authority tobe delegated. Set the scale for severityratings for issues. Set the scale for priorityratings for requests for changeand off specifications. Approve the supplier contract(if the relationship betweenthe customer and supplier isa commercial one).During the project Set tolerances for each stageand approve Stage Plans. Authorise each managementstage and approve theProduct Descriptions foreach stage. Approve Exception Planswhen stage-level tolerancesare forecast to be exceeded. Communicate withstakeholders as defined in theCommunication ManagementApproach (including briefingCommissioning Organisationabout project progress). Provide overall guidance anddirection to the project, ensuringit remains viable and within anyspecified constraints. Respond to requests for advicefrom the Project Manager. Approve the Project InitiationDocumentation(and its components). Ensure that risks are beingtracked and managed aseffectively as possible. Authorise the start ofthe project. Approve changes(unless delegated to aChange Authority). Make decisions onescalated issues. Approve completed products.At the end of the project Provide assurance thatall products have beendelivered satisfactorily. Provide assurance that allacceptance criteria havebeen met. Confirm acceptance of theproject product. Approve the End ProjectReport and ensure that anyissues, lessons and risks aredocumented and passed onto the appropriate body. Authorise follow-onaction recommendationsand Lessons Reportsto be distributed to theCommissioning Organisation. Transfer responsibilityof the updated BenefitsManagement Approach to theCommissioning Organisation. Authorise project closureand send project closurenotification to theCommissioning Organisation.
15APPENDIX B. THE ROLE OF THE SENIOR USERThe Senior User is responsible for specifying the needs of those who will use the project’s products, foruser liaison with the project management team, and for monitoring that the solution will meet thoseneeds within the constraints of the Business Case in terms of quality, functionality and ease of use.The role represents the interests of all those who will use theproject’s products (including operations and maintenance),those for whom the products will achieve an objective orthose who will use the products to deliver benefits. TheSenior User role commits user resources and monitorsproducts against requi
THE PRINCE2 PROCESS LIFECYCLE PRINCE2 provides a process model for managing a project. The processes can easily be scaled and tailored to suit the requirements of any projects. They consist of a set of activities that are required to direct, manage and deliver a project. The PRINCE2 proce
PRINCE2 Practitioner. He is also a PRINCE2 and Project Management trainer and coach and has written a number of PRINCE2 and Project Management related books. Frank is best known in the PRINCE2 world for his work in creating the most popular PRINCE2 Self Study training including: The PRINCE2 Fou
The other two - the PRINCE2 Principles and the PRINCE2 Themes - are available to download as ebooks. They are all based upon the 2017 version of PRINCE2. Background Processes in PRINCE2 are where the principles and themes of PRINCE2 are applied. The processes describe which role from
manual (chapter 19). It is now introduced in chapter 4 and is a constant throughout the manual: Tailoring and Adopting PRINCE2 (Chapter 4) I. Tailoring PRINCE2 –General considerations. II. Adopting PRINCE2 . III. Tailoring PRINCE2 to suit different projects. IV. Adopting PRINCE2
Scrum and Project Management trainer and coach and has written a number of PRINCE2 and Project Management related books. Frank is best known in the PRINCE2 world for his work in creating the most popular PRINCE2 Self Study training including: The PRINCE2 Foundation Training Manual and video course
The official PRINCE2 Manual for the Project Manager is an excellent reference manual but can be rather difficult to pick up and read if you are both new to project management or new to PRINCE2. How is the PRINCE2 Foundation Training Manual different from the official PRINCE2 manual?
Relationships between PRINCE2, the PMBOK Guide and ISO 21500 2.1 INTRODUCTION TO PRINCE2 PRINCE2 (PRojects IN Controlled Environments 2) is a process oriented project management method owned by AXELOS, the same organization that also owns PRINCE2 Agile, MOP , MSP , MOV , M_o_R ,
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find protein coding genes in E.coli DNA using E.coli genome DNA sequence from the EcoSeq6 database maintained by Kenn Rudd. This HMM includes states that model the codons and their frequencies in E.coli genes, as well as the patterns found in the intergenic region, including repetitive extragenic palindromic sequences and the Shine - Delgarno motif. To account for potential sequencing errors .
