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CS1 Authorising a Work Package

Key
I Input and preceded by O Output and leads to d Draft o Outline s Structure a Approved n Next u Updated r Request c Current p Plan info When progress information is fed to all interested parties.

I CS5, CS7, DP2, DP3, PD, ATP O MP1, uRL, uCIR, uSP/uEP, WP, uIL, uQL, uPC

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CS2 Assessing Progress

I MP2, CS9, CR, QL, WP status, TP O CS5, uSP, uPC, uIL, uCIR

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CS3 Capturing Project Issues

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I PI O CS4, uIL

Crazy Colour Card for PRINCE2 Processes

SU1 Appointing an Executive and a Project Manager

I PMD O SU2, SU4, agreed JD

IP1 Planning Quality

SB1 Planning a Stage

Managing Product Delivery (MP) Marmalade Pot

I DP1, PAP, PBR, QMS, PMTs, JD O IP2, IP5, PQP, QL, CMP

CS4 Examining Project Issues

I CS3, BC, PP, SP O CS5, uIL, uRL

I IP6, CS5, PL, IL, PID, PP, SEN, cSP, PQP O SB2, uPMTs, nSP, uRL, uQL

MP1 Accepting a Work Package

I CS1, PL, WP O MP2,uRL,uTP,uQL,authWP

DP1 Authorising Initiation

IP2 Planning a Project

Managing Stage Boundaries (SB) Sky Blue

Starting up a Project (SU) Sunny-side Up

I SU1, SU5, agreed JD, PMD O SU3, PMTs, dJD

Initiating a Project (IP) Iced Peas

SU3 Appointing a Project Management Team

I SU2, PMTs, dJD O agreed JD

IP3 Refining the Business Case and Risks

I IP2, PAP, PBR O IP6, BC, uPP, uRL

CS6 Reporting Highlights

I CS5, IL, QL, RL, SP, COM, PC, HR, CR O DP4, HR

SB3 Updating a Project Business Case

MP3 Delivering a Work Package

Directing a Project (DP) Dangerously Pink

Controlling a Stage (CS) Chocolate Sauce

SU2 Designing a Project Management Team

I IP1, PL, PAP, PBR, PQP O IP3, IP4, IP5, PP, uRL

CS5 Reviewing Stage Status

I CS2, CS4, BC, CIR, IL, PP, RL, SP, QL, PC, CON O CS1, CS6, CS7, CS8, CP1, SB1, SEN, uDL

SB2 Updating a Project Plan

MP2 Executing a Work Package

I SU6, ISP, PBR, JD, PAP, PMTs, RL O IP, aISP, aPBR, PSN, ATP

I SB1, SB6, cSP, nSP, EP O SB3, SB4, SB5, uIL, EP uPAP, uPQP, uPP, uRL, uSP

I MP1, authorised WP O CS2, MP3, CR, uQL, uTP, completed WP

DP2 Authorising a Project

I IP2, IP6, SB, PID, nSP, ESR, ATPr O CS1, SP, aPID, ATP, info

I SB2, PP O SB4, SB5, uBC, uRL, uIL

I MP2, QL, completed WP O CS9, WP

DP3 Authorising a Stage or Exception Plan

I SB5, BC, ESR, PID, PP, RL, PMTs, nSP/EP, ATPr O CS1, CP, aSP/aEP, ATP, info, TPC

SU4 Preparing a Project Brief

IP4 Setting Up Project Controls

I IP2, PQP O IP6, COM, PCT, uRL, uPP, uJD

CS7 Taking Corrective Action

SU5 Defining a Project Approach

I SU4, RL, PBR O SU2, SU6, PAP

I IP1, IP2, PP O IP6, IL, LLL, uPQP, uCMP

I CS5, DP4, PID, PP, BC, RL, SP O DP4, SB6, CS5, CP, ER, uCIR, uIL, CON, TPC

I SB2, SB3, BC, IL, QL, RL, cSP, nSP/EP O DP3, DP2, ESR, uCIR, uLLL, nSP/EP, uCOM, ATPr

Closing a Project (CP) Crazy Plum

I SU1, PMD O SU5, PBR, CQE, AC, RL, oBC, PMD, DL

I CS5, DP4, PC, SP, Deviation O CS1, DP4, uIL, uRL, uCIR

SB4 Updating the Risk Log

CP1 Decommissioning a Project

I CS5, DP3, DP4, CIR, COM, PID, TPC, IL, CIR, CMP, PSA, PDNr O DP5, PCR, Acceptance, Archive Files

I SB2, SB3, BC, PP, SP, EP O SB5, uRL, uIL

DP4 Giving Ad Hoc Direction

IP5 Setting Up Project Files

CS8 Escalating Project Issues

SB5 Reporting Stage End

I SU, IP, CS, CS6, CS8, SB, CP, COM, ER, HR O CS3, CS8, CP, EPr, PI

CP2 Identifying Followon Actions

IP6 Assembling a PID

SU6 Planning an Initiation Stage

I SU5, PL, PAP, PBR O DP1, dISP, uRL

I IP3, IP4, IP5, BC, PBR, JD, PAP, PMTs, PP, PQP, RL, PCT, COM, PT O DP2, PID, SB1

CS9 Receiving a Completed Work Package

I MP3, aWP, QL O CS2, uCIR, aWP

SB6 Producing an Exception Plan

I CS5, DP3, DP4, BC, IL, RL O DP5, FAR, PPRp

DP5 Confirming Project Closure

CP3 Evaluating a Project

I CIR, IL, LLL, PID, BC, PQP, QL, RL, DL O DP5, EPR, LLR, uPP

I CS8, PL, aER, IL, RL, cSP, EPr, PP, PID, PSA O SB2, EP, uER, uPMTs, uQL

I CP1, CP2, CP3, EPR, LLR, FAR, PPRp, PID, COM, BC, acceptance, PCR O aEPR, aFAR, aLLR, aPPRp, PCN

Planning (PL) Painted Lips

PL1 Designing a Plan
I SU6, IP2, PAP, PQP, PBR/PID, standards O PL2, plan design

PL2 Defining and Analysing Products

I PL1, MP1, SB1, SB2, SB6, PQP, plan design O PL3, PL7, CIR, PC, PBS, PD, PFD

PL3 Identifying Activities and Dependancies

I PL2, PD, PFD, RL O PL4, PL5

PL4 Estimating

I PL3, planning info. O PL5, activity estimates

PL5 Scheduling

I PL3, PL4, activity estimates & dependancies O PL6, schedule

PL6 Analysing Risks

I PL5, planning info O PL7, uRL

PL7 Completing a Plan

I PL2, PL6, plan O uPC, PP/SP/TP/EP

Crazy Colour Card for PRINCE2 Processes

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Scott Spence 2007, published by Crazy Colour. PRINCE2 is a Trade Mark of the Office of Government Commerce Please do not photocopy or reproduce, bulk discounts and poster formats are available. Crazy Colour is a trademark of CC Consulting Ltd.

Terms and Definitions

AC Acceptance Criteria

EPR End Project Report

PBD Project Board PBR Project Brief

Derived from the Project Mandate used to officially start the project.

PQP Project Quality Plan

Details how Customers quality expectations will be met and measured; defines the QMS used.

Produced by the PM for the PBD; reviews project Represents senior management, includes Executive, Senior User and Senior Supplier. achievements against the baselined PID.

Criteria that the final product(s) must meet before ESA End stage assessment the customer will accept them. Formal or informal review by the PBD and PM of Acceptance the ESR to decide if to approve the next stage. Includes customer as well as operational and maintenance acceptance.

PSA Product Status Account

Reports on the status of products e.g. approved.

PSN Project startup notification

From the Project Board, issued in DP1.

ER Exception Report
Explains a forecast deviation beyond tolerance with correction options.

PBS Product Breakdown Structure

Hierarchical view of the products to be delivered.

ATP Authorisation to proceed

The Project Board gives the Project Manager permission to continue the project.

PT Project tolerances
Allocated by corporate/programme management to the Project Board.

PC Product Checklist
Lists products with key delivery dates.

ESR End Stage Report

Produced by the PM for the PBD, reviews actual achievement against the Stage and Project Plans.

BC Business Case
Justification for a project and its continuation, outlining business benefits and savings.

PCN Project closure notification PCR Project closure recommendation

The Project Manager recommends to the Project Board that the project should be closed.

QMS Quality management system QL Quality Log

A record of all planned quality reviews with results.

FAR Follow-on Action Recommendations

Includes pending RFC and operational risks.

Notice from the PBD to end a project and release A set of quality standards and procedures for an organisation. resources.

BL Baseline
Snapshot of a product that remains unchanged/frozen for future reference.

HR Highlight Report
Produced by the PM for PBD reporting the stage's status and progress.

CIR Configuration Item Record

Record of a product's quality, version and owner status; part of configuration management.

PCT Project controls

Project decision points, processes, reports, quality reviews and approvals.

RFC Request for Change

A Project Issue requesting a modification to a product or an approved Product Description.

IL Issue Log
Used to record and track Project Issues.

CMP Configuration Management Plan ISP Initiation Stage Plan

Details how to identify, track, verify and protect a Outlines resources required and steps for the project's products. initiation stage; created using Planning.

PD Product Description
Details a product's purpose, composition, derivation and quality criteria/tolerances.

RL Risk Log
Record of impact, probability, proximity counter measure, status and owner of each risk.

COM Communication Plan

Defines the frequency and means of communication between all interested parties.

JD Job description(s)
Details the responsibilities & roles allocated to member(s) in a project management team.

PFD Product Flow Diagram

Shows the logical sequences and dependencies between products.

SEN Stage end notification

Notification from the Project Manager that the end of a stage is approaching.

CON Concession
Off-Spec accepted by PBD without corrective action.

LLL Lessons Learned Log

Where good and bad points of a project are recorded; basis of a Lessons Learned Report.

PI Project Issue PID Project Initiation Document

Describes a project to Project Plan level and is the basis for PBD approval of the project.

SP Stage Plan Tolerance

Permissible deviation from a plan before raising the deviation with the next higher authority.

CQE Customers quality expectations

The expectations of the customer in terms of reliability, cost, accuracy, performance etc. Used to define Acceptance Criteria.

General comment, Request For Change, new risk Defines when, how, and at what cost a stage is to deliver its products. or Off-Spec about a project or its products.

LLR Lessons Learned Report

Passes on lessons that can be usefully applied to other projects.

CR Checkpoint Report
A work progress report from a Team Manager to the Project Manager.

Off-Spec Off-Specification
Something requested that must be provided by a project but currently is not.

PMD Project Mandate

Forms the terms of reference for the project, is the project's trigger, external to the project.

TP Team Plan
Outlines in detail how a team will deliver their Work Package(s).

DL Daily Log
Records actions of significant events not caught by other documents, i.e. Project Manager's diary.

PAP Project Approach

Defines the type of solution to be developed and its method of creation, e.g. bespoke, off the shelf.

PMT Project management team

Includes the PBD, PM, Team Managers, Project Assurance and project support roles.

TPC Trigger for premature close

Leads to CP, can be invoked at any point during the project by the Project Board.

EA Exception assessment
When the PBD assesses an Exception Plan.

PAS Project Assurance

The Project Board's verification that a project is being managed correctly and that products are of desired quality.

PP Project Plan
Describes how and when a project's objectives are to be achieved and at what cost.

WP Work Package
Work request from the Project Manager to the Team Manager to create products.

EP Exception Plan
Usually follows an Exception Report covering the remaining period of a WP, stage or project.

PPR PostProject Review Plan

Measures whether the benefits of a project's outcomes have been realised.

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Scott Spence 2007, published by Crazy Colour. RRP: UK4.95, ISBN: 1-904782-09-4