Mannaz Binder CLASSIC

Management Levels and Progress Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS. All rights reserved. (Figure 12.1 Managing Successful Projects with PRINCE2® version 1 p. 150) PRINCE2® is a registered trade mark of AXELOS Limited Page 5 Time and Event-driven controls Monitoring and reporting require a time-driven approach, while control (decision-making) is an event-driven activity. • Time-driven controls are used at pre-defined intervals, e.g. highlight reports or checkpoint reports. • Event-driven controls are used when a certain event (or events) occur(s), e.g. conclusion of a stage, completion of PID or preparation of an exception report. PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 6 Page 3

Baselines The following management products support the Project Manager in determining baselines for managing progress: • Project Plan • Stage Plans • Exception Plan • Work Packages PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 7 Reviewing progress The following Management products support the Project manager in assessing the progress: • Daily log • Issue register • Product status account • Quality register • Risk register PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 8 Page 4

Lessons and Progress reporting The following management products are used in gathering and reporting lessons for use in assessing progress: • Lessons log • Lessons report The following management products are used for progress reporting: • Checkpoint report • Highlight report • End stage report • End project report PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 9 Tailoring the progress theme • As part of any programme, the programme strategy for monitoring and control will affect the formality, frequency and content of that project's reports and reviews.. • The minimum progress requirements are a method by which to agree on the requirements for controls and reports (either oral or in writing). • In commercial project environments, Team managers may be required to prepare two checkpoint reports; one for the customer's Project manager and one for the supplier's management. PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 10 Page 5

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Fane / Tab 7 PRE7VIEW

Controlling a stage, managing product delivery and managing a stage boundary PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Based on AXELOS PRINCE2® material. Material is reproduces under licence from AXELOS. All rights reserved. Purpose of controlling a stage • The controlling a stage process is related to the Project manager's daily control of the stage. • The purpose of this process is to delegate and monitor work, deal with issues, report progress to the Project board and take corrective actions to ensure that the stage remains with the agreed tolerances. PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 2 Page 1

Overview: Controlling a stage Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS. All rights reserved. (Figure 17.1 Managing Successful Projects with PRINCE2® version 1 p.217) PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 3 Management products created in controlling a stage • Work package • Highlight report • Issue report • Exception report PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 4 Page 2

Output from controlling a stage Issue report, exception report Highlight report Work package, config. item records Issue report Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS. All rights reserved. (Figure 17.1 Managing Successful Projects with PRINCE2® version 1 p.217) PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 5 Purpose of managing product delivery • The purpose of the managing product delivery process is to control the link between the Project manager and the Team manager by placing formal requirements on accepting, executing and delivering work. • The Team manager must supply the products planned in accordance with these expectations and within agreed tolerances. PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 6 Page 3

Overview: managing product delivery Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS. All rights reserved. (Figure 18.1 Managing Successful Projects with PRINCE2® version 1 p.237) PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 7 Management products created in managing product delivery • Team plan • Checkpoint report PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 8 Page 4

Output from managing product delivery Checkpoint reports Team plan . Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS. All rights reserved. (Figure 18.1 Managing Successful Projects with PRINCE2® version 1 p.237) PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 9 Purpose of managing a stage boundary • The purpose of the managing a stage boundary process is to make it possible for the Project manager to supply the Project board with the information it needs to approve further progress. • Managing a stage boundary occurs near the end of each management stage (with the exception of the final one). PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 10 Page 5

Overview: Managing a stage boundary Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS. All rights reserved. (Figure 19.1 Managing Successful Projects with PRINCE2® version 1 p.247) PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 11 Management products created in managing a stage boundary • Stage plan • Configuration item records • End stage report • Lessons report • Follow-on action recommendations • Exception plan PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 12 Page 6

Overview: Managing a stage boundary End stage report, Lessons report, follow-on action recommendations Exception plan Stage plan Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS. All rights reserved. (Figure 19.1 Managing Successful Projects with PRINCE2® version 1 p.247) PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 13 Tailoring controlling a stage, managing product delivery and managing a stage boundary • In major or complex projects where initiation is protracted, controlling a stage can be used during initiation. • Remember that reports may also be in the form of an e-mail or even a telephone call. • If there is no Team manager, no checkpoint reports is needed. • Work packages may only be necessary if the project has Team managers. Work packages may, however, still be an efficient control for individual team members. Work packages can either be oral or written. PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 14 Page 7

Page 8

Fane / Tab 8 PRE8VIEW

Plans PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Based on AXELOS PRINCE2® material. Material is reproduces under licence from AXELOS. All rights reserved. Purpose and definition • The purpose of the Plans theme is to facilitate communication and control by defining the means of delivering the products (the where and how, by whom, and estimating then when and how much)*. • A PRINCE2® plan is more comprehensive than a schedule. It describes how, when and by whom a specific target(s) is to be achieved. (including the project's products, timescales, costs, quality and benefits) • A plan requires approval and commitment from relevant levels of the project management team. Page 2 PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. *Font denotes source Managing successful Projects with PRINCE2® 2017 edition. Page 1

The relationship between the plans Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS. All rights reserved. (Figure 9.1 Managing Successful Projects with PRINCE2® version 1 p. 99) PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 3 PRINCE2® plans • Project Plan * • A high level plan showing: • the major products of the project • when they will be delivered • cost • Stage plan • A detailed plan used as the basis for project management control throughout a management stage • Exception plan • A plan that often follows an exception report. Replaces the project- or stage plan in exception. • Team plan • An optional level of plan used as the basis for team management control when executing work packaged. If the team plan is left out, the work packaged is the plan for this level. • Work packaged is a set of information relevant to the creation of one or more products. Page 4 PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. *Font denotes source Managing successful Projects with PRINCE2® 2017 edition. Page 2

PRINCE2’s approach to planning Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS. All rights reserved. (Figure 9.2 Managing Successful Projects with PRINCE2® version 1 p.102) PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 5 Designing a plan • Designing the project plan includes decision about the number of management stages in the project • The number of management stages is flexible and depends on the scale, duration and risk of the project. • Defining the length of management stages is about judging the planning horizon which means balancing how far ahead and how detailed it’s possible to plan. • The length of a management stage is also defined from the amount of risks and key decisions needed in the project. PRINCE2® is a registered trade mark of AXELOS Limited Page 6 Page 3

Stage Breakdown Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS. All rights reserved. (Figure 9.5 Managing Successful Projects with PRINCE2® version 1 p.104) PRINCE2® is a registered trade mark of AXELOS Limited Page 7 Product-based Planning Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS. All rights reserved. (Figure 9.6 Managing Successful Projects with PRINCE2® version 1 p.106) PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 8 Page 4

Product breakdown structure - Hierarchical Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS. All rights reserved. (Figure D.1 Managing Successful Projects with PRINCE2® version 1 p. 352) PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 9 Product breakdown structure – mind map Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS. All rights reserved. (Figure D.2 Managing Successful Projects with PRINCE2® version 1 p. 353) PRINCE2® is a registered trade mark of AXELOS Limited Page 10 Page 5

Product Description PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 11 Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS. All rights reserved. (Figure D.3 Managing Successful Projects with PRINCE2® version 1 p. 355) Product Flow Diagram PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 12 Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS. All rights reserved. (Figure D.4 Managing Successful Projects with PRINCE2® version 1 p. 356) Page 6

Tailoring the Plans theme • As part of any programme, the project's planning activities must ensure that the programme standards and tools are actually used by the project. All dependencies to or from a project should be incorporated in the project plans. • The number and duration of management stages will also be dependent on the programme plan • The minimum plan requirements in a project are product descriptions of key products and a simple plan in the form of a schedule. • In an agile environment the product-based planning can be easily applied and the project can use agile delivery approaches. • In a commercial environment, ensure that contracts includes an option for all parties to discontinue the process. PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 13 Page 7



Fane / Tab PRE9VIEW 9

Directing a project PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Based on AXELOS PRINCE2® material. Material is reproduces under licence from AXELOS. All rights reserved. Purpose of Directing a project • The purpose of the Directing a project process is to enable the Project board to be accountable for the success of the project by making key decisions and general management. • The Project board ensures that it has the authority to initiate the project. It also ensures that it provides controlled progress and that it has the authority to conclude the project. PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 2 Page 1

Overview: Directing a project Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS. All rights reserved. (Figure 15.1 Managing Successful Projects with PRINCE2® version 1 p. 181) PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 3 Management products approved in Directing a project • Project brief • Initiation stage plan • Project initiation documentation • Benefits management approach • End stage report • Lessons report • Stage plan • Exception plan • End project report PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 4 Page 2

Approvals in Directing a project Project brief and Initiation stage plan End stage report, Stage plan, End project report, Exception plan, updated PID, updated Benefits updated Benefits management management approach approach PID and Benefits management approach Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS. All rights reserved. (Figure 15.1 Managing Successful Projects with PRINCE2® version 1 p. 181) PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 5 Tailoring Directing a project • The Project board can elect to receive some or all reports orally, or to exchange information and decisions orally instead of holding formal meetings. • If the Starting up a project and Initiating a project are combined, the authorize initiation activity is cancelled. PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 6 Page 3

Page 4

Fane / Tab PRE1V0IEW 10

Risk PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Based on AXELOS PRINCE2® material. Material is reproduces under licence from AXELOS. All rights reserved. Purpose and definition • The purpose of the risk theme is to identify, assess and control uncertainty and, as a result, improve the ability of the project to succeed*. • A risk is an uncertain event or set of events that, should it occur, will have an effect on the achievement of objectives*. • A threat is an uncertain event that may have a negative impact on the objectives. • An opportunity is an uncertain event that may have a positive impact on the objectives. Page 2 PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. *Font denotes source Managing successful Projects with PRINCE2® 2017 edition. Page 1

What is risk management? • Risk management requires that risks are: • Identified: Risks that may affect a project's objectives must be captured and described in order to ensure that there is a common understanding of these risks. • Assessed: Each risk must be ranked and prioritized in terms of estimated probability, impact and proximity(timing). This gives an common understanding of the overall risk level of the project • Controlled: Appropriate risk responses must be planned and risk owners assigned, then the responses must be implemented, monitored and controlled. PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 3 The risk management approach • The risk management approach considers whether the corporate, programme or costumer has policies or procedures that should be followed. • The risk management approach describes how risk will be managed including specific processes, procedures, techniques, standards and responsibilities to be applied • The risk management approach describes the risk appetite expressed in the risk tolerance • The risk register is to capture and maintain information about all the identified threats and opportunities related to the project. PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 4 Page 2

Principles of project risk management • Understand the context of the project • Involve stakeholders • Establish clear project objectives • Develop a project risk management approach • Define clear roles and responsibilities • Monitor for early warning indicators • Report on risks regularly • Establish a review cycle and look for continual improvements. PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 5 Risk management procedure Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS. All rights reserved. (Figure 10.1 Managing Successful Projects with PRINCE2® version 1 p. 123) PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 6 Page 3

Identify • Identify context • Obtain information about the project in order to understand • Prepare the risk management approach • The risk management approach should be based on the risk management policy of corporate, programme or costumer. • Identify the risks • Identify the threats and opportunities that may affect the project objectives: • Risk cause: the source of the risk or risk drivers (the event or situation) • Risk event: the area of uncertainty in terms of the threat or the opportunity • Risk effect: the impact(s) the risk would have on the project objectives if the risk occurs. PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 7 Assess • Estimate • assess the threats and opportunities for a project in terms of probability, impact and proximity • Evaluate • assess the combined effect of all identified threats and opportunities • decide if the risk level is within risk tolerances and if the project has continued business justification PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 8 Page 4

Plan • Prepare specific risk responses to identified threats and opportunities in relation to the cost of carrying them out • Possible responses: • Avoid (threat) • Reduce (threat) • Prepare contingent plans (threat or opportunity) • Transfer (threat or opportunity) • Accept (threat or opportunity) • Share (threat or opportunity) • Exploit (opportunity) • Enhance (opportunity) PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 9 Implement • Ensure that the planned risk responses are carried out, that their effectiveness is monitored and that corrective action is taken when responses fail to match expectations. • Nominate: • The risk owner: A named person responsible for managing and monitoring all aspects of a particular risk assigned to them. The risk owner is also responsible for implementing the selected responses to threats or opportunities. • The risk actionee: A named person assigned to carry out the response actions to one or more specific risks. The risk actionee supports and take direction from the risk owner. PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 10 Page 5

Communicate • This step is carried out continually to ensure that information about threats and opportunities facing the project is communicated within the project management team and to external stakeholders • Risks are communicated as part of the following management products: • checkpoint reports • highlight reports • end stage reports • end project reports • exeption reports PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 11 The risk budget • The risk budget is an amount included in the project budget. • The risk budget is earmarked for financing specific responses to the project's threats and opportunities. • To make a risk budget for a project, the project has to have a financial approach to risk management. • Each risk is analyzed in terms of impact costs, response costs and probability. • Net costs weighted according to the probability of each risk may be used to determine the risk budget. PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 12 Page 6

Tailoring the risk theme • If part of a programme, the risk management strategy will be based on the programme's Risk Management Strategy. • Minimum requirements are an analysis of the risks facing the project; actions that must be taken in order to respond to risks; and how risk status is to be communicated in checkpoint reports and highlight reports. • In a commercial environment, more than one risk register may be needed as some project risks may be unique to one party and at the same time must not be visible to the other party. PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 13 Page 7



11 Fane / Tab PRE1V1IEW

Quality PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Based on AXELOS PRINCE2® material. Material is reproduces under licence from AXELOS. All rights reserved. Purpose and definition • The purpose of the quality theme is to define and implement the means by which the project will create and verify products that are fit for purpose*. • Quality is about ensuring that the project's products meet business expectations and enable the desired benefits to be achieved subsequently • Quality is defined as the degree to which a set of inherent characteristics of a product, service, process, person, organization, system or resource fulfills requirements*. Page 2 PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. *Font denotes source Managing successful Projects with PRINCE2® 2017 edition. Page 1

Key Definitions • Quality management Defined as coordinated activities to direct and control an organization with regards to quality*. A quality management system is the complete set of quality standards, procedures and responsibilities in an organization. • Quality planning Defines the project’s products with their respective quality criteria, quality methods and quality responsibilities of those involved*. Page 3 PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. *Font denotes source Managing successful Projects with PRINCE2® 2017 edition. Key Definitions • Customer’s quality expectations A statement about the quality expected from the project product. Defined and agreed early in Starting up a Project, subsequently refined in order to be included in the project product description • Acceptance criteria A prioritized list of measurable criteria's that product needs to meet. These needs to be acceptable to key stakeholders. PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 4 Page 2

Key Definitions • Quality control Focuses on the operational techniques and activities used by those involved in the project to determine if products fulfil the quality criteria’s and to identify ways to eliminate the causes of unsatisfactory performance. • Quality criteria A description of the quality specification that the product must meet, and the quality measurements that will be applæied bo those inspecting the finished product*. Page 5 PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. *Font denotes source Managing successful Projects with PRINCE2® 2017 edition. Relationship between Project assurance and Quality assurance • Project assurance An appointed role in the Project management team. Assures that the project is being conducted correctly as described in the 4 project approaches. Makes assurance within the project. • Quality assurance Provides a check that the project management is adequate for the quality standards and policies described in the overall quality management system in the general organization. PRINCE2® is a registered trade mark of AXELOS Limited Page 6 Page 3

The quality audit trail . Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS. All rights reserved. (Figure 8.1 Managing Successful Projects with PRINCE2® version 1 p. 81) PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 7 The quality management approach • The quality management approach is prepared during the initiating a project process and is approved subsequently by the Project board. • The quality management approach describes how quality standards applied, procedures, techniques and tools that will be used. • The quality management approach will define how and when the quality register is reviewed and updated*. • Key quality responsibilities, both within and outside the project management team, should be defined, including a summary of the approach to Project assurance. Page 8 PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. *Font denotes source Managing successful Projects with PRINCE2® 2017 edition. Page 4

PRINCE2® quality review technique • The objective is to assess the conformity of a product against the criteria’s described in the product description. • It is also to involve key stakeholders to detect whether the product meets the customers quality expectations • In general terms, the technique comprises: 1) Review preparation 2) Review meeting agenda 3) Review follow-up PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 9 Roles in the Quality Review Technique • Chair • responsible for the overall conduct of the review. • Presenter • This role presents the product for review and represents the producer(s) of the product. The presenter also coordinates and tracks the work after the review, i.e. applying the changes to the product agreed by the team. • Reviewer • reviews the product, submits questions and confirms corrections and/or improvements • Administrator • provides administrative support for the chair and records the result and actions. PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 10 Page 5

Tailoring the quality theme • The project's quality management approach will be based on the programme's quality management approach. Quality assurance and quality control activities will possibly be carried out by the programme organization. • The minimum quality requirements are an understanding of the different levels of quality demanded by the project and of the project's products. • In commercial environments, the quality management approach must define whether the project must follow the customer's or the supplier's quality management approach, or a combination of the two. PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 11 Page 6

Fane / Tab 12 PRE1V2IEW

Change PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Based on AXELOS PRINCE2® material. Material is reproduces under licence from AXELOS. All rights reserved. Purpose and definition • The purpose of the change theme is to identify, assess and control any potential or approved changes to the baseline*. • Issue and change control is a continual activity throughout the project life cycle. • To have an issue and change control approach is not to prevent changes. It is to ensure that the relevant authorities approve every change before it takes place. • The issue and change control approach must ensure that all changes that may affect agreed baselines are identified, assessed and either approved, rejected or deferred. Page 2 PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. *Font denotes source Managing successful Projects with PRINCE2® 2017 edition. Page 1

Issues • PRINCE2® uses the term \"issue\" to cover any relevant event that has happened, was not planned, and requires management action. • Issues can be about anything relevant to the project. • Issues can be raised at any time during the project, by anyone with an interest in the project or its outcome. • The controls for issues, changes and configuration management will be defined and established by the initiating a project process and then reviewed in managing a stage boundary, if necessary. • Request for change • Off-specification • Problem/concern PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 3 Issue and change control procedure Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS. All rights reserved. (Figure 11.1. Managing Successful Projects with PRINCE2® version 1 p.143) PRINCE2® is a registered trade mark of AXELOS Limited Page 4 Page 2

Processing Requests for change • Change authority: • The Project board is responsible for reviewing and approving requests for change and off-specifications. They can elect to delegate some of these decisions to an individual or a group, called the change authority. The Project manager and/or people with the delegated Project assurance responsibility can perform the role of Change authority. • Change budget: • A sum of money that the customer and supplier agree will be used to fund the cost of requests for change, and possibly also their analysis costs. PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 5 Configuration item • Things that needs to be controlled and baselined is called configuration items. An configuration item may be a component of a product, a product or a set of products that form a release. • The information and history about those items are held in a configuration item record. • The configuration item record describes status, version and variant of a product and gives information of important relationship to other items. PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 6 Page 3

Tailoring the change theme • If part of a programme, the change control approach will be based on the information management strategy of the programme. • The minimum change requirement is a simple method for controlling change in the project and product configuration. E.g. simple standards for product id and version control. • If, in a commercial environment, a change budget is set up, this must be compatible with the customer's procurement structure and the supplier's change acceptance approach. PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 7 Page 4

Fane / Tab 13 PRE1V3IEW

Closing a project PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Based on AXELOS PRINCE2® material. Material is reproduces under licence from AXELOS. All rights reserved. Objective of closing a project • The objective of the closing a project process is to provide a fixed point at which acceptance for the project product is confirmed. • In addition, confirmation must be given that the objectives in the original Project initiation documentation (or approved changes to these objectives) are complied with or that the project has nothing more to contribute. PRINCE2® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved. Page 2 Page 1