PRINCE2: Learn from experience

PRINCE2: Learn from experience

PRINCE2: Learn from experience

PRINCE2: Learn from experience

A project has a defined period of time with a defined set of people and a defined business objective. What is seen in most projects is that the project is so unique that it cannot be managed by the existing management team or functional units. This creates challenges as the temporary team may not have experience in the current type of project.

How experience helps at different stages of the project

When starting a project previous projects are looked at to see if lessons learned can be applied using simple memory and logic. If it is the first project taken on by an organisation then it is important to look at other similar projects and to seek information from external experience. As the project progresses lessons should be learned from reports and reviews. The idea here is that experience is taken throughout the project as well as from previous projects. As the project closes, experience and knowledge gained should be reported and recorded for future projects. Unless a lesson instigates a change, it is only a lesson identified not learned. So it is the responsibility of everyone in the project to make sure that they learn and take experience away for future projects.

Defining roles and Responsibilities

In order for everyone in the project to work efficiently they need to be given defined and agreed roles within an organisation. Without people a project is nonexistent. With the wrong people in the wrong roles, no amount of planning make these people complete the project. The problem will be that people will not know what is expected of them and will not know what to expect of others.

A project is typically cross functional, may involve more than one organisation, and may involve a mixture of full-time and part-time resources. The management structures of the parties involved in the project are likely to be different- with different priorities, objectives and interests to protect. The day-to-day line management structures may not be designed for, or suited to, project work. PRINCE2 training helps manage all of these issues.

In order for a project to be successful, it must have an explicit project management team structure consisting of defined and agreed roles and responsibilities for the people involved in the project and a means for effective communication between.

All projects have the following primary stakeholders:

Business sponsors who endorse the objectives and ensure that the business investment provides value for money

Users who, after the project is completed, will use the products to enable them to gain the intended benefits

Suppliers who provide the resources and expertise required by the project (these may be internal or external)

So all three stakeholder interests need to be represented effectively in the project management team all are required. If the project cost outweighs the benefits of the project, the project is undoubtedly a failure. Equally, if the outcome of the project does not meet the users' or operational needs, or cannot feasibly be delivered by the suppliers, failure is inevitable. The defined project management team structure unites the various parties in the common aims of the project. For all those people involved, a defined project management team structure provides the answer to the question, What is expected of me?'

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