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tags, relates-to, note
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Starting my own game company | literature |
Definition
Project management method Can be used on any project of any size
Features
- Continued business justification - the WHY of the business and long term value
- Defined organisation structure - Ownership of people so they know what is expected of them
- Product-based planning - product-first, good descriptions and breakdown structure
- Stage - divide the project into manageable phases
- Tailorable
Project variables
Six aspects of Project performance:
- Time - when will the project be finished ?
- Cost - what is the cost and the return of investment
- Quality - usable software that passes quality checks and is usable
- Scope - the scope must be clear for all stakeholder through the PPD
- Benefits - benefits must be known, agreed upon and measurable
- Risk - risk must be manageable
Project definition
A project is a temporary organization that is created for the purpose of delivering one or more business products according to an agreed business case.
- The word organization refers to the project team (people involved in the project)
- The word temporary refers to the fact that each project as a definite start and end date.
- The business case includes: reasons for the project, expected benefits, costs and time
Core principles
Continued business justification
The project must have a business case that shows that the project is value for money, i.e. there must be a reason to start and continue the project with a clear return on investment.
“Does the project have business justification?” = “Does the project have a valid business case?”
The Business case document should feature:
- full business case
- why the project should be done
- costs
- expected benefits
- timescales It should be checked regularly at least at each Stage of the project.
Learn from experience
A project should learn from the experience of previous projects and it is the responsibility of everyone involved to do so. Projects are unique and therefore always bring something new and valuable for others to learn from. Learn from experience should cover the whole length of the project. All lessons should be documented, passed on and made available to other and future projects.
Defined roles and responsibilities
People need to know what is expected from them and what they can expect from others. A team should have a clear available structure that is known and accepted. A PRINCE2 project has three primary stakeholders:
- Business sponsors - make sure the project delivers value for money
- Users - use the project product and receive the benefits
- Suppliers - provide resources and expertise to produce the product. These must be represented in the Project management team description and in the Project board. This principle answers the questions:
- What is expected of me ?
- What can I expect from others ?
- Who makes what decisions ?
Manage by stages
A PRINCE2 project must be planned, monitored and controlled on a Stage basis and each stage is separated by a Project board decision. At the end of a stage, the project board decides weather the project should proceed to the next stage or stop. Increasing the number of stages increases control over the project at the cost of added work for the project board. Advantages of stage are:
- dividing to conquer the project
- having both a very detailed and high level project plan
- Learn from experience from stage to stage
Manage by exception
Manage by exception is to allow a layer of management to have some control over another layer while letting them room to work. The lower layer works as it can and only informs the upper managing layer when a big issue (i.e. an exception) is outside of their ownership. An exception is a big issue that takes a level out of their agreed tolerance. Therefore, a PRINCE2 project has defined tolerances for each project objective to establish limits of delegated authority, as defined by Defined roles and responsibilities. There are 6 tolerances that can be set:
- Time - time it takes for an exception
- Cost - cost it takes for an exception
- Quality - redefining the quality to address the exception
- Scope - redefining the scope to take into account the exception
- Benefits - benefits for the stakeholders in ways to deal with the exception
- Risks - risks to which a value can be assigned to deal with the exception This is meant to provide the above management layer a system to control the lower management layer.
Focus on products
A product must be described in great details so the stakeholders all have the same idea on what the product should be.