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A few observations on PRINCE2

December 30, 2013

I recently attended a PRINCE2 Foundation and Practitioner course, and have offered some thoughts on my experience of it. Here are a few thoughts on PRINCE2 itself that struck me while I was thinking about my role as a Project Manager, in no particular order:

Not as inflexible as I thought. PRINCE2 has a reputation for rigid adherence to process and for generating lots of documents. Maybe that reputation was earned by earlier flavours of PRINCE2, for the current version allows flexibility and the manual has a section on tailoring. Where I thought my recent practices might not follow the PRINCE2 standard, I discussed them with the instructor who nearly always took the view that it was an acceptable use of tailoring.

Continuous Business Justification. My business users have been consistently poor at this through my career to date. As a rule they produce an initial Business Case produced to obtain funding but rarely revisit it between stages or when there is a significant change, unless more funding is required. They have been especially weak when dealing with change within a stage; some strange decisions are taken about functional changes when a quick benefits analysis would show that money could be better spent elsewhere.

Risks include Opportunities. The Risk Theme also includes the concept of Opportunity, defined as an uncertain event that could have a favourable impact on objectives. I can’t recall ever considering this aspect formally in a project, either as a supplier or on behalf of the client.

Lessons aren’t Learned. Like most people I have dutifully recorded lessons at the end of projects (and also as we go along) but what happens afterwards? In PRINCE2 the start of a project should include consideration of relevant Lessons Learned from previous projects. I haven’t seen this take place other than anecdotally based on the experience of the individuals involved. I’m sure I wouldn’t know how to go about finding applicable lessons within my own organisation, and I haven’t seen any evidence of it within the client organisations I have known well over the years. The other area where we could also do better is to review our own project performance more often, at the completion of key stages. Again, this is something that happens erratically, usually because we’re too busy to do it at the time.

Manage by Exception. A key principle of PRINCE2, to ensure management focus is where it needs to be. A tolerance (in time, money or both) is set for each work package, and as soon as it looks as if it might be exceeded the team leader responsible should raise it as an exception to his manager. This may not affect the overall project tolerance, in which case the manager need not take it further. Although my internal management tends to work on this basis, I can’t say that my client managers have adopted this principle very often, too much man-marking goes on….

One quibble. We don’t usually have a Quality Register (rightly?) As defined in PRINCE2 the Quality Register lists all checks that are planned, and as they take place is updated with the date and outcome of each quality check. Almost all the projects I have worked on over the years have carried out the checks themselves – which are planned properly (scheduled in the Project Plan and described in the Quality Plan), and results are duly recorded – but I don’t recall working on a project that had a central Quality Register. Dare I say it, but I think this is appropriate as I see a register adding little value but a lot of effort to maintain it. When I brought this up on the course it generated quite a bit of discussion. We thought there was probably a benefit in safety-critical projects (aviation, defence) but for normal work having an entry in the plan was sufficient.

A PM wears more than one hat. Is a supplier PM a PRINCE2 Project Manager, or a Team Manager? Of course, the answer is “it depends, …” Often, we might fill both roles simultaneously – as well as being a PM from a supplier perspective we are also the Team Manager from the Client’s perspective at the same time. This significantly alters the view we might take of what is required of us.

Overall, PRINCE2 provides a framework to use to save re-inventing the wheel; as a proven and widely recognised standard it can easily be sold to an organisation. As an experienced PM, I was pleased to find little that was new or that I don’t already do. My experience of the clients I have worked for over the years is that they are less methodical – perhaps that’s why they rely on external consultants so often.

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