PRINCE2 Methodology

PRINCE2 – A Structured Project Management Methodology

Structured project management is ordering the project into characterized steps to make it coherent and sorted out. PRINCE2 is the composed depiction of this methodology. Before getting explicit knowledge about PRINCE2, these are some broad focuses on project management that we need to know about. They should help place everything into a setting.

Whenever we need to do something, build something, or achieve something, we have to comprehend what we are endeavoring to do. We need to know what we have to begin when we begin, what sort of assistance we precisely require, the length and cost of the task and so on before embarking on a project. These are the standard inquiries solicited at the start of any project, and the appropriate responses and the answers are the building blocks of project management.  They characterize what we need to do and the most ideal way we can do it.

We know for a fact that sloppy, ineffectively controlled projects most of the time turn out badly. London Ambulance and Channel Tunnel publically experienced framework disappointments and colossal overspend. Structured project management methods exist to prevent such disasters.

The PRINCE2 framework says that a project should have:

  • An organized and controlled start, i.e. organize and plan before leaping in.
  • An organized and controlled middle, i.e. keeping projects organized and controlled.
  • An organized and controlled end, i.e. when you’ve got what you want and the project has finished, tidy up the loose ends.

To describe what a project should do and when PRINCE2 has a series of processes. These cover all the activities needed on a project, from starting up to closing down.

PRINCE2 Project Management Roles

Project Manager

The Project Manager assumes on the liability of sorting out and controlling. He/she will choose individuals to do the undertakings and guarantee it’s done appropriately and on time. The Project Manager draws up the project designs that portray what the team will do and when they hope to wrap up.

Customer, user, and supplier

The customer is the individual who will utilize the outcomes or result of the assignment, or will be affected by the result of an undertaking. They all need arrangement and coordination with the goal that the task gets conveyed with the required result on time, on the spending plan and up to quality. The client or officials pay for the project. On some projects, the customer and user may be the same person. The supplier or specialist provides the expertise needed to do the project work (i.e. designing and building the outcome).

Project board

Each PRINCE2 venture has a task board. It’s comprised of the client (or official), somebody speaking to the client side and somebody speaking on behalf of the supplier. In PRINCE2, they are the customer, senior user, and senior supplier respectively. The project board provides the Project Manager with a lot of fundamental choices. They decide how the assignment will continue and beat its problems. The Project Manager reports routinely to the project board. The board is notified about any advancement and any predictable issues.

PRINCE2 Project Management Techniques        

Project assurance

Business affirmation is watching that the undertaking stays feasible in expenses and advantages. User confirmation is ensuring that the clients’ prerequisites are being met. Specialist or technical assurance guarantee the project is conveying an appropriate arrangement. Project assurance gives an independent view of how the project is advancing. In PRINCE2, there are three perspectives of assurance: business, user and specialist. Each view mirrors the interests of the three project board members. On some projects, assurance is done by a dedicated project assurance team. Otherwise, individual members of the project board can do the assurance job.

Project support

There is a great deal of managerial work required in many projects: keeping everybody informed, arranging meetings, keeping plans up-to-date, chasing things up, keeping files, etc. Project Managers often do all this work themselves, particularly on smaller projects. On the off chance that numerous tasks are going in the meantime, a Project Support Office can always set up to go up against some work for help.

PRINCE2 Scope

Today, most of the projects include multiple groups of people such as the customer, one or more suppliers, and of course the user. In a project, management scope implies working out what the task ought to accomplish and how to do it. But that’s not always easy with all these different groups involved.

PRINCE2 gives a common language over all the invested individuals. Uniting clients and providers, for the most part, include contracts and contract management. Nonetheless, the technique perceives the requirement for an undertaking’s controls and breakpoints. That enables activities to prevail in a legally binding structure.

Controlling Change

PRINCE2 explains how to manage risk, quality, and how to control change on the project. Risk management is about working out what could go wrong and planning what to do if it does. Quality Management is checking the nature of work done on the project. This is either by testing it or by checking on the work somehow or another. There are dependable changes amid the life of a project. Individuals alter their opinions and different things happen which influence how the project is going. PRINCE2 has a strategy of controlling the effect of changes. This is to prevent the project from going off in the wrong direction. It incorporates approaches that make them increasingly adaptable and responsive.

So, PRINCE2 is a method for managing projects. It gives you a lot of procedures to work through and discloses what data to assemble en route. It causes you to work out who to include and what their obligations are. Be that as it may, PRINCE2 doesn’t take the necessary steps for you. It can’t ensure that your activities will be effective. Great activities, which convey quality outcomes, on-time inside spending plan, contingent upon the nature of individuals included. This incorporates everybody from Project Board down to singular colleagues.

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