PRINCE2:2009WORKBOOKPuttingtheoryintopractice
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PRINCE2:2009PractitionerWorkbookIntroductionWelcometothePRINCE2:2009practitionerworkbook.ThisworkbookhasbeendesignedtopracticeandtestyourapplicationandanalyticalskillsbasedonspecificscenariosthatyoumaybefacedwithinanPRINCE2:2009environment.ThisworkbookisadditionaltothePRINCE2:2009e-learningcourse,andshouldbeusedwithinthecoursemoduleswhenprompted.PleasenotethatthisworkbookistobeusedinconjunctionwiththeOfficialPRINCE2:2009ManagingProjectsmanualHowtousethisworkbookThisworkbookisfocusingonyourprofessionalskillsthatgobeyondmemoryofthePRINCE2:2009methodologyorthee-Learning,inthisworkbookyouwillbeintroducedtosimplescenariosthatmaybesimilartowhatyoucouldfaceintherealworld.Withthis,analyseeachscenarioandthinkaboutwhatyouhavelearnt–therecouldbefundamentalissueswithinthem,thatyoushouldnowbeabletoidentify.Thisworkbookisnotmarkedorevaluated,butitshouldnotbeignoredasitwillhelpyouapplywhatyouhavelearnt,andthuswillhelpyouinternalisetheinformationforbothyourexam,andreallifeprojectsyoumaybeworkingon.Additionally,thisworkbookwillhelpyoutonavigateyourofficialPRINCE2manualwhichisavaluableskilltohavewhenupagainsttheclockonyourfinalexam.Asaguide,eachquestionshouldtakeyounomorethan30minutestocomplete.AnswerstoquestionsYes,thereareanswerstoeachquestionorproblem.Thesearelocatedatthebackofyourworkbook.Wewouldhighlyencourageyoutonotgostraighttotheseanswerswhenyoumaybelostwithaquestionasthisdefeatsthepoint.Thequestionsareopenended,inthisyouneedtoanalyse,analyse,analysethencompareagainstthePRINCE2:2009andfinallycomeupwithyourconclusion.
1. UnderstandingyourPRINCE2ManualThePRINCE2Practitionerexamdoesnotexpectthatyouknoweverythingwithinits327pagesbutitdoesassumethatyouknowwheretofindthatinformation.ThisexerciseisalittledifferenttoothersyouwillhavetakenasitisallaboutpreparingyourPRINCE2Manualforeaseofuseandnavigationfortherestoftheexercises,therealworldandofcoursethePRINCE2Practitionerexam.Themanualisdividedintofourkeyareas;Principles;Themes;ProcessesandAppendixA
Withtheuseofstickytabs,labelthefollowingtabsandattachthemonthecorrespondingpageinyourPRINCE2manual:Themes Processes Roles ProductsBusinessCase ProcessModel ProjectBoard BenefitsReviewPlanOrganisation StartingUp Executive BusinessCaseQuality Directing SeniorUser CheckpointReportPlans Initiating SeniorSupplier CommunicationManagementStrategyRisk ControllingaStage TeamManager ConfigurationItemRecordChange Managingproductdelivery ChangeAuthority ConfigurationManagementStrategyProgress Managingastageboundary ProjectAssurance DailyLog Closingaproject ProjectManager EndProjectReport
ProjectSupport EndStageReport ExceptionReport
HighlightReportIssueRegisterIssueReportLessonsLogLessonsReportPlanProductDescriptionProductStatusAccountProjectBriefProjectInitiationDocumentationProjectProductDescriptionQualityManagementStrategy
QualityRegister RiskManagementStrategy RiskRegister WorkPackage
2. PRINCE2ManualFamiliarisationExerciseAsthePRINCE2Practitionerexamisopenbook,anannotatedofficialPRINCE2manualispermittedandrecommendedtobeusedintheexam.Goodtimemanagementisanimportantfactortosuccessfullycompletingalleightquestionsduringtheallottedexamtime,therefore,gettingfamiliarwiththelayoutandcontentsofthemanualisrecommended.Also,youwillhaveanadvantageifyouhavepracticedfindingtheinformationyourequire,efficientlyandeffectively.Thissectionisdesignedtohelpstudentsfindwhattheyneedduringtheexam,andalsotoensurethattheyhaverevisedalloftheareasofthePRINCE2Practitionersyllabus.Foreachquestion,findandrevisetherequiredinformation,alsomakeanoteofthemostimportantpagenumbersandappendixareas.Itwillbeverybeneficialtolinksimilarareasofinformationbyannotatingthesectionswithallrelevantpagenumbers. QuestionRevisionArea PRINCE2Manual
PageNumber(s)
1 WhatarethedifferencesbetweenembeddingandtailoringinPRINCE2?
2 Understandthecontextofacustomer/supplierenvironmentandhowitaffectstheapplicationofthethemes,processesandmanagementproductswithinaproject.
3 Inwhichprocess(es)istheBusinessCasedeveloped,verified,maintainedandconfirmedandwhichrolesareresponsibleforthis?
4 Inwhichprocess(es)istheBenefitsReviewPlandeveloped,usedandreviewedandwhichrolesareresponsibleforthis?
5 Whatistherelationshipbetweenaprogramme’sBusinessCaseandaproject’sBusinessCase?
6 Howdothefourlevelsoftheprojectmanagementstructureapplytotheprocessmodel?
7 Inwhichprocess(es)istheCommunicationManagementStrategydeveloped,usedandreviewedandwhichrolesareresponsibleforthis?
8 Describethequalityaudittrail.
QuestionRevisionArea PRINCE2ManualPageNumber(s)
9 Inwhichprocess(es)aretheProjectProductDescription,ProductDescriptions,QualityManagementStrategyandQualityRegisterdeveloped,usedandreviewedandwhichrolesareresponsibleforthis?
10 Inwhichprocess(es)arePlansdeveloped,usedandreviewedandupdated,andwhichrolesareresponsibleforthis?
11 Describetheconceptofinherent,secondaryandresidualrisks.
12 Inwhichprocess(es)aretheRiskManagementStrategyandRiskRegisterdeveloped,reviewedusedandupdated,andwhichrolesareresponsibleforthis?
13 Inwhichprocess(es)areissuescapturedandmanaged,andwhichrolesareresponsible?
14 Inwhichprocess(es)areachangebudgetandaChangeAuthorityagreedandwhichrolesareresponsible?
15 Inwhichprocess(es)aretheConfigurationManagementStrategy,ConfigurationItemRecords,IssueReports,IssueRegisterandProductStatusAccountdeveloped,usedandreviewed,andwhichrolesareresponsibleforthis?
QuestionRevisionArea PRINCE2ManualPageNumber(s)
16 Inwhichprocess(es)arethefollowingdeveloped,usedandreviewed,andwhichrolesareresponsibleforthis?:WorkPackageLessonsLogCheckpointReportHighlightReportEndStageReportExceptionReportEndProjectReportLessonsReport
17 WhataretheactivitieswithintheSUprocessandtherelevantresponsibilities?
18 HowmaytheseventhemesbeappliedwithintheSUprocess?
19 WhataretheactivitieswithintheDPprocessandtherelevantresponsibilities?
20 HowmaytheseventhemesbeappliedwithintheDPprocess?
21 WhataretheactivitieswithintheIPprocessandtherelevantresponsibilities?
22 HowmaytheseventhemesbeappliedwithintheIPprocess?
23 WhataretheactivitieswithintheCSprocessandtherelevantresponsibilities?
24 HowmaytheseventhemesbeappliedwithintheCSprocess?
25 WhataretheactivitieswithintheMPprocessandtherelevantresponsibilities?
QuestionRevisionArea PRINCE2ManualPageNumber(s)
26 HowmaytheseventhemesbeappliedwithintheMPprocess?
27 WhataretheactivitieswithintheSBprocessandtherelevantresponsibilities?
28 HowmaytheseventhemesbeappliedwithintheSBprocess?
29 WhataretheactivitieswithintheCPprocessandtherelevantresponsibilities?
30 HowmaytheseventhemesbeappliedwithintheCPprocess?
3. MobiPhoneCaseStudyIntroductionMobiPhoneisarelativelynewprivatelyownedtelecommunicationscompanyheadquarteredoutofLondon,EnglandwithanoperatingreachofEuropetheMiddleEastandAsia.FoundedalittleoverthreeyearsagoMobiPhonehasenjoyedunprecedentedgrowthfromtheirhumblerootsasamobileservicesreseller,tonowahouseholdnameandthenumberonechoiceformany.MobiPhonecontinuetopushtheboundariesoftheirsuccessbygrowingtheirgeographicalterritoriesandintroducingnewinnovativeproductsintothemarket.CurrentlyMobiPhonerelyonleasingtheirCellularnetworkinfrastructurefromVhodyFonewhocurrentlyhavecoveragewithineverymajorcityandholdthelargestmarketshareofallsubscribers.TherelationshipbetweenMobiPhoneandVhodyFoneisstrongasMobiPhonearenotevenconsideredacontenderasfarasthetelecommunicationgiantsareconcerned.CurrentlytheCEOofthecompanyislookingintothefutureofthebusinessandistryingtofindabalancebetweenadvancingthecompanytonewheightsandsecuringthedeliveryplatformswithinthebusinessfromsalesandsupportteamstoprojectmanagement.Beinganadvocateforbestpracticehisshorttermgoalsaretoadoptthede-factoframeworkwithineachspecialisation.RecentlytherehavebeencomplaintsfromdisgruntledstakeholdersthattheproductsMobiPhonearedeliveringarenotattherequiredstandard,notdeliveredasrequiredandoftenlateandoverbudget.Thishasraisedgreatconcernsattheexecutiveboardlevel,duetocurrentproductinitiativesbeingplanned.OnlyrecentlyhasProjectManagementitselfbeenrecognisedasadeliveryfunctionwithhistoricallybeingconductedbywhicheverrelevantpartyinanad-hocjust-in-timefashion.UndertheCEO’sdirectionaconsultancycompanyhasbeencommissionedtocreateaCentreofExcellenceusingtheP3OmethodologywhilstadaptingthePRINCE2Framework;inordertobringstructuretothechaos.TheviewistobuildanefficientandeffectiveoperatingplatformwhereMobiPhonecandesign,buildanddeliverqualityinnovativeproductsandservicestotheircustomerswhilstreducingthetimetomarketresultinginstayingonestepaheadoftheircompletion.
4. MobiPhone–OutlineBusinessCaseExerciseScenarioMobiPhoneiscontinuingtogrowatanastoundingrateandasisoftenthecasewithyoungtechnologycompanies,newideasarecontinuallybeingintroducedandthecompanyisinacontinualstateofchange.OneofthecurrentideasisthatoftheCash-for-creditservice,aservicethathasbeendesignedtoreplacebothpapermoneyandplasticcardbyusingmobilenearfartechnologytopayforin-storeandon-lineproductsdirectlywithamobilehandset.Cash-for-credit,iscurrentlygettingalotofexposurewithinMobiPhonefortwomainfactors,firstlythatitwouldprovideanewservicetotheconsumermarket,andsecondlyitbeingthebrainchildoftheCEO.CurrentlythereisahugeprogrammeofprojectsbeingundertakentobuildtheCentreofExcellencetosupportsuchinitiatives,butduetotimingandtheconstantchangeoftheorganisationthishasnowbeensuspendedwithallMobiPhone’sprojectteammembersdirectedtoconcentrateonmakingtheCEO’sCash-for-creditserviceasuccess.DuetoopeninganewRegionalOperationsCentre(ROC)therehasbeenaninternalreshuffleofpersonnel,whichhasleftyou,aseniorprojectmanager,inchargeofstartingandrunningtheCash-forcreditprojecttoasatisfactoryconclusion.DuringyourhandoverithasbecomeclearthepreviousprojectmanagerwasstartinguptheprojectundertheguidelinesofPRINCE2andhasalreadydonealotoftheinitialwork.Oneoftheproductsyouhavebeengivenistheinitialoutlinebusinesscase.EventhoughthishasalreadybeencompletedasadiligentProjectManagerandPRINCE2certified,youwanttogooverittoensurethatitiscorrectandupthestandardsthatyouexpect.Tocompletethisexerciseyouwillneedto:1. Criticallyreviewtheoutlinebusinesscase2. Listtheissuesfound3. Recommendhowtoensurethatthoseissuesdonothappeninthefuture
BusinessCase–Cash-for-creditv.01ExecutiveSummary MobiPhonerequirethedevelopmentandreleaseofanewapplication
Reasons• Offernewservicestoexistingsubscribers• Growbythemigrationofcompetitorssubscribers• ShowcaseMobiPhone’sinnovationexcellence
ExpectedBenefits
• Greatermarketshare• Additionalsubscribers• Newrevenuestreamfromcreditservices• Growthofbrandname
Timescale
• DuetothenatureoftheserviceandofcompetingproviderstheCfCservicehasbeengivenpriorityoverallotherprojects.
• Projectstart–withintwoweeks• Serviceprototype–withinthreemonths• Testingandservicerehearsalcompleted–withinfourmonths• Marketingandgolive–withinfivemonths
Costs • Acapitalbudgetofapproximately$2,500,000hasbeensetfortheCfC
InvestmentAppraisal
• Atrueinvestmentappraisalcannotbeconductedatthispointduetothelackofcurrentinformationavailable
MajorRisks
• Theincreasedtargetprofileforcyberattacks• Thehighfailurerateaswillbeoperatinginanunknownspace• Lackofadequatesupportanddevelopmentframeworksandprocesses• Unknownorunclearownershipatthestakeholderlevelofthisproject• Unclearrequirementsandexpectations
5. MobiPhone–BuildingtheTeamExerciseScenarioMobiPhonehasheardthatoneoftheirmainrivalsisabouttoembarkonaverysimilarprojectandnowithasbeenadvisedthatthefirsttomarketwithastableproductwillobtain75%ofthemarketshare.ThisinformationhasplacedtheCfCprojectasthehighestpriorityprojectbeingconductedwiththebiggestexposurebothinternallytoallstaffandtocompanystockholdersalike.Eventhoughtimeisacriticalfactorwiththisprojectsoisquality,andtheCEOhaspersonallystatedthatitisoneaimtobethefirsttoreleasetheirproduct,howeveriftheproductfailsitwillcausemorereputationaldamage,thanthesuccesswouldhaveprovidedinthelightofanewalterativeoffering–soqualityiscrucial.YouhavenowbeenofficiallyappointedastheProjectManagerforCfCandasaPRINCE2Practitioneryouhavebeenaskedtobuildtherestofyourprojectmanagementteamandtojustifyyourreasonstotheteammembers’linemanagerinorderforthemtobereleasedforthiscriticalprojectifadditionalresponsibilitieswouldberequiredofthem.Whilstrestructuringthebusinesscase,ithasbecomeapparentveryearlyonthatinformationonwhotheactualstakeholdersarewiththisprojectisveryunclear,withlittleornoaccountabilityforanyofthestages,sothiswillbeachallenge.Duringyoursearchfortheperfectprojectteamyouhavebeenfortunatetohavebeenabletointerviewallofyourcurrentteammembers,andindoingsohaveshortlistedthekeystakeholders.Nowyouhavetodefinewhoshouldbeplacedinwhichpositionwithinthediagrambelow.Inordertocompletethisexerciseyouwillneedto:1. Readthehighlightsoftheteammembersyouhavealreadyshortlisted2. Definethefollowingpositions
a) ProjectAssuranceb) ChangeAuthorityc) ProjectSupportd) TeamManagers
3. DefendyourreasoningwhyyouhavemadetheparticularchoicePleasecompletetheboxesinthefollowingmodelwiththemembersyouthinkaremostsuitable:
Name InterviewNotes
DenMalon Administrationmanagerreportingdirectlyintothefinancedirector.HasagreatdealofauditingexperienceandhashimselfprojectmanagedvariousISO9000projectsuntilcertificationlevels.Hasakeeneyefordetailandwillvoicehisconcernswheneverthisisindoubt.Hecurrentlyhasbeentaskedwithhelpingwiththeprojectduetohispreviousexperience.
SammyBarths
RelationshipwithVhodyFone:HelooksafterallrequirementsandMobiPhone’saccount.HehasbeenplacedinwithintheprojectbyVhodyFonetohelpexpeditedecisionsorsolveissuesthatmayresultfromtheircurrentrelationship
DanielStone
CEO’sAdvisor:AstheCEO’sadvisorheisinvolvedwithmostofthebusinessdecisionswhilsthiskeyskillsaredefiningwhatthetrueoutcomeofactivitiesare,andensuringthattheywillnotreboundnegativelyonthecompany.HehasbeengivenfullcontrolovertheCfCprojectandhastheauthoritytoreleasefinanceswhenneeded.
MariamAl-Rashid
MarketingDirector:Sheisheavilyinvolvedwiththisproject,lookingathowitcanbeexploitedtoreachthemaximumamountofsubscribers.Sheisverykeenontheusabilityoftheendproductsothatitfitswithinthecapabilitiesofthestandardsubscriber.
MonjaWize
ITChange&ConfigurationManagerreportingdirectlytotheCIO:Hasagreatanalyticalmind,andhasthemoralconfidencetomakekeydecisionsoninformation,presentedensuringthatalloptionshavebeenresearchedandthecorrectoptioninlinewiththebusinesshasbeenchosen.Duetoherattitudeanddiligenceshehastheempowermenttomakedecisionswithinthescopeofthisproject.
MartinBaloo
AveryexperiencedProjectManagerandteammember.Hehasverygooddelegationsskillswithakeyeyeforaccuracyensuringthattasksarealwayswherepossibledeliveredontimeandwithinbudgets,andifnotthatexpectationsareeffectivelymanagedandreportsareescalated.
6. MobiPhone–ChangeIssuesExerciseScenarioMobiPhoneisconfidentthattheCfCproductwillbelikenootherandthereisageneralbuzzofexcitementwithintheairatalllocationstothepointthatcustomersareenquiringtowhatishappeningwithintheorganisation.InordertoreducenegativespeculationofwhatisgoingtobeMobiPhone’snextbigserviceMariamAli-RashidtheDirectorofMarketinghasinitiatedateasercampaignaimedatincreasingthepositivehypeandpositioningMobiPhoneasatruemarketleader.UnbeknowntoyouorMartinBlootheTeamManagertherehavebeenanunusuallyhighamountofissuesthathavebeenraisedwiththecurrentprojectandpreviousstatuses.Ithasbeenfoundthatthesehavebeenpushedthroughbyoneoftheinexperiencedteamleaderswiththeintentionofnothingstoppinghimmeetinghistimeandcostgoals.Addressingthiswiththeteamleaderandre-educationabouthowthemanagementbyexceptionruleworks,andtheimportanceofloggingandescalatingappropriateissueshasbeencompleted.Anassessmenthastobemadeonwhatdamage,ifany,wascausedbythismistakeandhow,ifatall,theprojectwillbebroughtbackontrack.AstheProjectManageryouhavetakencontrolofthissituationandwillsitwiththeteamleaderpersonallyinordertogothroughtheissuesandlogthemcorrectly,whistexplainingtotheteamleaderthedifferencesbetweentheissues.Inordertocompletethisexercise,youwillneedto:1. Readthecurrentissuestatements2. Categoriseeachstatementinthetablebelowbytickingthecorrespondingboxaseithera:
a) Requestforchangeb) Off-specificationc) Problem/Concernd) Notapplicabletothisproject
3. Describeyourreasoningforthesedecisions
Issue RequestforChange
Off-specification
Problem/Concern
NotApplicabletothisProject
ProgrammingLanguage
Accident
TechnologyUpgrade
SecurityRequirements
Budgets
Legislation
CurrentIssueStatements
ProgrammingLanguage
TheheadofapplicationswouldliketochangetheprogramminglanguagefromC++toPHPasthiswillgivetheapplicationamoremodernplatformwiththeabilitytoscaleandintegratewithothercode.Thisshouldnotaffectanyofthesupportinginfrastructureinanyway.
Accident
Therehasbeenanotificationthattheseniordeveloperinchargeofbuildingthenewapplicationhasbeeninacaraccident,sheisstablehowevermaynotbeabletoresumeherworkforatleastsixweeksunderherDoctor’sorders.Shecanhoweverworkfromhomeiftherightinfrastructureandpermissionsareputinplace.
TechnologyUpgrade
AmemofromSammyBarthMobiPhone’saccountmanagerfromVhodyFone,hasadvisedthatVhodyFonewillbereplacingallofthelegacyanaloguesystemsintheMiddleEastwiththelatest4Genabledequipment,itisnotyetfullyunderstoodifthiswillhaveanyimpactonlegacydevices.MobiPhonearestillsubleasingVhodyFone’stechnologieswithintheEuropeandMiddleEastregions.
SecurityRequirements
DuringproductanalysisithasbeenproventhatoneofthemajorhandsetprovidersisnotbuildingsufficientsecurityrequiredwithintheirhandsetrangetooperateCfC.Thebestresolutionforthisissueisbeingcurrentlydiscussedwiththehandsetmanufacturer,howeverthisisoutofMobiPhone’scontrolanddoesnotaffectthebuildoftheapplication.
Budgets
IthasbeennotifiedthatinordertoreducethecurrentcostsofMobiPhone,allprojectbudgetshavebeencutby25%withimmediateeffect.Whenquestionedthereplyfromtheboardwas“MobiPhoneisoneofthemostresourcefulforwardthinkingandinnovativecompaniesintheworld,whenhaveweeverturnedawayfromachallenge”.
Legislation
AnewstatementhasbeenmadethatataxwillbeleviedandthatsecurityprotocolswithintheEuropeanunionforallfinancialintermediaryorganisationswillbeincreasedafterthe
lessonslearntfromtheglobaldownturn–thestatementisbrief,butadvisedthatfurtherinformationwillbereleasedduringthenextquarter.
7. MobiPhone–WorkflowModelsExerciseScenarioThemarketingcampaignhasbeenasuccessandthehottopicwithinthetechnologyindustryistryingtoguesswhatMobiPhonearedesigning.ThisaddedexposurehasalreadyprovedverylucrativeforMobiPhone,withnewcontractssignedbysubscribersupby30%comparedtothistimelastyear,withthepostpayserviceenjoyinganunprecedented70%increaseonthepreviousyear’ssaleswithancombinedestimatedworthofover$8,000,000USD.Theboardofdirectorsareveryhappywiththesesestimation’sandareveryexcitedhowthesefiguresappearandthecompoundedimpacttheyhaveonthebottomlinetogetherwiththeresultsfromMobiPhonecostcuttingcampaign.HowevertheCIOisconcernedthatthecostcuttingmaynegativelyimpacttheCfCservicewhichwouldharmorreversetheeffortstodate.Astheprojectmanageryouareawareofthenewconstraintsregardingtheprojectsbudgetsandhaveplacedoptionsinfrontoftheprojectboardofthebestwayforwardtobringtheprojectwithinbudgetwithoutlossoffunctionalityorqualityoftheendproduct.Outoftheserecommendationsanewoptionhasbeenchosenwiththebusinesscaseupdatedaccordingly.Duringthecurrentstageofdeliveryithasbecomeapparentthatduetothenewfocusofthebusinesscase,theprojectwillbreachtheagreedtoleranceswithregardsqualityandtimeoftheproject.TopreparetheProjectBoardanearlynotificationofthisexceptionhasbeensent,andtheyarenowwaitingforthefullexceptionreportinordertodefinewhatfurtheractionisnecessarytobringtheprojectbackwithintolerance.YourtaskisnowtowriteanexceptionreportensuringthatitcontainstheinformationfortheProjectboardtomaketherightdecision.Tocompletethisexerciseyouwillneedto:1. DefinetheExceptionReportformat2. Analysethepreviousissuereportsandrequestforchange3. Completeyourreport.
RequestForChangeForm001
Requestor MartinBalooRaised 12/12/2013Reason RequireahigherlevelofsupportpackagefromVhodyFone,currently
wehaveBronzegivingusasupportwindowof48hourshowevertoeffectivelydeveloptheCashforCreditapplicationthisneedstobeupgradedtoPlatinumreducingthiswindowtosupportinunderonehour.
ISSUEREPORTIssueIdentifier PR/CFC/015 IssueType ConcernRaisedBy FrancoRomeo ReportAuthor CarlOderIssueDescription WearecurrentlyhavingissueswithinterfacingwithVhodyFonetothe
pointwhereitlooksliketheyarepurposelydelayingthebuildofCashforCredit,wehavenowalreadybeendelayedbyfourdays,howeverifnotresolvedthismaybebecomemore.
ImpactAnalysis Couldbeweeks?Recommendation • NegotiatewithVhodyFonetoallowthedevelopmentteamto
continuewiththeirworkunhinderedPriority HighSeverity HighDecision PassedtoPM
ISSUEREPORTIssueIdentifier PR/CFC/019 IssueType ProblemRaisedBy JohnStGeorge ReportAuthor MartinBalooIssueDescription Duetothebudgetconstraintswehavehadtoreduceoursupport
packagefromVhodyFonefromsupportlessthan1hour,tosupportunder48hrs.WeareenteringacriticaldevelopmentphasewhichincludestestingcodetoensurethatitcanbetransferredeffectivelyusingtheVhodyFonetechnology,currentlyitisestimatedthatwewillhavetodoatleast30ofthesetests,eventhoughthetestitselfonlytake180seconds,thenewsupportrestrictionsstatewehavetowaitanadditional48hoursbeforebeingsupportedbyVhodyFonetoconductthetest.
ImpactAnalysis Thepotentialimpactwillbethattheprojectattheleastwillbeover(30x48)/24=1440hoursor8monthsdelayed
Recommendation • Upgradeoursupportpackagebacktoplatinum• Cutthetestingdownby90%withonelargetestpriortogoinglive.
Priority HighSeverity HighDecision
Resources Theupgradewillcost$12,000USDperannum,notbasedoncontract.Return TheCashforCreditprojectwillbefinishedontimeatthequalitylevels
requiredRisks Risksareoverrunningtheprojecttimelinesbyover100%ifnot
upgraded.Negativerisks-Nil
Responsible Projectsupport,Financedepartment,ProjectManager,ProjectBoard
8. AnswersPRINCE2FamiliarisationExerciseNote:someoftherevisionareasaredetailed/mentionedonalargenumberofpagesthroughoutthePRINCE2manual.Themainonesarelistedbelow,however,theIndexinthePRINCE2manualcanbeusedtofindspecificdetails. QuestionRevisionArea PRINCE2Manual
PageNumber(s)
1 WhatarethedifferencesbetweenembeddingandtailoringinPRINCE2?
215
2 Understandthecontextofacustomer/supplierenvironmentandhowitaffectstheapplicationofthethemes,processesandmanagementproductswithinaproject.
224-227
3 Inwhichprocess(es)istheBusinessCasedeveloped,verified,maintainedandconfirmedandwhichrolesareresponsibleforthis?
23-24,28
4 Inwhichprocess(es)istheBenefitsReviewPlandeveloped,usedandreviewedandwhichrolesareresponsibleforthis?
24-26,28,162,140,198,208
5 Whatistherelationshipbetweenaprogramme’sBusinessCaseandaproject’sBusinessCase?
217-218
6 Howdothefourlevelsoftheprojectmanagementstructureapplytotheprocessmodel?
32-34
7 Inwhichprocess(es)istheCommunicationManagementStrategydeveloped,usedandreviewedandwhichrolesareresponsibleforthis?
155-156,138,173,175,211,42-43,200
8 Describethequalityaudittrail. 49-50
9 Inwhichprocess(es)aretheProjectProductDescription,ProductDescriptions,QualityManagementStrategyandQualityRegisterdeveloped,usedandreviewedandwhichrolesareresponsibleforthis?
127-128,65,137,153-155,207,160-161,66-67,196,49,51-54,201-202,175,185,188,138,140,169,196,211,57,170-173,211
QuestionRevisionArea PRINCE2ManualPageNumber(s)
10 Inwhichprocess(es)arePlansdeveloped,usedandreviewedandupdated,andwhichrolesareresponsibleforthis?
61-73,130-131,159-162,170-173,181-182,186-190,194-197,200-202,206-209,
11 Describetheconceptofinherent,secondaryandresidualrisks. 71,84,306,311,
12 Inwhichprocess(es)aretheRiskManagementStrategyandRiskRegisterdeveloped,reviewedusedandupdated,andwhichrolesareresponsibleforthis?
138,150-154,156,158,160-162,170-174,177,181,197,199,202,211,88
13 Inwhichprocess(es)areissuescapturedandmanaged,andwhichrolesareresponsible?
91-92,97,157,173-182,188-190,200,96,142,
14 Inwhichprocess(es)areachangebudgetandaChangeAuthorityagreedandwhichrolesareresponsible?
97,153,36-37,33,93,124-126,136,138
15 Inwhichprocess(es)aretheConfigurationManagementStrategy,ConfigurationItemRecords,IssueReports,IssueRegisterandProductStatusAccountdeveloped,usedandreviewed,andwhichrolesareresponsibleforthis?
97,152-153,107,138-139,169,209-210,160-162,196,202,172-173,170,181,189,209-210,141,156,158,174-175,180-181,197-202,200,206-208
QuestionRevisionArea PRINCE2ManualPageNumber(s)
16 Inwhichprocess(es)arethefollowingdeveloped,usedandreviewed,andwhichrolesareresponsibleforthis?:WorkPackageLessonsLogCheckpointReportHighlightReportEndStageReportExceptionReportEndProjectReportLessonsReport
WP-168-172,181,186-190
LL-124-125,127-128,139,151-152,154,156,158,160-161,200-211
CR-108,173,190
HR-35,108-109,143,176-177
ESR-109,139-140,199-200
ER-106,179-180,199-202
EPR-109,144,210-211
LR-108,124,144,200-201,210-212
17 WhataretheactivitieswithintheSUprocessandtherelevantresponsibilities?
222-131
18 HowmaytheseventhemesbeappliedwithintheSUprocess? 222-131
19 WhataretheactivitieswithintheDPprocessandtherelevantresponsibilities?
136-145
20 HowmaytheseventhemesbeappliedwithintheDPprocess? 136-145
21 WhataretheactivitieswithintheIPprocessandtherelevantresponsibilities?
150-164
22 HowmaytheseventhemesbeappliedwithintheIPprocess? 150-164
23 WhataretheactivitieswithintheCSprocessandtherelevantresponsibilities?
168-182
24 HowmaytheseventhemesbeappliedwithintheCSprocess? 168-182
QuestionRevisionArea PRINCE2ManualPageNumber(s)
25 WhataretheactivitieswithintheMPprocessandtherelevantresponsibilities?
186-190
26 HowmaytheseventhemesbeappliedwithintheMPprocess? 186-190
27 WhataretheactivitieswithintheSBprocessandtherelevantresponsibilities?
194-202
28 HowmaytheseventhemesbeappliedwithintheSBprocess? 194-202
29 WhataretheactivitieswithintheCPprocessandtherelevantresponsibilities?
206-212
30 HowmaytheseventhemesbeappliedwithintheCPprocess? 206-212
OutlineBusinessCase–GuidelineAswiththisexerciseanamountofassumptionwilltakeplaceonbehalfofthecandidatessoanswersmaybedifferentfromcandidatetocandidate,evaluatetheseanswersfirstwithoutgivingdirectfeedbackbyunderstandingwhatassumptionshavebeenmade.Asaminimumthefollowingissuesshouldbehighlighted(anexampleofmissing/incorrectitemscanbefoundoninthetableonthenextpage)1. Criticallyreviewtheoutlinebusinesscase2. Listtheissuesfound
a) TheExecutivesummaryisonlyasinglestatement,whereitshouldgiveanoverviewofthewholebusinesscase
b) Therearenobusinessoptionsdefinedc) Theexpectedbenefitsmustbemeasurablebyquantity/timeframesd) Therearenodis-benefitsdefinede) Thecostsonlydefinewhatthecapitalcostsarefortheprojectanddonotmentionwhat
operationalcostswouldbeoccurredposthandover.f) Thedenominationofthecostsareunclearg) ThemajorrisksarenotrisksasexpressedbyPRINCE2
3. Recommendhowtoensurethatthisdoesnothappeninthefuturea) BuildatemplatethathastobeusedforallprojectswithinMobiPhoneb) Ensurethatthereissufficientreviewsofalldocumentationpriortoadvancement
BusinessCase–Cash-for-creditv.01
ExecutiveSummary(Example)
MobiPhonerequirethedevelopmentandreleaseofanewapplicationcalledCash-for-credit(CfC).DevelopmentofCfCwillbeconductedinhousewithanestimatedbudgetof$2,500,000USD,withtheon-goingmaintenanceandhostingoftheapplicationat$800,000USD.Currentlythebenefitsoutweighthedid-benefitshowevertherearedeemedanamountofcriticalrisksthatneedtobecloselymonitored
Reasons • Offernewservicestoexistingsubscribers• Growbythemigrationofcompetitorssubscribers• ShowcaseMobiPhone’sinnovationexcellence
BusinessOptions(Examples)
• Donothing• Developthisapplicationandhostitin-house• Developthisapplicationin-housebutoutsourcethehosting• Outsourcethedevelopmentofthisapplicationbuthostitin-house• Outsourcethedevelopmentofthisapplicationanditshosting• Donotcontinuewiththeproject
ExpectedBenefits(Examples)
• 10%increaseofmarketsharewithin12months• 20%increaseinsubscriberswithin12months
• Overallrevenuetoincreaseby15%within12monthsduetonewrevenuestreamfromcreditservices
• 20%increaseinpublicbrandnameawarenesswithin6monthsExpectedDis-benefits(Example)
• Resourceintensive
Timescale • DuetothenatureoftheserviceandofcompetingproviderstheCfCservicehasbeengivenpriorityoverallotherprojects.
• Projectstart–withintwoweeks• Serviceprototype–withinthreemonths• Testingandservicerehearsalcompleted–withinfourmonths• Marketingandgolive–withinfivemonths
Costs(Examples)
• Acapitalbudgetofapproximately$2,500,000USDhasbeensetfortheCfC
• Anon-goingoperationalbudgethasbeensetat$800,000USDforCfC• Theamounthasnotbeenfinalisedduetolackofaccuratequotesand
forecastsInvestmentAppraisal
• Atrueinvestmentappraisalcannotbeconductedatthispointduetothelackofcurrentinformationavailable
MajorRisks(Examples)
• Thepossibilityofacompetitorreleasingasimilarservicefirst• Possiblechangeofmajorpersonnel,suchastheCEO,causingachange
offocus• Unknownlegislationfactorsregardingbankingandfinanceindifferent
countries
BuildingtheTeam–GuidelineThisexercisehasbeendesignedtofortifytheconceptofbuildingtherightteamfortheproject,andevaluatingtherolesrequiredwithdoingso.Thecandidatehasbeenaskedtodefinetherightpersonwithintherolethatbestreflectstheirabilitiesandstrengths,resultingincompletingthediagram(asbelow)alsojustifyingtheirdecision.
ProjectRole Person Reason
Executive DanielStone • HasbeengivenresponsibilityfortheprojectfromtheCEO• Hasdirectcontrolovertheproject
SeniorUser MariamAli-Rashid
• Lookingattheusabilityofthesubscribers(users)• Focusedongettingthebestuserexperience
SeniorSupplier
SammyBarths • WorksfortheSupplier• Alreadywithinthelesionrolesowillunderstandthe
relationship
ProjectAssurance
DanielStone • Projectboardisresponsible• Bestsuitedprofile,withoutconflictofinterests
ChangeAuthority
MonjaWize • SkilledatChangeandConfigurationmanagement• Analyticalmind,wholooksatalloptions• Hastheempowermentandconfidencetomakedecisions
TeamManager
MartinBaloo • Experiencedwithworkingandleadingprojects• Understandsmanagementbyexception• Diligentandresultsfocused
ProjectSupport
DenMalon • Experiencedwithinadministration• Keyeyefordetail• Hasdocumentationexperience(ISO9000)
ChangeIssues–GuidelinesThisexercisehasbeendesignedtoencouragetounderstandtherangeofissuesthatarepresentwithacertaincontext,andeventhoughtheymayseemsmall,theycanhaveahugeimpactonnotonlytheproject,butwhatthebusinessoutcomearefortheproject.Thecandidatehasbeenaskedtoanalysesixdifferentissuestatementsanddefinewhichtypeofissuetheybelongtoifany.Theanswersareasbelow:
Issue RequestforChange
Off-specification
Problem/Concern
NotApplicabletothisProject
ProgrammingLanguage X
Accident X
TechnologyUpgrade X
SecurityRequirements X
Budgets X
Legislation X Reasoning:
Issue IssueType Reason
ProgrammingLanguage
Requestforchange
Thisisarequesttochangeanitemfromtheagreedbaseline,thisshouldbefullyevaluatedpriortoeitherbeingapprovedordeniedasitmayhaveagreatereffectthanfirstseen.
Accident Problem/Concern Thisisaconcern,astheremaynotberedundancyinplace.Eventhoughthedeveloperhasvolunteeredtoworkfromhome,thismaynotbepossibleduetothescopeofthisproject.Thisconcernneedtobeevaluatedasahighpriority.
TechnologyUpgrade
Off-specification Thisisanoff-specificationbydefinition,howevertheimpactoftheupgrademaycauseaconcernorproblemwhenitisunderstoodwhateffectthiswillhaveonlegacysystems.
SecurityRequirements
Problem/Concern ThisisaconcernduetothefactthatCfCinitscurrentdesignwillnotbeabletorunonalargepercentageofconsumershandsets.Thisdoesnotdirectlyimpactthehandsetmanufacture,sotherewouldbelittlechanceofthemupgradingtheirhandsets.
Budgets Problem/Concern Thisisproblem/concernbydefinitionduetothefactthattheoriginalbaselinedamountoffundinghasnowbeencut–thisisanissuethatthePMwillhavetodealwithorescalatetotheProjectBoard.Thebudgetreductionmaybeafactorinsubsequentoff-specifications.
Legislation Problem/Concern Thisisaproblemasitisalargeunknownthatcouldresultintheservicebecominglegallyunachievableorretiredbeforeitisinserviceduetofinancialrestrictionsnotmakingitprofitableorillegaltouse.
WorkflowModelGuidelinesThisexercisewillbedevelopingthecandidate’sanalyticalskillsincludingdatatransferandwrittennegotiationskills.ThecandidatehasbeenaskedtosubmitanExceptionReporttotheProjectBoardinthecorrectformatusingtheinformationprovidedwithintwoIssueReportsandoneRequestforChange.Theanswerswilldifferbetweenthecandidates,howevertheformatshouldbethesame.Asaguideexample:
ExceptionReport
Title VhodyFonesupportpackage
Causeoftheexception
Duetotheagreedreductionofavailablefundswithallprojects,oneofthecutswasthatofVhodyFone’ssupportpackagesaving$12,000USDperannum.ThishasresultedintheresponsetimesforanyticketsubmittedtoVhodyFoneescalatingfromonehourtofortyeighthours.
Consequencesofthedeviation
DuringthecurrentandfuturestagesoftheCashforCreditdevelopmentthereisaneedtoconductshorttestsonVhodyFone’stestnetworktoensurethattheapplicationwillbesupportedanduseable,whereasthiswouldgenerallytakelessthanonehourtocompete,itisnowtakingatleasttwodays,potentiallydelayingthedeliverydateoftheservicebyeightmonths.
Options 1. Decreasetheamountoftestingthatisrequired–thiswillresultintheapplicationpotentiallynotbeingasstableasrequired
2. BuildingourowntestingfacilitybyreplicatingVhodyFone’sinfrastructure
3. UpgradingtoVhodyFone’sPlatinumpackage
Recommendations AstheProjectManagerIrequestupgradingthepackage,asthiscouldbereducedbackdowntoBronzeassoonastheprojecthasfinished,howevermyrecommendationwouldbetokeepthislevel,incasethereareanyissueswhereweneedtogetaccessinshortperiodoftime.
Lessons • Analysethetruecostofchangewithalldepartments• Lookatmediumandlongtermgoalsnotjustshorttermquickwins
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