The Crazy Colour PRINCE2 Process Map Version P2-004a (October 2002)

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DP1 Authorising [email protected]
DP Directing a Project (Dangerously Pink) SU Starting Up a Project (Sunny-side Up)
Initiation
ISU6, dISP, JD, PAP, RL, SU1 Appointing a SU2 Designing a SU3 Appointing a SU4 Preparing a SU5 Defining Project SU6 Planning an
PMTs, dSP Project Board, Exec Project Management Project Management Project Brief Approach Initiation Stage
OIP, ISP, aPBR, PSN, uPBR and Project Manager Team Team ISU1, SU2, PMD ISU4, RL, PBR ISU5, PL, PAP, PBR
IPMD ISU1, SU5, agreed JD, PMD ISU2, PMTs, dJD OSU5, PBR, RL OSU2, SU6, PAP ODP1, dISP, uRL
DP2 Authorising a OSU2, SU4, agreed JD, PMD OSU3, SU4, PMTs & dJD Oagreed JD
Project
IIP6, dPID, nSP IP Initiating a Project (Iced Peas)
OCS1, aSP, aPID
IP1 Planning Quality IP2 Planning a Project IP3 Refining Business IP4 Setting Up IP5 Setting Up IP6 Assembling a PID
DP3 Authorising a IDP1, PBR, PAP, QMS IIP1, PL, PAP, PBR, PQP Case and Risks Project Controls Project Files IIP3, IP4, IP5, SB, BC, PBR,
OIP2, IP5, PQP, QL OIP3, IP4, IP5, PP, uRL IIP2, PAP, PBR IIP2, PQP IIP1, IP2, PP JD, PAP, PMTs, PP, PQP, RL, nSP,
Stage/Exception Plan OIP6, BC, uPP, uRL OIP6, COM, PCT, uRL, uPP OIP6, IL, LLL, uPQP PCT, COM
ISB5, BC, ESR, PID, PP,
ODP2, dPID, nSP
RL, uPMT, nSP or EP
OCS1, CP1, aSP/EP MP Managing Product Delivery (Marmalade Pot) Designed by:
DP4 Giving ad hoc MP1 Accepting a MP2 Executing a MP3 Delivering a
Direction
ICS6, CS7, CS8, COM, ER,
Work Package Work Package
IMP1, authorised WP
Work Package
IMP2, completed WP
CC Consulting
ICS1, PL, WP
HR OCS2, MP3, CR, uQL, OCS9, aWP
OCS7, CS8, CP, EP request
OMP2, uRL, uTP,
uTP, completed WP Specialists in Project Management
authorised WP

DP5 Confirming CS Controlling a Stage (Chocolate Sauce) Quality (Q) Management Components
Project Closure
ICP1, CP2, CP3, COM, CS1 Authorising CS2 Assessing CS3 Capturing CS4 Examining Quality System: procedures, processes and org. structure
EPR, PID, Acceptance Work Package Progress Project Issues Project Issues Quality Assurance: maintains, audits and evaluates the QS
OEPR, aFAR, aLLR, PCN, ICS5, CS7, DP2, DP3, PD IMP2, CS7, CS9, IPI’s: Off-Spec, ICS3, BC, PP, SP Quality Planning: establishes objectives, PID, PQP in SU
aPPRp OMP1, uRL, uCIR, uSP/EP, CR, QL, WP status RFC OCS5, uIL, uRL
WP OCS5, uSP OCS4, uIL Quality Control: examining products (Quality Review)
Key:
CS5 Reviewing Stage Status CS6 Reporting CS7 Taking CS8 Escalating CS9 Receiving
ICS2, CS4, CIR, BC, IL, PP, RL, SP Highlights Corrective Action Project Issues Completed Work Imeans ‘preceded by’
CP1 Decommissioning Omeans ‘leads to’
CP Closing a Project (Crazy Plum)

a Project
OCS1, CS6, CS7, CS8, CP1, SB, ICS5, IL, QL, RL, ICS5, DP4 ICS5, DP4, BC, IL, RL, Package
PEN, SEN SP, COM OCS1, CS2, DP4, uCIR, PID, PP, SP, EP request IMP3, aWP
d = draft s = structure
ICS5, DP3, DP4, CIR,
ODP4, HR uIL, uRL, uSP ODP4, SB6, aER, uCIR OCS2, uCIR, WP status a = approved u = updated
COM, PID c = current p = plan
ODP5, PCN, Acceptance, n = next
Archive Files
SB Managing Stage Boundaries (Sky Blue)
SB1 Planning a Stage SB2 Updating a Project SB3 Updating a SB4 Updating the SB5 Reporting Stage End SB6 Producing an
ICS5, PL, IL, PID, RL, Plan Business Case Risk Log ISB4, BC, COM, IL, QL, RL, cSP Exception Plan
CP2 Identifying SEN, cSP ISB1, SB6, cSP ISB2, IL, PP ISB2, SB3, BC ODP3, ESR, uCIR, uLLL, nSP or ICS8, PL, aER, IL,
Follow-on Actions OSB2, uPMTs, nSP OSB3, SB4, uIL, uPAP, uPQP, OSB4, nSP or EP, uBC, OSB5, uRL, uIL, uPP, EP, cSP RL, cSP
IBC, IL, RL nSP or EP, uPP uRL nSP or EP OSB2, EP, aER
ODP5, FAR, PPRp
PL Planning (Painted Lips)
CP3 Evaluating a PL1 Designing PL2 Defining and PL3 Identifying PL4 Estimating PL5 Scheduling PL6 Analysing Risks PL7 Completing
Project a Plan analysing Products Activities and IPL3, Planning info. ISB6, PL3, PL4, ISB2, PL5, Planning info. a Plan
ICIR, IL, LLL, PID, PQP, ISU6, IP2, PAP, IPL1, MP1, PQP, design Dependencies OPL5, activity esti- Activity estimates OSB2, PL7, uRL ISB1, PL2, PL6
QL, RL PQP, PBR, PID OPL3, PL7, PD, PFD, PC, IPL2, PFD, PD, RL mates OSB6, PL6, schedule OSB1, uPC, plan-a
ODP5, EPR, LLR OPL2, Plan design PBS OPL4, PL5, activities
© Scott Spence, CC Consulting; Published by Noggon Limited (New Zealand) ISBN 0-9582372-0-4
For future updates and lots more PRINCE2 information please visit http://www.crazycolour.com/p2/ The Prince name is a registered trademark of the OGC
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PRINCE2 project management techniques our services include: thinker, who is skilled at identifying and reducing potential risks within
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 Version P2-004b (October 2002)
Terms and Definitions (The Black and White Bit!) http://www.crazycolour.com/p2/
[email protected]
BC Business Case IL Issue Log PCT Project Controls QMS Quality Management System
Justification for a project and its continuation Used to record and track PIs; RFC, Off-Spec, Project decision making points, reports, A set of quality standards and procedures for
outlining benefits and savings. or general queries. quality reviews & approvals by a PBD or PM. an organisation.
BL Baseline ISP Initiation Stage Plan PD Product Description QL Quality Log
Snapshot of a product that remains unchanged Outines resources required and steps for an Information of a product’s purpose, A record of all quality evaluations with
for future reference. initiation stage, created in SU6. composition, derivation and quality criteria. sign-offs.
CIR Configuration Item Record JD Job Description(s) PEN Project End Notification RFC Request for Change
Information about a product’s quality, version Outlines the responsibilities & roles allocated Notice from the Project Board to end a project Requests a modification to a product or a
and owner status, part of CM. to a Project Management Team member. and disband its resources. product’s acceptance criteria.
CM Configuration Management LLL Lesson Learned Log PFD Product Flow Diagram RL Risk Log
Product control: to identify, track, verify and Where good and bad points of a project are Shows delivery sequences and dependencies A record of the status, estimation and impact
protect a project’s products. recorded to create a Lesson Learned Report. of major products listed in the PBS. of risks. Regularly updated and monitored.
COM Communication Plan LLR Lessons Learned Report PI Project Issue SEN Stage End Notification
Defines the frequency and means of Passes on lessons that can be usefully applied General issue, query, RFC, suggestion or Off- Indication from the Project Manager in CS5
communication between all interested parties. to other projects. Spec about a project or its products. that the end of a stage is approaching.
CR Checkpoint Report Off-Spec Off-Specification PID Project Initiation Document SP Stage Plan
A work progress report from all members of a Something requested that must be provided by Describes a project and is what the Project Defines the basis for project control during a
team for the Project Manager (PM). a project but currently is not e.g. an omission. Board bases their approval of the project on. stage (can also be an Exception Plan).
EP Exception Plan PAP Project Approach PMD Project Mandate Tolerance
Follows an ER covering the remaining period Defines the type of solution to be developed Forms the terms of reference for the project. Levels to which a project is permitted to
of a stage or a project. and its method of creation e.g. bespoke. deviate in time and cost without escalation.
PMT Project Management Team
EPR End Project Report PAS Project Assurance Includes the Project Board, Project and Team TP Team Plan
Produced by the PM for the PBD about how The Project Board’s confirmation that a Managers, Assurance and Support. Outlines in detail how a team will deliver their
well a project has performed vs. the PID. project is being conducted correctly. work package(s).
PP Project Plan
ER Exception Report PBR Project Brief Describes how and when a project’s objectives WP Work Package
Provides the explaination for a possible The foundation for a project it forms the basis are to be achieved and at what cost. Outline of a product, its creation and
Tolerance deviation with correction for a PID derived from the PMD. Acceptance Criteria for a Team Manager or
PPR Post Project Review
suggestions.
PBS Product Breakdown Structure Measures whether the benefits of a project’s member.
ESR End Stage Report Hierarchy of products to be produced during outcomes have been realised.
Status of a stage and the overall project to a plan.
PQP Project Quality Plan
date, by a PM for a Project Board (PBD).
PC Product Checklist Outlines how customer’s quality expectations
FAR Follow-on Action Recommendations Lists management and specialist products with will be met and measured, is part of a PID.
Includes pending RFC and plans the PPR. delivery dates.
PSN Project Startup Notification
HR Highlight Report PCN Project Closure Notifi cation Advice, from the Project Board, that a project
The PM provides the PBD with a stage’s Notice from the PBD to end a project and is about to start.
status & progress. release its resources.
The Prince name is a registered trademark of the OGC

For future updates and lots more PRINCE2 information please visit http://www.crazycolour.com/p2/ © Scott Spence. Published by Noggon Limited (New Zealand) ISBN 0-9582372-0-4