Managing successful projects with PRINCE2

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detailed stage plan for the current management stage, aligned with the overall project plan timescales , produced before the start of that stage Purpose: is to control the link between the project manager and the team manager(s) . Both agree on requirements for acceptance, execution and delivery. Change ( What is the impact? ) : describes how project management assesses and responds to issues which have a potential impact on any of the baseline aspects of the project such as its plans and completed products. Issues may be instances of a product not meeting its specification or requests for change or unanticipated general problems . Defined roles and responsibilities - within an organization structure engages the business, user and supplier stakeholder interests

Baseline management products : are those that define aspects of the project and, when approved, are subject to change control. These are: Critical Chain (Eliyahu M. Goldratt) – A fictional business novel that explores the Theory of Constraints principles and applies them to problems in project management, a follow-up to the author’s previous book ‘The Goal’. A nice text-book alternative!Developed through extensive consultation with those familiar with the challenges of the project board and based on real-life experiences, the book provides a valuable reference source which can be used at any point in a project’s lifecycle. recognize that objectives set out in the original PID documents have been achieved (or approved changes to the objectives have been achieved), or that the project has nothing more to contribute Characteristics of project work that differentiates itself from business as usual (BAU) are Change, Temporary, Cross-functional, Unique and Uncertainty to be accountable for the project’s success by making key decisions and exercising overall control of the project and Then you have 7 "themes" which is a wierd way of saying "tools" and they have 7 processes which must always be used in all projects.

A Guide to the PMBoK (Project Management Institute) – Probably not one you’d take on your summer holiday, but definitely a reference bible for your bookshelf especially if you’re studying for the PMP exam. This need for greater understanding is the driving force behind the publication of a new AXELOS guide - “ Directing successful projects with PRINCE2 ®: The essential guide for project board members.” team managers, team members and suppliers are clear about what needs to be produced and what is the expected effort, cost or timescales The Fast Forward MBA in Project Management (Eric Verzuh) – Both an excellent desk reference and introductory guide for beginners and experienced alike.

David Allen (2002). Getting Things Done: The Art of Stress-Free Productivity. New York: Penguin Group. 288. ISBN-13: 978-0142000281 Project assurance provides an independent view of how the project is progressing. In PRINCE2, there are three views of assurance: business, user and specialist. Each view reflects the interests of the three project board members. Each PRINCE2 project has a project board. It’s made up of the customer (or executive), someone representing the user side and someone representing the supplier or specialist input. PRINCE2 ( PRojects IN Controlled Environments) is a process-based method for effective project management. PRINCE2 is a de facto standard used by the UK Government, widely recognised and practised in the private sector in the UK and internationally. Manage by stages - A PRINCE2 project is planned, monitored and controlled on a stage-by-stage basis.

The Lazy Project Manager (Peter Taylor) – Fortunately the author is not implying that we do absolutely nothing, but to approach work using the Pareto Principle; that only 20 per cent of the things we do during our working day really matter. Quite an entertaining read that includes a chapter about eating dinosaurs and why the Jungle Book’s ‘Bare Necessities’ should be the productive lazy theme tune. Learn simple techniques to master the art of “productive laziness”. Some c haracteristics of project work that differentiates itself fr om business as usual (BAU) are:-is implemented alongside industry-specific models e.g. ’engineering models’ or ‘development lifecycles’ It separat es the project management work from specialist contributions, like design or construction Eric Verzuh (2008). The Fast Forward MBA in Project Management. 3rd ed. New Jersey: John Wiley & Sons, Inc. 480. ISBN-13: 978-0470247891