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Introduction to Themes

1. Introduction to Themes

That must be addressed continually as your project progresses through its lifecycle. For example, the business justification for the project will need to be updated and revalidated. Throughout the project lifecycle, change will take place and risks will need to be managed. And in case you are wondering what the project life cycle is, it is basically the sequence of management stages of the project. It's easy to get confused between principles, themes, and processes, and so I find it helpful to think about them in this way. Principles are like the rules that you have to obey during the project. The things are the areas where you must follow the rules and the processes by which you must follow the rules. It's not a perfect definition, but it works for me, and I hope it helps you too. In this section we looked at themes, and these are the areas where we need to apply the principles. And each theme answers at least one question about the project. The themes are one business case, which answers the question Why? Why did we undertake this project? Two organisations answer the question: who? Who will represent the business? The users and the suppliers? Who will manage the project's work? Who will manage the specialist work? Three characteristics respond to the question, "What are the quality attributes of the products that we must meet for the plan's?" Name answers the questions how much and when? How are we going to do this? How much time, money, and effort will we need? When will each stage and when will the project finish? Number five, the risk theme, answers the question, "What if something goes wrong?" Number six is the theme of change theme.It answers the question: What is the impact? If a change is requested to a project, you always need to consider the impact of the change on the entire project. And finally, seven the progress team answersthe questions where are we now? Where are we going? Should we continue? But there's something else I need to make you aware of. When you look at the list of themes in the Princeton guide, they appear sequentially in the list of contents, of course, and they occupy sequential chapters in the book, which are chapters six to twelve. As a result, the danger is that you may believe that on a project, you should address these themes sequentially, each once. But in reality, you will be attending to each theme many times during the project, in any order, and sometimes two or three in parallel. We are about to examine the themes in detail in the next seven videos, but let's look at each one briefly first. And I would ask you to also study Table 5 on Page 42 of the Pinstoo Guide. It's very important to be familiar with this. The Pinch Two exam is an open book exam, which means you can refer to your copy of Managing Successful Projects with Pinstri 2017 and make sure it's 2017. During the exam, however, you will find that reading the book will quickly eat up all your time. A better strategy is to memorise many of the common definitions, tables, and diagrams, and then keep the book for the times when you really have something you don't know or you've basically totally forgotten it. Okay, let's have a quick look at these themes. The first one is the business case. Before initiating a principal project, we need to demonstrate that the project is worth doing. We must also demonstrate that the delivery method chosen represents the best value for money among the available options. And if it is decided to initiate the project, then you must check at intervals throughout the project that the project is still worth continuing, and all of the information is usually stored in the business case. You may recall from the definition of a project that it is a temporary organization, and this temporary organisation exists within the main organization, which is commissioning the project for the life of the organization. They are concerned with defining the temporary organisation in terms of roles, responsibilities, and lines of authority. number three, the quality theme. The Quality theme focuses on understanding the quality attributes of the products and how management can organise the project to ensure that these quality attributes are achieved in order to deliver products that are fit for purpose, that is, that they match the required products. For the "Plans" theme, the "Plans" theme addresses the steps required to create plans for delivering the products. Five Risky business as usual is routine and relatively predictable. Projects, on the other hand, usually involve an organisation taking unfamiliar steps with staff performing unfamiliar duties, and so there can be a distinct element of uncertainty, and this theme manages those uncertainties. Number six is the theme of change. Projects are centred on delivering changes to the organization. In fact, project management is sometimes referred to as the management of change. However, the change addressed by the "Change" theme is the changes to the project itself. These usually emerge either through problems that have surfaced as the project proceeds or as requests for change from stakeholders. And finally, the progress theme. This theme deals with approving plans, checking progress against plans, and who to contact under what circumstances if things are literally not going according to plan. It is within this theme that the decision to prematurely end the project can be made. All seven themes must be applied to every project, and all seven should be tailored to make sure that they are being applied appropriately. Each theme should be tailored in such a way that the burden on the team is minimized without losing its value of the same.The actual procedures required by the teams are generally left to the organisation to devise the point-to-point details, because Prince 2 is not prescriptive. And so now we're going to have a look at things in more detail in the seven following videos. As always, please study the appropriate chapters and sections of Prince 2's guide. In parallel with these videos, you will find that each theme chapter has the following layout the theme—why the theme was important to the successful delivery of a project and the core concepts necessary to understand the principal's requirements for the theme. The principal's requirements for the same, what is required as a minimum to be following PrinceTwo guidance for the effective use of the theme, and how to practically apply the same to different organizations, environments, and delivery approaches and techniques that could be used for the same and you can find that on print page 44.

2. Theme No 1 Business Case Part 1

The dictionary meaning of business Case theprincipal meaning of business case judging ifa project is desirable, viable and achievabledisbenefits versus risks, benefits versus risks, businesscase responsibilities of the executive, business caseresponse responsibilities of the senior users, businesscase responsibilities of the senior supplier andbusiness case responsibilities of the project manager. What's the purpose of the principal business case? The Principal Guide says the purpose of the business case theme is to establish mechanisms to judge whether the project is and remains desirable, viable, and achievable as a means to support decision making in its continued investment. And so we see that the business case is necessary to support principle number one of continued business justification. The justification is based on costs, risks, and expected benefits and will be continually reviewed to ensure it is still valid. I mentioned previously that sometimes the benefits of a project can be expressed in negative terms, and we will see that in principle in the Guide on page 46, where it refers to the benefits from a mandatory project to suit legal or regulatory requirements as removing the detrimental impact on the organisation if they did not deliver the required outputs. So we've defined the information on the business case. This is covered in chapter sixof the Prince 2217 Guide. The business case is a product, and you will find outlines of all product descriptions in Appendix A. Note that the appendix contains outline descriptions, not full descriptions, because print two is not prescriptive in the business case product description. You will find in Appendix eight two on page 294. This is a key product that you must know thoroughly for the exam, and I would strongly recommend pausing the video at this point and studying Appendix Eight Two. Welcome back. If you studied eight and two in the exam, you are able to access your copy of the Pension Guide. But chapter six, which is the business case, is huge, and the outline product description is very long. And even if you use tabs and highlighters and all the other tricks that people use in their printed study guides in the open book exam, you could waste a lot of valuable time reading them. The exam is not the place to be studying something for the first time. You must have a good understanding of the business case before you attempt the exam. Let's have a look at the dictionary reading of the business case. What does the term "business case" mean? First of all, let's consider the word case. There are many meanings for case in English, but in this case, and in case you don't know the correct meaning, consult the dictionary. So the Cambridge Dictionary defines this type of case as arguments, facts, and reasons in support of something. So you can see that a case is the justification for doing something. And the Cambridge Dictionary goes on to say business case" is an explanation or set of reasons describing how a business decision will improve a business, a product, etc. and how it will affect costs, profits, and other investments. These are dictionary definitions, so you don't need to know them for the examination, but I believe that they help in understanding the purpose of the business case. So now we'll return to Princeton and its definition of business case, which you can find in the glossary on page three seven two. It is the justification for an organisational activity that typically contains time, skills, costs, benefits, and risks, and against which continued viability is tested. This justification would normally begin by describing the business need to be met or the problem to be overcome. It would also describe the anticipated benefits, such as how the benefits will be achieved and how the organisation will know that the benefits have been achieved. This is done within the business case by explaining the techniques to be used for measuring the benefits. This is critical information because, as I've said before, benefits must be measurable. And we also need to take into consideration the cost of disbenefits incurred in delivering them. Please remember, the benefits must be measurable. You'll hear me say that many times because it is that important. Otherwise, your organisation can tell that they've been achieved by judging if the project is desirable, viable, and achievable. Let's look at the Pinch II purpose for the business case. Again, the purpose of the business case theme is to establish mechanisms to judge whether the project is and remains desirable, viable, and achievable as a means to support decision-making in its continued investment. We want to know that the project is desirable, viable, and achievable. So what does that actually mean? Desirable means that when you weigh up the benefits against the disbenefits, risks, and associated costs, the benefits are still worth the time and trouble of undertaking the project. To be viable, the project must be able to actually deliver the necessary products. And lastly, achievable means that if the organisation uses the outputs of the products of the project, then these products will actually produce the benefits. Let's have a look now at disbenefits versusrisks, because some people get that mixed up. It's important to understand the difference between disbenefits and risks because you need to be clear about them for the examination. A risk, and in this case I'm talking about a threat, is something that may or may not occur, but if it does happen, it will cause the organisation to lose something as a result of undertaking the project. A disbenefit, on the other hand, is something that will definitely happen, and it will always cause the organisation to lose something as a result of undertaking the project. For example, suppose the project involves storing equipment and materials in the staff dining room for two months. The room is almost full, wall to wall, right up to the ceiling, with a little narrow passageway to allow staff to get from one side of the building to the other. The risk could be that the materials or equipment may injure someone as they go through the passageway. It is something that may or may not happen. A disbenefit would be that the staff cannot use the dining room for two months, and it will cause a lack of motivation. This will definitely happen. So let's compare the advantages and disadvantages. It's also important to notice the examination too.Now in this case, at this risk, I'm talking about an opportunity. So an opportunity is something that may or may not happen, but if it does happen, then the organisation will gain something as a result of undertaking the project. A benefit, on the other hand, is something that should definitely happen and will always cause the organisation to gain something as a result of undertaking the project. For example, suppose a project is intended to restructure the customer service department of a car-hire organization. One of the outputs of the project will be a user ticketing package, which will be open source, which means it doesn't cost anything to buy. But a local company will be required to modify the package to match local conditions and the specific needs of the car hire organization. This will cost $1500 for five weeks of work, and one of the expected benefits of the restructure is a reduction of 25% in call resolution time during the project. A team manager reports to the project manager that a friend who works for an equipment hire organisation has just completed a similar project. The organisation bought a commercial ticketing package from a local supplier for $90,000, but it is specifically designed for the equipment hire industry and they would have to pay for minor modifications. The team manager suggests they should buy the commercial package because the modifications will be minor and shoes should be inexpensive, and the two industries are very similar, so it should work. So the risk which is an opportunity thistime is that if the organisation buys acommercial package it may save a considerable amountof time and cost on the project. But they will need to research the option, and they may find the savings can't be realised or may not be sufficient to consider a change in the project. Business Case: Key Responsibilities Let's have a look at the executive. First of all, case advice table six (1) and the Pinstri guide, which begins on page 52, This details who is responsible for what in relation to the business case. These roles will be revealed later in the course. Briefly, the main roles and responsibilities are the executive's, and there can only be one executive on the project board because the executive takes advice from the rest of the board but is a single decision maker. So it represents the business interests and is accountable for the business case and the benefits management approach throughout the life of the project. The executive ensures the business case is aligned with corporate strategies and represents value for money; he is also responsible for securing funding for the project. If you're familiar with the Prince 2009 edition, the benefits management approach was called Benefits Management Strategy. Business Case Responsibilities for the Senior Users There is a danger that although the benefits may be fully defined, after the project is completed, everyone forgets to check whether the benefits were actually achieved. And so in the business case, as well as defining how the benefits will be measured, it will also state who will measure them and how long after the project is completed that this will occur, and the who in this case is normally a senior user. The senior user, who can also be called a user, is a manager who represents the people who will use the project outputs. They are accountable for specifying the benefits and must ensure that the project produces outputs that will ultimately deliver the benefits. The senior user must also ensure after the project that the benefits are realized. Business Case Responsibilities for the Senior Supplier The senior supplier or senior suppliers represent the people who will create the project outputs and are responsible for confirming that the required products can be delivered at the expected cost and are viable. That means that they are capable of producing the benefits. Business Case Responsibilities of the Project Manager The project manager is responsible for creating the business case on behalf of the executive, but the executive is responsible for the business case, so please bear that in mind. The project manager also creates a benefits management approach and will assess and update the business case at the end of each management stage. Outputs, Outcomes, and Benefits These definitions are very important for an output, especially this product, that is handed over to the user or users. Note that management products are not outputs because they are created solely for the purpose of managing the project outcomes. Result of When a change is conceived, it usually affects real-world behaviour and/or circumstances, and outcomes are desired. They are achieved as a result of the activities undertaken to affect the change and to benefit from the measurable improvement resulting from an outcome perceived as an advantage by one or more stakeholders. I would strongly recommend watching my video on outputs, outcomes, and benefits again to make sure that you firmly understand these concepts.

3. Theme No 1 Business Case Part 2 (Outputs Outcomes & Benefits PowerPoint Note)

But first, I would like to remind you that the likelihood of delivering the expected benefits is a key task of continued business justification, which is one of the seven principles of Princeton. And in fact, a Princeton Project must deliver at least one benefit. Otherwise it is considered a field project, even if it is completed on time, within budget, and according to scope. So how does Prince Two define outcomes? Outcomes and Benefits Prince Two defines an "output" as a specialist product that is handed over to a user or users. Note that management products are not outputs and that they are created solely for the purpose of managing the project. Another word for an output is deliverable. An outcome is defined as the result of change normally affecting real-world behaviour and circumstances. Outcomes are desired when the change is conceived; they are achieved as a result of the activities undertaken to effect the change. That seems pretty clear. And finally, a benefit is the measurable improvement resulting from an outcome that is perceived as an advantage by one or more stakeholders. That is an important definition to know for the exam. As we have seen, the expected benefits from the project are defined in the business case. It's important to note that benefits may not have a cash value. For example, a project may be initiated in response to a legal requirement, such as to implement changes to privacy legislation. As I've mentioned elsewhere in the course, even if a project is mandatory, it must still be justified. And in the case of a mandatory project, you need to demonstrate that the particular option you have chosen represents the best value for money. So now let's have a look at outputs, outcomes, and benefits. Suppose we have initiated a project, and our project is intended to upgrade the service to our system. The project will deliver outputs, which are the products. The key part of this project isobviously the service death system upgraded. Note that the service desk system "Upgraded" is just an output. It is not an outcome. It is not a benefit. Products do not produce benefits directly. First of all, the organisation has to use the products when it begins using them, in this case, the upgraded service system. This creates outcomes, and those outcomes may be that service requests are resolved more efficiently and more effectively. Please note that outcomes are not benefits, and those outcomes can deliver the expected benefits. Let's just stop here for a moment and think about this carefully, because people often get confused by this final step. Look at the outcomes again,more efficiently and more effectively. They sound like benefits, but they are just outcomes created by using the outputs of the project. I'm repeating this a few times because it's a very important concept. Outputs are not benefits, but using them creates outcomes. Outcomes are not benefits, but the outcomes can produce the benefits. The difference is, according to Princetone, benefits must be measurable. And so in our project, the benefits might be daily service response times reduced by 25% and requests resolved by 15%. So there you have it. A project produces outputs. When people use the outputs, they create outcomes, and hopefully those outcomes will deliver the expected benefits. This is a very important topic for the exam, and so I recommend that you come back to this video once or twice more during the course, just to make sure that you really understand it.

4. Organisation Part 1

Do you remember the definition of a project? You will need to be able to remember key definitions for the exam. As I've mentioned several times, the exam is an "open book" exam, and so you will be able to look up definitions if you need to. But that is a big waste of time, trust me. You need to remember them, and then you can use your examination time more wisely. And I'm not going to tell you what the definition is. Again, you need to revise it for yourself. You need to learn that one. Okay, so now we need to build a temporary organisation within the main organization, and the team members from your project will most likely be borrowed from other functions around the main organization. Stop for a moment and imagine you're a new team member, and think for a moment just how that must feel. You may be transferred away from your usual desk and coworkers and placed somewhere else, working with different people. Who do you report to? You aren't sure. Are you supposed to tell your line manager? Do you tell the project manager or isthere somebody else you'd to go to? You're told that you've been doing different work than usual, and you aren't sure if you can do it. Well, you get into trouble if you can't do it. But you didn't ask to be on this project team, so that's your fault. The project staff feels very anxious and insecure, especially if they have not been on a project before. And so they must be made to feel like part of the team and given encouragement right from day one. That is very important. And throughout the project, they will need to be encouraged. Whose responsibility is it to motivate the team? I'll give you a clue. Read through the project management definition, and who's responsible for the project management? OK? Every member of the team needs to be reassured that someone is in control. They need to know what their role is, who to report to, and who might report to them. They must be provided with clear instructions and mentoring, and most likely they will need training so that they can succeed in their tasks and so their confidence will increase the Pinch Two's guide says the purpose of the organisation theme is to define and establish the project structure of accountability and responsibilities. Which answers the question, "Who?" You'll see that on page 58. Now we need to know what a stakeholder is, and the principal guide tells us a stakeholder is any individual, group, or organisation that can affect, be affected by, or perceive itself to be affected by an initiative, i.e., a program, project, activity, or risk. That's on page 58 as well. Notice that they can affect or be affected by both negative and positive events, which means that some of your stakeholders may not be your friends. Some stakeholders may actually want the project to fail, while other stakeholders will do everything to help it succeed. The trick is to know which is which and how to manage each one accordingly.

5. Organisation Part 2

which represents the three stakeholder categories, which comprise a project board and the business interest, which is represented by the executive. I will remind you here that there can be only one executive on the project board, and the reason I keep saying it is because health is important for the exam—for the user interest, which is represented by the senior user or users, and the supplier interest, which is represented by the senior supplier or suppliers. The executive who represents the business interest needs to ensure that the project will deliver benefits that the organisation actually needs, is aligned with business strategy, and also represents value for money. As I mentioned before, the business case will detail several options for the project, and then one option will be chosen that will represent the best value for money. Before the project is initiated, there can only be one executive on the project board. The senior users represent the people who will actually use the outputs of the project and so will be impacted directly by the outputs. This role is responsible for defining the expected benefits from the project and then ensuring that the benefits are eventually realized. The senior supplier or suppliers represent the specialists in the organisation who will create the outputs for the users. The Princeton guide says on page 59 that the supplier needs to have an understanding of all the relevant standards with which the output, which is the product, needs to comply, and the project may need to use both in-house and external supplier teams to construct the project product. And on page 60, a successful project management team should have business, user, and supplier stakeholder representation. Ensure appropriate governance by defining responsibilities for directing, managing, and delivering the project and clearly defining accountability at each level. Review the project roles throughout the project to ensure they continue to be effective. Have an effective approach to managing communication to and from the stakeholders. The management structure of a principal projectis a hierarchy of four levels. The slightly confusing part is that the top level of a project management structure, which is corporate programme management, or the customer, actually sits outside the project management team. And so in the exam, you will need to know the difference between the project management structure, which has all four levels, and the project management team structure, which has just the three levels. And this gives rise to interesting questions such as who authorises the project and who commissions the project, or who sets the project tolerances and who sets the stage tolerances. Figure 70 on page 60 of the principal guide illustrates the four levels of management. You will see from this that the project management teamcomprises a project order at the top of the projectmanager and the team managers at the bottom. Please note carefully that this hierarchy does notimply the team managers are on import andimportant to people in an organization. In fact, team managers can be very senior people who can even outrank the project manager or even some of the project board members in the organisational structure. But a project is a temporary organisation within a commission or organization, and this diagram merely shows the lines of authority within a project. The following is from page 61 of The Prince's Two Guides, which explains the four levels of management in detail. The top level of management is corporate programme management or the customer. This level sits above the project management team but will be responsible for commissioning the project, including identifying the executive and defining the project level tolerances within which the project board will work. This information should have been recorded in the project mandate. The second level, diamond, which is also the top level of the project board, is directing. The project board is responsible for the overall direction and management of the project within the constraints set out by corporate programme management or the customer. The project board is accountable for the success of the project. As part of directing the project, the project board will approve all major plans and resources, authorise any deviation that exceeds or is forecast to exceed stage tolerances, approve the completion of each management stage, and authorise the start of the next management stage. Communicate with other Stakeholders Next we come to managing. The project manager is responsible for the day-to-day management of the project within the constraints set out by the project board. The project manager's primary responsibility is to ensure that the project produces the required products in accordance with the time, cost, quality, scope, benefits, and risk performance goals, and at the lowest level, above the project management structure, the project management team is delivering. although the project manager is responsible for the day-to-day management of the project. Team members are responsible for delivering the products at an appropriate quality within the specified time scale and cost. 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 these products may be delegated to a team manager. There will be a wider range of stakeholders that may affect or be affected by the project. These stakeholders may be internal or external to the corporate programme management or customer organization, and these may support or pose a project gain or loss as a result of the project's delivery, see the project as a threat or enhancement to their position, or become active supporters or blockers of the project and its progress. It is important to analyse who these stakeholders are and to engage with them appropriately. Effective management with these stakeholders is key to a project's success.

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