Title: PRINCE2™ Edition – A Pocket Guide. Series: Best Practice. Authors: Bert Hedeman, Ron Seegers. Reviewers: Ernst Bosschers (ISES International). The PRINCE2® pocketbook has been specifically designed for Accredited Training Providers. The pocketbook is a light touch guide to. This is where the PRINCE2 project management method adds real value, as the globally recognized standard for delivering successful projects.
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Prince2 Pocket Book. Unknow. Prince2 Pocket Book. ichwarmaorourbia.ga ISBN: , | 0 pages | 2 Mb. what makes a project a PRINCE2 project and provide guiding . PRINCE2 Pocketbook. • The Executive Managing Successful Projects with PRINCE2 PDF. PRINCE2 is owned and developed by the Office of Government Commerce (OGC ). PRINCE2 is a registered .. PRINCE2 pocketbook. (). 3rd ed. London.
Responsible for the Benefits Review Plan for the duration of the project unless being managed by corporate or programme management. Oversee the development of a viable Business Case, ensuring that the project is aligned with corporate strategies, and secure the funding for the project. Senior User s Responsible for specifying the benefits upon which the Business Case is approved.
Ensure the desired outcome of the project is specified. Ensure that the project produces products which deliver the desired outcomes. Provide actual versus forecast benefits statement at the benefits reviews.
Senior Supplier s Responsible for the supplier Business Case s if they exist — see section Confirm that the products required can be delivered within the expected costs and are viable. Assess and update the Business Case at the end of each management stage. Assess and report on project performance at project closure. Project Assurance business assurance responsibilities Assist in the development of the Business Case. Verify and monitor the Business Case against external events and project progress.
Ensure the project fits with overall programme or corporate strategy. Monitor project finance on behalf of the customer. Ensure the value-for-money solution is constantly reassessed. Monitor changes to the Project Plan to identify any impact on the needs of the business or the Business Case.
Review the impact assessment of potential changes on the Business Case and Project Plan. Verify and monitor the Benefits Review Plan for alignment to corporate or programme management. Project Support The Business Case should have a baseline and therefore be under configuration management. Project Support should advise the Project Manager of any proposed or actual changes to products that affect the Business Case.
Organization 5 5 Organization 5. It assumes that there will be a customer who will specify the desired result and probably pay for the project, and a supplier who will provide the resources and skills to deliver that result. Every project needs effective direction, management, control and communication. One of the principles of PRINCE2 is that all projects must have a defined organizational structure to unite the various parties in the common aims of the project and to enable effective project governance and decision making.
A successful project management team should: It needs to be flexible and is likely to require a broad base of skills for a comparatively short period of time. It is likely to have a longer life than a single project.
A project which forms part of a programme may be impacted by the programme structure and reporting requirements. It will, however, exist within the wider context of a corporate organization. It defines roles, each of which is defined by an associated set of responsibilities. When combining roles, consideration should be given to any conflicts of responsibilities, whether one person has the capacity to undertake the combined responsibilities, and whether any bottlenecks might be created as a result.
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Figure 5. PRINCE2 recommends that for completeness the Project Board should include representation from each of the business, user and supplier interests at all times. Business The project User Supplier Figure 5. The project should also provide value for money. The business viewpoint therefore should be represented to ensure that these two prerequisites exist before a project commences and remain in existence throughout the project.
The user viewpoint should represent those individuals or groups for whom some or all of the following will apply: The supplier viewpoint should represent those who will provide the necessary skills and produce the project product. The project may need to use both in-house and external supplier teams to construct the project product. The Senior Supplier s will represent this stakeholder interest on the Project Board. The level of overlap between the interests of the business, user and supplier will change according to the type of corporate organization and project.
For example, if a project uses an in-house supplier, the business and supplier interests will be more likely to have overlapping interests than if an external supplier is used.
However, one example of an exception to this broad rule would be where an organization is developing a new product to bring to market. As well as the primary categories of business, user and supplier interests which should be represented on the Project Board, there will be a wider range of stakeholders which may affect, or be affected by, the project.
These stakeholders may be internal or external to the corporate organization and may support, oppose or be indifferent to the project. But projects need day-to-day management if they are to be successful.
The project management structure has four levels, three of which represent the project management team and the fourth which sits outside of the Organization Project management team Corporate or programme management Directing — Project Board Managing — Project Manager Delivering — Team Manager Figure 5. The Project Board is accountable for the success of the project.
As part of directing the project, the Project Board will: This for the day-to-day management of the project within the constraints set out by the Project Board. Depending on the size and complexity of the project, the authority and responsibility for planning the creation of certain products and managing a team of specialists to produce those products may be delegated to a Team Manager. The Project Board has authority and responsibility for the project within the instructions initially contained in the project mandate set by corporate or programme management.
The structure allows for channels of communication to decisionmaking forums and should be backed up by role descriptions that specify the responsibilities, goals, limits of authority, relationships, skills, knowledge and experience required for all roles in the project management team. The Executive representing the business viewpoint and Senior User representing the user viewpoint roles can often be combined.
In such cases, to avoid any conflict, two individuals could be appointed to carry out Project Assurance, one looking after the user interests and the other representing the business interests.
For example: PRINCE2 provides role description outlines in Appendix C, which should be tailored to the needs of the specific project and each specific appointment. As one of the key responsibilities of the Project Board is to provide direction to the Project Manager, it is important that all members have a unified view as to what the direction should be Delegating effectively, using the PRINCE2 organizational structure and controls designed for this purpose Facilitating integration of the project management team with the functional units of the participating corporate or external organizations Providing the resources and authorizing the funds necessary for the successful completion of the project Ensuring effective decision making Providing visible and sustained support for the Project Manager Ensuring effective communication both within the project team and with external stakeholders.
A good Project Board should display four key characteristics: As the Project Board is accountable for the project, the individuals chosen must have sufficient authority to make these decisions and to provide resources to the project, such as personnel, cash and equipment.
Project Board members are often from senior management positions, and their Project Board responsibilities will be in addition to their normal responsibilities. The concept of management by exception allows the Project Manager to keep them regularly informed of project progress but only requires decision making at key points in the project. The frequency and detail of communication required by the Project Board during a project should be documented in the Communication Management Strategy.
Project Board members may require more detailed or frequent information at the start of the project. As the project progresses, and the Project Board becomes more comfortable with the progress being achieved, the requirement for frequent or detailed Highlight Reports may reduce. It is important to review the level and frequency of reporting for each stage during the Managing a Stage Boundary process. The Project Board is not a democracy controlled by votes.
The Executive has to ensure that the project gives value for money, ensuring a cost-conscious approach to the project, balancing the demands of the business, user and supplier. The role of the Executive is vested in one individual, so that there is a single point of accountability for the project.
The Executive will then be responsible for designing and appointing the rest of the project management team, including the other members of the Project Board. If the project is part of a programme, corporate or programme management may appoint some or all Project Board members. Throughout the project, the Executive is responsible for the Business Case. The Senior User role commits user resources and monitors products against requirements.
This role may require more than one person to cover all the user interests. For the sake of effectiveness the role should not be split between too many people. The Senior User s specifies the benefits and is held to account by demonstrating to corporate or programme management that the forecasted benefits that were the basis of project approval are in fact realized.
This role is accountable for the quality of products delivered by the supplier s and is responsible for the technical integrity of the project. This role will include providing supplier resources to the project and ensuring that proposals for designing and developing the products are feasible and realistic.
Exceptions to this do occur, e. In fact, the distinction is not really important; what matters is that operations, service and support interests are represented appropriately from the outset.
If necessary, more than one person may be required to represent the suppliers. Project Board members are responsible for the aspects of Project Assurance aligned to their respective areas of concern — business, user or supplier. If they have sufficient time available, and the appropriate level of skills and knowledge, they may conduct their own Project Assurance tasks, otherwise they may appoint separate individuals to carry these out. The Project Board may also make use of other members of the corporate organization taking specific Project Assurance roles, such as appointing the corporate quality manager to monitor the quality aspects of the project.
Project Board members are accountable for the Project Assurance actions aligned to their area of interest, even if they delegate these to separate individuals.
Project Assurance is not just an independent check, however. Personnel involved in Project Assurance are also responsible for supporting the Project Manager, by giving advice and guidance on issues such as the use of corporate standards or the correct personnel to be involved in different aspects of the project, e.
Anyone appointed to a Project Assurance role reports to the Project Board member overseeing the relevant area of interest, and must be independent of the Project Manager. In a project where few changes are envisaged, it may be reasonable to leave this authority in the hands of the Project Board.
But projects may be in a dynamic environment, where there are likely to be, for example, many requests to change the initial agreed scope of the project. Technical knowledge may also be needed to evaluate potential changes. The Project Board needs to decide before the project moves out of the initiation stage if it wishes to delegate some authority for approving or rejecting requests for change or off-specifications.
To facilitate this, the Project Board should define in the Configuration Management Strategy a scale of severity ratings for requests for change. Depending on the severity, the request for change could be handled by: These delegated authorities must be written into the appropriate role descriptions. For projects that exist within a programme, the programme management should define the level of authority that the Project Board will have in order to be able to approve changes.
Refer to Chapter 9 for more information on changes. Organization Example of a Change Authority A Project Manager is given authority to approve changes to individual products only if the changes would: Any changes that fall outside of these limits would have to be escalated to the Project Board. The Project Board needs to represent all of the interested parties in the corporate organization, and involve any suppliers internal or external that have been identified.
User groups User groups User representative area 1 User representative User area 1 representative area 2 User representative area 2 On a large project, tailoring the project management team could mean breaking the PRINCE2 roles into multiple appointments — for example, several Senior Users or Senior Suppliers could be appointed.
However, it is good practice to keep the size of the Project Board as small as possible while still representing all business, user and supplier interests. To avoid enlarging the Project Board, user or supplier groups could be used to maintain broad-ranging senior management involvement in those projects that impact on a large user or supplier community.
These groups discuss user or supplier issues and risks, and pass recommendations to the Senior User s or Senior Supplier s on the Project Board. If a user or supplier group is involved, it is important to define at the outset who is authorized to represent its collective view and how this will operate. It may also be appropriate to appoint members of these groups to user or supplier Project Assurance; multiple individuals can fulfil Project Assurance roles.
The decision on whether to include external suppliers on the Project Board may be a cultural one based on fear of divulging commercial or financial information. Leaving them out of the Directing a Project process could cause delays due to the lack of supplier resources to deal with change and to address specialist issues. This person has the authority to run the project on behalf of the Project Board within the constraints laid down by the Project Board.
The Project Manager will normally come from the customer corporate organization, but there may be projects where the Project Manager comes from the supplier. In projects with no separate individual allocated to a Team Manager role, the Project Manager will be responsible for managing work directly with the team members involved.
In projects with no separate Project Support role, the support tasks also fall to the Project Manager, although they may be shared with team members. As the single focus for the day-to-day management of a project, there are many different aspects to the Project Manager role. The Team Manager reports to, and takes direction from, the Project Manager. The Team Manager role may be assigned to the Project Manager or a separate person. There are many reasons why the Project Manager may decide to appoint other people to be Team Managers rather than undertake the role themselves.
Among these are the size of the project, the particular specialist skills or knowledge needed for certain products, geographical location of some team members and the preferences of the Project Board. The Project Manager should discuss the need for separate individuals as Team Managers with the Project Board and, if required, should plan the role at the start of the project during the Starting up a Project process, or for each stage in the Managing a Stage Boundary process.
They can be used formally or informally depending on the needs of the project. In addition to the information included in Appendix A, a Work Package can include items such as resource costs, accounting codes, allocated resources and other management information. Defining the deliverables at the appropriate level will also assist new Team Managers in becoming more effective as it is clear what has to be produced, and with the definition of reporting frequency and method, the feedback from the Team Manager can be clearly controlled.
If the Team Manager comes from the supplier corporate organization, there could be a reporting line to a Senior Supplier. The structure of the project management team does not necessarily reflect line function or seniority but represents roles on the project. A Team Manager, for example, may be more senior in the corporate organization than the Project Manager, or may be a senior representative from an external supplier.
In the context of the project, however, the Team Manager reports to, and takes direction from, the Project Manager. If required, the Project Manager can delegate some of this work to a Project Support role: It could also provide specialist functions to a project such as planning or risk management. Unless performed by a corporate or programme management function, Project Support is typically responsible for administering any configuration management procedure and tools as defined in the Configuration Management Strategy.
It is important to stress that the role of Project Support is not optional, but the allocation of a separate individual or group to carry out the required tasks is.
Project Support defaults to the Project Manager if it is not otherwise allocated. Some corporate organizations may have a project office a temporary office set up to support the delivery of a specific project or similar structure, which can fulfil some or all of the Project Support role.
Project Support and Project Assurance roles should be kept separate in order to maintain the independence of Project Assurance. In practice, however, this may not always be possible and the project management team may change during the project.
A clearly defined team structure, together with comprehensive role descriptions outlining the responsibilities for each role, should help to alleviate disruption caused by project management team changes. The use of management stages also allows a smooth transition for changes to the project management team. Project roles should be reviewed for the next stage during the Managing a Stage Boundary process.
The use of End Stage Reports and Stage Plans can help to ensure that any handover procedure is thorough and well documented. Although ideally the Project Executive and Project Manager should stay with the project throughout its lifecycle, a stage boundary provides an opportunity to hand over the role during the project if this is necessary.
Before the supplier has been selected, a senior representative from the procurement department may represent the Senior Supplier on the project. It is not enough to have the required processes and systems in place: Knowledge of different types of personalities and how these work together can help the Project Manager to structure balanced teams that can work together effectively during a project.
Different people have different characteristics, and certain types of people are more suited to certain roles. In a given environment, some combinations of personality types work better than others. Others are more analytical, skilled in detailed work and ensuring no tasks get missed. Project Managers who know the natural roles of the team members can use that knowledge to build effective teams during the Starting up a Project process for the management team and the Initiating a Project process when identifying team members.
It is important to achieve the correct balance: This could include training on any processes and standards to be used on the project such as configuration management procedures, quality methods, progress reporting and other project-specific areas , or it could be an introduction to the project and its goals designed to motivate the team members. Project Board members may also need training on their roles, including what is expected of them and the procedures needed to carry out their responsibilities.
During a project, team members may also need specialist training to enable them to complete their assigned tasks. The Project Manager should ensure that training needs are built into the appropriate plans.
The manager of a small project is therefore likely to find that team members are working on the project on a part-time basis.
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Parttime team members suffer more absences and diversions, as a percentage of their working time, than full-time team members. The Project Manager should allow for this when designing a plan — either by negotiating guaranteed availability or greater tolerance. If individuals are tasked with working on too many projects, they will simply stand still on all of the projects, expending a lot of effort but making no forward progress. Solutions include undertaking fewer projects in parallel or, where possible, allocating staff full time to projects for limited periods.
As a result, the Project Board may need to be involved more closely to lead, direct and prioritize work and resolve issues. Whatever the environment, the Project Manager will have to adapt to, and work within, the corporate organization and this will affect the level of management required for the team members.
Understanding and working within the wider corporate organization can be challenging for the Project Manager, particularly if working part-time or on a contract basis. Setting up clear project controls at the start of the project, and agreeing these with the Project Board, will help to ensure that the Project Manager understands the level of interaction and support to expect during the project and is given appropriate exposure to other areas of the corporate organization.
Organization 5. It is important to analyse who these stakeholders are and to engage with them appropriately. Such people may: Note that some of these were external to the project management team but internal to the corporate or programme management organization. It is usually carried out at the programme level.
All projects need to have some level of some stakeholder engagement, particularly if not part of a programme. Parties external to the project management team can exert a powerful influence on a project. Gaining an understanding of the influences, interests and attitudes of the stakeholders towards the project and the importance and power of each stakeholder. For instance, is a particular group likely to be negative, irrespective of the message, and therefore require particular care?
They have the potential to affect the success of the project. Perceptions may be mistaken, but they must be addressed. Defining how the project can effectively engage with the stakeholders, including defining the responsibilities for communication and the key messages that need to be conveyed.
For each interested party, agree the: Defining the methods and timings of the communications. These are best planned after defining how the project will engage with the different stakeholders. When selecting the senders of information, it is important to select communicators who have the respect and trust of the audience. Their position in the corporate organization and expertise in the subject matter will greatly influence their credibility.
Many projects have a formal commencement meeting to introduce the project and its aims to the corporate organization. Project Assurance could be involved in checking all the key stakeholders, their information needs and that the most appropriate communication channels are covered. It facilitates engagement with stakeholders through the establishment of a controlled and bi-directional flow of information. Where the project is part of a programme, the Communication Management Strategy should also define what information the programme needs and how this is to be communicated.
If a formal stakeholder engagement procedure has been completed, such as that described earlier, this should also be documented as part of the Communication Management Strategy.
Refer to Appendix A for more details of the suggested content for the Communication Management Strategy. The Project Manager should be responsible for documenting the Communication Management Strategy during the Initiating a Project process.
It is also important to review and possibly update the Communication Management Strategy at each stage boundary in order to ensure that it still includes all the key stakeholders. When planning the final stage of the project it is also important to review the Communication Management Strategy Organization to ensure it includes all the parties who need to be advised that the project is closing.
During a project, corporate or programme management retains control by receiving project information as defined in the Communication Management Strategy and taking decisions on project-level exceptions escalated by the Project Board.
If a project forms part of a programme, there will need to be consistency and communication between the project and programme levels of management. Refer to Chapter 19 for more detailed information on programme roles and how they may interact with project roles.
Table 5. Provide information to the project as defined in the Communication Management Strategy. Executive Appoint the Project Manager if not done by corporate or programme management.
Confirm the appointments to the project management team and the structure of the project management team. Approve the Communication Management Strategy. Senior User Provide user resources. Define and verify user requirements and expectations. Senior Supplier Provide supplier resources. Review and update the Communication Management Strategy. Design, review and update the project management team structure. Prepare role descriptions. Team Manager Manage project team members. Advise on project team members and stakeholder engagement.
Project Assurance Advise on selection of project team members. Advise on stakeholder engagement. Ensure that the Communication Management Strategy is appropriate and that planned communication activities actually take place. Project Support Provide administrative support for the project management team.
Without this understanding, the project would be exposed to major risks such as acceptance disputes, rework, uncontrolled change, user dissatisfaction that could weaken or invalidate the Business Case. Capturing and acting on lessons contributes to the PRINCE2 quality approach, as it is a means of achieving continuous improvement.
This can lead to misunderstandings. It is defined by the product breakdown structure for the plan and its associated Product Descriptions. A quality management system is the complete set of quality standards, procedures and responsibilities for a site or organization. A programme, for instance, can be regarded as a semi-permanent organization that sponsors the project, and may have a documented quality management system.
It is frequently the case that more than one permanent organization will be involved in a project — for example, separate customer and supplier businesses — and it follows that each may have its own quality management system.
Alternatively, if the project has a single key sponsoring organization, or is part of a programme, a single established quality management system is more likely to apply. Quality planning is about defining the products required of the project, with their respective quality criteria, quality methods including effort required for quality control and product acceptance and the quality responsibilities of those involved. Quality assurance activities are outside the scope of PRINCE2 as it is the responsibility of the corporate or programme organization.
Quality assurance is about independently checking that the organization and processes are in place for quality planning and control i. Note that, in both senses of the term, quality assurance involves contributions that are independent of the project management team, whereas quality planning and quality control are undertaken by the project.
Nevertheless, it is a project management responsibility to ensure that adequate quality assurance is arranged. Quality assurance should not be confused with Project Assurance. Provide assurance to the wider corporate or programme organization that the project is being conducted appropriately, properly and complies with relevant corporate or programme management standards and policies.
Performed by personnel who are independent of the project i. Responsibility of the Project Board, Responsibility of the corporate or therefore undertaken from within the programme management organization, project. How they relate Quality assurance as a corporate or programme management function could be used by the Project Board as part of its Project Assurance regime for example, having quality assurance perform a peer review.
Quality assurance would look for or require effective Project Assurance as one of the indicators that the project is being conducted properly. This is, therefore, a responsibility within the project management team.
Although Project Assurance is independent of the Project Manager, unlike quality assurance it is not independent of the project. However, Project Assurance and quality assurance do overlap, as illustrated in Table 6.
The first two of these are covered by quality planning section 6. The terms used in the diagram are explained in the remainder of this section. When these aspects of planning are neglected, the people involved in the project may have conflicting views on the scope of the solution, on what constitutes a successful result, on the approach to be adopted, on the extent of the work required, on who should be involved, and on what their roles should be.
Quality planning comprises: They are defined and agreed early in the Starting up a Project process. The expectations are captured in discussions with the customer and then refined for inclusion in the Project Product Description. The key quality requirements will drive the choice of solution and, in turn, influence the time, cost, scope, risk and benefit performance targets of the project. They are then used to identify more detailed acceptance criteria, which should be specific and precise.
Quality 6. Examples are ease of use, ease of support, ease of maintenance, appearance, major functions, development costs, running costs, capacity, availability, reliability, security, accuracy, and performance.
Acceptance criteria should be prioritized as this helps if there has to be a trade-off between some criteria — high quality, early delivery and low cost, for example, may not be compatible and one of them may need to be sacrificed in order to achieve the other two. This may include complying with certain engineering standards relating to product durability.
Identifying the acceptance methods is crucial because they address the question: Example of a prioritization technique — MoSCoW 6.
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The Project Product Description is created in the Starting up a Project process as part of the initial scoping activity and may be refined during the Initiating a Project process when creating the Project Plan.
It is subject to formal change control and should be checked at stage boundaries during Managing a Stage Boundary to see if any changes are required. It is used by the Closing a Project process as part of the verification that the project has delivered what was expected of it and that the acceptance criteria have been met.
The acceptance criteria should be agreed between the customer and supplier during the Starting up a Project process and documented as part of the Project Product Description. Consequently, it is often the case that acceptance criteria will be refined and agreed during the Initiating a Project process and reviewed at the end of each management stage.
Once finalized in the Project Product Description, acceptance criteria are subject to change control and can only be changed with the approval of the Project Board. In considering acceptance criteria, it is useful to select proxy measures that will be accurate and reliable indicators of whether benefits will subsequently be achieved. The approved Project Product Description is included as a component of the Project Brief and is used to help select the project approach.
The Project Product Description defines what the customer is expecting the project to deliver and the project approach defines the solution or method to be used by the supplier to create the project product. The Quality Management Strategy describes how the quality management systems of the participating organizations will be applied to the project and confirms any quality standards, procedures, techniques and tools that will be used.
Where models and standards are to be tailored, the tailoring should also be outlined in the Quality Management Strategy for approval. The Quality Management Strategy also provides a means by which the levels of formality to be applied in the quality plans and controls can be scaled and agreed according to the particular needs of the project. It should outline the arrangements for quality assurance, including independent audits where these are required by the policies of the participating organizations.
Key responsibilities for quality should be defined both within and outside the project management team , including a summary of the approach to Project Assurance.
Where there is already an established quality management system for projects, for example in a programme, only the measures specific to this project may need to be documented.
The Quality Management Strategy is maintained, subject to change control, throughout the life of the project. Product Descriptions are not optional. They govern the development of the products and their subsequent review and approval. The content of a Product Description is described fully in Appendix A. These define the quality controls that must be applied during product development and in the review and approval procedures for the completed product. Care should be taken not to write Product Descriptions in too much detail.
They exist to help support the planning, development, quality and approval methods. Product Descriptions that are too detailed can lead to an unnecessary increase in the cost of quality for the project.
Where necessary, the Product Description should reference supporting information, such as any applicable standards or specialist design documents. The time needed to create good Product Descriptions will depend on factors such as how important, complex and unique the product is, how many stakeholders will review and approve the product, and whether the organization has a library of standard Product Descriptions for reuse.
Quality criteria The Product Description should include the quality specifications that the product must meet, and the quality measurements that will be applied by those inspecting the finished product. The quality criteria should be of sufficient detail and clarity to enable those reviewing a product to unambiguously confirm whether the product meets its requirements. Quality tolerances Quality tolerances for a product can be specified in quality criteria by defining an acceptable range of values.
One quality criterion is that the camera and its packaging must weigh no more than 1 kg. The product breakdown structure identifies a user guide product. It follows that the size and weight of the user guide is an important factor and not, for example, the number of pages. Questions to be asked include: What is the target market for the camera?
Does this also imply that the manual needs to be written in several languages?
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Will that mean it gets heavier? This could reduce the weight of the manual and allow the camera itself to be heavier. There are two primary types of quality methods: Quality responsibilities To avoid doubt, the quality responsibilities for a product should be specified.
The responsibilities will fall into one of three categories: Considering quality criteria often highlights connections and factors such as these which inform the subsequent planning process. Where specialized skills are implicit in the quality The Quality Register is effectively a diary of the quality events planned and undertaken for example, workshops, reviews, inspections, testing, pilots, acceptance and audits.
It is created during the Initiating a Project process as the products and quality control measures are being defined. It is then maintained in line with the current baseline plans throughout the project. Write a Review. Number of pages: Publication Date: Available immediately. Delivery options and charges. You May Also Like The handbook is a great reference guide that is easily transportable. Enter your email address to subscribe to this blog and receive notifications of new posts by email.
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You can download a PDF file of the guide from the link below: Angie 15th January at 9: Thanks Ian, ill have a look at this.
Richard 15th January at Babatola 15th January at 2: Prudence 21st January at 5:There are a number of ways of presenting a schedule and the choice of format will depend on the scale and complexity of the plan and the needs of the people who will receive it. A clearly defined team structure, together with comprehensive role descriptions outlining the responsibilities for each role, should help to alleviate disruption caused by project management team changes. Each step in the planning procedure may need to be revisited on completion of later steps for example, in preparing the schedule if additional activities or dependencies are identified.
The Executive will then be responsible for designing and appointing the rest of the project management team, including the other members of the Project Board.
This will enable an assessment to be made of the overall severity of the risks facing the project, to determine whether this level of risk is within the risk tolerance set by the Project Board and whether the project has continued business justification. Project management is the planning, delegating, monitoring and control of all aspects of the project, and the motivation of those involved, to achieve the project objectives within the expected performance targets for time, cost, quality, scope, benefits and risks.
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