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Tailoring and Adopting PRINCE2

1. Tailoring and Adopting PRINCE2

Now we come to a very important part of Princeton, which is the tailoring. Because it's only by tailoring that Princeton remains generic, and that means it can be used in any project anywhere. The principal definition of tailoring is quite simple. It's adapting an ambassador process to suit the situation in which it will be used. Prince Two should be tailored to set up the project. The Prince Two Method is very large and very comprehensive. That's because it has to be able to deal with any project and any product. And if you're managing a project to send a group of people on a rocket to Mars, then you might want to use every single form and feature and bell and whistle that Two has. But if your project is just a developer's kit for an iPhone, then you probably don't want to use all of these features. You could use every possible feature of prints to develop an iPhone app, but then you would spend much more time and effort on the Princeton method than you would on the app itself. Instead, you should use a minimal application of print. But, conversely, you could try to use a minimal application of Princeton on your Rocket to Mars project. But then your efforts will probably end up more like the movie Lost in Space. The trick is to get the balance right, the maximum control with the minimum bureaucracy, so everything is controlled but the team isn't overburdened with the method itself. and as a reminder that tailoring means adjusting, not removing. You need to apply all seven principal principles. Otherwise, it can't be called a principal project because it needs to be adjusted to fit the environment of the project. This process is called tailoring because it is an analogy with how a suit of clothing is adjusted by a tailor. To suit a person with a suit of clothing, pieces of cloth will be trimmed off, routed into legs and sleeves, licenced and shortened, and so on. However, no item of clothing is removed. This is very important because, although you would expect pieces of fabric to be missing, if a retailer returns the clothing to you but it's missing a principal piece of clothing, such as a jacket or pants, clearly it is not a suit anymore. In the same way, Prince Two consists of seven principles of what you can and should do to reach the prince. If a principal is missing from your project, it is no longer a principal project because all seven principles are interconnected and interdependent. To repeat what I said earlier, which shows how important it is, the goal of the tailoring principle is to reduce the methodology workload on the team as much as possible, while still maintaining appropriate governance and control. It is the project manager's responsibility to create a tailoring plan, collaborate with key stakeholders, and ensure project quality. This will then be submitted to the project board for approval. Adopting Prince Two OK, what is the difference between adopting prints and adapting Prince 2? Unfortunately, these two words are very similar, but there's a huge difference between them. Adapting Prince Two means tailoring Prince Two. I adjusted it to suit the project, but adopting Prince 2 means embedding the Prince 2 method within the organization. According to the Prince II guide, tailoring is concerned with the appropriate use of PrinceTwo on any given project, ensuring that the appropriate amount of governance, planning, and control is in place in accordance with PrinceTwo's principles. The following aspects of Prince 2 may be tailored processes that are combined or adapted, e.g. by adding or combining activities. Themes can be applied using techniques that are appropriate to the project. Roles may be combined or split, providing that accountability is maintained and that there are no conflicts of interest. Section 7 2110 four C restrictions management products may be combined or split into any number of documents or data sources. They will often take the form of formaldocuments, but can equally be slide decks, wallcharts or data held in It systems. If more appropriate to the project and its environment, terminology may be changed to suit other standards and policies, providing that it is applied consistently. Remember that, while tarrant can't really help your project and tierrain can be a lot of fun, tailoring has no sweet spot. There's no perfect balance to tiering. So be careful not to let it soak up all your time and resources. very much like risk management with tearing. Some people seem to make an entire career out of it. But if a suit fits well enough, stop tearing and enjoy wearing a suit. As you study Princeton, you'll see that these seven themes and seven principles, as I mentioned before, are all interconnected and interrelated. And so you can't remove any one of them without weakening the method and putting your entire project at risk. Consider it, pinch two, and the tailoring principle has been designed and improved by tens of thousands of experts worldwide in every conceivable type and size of project. Do you really believe that you know better than all of them? Tailor that method, but don't mess with the method I mentioned earlier. The principle can be tailored by adopting the glossary of another organization. But a word of caution here: Be wary of accepting a glossary that is far removed from PrinceTwo because it will end up confusing everyone. They won't be able to understand The Princeton Guide to Managing Successful Projects with Prince 2. And every contractor or consultant that you take on board will have to learn this new language too, which can lead to mistakes. The principal guide gives us two important tips on page 32. Firstly, ensure that the tyranny of Prince Two adds value. One of the advantages of using PrinceTwo is that it comprises roles, terminology, and processes that people become familiar with, which clarifies project governance and facilitates team working and cross-organizational cooperation. Too many children may negate these advantages. And secondly, when two or three individual elements are printed, check the impact on any other elements to ensure they are all consistent. Think of developing the tailoring plan for your project as a mini-project in its own right, applying the principle of continued business justification to your mini-tailoring project. It must deliver actual benefits. So with each step of your tailoring, ask yourself: How will this step benefit the main project? Who is responsible for tailoring and where is it documented? I've already mentioned earlier that it's a project manager's job to determine the level and type of children to apply, and this is documented in the pit, the project initiation documentation. But the project manager will review lessons learned about tailoring from other projects and also consult with other stakeholders, especially Project Assurance. Your project is a temporary organisation within the commissioning organization, and so it will have to comply with the organization's internal policies, processes, methods, standards, and practices. Please study figure four one constraints and influenceson taring a project prince Precautions asked people to think of projects in terms of simple or complex rather than small and large, because small and large are relative to the organization. As you can imagine from your Journey to Mars programme and projects, the tiniest project within that whole programme would be massively larger than your largest ever iPhone app project. And even with the simplest Prince 2 projects, they still must apply all seven Prince 2 principles. The following Tailoring example is from thePrince to Guide on page 35. This is a tailoring example for a simple two-stage project on a simple project; the project mandate consisted of a short email outlining the business needs and expectations, together with the cost and timescale of the initiation stage of the project. This was used to approve the start of the project. No project brief was produced. The project management team used the project mandate to produce a simple plan, which included the justification for the project, a basic project plan with several product descriptions, and details of all the controls to be applied. A daily log was used to record risks, issues, lessons, and quality results. Following approval of the PID, it was just one more management stage. The project manager held regular checkpoints with verbal reporting, which enabled the production of highlight reports to the project board. At the end of the management stage, we enhanced the project. At the end, a project report was produced, which also included the information for the Adams report, follow-on action recommendations, and a benefits management approach. The stage plans, work packages, team plans, and stage reports or issue reports are related as they were incorporated in other products with sufficient detail. It reminds me of a project I was working on a project a short time ago, and the authorization that I received from the director to start the project was yes, please. Two single words on an email OK, you'll find recommendations for Tarin in many of the chapters in the Princeton guide. So you'll need to study these to develop an understanding of what's required. After a few repetitions, these procedures become second nature. Adopting Prince 2, or embedding the Prince 2-method in an organization, is discussed in Chapter 4 and in detail in Chapter 21. Now, once I strongly recommend that you read Chapter 21, you need to know that the material in this chapter will not be tested on the examination.

Introduction to Themes

1. Introduction to Themes

Introduction to Themes the Prince Two guide themes on page 24 describe aspects of project management that must be addressed continually as the project progresses through its life cycle. 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're wondering what the project life cycle is in Princeton, 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 so theseare the areas where we need to apply the principles. And each theme answers at leastone question about the project. The themes are one business case answering the question, "Why?" Why did we have to take a good project to an organization? answers 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 qualities answer the question: what are the quality attributes of the products that we have to meet for the plans? Provides answers to 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 a change of 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, the progress team answers the 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 and 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 5.1 on Page 42 of the Pin Two 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 Pins 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 also need to show that the auction chosen to deliver the products represents the best value for money among the available options. And if it is decided to initiate the project, then we 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. Two organisation Theme: 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 project. The organisation is concerned with defining the temporary organisation in terms of roles, responsibilities, and lines of authority. number three, the quality theme. in order to deliver products that are fit for purpose—that is, if they match the required products. The Quality Theme pays attention to understanding the quality attributes of the products and how management can organise the project to ensure that these quality attributes will be achieved. For the "Plans" theme, the "Plans" theme addresses the steps required to create plans for delivering the products. There are five risks, business as usual continues, and things are 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 a change of theme. Projects are centred on delivering changes to an 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 our requests for change from stakeholders. And finally, the Progress team. This team is in charge of approving plans, checking progress against plans, determining who to contact under what circumstances if things aren't going as planned, and making the decision to end the project prematurely. All seven themes must be applied to every project, and all seven should be tailored to make sure that they have been applied appropriately. Each theme should be tailored in such a way that the burden on the team is minimized. Yet without losing the value of the theme, the actual procedures required by the themes are generally left to the organisation to devise the point-to-point details, because Princeton 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 in the 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 Prince 2's requirements for the same The principal's requirements for the same are: what is required as your minimum to be following Prince 2's guidance for the effective use of the same; how to practically apply the same to different organizations Environments and delivery approaches and techniques Techniques that could be used for the same And you can find that in the Princeton Guide, page 44.

2. Theme No 1 Business Case Part 1

Tip number one: the business case. This video will cover the purpose of the Princeton Business Case. Where to Find Information on the businesscase the dictionary meaning of business case. the principal meaning of business case judging. If approved. Objectives desirable. Viable and achievable disc benefits versus risks Benefits versus risks business case responsibilities of the executive, business case responsibilities of the senior users, business case responsibilities of the senior supplier, and business 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 six of the Princeton 2017 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 the principal is not prescriptive. The business case product description you will find in Appendix Eight Two on page 294 is one example. 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 Pinstripe 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 guide for the open book exam, you could waste a lot of valuable time reading it. 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 meeting of the business case. What does the term "business case" mean? First of all, let's consider the word case. There are many meetings for case in English, but in this case, and in case you don't know the correct meaning, the Cambridge Dictionary defines this type of case as arguments, facts, and reasons in support of something. So you can see that the case is the justification for doing something. And the Cambridge dictionary goes on to say the business case is an explanation or set of reasons describing how a business decision will improve a business, a product, et cetera, 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 understand the purpose of the business case. So now we'll return to Chapter 2 and its definition of "business case," which you can find in the glossary on page three. Seven plus two is the justification for an organisational activity that typically contains time, skills, costs, benefits, and risks, and against which its continued viability is tested. This justification would normally begin by describing the business need to be met or the problem to be overcome. It will 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 that 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. judging if the project is desirable, viable, and achievable. Let's look at the pinch points 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 take a look at the disadvantages versus risks now, because some people progress to the next step. 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 your 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 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. Now we'll look at the advantages of those risks. It's also important to note this for the examination as well. 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 for the 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 150,000 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 in the higher 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 this time, is that if the organisation buys a commercial package, it may save a considerable amount of 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, please advise Table 6 in the Pins 2 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 interest 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, and 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 assure 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 Senior supplier, or shipping senior supplier, represents the people who will create the project outputs and is 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 critical and output, particularly for products that are given to the user or users. Note that management products are not outputs because they are created solely for the purpose of managing the project. Change produces an outcome, which typically affects real-world behaviour and or circumstances. Outcomes are desired when a change is conceived. They are achieved as a result of the activities undertaken to affect the change and the benefit of 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)

Tip number one: the business case. This video will cover the purpose of the Princeton Business Case. Where to Find Information on the businesscase the dictionary meaning of business case. the principal meaning of business case judging. If approved. Objectives desirable. Viable and achievable disc benefits versus risks Benefits versus risks business case responsibilities of the executive, business case responsibilities of the senior users, business case responsibilities of the senior supplier, and business 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 six of the Princeton 2017 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 the principal is not prescriptive. The business case product description you will find in Appendix Eight Two on page 294 is one example. 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 Pinstripe 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 guide for the open book exam, you could waste a lot of valuable time reading it. 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 meeting of the business case. What does the term business case mean? First of all, let's consider the word case. There are many meetings for case in English, but in this case, and in case you don't know the correct meaning, the Cambridge Dictionary defines this type of case as arguments, facts, and reasons in support of something. So you can see that the case is the justification for doing something. And the Cambridge dictionary goes on to say the business case is an explanation or set of reasons describing how a business decision will improve a business, a product, et cetera, 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 understand the purpose of the business case. So now we'll return to Chapter 2 and its definition of "business case," which you can find in the glossary on page three. Seven plus two is the justification for an organisational activity that typically contains time, skills, costs, benefits, and risks, and against which its continued viability is tested. This justification would normally begin by describing the business need to be met or the problem to be overcome. It will 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 that 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. judging if the project is desirable, viable, and achievable. Let's look at the pinch points 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 take a look at the disadvantages versus risks now, because some people progress to the next step. 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 your 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 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. Now we'll look at the advantages of those risks. It's also important to note this for the examination as well. 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 for the 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 150,000 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 in the higher 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 this time, is that if the organisation buys a commercial package, it may save a considerable amount of 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, please advise Table 6 in the Pins 2 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 interest 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, and 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 benefitsand must assure that the project producesoutputs 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 Senior supplier, or shipping senior supplier, represents the people who will create the project outputs and is 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 critical and output, particularly for products that are given to the user or users. Note that management products are not outputs because they are created solely for the purpose of managing the project. Change produces an outcome, which typically affects real-world behaviour and or circumstances. Outcomes are desired when a change is conceived. They are achieved as a result of the activities undertaken to affect the change and the benefit of 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.

4. Organisation Part 1

Two organisation parts One principal definition of a project refers to the project as a temporary organization. Do you remember the definition? For a project? You'll need to be able to remember key definitions for the exam. As I've mentioned several times, the exam is an open book exam, 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 so 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 builda temporary organisation within the main organization. And the team members for 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've perhaps been moved away from your usual desk and your usual coworkers. Put it somewhere else, working with other 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 is there someone else you meant to go to? You're told that you've done 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 is that your fault? The project staff feel very anxious and insecure, especially if they've never been on a project before. And so they must be made to feel 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. Okay? If you remember that every member of the team needs to be reassured that someone is in control, They need to know what the role is, whoto 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, so their confidence will increase. The Pinch Two guide says the purpose of the organisation teams 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 at age 58. as well, notice that the things they can affect or be affected by can be negative as well as positive, 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.

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