PPM1920CL FDN Workbook-Trainer.r5.6 - Demo

2
PRINCE
Version 5.6
PRINCE2
is a Registered Trade Mark of the Ofce of Government Commerce

in the United Kingdom and other countries.
Copyright 2011, ITpreneurs Nederland B. V. All rights reserved.
CC Learning

Workbook with Exams
FOR TRAINER
FOUNDATION
S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6
fouNdatIoN woRkbook wIth Exams

Copyright 2011, ITpreneurs Nederland B.V. All rights reserved.
1

PRINCE2 Foundation workbook
PRINCE2 foundation workbook with exams

This book is sold subject to the condition that it, or any part of it, shall not by way of trade or
otherwise, be sold, lent, re-sold, displayed, advertised or otherwise circulated, without the publishers
prior written consent, in any form of binding, cover or title other than that in which it is published and
without a similar condition including this condition being imposed on the subsequent purchaser(s).

Version 5.6

Copyright 2011 by ITpreneurs Nederland B.V. All rights reserved.
PRINCE2 is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and
other countries
S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t

S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

3
fouNdatIoN woRkbook wIth Exams | tablE of CoNtENts
Table of contents
Introduction ..................................................................................................7
Business Case ............................................................................................. 27
Organisation ............................................................................................... 47
Quality ....................................................................................................... 73
Plans ......................................................................................................... 97
Risk ......................................................................................................... 127
Change .................................................................................................... 153
Progress ................................................................................................... 177
Starting up a Project .................................................................................. 215
Directing a Project ..................................................................................... 225
Initiating a Project ..................................................................................... 235
Controlling a Stage .................................................................................... 245
Managing Product Delivery .......................................................................... 255
Managing a Stage Boundary ........................................................................ 265
Closing a Project ....................................................................................... 275
Self assessment answer key ....................................................................... 283
Themes crossword answer key .................................................................... 285
Processes crossword answer key ................................................................. 287
Foundation examination tips ....................................................................... 289
Foundation Exam Design ............................................................................ 291
Foundation sample examination 1 ................................................................ 307
Foundation sample examination 2 ................................................................ 341
Syllabus ................................................................................................... 371
Notes ....................................................................................................... 401
Feedback Form .......................................................................................... 403
S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6
fouNdatIoN woRkbook wIth Exams

4

Key

Icon Explanation

Exercise demonstrating a specific concept in a real-world environment

A tip to help you understand or use this concept correctly

Warning to ensure that you don't make a common mistake taken from our Lessons Reports!

Information box include a definition or information item useful for that part of the topic

Page reference within the PRINCE2 manual: Managing Successful Projects with PRINCE2 (2009)

Page reference within this workbook: PRINCE2 Foundation workbook with exams

Project Management Team role involved in the mentioned activity

The process(es) wherein the mentioned activity takes place

What management products are created or updated in the mentioned activity
TN: Introduce self, course, each other, course materials, schedule
Exam papers used in this workbook:
PRINCE2:2009-ExamPaper-200-GBP29FExam-100612SamplePaper1
PRINCE2:2009-ExamPaper-201-GBP29FExam-100612SamplePaper2

S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

5
fouNdatIoN woRkbook wIth Exams | sChEdulE

Schedule
Starting daily at 9:00am and 2 hours of homework each night, finishing daily at 17:00.
Day 1

Homework (night before): Read and do exercises indicated as Homework for
processes, organisation, business case
9:00 Introductions
10:00 Principles, themes and processes
12:30 Lunch
13:30 Business Case
15:00 Organisation

Homework: Read and do exercises indicated as Homework for: quality, plans, risk,
change, and progress
Day 2
9:00 Quality and homework review
10:00 Plans
12:30 Lunch
13:30 Risk
15:00 Change
16:00 Progress and Foundation exam tips

Homework: Sample Foundation exams #1 and #2 and read forward about processes.
Day 3
9:00 Review exam #1
10:00 Review exam #2
11:00 Review of themes using processes
12:00 Lunch
13:00 Continue review of themes using processes
15:00 Seated for foundation exam paper (75 questions, 60 minutes, closed book)
16:30 Practitioner exam tips (for those continuing to do the Practitioner exam)

S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t

S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6
fouNdatIoN woRkbook wIth Exams | INtRoduCtIoN

7

Introduction
Projects are an essential part of every organisation, large or small. Projects in many organisations are
delivered in a random, ad hoc way without consistency nor clear objectives. If, when you ask yourself
'why am I doing this project', you cannot clearly articulate the purpose and hoped for outcomes it is
likely that your project has not been run using sound business practises. Some of these projects are
successful, often driven by hero project managers who manage to make a project successful through
determination or luck. PRINCE2 offers a structured method to deliver projects, it cannot guarantee
success but can at least give a standard against which to measure all projects within a given
organisation.
As you attempt to embed PRINCE2 into your organisation consider that project management is an
overhead and should be balanced against the cost of not using it. If you are running a small effort with
a subject matter expert it is likely you will not require PRINCE2. If you are running a large effort, and
interfacing with other people and organisations it may be appropriate to apply PRINCE2. Be careful not
to do more management than project and weigh up the effort taken to create and maintain plans,
registers, reporting etc. for the value that it brings to the project.
PRINCE2 is not the same as business as usual nor programmes, in fact the business as usual interface
to projects is often fraught with tension and challenges, the interface to programmes has its own
challenges.
The performance of a project can be measured in many ways, PRINCE2 proposes 6 performance
measures (time, cost, scope, quality, risk and benefit) but other performance measures may be
appropriate to your project. Some examples include carbon emissions, health outcomes, customer
perception, essential systems/services, moral conduct. PRINCE2 is flexible to allow you to incorporate
these into your own project, for that reason tailoring is a key principle of PRINCE2.
The PRINCE2 method comprises of four integrated elements, these are the principles, themes,
processes and tailoring of the method to match the project environment.
The principles are constants to be found in every PRINCE2 project, and can be applied to each theme
and process. Consider them to be the rules to live by for a project to use PRINCE2. The processes are
the steps to be taken to run a project. The themes are the main aspects of project management that
must be addressed in every project. While the themes and the processes can be scaled and tailored
depending on the project, the principles remain constant. Every time PRINCE2 is used it should be
tailored to the context of the project.

S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

8

Why use PRINCE2?
There are many reasons why implementing PRINCE2 as your structured method of undertaking projects
is a good idea. Here are a few benefits:
embodies established and proven best practice and governance for project management
can be applied to any type of project
is widely recognised and understood, providing a common vocabulary
defines explicit responsibilities to understand each other's roles
has a defined structure of accountability, delegation and authority
has a product focus that clarifies what a project will deliver, by whom and for whom
allows plans to be carefully designed to meet the needs of the different levels of management
is based on management by exception, providing for the efficient use of management time
ensures that participants focus on the viability of the project
ensures stakeholders are represented in planning and decision making
promotes learning improvement within organisations
promotes consistency of work and ability to reuse project assets
is an invaluable diagnostic tool facilitating assurance and assessment of project work.

What is a project?
A project is a temporary organisation that is created for the purpose of delivering one or more business
products according to an agreed Business Case. Quoted from PRINCE2 Crown copyright 2009, reproduced under licence from
OGC.

Projects differ from business as usual and
programmes
Projects differ from business as usual in that they:
instigate change
are temporary
involve cross-functional teams
are unique
have a degree of uncertainty
Projects differ from Programmes in the following ways:
Projects Programmes
Driven by deliverables Driven by vision of end state
S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

9

Finite No pre-defined path
Bounded and scoped deliverables Changes to the business capability
Delivery of product Coordinated outputs delivery, includes projects not
directly delivering benefits
Benefits usually realised after project closure Benefits realised during the programme and afterwards
Shorter timescale Longer timescale

Performance measures
These are the aspects of project performance to be managed by the Project Manager. The performance
measures defined in PRINCE2 are:
Cost, the project must remain affordable as measured against the other performance measures
Timescale, including when the project will start, finish and ultimately deliver benefits
Quality, focused on products this is about ensuring those products are fit for purpose
Scope, changes to plans, deliverables must be controlled to avoid affecting the other performance
measures
Risk, uncertainty or threats and opportunities to the project should be managed
Benefits, defined in the Business Case this is the reason for the project, this is the ultimate goal of
the project and is balanced against the other performance measures of time, cost and risk.
These performance measures are used in the following ways:
A risk is described in terms of what performance measures are expected to be affected
Reports should include details of how performance of the project are progressing
There are tolerances expected for each to enable management by exception
Assessing changes should consider the effect of each change on the performance measures.

S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

10

Management products
Management products are those items created as part of managing the project. They are not
necessarily documents, they are information sets that are used so that certain roles can take action
and/or make decisions. There are three types of management products:
Baseline management products are those that define aspects of the project and, once approved,
are subject to change control, eg, Benefits Review Plan
Records are dynamic management products that maintain information regarding project progress,
eg, Daily Log
Reports are management products providing a snapshot of the status of certain aspects of the
project, eg, Checkpoint Reports.
List of Management Products
Featured management product Document type Example within
this PRINCE2
Foundation
Workbook
Product
Description
Managing
Successful
Projects with
PRINCE2
Benefits Review Plan Baseline p 33 p 235
Business Case Baseline p 31 p 237
Checkpoint Report Report p 187 p 238
Communication Management Strategy Baseline p 52 p 239
Configuration Item Record Record p 162 p 240
Configuration Management Strategy Baseline p 160 p 241
Daily Log Record p 106 p 242
End Project Report Report p 197 p 243
End Stage Report Report p 194 p 244
Exception Report Report p 196 p 245
Highlight Report Report p 189 p 245
Issue Register Record p 164 p 246
Issue Report Report p 165 p 247
Lessons Log Record p 191 p 248
Lessons Report Report p 192 p 249
Plan Baseline p 104 p 250
Product Description Baseline p 83 p 251
Product Status Account Report p 163 p 253
S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

11

Featured management product Document type Example within
this PRINCE2
Foundation
Workbook
Product
Description
Managing
Successful
Projects with
PRINCE2
Project Brief Baseline p 101 p 253
Project Initiation Documentation Baseline p 101 p 254
Project Product Description Baseline p 80 p 256
Quality Management Strategy Baseline p 78 p 257
Quality Register Record p 82 p 258
Risk Management Strategy Baseline p 133 p 259
Risk Register Record p 135 p 260
Work Package Baseline p 184 p 261

Principles
Continued business justification
A requirement for a PRINCE2 project is that: there is a justifiable reason to start it, the justification
remains valid throughout the life of the project and the justification is documented and approved.
This documented justification is the Business Case.
Learn from experience
PRINCE2 project teams learn from previous experience: lessons are sought, recorded and acted
upon throughout the life of the project.
Defined roles and responsibilities
A PRINCE2 project has defined and agreed roles and responsibilities within an organisation structure
that engages the business, user and supplier stakeholder interests.
Manage by stages
A PRINCE2 project is planned, monitored and controlled on a stage-by-stage basis.
Manage by exception
A PRINCE2 project has defined tolerances for each project objective to establish limits of delegated
authority.
Focus on products
A PRINCE2 project focuses on the definition and delivery of products, in particular their quality
requirements.
Tailor to suit the project environment
PRINCE2 is tailored to suit the projects environment, size, complexity, importance, capability and
risk. Refer to table 19.2 on p222 of the PRINCE2 manual for more information about scaling

S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

12

Themes
These are the seven main aspects of project management that must be addressed in every project. Like
the processes, the themes should be tailored to each project.

Business Case
A project must remain justified to ensure continued investment; the Business Case management
product should demonstrate that the project is desirable, achievable and viable. The outline Business
Case is developed in the process Starting up a Project, and then refined in Initiating a Project. The
Business Case is reviewed in Managing a Stage Boundary. The project's benefits are reviewed according
to the Benefits Review Plan both during and after the project.

Organisation
The roles and responsibilities defined in the project make up the organisational structure, and are
created in Starting up a Project. Role descriptions, not job descriptions, are defined to enable flexibility
in the number of individuals required to fulfil a role. The roles include the Project Board as the decision-
making authority tasked with directing the project and looking after the three interests of the project:
Business (Executive), User (Senior User) and Supplier (Senior Supplier). Those on the Project Board
have the option to delegate some of their responsibilities to other roles: Project Assurance to evaluate
performance and products, and Change Authority to authorise requests for change or off-specifications.
The role tasked with managing the project is the Project Manager, who must manage the project on a
day-to-day basis using the Stage Plan as the baseline for progress control. The Team Managers deliver
the products; this role may or may not have been appointed to one or more individuals, if not then the
Team Manager role defaults to the Project Manager. The other role assigned by default to the Project
Manager is Project Support which is an administration function to assist the project team.

Quality
The project is expected to deliver products which are in turn expected to meet certain levels of quality.
There are two main aspects of quality management: planning and control. As part of planning, quality
for the project is described in the customer's quality expectations and defined in the acceptance
criteria. The quality standards that must be met are outlined in the quality management strategy,
which is created in Initiating a Project, and the quality for each product is specified in the Product
Descriptions. Controlling the quality of the products means implementing a quality method and
allocating quality activities, tracked formally in the Quality Register. Quality Assurance is an
independent check on behalf of corporate or programme management that the project is adhering to
the appropriate standards.

Plans
There are three levels of plans, which match the three levels of management. These levels are project,
stage and team. Project and Stage Plans are replaced with an Exception Plan when requested by the
Project Board. The planning procedure follows steps that use product-based planning as a core aspect
of constructing the plan. For this reason product descriptions, product breakdown structures and
product flow diagrams need to be created, in addition to identifying activities, estimates and a
schedule.

Risk
Risks include both opportunities and threats, with associated responses that affect either the impact or
likelihood of the risk. The approach the project takes to risk, including prioritisation and severity scales,
is documented in the Risk Management Strategy created in Initiating a Project. Any risk management
procedure is expected to follow the steps a) identify the context and the risk, b) assess the impact and
evaluate the risk, c) plan the response, d) implement it, all while e) communicating with relevant
stakeholders.

S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

13

Change
Change management includes dealing with issues that could change baselines and configuration
management of products. The procedures to implement change and configuration management are
found in the Configuration Management Strategy. Each issue is dealt with, in the Issue Log or Daily
Log, as either a request for change, off-specification or problem/concern.

Progress
Progress is about comparing what has happened with what was expected to happen. The Project Plan
and Stage Plan are used as the baseline of what was expected to happen, and the current reports and
registers are used to measure the current situation. Tolerances are used to implement management by
exception so escalations are made when necessary, allowing work to be done without
micromanagement. The levels of authority define who assesses what progress at what level. The levels
are corporate or programme management, Project Board (who measure project progress using the
Project Plan and Highlight Reports), Project Manager (who measures team progress using the Stage
Plan and Checkpoint Reports) and Team Manager.

S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

14

Themes crossword

See page 286 for answer key
Across
3. Where quality tolerances will be found
6. Report produced by the Team Manager for the Project Manager
8. The missing risk management step: identify, assess, plan, ______ and communicate
13. The missing Business Case development procedure step: Develop, ______, confirm, verify
17. The document that outlines how to measure the project's benefits
18. The tolerance area found in Product Descriptions
20. The levels of plan are project, ______ and team
21. The role made up of three roles
24. Opportunity risk response
S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

15

26. The process in which the Project Initiation Documentation is created
27. Planning procedure step
28. The two types of risk: threat and ________

Down
1. Quality method that assesses that the finished products are complete and fit for purpose
2. Report produced by the Project Manager for the Project Board
4. The missing issue and change control procedure step: capture, examine, propose, ______ and
implement
5. The missing level: Delivering, Directing and ________
7. The missing role: Senior User, Senior Supplier and ________
9. Which role is responsible for specifying the Business Case benefits?
10. The Executive must justify the project by checking that it is Desirable, ________ and viable
11. Who delivers the work?
12. Records that the product has been verified by a quality review
14. The configuration management procedure step that follows planning
15. The principle supported mainly by the plans theme
16. When a product is forecast not to meet a requirement
19. Where the details about the request for work is documented
22. Characteristic of Project Board members
23. Threat risk response
25. The other interest: Business, Supplier and ________

S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

16

Processes
Like a recipe for a cake, PRINCE2 can be broken down into ingredients and steps. The ingredients are
represented by the themes and the steps are represented by processes. There are 7 processes in
PRINCE2 and within each are activities to carry out the work for each process. Within each process the
activity names are a good descriptor of the main work to be carried out and indicate in many cases the
management product to be created or updated.

Starting up a Project
Corporate or programme management appoint the Executive, who in turn appoints the Project
Manager. These two roles work together to create the Project Brief and Initiation Stage Plan. This work
is done prior to the project starting, hence it is called pre project preparation. The customer's quality
expectations, the Project Product Description and the acceptance criteria, all created in this process,
should be sufficient to justify commitment of further resources by the appointed Project Board.

Directing a Project
This is the work performed by the Project Board, who direct the Project Manager in an ad hoc and
formal manner. Their first activity is to authorise initiation, meaning that they commit resources to plan
the project. Each Stage Plan is approved, as are any Exception Plans where tolerances are threatened
and a new plan is requested. The project is authorised after initiation, based on the Business Case
justifying the project as desirable, achievable and viable. The final activity by the Project Board is
approving the closure of the project, performed after the last stage.

Initiating a Project
For large projects, the Initiating a Project process could use Managing Product Delivery and Controlling a Stage.
Once the Project Board authorises initiation, the Project Manager creates the management strategies
for the project: quality, risk, configuration and communication. These describe how corporate or
programme management standards will be applied in the project, the formality of their application,
tailoring, and relevant procedures to be followed. Using the strategies the project is planned, controls
are specified, and the Business Case is refined. All management products are assembled to constitute
the Project Initiation Documentation, which is required to justify the commitment of resources for the
project and to provide the baseline for the Project Board to measure the project's progress. The next
stage is planned using Managing a Stage Boundary and authorisation for both the project and stage is
sought from the Project Board.

S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

17

The process cog diagram

S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

18

Controlling a Stage
This is where the Project Manager focuses attention once the Project Board has given approval to
commence the stage. This process is about three main things: dealing with issues and risks, reporting
and reviewing, and driving the work performed by the Team Manager(s). Issues and risks are captured
and analysed; if within tolerances then corrective action is taken, if not they are escalated. Monitoring
the stage status ensures that any threats to tolerances are forecast rather than realised. Work to be
performed by the Team Manager(s) is authorised, reviewed and received through Work Packages,
which contain the required Product Descriptions.

Managing Product Delivery
This is the work performed by Team Managers, if there are Team Managers on the project. It involves
accepting, executing and delivering a Work Package's products, and may not use PRINCE2. Although
managed by the Project Manager, it might not be overseen by the Project Manager.

Managing a Stage Boundary
Each stage requires a Stage Plan to be planned by the Project Manager in Managing a Stage Boundary.
Within a stage boundary the previous stage is reviewed and the next stage is planned. The Business
Case and Project Plan are updated. If the Project or Stage Plan is in exception then the plan to be
created is called an Exception Plan, replacing the stage or project in exception from the point of the
exception to the original plan's completion.

Closing a Project
If the Project Board decides to prematurely close the project, or the Project Manager recognises the
project is nearing its planned closure, then the Project Manager hands over any remaining products, the
project is evaluated and it is recommended for closure. The Project Board activity following this process
is authorise project closure.

Process Role(s) responsible
Directing Directing a Project Project Board
Managing

Starting up a Project Project Board / Project Manager / Corporate /
Programme Management
Initiating a Project Project Manager
Controlling a Stage Project Manager
Managing a Stage Boundary Project Manager
Closing a Project Project Manager
Delivering Managing Product Delivery Team Manager

S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

19

PRINCE2 process chart

S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

20

Process activities and management products
The following table provides a summary of the 7 processes, their activities and some of the
management products relevant to that process.
Process Activities Management Products
Starting up a
Project
Appoint the Executive and the Project Manager
Capture previous lessons
Prepare the outline Business Case
Design and appoint the project management team
Select the project approach and assemble the Project
Brief
Plan the initiation stage
Lessons Log
Outline Business Case
Project Brief
Project management team role
descriptions
Project Product Description
Stage Plan
Daily Log
Directing a Project Authorise initiation
Authorise the project
Authorise a Stage or Exception Plan
Give ad hoc direction
Authorise project closure

Initiating a Project Prepare the Risk Management Strategy
Prepare the Quality Management Strategy
Prepare the Configuration Management Strategy
Prepare the Communication Strategy
Set up the project controls
Create the Project Plan
Refine the Business Case
Assemble the Project Initiation Documentation
Benefits Review Plan
Business Case
Communication Management
Strategy
Configuration Item Record
Configuration Management
Strategy
Issue Register
Product Description(s)
Project Initiation Documentation
Project Plan
Quality Management Strategy
Quality Register
Risk Management Strategy
Risk Register
Managing a Stage
Boundary
Plan the next stage
Update the Project Plan
Update the Business Case
Stage Plan
Exception Plan
S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

21

Process Activities Management Products
Report stage end
Produce an Exception Plan
Product Status Account
End Stage Report
Lessons Report
Controlling a Stage Authorise a Work Package
Review Work Package status
Receive completed Work Packages
Review stage status
Report Highlights
Capture and examine issues and risks
Escalate issues and risks
Take corrective action
Highlight Report
Work Package
Managing Product
Delivery
Accept a Work Package
Execute a Work Package
Deliver a Work Package
Checkpoint Report
Issue Report
Product Description
Quality Register
Work Package
Team Plan
Closing a Project Prepare planned closure
Prepare premature closure
Hand over products
Evaluate the project
Recommend project closure
End Project Report
Lessons Report
Follow-on action
recommendations
Product Status Account

S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

22

Processes crossword

See page 287 for answer key
Across
1. If tolerances are threatened, which document is reviewed by the Project Board before
authorising work?
3. What can trigger the Starting up a Project process?
6. How many activities are in the Managing Product Delivery process?
7. What is the missing strategy: Risk, Quality, Communication and ________
9. Which process follows Initiating a Project?
10. Which plan is updated in Closing a Project?
13. Which role is responsible for the Directing a Project process?
15. How many activities are in the Directing a Project process?
16. What optional management product is created in the accept a Work Package activity?
S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

23

18. What is the final deliverable for the Initiating a Project process?
19. What are captured, examined and escalated in Controlling a Stage?
23. Which plan is created in Starting up a Project?
25. The next Stage Plan or what other plan might be created in Managing a Stage Boundary?
26. What is refined in Initiating a Project?
27. Which role is responsible for the Initiating a Project process?
28. Which management product other than the Business Case is updated?

Down
1. How many activities are in the Controlling a Stage process?
2. Which records are updated during execute a Work Package?
4. There are two closure scenarios in a project: planned and ________
5. In Managing Product Delivery, a Work Package is accepted, executed and ________
8. What is used to justify the project?
11. In which management product would you expect to find a request for work to the Team
Manager?
12. In which activity would the Project Board expect to receive the Highlight Report?
14. A report that is created in Managing a Stage Boundary is _____
17. Which role is responsible for the Managing Product Delivery process?
20. How many activities are there in Starting up a Project?
21. After Starting up a Project comes the Directing a Project activity authorise _______
22. Which report is received from the Team Manager?
24. Which role can appoint the Project Manager?

S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

24

Embedding and tailoring
Embedding PRINCE2 is about the adoption of PRINCE2 across an organisation. Tailoring is performed by
the project management team to adapt the method to the context of a specific project. It does not
consist of omitting elements of PRINCE2. Tailoring is about adapting the method to external factors
such as the scale of the project.
Things to consider when:
Embedding: process responsibilities, scaling rules, standards, training & development, tools and
process assurance
Tailoring: adapting the themes, incorporating specific themes, incorporating specific terms, revising
product descriptions of management products.
See Managing Successful Projects with PRINCE2, page 215, for more information about
tailoring.
S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

25

S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

26

Follow-up after your course
After the training course we will email you a questionnaire to help us improve our courses. We will ask
your opinion on the trainers ability to get PRINCE2 concepts across and on the course
materials/content. In addition you will be supplied with a post course summary of PRINCE2 to present
(if you wish) to your senior managers (or we can deliver an executive briefing on your behalf). The aim
of this post course summary of PRINCE2 is to save you time by providing you with a ready-made
summary that you can tailor to match your thoughts about your training course and PRINCE2 in
general. The document outlines the basic PRINCE2 concepts and will hopefully remind you to think of
ITpreneurs when you wish to train staff and implement PRINCE2!

S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

27
fouNdatIoN woRkbook wIth Exams | busINEss CasE

Business Case

Key concepts
The project should
remain desirable,
achievable and viable
There is continual approval of the project's Business Case by the Project Board by
asking: Is the project:
desirable is there a balance between meeting corporate objectives, benefit, cost
and risk? (Executive)
achievable can the project's products provide the benefits? (Senior User)
viable can the project deliver the outputs? (Senior Supplier)

The Senior User is
responsible for
specifying the benefits
upon which the
Business Case is
approved
The Senior User:
is held to account by corporate or programme management for realisation of benefits
ensures that the desired outcomes of the project are specified
ensures that the products deliver the desired outcomes
ensures that the expected benefits are realised
provides actual versus forecast benefits statements.

The development path
is develop, maintain,
verify and confirm.
In PRINCE2:
the Business Case is developed at the beginning of the project,
the Business Case is maintained throughout the life of the project,
the Business Case is verified by the Project Board at each key decision point and
benefits are confirmed throughout the period that the benefits accrue.

S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

28

Introduction
What is a Business Case?
The Business Case presents information used to judge
whether the project is (and remains) desirable, achievable
and viable, and therefore worthwhile investing in.
Since these questions are ongoing, the Business Case is
reviewed and updated regularly.

Beware! Not just initial funding
The Business Case should not only be used to gain initial funding for a project. It should be
actively maintained throughout the life of the project and be continually updated with actual
and forecast costs, risks and benefits.

To ensure investment is allocated to the best projects, it is
important to ascertain:
the benefits to be gained (and when)
the degree of risk
the level of investment required.
Projects should be evaluated on how well they will contribute
to corporate objectives. Such analysis enables one project to
be compared with another so that the organisation can
choose to invest in the best set of projects.

The purpose of the Business
Case theme is to establish
mechanisms to judge whether the
project is (and remains)
desirable, achievable and
viable as a means to support
decision-making in its (continued)
investment.
Quoted from PRINCE2 Crown copyright
2009, reproduced under licence from OGC.
What is a benefit? A measurable
improvement resulting from an
outcome perceived as an
advantage by one or more
stakeholders.
Homework: Identify the reason, expected benefit, major risks and level of
investment in the following scenario you would include in the outline Business
Case.
Over the past 5 years, 3 fatalities have been recorded at the intersection (reason). Research shows that
modifications to traffic flow could have prevented 2 fatalities in the last 5 years (reduction is benefit). Potentially
there could be an increase in congestion (minor risk) causing unforeseen issues on surrounding roadways,
endangering pedestrians (major risk) and light traffic such as bicycles. The cost for this type of modification is
approximately $2 million, taking 6 months (investment) not counting planning permission (major risk)and town
planning work. Recently a public consultation cautiously welcomed the modifications recommended with possible
legal action from local businesses (major risk)about a decrease in business during the project and expected noise
pollution (disbenefit).
S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

29

Continued business justification
It is a PRINCE2 principle that a project must have continued business justification. This business
justification is the reason for the project and is documented in the Business Case.
DAVe - three pillars of justifying a project

The Project Board should be asking:
Desirable: is there a net benefit, acceptable risk and a fit with strategy - Executive Is this a decent
return on investment
Achievable: can the products deliver the benefits? - Senior User Will it help me meet my KPIs/make my
life easier?
Viable: can the project deliver the products? - Senior Supplier Bob the builder: "Can we do it?"
Tip: Ask DAVe!
You can use the name "DAVe" to remember what the Project Board uses to ensure a project
is justified not sure if a project is worthwhile? Just ask DAVe! Desirable, Achievable and
Viable (executive).

Are the following projects likely to pass a DAVe evaluation? If not is it because
they are undesirable, not achievable or not viable?
New software system to increase income by speeding up data entry: The project is on track to delivering on time,
there are no new risks and existing risks have not changed, however we cannot deliver the acceptance criteria
outcome '30% reduction in input time', which will have to be changed as a result. All the products that have been
delivered so far are on time, with one that should be completed in just a little while. The next stage should be easier
than this stage, and if the tolerances are carried over we will have plenty of money. This project is not achievable; as
it cannot deliver an acceptance criteria outcome and therefore it is unlikely to deliver the benefits. Despite the
project being viable (all products outputs can be delivered), this project is not achievable.
New warehouse to store large shipment of ice cream: With little more than four weeks to go for the ice cream
delivery date, the warehouse still needs its roof to be put on and the concrete poured. This was meant to have been
done about eight weeks ago, but due to the weather (a recent heat wave) it has been delayed. The storage capacity
will be sufficient for all the ice cream but there are doubts that the work scheduled for eight weeks ago can be
carried out in the next four weeks. This project is not viable: it has not managed to deliver its outputs, and is
unlikely to complete eight weeks of work in four weeks.
S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

30

Management products
A Benefits Review Plan is used to define how and when the achievement of the project's benefits,
expected by the Senior User, can be measured, both during and after the project. It is used to define
any post-project benefits reviews. Benefits are mostly measured after the project, but can also be
measured during the project. It is also possible for the forecast of benefits to change over time. The
measurement of benefits during and after the project are kept separate, as post-project measurement
is not under the Project Manager's control. Programme or corporate management may undertake post-
project benefits reviews.
See Managing Successful Projects with PRINCE2, Appendix A, page 235, for the Product
Description of a Benefits Review Plan.
See page 33 for an example of a Benefits Review Plan.

Business Case
The Business Case describes the business justification for the project based on expected benefits, costs
and risks.
See Managing Successful Projects using PRINCE2, Appendix A, page 237, for the Product
Description of a Business Case.
See page 31 for an example of a Business Case.

S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

31

Business Case
EarthMovingRUS Business Case
Highlights key points, includes
important benefits and return on
investment.
Executive summary The return on investment from the procurement of 2 new earth movers
would be between 5% and 24%; completed in 6 months; would involve
training new staff; financed by a loan.
Defines reasons for the project
and explains how it will enable the
achievement of corporate
strategies and objectives.
Reasons Existing machinery has 95% capacity usage and each machine is 80%
operational due to the recommended 500 hours between servicing and
any required maintenance. We are aware of 3 tenders about to be
released, including business that means we are two full time earth movers
short. These tenders are expected to coincide with a housing boom in the
next ten years, forecast by the government. These tenders will therefore
ensure that EarthMoversRUS will maintain the corporate targets of a 10%
per annum increase in business.
Analysis and reasoned
recommendation for:
do nothing
do the minimal
do something.
Business options Do something
Purchase two new earth movers chosen option
Hire earth movers as required from local hire firms
Do minimum
Subcontract the work to other earthmoving firms
Do nothing
Do not reply to large tenders to avoid demand, gain business from
other areas or act as subcontractor with existing capacity
Reply to tenders as expected and hope that capacity will be available
at the time
Benefits expressed in measurable
terms. Benefits should be both
qualitative and quantitative. They
should be aligned to corporate or
programme benefits. Tolerances
should be set for each benefit and
for the aggregated benefit.
Expected benefits Capacity will be available to meet increasing business: The past five years
have seen an 11.4% increase in business, each signed contract must
yield an EBIT of 8%; the minimum acceptable increase in business is 10%
pa as defined in the corporate strategy.
Take advantage of the forecast boom: A recent government report says:
due to increased immigration and movement from provincial towns to
cities there is an expected housing shortage of 23,000 homes per month
peaking in five years and decreasing to the historical average of 10,000
by year ten.
Outcomes perceived as negative
by one or more stakeholders.
Expected dis-
benefits
The Operations Manager will incur a wage cost increase, by $150,000
due to requiring more operators and maintenance staff
Timescale of the project will run
and when benefits will be
realised.
Timescale All equipment should be available for use within 6 months.
Benefits will be realised over 10 years.
Summary of:
project costs
ongoing operations and
maintenance costs
funding arrangements.
Costs Cost Value (NZD)
2 x earth movers $ 2,000,000
6 x trained staff (includes cost of staff and loss of
work during training)
$ 200,000
Project management, planning and procurement
activities
$ 100,000
Total $ 2,300,000
Compares overall benefits &
disbenefits to costs.
Investment
appraisal
The return on investment over 10 years will range between 24% and 5%
(best and worst case scenarios).
Best case scenario: 95% capacity usage and 80% operational
Worst case scenario: 65% capacity usage and 80% operational
S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

32

EarthMovingRUS Business Case
Summary of key risks with likely
impact and plans should they
occur.
Major risks
(threats and
opportunities)
Because there is competition in the market place there is a threat that our
proposal to the tender might not be accepted, which would burden us with
costs while reducing the business we deliver.
Because the government report is a prediction of the future there is a
threat that the report is wrong, which would mean that the expected
increase in business may not eventuate.
Because EarthMovingRUS has existing loans there is a threat that the
loan required will not be looked on favourably by the bank, which could
increase the financing costs for all outstanding loans.
Because the new earth movers have larger scoop blades and can deliver
the work in 50% less time there is an opportunity that customers may
request we do more work on the basis that the budgets have already been
allocated, which could mean greater than expected revenue immediately
following the purchase.


Within which section of the Business Case would you find the following?
A rare and endangered bird is on the brink of extinction, poaching has reduced numbers significantly, the plight of
these birds has been taken up by a nature conservation organisation, that is planning a project to save the species
by reducing poaching.
As a consequence of completion of the product "United Nations protected status application" there will be an
increase in poaching. Expected dis-benefits, it is shown that the threat of scarcity means poaches work harder
before the approvals
Do nothing. Business options
From 1200 mating pairs 5 years ago there are now just 200 mating pairs, prices have increased on the black
market as scarcity has increased. Without protection this species does not get included under the various
international agreements and treaties that could reduce the poaching and international trading. Reasons
S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

33


EarthMovingRUS Benefits Review Plan
What benefits are to be
measured.
Scope This Benefits Review Plan is to assess if, after 6 months of operation, the
earth movers are maintaining the capacity usage and operational
percentage above the minimum expected of 65% and 80% respectively,
and that the required 10% increase in business is being achieved.
Who is accountable for benefits. Who is accountable The Operations Director is responsible for ensuring the benefits are met in
this project.
How and when to measure
expected benefits.
How to measure the
benefits
Capacity will be available to meet increasing business: Check that
demand in capacity of the equipment is being met by the availability.
Take advantage of the forecast boom: Use market statistics to verify that
the boom claimed in the report has transpired and that the new earth
movers are being used for these residential jobs.
What resources are needed. Resources required
to fulfil the work
One business analyst part time for two weeks or full time for one week,
managed by the Operations Director.
Baseline measures from which
improvements will be calculated.
Baseline
measurements
Use the financial reports published on the website, gain detailed analysis
from the finance system.
How performance of project's
product will be reviewed.
How performance
measured
Analyse service and maintenance reports and logs to verify lengths of
time spent in the workshop, correspond that with the billable time spent at
clients' sites and use these figures to verify the capacity usage and
operational percentages.


Within which section of the Benefits Review Plan would you find the following?
A rare and endangered bird is on the brink of extinction, poaching has reduced numbers significantly, the plight of
these birds has been taken up by a nature conservation organisation, that is planning a project to save the species
by reducing poaching.
At project start, 20 birds were confiscated in 2009 at the airport, 200 mating pairs have been identified in the
wild. Baseline measurements
The Honourable Wayne Lawson, Minister for the Environment. Who is accountable
S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

34

Business Case development path
In PRINCE2, the Business Case is developed at the beginning of the project, maintained throughout
the life of the project, formally verified by the Project Board at each key decision point and benefits
are confirmed throughout the period that the benefits accrue.

Develop the Business Case
This is the means of getting the right information upon which
decisions can be made.
The development of the Business Case is performed by the
Executive or someone nominated by the Executive, eg, the
Project Manager or a business analyst. The Executive remains
responsible for the drafting, completion and approval of the
Business Case. When the Business Case comes from
programme management it is refined rather than created.
During Starting Up a Project the Business Case is in outline,
during Initiating a Project it is refined.

Tip: Impact analysis?
The Business Case is at the centre of any impact
assessment of risks, issues and changes by asking
the question: how will this risk, issue or change
affect the Business Case and the business
objectives and benefits being sought?
See Managing Successful Projects with PRINCE2, page 23, figure 4.2 The development path
for the Business Case.

Develop

Senior User
Executive and Project Manager
Starting up a Project
Initiating a Project
Directing a Project
Project mandate
Project Plan
Risk Register
S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

35

Maintain the Business Case
To ensure decision-making is well informed, the Business
Case should be updated with actuals and current forecasts for
costs and benefits. Benefits should be maintained by the
Project Manager:
when carrying out an impact assessment of any new or
revised issues or risks
at the end of each stage to determine what costs,
timescales, risks and benefits need to be updated
during the final stage as part of assessing the projects
performance against its requirements and the likelihood
that the outcomes will provide the expected benefits.

Verify the Business Case
The Business Case drives all decision-making by supplying
information to verify that the business objectives and benefits
being sought can be realised and therefore the project
remains justified.
It is the responsibility of the Executive to assure the projects
stakeholders that the project remains desirable, achievable
and viable at all times. The Executive should not rely on end
stage assessments alone to verify the Business Case; Project
Assurance should be used to assist this verification.
The Business Case should be verified by the Project Board:
at the end of the Starting up a Project process to authorise
project initiation
at the end of the Initiating a Project process in order to authorise the project
with an Exception Plan to authorise the revised stage and project continuation
at the end of each stage to authorise the next stage and project continuation.
The investment appraisal in the Business Case verifies to the Project Board that the Business Case
justifies the authorisation or continuation of the project.

Maintain
Project Manager
Controlling a Stage
Issue Register
Risk Register
Issue Report
Stage Plan
Project Plan
Verify
Executive, Project Board & Project
Assurance
Directing a Project
Stage Plan
Project Plan
During the following activities should the Business Case be developed,
maintained, verified or confirmed?
1. Assessing a new risk that has now become an issue. Maintained
2. Receiving notification from the Project Manager that the project is in exception. Verified
3. Executing the Benefits Review Plan after the project. Confirmed
4. Creating the Project Initiation Documentation. Developed
S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

36

Confirm benefits
The Business Case is used to verify a project's desirability
through the benefit, cost and risk exposure, whereas the
Benefits Review Plan confirms the Business Case's benefits
are realised by scheduling a series of reviews both during and
after the project. In particular the Benefits Review Plan
covers:
who is accountable for the expected benefits
how to measure achievement of expected benefits, and
when they can be measured, eg, to measure popularity of
a movie, measure gross sales at the box office
what resources are needed to carry out the review work
baseline measures from which the improvements will be
calculated
how performance of the project product will be reviewed.
Efforts to ensure the successful execution of the Benefits Review Plan include performing project and
post-project benefits reviews (possibly performed by corporate or programme management) to identify
that the benefits have been achieved.

Benefit reviews during and after the project
Although the Executive is usually responsible for ensuring benefits reviews are planned and executed,
this may not always be the case.
For projects in a programme environment, the projects Benefits Review Plan may be produced and
executed by the programme.
A centre of excellence or some form of performance monitoring unit may measure benefits.
Post-project measurement activity responsibilities transfer to corporate or programme management
after the project closes.
During the project, realised benefits should be reported by the Project Manager in the End Stage
Report. Further benefits should be forecast as part of the Managing a Stage Boundary process.
Reviews after the project involve corporate or programme management asking the Senior User to
provide evidence of realised benefits. Benefits reviews that have occurred after product handover will
also review the operational performance of the projects products and identify any risks that went
unidentified that may provide useful lessons for other projects.

Confirm
Executive, Senior User, Project
Manager, Corporate or Programme
Management
After the project
Stage Plan
Project Plan
Provide at least two ways to measure (confirm) the benefits from the
following benefit statements:
1. Reduced costs of six department stores. per store (average), costs per sq m. or per $ earned

2. Increased profitability in a rental management company. per property yield, rental rates, cost savings

3. Improved patient well-being in a hospital. revisit, no. of days per visit, complaints

4. Customers will feel more positive towards our brand. Buy again (repeat), referrals, survey of 5 questions

S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

37

The Benefits Review Plan, if not produced and executed by programme management, is:
created by the Project Manager in the initiation stage
submitted to the Project Board (which may refer to corporate or programme management) when
seeking project authorisation
updated towards the end of each stage with actual benefits achieved and to include remaining
reviews.
Tip: Keep it separate
As the Benefits Review Plan may be managed by the project, corporate or programme
management, PRINCE2 recommends that it is kept separate from the Project Plan and
Stage Plans.

Business Case development within the processes
The outline Business Case is developed in Starting up a Project and further developed to become the
refined Business Case by the end of Initiating a Project. After it has been approved in the Directing a
Project activity authorise the project, all future modifications are considered to be part of maintaining
the Business Case. The Business Case is also maintained when reviewing issues and risks and when the
Project Manager updates it with actual and forecast costs and benefits. Every time the Business Case
undergoes maintenance it should be verified to ensure it remains valid; this is where the desirability of
the project is assessed. The Business Case is confirmed with the execution of the Benefits Review Plan,
which usually occurs after the project has been closed.
Homework: In the following process activities is the Business Case being
developed, maintained, verified or are benefits being confirmed?
1. Select the project approach and assemble the Project Brief Developed
2. Authorise the project Verified
3. Authorise project closure Verified
4. Update the Business Case Maintained
5. Hand over products Verified
6. Review stage status Confirmed
When should the following project's benefits be confirmed - during the project,
after the project, or both during and after the project?
a. A programme has appointed Benefit Managers who create the Business Case for each project and then define the
Benefit Review Plans for each. These are managed centrally. The project is due to develop a new customer
management system; the project does not cover the roll-out of the system to the business. After
b. There is a two year project to implement PRINCE2 in an organisation that manages the customer service enquiries
for large banks. The implementation will be delivered on a department by department basis, the last round of
training and mentoring occurring in the last stage. It is hoped that the project will result in improved customer
satisfaction and more measurable results from projects. During and after
c. The refurbishment of a small office block will be undertaken to improve profitability and rental yield. It is not
expected to be completed for 6 months and will remain vacant until that time. After
d. Training in anger management will be delivered to 300 staff to deal with a higher level of violent workplace
incidents over the past 3 years. The training will be in small groups and focused on a regional office basis. During
and after
S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

38

Business Case contents
The reasons in the Business Case explain why the project is required. The business options provide
sufficient information to judge which option presents value for money and which is more desirable,
achievable and viable. Expected benefits of the chosen option are aligned with objectives and strategy,
mapped to outputs, quantified, expressed in tangible ways and assigned to individuals. Expected dis-
benefits and the timescale for the chosen option are included. Costs should be derived from the Project
Plan and the investment appraisal calculated over the useful life of the project's products. Finally, major
risks should be identified and analysed.
S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

39

Business options
When considering business options consider the following three starting points:
Do nothing
This is the baseline starting point to evaluate all other options (may have negative net effect).
Do the minimum
This is the amount of resources to commit to achieve a result that is satisfactory (minimal benefits).
Do something more
This is more than just the minimum and is determined by the benefits that are possible and
achievable.

Tip: Keep an eye on the business options
The Business Case for the chosen business option should be continually assessed for
desirability, achievability and viability as any changes and/or new risks may make one of
the other options more justifiable.

Three starting points for developing business options

The resource commitment line in the figure is meant to show (roughly) that few net benefits are gained,
doing 'something more' will usually lead to more net benefit: this really is the minimum. The usefulness of
minimum is not suffering from the 'do nothing' option

S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

40

Expected benefits
Whether benefits are financial or non-financial, each benefit claimed should include:
the indicators (outcomes) that will be used to confirm realisation
the baseline values of the indicators
details of how to measure the indicators
estimated dates for when the indicators should be measured
alignment to corporate objectives and strategy
mapping from the project's outputs and outcomes to the benefits (and therefore indicators)
measurements to confirm the realisation of benefits (with tolerance)
assignment of the benefits to specific individuals (individuals in the Senior User role are responsible
for the set of benefits within their respective areas).
The project should not include any products that do not directly or indirectly enable the benefits that
are being sought. Once the benefits are defined, the activities to establish and collect the measures
should be defined in the Benefits Review Plan.
Tip: products -> outcomes -> measurements -> benefits
Mapping products to outcomes and subsequently to benefits aids decision-making in the
planning and control of the project. Such mapping enables decisions to be made based on
the impact of the realisation of the expected benefits, ie, the justification for undertaking
the project.
Tip: Tangible benefits
Wherever possible, benefits should be expressed in tangible ways. The Senior User or
Executive may define many benefits as intangible. It is worth making the effort to think
carefully about intangible benefits to see if they can be expressed in more tangible ways.

Outputs, outcomes and benefits
An output is any of the projects specialist products
(whether tangible or intangible).
An outcome is the result of the change derived from
using the outputs.
A benefit is the measurable improvement resulting from
an outcome that is perceived as an advantage by one or
more stakeholders.
The link from the projects outputs to outcomes and benefits should be clearly identified and made
visible to those involved, otherwise the original purpose of the project can get lost.
What is an outcome? The result
of change, normally affecting real-
world behaviour and/or
circumstances.
What is an output? A specialist
product handed over to a user(s)
S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

41

An output results in an outcome which leads to a benefit

Beware! There is plenty in a name
Projects are often named after the output. This leads to the wrong impression that the
output is the sole purpose of the project's existence. In fact the benefits should be the main
focus. You may wish to consider naming your projects after the main benefit of the project
rather than an output or outcome.
Beware! Results, results, results...
Often people ask to see results, but be sure to find out what this means: outputs, outcomes
or benefits. A supplier's view of a result is a product that the customer "signs off" whereas
the customer's result might be the benefits derived from the output's outcome.

Which of the following are outputs, outcomes or benefits?

Marketing project
Attracted plenty of media and public attention Outcome
A marketing campaign Output
Surge in sales for the product Benefit

New product development project
New product Output
Improved product range Outcome
Additional sales and an increase in profitability Benefit

Education project
Training course Output
12 accredited fishers Outcome
Fishers with improved methods of catching to avoid those fish that help clean the lakes Outcome
Increases in biodiversity and increased fish supplies Benefit
S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

42

Expected dis-benefits
Any project will result in a gain or benefit that justifies its existence. Often a consequence of the project
is to cause dis-benefits to the organisation. These are accepted negative consequences, affecting one or
more stakeholders, of doing the project. Dis-benefits result in undesirable outcomes rather than
unintended results; in fact the dis-benefits could be an indicator that the benefits are being realised.
See Managing Successful Projects with PRINCE2, page 22, figure 4.1, Relationship between
outputs, outcomes and benefits.

Timescale
Corporate and/or programme management will wish to know:
over what period the project costs will be incurred
over what period the cost/benefits analysis will be based
when the organisation can expect to accrue benefits
what the earliest/latest feasible start date is
what the earliest/latest feasible completion date is.
Identifying the timescale requirement for a project can help identify tolerances and timings for benefits
reviews.

A project within a programme
When a project is within a programme the project Business Case will be included in the overall
programme Business Case but will likely be reduced in content. It may comprise just the details of the
budget, a list of benefits (and the benefits tolerance), and an explanation of how the project is
contributing to the programme blueprint. The project's Business Case is likely then to exist already and
be adjusted to match that of the programme. It would be sensible for any confirmation activities that
the project is achieve its benefits to be monitored by the programme.
Homework: Are each of the following a benefit or dis-benefit or both?
1. Increased cost savings as a result of improved efficiency. Benefit
2. The mailing department will do without a lift for the duration of the project. Dis-benefit
3. Once the centralisation is in place there is going to be no need for a human resource manager at each remote
site. Dis-benefit
4. Cost savings will be gained by the customer so that the supplier's bill will be nearly halved. Both a benefit AND
dis-benefit
What are the corresponding dis-benefits for each of the following?
a. Improved cost efficiencies from streamlining job roles. Job losses
b. Increased margin through use of less ingredients in pies. Lower quality
c. More loans through relaxing of a borrower's credit evaluation. Higher default rate
d. Move away from retail to direct customer sales. Fewer sales
S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

43

Responsibilities
Role Responsibilities
Corporate or programme
management
Provide the project mandate and define Business Case development standards.
Hold the Senior User to account for realising the post-project benefits.
Responsible for the Benefits Review Plan after the project.

Executive Responsible for the Business Case: its development and that its benefits represent
value for money, are aligned to corporate objectives and are capable of being
realised.
Responsible for the Benefits Review Plan unless managed by corporate or
programme management.

Senior User Specify then ensure that the project produces products that deliver the desired
outcomes and benefits.
Provide actual versus forecast benefits statement at each benefits review.
Ensure benefits are delivered.

Senior Supplier Responsible for the supplier's Business Case.
Confirm that the products can be delivered within costs and are viable.

Change Authority When evaluating the approval or otherwise of a request for change, off-specification
or problem/concern, the continuing viability of the Business Case must be
considered.

Project Manager Prepare the Business Case on behalf of the Executive, then assess and update it at
the end of each management stage.
Conduct impact analysis of any new or revised issues or risks.
Assess and report on project performance at project closure.

Project Assurance
(Business)
Assist in the development of the Business Case, then verify and monitor it against:
external events and project progress, project finances, Project Plan changes, and the
Benefits Review Plan.
Ensure assessment of the value-for-money solution and that the project fits with
overall programme or corporate strategy.

Project Support The Business Case should have a baseline and therefore be under configuration
management. Project Support should advise the Project Manager of any proposed or
actual changes to products that affect the Business Case.

See Managing Successful Projects with PRINCE2, Appendix C, page 269, for further details
of project management team roles and their associated responsibilities.

S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

44

Business Case and PRINCE2 principles
Principle How the Business Case theme contributes to the principle
Continued business
justification
The Business Case documents the business justification. This justification is based on
whether the project is desirable (the cost/benefit/risk balance), achievable (the products
can supply the benefits), and viable (the project can deliver the products).

Learn from experience Any projects that have attempted to achieve the benefits planned for should be
referenced when developing the Business Case. As benefits reviews can be conducted
during the project, any feedback can be incorporated directly into the project.

Defined roles and
responsibilities
The Executive, Project Manager and Senior User are vital roles, necessary to develop,
maintain, verify and confirm benefits in the Business Case.

Manage by stages The Business Case is verified at the end of each stage by the Project Board, through end
stage assessments. The stage ends are also opportunities to confirm that benefits have
been achieved through benefits reviews.

Manage by exception Benefits are allocated tolerances, allowing the Project Manager and Project Board to work
within these boundaries before escalating to the next level of management.

Focus on products As part of verifying that the project is likely to succeed, the Project Board must always
check if the project is desirable, achievable and viable. Achievable is a measure as to
whether the project's products provide the benefits, viable is a measure as to whether
the project can deliver the outputs. It is also recognised in PRINCE2 that outputs, which
lead to outcomes, deliver benefits.

Tailoring Benefits management for larger organisations can be partly managed by programme or
corporate management. The Benefits Review Plan can, for example, be managed outside
the project. Although responsibility for the Business Case lies with the Executive that
does not mean the Executive has to write it. Where resources permit, it may be more
appropriate for the Project Manager to do the actual development with Project Assurance
guidance.

See Managing Successful Projects with PRINCE2, page 11, for more information about the
PRINCE2 principles.

S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t
2
PRINCE
Version 5.6

45

Self assessment
1. The Business Case presents information used to judge whether the project is (and remains):
a) Viable, desirable and verifiable
b) Desirable, achievable and verifiable
c) Viable, achievable and desirable Correct
d) Viable, achievable and developed

2. Which of the following statements is true?
a) The Business Case benefits are defined by the Executive
b) The Executive oversees the development of the Business Case Correct
c) After the Business Case is verified it must be developed
d) Dis-benefits result in undesirable outcomes

3. Of the following statements for developing the Business Case which is false?
a) The Business Case is created
b) The development is performed by the Executive
c) The outline Business Case provides sufficient information for initial justification
d) Development can occur towards the end of the project if scaling for size Correct

4. One possible corporate or programme management involvement in the Business Case is not:
a) To provide a Business Case for refinement
b) To determine the success of the project outcomes in realising their benefits
c) To approve the Business Case as part of the Project Initiation Documentation Correct
d) To execute the project's post-project Benefits Review Plan
See page 284 for answers
Exercise - In small groups, write a Business Case It is recommended that the following steps are followed:
1) Take delegates through the creation of an outline business case
a) Use the sections in the following order: Reason, Expected Benefits, Business Options, Expected
Disbenefits, Major Risks
b) Try to write up the Reason (problem or solution statement) in advance, and give a verbal background to
the scenario that you want to use. Ensure that the 'do nothing' business option is always proposed
2) Put the class in groups, to get them creating their own business cases
a) Be prepared to give some groups scenarios that they can develop Business cases from.
b) Do not propose projects that are solution-focused otherwise the Business Cases list approaches rather
than business options
3) Ask the groups to present to the rest of the class - so that they can benefit from each other's experiences. Be
careful if the business options groups come up with are solution rather than problem focused, ie, approaches not
business options.
4) Later on the course you could use these scenarios to do risk analysis, project product descriptions and breakdown
structures.
S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t

S
a
m
p
l
e

M
a
t
e
r
i
a
l

-

N
o
t

f
o
r

R
e
p
r
i
n
t

PPM1920CL FDN Workbook-Trainer.r5.6 - Demo

Transféré par

Informations du document

Titre original

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

PPM1920CL FDN Workbook-Trainer.r5.6 - Demo

Transféré par

Droits d'auteur :

Formats disponibles

2

is a Registered Trade Mark of the Ofce of Government Commerce

fouNdatIoN woRkbook wIth Exams

Copyright 2011, ITpreneurs Nederland B.V. All rights reserved.

fouNdatIoN woRkbook wIth Exams

Copyright 2011, ITpreneurs Nederland B.V. All rights reserved.

fouNdatIoN woRkbook wIth Exams | INtRoduCtIoN

fouNdatIoN woRkbook wIth Exams | INtRoduCtIoN

fouNdatIoN woRkbook wIth Exams | INtRoduCtIoN

fouNdatIoN woRkbook wIth Exams | INtRoduCtIoN

fouNdatIoN woRkbook wIth Exams | INtRoduCtIoN

fouNdatIoN woRkbook wIth Exams | INtRoduCtIoN

fouNdatIoN woRkbook wIth Exams | INtRoduCtIoN

fouNdatIoN woRkbook wIth Exams | INtRoduCtIoN

fouNdatIoN woRkbook wIth Exams | INtRoduCtIoN

fouNdatIoN woRkbook wIth Exams | INtRoduCtIoN

fouNdatIoN woRkbook wIth Exams | INtRoduCtIoN

fouNdatIoN woRkbook wIth Exams | INtRoduCtIoN

fouNdatIoN woRkbook wIth Exams | INtRoduCtIoN

fouNdatIoN woRkbook wIth Exams | INtRoduCtIoN

fouNdatIoN woRkbook wIth Exams | INtRoduCtIoN

fouNdatIoN woRkbook wIth Exams | INtRoduCtIoN

fouNdatIoN woRkbook wIth Exams | INtRoduCtIoN

fouNdatIoN woRkbook wIth Exams | INtRoduCtIoN

fouNdatIoN woRkbook wIth Exams | INtRoduCtIoN

fouNdatIoN woRkbook wIth Exams | INtRoduCtIoN

Copyright 2011, ITpreneurs Nederland B.V. All rights reserved.

fouNdatIoN woRkbook wIth Exams | busINEss CasE

Copyright 2011, ITpreneurs Nederland B.V. All rights reserved.

fouNdatIoN woRkbook wIth Exams | busINEss CasE

Copyright 2011, ITpreneurs Nederland B.V. All rights reserved.

fouNdatIoN woRkbook wIth Exams | busINEss CasE

Copyright 2011, ITpreneurs Nederland B.V. All rights reserved.

fouNdatIoN woRkbook wIth Exams | busINEss CasE

Copyright 2011, ITpreneurs Nederland B.V. All rights reserved.

fouNdatIoN woRkbook wIth Exams | busINEss CasE

Copyright 2011, ITpreneurs Nederland B.V. All rights reserved.

fouNdatIoN woRkbook wIth Exams | busINEss CasE

Copyright 2011, ITpreneurs Nederland B.V. All rights reserved.

fouNdatIoN woRkbook wIth Exams | busINEss CasE

Copyright 2011, ITpreneurs Nederland B.V. All rights reserved.

fouNdatIoN woRkbook wIth Exams | busINEss CasE

Copyright 2011, ITpreneurs Nederland B.V. All rights reserved.

fouNdatIoN woRkbook wIth Exams | busINEss CasE

Copyright 2011, ITpreneurs Nederland B.V. All rights reserved.

Vous aimerez peut-être aussi