Project Management Objectives - Prince2 10 Ideas To Think About
PRINCE2 is a widely used method in which objectives are a fundamental aspect of the project management plan
. They must be set and agreed in advance. Project development is evaluated against the objectives.
Project milestones:
As soon as these are attained, and objectives have been suitably reviewed, permission can be given for the release of resource for the next phase of the plan. The following phase, and any new objectives, will require extra information and agreement.
The monitoring process:
There are normally two parts to this. The first is verifying that the project management objectives are fulfilled and the second is just how you got there, i.e., the actual method. Are there any lessons to be studied?
The theme - Progress:
The Progress theme, in PRINCE2 checks the methods for monitoring the actual development from that planned. Additionally, it delivers a projection of the project objectives with control of any modifications from what may be expected, that is, the deviations that are not within acceptable limits.
Authority and tolerance:
We appreciate that the PRINCE2 method uses managing by exception. This is only achievable by using objectives with established tolerances. These have a direct influence on the amount of authority of people to operate. If a tolerance is specified at' 5 units' and the result is' 4 units' the manager knows he may carry on without recourse to a higher authority level. Only when an objective limit is surpassed will he need to check with a higher level. This is the reason for tolerances, they enable someone to choose to continue or not. Naturally, this is the premise for management by exception. Higher management only have to hear of exceptions that deviate from the intended schedule.
The determination of the tolerances can be a challenging process involving work to establish quality critical limits.
Any formation of project management objectives and their linked tolerances demands a formal systematic technique. Otherwise, it is likely that certain features of the objectives will be overlooked.
Timing of control practices:
Remember, that any control techniques should be put in place in a timely manner in order that remedial action can be taken. Therefore, milestones and objectives ought to be dispersed fairly uniformly throughout the project. Not too many, however sufficient, to gain suitable control. Always examine a schedule and challenge the quantity and frequency of milestones and objectives.
Management of risk:
All projects should have some risk management implemented. It is unproductive having milestones and objectives, no matter how frequently, if you have a limited idea of the chance of certain events happening that may unsettle the project plan.
The Gantt chart:
The workability of any project will only emerge as soon as the project schedule, with objectives, is produced. The timings and additional data will be less exact at the beginning of the project. Within PRINCE2 2009 view the section 'Plans - The PRINCE2 approach - Prepare the schedule'.
Bad objectives:
Under PRINCE2 each project should be viable as shown in the Business Case and meet with company strategies. If this is not the situation then a company might be operating different projects with out of step objectives. Actually, these may be duplicated.
Authority and delegation:
PRINCE2 builds authority from one level to the next by delegating it downwards. This allows management by exception by specifying tolerances versus 6 objectives at each planning level. That is, scope, risk, benefit, time (task length), cost (budgets) and quality.
Finishing the project:
This is the option to make sure that every objective identified in the project plan has been fulfilled. When this occurs the project has nothing remaining to attain.
by: Arnold Monk
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