Starting Up a Project 2 Initiating a Project 3 Managing a Stage Boundary 4

Starting up a project 2 initiating a project 3

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Starting Up a Project 2. Initiating a Project 3. Managing a Stage Boundary 4. Controlling a Stage 5. Managing Product Delivery 6. Directing a Project 7. Closing a Project 7 Processes
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PMGT5871 Project Process Planning & Control Topic 1 Week 1 47 The University of Sydney Page 93 Overview of PRINCE2 Starting Up a Project Directing a Project Initiating a Project Managing a Stage Boundary Controlling a Stage Managing Product Delivery Closing a Project Appoint the Executive and the Project Manager Capture previous lessons Design and appoint the project management team Prepare the outline Business Case Select the project approach and assemble the Project Brief Plan the Initiation stage Authorise Initiation Authorise the project Authorise a Stage or Exception Plan Give ad-hoc direction Authorise Project Closure Prepare the Risk Management Strategy Prepare the Configuration Management Strategy Prepare the Quality Management Strategy Prepare the Communication Management Strategy Set up the project controls Create the Project Plan Refine the Business Case Assemble The Project Initiation Document Plan the next stage Update the Project Plan Update the Business Case Report stage end Produce and Exception Plan Prepare planned closure Prepare premature closure Hand over products Evaluate the project Recommend project closure Authorise a Work Package Review Work Package status Receive completed Work Packages Accept a Work Package Execute a Work Package Deliver a Work Package Review the stage status Report highlights Capture and examine issues and risks Escalate issues and risks Take corrective action Key Concepts © Elemental Projects 2016
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PMGT5871 Project Process Planning & Control Topic 1 Week 1 48 The University of Sydney Page 95 Key concept 1: The Iron Triangle The “Iron Triangle” Reflects the interconnectedness of the knowledge areas “You can have it cheap, quick or good. Pick any two.” – Red Adair Quality Time Cost Human Resources Scope Scope Common “work arounds”… 1. Do less (de-scope) 2. Push the team © Elemental Projects 2016 The University of Sydney Page 96 Key concept 2: The cost of change The cost of change increases exponentially over time Cost of change Changing the product in the planning phase = $ Changing the product once it’s nearly finished = $$$$$$ Time Cost © Elemental Projects 2016
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PMGT5871 Project Process Planning & Control Topic 1 Week 1 49 The University of Sydney Page 97 Key concept 3: The “Goldilocks Principle” The “Goldilocks Principle” Too little PM = not enough clarity or control Too much PM = paperwork overload, no time to work on deliverables The amount of PM applied must be “just right” for the project Organisations need a scalable PM methodology – e.g. Quick & easy PM methodology for simple, low-risk, low-value projects; Large and detailed methodology for complex, high-risk, high-stakes projects © Elemental Projects 2016 The University of Sydney Page 98 Key concept 4: The importance of planning A relatively small amount of time/money/effort spent planning upfront saves a lot of time/money/effort later in the project Fewer issues (problems)
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