bhai harjinder singh srinagar wale mp3 download free Am I holding onto something that would be better to let go of? A team executes a work package in the managing prince2 foundation manual 2017 free download pdf delivery process, and ensures that specialist products are approved as part of that process before handing the products back to the project manager. This involves identifying the necessary products and the quality criteria for each, prince2 foundation manual 2017 free download pdf quality methods i. Care must be taken by the Project Manager to avoid scope creep, which is to allow new requirements to be added during the project. Authorize a stage or exception plan — review the performance of the current stage and approve the next stage plan or exception plan if the business justification still exists, and commit the required resources. See Risk as having an impact on the project's objective rather than on the project itself.">

prince2 foundation manual 2017 free download pdf

prince2 foundation manual 2017 free download pdf

Projects can have people from different departments or companies, so it is important that the project has a clear team structure, otherwise it might be impossible to manage the project. They are the Business sponsors, Users and Suppliers. This principle states that these three primary stakeholders must be correctly represented in the Project Management Team and in the Project Board.

At the end of each stage, the Project Board assesses the performance of the last stage, the Business Case and the plan for next stage, and decides whether to proceed with the next stage. The Project Board has greater control over the project when the number of stages is high, but this also gives them more work. Fewer stages in a project indicate that the Senior Management will have less control and a lesser amount of work for the Project Board. There are advantages to working in stages, and they provide a good approach to project planning, as they: 1.

Allow the project to be divided into a number of manageable chunks. Have a high-level Project Plan for the whole project and a very detailed Stage Plan. Make sure that plans for future stages can learn from previous stages. For example, if one team delivers their products quicker than expected, then this can be taken into account when creating the plan for the next stage.

There are a minimum of two management stages in a project: the Initiation Stage and one further Management Stage. The Closing a Project process is then the last part of the 2nd Stage in a two- stage project. When it comes to factors like time, cost, and scope, the Project Manager has some tolerance to play with before they have to advise the Project Board that there is or might be a problem e.

If the problem is small and it remains within the tolerances e. Manage by Exception is used by each level in the Project Organization to manage the level below. The layer below should only notify the above management layer if there is a big issue that is outside their tolerance. Now, imagine you are sitting on the Project Board. These are benefits for the project stakeholders. There will be a set tolerance level for risk and if you hear of something that is above this level, then you will notify the Project Board.

Example: You find out that the risk is now very high - that one of the providers cannot supply a 5 megapixel camera with the correct integration specifications. This can cause many issues for your project. All project stakeholders can have different ideas on what the product should be.

This can cause many unnecessary meetings, time delays, unnecessary new requirements, misunderstanding of the quality required, additional costs and even an end product that is of no use to anybody.

A detailed Product Description will guide the project, build correct expectations, and help to deliver the required products. A good Product Description also makes it easier to determine resource requirements, dependencies, and activities. The Focus on Products principle states that a Product Description should be written as soon and as clear as possible in the project, so that all stakeholders will have a clear idea of what to expect.

The Plans theme supports the Focus on Products principle as Product Descriptions are created as part of product-based planning.

You will learn more about this in the Plans theme. If your project is a small one, such as to host a workshop with 10 people, or a very large one, like building a nuclear power plant, then you should tailor PRINCE2 to suit the project, as PRINCE2 can be applied to any type of project.

Our projects are not that big and a project method will add a lot of unnecessary paperwork to each project. I often use the popular TV program, The Apprentice, as an example. This is usually a 2-day project, where 2 teams compete with each other and each team has a Project Manager. You can also see that most Project Managers keep making the same mistakes week after week.

Note: If there is a lot of risk in your project environment, then more time should be spent on dealing with Risk. Note: This is all the information you need to know about tailoring for the Foundation Exam. Click here for more information.

Perhaps a better way to explain is by saying that Themes are knowledge areas, so each Theme provides knowledge how to go about on a specific area of project management, such as the Business Case, Planning, Quality, etc. Consider the following question for a moment: Question: What activities will you do at the start of the project to set it up, define it and use to monitor and maintain the project throughout its lifecycle? Answer: The answer to this question will be the themes.

This is covered in the Business Case Theme. This is covered in the Organization Theme. This is covered in the Plans Theme. This is covered in the Quality Theme. This is covered in the Risks Theme.

Remember that Themes are activities that you do at the start of the project to set it up and then use to monitor and maintain the project throughout its lifecycle. We could also say that Themes provide guidance on how things should be done during the project. Themes should also be tailored to suit the project you are working on. This will depend on the project and the environment you are working in.

For example, if you are building a lunar module, you have only one chance to get it right, so the Quality and Risks themes would be used in much detail. How do Processes Relate to Themes? In other words, processes guide you through the typical activities that you need to do at different stages of the project. For example, the Start-Up process activities and the Project Initiation process activities are all executed once. The themes that you work on in these processes Business Case, Plans, Risk, etc.

Themes are therefore used throughout the project. This will make it much easier for you to visualize and remember. Why are we doing this project? What are the business reasons? What are the benefits for the organization? It will be possible to see if there is a valid Business Case at the start of the project and how to check if the Business Case still has value throughout the project.

The Executive is responsible for creating the Business Case, but it can be written by others or with help from others. For example, the Executive might involve a person from the financial department to assist with all financial information. The project mandate document usually contains some Business Case information.

This is expanded into the outline Business Case at the start of the project and will become part of the Project Brief. Who is who in the project?

Who is sponsoring the project? Who is responsible for the Business Case? Who represents the Users and Suppliers? What are the exact roles and responsibilities? Who is the Project Manager? A good way to remember this is with the following question: What are the rules of engagement? The Organization Theme provides information on the Project Management Team, and its structure and accountability.

One party is the customer, who will specify the result and most likely pay for the project. The other party is the supplier, who will provide the resources, do the work and deliver the results. What quality level must the product be at by the end of the project so that it can be correctly used as intended, or in other words, be fit for use? What can we do to check the quality during the project and make sure the project delivers the required level of quality? This theme helps to uncover the quality requirements.

The PRINCE2 approach to quality is to focus on products as early as possible, question the level of quality expected of each product produced in the project, and then document this in the Product Descriptions. The Quality Management Strategy document is used to define how quality will work in the project, such as standards to be applied and the various responsibilities for achieving the required quality levels during the project. How to go about creating the project product 2. What will be the steps involved?

How to do product based planning? What quality has to be attained 5. How much will it cost? What will be the level of detail required for each plan? Who from the Organization is involved and what is their responsibility? When will certain things be done?

Who needs to receive a copy of the plans? It is a document that describes how, when and by whom a specific target or set of targets is to be achieved. These targets will include the project's products, timescales, costs, quality and benefits.

There is a lot of text in a plan to help explain what will happen. The Project Plan is updated at the end of each stage to show what has been done, the products developed so far, and the plan for the next stage.

The project plan gives an updated picture of the status of the project that can be compared against the baselined Project Plan to see how well the project is going when compared to the original plan. You will learn about the different levels of plans: a the Project Plan, which is a high-level plan and is mostly used by the Project Board; b the Stage Plan, which acts as a day-to-day plan for the Project Manager; and c the Team Plan, which is used by the Team Manager.

There is always a certain amount of risk attached to each project. This Theme helps to uncover the following information: 1. What are the risks? What if the risks happen? How can risks be identified, analyzed and documented?

How can the possibility of risk be reduced? How can risk be managed and monitored throughout the project? Risk is an uncertain event or set of events that if they should occur, would have a positive or negative effect on the project.

The word Threat is used to describe a risk that would have a negative impact on the project's objectives. The word Opportunity is used to describe a risk that would have a favorable impact on the project's objectives. See Risk as having an impact on the project's objective rather than on the project itself.

In other words, a risk can impact what the project wishes to achieve. Risk Management refers to the procedure to follow to identify and assess risk. Moreover, it refers to planning and how to respond to these risks. All of these issues and changes can have a direct impact on the original Project Plan. Any proposed change must be correctly dealt with.

All projects need a good Issue and Change Management approach from identification, assessment and control of issues. Issues and Change Control happen during the full lifecycle of the project. Remember, the objective is not to prevent changes but to get changes agreed upon and approved before they can take place.

The Change Theme also covers Configuration Management. Each project requires a Configuration Management System, which tracks products, issues and changes. The Configuration Management Strategy document describes how issues and changes will be handled in the project. It will answer questions such as: 1. How should products be planned, identified, controlled and verified? How should issues and changes be handled? What tools will be used e. What data should be kept for each product e.

Highlight and Stage reports have to be written to show how the project is progressing in relation to the agreed plan.

Checks must be done to ensure that the escalation process is working correctly. It is necessary to continually evaluate throughout the project lifecycle whether the project should be continued or not. This theme, therefore, addresses the following concerns: 1. How the project will be controlled; 2. When reporting will be done; 3. Where we are now compared to the plan; and 4. Is the project still viable? The purpose of the Progress Theme can be explained in three parts: 1.

To establish how to monitor and compare actual achievements against those that have been planned. To provide a forecast for the project objectives and the project's continued viability.

To be able to control any unacceptable deviations. In other words, Progress is about checking development of the project when compared to the plan, checking the project viability, and controlling any deviations.

Control is all about decision-making and is central to project management, so as to ensure that the project remain viable against its approved Business Case. You will be able to answer a good number of Theme-related questions with this information. Tip: A good test: Try to answer the following questions for each theme. You will be able to give an example after this section.

This includes the steps Develop, Verify, Maintain and Confirm and who is responsible for each step. However, someone somewhere in the organization had requested the project and found some budget to pay for this. Did they write a Business Case document?

Perhaps they did or perhaps this was just decided at a management meeting where one person presented the reasons why they needed a product, they got permission, and they agreed on a budget with the rest of the management team. If you are a Project Manager, ask to see the Business Case for the project.

You will learn what questions to ask about the Business Case by reading this Theme. If you work for a supplier that is generally contracted out to clients, then you may not get access to the Business Case, but you should have an idea of the potential value benefits of the project for the client. As you will learn later, suppliers are supposed to have their own Business Case. You could also say the Business Case theme provides a mechanism to judge whether the project is and remains desirable and achievable.

Let us look at that statement again and break it up. Are we capable of delivering? Business Justification means that there is a valid business reason for doing the project and it remains valid throughout the project. If the Business Case becomes invalid during the project, then the project should be shut down.

The Business Case gathers the information to allow the management to judge if a project is desirable, viable and achievable, and therefore worthwhile to invest in. The Business Case is normally developed at the start of the project unless it is provided by Corporate or Programme Management. Once created, it is then maintained throughout the life of the project.

So as you can see, this sounds like a good project. The return on your investment ROI will change, therefore, as it will take 32 months instead of 20 to recoup the cost of the project. The Business Case needs to be updated with this information. As the Project Manager, you want to show that the project is still worth doing if you think it is , but you will recommend to the Project Board to stop the project if not.

Both the customer and supplier can exist within the same company two different departments , or the supplier can be external.

My objective here is to explain what these terms mean and, also, how they differ from one another. I prefer to use a focused question to help explain something, so I will start with 3 simple questions to help explain Output, Outcome and Benefits. Question to uncover Output: What is the product that will be delivered by the project? Question to uncover Outcome: What can the users do better with this product? Question to uncover Benefits: List the measurable improvements of using this product.

Results in Results in Output Outcome Benefits. Tangible product Result of change Measurable improvements E. CRM System E. Easier to create reports E. Outputs: The Outputs of a project are the products that the users will use. These are also known as specialist products and the project is set up to create these products. Outcomes describe what users can do better, e. Benefits: PRINCE2 says that Benefits are the measurable improvements, resulting from an outcome that is perceived as an advantage by one of the stakeholders.

Try to see Benefits as the measurable advantages of using the product. Benefits can be realized during the project, but most benefits are usually realized after the project has closed and sometimes a long time after. Notice how all the answers are vague, and there are no measured criteria.

The Business Case is first verified by the Project Board so that the project can start. It is then verified at key decision points during the project, such as at the end of each stage. They are: 1. Develop: Develop the Business Case. Verify: Verify the Business Case. Maintain: Maintain the Business Case. This is just for background information. For example, the Executive might involve a person from the financial department to assist with the financial information. When Description Before the The Project Mandate document usually contains an outline of the project starts Business Case and will explain the reasons why the project is needed.

It will be part of the Project Brief. Authorize Authorize initiation the project. By Frank Turley www. Question: Where do you think would be good points in the project for the Project Board to Verify the Business Case to see if the Business Case is worthwhile? Tip: Project Board decision points. Other verification points are anywhere the Business Case is updated or reviewed. Example: The Project Manager will check for continued business justification during the Stage Boundary process.

In other words, the Business Case is used to justify the continuing viability of the project. The Executive is responsible for ensuring that the project is value for money and is aligned with the corporate objectives, and also for assuring other stakeholders that the project remains viable. So, the Executive is the accountable person for the project, not the Project Manager.

Maintain the Business Case refers to keeping the Business Case up to date living document to reflect what is happening in the project. It may be done when assessing Risks or Issues, or at the end of a stage.

For example, some of the typical changes can be an increase or reduction in cost, new information on a risk, etc. So, when is a good time to update the Business Case during the project?

A good time to update the Business Case is at the end of every stage, as you will have the true cost of the last stage, and perhaps even the updated cost of the next stage, along with any information on issues and risks.

For each benefit, you must include how the benefit will be measured and when this benefit will be realized. This information is placed in the Benefits Review Plan. The step Confirm the Benefits checks to see if expected benefits have been realized.

The diagram shows that Confirming the Benefits is done at the end of each stage and after the project.

The Benefits Review Plan may be updated at the end of each stage in the project. In other words, the Benefits Review Plan is used to plan the assessment of benefits. You can then compare the new results to the current situation, so the current situation becomes the baseline. The Benefits Review Plan must include information on the expected timeline for these benefits.

It is created in the Initiation Stage by the Project Manager. The Senior User is responsible for specifying the benefits and realizing the benefits. Why should the Senior User be responsible for specifying and realizing the benefits? These benefit descriptions should show that the project is value for money worth the investment.

This will also ensure their continued commitment during and after the project. Then it is better that we do nothing. Expected Benefits List each benefit and how and when it can be measured. Another name might be a negative side-effect. Timescales Project start and end, when benefits will be realized.

Costs Cost for project plus expected on-going maintenance costs after the project. Major Risks A summary of the major risks comes from Risk Register. This may have a negative effect as the administrative people in the company communicate less with the customers.

Option 3 is the best choice as it can help the organization to meet the required benefits. The service is well supported, easy to customize, provides a mobile solution for sales persons, etc.

In some cases, the task of defining the Project Organization and Roles and Responsibilities is rushed and other activities, such as starting to develop the products ASAP, are seen as more important.

As a Project Manager, you depend on other people to make decisions, to provide you with information, and to carry out activities. Therefore, it is important to get this on paper and agreed on; otherwise you might find yourself chasing ghosts during the project. One of the first tasks a Project Manager should do on a project is to get a good idea of who is who in the organization and their roles and responsibilities. Start with the Executive, who might even need to be reminded that they are responsible for the project, not the Project Manager.

The management might put pressure on the Project Manager to start producing products ASAP, as they want to start using or selling the products that will be produced by the project and they are unaware of the importance of what happens in the Starting Up a Project and Initiating a Project processes.

One party is the customer, who will specify the results and most likely pay for the project, and the other party is the supplier, who will provide the resources, do the work, and deliver the required products. What do you think makes a successful project team? Have Business, User and Supplier representations.

Have defined responsibilities for directing, managing, and delivering the project. Have regular reviews of the project to check that all is on track. Have an effective strategy to manage communication flows to and from stakeholders. Programme Definition: What is a Programme? A Programme is a temporary flexible organization structure created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organization's strategic objectives.

For example, a company might create a Programme to implement Six Sigma in each department and country in an organization. The Programme may launch many different projects to achieve this, which could be per department or country, and all will be controlled by the Programme. Corporate Organization: What is a Corporate Organization?

A Project can be part of a Programme. If it is outside a Programme, we say that the project exists in the company organization, as some companies may not have a Programme environment setup. These roles can then be assigned to persons.

In this way, one person can have more than one role. For example, in large projects, the Project Support role can be assigned to one or more persons.

In small projects, the roles of Project Manager and Project Support can be assigned to the same person. Stakeholder A stakeholder is any person or group that can be affected by the project or have an effect on the project.

This includes the Project Board and the Project Team, the potential users, others that may benefit shareholders , as well as those who may be negatively affected. These are Business, User and Supplier. There must be a Business Case, otherwise the project cannot should not start. User Interests Users benefit from the delivered products, as they will use the products.

Users can also operate, maintain or support the projects outputs. In short, related aspects on how to adopt the theme. Techniques: techniques that can be used to manage the theme. The great advantage of Prince2 is that being a methodology not a compendium of good practices a project manager has all the tools to lead a project from the beginning.

The manual has a clear layout with well-defined sections and examples that can be used in the real world. Very structured project management handbook.

It is worth of reading for a couple of times and very useful for project management professionals. Great to see the agile approach.

The only negative i have is that the book cover got split after one week of reading. Seems like there was not enough glue in between. Excellent book for detailed reference. Having previously done the Prince2 Foundation and Practitioner course plus exam in my 5 year registration had come to an end.

I purchased the manual early in and used it alongside some of my projects with customers. A couple of dedicated study days the week before the exam coupled with exam simulators gave me the confidence to take the exam without formal tuition.

Interesting manual but…. I bought the e-book and was told at the exam that only the paper book is admitted, which was very disappointing. I checked it out after the exam, and yes this is mentioned on your website. Well, I'm sure I'm not the only one who made this mistake.

Why buying an e-book costing as much as the paper version, if it is totally useless for the exam? It is a non sense. A warning should be stated very clealry, with very big caracters when you buy the book. The only way to really get to grips with prince2 is to understand the manual back to front.

Book is easier to read than version. I had to revisit Plan, Risk and the Progress themes and the knowledge gained from the book helped me to bring few vital points to the Product Owner attention. Book is very concise and informative. Excellent and thorough, clear to read, book, apart from a few missing definite articles in front of a few nouns it's fine.

A great addition to the main book. Great handbook for brief points. A helpful exercise for recalling learned content and the ways in which I was able to effect change within a professional context as a result.

Concise and handy guidebook. The stage plan or exception plan is updated during the process with actuals from the current stage, and forecasts for the remainder of the stage. However, the project plan and business case are NOT updated during this process.

Instead they are updated within the managing a stage boundary process at the end of the stage. A key part of this process is for the project manager to review the stage at regular intervals and to review the status of issues and risks. For any proposed requests for change the project manager considers the impact the change will have on the project plan, the business case and the risks and checks the communication management approach to ensure the relevant interested parties are informed.

The project manager might request a product status account from project support to report the current status of any of the products. NOTE: In complex projects where some planning work is delivered through the use of work packages , the project manager could use the controlling a stage and managing product delivery processes during the initiation stage.

The purpose is to control the link between the customer and supplier by placing formal requirements on the team manager for the work to be done. This process is performed by the team manager. It is not uncommon that the supplier for whom the team manager works does not use PRINCE2, and in many cases, may not know much about it.

This is not a problem because this process provides a statement of the interface required between the team manager and PRINCE2 which is being used by the project manager. When a work package is accepted, the team manager also agrees to the tolerances set for it by the project manager. Note: It may not be possible or appropriate for a project manager to authorise a team plan for commercial reasons, in which case agreement about delivery dates and costs will suffice.

Team managers must provide the project manager with accurate progress information via checkpoint reports. They will also maintain the interfaces people and specialist products identified in the work packages. Once products are complete, the team gains their requisite approval from the authorities identified in the product description.

The purpose is to provide the project board with an updated view of the project so it can review the achievements of the current stage, approve the next stage plan, review the updated project plan, and confirm the project is still justified and that the risks are still acceptable.

Towards the end of every stage except the final stage the project manager performs this process to start planning for the next stage. At this point the project manager must provide the necessary information for the project board to make an informed decision about continuing with the project. The project manager updates the 5 management approaches and the business case and project plan. The project plan is updated by incorporating the actual progress from the stage just finishing, and the revised time and cost forecasts for the remainder of the project.

As the executive is responsible for the business case , the project manager should consult with the executive when reviewing and updating the business case in preparation for project board approval.

Processes describe who is responsible for taking decisions and when. This process is a pre-project process. The process is about filtering out the badly-conceived projects from the good ones. From now on, we will prince2 foundation manual 2017 free download pdf to them as corporate management. The project mandate at a minimum should provide the reasons for undertaking the project and should also identify the prospective executive of the project board. Before cute cut pro for windows free download project is commissioned initiated key roles and responsibilities for doing the work during the first stage known as the initiation stage must be resourced and allocated — i. The executive is responsible for creating the outline business casewhich will explain how the project fits in with corporate management objectives and how i. Prince2 foundation manual 2017 free download pdf executive is responsible for securing this funding. The purpose is to enable the project board to make key decisions and exercising overall control over the project, whilst delegating the day-to-day management of the project to the project manager. A letter of fire full movie free download process prince2 foundation manual 2017 free download pdf after the starting up a project process has completed and is triggered by a request to initiate the project. The project board is responsible for assuring that there is continued business justification one of the principles. The project board is kept informed of progress by the reports given to them prince2 foundation manual 2017 free download pdf the project manager. The executive is the decision maker on the project and the project manager should defer to the executive if the project board cannot agree on something. In other words, the project board is NOT a democracy controlled by votes. The senior supplier and senior user roles on the project board will help and support the executive to take sensible decisions. The project board is responsible for project assurancebut the project board members may prince2 foundation manual 2017 free download pdf persons to perform project assurance on their behalf e. Authorize initiation - ensure that the project investment is worthwhile and notify corporate management and other interested parties. Authorize the project — approve the project initiation documentation PID but only if the project board is satisfied that the firm foundations for the project are in place i. Authorize a stage or exception plan — review the performance of the current stage and approve the next stage plan or exception plan if the business justification still exists, and commit the required resources. The project board also reviews lessons reports and agrees on prince2 foundation manual 2017 free download pdf should receive them. The project board approves product descriptions for the major products to be delivered. prince2 foundation manual 2017 free download pdf Pages·· MB·11, Downloads·New! Managing Successful PRINCE2® Foundation and Practitioner E-learning Course Manual Welcome to the PRINCE2 Practitioner Resource book. the PRINCE2 manual, our process map. Managing successful projects with PRINCE2 PDF Managing successful. PRINCE2® Foundation Training Manual ISBN eBook: Henceforth, this book is meant to be (and is) an easy introduction to PRINCE2 based on the. We offer a free full Self Study course if you but your official PRINCE2 Exam from us. This is the first PRINCE2 Foundation Audio Course that allows you to It is available in PDF format, which makes it easy to search and find the Most project benefits are realized after the project has been shut down. spacesdoneright.com - Free download as PDF File .pdf), Text File .txt) or read online for free. hhh. I bought the version last year when I took the foundation exam and I really don't want to fork out for the update to do practitioner. spacesdoneright.com › store › book › prince2-handbook. This handbook condenses the PRINCE2 edition into a concise and handy format, making it an ideal quick reference guide for all. Managing Successful Projects with PRINCE2, 6th Edition - PDF · Managing Successful Projects The new edition publication is the manual from which the syllabus and the None of these changes has any impact on the PRINCE2 Foundation or This book helped me to pass my Foundation exam with PeopleCert. This free ebook is essential to help you pass your PRINCE2 exams. They are all based upon the version of PRINCE2. Read on to learn all about the PRINCE2 processes and prepare yourself for the Foundation exam. All of them are based on the version of PRINCE2. Exam. prince2 manual pdf free download. prince2 agile manual pdf free download. prince2 foundation manual free download pdf. prince2 agile manual free download. The project board also reviews lessons reports and agrees on who should receive them. Just prior to the examination starting, the exam invigilator will read out the instructions and rules for the exam. Did this article answer your question? Things to remember On the day of the exam, you must bring: Photo ID such as a passport or driving licence otherwise you cannot sit the exam Pencil and eraser — for answering those questions! Here are some reasons to renew. In which of the following processes does the Project Board choose a suitable risk response? Project managers with the right skills and support are best placed to deliver successful projects. The project board is kept informed of progress by the reports given to them by the project manager. Once the work is under way, the team manager sends regular checkpoint reports to the project manager. Best Practice Model: English. Five steps to becoming a Programme Manager. After filling in your candidate number on the answer sheet, the exam is ready to start. Have you been there, done that and got the T-shirt in project management? prince2 foundation manual 2017 free download pdf