Chapter 4: Tailoring & Adopting PRINCE2 Flashcards
What 2 ways can tailoring be done
- Organisation doesn’t have its own project management method - tailoring is done using the PRINCE2 manual
- Organisation has its own PRINCE2 based project management method - this will be tailored to use the project
Organisations adopt PRINCE2 by tailoring it to their needs, often creating their own PRINCE2 based method & them embedding its use within their practises
Give examples of which aspects of PRINCE2 may be tailored
- Processed may be combined or adapted
- Themes can he applied using techniques appropriate to the project
- Roles may be combined/ split , provided accountability is maintained
- management products may be combined/ split into any number of documents/ data sources
- Terminology may be changed to suit other standards or policies
How is the PM responsible for identifying & documenting the level of tailoring for the project
PM is responsible for identifying and documenting the level of tailoring for the project
Tailoring affects how a project is managed, so it’s documented as part of the PID, which is reviewed by appropriate stakeholders
Project board and Project manager may be advised by project assurance, project support roles or a centre of excellence
See info on how tailoring may be influenced by context
Tailoring may need to take into account standards, policies, laws or regulations from outside the organisation
- e.g. industries such as rail or aerospace
The competence of those working on the project often drives the level of detailed guidance needed
Projects immediate context is relevant; for example, if it’s part of a programme or portfolio, the higher level manager may provide processes, procedures, techniques or approaches for the project manager to follow
‘Fail fast’ & ‘learn fast’ meaning?
Using timeboxes/ sprints in agile delivery enables fast detection of possible failure of products. The fail fast effect reduces waste of resources & is a useful learning example
Why are product descriptions (sometimes written as epics or user stories), quality criteria, and quality tolerances prioritised
They provide flexibility in what is being delivered
- this makes it easier to stay in control and focus on the delivery of value in a timely manner without compromising quality
Why should you avoid including the PID as part of the contract documentation
Doing this may limit the Project Managers ability to adapt if the PID has to go through a formal contractual review for each change
Take in this info regarding projects involving commercial customer & supplier relationships
Taking a project from a suppliers perspective, the project lifecycle should be defined to take into account pre contract activities such as qualification, designing and costing the solution, bidding and negotiation
When may project managers take decisions that are beyond their remit?
If parties have equal authority, a consensus has to be built on each decision, which can be time consuming. As a result, project managers may begin to take decisions that are beyond their remit
Info regarding projects sponsored by multiple organisations
Ensure governance is unambiguously defined. Especially with respect to who can make which decisions
Why may some organisations find it more effective to develop their own project management method based on PRINCE2
In large organisations, there can be undress of ongoing projects
- lessons from one project cannot easily be exploited on other projects
- building common information support systems is problematic if there’s no common approach
- training is likely to be generic, rather than focused on particular challenges & hence, less effective
What does adopting PRINCE2 in an organisation require?
- Tailoring PRINCE2 to create the organisations own project management method
- Embedding the tailored method by ensuring that people in the organisation understand and use it appropriately
There are many models for managing change in embedding PRINCE2 in an organisation. However, at the heart of them all is gaining the support of all the individuals who are required to change their way of thinking.
What does gaining their support involve?
This involves:
- understanding the current situation (current state)
- designing how the organisation will work when the transformation is completed
- identifying what changes are needed to move from the current state to the future state
- developing the necessary capabilities to meet the organisations needs
- engaging those affected by the change and winning their support/ consent at least
