Hedeman / Seegers PRINCE2TM 2009 Edition - A Pocket Guide

1. Auflage 2009
ISBN: 978-90-8753-600-8
Verlag: Van Haren Publishing
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 194 Seiten

Reihe: Best Practice

This Pocket Guide supplies a summary of the PRINCE2 method, to provide a quick introduction as well as a structured overview of the method;

Main target Group for this pocket guide is anyone who wants to get to know the method PRINCE2 or a methodical approach for project management. The book is also very useful for members of a project management team on a project using the PRINCE2 method. Furthermore this pocket guide can be used as literature for the preparation of the PRINCE2 2009 Edition Foundation exam;

This pocket guide is based on PRINCE2 2009 Edition;

This pocket book deals with processes, themes and principles within project management and PRINCE2.

Tailoring PRINCE2 explains how to fit the PRINCE2 method onto the specific project circumstances;

A complete but concise description of PRINCE2 2009 Edition, for anyone involved in projects or project management.

Available in English, Dutch and French.

Autoren/Hrsg.

Hedeman, Bert

Seegers, Ron

Inhaltsverzeichnis

1;Colophon;5
2;Chapter 1 Introduction;10
2.1;1.1 The purpose of this guide;10
2.2;1.2 What is a project?;10
2.3;1.3 Why are projects important?;11
2.4;1.4 What makes a project different from regular business?;11
2.5;1.5 What is project management?;12
2.6;1.6 What does a Project Manager do?;13
2.7;1.7 What is it all parties involved wish to control?;14
3;Chapter 2 Introduction to PRINCE2;16
3.1;2.1 Structure of PRINCE2;17
3.2;2.2 Related OGC guidance;18
3.3;2.3 What PRINCE2 does not provide;19
3.4;2.4 Benefits of PRINCE2;20
3.5;2.5 How to use this pocket guide;21
4;Chapter 3 PRINCE2 2009 Edition versus 2005 Edition;22
4.1;3.1 Main structural changes;22
4.2;3.2 Changes to the manual;23
4.3;3.3 Detailed changes;23
5;Chapter 4 Principles;28
5.1;4.1 Continued business justification;28
5.2;4.2 Learn from experience;29
5.3;4.3 Defined roles and responsibilities;29
5.4;4.4 Manage by stages;30
5.5;4.5 Manage by exception;30
5.6;4.6 Focus on products;31
5.7;4.7 Tailor to suit the project environment;31
6;Chapter 5 Introduction to PRINCE2 Themes;32
7;Chapter 6 Business Case;34
7.1;6.1 Purpose;34
7.2;6.2 Business Case defined;34
7.3;6.3 PRINCE2 approach to Business Case;35
7.4;6.4 The contents of a Business Case;37
7.5;6.5 Responsibilities of the Business Case theme;39
8;Chapter 7 Organization;40
8.1;7.1 Purpose;40
8.2;7.2 Organization defined;40
8.3;7.3 Levels of organization;41
8.4;7.4 Project management team;43
8.5;7.5 Communication Management Strategy;46
9;Chapter 8 Quality;48
9.1;8.1 Purpose;48
9.2;8.2 Quality definitions;48
9.3;8.3 Quality management;49
9.4;8.4 PRINCE2 approach to quality;51
9.5;8.5 Responsibilities of the Quality theme;53
10;Chapter 9 Plans;54
10.1;9.1 Purpose;54
10.2;9.2 Plans defined;54
10.3;9.3 PRINCE2 approach to plans;56
10.4;9.4 Product-based planning technique;57
10.5;9.5 Responsibilities of the Plans theme;60
11;Chapter 10 Risks;62
11.1;10.1 Purpose;62
11.2;10.2 Risk defined;62
11.3;10.3 Risk Management Strategy;63
11.4;10.4 Risk Register;63
11.5;10.5 Risk management procedures;64
11.6;10.6 Responsibilities of the Risk theme;68
12;Chapter 11 Change;70
12.1;11.1 Purpose;70
12.2;11.2 Change defined;70
12.3;11.3 PRINCE2 approach to Change;71
12.4;11.4 Configuration Management procedure;73
12.5;11.5 Issue and change control procedure;74
12.6;11.6 Responsibilities of the Change theme;76
13;Chapter 12 Progress;78
13.1;12.1 Purpose;78
13.2;12.2 Progress defined;78
13.3;12.3 Management by Exception;79
13.4;12.4 PRINCE2 approach to Progress;79
13.5;12.5 Delegating authority;79
13.6;12.6 Management stages;81
13.7;12.7 Event- and time-driven controls;82
13.8;12.8 Raising exceptions;84
13.9;12.9 Responsibilities of the Progress theme;85
14;Chapter 13 Introduction to PRINCE2 processes;86
14.1;13.1 Pre-project;87
14.2;13.2 Initiation stage;88
14.3;13.3 Subsequent delivery stage(s);88
14.4;13.4 Final delivery stage;88
15;Chapter 14 Starting up a Project;90
15.1;14.1 Purpose;90
15.2;14.2 Objectives;91
15.3;14.3 Context;91
15.4;14.4 Activities and recommended actions;91
16;Chapter 15 Directing a Project;96
16.1;15.1 Purpose;96
16.2;15.2 Objectives;96
16.3;15.3 Context;97
16.4;15.4 Activities and recommended actions;97
17;Chapter 16 Initiating a Project;100
17.1;16.1 Purpose;100
17.2;16.2 Objectives;100
17.3;16.3 Context;101
17.4;16.4 Activities and recommended actions;101
18;Chapter 17 Controlling a Stage;106
18.1;17.1 Purpose;106
18.2;17.2 Objectives;106
18.3;17.3 Context;107
18.4;17.4 Activities and recommended actions;107
19;Chapter 18 Managing Product Delivery;112
19.1;18.1 Purpose;112
19.2;18.2 Objectives;112
19.3;18.3 Context;113
19.4;18.4 Activities and recommended actions;113
20;Chapter 19 Managing a Stage Boundary;116
20.1;19.1 Purpose;116
20.2;19.2 Objectives;117
20.3;19.3 Context;117
20.4;19.4 Activities and recommended actions;117
21;Chapter 20 Closing a Project;122
21.1;20.1 Purpose;122
21.2;20.2 Objectives;123
21.3;20.3 Context;123
21.4;20.4 Activities and recommended actions;124
22;Chapter 21 Tailoring PRINCE2;128
22.1;21.1 What is tailoring?;128
22.2;21.2 General approach to tailoring;129
22.3;21.3 Examples of tailoring;130
22.4;21.4 Projects in a programme environment;130
22.5;21.5 Project scale;133
22.6;21.6 Commercial customer/supplier environment;135
22.7;21.7 Multi-organization projects;137
22.8;21.8 Project type;137
22.9;21.9 Sector differences;139
22.10;21.10 Bodies of Knowledge;139
23;Appendix A. Outline Product Descriptions for the management products;142
24;Appendix B. Roles and responsibilities;160
25;Appendix C. Example of product-based planning;168
26;Appendix D. Glossary;171
27;Appendix E. Governance;191
28;Appendix F. Organizations;192
29;Appendix G. References;193
30;About the authors;193