Introduction to Themes

5. Organisation Part 2

which represents the three stakeholder categories, which include the project board, the business interest, which is represented by the executive. I will remind you here, there can be only one executive on the project board, and the reason I keep saying it is because it's important. For the exam, you represent 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 interests needs to ensure that the project will deliver benefits that the organisation actually needs and is aligned with business strategy. And they also represent good value for money. As I mentioned before, the business case will detail several options for the project, and then one option will be chosen which will represent the best value for money. Before the project is initiated, there can only be one executive from 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 thenensuring 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 Pins Two 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 management team should have businessuser and supplier stakeholder representation. Ensure appropriate governance by defining responsibilities fordirecting, managing, and delivering the project. Clearly define accountability at each level. Review the project roles throughout the project to ensure they continue to be effective. Maintain an efficient approach to managing communication flows to and from stakeholders. The management structure of a principal project is a hierarchy of four levels. The slightly confusing part is that the top level of a project management structure, which iscorporate programme management, or the customer, actually sits outside the project management team. As a result, you'll need to understand the distinction between the project management structure, which includes all four levels, and the project management team structure, which only includes three. 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 Princeton Guide illustrates the four levels of management. You will see from this that the project management team comprises the project board at the top, the project manager and the team managers at the bottom. Please note carefully that this hierarchy does not imply that team managers are the most important 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 and organization, and this diagram merely shows the lines of authority within a project. The following is from page 61 of the principal guide,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 dime, 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 by corporateprogram management or the customer. The project board is accountable for the success of the project. As part of directing the project, the 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 by the project board. The project manager's prime 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 of both the project management structure and 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 project's products at appropriate quality within the specified timescale 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 who may be affected 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 the project with loss as a result of the project delivery, see the project as a threat or enhancement to their position, become active supporters orblockers 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.

6. Organisation Part 3

But one must be very careful not to trim below the minimum, otherwise you will cease to be a principal project. So what are the minimum requirements for the organisation theme? We find these on page 62 of the Principal Guide. The minimum requirements are that the project must define its organisation structure in roles. This must ensure that all of the responsibilities and Prince Two's role descriptions are fulfilled. Princeton's Defined Roles and Responsibilities Principledocuments the rules for delegating changeauthority responsibilities if required. define its approach to communicating and engaging with stakeholders. principally requires the two products be produced and maintained by the organization's team. In the context of the organisation, this provides a single source of reference on how the project is to be managed. The Pit sets out the project management team structure and roles. Communication Management Approach: This describes the means and frequency of communication to stakeholders, both internal and external to the project. Both of these products should be created using the 'Initiating a project' method. Please study Figure Seven-Three Prince Two's Project Management Team Roles in the Principalguide for roles, authorities, and responsibilities. The roles are essential, but that does not mean that a separate person will fill each role. Some roles may be combined and others may be filled by several people on large projects. The big exception to this is that there must only be one executive and one project manager. And a reminder that on the project board, the senior user and senior supplier advise the executive. But the executive is the final decision maker.The executive is appointed by corporate programme management or the customer. The executive is then responsible for selecting and appointing all the other members of the project management team. The existential role is a senior user who represents the people who will use the products to realise the benefits. This could be more than one person, but you will find that increasing the number of people on a board can greatly reduce efficiency and slow down the decision making.The senior supplier, who represents the expert who will actually create the products, is at the same level as the senior user. And in many cases, the specialists who create the products will be the same people who will maintain them. Once you're in production again, it is advisable to keep senior suppliers to a minimum. However, for both the senior user and senior supplier, some members may be warranted if the project represents different departments or different areas of specialism respectively. And so you need to get those extra few points in there. Now we come to project assurance. This is an extra responsibility of the project board. The members of the project board sometimes perform project assurance duties on smaller projects if they have the time and if they have the skills. But for larger project assurance, larger project assurance duties are usually delegated to others. But please note that the project manager cannot perform a project assurance role if that would be a conflict of interest. Then we have the change authority. As with Project Assurance, change authority is again a responsibility of the project board. The board may authorise requests for changes to all specifications directly on small projects. But in larger projects, change authority is usually delegated to others. However, and please remember this for the exam, the project board must decide if they will be the change authority or whether it will be delegated to team members and document the appropriate role descriptions before moving out of the project initiation stage. Please read chapter eleven for more information on this. Next is the project manager, and this one takes a little bit of extra study if you're ambitious too, because unlike some other methodologies, the project manager role carries a little less power. As with the nonprinting projects, the project manager is a single responsible person authorised to perform the DayToday project management. The project board authorises project management to the project manager one management stage at a time, and the project manager is given stage tolerances to manage within. If the tolerance is forecast to be exceeded, the project manager must report to the project board for advice. Under normal circumstances, where we're still within tolerances, the project manager will in turnmanage the team managers and project supportand liaison with project insurance. On small projects, the project manager may also perform the duties of the team managers and the project manager, but never project assurance, because that must always be independent of the project manager. Two important points to remember for the examare that the project manager was responsible for all the work in the principal processes except for directing a project process and appointing the executive and project manager, and the pre-projectprocesses of starting up the project. And the second point is that the project manager will most likely come from the same organisation as his commission in the project. I. E. The same one as a corporate project management or customer organization. For most of my career, I was provided by the supplier organization, and this type of relationship is discussed in sections seven, three, and four. Section 7218 covers the team managers. They report to the project manager and receive work from the project manager in the form of work packages. A very important note for the examination is that if the team manager works for a supplier organisation that is different from the commission organization, then the project manager may have to communicate with the team managers through the team manager's line manager. And as I've mentioned before, the positioning of team managers at the bottom of the project hierarchy does not imply a lower seniority. In fact, within the commission organisation, the team managers may be more senior than the project manager. Lastly, we come to project support, which is really an administrative function to assist the project manager, such as updating schedules and reports, document control, that sort of thing, and project support can also administer change control just the day to-day work. Please note that all of the above rules are required in a principal project team. But as I said before, one person may perform several roles. And I have mentioned too that the rules which can't be combined with section 72110 for a submarine. Be careful of confusing jobs with roles. For example, a team manager on your project might actually have the title "project manager." But that doesn't mean your project isn't important to project managers. It's just that person has the title "Project Manager." In the larger organization, the project manager is responsible for documenting the communication management approach for communications both internal and external to the project. Also, Pinstripe recommends reviewing the approach at each stage boundary. Please read and do your best to memorise table seven, one on page 68, for details of organisational responsibilities. This is one of the key tables to knowing you.

7. Theme No 3 Quality, Part 1

The purpose of the quality theme is to define and implement the means by which the project will verify that the products are fit for purpose. That's the principal guide, on page 78. Fit for Purpose means that products meet business expectations and enable the desired benefits to be achieved. I've noticed that some study guides state that the desired benefits will be achieved after the project is completed. However, that is just part of the story of the exam. You'll be expected to know that while benefits are usually achieved sometime after the project has ended, products may be created throughout the project, so benefits may actually be achieved while the project is still being managed. The quality management team is based on the ISO, which is the International Organization for Standardization 9000 QMS Quality Management System series. This is a generic set of standards, which means that they do not relate to any specific products, services, or outputs, nor to any geographic location, and apply only to the processes for creating the products, services, or outputs. And this generic nature makes it ideal for working with quinto, which is a generic method. According to ISO 8400 and 296 quality management and quality assurance vocabulary standards, which is quite a mouthful. Quality is the totality of features and characteristics of a product or service that bears on its ability to satisfy stated or implied needs. According to the ISO 9010-2000 International Quality Standards and Guidelines for Quality Management Systems, quality is the degree to which an inherent existing characteristic meets requirements. And from the above, the totality of features and characteristics, or set of inherentexisting characteristics, refers to our project scope. The scope of the project is a list of all the products that the project will deliver. The glossary says, and I'll just remind you here, please read the glossary off and have a read two or three glossary items a day if you don't get the hang of it. The glossary says for a plan, the sum total of its products and the extent of its requirements. It is described by the product breakdown structure for the plan and associated product descriptions. The product breakdown structure, often referred to as aPBS, which is a hierarchical chart showing all the products and subproducts that make up the scope, applies the principal principle of focus on products. People tend to think in pictures, and so the PVs enable one to visualize, understand, and produce the entire scope. Let's stop and think about the word quality because the meaning of quality in quality management is different from its everyday meaning. For example, let's consider something that everyone is familiar with a cheeseburger.You decide to have a cheeseburger for lunch, and you have the choice of a four-dollar fast food cheeseburger or a $95 hamburger à la chic at the French restaurant. Which one do you think would be of higher quality? Using the everyday meaning of quality, you would be thinking in terms of grade, i.e., better or worse. For example, better quality meat, bigger portions, better presentations and so on. But in quality management, quality refers to conformance to specifications and not to the grid. But let's think about the four-dollar fast food cheeseburger. Again, they make patties or mass produced, they're stamped out like coins on a sheet, and so they'd be virtually identical in every way. The buns will be mass-produced and virtually identical too, and so will the square cheese slices. Then the burgers are cooked at a fixed temperature, cooked for a fixed time according to an aprinted specification, which the cooks have to follow. And so, if I were to buy a cheeseburger every day,it would be exactly the same product day after day. This means it conforms to the specification or scope, and that, by definition, the four-dollar burger is high quality. But in a French restaurant, however, there could be considerable variation because chefs tend to estimate rather than weigh or measure. And that is why when you order a meal at a restaurant and the person next to you orders the same meal, theirs is always twice the size of yours. And chefs tend to add a pinch of this and a spring of that to the mix, just as I feel on the day that a bunch of baked goods are in the restaurant and various sizes and weights add to their charm and their cost. And the cheese slices are handcuffed, and the chef might use a different type of cheese from day to day. And see, if you were to buy a burger from a French restaurant or a burger from Mao Chic every day, it could be a different one every day. This means it does not conform closely to specifications, and that's by definition, an expensive burger is low quality. As a result, a four-dollar fast-food cheeseburger can be of higher quality than a $95 fence restaurant cheeseburger. But this scenario highlights another important point about quality. Low quality is always a problem. Low grade may not be If I eat a four-dollar burger, it will be of much lower quality than the $95 one, or so I hope. But it is quick, easy, and cheap, so people know what they're getting and millions of people are perfectly happy with it. So the grade is not a problem. But if the four-dollar burger is smaller than advertised, or raw in the middle, or the cheese slice is missing, then the burger is low quality, and that is an issue. One final point. I said that the four-dollar burger conformed to specification. I did not say that it matches the store advertisement poster, as the two are clearly unrelated. As we have seen with the word quality, the meaning of some words and phrases in Prince Two can be different from their everyday meanings. And this can lead to significant misunderstandings. When using the Pinstripe guide, it is very important to get into the habit of reading the glossary, which starts on page 370, because not only will you find the meaning of lots of words that you don't understand, but you will also find the meaning of words that you think you understand. But Princeton has a different and special meaning for them, which may be different from my everyday meaning,such as we've just seen with the word quality,and different enough to make a difference in passing or failing a particular question on the exam. But sometimes you have to dig a bit deeper. For example, the word product in the glossary means an input or output, whether tangible or intangible, that can be described in advance, created and tested. Prince Two has two types of products: management products and specialist products. Our project will deliver specialist products for the business to use, and sometimes we think of a product as something we would build or buy in a store. And often, products are exactly that: tangible, physical goods. But it also said that products can be intangible. And so, to get a fuller picture of the products, take a look at quality and the glossary. Because quality deals with producing products that are fit for purpose, the degree to which a set of inherentcharacteristics of a product, service, process, person,organization, system, or resource fulfils requirements is called quality. We see then that a product can actually be a service, a process, a person, organization, system or resource. Quality implementation on a project takes time, mary, and resources. However, a properly implemented quality system will save much more than the cost, maybe through reducing rework, but also through protecting reputation, gaining future sales and so on. You need enough quality, but not too much,because some people seem to make a career of designing and applying needless quality procedures. For example, when specifying product acceptance criteria, using terms such as will operate on any device, user-friendly, intuitive to operate, attractive, and smart are just asking for trouble. Avoid open-ended criteria and stage useattributes that can be measured.

8. Theme No 3 Quality, Part 2

And fit for purpose in this definition reminds us that products are actually made to be used, and it's only by using the products that the benefits can be achieved. I also talked about higher quality means of conformance to scope rather than implying agrade, and I reinforced the importance of checking the meaning of words and phrases. In the Princeton glossary, I've just mentioned the scopeand, so we can have a look at the theglossary to see what it says about it. The scope for a plan is the sum total of the products and the extent of the requirements. It is described by the product breakdown structure for the plan and associated product descriptions. By defining the scope, it is normal to include scope tolerances. Again, we check this in the glossary scopetolerance the permissible deviation and the plan scope that is allowed before the deviation needs to be escalated to the next level of management. The scope tolerance is documented in the respective plan in the form of a note or reference to the product breakdown structure for that plan. C tolerance The quality management system (QMS) is a comprehensive set of quality standards, procedures, and responsibilities for an organisation or entire entity, site, business unit, and so on. Sites and business units are permanent or ongoing organisations within that organization, as opposed to projects, which are temporary organisations within that organization. But all of these will need to adopt the overarching QMS quality management system of the main organization. In the case of a project, there may be a quality management system, especially for programme management, in which case your project will work within that. Two terms that confuse many people are "quality assurance" and "quality control." In everyday language, they're often used interchangeably, and yet they're quite different. For example, if you work in information technology, you'll often hear people, such as programmers, saying they're que in their work, which is short for performing quality assurance when they're testing it. But testing is something which is part of quality control, not quality assurance. The difference is that quality assurance is a management function. It's concerned with putting plans in place to ensure that products will be made better fit for purpose. But quality control is largely concerned with checking to see if the products have been made correctly. Therefore, if someone is carrying out any form of testing, they are in fact carrying out quality control, not quality assurance. So any form of testing aimed at measuring is quality control. The actual quality management techniques to be used are outside the scope of the principal method. The principal requires systematic activities to explicitly agree on the customer's quality expectations and acceptance criteria for the product Determine the project's products. eitherlevel at which the project intends to extract The project products and product descriptions include the quality criteria to which they will be assessed, the quality method to be used in designing, developing, and improving them, and the quality responsibilities for those involved. Implement and track the quality metrics employed throughout the project. Note that the first three points are covered by quality planning, and the fourth one by quality control, is that one involves checking whether the customer's quality expectations will be captured in the project product descriptions. And that brings us to the customer's acceptance criteria. Acceptance criteria is defined as a prioritised list of criteria that the project product must meet before the customer will accept it. measurable definitions of the attributes required for the set of products to be acceptable to key stakeholders. But what does acceptance criteria actually mean? When I'm managing a project, I find it quite difficult to get users to finally signoff on products, and the reason for that is that they are afraid of missing problems during the testing procedure and then formally accepting the product that has faults which will be discovered later, and they should be worried about getting into trouble. For them to overcome that, you need to make it really easy for the customer. The process of checking the end products is called UserAcceptance Testing, and the best way to perform this, I find, is to take the scope of the product and make a step-by-step test plan. The plan should describe a test that is as simple as possible. Push a button, turn a key, then describe, with as many pictures as possible, exactly what should happen. A web page appears which looks just like this picture, and if the test is successful,users should mark it with a tick. Otherwise, nothing would actually happen. So it can be fixed. If at the end of a full test sequence,all of the boxes have been ticked as complete,then the user can sign formal acceptance. This removes much of the fear of rejection. We know that we must tailor each theme to avoid needless bureaucracy and the load on the team. However, one of the minimum requirements for quality, as stated on pages 82 and 81 of thePrincipal Guide, is that a project define its quality management approach. This approach must minimally cover the project's approach to quality control. The Project's Approach to Project Assurance The management of quality is communicated throughout the project lifecycle. The roles and responsibilities for quality management prints to be used The DefinedRoles and Responsibilities principle specifies exclusive quality criteria for products in product descriptions that revolve around their product focus. Keep records to demonstrate that quality activities were carried out, and summarise those activities that are planned or have occurred in some form of quality. Register specify the customer's quality expectations and prioritised acceptance criteria for the project in the project product description. Appendix A, Section A 00:21: use lessons to inform quality planning, the definition of quality expectations and quality criteria Two's Principle of Learning from Experience Two products are produced and maintained by Prince Two. A Quality Management Approach A quality management approach describes how quality will be managed on the project. This includes the specific processes, procedures, techniques, standards, and responsibilities to be applied. The Quality Register is used to summarise all the quality management activities that are planned or have taken place and provides information for the end stage reports and the end project reports. Refer to Appendix A, Sections 822 and 823 for more details about the suggested contact for these management products, and just a reminder that the outline descriptions of all products can be found in Appendix.

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