Prince 2 Bundle For Dummies®

Table of Contents

Prince 2 Bundle For Dummies

Prince 2 For Dummies

Table of Contents

Introduction

Chapter 1: So What's a Project Method and Why Do I Need to Use One?

Chapter 2: Outlining the Structure of PRINCE2

Chapter 3: Getting Real Power from PRINCE2

Chapter 4: Checking the Idea Before You Start

Chapter 5: Planning the Whole Project: Initiation

Chapter 6: Preparing for a Stage in the Project

Chapter 7: Controlling a Stage

Chapter 8: Building the Deliverables

Chapter 9: Finishing the Project

Chapter 10: Running Effective Project Boards

Chapter 11: Producing and Updating the Business Case

Chapter 12: Deciding Roles and Responsibilities

Chapter 13: Managing Project Quality

Chapter 14: Planning the Project, Stages and Work Packages

Chapter 15: Managing Project Risk

Chapter 16: Controlling Change and Versions

Chapter 17: Monitoring Progress and Setting Up Effective Controls

Chapter 18: Ten Ways to Make PRINCE2 Work Well

Chapter 19: Ten Tips for a Good Business Case

Chapter 20: Ten Things for Successful Project Assurance

Project Management For Dummies

Table of Contents

Introduction

Chapter 1: Project Management: The Key to Achieving Results

Chapter 2: Thinking Through the Life of Your Project

Chapter 3: Defining the Project and Producing a Business Case

Chapter 4: Knowing Your Project's Stakeholders

Chapter 5: Planning with Deliverables First

Chapter 6: You Want This Project Done When?

Chapter 7: Looking At Staff Resources

Chapter 8: Planning for Other Resources and Developing the Budget

Chapter 9: Planning at Different Times and Levels

Chapter 10: Venturing into the Unknown: Dealing with Risk and Uncertainty

Chapter 11: Organising the Project

Chapter 12: Working With Teams and Specialists

Chapter 13: Being an Effective Leader

Chapter 14: Tracking Progress and Staying in Control

Chapter 15: Keeping Everyone Informed

Chapter 16: Bringing Your Project to Closure

Chapter 17: Managing Multiple Projects

Chapter 18: Using Technology to Up Your Game

Chapter 19: Monitoring Project Performance with Earned Value Management

Chapter 20: Ten Questions to Ask Yourself as You Plan Your Project

Chapter 21: Ten Tips for Writing a Convincing Business Case

Chapter 22: Ten Tips for Being a Better Project Manager

Lean Six Sigma For Dummies

Table of Contents

Introduction

Chapter 1: Defining Lean Six Sigma

Chapter 2: Understanding the Principles of Lean Six Sigma

Chapter 3: Identifying Your Customers

Chapter 4: Understanding Your Customers' Needs

Chapter 5: Determining the Chain of Events

Chapter 6: Gathering Information

Chapter 7: Presenting Your Data

Chapter 8: Analysing What's Affecting Performance

Chapter 9: Identifying Value-Added Steps and Waste

Chapter 10: Discovering the Opportunity for Prevention

Chapter 11: Identifying and Tackling Bottlenecks

Chapter 12: Introducing Design for Six Sigma

Chapter 13: Leading the Deployment

Chapter 14: Selecting the Right Projects

Chapter 15: Understanding the People Issues

Chapter 16: Ten Best Practices

Chapter 17: Ten Pitfalls to Avoid

Chapter 18: Ten Places to Go for Help

PRINCE2™ For Dummies®, 2nd Edition

by Nick Graham

PRINCE2™ For Dummies®, 2nd Edition

Published by
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Copyright © 2010 John Wiley & Sons, Ltd, Chichester, West Sussex, England

Published by John Wiley & Sons, Ltd, Chichester, West Sussex

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British Library Cataloguing in Publication Data: A catalogue record for this book is available from the British Library

ISBN: 978-0-470-71025-8

Printed and bound in Great Britain by Bell and Bain Ltd, Glasgow.

10 9 8 7 6 5 4 3 2 1

About the Author

Nick Graham is the founder and Managing Director of Inspirandum Ltd, a small and specialised company focused on achieving excellence in project management. In his company he has set very clear objectives to teach all project approaches and methods in a practical way so that they can be applied intelligently and productively.

With a career that has covered both the public sector and the private sector, Nick is able to communicate readily with managers in both communities and he’s been involved in project consultancy and training for more than 15 years. Nick’s experience with structured methods in projects goes back much further, and in the PRINCE method it goes back to before it was even called PRINCE.

Nick is an experienced project practitioner and trainer and he’s also a qualified teacher. His work has taken him world wide and those attending his courses have described his style as energetic, lively, fun, very practical, and very informative. Nick’s consultancy work has ranged from helping to plan individual projects to advising senior managers on how to implement PRINCE2 throughout their organisation. He teaches regular open PRINCE2 courses in London UK and in Hong Kong as well as running courses ‘in-company’ for clients in the UK and world wide.

When not away on consultancy or training assignments, Nick lives in Weymouth in Dorset. His company’s offices are on the tip of the Isle of Portland overlooking the sea and the famous Portland Bill lighthouse. His wife Kath also works for Inspirandum.

Nick is a member of the Association for Project Management (APM) and the Institute of Directors (IoD).

www.inspirandum.com

Dedication

This book is dedicated to Li Yat Chuen – ‘YC’ – and Christina Lai in Hong Kong who, by their dedicated professionalism and enormous kindness, have demonstrated so consistently that you can indeed combine business and pleasure.

Author’s Acknowledgments

Writing a book takes enormous patience – from other people. I really want to thank Rachael Chilvers at Wiley who was such an encouragement for the first edition of the guide, and then Simon Bell for the second edition. In both cases, I valued their advice and positive support so very much.

At home and in the office I have to thank my wife Kath, who also works for Inspirandum, for her patience as I spent hours in my study pounding a keyboard and for sheltering me from so much of the day-to-day pressure of running a business.

It’s so good when some of those people who come on an Inspirandum training course stay in touch, and better still when some go on to become friends. It’s great fun to have Philipp Straehl as a friend, but I’m also grateful for him so freely sharing his thoughts and ideas based on very substantial project management experience. It’s not that often that you go out to dinner with a friend and grab a bit of paper halfway through the main course to write down something he just said to quote it in a book. Watch out for the quotation as you read PRINCE2 For Dummies.

Publisher’s Acknowledgments

We’re proud of this book; please send us your comments through our Dummies online registration form located at www.dummies.com/register/.

Some of the people who helped bring this book to market include the following:

Commissioning, Editorial, and Media Development

Project Editor: Simon Bell (Previous Edition: Rachael Chilvers)

Content Editor: Jo Theedom

Commissioning Editor: Nicole Hermitage (Previous Edition: Samantha Spickernell)

Copy Editor: Anne O’Rorke

Technical Editor: The Office of Government Commerce

Publisher: David Palmer

Production Manager: Daniel Mersey

Cover Photos: Getty Images/Gallo

Cartoons: Rich Tennant (www.the5thwave.com)

Composition Services

Project Coordinator: Lynsey Stanford

Layout and Graphics: Samantha K. Cherolis, Nikki Gately, Joyce Haughey

Indexer: Claudia Bourbeau

PRINCE2™ For Dummies®, 2nd Edition

Table of Contents

Introduction

About This Book

Foolish Assumptions

How This Book Is Organised

Part I: How PRINCE2 Can Help You

Part II: Working Through Your Project

Part III: Help with PRINCE2 Project Management

Part IV: The Part of Tens

Part V: Appendices

Icons Used in This Book

Where to Go from Here

Part I: How PRINCE2 Can Help You

Chapter 1: So What’s a Project Method and Why Do I Need to Use One?

Getting the Low-Down on PRINCE2

Giving You Some Facts about Projects

Fact 1: A lot of projects go wrong

Fact 2: We know why projects go wrong

Fact 3: We know good ways of preventing a lot of those things

Fact 4: PRINCE2 is free to use

Making Your Life Easier with PRINCE2

Clearing Up Some Misunderstandings about PRINCE2

Working Through Your Project

Chapter 2: Outlining the Structure of PRINCE2

Getting to Know the Process Model

Getting things going

Repeating as necessary

Shutting down: Closing a Project

Introducing the Themes

Understanding the themes

Working in Line with the Principles

Appreciating the Six Control Variables

Fitting in Project Techniques

Putting It All Together

The environment of a PRINCE2 project

Chapter 3: Getting Real Power from PRINCE2

Understanding the Problems

Remembering that PRINCE2 Is a Tool

Leaving out activities

Adjusting the degree to which you do activities

Altering the sequence of activities within a PRINCE2 process

Shifting activities between processes

Using PRINCE2 in a hurry – parallel initiation

Running the project without a project plan, just stage plans

Fitting PRINCE2 to the Project

Taking It Seriously: Being Professional

Part II: Working Through Your Project

Chapter 4: Checking the Idea Before You Start

Understanding ‘Starting Up a Project’

Seeing Why You Really Need Start Up

Getting Start Up Done Fast

Starting Up Start Up – a Mandate

Filling Project Roles

Appointing the first two key people

Appointing more Project Board roles

Deciding on the remaining roles

Creating the Daily Log

Learning Lessons from the Past

Checking the Project’s Viability

Writing the Outline Business Case

Checking the Approach and Writing the Project Brief

Thinking through the Project Approach

Writing the Project Brief

Getting it together with the brief

Planning the Planning: Initiation

Deciding to Plan in Detail – or Not

Chapter 5: Planning the Whole Project: Initiation

Getting to Grips with Initiating a Project

Understanding Why You Need Plans

Looking at What’s in the PID

Getting Strategic

Thinking about risk management

Thinking about quality management

Thinking about Configuration Management

Thinking about communications

Deciding on Controls

Breaking the project into blocks

Setting up the other controls

Planning Your Project

Working on the Business Case

Building the full Business Case

Planning the measurement of benefits

Preparing for the First Delivery Stage

Fitting PRINCE2 to the Project

Writing the Extra Bits of the PID

Putting the PID Together

Looking at How You Use the PID

Asking the Project Board to commit to the whole project

Chapter 6: Preparing for a Stage in the Project

Understanding the Process of ‘Managing a Stage Boundary’

Providing Key Information at End Stage

Triggering an End Stage

Stage planning in Start Up and Initiation

More about exceptions and stages

Planning the Next Stage

Using product planning in more detail

Preparing the Product Checklist

Getting detailed with quality

Updating the Project Management Team

Building an Exception Plan

Updating Project Documents and Plans

Updating the Project Plan

Updating the Project Approach

Reviewing Risk

Checking the Business Case

Preparing an End Stage Report

Reporting any lessons

Asking for Sign-Off and Authority to Proceed with the Next Stage

Chapter 7: Controlling a Stage

Understanding the Process Controlling a Stage

Controlling the Flow of Work to Teams

Dealing with Risks and Issues

Monitoring and Progress Reporting

Correcting a Stage or Reporting an Exception

Correcting the stage

Reporting an Exception

Chapter 8: Building the Deliverables

Understanding the Process Managing Product Delivery

Unpacking the Work Package

Building the Work Package Products

Receiving the Work Package

Building the products

Returning completed products

Chapter 9: Finishing the Project

Closing a Project

Planning the Planned Closure

Making sure that you’ve done everything

Checking for sign-offs and acceptances

Planning a Premature Closure

Handing Over the Final Product(s)

Checking the working environment

Looking at business benefits

Reviewing How the Project Went

Recording the follow-on actions

Writing the End Project Report

Writing the Lessons Report

Recommending Closure

Closing down the logs and registers

Storing the project records

Chapter 10: Running Effective Project Boards

Introducing the Process Directing a Project

Understanding Five Key Responsibilities for the Project Board

Taking ownership of the project

Managing, not working

Getting sufficient authority

Checking availability

Appointing small boards

Taking Individual Responsibility

Business viewpoint – the Executive

User viewpoint – the Senior User(s)

Supplier viewpoint – the Senior Supplier(s)

Taking Joint Responsibility

Making decisions without stepping over the line

Listening to the Project Manager

Deciding the Level of Control

Setting Project Manager authority levels

Deciding on the management stages

Fixing the level of risk acceptance

Determining highlight reporting

Sorting out project and quality assurance

Giving Advice When Asked

Getting Involved at Specific Points

Starting up

Initiating the project

Getting involved during a delivery stage

Ending a stage

Ending the project

Part III: Help with PRINCE2 Project Management

Chapter 11: Producing and Updating the Business Case

Understanding Two Key Documents

Knowing Who’s Responsible for the Business Case

Justifying the Project

Compliance projects

Benefits-driven projects

Hybrid justifications

Keeping It Current: A ‘Living Document’

Getting Help When It Gets Complicated

Dealing with Organisational Finance

Writing a Business Case

Setting down best case and worst case

Being sensitive

Checking If a Benefit Really Is a Benefit

Being Sure That You Can Deliver

Not claiming benefits that don’t exist

Being prudent

Avoiding benefits contamination

Actually Measuring Benefits Delivery

Measuring during the project, at the end of the project and after the project

Understanding the responsibilities

Chapter 12: Deciding Roles and Responsibilities

Getting the Right People Involved

Understanding PRINCE2 Management

Having roles, not jobs

Sticking to small Project Boards

Seeing the project from three viewpoints

Viewing the Project Board as central

Keeping the Project Organisation stable

Structuring the Organisation of PRINCE2

The PRINCE2 Project Management Team

Examining the Project Board

Understanding the three Project Board roles

Looking at Project Assurance

Knowing that Project Assurance isn’t optional

Deciding how to do Project Assurance

Working with, and not against, the Project Manager

Blowing the whistle

Understanding Organisational Assurance

Changing Things – Board Authority

Getting to Know the Project Manager

Considering Team Manager(s)

Knowing How Project Support Helps

Setting up a Project Office

Chapter 13: Managing Project Quality

Product Planning with Quality Built In

Taking Quality Seriously, Very Seriously

Delivering appropriate quality

Sticking to quality

Specifying Criteria for Project Acceptance

Customer quality expectations

Acceptance criteria

Writing a Quality Management Strategy

Planning Stage- (and Team-) Level Quality

Controlling and Auditing Quality

Controlling quality

Auditing and the Quality Register

Making sure of assurance

Checking Products with Quality Review

Roles in the quality review

Finding, not correcting, errors

Staying ‘ego-less’

Signing off – the three options

Recording Quality

PRINCE2 quality records

Generic quality records

Chapter 14: Planning the Project, Stages and Work Packages

Thinking about the Planning

Considering organisational requirements

Thinking about money

Planning with Products

Looking at the planning problem

Focusing first on what you must produce

Identifying products in the project

Using the Product Flow Diagram

Writing Product Descriptions

Defining the project

Giving the product list some structure

Moving On to Activity Planning

Estimating – the Easy Bit

Scheduling and Resourcing

Activity networking and precedence networks

Activities with Gantt charts

Activities and resource levelling

Checking Risk

Explaining the Plan

Adding explanations for those who read the plan

Financial planning

Planning at Three Levels

The Project Plan

The Stage Plan

Team Plans

Chapter 15: Managing Project Risk

Starting with the Basics: What Is Risk?

Deciding your strategy for handling risk

Understanding the sections of the strategy

Managing the Risk Budget

Using a Risk Cycle

Managing Risk with the Risk Procedure

Identifying Risk

Assessing risk

Making the ‘before or after’ decision

Planning how to deal with a risk

Implementing the Risk Responses

Actually taking the planned action

Communicating Information About Risk

Registering a Risk . . . or Not

Making a Risk Register entry

Safely Leaving Out Risk Management

Chapter 16: Controlling Change and Versions

Allowing Change, but Not Scope Creep

Taking control

Avoiding a change freeze

Defining a Project Issue

Categorising Issues

General Issue or ‘Problem/concern’

Request for Change (RFC)

Off-Specification (Off-Spec)

Conceding a concession

Handling an Issue

Step 1 – capturing the Issue

Step 2 – examining the Issue

Step 3 – proposing action

Step 4 – deciding action

Step 5 – implementing any work

Understanding Authority Levels

Setting up a change budget

Setting up a Change Authority

Controlling Versions – Configuration Management

Deciding How Much CM to Do

Writing the Configuration Management Strategy

Keeping CM Information on Products

Additional CI Information

Seeing that CM Is a Different Control

Chapter 17: Monitoring Progress and Setting Up Effective Controls

Controlling at Different Levels

Reporting: Time-Driven Controls

Highlight reporting

Checkpoint reporting

Using the Event-Driven Controls

Controlling the project with stages

Making decisions at four key points

Ordering Project Closure at Any Time

Managing ‘By Exception’

Specifying the Limits: Tolerances

Setting unequal tolerances

Guarding against wishful thinking – tolerance lines

Outlining the six types of tolerance

Reporting Projections Outside of Tolerance: Exception

Giving an Exception Report

Deciding what to do

Revising the plans

Using Tolerance at Different Levels

Monitoring Progress and Controlling Projects

Controlling teams with Work Packages

Measuring progress with the Product Checklist

Avoiding ‘percentage complete’

Controlling quality

Looking for Financial Controls

Part IV: The Part of Tens

Chapter 18: Ten Ways to Make PRINCE2 Work Well

Staying Flexible – Using PRINCE2 Differently

Keeping the Documentation Down

Making PRINCE2 a Standard

Insisting on PRINCE2

Training People in PRINCE2

Implementing Project Assurance

Actually Doing the Benefit Reviews

Maintaining Product Planning

Using the Product Checklist

Keeping the Plans Up To Date

Chapter 19: Ten Tips for a Good Business Case

Measuring Benefits – Wherever You Can

Understanding that Some Projects Don’t Have Benefits

Reviewing the Business Case Regularly

Being Prudent (1)

Being Prudent (2)

Owning the Business Case

Aligning the Business Case with Corporate Requirements

Standing Firm on the Figures

Updating the Business Case During Stages

Thinking ‘Business Case’ in Issue Handling

Chapter 20: Ten Things for Successful Project Assurance

Making Sure You Do It

Being Flexible about Assurance

Selecting Experienced People

Avoiding List Tickers

Steering Clear of Nit-Pickers

Working Co-operatively

Separating Assurance and Support

Being Careful When Using Other Project Managers

Getting Project Board Ownership

Being Clear on What You’re Assuring

Part V: Appendices

Appendix A: Looking into PRINCE2 Qualifications

Appendix B: Glossary of the Main PRINCE2 Terms

Introduction

For a very long time, people have been doing projects, and for a very long time some people have been messing up their projects. Good approaches and techniques are ‘out there’ but some people just don’t know they’re there.

PRINCE2 is a structured method that gives a clear but very flexible approach to running projects and builds in the things that work well. PRINCE2 helps you do the job of running a project, and also helps you avoid messing up. Whether you’re very experienced in running projects, or absolutely new to it, you’ll find PRINCE2 very powerful and may go on to become a PRINCE2 fanatic like me. Well, hopefully not as fanatical, but certainly enthusiastic! Enthusiastic because this stuff really works.

You may have heard some bad things about PRINCE2; that PRINCE2 makes a mountain of paper, that it’s only for very big projects, that it only fits very formal projects. None of that is right and when you read this book, you’ll soon see why.

If you see poor PRINCE2 projects, don’t make the mistake that so many people do and confuse the result with the tool. If you don’t use a tool properly, you can’t blame the results on the tool! Used well, PRINCE2 – with its 30 years of project experience – is amazing, and it really earns its keep.

About This Book

This book is based very much on practicality. You’ll find a fair bit of technical content here, but that takes a back seat to understanding the logic and thrust of PRINCE2. Once you have the logic clear, the technical bits become straightforward. For the fine detail of all of the PRINCE2 documents, consult the PRINCE2 manual – Managing Successful Projects with PRINCE2 by the Office of Government Commerce (published by The Stationery Office). PRINCE2 For Dummies isn’t intended as a complete replacement for the manual but rather as a practical commentary. I hope that the explanations in this book give you the thrust of the method with practical information on how to apply it well and productively, whereas like most manuals, the PRINCE2 manual can seem a bit fragmented and dry, and even rather theoretical.

PRINCE2 is a process-driven method and the processes cover from just before the start of the project until project closure. The Part II chapters that cover these processes each have a diagram – a process model. Just to warn you up front, these diagrams can look complicated but the trick is not to get too focused on them at first. Just have a quick glance to get the overall idea, then read the chapter. At the end of the chapter, have another look at the process model and you’ll see it as a simple roadmap for that part of the project. Everything falls into place!

PRINCE2 expects you to be using a particularly effective way of doing planning in the project, called Product-led or Product-based planning. If you haven’t had much project experience, be happy, because you’ll probably take to this way of working like a duck to water. But if you’ve done a lot of project planning using the more traditional start point of activity planning, you might find the product approach a bit more difficult. Don’t give up, though, because it’ll suddenly click into place. It took me a while to get my head round this way of planning when I first came across it – but it’s really easy now. So stick with it. Product planning is very, very powerful and it’s worth a bit of perseverance to understand it.

Foolish Assumptions

I assume that you:

Don’t know anything about PRINCE2 at all yet. If you do know a bit, that’s a bonus.

Want a project method to help you in your drive towards a successful project outcome – not to bury you under a pile of paper.

Are practical and pragmatic, and prepared to be flexible to get the job done.

Really want to use the method intelligently to get the maximum possible power from it.

How This Book Is Organised

This book broadly follows the structure of the PRINCE2 method with processes and themes. It looks first at the processes (when you do things), followed by the themes (what you do).

This section gives you an idea of what lies ahead.

Part I: How PRINCE2 Can Help You

In case you’re not too sure about methods, this section sets the scene and shows you that you already use methods, and even that you quite like them. Part 1 also covers how to get the power out of PRINCE2, so it’s a good dipping section.

Part II: Working Through Your Project

Part II is all about the processes, and it works through the project from start up right through to project closure. The processes in this part are the suggested when you do stuff. It also has a chapter on running Project Boards well.

Part III: Help with PRINCE2 Project Management

Part III covers what are known as the PRINCE2 components themes. These are about what you do – such as risk management. This Part also covers planning including the powerful product-based approach.

Part IV: The Part of Tens

Here you find some handy lists giving condensed advice on making PRINCE2 work well, writing sensible Business Cases, and doing Project Assurance (project auditing) really well. You can find even more advice free on the Dummies website, so point your browser at www.dummies.com.

Part V: Appendices

Here you find a bit about the PRINCE2 qualifications and also a useful glossary of the main PRINCE2 terms to give you a handy look-up when someone uses a term that you can’t quite remember the meaning of. Of course, you can learn the terms by heart and impress people at dinner parties with your grasp of technical language.

Icons Used in This Book

To help you navigate through the book, these icons highlight some of the key points:

The information next to this icon helps you understand a point, often using a real project.

The method has seven principles such as the ‘continued business justification’ of the project, and this icon shows significant points where the principle is worked into the method.

The key points are things that are really core to your understanding of the method, so make sure that these snippets really stick in your mind.

These are clear explanations of PRINCE2 terms (you can also find help in the glossary at the back of the book).

This icon draws your attention to an important pointer to bear in mind.

These snippets are all about stuff to steer clear of. They tell you how things can get really messed up, sometimes with details of how other people have done exactly that. Laugh at them, but don’t fall into the same trap!

Important things to keep in mind as you apply the techniques and approaches discussed.

Where to Go from Here

The great thing about For Dummies books is that you don’t have to read them all the way through. You can simply turn to the bit you want. The Table of Contents and the Index help you out. Of course, as a structured method, PRINCE2 has a structure, but even that won’t stop you moving in and out of chapters. When you’re starting up the project you may want to read Chapter 4 on checking out the project idea which covers that start up work. But then you may go off to look at the theme chapters for the Business Case (Chapter 11) and risk management (Chapter 15) to help you do that work.

Part I

How PRINCE2 Can Help You

In this part . . .

Why use a method? Some people really hate the idea and the very word is enough to send them speeding away like Road Runner until they’re a dot on the horizon. But methods are really helpful and in fact you already use them.

In this part I set out the idea of a method and how the PRINCE2 method can really help you plan and control your projects. Method isn’t an extra overhead, it’s a powerhouse. I also show how the different bits of the method fit together – the structure – and how to apply it so that it works for you every time, no matter what type or size of project you happen to be working on this time around.

Chapter 1

So What’s a Project Method and Why Do I Need to Use One?

In This Chapter

Exploring what a project method is and how it works

Establishing how PRINCE2 can help you run a project successfully

Knowing what a method’s about – and that using one isn’t difficult

Explaining how PRINCE2 gets a bad name when used wrongly

You must have seen newspaper reports of projects that have gone wrong, resulting in a waste of money, lost opportunities and disappointed people. The big question is: ‘Do projects have to be like this?’ The short answer is a resounding, ‘NO!’ That’s a pretty bold statement given the scale and complexity of some projects. But the fact remains that the underlying causes of project failure are generally very well known – and, interestingly, so are strategies to prevent those problems and to help plan and control projects more effectively.

Now if only somebody would get all that information together from the huge pool of experience of planning and controlling projects. If only they’d package it up in a form that’s really usable and walk you through a project in a way that avoids the known pitfalls and builds in things that are really useful to help you, based on those years of experience of what works and what doesn’t work. If only. Well, read on – because between the covers of this book is some extremely good news for you.

Chapter 2 explains the overall structure of PRINCE2 but this chapter gives some context and looks at why a method such as PRINCE2 can be a very real help to you on your projects. To start with, we pick up the point mentioned at the beginning of the chapter and think about some project problems and what you can do to avoid them.

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!