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Overview:
Prince2 affords a project management procedure that is independent of type, project scale, geography, the organization or culture. It does this because it is hinged on 'principles'. These Prince2 principles have distinct characteristics.
These are generic and are applied to any project. They are self confirming as they have been demonstrated in practice for numerous years on projects that have been good and not so good. They assist practitioners in their ability to run every project with assurance. Because of this, they are a format for good practice for people engaged in any sort of project.
The principles, and documents and techniques, characterize Prince2 and are, for that reason, needed to run a project utilizing the Prince2 method. There are seven in total:
Learn from experience, Defined roles and responsibilities, Continued business justification, Manage by stages, Focus on products, Manage by exception and Tailor to suit the project environment. In part 1 we describe the Prince2 principles 'continued business justification' and 'learn from experience'.
Continued business justification:
In order to get a project to operate under Prince2 there has to be,'a justifiable rationale to launch it', 'the justification must hold all through the project', and 'it must be documented and approved' in the Business Case. This vital link to the business justification propels all decision making acts. This shields any organisational aims and benefits being pursued. If this process is not taken it can lead to uncertain projects with unreliable business benefits and perhaps a portfolio of several projects with comparable objectives.
Several projects might not possess a profit element in the business justification, for example, legal demands. Nevertheless, the justification is still necessary in order to decide on options, and reduce costs and risks. The business justification for any sort of project may alter but ought to remain valid and evolve in parallel alongside the project. If justification is lacking the project really should be stopped. This should allow the redirection of money to additional areas.
Do not start a project in the absence of one and cease a project when it disappears.
Learn from experience:
Prince2 techniques seek to learn from past experiences by recording them and taking appropriate action. Any type of project is short lived, has a business justification and handles for a fixed period of time. They are usually something that can not be managed by ordinary managerial methods and departments. Fresh projects deliver fresh challenges that may not have been come across previously.
Object lessons are taken from all phases of the project at the start, throughout and at the finish. When a project starts you ought to check for experiences coming out of any former projects. Equally, think about outside expertise in particular for brand-new projects. Append all the lessons detected to reports and reviews through the project for continued learning. By this means, many possibilities for enchancments to the project can be taken based on the lessons learned.
Lessons learned should promote change, by implementation in future projects, or they are simply lessons not actually learned. The closure of a project is a good moment to identify and relay those experiences for future projects. It is everyone's responsibility to continuously determine lessons learned. A primary difference from Prince2 2009 is it makes reference solely to lessons and the Lessons Report unlike Prince2 2005 which makes use of the expression Lessons Learned.
As well as writing articles about topics like Prince2 principles, for example, we furnish basic jargon free advice covering a wide sphere for business and personal use. If you could do with more facts and techniques why not go to Risk management
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