These are a set of questions that people have asked, mainly about applying the project management approach to their normal work situation. We have tried to give what we feel are "best practice" answers but cannot pretend that the answers are definitive.
- When should something be called a project?
- What is a Project Manager?
- Do all projects need single project manager?
- Have you any tips for a project manager?
- What should I do if I become project manager of a project that someone else has already started and left?
- What about computer software for project management?
- What is a Project Sponsor?
- Do all projects need a project sponsor?
- Have you any tips for a Project Sponsor?
- What is PRINCE2?
- What is the Gateway Process?
What is PRINCE2?
PRINCE stands for Projects in Controlled Environments. It is a project management method covering the organisation, management and control of projects. It was first developed by the Central Computer and Telecommunications Agency (CCTA) in 1989 as a UK Government standard for IT project management.
PRINCE2 follows the same generic principles that we have covered in our descriptions but tends to be much more prescriptive and can be rather heavy on documentation. See the list of documents and team roles below taken from the PRINCE2 manual "Managing Successful Projects with PRINCE2".
PRINCE2 has been promoted by the Office of Government Commerce as a general project management system suitable for all projects including policy and service delivery. In practice, use of PRINCE2 is still strongest in the IT arena for which it was originally developed.
It is used also in private sector IT projects but in many other areas each major industry sector (e.g. petrochemicals, construction, aerospace) has developed their own approaches to suit their own issues.
For those that wish to know more, information is available from the Office of Government Commerce or the Association for Project Managers.
Appendix A: Product Description Outlines
- A.1 Acceptance Criteria
- A.2 Business Case
- A.3 Checkpoint Report
- A.4 Communication Plan
- A.5 Configuration Item Record
- A.6 Configuration Management Plan
- A.7 Daily Log
- A.8 End Project Report
- A.9 End Stage Report
- A.10 Exception Report
- A.11 Follow-on Action Recommendations
- A.12 Highlight Report
- A.13 Issue Log
- A.14 Lessons Learned Log
- A.15 Lessons Learned Report
- A.16 Off-Specification
- A.17 Post-Project Review Plan
- A.18 Product Breakdown Structure
- A.19 Product Checklist
- A.20 Product Description
- A.21 Product Flow Diagram
- A.22 Project Approach
- A.23 Project Brief
- A.24 Project Initiation Document
- A.25 Project Issue
- A.26 Project Mandate
- A.27 Project Plan
- A.28 Project Quality Plan
- A.29 Quality Log
- A.30 Request for Change
- A.31 Risk Log
- A.32 Stage Plan (or Exception Plan)
- A.33 Work Package
Appendix B: Project Management Team Roles
- B.1 Project Board
- B.2 Executive
- B.3 Senior User
- B.4 Senior Supplier
- B.5 Project Manager
- B.6 Team Manager
- B.7 Project Assurance
- B.8 Project Support
- B.9 Configuration Librarian
- B.10 Project Support Office