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PRINCE2 In a Nutshell

a practical abstraction between agile teams & traditional planning
by

david alpert

on 21 October 2014

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Transcript of PRINCE2 In a Nutshell

Cost
Time
Quality
Scope
Cost
Time
Quality
Scope
PRINCE2
In a Nutshell
by
David Alpert
Why is planning important?
Why is PRINCE2 a good fit for Agile teams?
What is PRINCE2 ?
PR
ojects
IN
a
C
ontrolled
E
nvironment
version
2
a practical abstraction between
agile teams & traditional planning
developed and used extensively by the UK government

widely recognized and used in the private sector, both in the UK and internationally

used in > 150 countries

used in > 20,000 organizations
Limit
Scope --> 0
Why is planning important?
Why is planning important?
Alignment Requires
Context
Success
* IS *
Managing Expectations
Everything looks different when it's your money...
Why is planning important?
PRINCE2
is all about

Principles

Defined Roles & Responsibilities
Manage by Stages
1. Start with a

Business Case
2. Execute two or more
Project Stages
3. Transition to Maintenance,
Learn from Experience
Continued Business Justification
Develop a detailed plan for the
next stage
Deliver
work package
Authorize
work packages
Receive
work packages
Report
Progress
Deliver
work package
Deliver
work package
Deliver
work package
Develop a detailed plan for the
next stage
Deliver
work package
Authorize
work packages
Receive
work packages
Report
Progress
Deliver
work package
Deliver
work package
Deliver
work package
Develop a detailed plan for project
closeout
Deliver
work package
Authorize
work packages
Receive
work packages
Report
Progress
Deliver
work package
Deliver
work package
Deliver
work package
Develop a detailed plan for the first delivery stage
Prepare the Project Plan
Outline the
Business
Case
Project Mandate
Start up
Assemble the Project Brief
Plan the Initiation Stage
Define products & dependencies
Refine the Business Case
Focus on delivering products
Deliver the products
Evaluate
the project
Recommend
closure
Authorize Closure
Corporate
Project Team
Delivery Team
Team
Manager
Project
Manager
Senior
Supplier
Senior
User
Project
Executive
Project Board
Team
Manager
Delivery Team
Authorize, Monitor
Report Progress
or
Raise Exception
Manage by
Exception
Appoint
Executive &
Project Manager
Appoint the
PM Team
Further Reading
- Managing Successful Projects with PRINCE2
http://www.amazon.ca/Managing-Successful-Projects-Government-Commerce/dp/0113308914

- PRINCE2 and AGILE (best practice guide)
http://www.prince-officialsite.com/prince2-agile/prince2-agile.aspx - Q1 2015

- The Agile Manifesto
http://agilemanifesto.org/

- Dan Pink's
Drive: The Surprising Truth About What Motivates Us
http://www.danpink.com/books/drive
Additional Credits
- [walnut.svg](http://commons.wikimedia.org/wiki/File:Walnut.svg)

- [tunnel vision](http://en.wikipedia.org/wiki/File:Tunnel_vision_sc.png)

- [renovation](https://www.flickr.com/photos/bycpt/8441653317/)

- [the project paradox](https://twitter.com/tofo/status/512666251055742977/photo/1)

- Work Breakdown Structure (WBS.jpg)
http://www.oir.caltech.edu/twiki_oir/bin/view/Keck/NGAO/PDRSEMP

- User Story Map from Steve Rogalsky's How to Create a User Story Map
http://winnipegagilist.blogspot.ca/2012/03/how-to-create-user-story-map.html

- 3 Tips for Managing by Outcomes
http://www.thestrengthsfoundation.org/3-tips-for-managing-by-outcomes

- The Management Trifecta: Autonomy, Mastery, and Purpose
http://deliveringhappiness.com/the-motivation-trifecta-autonomy-mastery-and-purpose/
Benefit
Risk
Focus on Products
"Controlling a Stage"
Completed Work Package
Status Report
"Welcome changing requirements, even late in development."
Deliver a
Work Package
Execute a
Work Package
Accept a
Work Package
Authority to deliver
a Work Package
Product Breakdown Structure
User Story Map
Kanban Board
Tailor Process
to Suit the Environment

Focus on Products
enables
Manage by Outcomes
and
values
Working Software over Comprehensive Documentation
PRINCE2
explicitly scopes out
delivery methodology

Project Management is it's own specialist activity with distinct techniques and responsibilities.

Delivery is a specialist activity

How a delivery team organizes specialist delivery practices is not corporate's concern
Continued Business Justification
and
Manage by Stages

play well with iterations and
just-in-time planning
Roles & Responsibilities

and
Manage by Exception
give goals and constraints but don't micro-manage.
https://twitter.com/tofo/status/512666251055742977/photo/1
User Story Map
Good leaders focus on managing by outcomes, rather than by tasks...[they] recognize that they cannot actually ‘manage people’.

Such an approach would be patronizing, because
people manage themselves.
Documentation, when required, is defined as a product.
The best architectures, requirements, and
designs emerge from self-organizing teams.
Deliver working software frequently, from a
couple of weeks to a couple of months, with a
preference to the shorter timescale.
Welcome changing requirements, even late in
development. Agile processes harness change for
the customer's competitive advantage.
Build projects around motivated individuals.
Give them the environment and support they need,
and trust them to get the job done.
Individuals and Interactions
Full transcript