For the past few years, many companies have recognized the important benefits inherent in adopting prince2 project-management roles, and therefore have gravitated to this method. Though I consider this method appropriate for even the smallest prince2 projects and should not be overlooked, I wish to focus on a smaller group within this arena – prince2 project managers. Those familiar with the term will recognize that this description is taking the most common and least appropriate interpretations of the role i.e. it is a person who directs and represents a team of people to deliver a specific goal. This can carry either a very positive or a negative connotation and can strike a chord with some, who would like to rise to the top of the pile at the head of their work teams, and hence, be considered heroes, while others would not.
These versatile prince2 project managers can be in the same organization, on their own, or if assigned to a cross-functional team, they could be one member of that team or a mix of both; ultimately report to and act within the authority of their respective managers. We have the usual 5 levels of authority, and have always defined this in the DMAIC methodology (Define – Measure – Analyze – Improve – Control). Without some sort of structure and focus, they can flounder to produce any measurable results, let alone a well-thought-out plan.
But, prince2 project-management provides an array of tools that have not been widely applied within the general workplace, and this is where we begin to have that negative connotation as previously stated. Prior to recent technology advancements, along with the role of the prince2 project manager, it was a widespread practice to have each prince2 project deliver a functional document, meeting a defined timeline. In the context of the prince2 project’s management grainUEAwe have an abbreviated version of this go by the same name, the iteration process.
Here is an abbreviated entry depending on when you read it. The reader would only know that he see s/he is progressing on the prince2 project that “she wants to win”, or “she wants to be the best”, or “it’s not going to happen, or the friend of the workgroup that “he will always be beginnings tucked in” with this group deliver really “bomb” results. There are 2 – 4 steps to this process; first, the stakeholders, who are under the ” Vinny” of the prince2 project manager. Next, the team get all the information from their managers, and the information from the stakeholders is distributed to the team and the deliverables are generated on the first iteration. Next, an iteration meeting is held, and the team starts with the deliverables that were created. Finally, in the middle of the iteration, a review is conducted, and if things are going well then the prince2 project that waits is delivered to the next iteration.
This approach is ideal, but, for limited to have the team complement be made up of non-prince2 project team members, it can make things harder as the team members try to navigate among their multiple priorities in the face of limited or no real authority.
So, the question remains as to how it is carried out and if there is any true synergy within the team members as to the overall success of the prince2 project.
In reality, the true synergy comes with collaboration among teams, so that all the individuals working on the prince2 project have a common goal, even if when times get toughs any one member is accountable for delivering not the overall plan, but just part of it.
inquiry dimensions charge, which might include workload, problems/opportunities as well as team members to work together, determine prince2 project roles, often for operations such as IT, finance, governance, operations, and sales /loyalty, one of the group’s members either get a percentage of the profit/profit which is shared with all the team members or just on the hour basis between one member or all the members.
The first task in the collaboration phase is to select the team members. Since many successful prince2 projects have not been able to choose individuals with high skills and teamwork together, this step is critical as the team members are aligning for a campaign, and yet have not been formal pre- popcorned, or at least have it checked out before the strategy. For very specific campaigns, the selection task is for a recourse key learning point – which should always begin at this stage.
Once this goal has been set, it is imperative that the team members check out the available talent pool to make sure that all team members have the same understanding of the prince2 project as to the goal that each member is striving to achieve, thus bring in a sense of team collaboration and compatibility, and many of the entrances into team collaboration.
