prince2 practitioner participant handbook

Project and Program Management

ParticiPant Handbook

release 6.0.1 PrincE2® Practitioner

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Copyright

Copyright and Trademark Information for Partners/Stakeholders.

Copyright © ITpreneurs and AXELOS Limited 2014. All rights reserved.

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Contents

i

LIST OF ICONS VII

ACKNOWLEDGEMENTS VIII

FOLLOW US IX

MODULE 1: OVERVIEW 1Course Agenda 2

1.1 Summarizing Foundation Concepts 5

1.1.1 The Four Integrated Elements 5

1.1.2 The Seven Principles 6

1.1.3 The Seven Themes 7

1.1.4 The Seven Processes 8

1.1.5 Tailoring the Project’s Environment 9

1.2 Product-Based Planning 10

1.2.1 Technique 10

1.3 Quality Review 11

1.3.1 Technique 11

1.4 Management Products 12

1.4.1 Baseline, records, and Reports 12

1.5 Embedding vs. Tailoring 13

1.5.1 Difference 13

1.6 Projects and Programs 15

1.6.1 Description 15

1.7 OTE Questions 16

1.8 Module Summary 17

MODULE 2: ORGANIZATION 19

2.1 Project Management 21

2.1.1 The Four Levels 21

2.1.2 The Three Layers of the Project Management Team 22

2.2 Communication Management Strategy 24

2.2.1 Composition 24

2.2.2 Responsible Roles and Processes 25

2.3 Organization Theme 26

2.3.1 The Use of the Theme in the Processes 26

2.3.2 Responsibilities Relevant to the Theme 27

2.3.3 Tailoring the Theme 29

2.4 Exam Requirements 30


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MODULE 3: BUSINESS CASE 333.1 Measuring the Project’s Viability 35

3.2 Composition of the Business Case and Business Review Plan 37

3.3 Development Path of the Business Case 39

3.4 Responsibilities Relevant to the Theme 41

3.5 Tailoring the Theme 42

3.6 Exam Requirement OTE Questions 43


MODULE 4: RISK 474.1 Risk 49


4.2 The Management Products 50

4.2.1 Risk Management Strategy and Risk Register 50

4.3 Types of Risk 52

4.3.1 Inherent, Secondary, and Residual Risks 52

4.4 Risk Theme 53


4.4.2 How to Tailor the Theme 54



MODULE 5: PLAN 595.1 Management Documents 61


5.1.2 Composition of the Management Document Plan 62

5.1.3 Composition of the Management Document Project Product Description 63

5.1.4 Composition of the Management Document Product Description 64

5.2 Plan Theme and Processes 66

5.2.1 Use of the Plan Theme in the Processes 66

5.3 Producing a PRINCE2 Plan 67

5.3.1 Steps - Design the Plan 67

5.3.2 Steps - Defi ne and analyze the products 68

5.3.3 Steps - Identify activities and dependencies 69

5.3.4 Steps - Prepare estimates 70

5.3.5 Steps - Prepare the schedule 71

5.3.6 Steps - Analyze the Risks 72

5.3.7 Steps - Document the Plan 73

5.4 Product-based Planning 74

5.4.1 Applying 74

5.4.1 Project Product Description 75

5.4.3 Product Breakdown Structure 76

5.4.3 Product Descriptions 77

5.4.5 Product Flow Diagram 78

5.5 Plan Theme 79


5.5.2 Responsibilities Relevant to the Theme (Contd.) 80

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MODULE 6: QUALITY 856.1 Management Products 87


6.2 Quality Theme 89

6.2.1 The PRINCE2 Approach to Quality 89



6.2.4 Tailoring the theme 93

6.3 Exam Requirements and OTE Questions 94


MODULE 7: CHANGE 977.1 Change 99

7.1.1 The Use of the Change Theme in the Processes 99



7.2.2 Confi guration Management Strategy 102

7.2.3 Confi guration Item Records 103

7.2.4 Issue Register and Issue Report 105

7.2.5 Product Status Account 107

7.3 Change Theme 108


7.3.2 How to Tailor the Theme 111



MODULE 8: PROGRESS 1158.1 Progress 117


8.2 Exceptions and Tolerances 119

8.2.1 The Tolerance Levels by Area 119



8.4 Progress Theme 124


8.4.2 Exam Requirement 125

8.4.3 Module Summary 126

MODULE 9: STARTING UP A PROJECT 1299.1 Responsibilities for Each Activity in Starting up a Project 131

9.1.1 Appoint the Executive and Project Manager 131

9.1.2 Capture Previous Lessons 132

9.1.3 Design and Appoint the Project Management Team 133

9.1.4 Prepare the Outline Business Case 134

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9.1.5 Select the Project Approach and Assemble the Project Brief 135

9.1.6 Plan the Initiation Stage 136


9.2.1 Project Mandate 137

9.2.2 Project Brief 138

9.3 Starting up a Project Process 139

9.3.1 Applying the Themes 139



MODULE 10: DIRECTING A PROJECT 14310.1 Responsibilities for Each Activity in Directing a Project 144

10.1.1 Authorize Initiation 145

10.1.2 Authorize the Project 146

10.1.3 Authorize a Stage or Exception Plan 147

10.1.4 Give Ad-Hoc Direction 148

10.1.5 Authorize Project Closure 149

10.2 Directing a Project Process 150




MODULE 11: INITIATING A PROJECT 15311.1 Responsibilities for Each Activity in Initiating a Project 154

11.1.1 Prepare the Risk Management Strategy 155

11.1.2 Prepare the Confi guration Management Strategy 156

11.1.3 Prepare the Quality Management Strategy 157

11.1.4 Prepare the Communication Management Strategy 158

11.1.5 Set up the Project Controls 159

11.1.6 Create the Project Plan 160

11.1.7 Refi ne the Business Case 161

11.1.8 Assemble the Project Initiation Documentation 162

11.2 Management products 163

11.2.1 Project Initiation Documentation 163

11.2.2 Benefi ts Review Plan 164

11.3 Initiating a Project Process 165




MODULE 12: CONTROLLING A STAGE 16912.1 Responsibilities for Each Activity in Controlling a Stage 170

12.1.1 Authorize the Work Package 171

12.1.2 Review Work Package Status 172

12.1.3 Receive Completed Work Packages 173

12.1.4 Review Stage Status 174

12.1.5 Report Highlights 175

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12.1.6 Capture and Examine Issues and Risks 176

12.1.7 Escalate Issues and Risks 177

12.1.8 Take Corrective Action 178

12.2 Controlling a Stage Process 179




MODULE 13: MANAGING PRODUCT DELIVERY 18313.1 Responsibilities for Each Activity in Managing Product Delivery 184

13.1.1 Accept a Work Package 185

13.1.2 Execute a Work Package 186

13.1.3 Deliver a Work Package 187

13.2 Managing Product Delivery Process 188




MODULE 14: MANAGING A STAGE BOUNDARY 19314.1 Responsibilities per Activity in Managing a Stage Boundary 194

14.1.1 Plan the Next Stage 195

14.1.2 Update the Project Plan 196

14.1.3 Produce an Exception Plan 197

14.1.4 Update the Business Case 198

14.1.5 End Stage Report 199

14.2 Managing a Stage Boundary Process 200




MODULE 15: CLOSING A PROJECT 20515.1 Responsibilities per Activity in Closing a Project 207

15.1.1 Prepare Planned Closure 207

15.1.2 Prepare Premature Closure 208

15.1.3 Hand Over Products 209

15.1.4 Evaluate the Project 210

15.1.5 Recommend Project Closure 211

15.2 Closing a Project Process 212




MODULE 16: EXAM PREPARATION GUIDE 21716.1 Practitioner Exams 218

16.1.1 Objectives 218

16.1.2 OTE Principles 219

16.1.3 Structure 220

16.1.4 Syllabus area 221

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16.1.5 Types of Questions 222

16.1.6 Re-registration examination 223

MOCK EXAM 225

SYLLABUS 303

GLOSSARY 329

ANSWERS 347

RELEASE NOTES 383

FEEDBACK FORM 385

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viiCopyright © ITpreneurs and AXELOS Limited 2014. All rights reserved.

LIST OF ICONS

Refers to content that is meant for the instructor to lecture in class

Refers to information items that are not covered by the instructor in class but help the student understand a particular topic in detail

Refers to a Scenario-Based Activity that the student must do in class or as homework after the completion of a topic or in between a topic

Refers to an important snippet of information that the instructors should remember to touch upon while conducting an activity or during a lecture

Refers to an extra piece of information that is not very important but still good to know

Refers to space for the students to take notes

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viii Copyright © ITpreneurs and AXELOS Limited 2014. All rights reserved.

www.ITpreneurs.com

Acknowledgements We would like to sincerely thank the experts who have contributed to and shaped PRINCE2®.

Reviewers: Yehia Abdel Fattah Ismail Senior consultant, Project Manger, Trainer. Hussam Kamal MORSY Managing Director, PRINCE2 & ITIL Consultant, CompEx for IT Ayilur Ramnath Consultant, Coach, Mentor and Trainer Jose Antonio Izquierdo Lopez Sales Engineer (SPAIN) at AlienVault Marcel Foederer Master Trainer for ITIL/Cobit 5/ISO20K/PRINCE2, Kepner Tregoe

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www.ITpreneurs.com

Copyright

Follow us

Before you start the course, please take a moment to:

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Copyright © ITpreneurs and AXELOS Limited 2014. All rights reserved. 1

Module1Overview

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PRINCE2 ® PRACTITIONER

Copyright © ITpreneurs and AXELOS Limited 2014. All rights reserved.2

COURSE AGENDA

2

Day 1

Overview

Course Agenda

From To Exercises / comments

Introduction 09.00 10.15 Including manual, approach to OTE exams, read scenario EX02, and Foundation summary.

Overview slides 10.15 10.30 Slides Tailoring. Break 15 minutes

Business Case 10.45 11.00 Slides, composition BC/BRP, relation programme BC, outputs/outcome, (dis-benefits), tailoring the theme, appropriate and inappropriate use of the theme

Exercise BC 11.00 11.30 OTE question 1 EX02.

Organization 11.30 11.45 Slides, composition CMS, stakeholders, relation themes and processes, tailoring the theme, appropriate and inappropriate use of the theme

Exercise Organization 11.45 12.15 OTE question 2 EX02

Quality 12.15 12.30 Slides, composition of PPD, PD, QR, QMS, relation themes and processes, tailoring the theme, appropriate and inappropriate use of the theme

Lunch 12.30 13.15

Exercise quality 13.15 13.45 OTE question3 EX02

Plans 13.45 14.00 Slides, composition Plan, relation themes and processes, tailoring the theme, appropriate and inappropriate use of the theme, PBP actions and responsibilities

Plans 14.00 14.30 OTE question 6 EX02

3

Overview

Course Agenda (Contd.)

From To Exercises / comments

Risk 14.30 14.45 Slides, composition RMS, RR, relation themes and processes, inherent, secondary and residual risks, tailoring the theme, appropriate and inappropriate use of the theme. Break 15 minutes

Exercise Risk 15.00 15.30 OTE question 5 EX02.

Change 15.30 15.45 Slides, composition CMS, CIR, IR, PSA, relation themes and processes, tailoring the theme, appropriate and inappropriate use of the theme

Exercise Change 15.45 16.15 OTE question 8 EX02

Progress 16.15 16.30 Slides, composition logs, ESR, EPR, EXCR, LR, WP, CR, HR, relations themes and processes tailoring the theme, appropriate and inappropriate use of the theme

Exercise Progress 16.30 17.00 OTE question 7 EX02

Closing day 1 and homework 17.00 17.30 Evaluation. Homework EX02 processes, EX03

Day 1 (Contd.)

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PARTICIPANT | PRINCE2® PRACTITIONER | OVERVIEW


My Notes

4

Day 2

Overview

Course Agenda (Contd.)

From To Exercises / commentsEX02 EX03 homework 09.00 11.15 Discuss the answer indications and use if needed the slides

from day 1 and the manual to explain details. Interactive summary and final questions OTE questions 4 and 9 of EX02 and EX03 completelyBreak 15 minutes

Processes 11.15 12.00 Summary processes

Summary 12.00 12.30 Interactive summary and final questions.

Lunch 12.30 13.15

Study 13.15 14.00

OTE exam 14.00 17.00 Including paperwork

Closing day 2 17.00 17.30 Evaluation and closing

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Module Learning Objectives

5

At the end of this module, you will be able to:

Overview


Recall the concepts learned in the Foundation course.

Identify the key differences between embedding and tailoring PRINCE2.

Identify the differences between projects and programs.

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My Notes

1.1 SUMMARIZING FOUNDATION CONCEPTS

1.1.1 THE FOUR INTEGRATED ELEMENTS

6

Summarizing Foundation Concepts

The Four Integrated Elements

Principles

Themes

Processes

TailoringPRINCE2

Processes

PRINCE2 Themes

Based on AXELOS PRINCE2® 2009 edition. Reproduced under licence from AXELOS

As you know, the four integrated elements of PRINCE2 are Principles, Processes, Themes, and Tailoring.

Let’s quickly recap these elements.

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1.1.2 THE SEVEN PRINCIPLES

7


The Seven Principles

Continued business

justification

Tailor to suit the project

environment

Focus on products

Manage by exception

Learn from experience

Manage by stages

Defined roles and

responsibilities

PRINCE2 Processes


The seven PRINCE2 principles are:

Continued business justification

Learn from experience

Defined roles and responsibilities

Manage by stages

Manage by exception

Focus on products

Tailor to suit the project environment

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My Notes

1.1.3 THE SEVEN THEMES

8


The Seven Themes

PRINCE2 Themes


The PRINCE2 themes explain the different aspects of project management that must be addressed continually. In order to manage the project professionally, the Project Manager should pay attention to these themes. These themes should be tailored in each project according to the scale, nature, and complexity. The seven themes in PRINCE2 are:

Business Case

Organization

Quality

Plans

Risk

Change

Progress

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1.1.4 THE SEVEN PROCESSES

9


The Seven Processes

KEY: SU = Starting Up a Project ; IP = Initiating a Project ; SB = Managing a Stage Boundary; CP = Closing a Project


Pre-project Stage

Initiation Stage

Subsequent Delivery Stage(s)

Final Delivery

Stage

Directing

Managing

Delivering

SUSU

SBSB

IPIP Controlling a Stage

Controlling a Stage

SBSB

Controlling a Stage

Controlling a Stage

CPCP

Managing Product Delivery




Directing a Project

PRINCE2 adopts a process-based approach for project management. A process is a structured set of activities designed to accomplish a specific objective. The PRINCE2 framework comprises the following seven processes:

Starting Up a Project (SU)

Initiating a Project (IP)

Directing a Project (DP)

Controlling a Stage (CS)

Managing Product Delivery (MP)

Managing a Stage Boundary (SB)

Closing a Project (CP)

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My Notes

1.1.5 TAILORING THE PROJECT’S ENVIRONMENT

10


Tailoring the Project's Environment

Importance of Tailoring

Tailoring Project’s Environment

Not a One Size Fit for All Projects

Based on Project Characteristics

Adapt the Method to the Context of a Specific Project

PRINCE2 methods are “not a one-size-fit-for-all” projects. They are tailored according to the project’s environment, size, complexity, importance, capability, and risk. They require appropriate planning, control, governance, and use of the processes. The methods are adapted to the context of a specific project. The sizing is done based on the project characteristics, such as risk profile, costs, importance, complexity, and visibility.

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1.2 PRODUCT-BASED PLANNING

1.2.1 TECHNIQUE

11

Write the Project Product Description

Create the Product Breakdown Structure

Write the Product Descriptions

Create the Product Flow Diagram

For Project Plan Only

For All Levels of Plan

Product-Based Planning

Technique

PRINCE2 uses a technique known as product-based planning to identify, define, and analyze the plan’s products. Product-based planning can be used for all levels of plans. The steps of product-based planning are:

Write the Project Product Description in Starting up a Project.Create the product breakdown structure on the project level in Initiating a Project to produce the Project Plan, on the stage level in Managing a Stage Boundary to produce a Stage Plan, and on the team level in Managing Product Delivery to produce a Team Plan.

Write the Product Descriptions for the products defined on the plan level.

Create the product flow diagram from the product breakdown structure.

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My Notes

1.3 QUALITY REVIEW

1.3.1 TECHNIQUE

12

Roles involved in a quality review:

Reviewer

Presenter

Chair

Administrator

The three steps in a quality review are:

Preparation

Meeting

Review follow-up

Quality Review

Technique

In PRINCE2, a product’s fitness is checked by using the quality review technique. This is based on a team review. This is a generic technique, which can also be used outside the project context. So, the quality review roles have no specific relationship to the project management team roles. However, team building benefits can be realized when the PM and Team Manager (TM)’s regular chair reviews. The technique is used to check if products comply with the acceptance criteria defined in the Product Description. The key points to highlight are the roles involved in the quality review technique and the three process steps. The three process steps are:

Preparation Meeting Review follow-up

Note:In many situations, the roles of producer and presenter are combined. These roles are assigned to people from the supplier side. Also, the roles of reviewer and approver are combined and assigned to those from the customer side. The chair is independent. It can be someone in the Project Assurance or support role. The administrator role is a Project Support role.

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1.4 MANAGEMENT PRODUCTS

1.4.1 BASELINE, RECORDS, AND REPORTS

13

Management Products:

Baselines

Records

Reports

Management Products

Baseline, records, and Reports

In PRINCE2, the management products are:

Baselines: Baseline management products are those that define aspects of the project and, once approved, are subject to change control. Some examples include the Business Case, Project Plan, and Stage Plan.

Records: Records are dynamic management products that maintain information regarding project progress. Some examples include the Daily Log and Issue Register.

Reports: Reports are management products that provide a snapshot of the status of specific aspects of the project. Some examples include Issue Reports and End stage Reports.

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My Notes

1.5 EMBEDDING VS. TAILORING

1.5.1 DIFFERENCE

14

Embedding vs. Tailoring

Difference

Embedding

versus

Tailoring

While deciding to embed or tailor PRINCE2, you must remember that the primary premise of embedding is that it is integrated with the existing business processes. On the other hand, tailoring implies modifying the processes to match the PRINCE2 specifications.

Embedding: An organization needs to adopt PRINCE2 as a corporate project management method.

Tailoring: This refers to the appropriate use of PRINCE2 on any given project, ensuring that there is a correct amount of planning, control, governance, and use of the processes and themes.

Let’s now understand the key differences between embedding and tailoring.

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15

Embedding Tailoring

Done by the organization to adopt PRINCE2, only once.

Done by the project management team to adapt the method to the context of a specific project.

Ways to embed PRINCE2:Process responsibilitiesCreating scaling rules and guidance Standards (templates and definitions) Training and development Integrating with existing business processes and toolsUsing process assurance

Ways to tailor PRINCE2:Adapting the themes Incorporating PRINCE2-specific terminology and language Revising the product descriptions for management products Revising the role descriptions for PRINCE2 rolesAdjusting the processes to match PRINCE2 specifications

Embedding vs. Tailoring

Difference (Contd.)


When you tailor a project, you must remember the following:

Apply all principles; you must not tailor the principles.

Combine themes with corporate and program standards.

Complete all process activities.

Never skip roles, adjust these to the persons appointed in these roles.

Consider project’s characteristics like costs, risks, importance, visibility, and organizational structure.

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My Notes

1.6 PROJECTS AND PROGRAMS

1.6.1 DESCRIPTION

16

Projects ProgramsDriven by deliverables Driven by vision of end state

Finite – Defined start and finish No pre-defined path

Bounded and scoped deliverables Changes in the business capabilities

Delivery of products Coordinated outputs delivery – Includes projects not directly delivering benefits

Benefits realized after project closure Benefits realized during the program and afterwards

Shorter timescale Longer timescale

Projects and Programs

Description

According to PRINCE2, programs are different from projects with respect to their outcomes and not their outputs.

A project can be part of a set of projects, called a program. A program is a temporary, flexible organizational structure that is created to direct and oversee the implementation of a set of related projects. These, in turn, deliver outcomes, results, benefits, or smart results related to an organization’s strategic objective with a lifespan of several years. Projects typically produce outputs or products and are disbanded.

Remember, the project that is part of a program might be impacted by the program’s structure and reporting requirements.

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1.7 OTE QUESTIONS

17

Overview

OTE Questions

Read the scenario from EX02 in Appendix C. In addition, read Appendix C “Practitioner candidate guidance”.

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My Notes

1.8 MODULE SUMMARY

18

In this module, you learned about: The concepts learned in the PRINCE2 Foundation course.

The key differences between embedding and tailoring PRINCE2.

The difference between projects and programs.

Overview

Module Summary

In this module, we discussed the overview of PRINCE2. Here is a summary of what we covered in this module:

In the PRINCE2 Foundation course, we learned about: o Four integrated elements of PRINCE2—Principles, Processes, Themes, and Tailoring. o Product based planning technique. o Quality review technique.

Management Products baseline, records, and reports. Embedding versus Tailoring

o Embedding is implementing the method in an organization, only once; tailoring is per project.

o Tailoring is the appropriate use of PRINCE2 on any given project, ensuring that there is a correct amount of planning, control, governance, and use of the processes and themes.

Projects versus Programs o Projects are driven by deliverables while programs are

driven by vision. o Projects have a defined start and end date while programs

do not have any pre-defined path. o Projects are of shorter timescale while programs are of

longer timescale.

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Module2Organization

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2

At the end of this module, you will be able to:

Organization


Identify how the four levels of the project management structure apply to the process model.

Identify the processes in which this theme is applied and the related roles.

Apply this theme in the processes.

Define the responsibilities relevant to this theme.

Tailor the theme.

Identify the different roles in the project management team and understand how each is used throughout the processes and other themes.

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PARTICIPANT | PRINCE2® PRACTITIONER | ORGANIZATION


My Notes

2.1 PROJECT MANAGEMENT

2.1.1 THE FOUR LEVELS

3

Levels of Project Management

Project Management

The Four Levels

Corporate or Program Management

Project Board

Team Manager

Project Manager

Project Management

Team

To define an effective project management team, let’s understand some key terms and concepts in the Organization theme. To start, let’s learn about the key term in the theme — project.

PRINCE2 defines a project as a temporary organization that is created to deliver one or more business products according to the project’s business case. So, what is so significant about a project in PRINCE2?

Project management in PRINCE2 consists of the following four levels:

Corporate or programme management: Outside the project management team, responsible for commissioning the project, including identifying the Executive and project level tolerances.

Project Board: Overall direction and management of the project, approves and authorizes plans and resources, expected deviations outside tolerances and communicates with stakeholders.

Project Manager: Day-to day management based on authorized stage plans, responsible for producing the required products within costs, time, benefits, scope, quality, and risks.

Team Manager: Delivery of the project’s products within the quality, timescale, and costs.

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2.1.2 THE THREE LAYERS OF THE PROJECT MANAGEMENT TEAM

4

Project Management Team Layers

Project Management

The Three Layers of the Project Management Team

Directing

Managing

Delivering

Senior User, Executive, and Senior Supplier

Project Manager, Project Support, and Team Manager

The Team Manager and the teams


The project management team structure consists of three layers: Directing, Managing, and Delivering. PRINCE2 defines the roles for each level.

Directing LevelAt the Directing level, the roles are Senior User, Executive, and Senior Supplier. These roles are referred to as the Project Board. The responsibilities of the Project Board are:

Senior User is responsible for specifying the needs of the future users of the project’s products. This is done in terms of scope, quality acceptance, and expected benefits from the outcome.

Executives are responsible for ensuring an appropriate focus on the project in the pre-project stage; they are the key decision makers and are accountable for the project’s success.

Senior Supplier is responsible for the quality of products delivered by the suppliers.

Through its Project Assurance role, the Project Board is responsible for monitoring all aspects of the project’s performance and products, independent from the Project Manager. They are accountable for Project Assurance actions. They are responsible to agree to potential changes before it is implemented through Change Authority. They can also delegate this authority to Project Manager or Change Authority platforms.

Executives are responsible for Business Assurance, Senior User is responsible for User Assurance, and Senior Supplier is responsible for Supplier Assurance.

Managing Level

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PARTICIPANT | PRINCE2® PRACTITIONER | ORGANIZATION


My Notes

At the Managing level, the key role is that of Project Manager. Sometimes, when the span of control is too heavy or specific skills are missing, the Project Manager requires the assistance of Project Support and Team Manager roles.

The responsibility of the Project Manager includes:

Day-to-day management of a project if it is delegated by the Project Board. Depending on the workload, they can further delegate these responsibilities to the Project Support and Team Manager roles.

Helping the project support. If required, the Project Manager can delegate some of this work to specific project support roles, such as administrative services, while providing guidance on the use of project management tools and configuration management.

Delivery LevelThe Team Manager and the team are roles at the Delivery level. The Team Manager reports to and takes directions from the Project Manager.

The responsibilities are:

Ensuring production of the products allocated by the Project Manager.

Representing the customer and supplier interests, as they come from the customer and supplier organizations. Usually, the Project Manager comes from the customer’s side. On the other hand, the Team Managers are usually from both the user and supplier sides.

In addition, the Project Manager and Project Board’s decision-making accountabilities cannot be delegated to any other role.

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2.2 COMMUNICATION MANAGEMENT STRATEGYCommunication Management Strategy contains description regarding communication to parties, both internal and external.

2.2.1 COMPOSITION

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Introduction

Communication Procedure

Records

Reporting

Timing of Communication

Roles and Responsibility

Stakeholder Analysis

Information Required

Composition of the Communication Management Strategy

Communication Management Strategy

Composition

The composition is defined in the project’s Communication Management Strategy. It consists of the following description:

Introduction: States the purpose, objectives, and scope. Also, it states who will be responsible for the strategy.

Communication Procedure: Describes the communication method that is to be used. Any variance from the standards should be noted.

Tools and techniques: Lists the tools and techniques that are to be used.

Records: Describes what is required for communication and where it can be stored.

Reporting: Describes reports that are to be produced while communicating. These reports should include their purpose, timing, and the recipient’s name.

Timing of communication: States when communication activities and performance audits of the communication methods are to be undertaken.

Roles and responsibilities: Describes the roles and responsibility for each individual in the project team and also includes the roles of corporate or programme management.

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