Implementation of PRINCE2

• Healthchecks
• Capability Maturity Assessment
• Implementation
• Mentoring
• Benefits Management

On a training course, everything seems so logical and straightforward but the following week, back at work, it all seems much more difficult.

The same is true of PRINCE2. On training courses ATOs make it all seem so easy. Yet, in the office it can seem to be impossibly difficult to start using PRINCE2. The seed of that difficulty had been sown long before staff were sent on a training course. Implementing PRINCE2 consists of much more than just staff training.

The difference between a project and day-to-day work will be briefly considered. In this context, routine work will be viewed as a series of processes. These should not be confused with PRINCE2 processes. Although PRINCE2 processes were created precisely to make projects more predictable, more routine.

A model will be described showing how different people have to be managed in different ways. In this way an understanding will be gained of how the support environment has to be put in place, if newly trained staff are to quickly and effectively use PRINCE2.

Projects and Processes
Line organisations have evolved from a process background within cultures that encourage and reward the creation of successful processes. Staff in line organisations will have developed in an environment where the creation and maintenance of processes results in advancement.

When staff move to a project environment, they must adopt a different set of priorities. This transition may be reasonably straightforward for junior and inexperienced staff who are moved to full-time project roles. The situation is much more difficult for senior staff. Firstly, they are likely to have more experience of a process culture and will regard it as a successful way of doing business. Furthermore, they are likely to split their time between a process culture and a project culture.

A variety of aids need to be put in place to assist staff to operate in a project culture.

As they move along this path, they will need different levels of support and direction. Furthermore, the level of support and direction that is given to them will subconsciously communicate to them how the organisation perceives their development.

AFA's approach to client requirements typically involves a cycle of activity:

• Review of current practices
• Implementation of improved processes
• Training to upgrade skills
• Mentoring of individuals with specific roles
• Audit of benefits gained