Resumen PRINCE (RDCL)(V01-02)

7/29/2019 Resumen PRINCE (RDCL)(V01-02)

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Resumen PRINCE2 Pgina 2

staff mobility and reduces the impact of personnel changes l handovers PRINCE2 is an invaluable diagnostic tool, facilitating the assurance and assessment of project work,troubleshooting and audits There are scores of accredited training and consultancy organizations (ATOs and ACOs) operatingworldwide, who can supply expert support for PRINCE2 projects or for organizations planning to adoptPRINCE2.

02 02 Seven principles

2 Continued business justification Learn from experience Defined roles and responsibilities Manage by stages Manage by exception Focus on products

Tailor to suit the project environment.

02 03 Characteristics of aproject

1.3 Change Projects are the means by which we introduce change

Temporary As the definition above states, projects are temporary in nature. Once the desired changehas been implemented, business as usual resumes (in its new form) and the need for the project isremoved. Projects should have a defined start and a defined end. Cross-functional Projects involve a team of people with different skills working together (on atemporary basis) to introduce a change that will impact others outside the team. Projects often cross thenormal functional divisions within an organization and sometimes span entirely different organizations. Unique Every project is unique. An organization may undertake many similar projects, and establish afamiliar, proven pattern of project activity, but each one will be unique in some way: a different team, a

different customer, a different location. All these factors combine to make every project unique Uncertainty Clearly, the characteristics already listed will introduce threats and opportunities over andabove those we typically encounter in the course of business as usual. Projects are more risky.

Know facts, terms and concepts relating to the Business Case theme. Specifically to recall the:01 01 Definition of a

project output, anoutcome, a benefitand a dis-benefit

4.2.2,4.3.4.4

A project's output is any of the project's specialist products (whether tangible or intangible) An outcome is the result of the change derived from using the project's outputs A benefit is the measurable improvement resulting from an outcome that is perceived as an advantage byone or more stakeholders.

A dis-benefit is an outcome perceived as negative by one or more stakeholders.


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Understand the Managing Stage Boundary (SB) process and how it can be applied and tailored on a project.

Specifically to identify:02 01 The purpose of the SB process

17.1 The purpose of the Managing a Stage Boundary process is to enable the Project

Board to be provided with sufficient information by the Project Managers o that it canreview the success of the current stage, approve the next Stage Plan, review theupdated Project Plan, and confirm continued business justification and acceptability ofthe risks.

02 02 The objectives of the SB process

17.2 The objective of the Managing a Stage Boundary process is to: Assure the Project Board that all products in the Stage Plan for the current stagehave been completed and approved Prepare the Stage Plan for the next stage

Review and, if necessary, update the Project Initiation Documentation(in particularthe Business Case, Project Plan, project approach, strategies, project managementteam structure and role descriptions) Provide the information needed for the Project Board to assess the continuingViability of the project - including the aggregated risk exposure Record any information or lessons that can help later stages of this project and/orother projects Request authorization to start the next stage. For exceptions, the objectives of theManaging a Stage Boundary process are to: Prepare an Exception Plan as directed by the Project Board

Seek approval to replace the Project Planor Stage Plan for the current stage with theException Plan.02 03 The context of the SB process

17.3 A project, whether large or small, needs to ensure that the products it creates will

deliver the benefits being sought, either in their own right or as part of a largerprogramme. The continuing correct focus of the project should be confirmed at theend of each stage. If necessary, the project can be redirected or stopped to avoidwasting time and money

Understand the Closing a Project (CP) process and how it can be applied and tailored on a project. Specifically to identify:


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02 01 The purpose of the CP process

18.1 The purpose of the Closing a Project process is to provide a fixed point at whichacceptance for the project product is confirmed, and to recognize that objectives setout in the original Project Initiation Documentation have been achieved(or approved

changes to the objectives have been achieved), or that the project has nothing moreto contribute.

02 02 The objectives of the CP process

18.2 The objective of the Closing a Project process is to: Verify user acceptance of the project's products Ensure that the host site is able to support the products when the project isdisbanded Review the performance of the project against its baselines Assess any benefits that have already been realized, update the forecast of theremaining benefits, and plan for a review of those un realized benefits Ensure that provision has been made to address all open issues and risks, withfollow-on action recommendations.

02 03 The context of the CP process

18.3 One of the defining features of a PRINCE2project is that it is finite - it has a start andan end. If the project loses this distinctiveness, it loses some of its advantages overpurely operational management approaches.

Resumen PRINCE (RDCL)(V01-02)

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