GOLDEN CIRCLE

WHY
VISION, MISSION,
GOALS
ELEMENTS OF PRINCE2 BUSINESS CASE - THEME PROJECT PRODUCT DESCRIPTIONS PROGRESS THEME WHY AGILE? GUIDANCE TAILOR
SCRUM FRAMEWORK
MoScoW

PRODUCT BASED PLANNING TECHNIQUE (PBPT) PROJECT PRODUCT DESCRIPTION (PPD) PRODUCT DESCRIPTION (PD)
Attitude, Behavior,
CONTENTS RECAP BUSINESS CASE PROGRESS THEME
PRINCIPLES Culture, Good ROLES ARTIFACTS MEETINGS TIMEBOXING
HOW WAYS OF WORKING Practices

PPD
PROJECT PRODUCT CUSTOMER MONITOR AND 2 TYPES OF PROJECT CONTROLS
COST BENEFIT DESCRIPTION HIGH LEVEL QUALITY GOVERNANCE
EXECUTIVE BUSINESS CASE Viable, Worthwhile, QUALITY CONTROL
CBA CONFIDENTIAL REQUIREMENTS  COMPONENTS
SUMMARY ANALYSIS (BC) Benefit EXPECTATIONS
PRODUCT
PRODUCT OWNER CUSTOMER FACE USER STORY RELEASE PLANNING MUST HAVE
PRODUCTS/
THEMES Focus Areas TIME DRIVEN CONTROL (TDC) SCRUM XP
BACKLOG
WHAT
SERVICES PRODUCT
PBS BREAKDOWN REVOLVE AROUND
OUTLINE BUSINESS ACCEPTANCE TOLERANCES STATUS OR
OBC BENEFIT REVIEW STRUCTURE QUALITY CRITERIA ALL THE ASPECTS
REASONS CASE BENEFIT PURPOSE CRITERIA PROGRESS
MANAGEMENT 
REPORTING /
PROCESSES Activities, Task UPDATES SCRUM MASTER FACILITATOR SPRINT BACKLOG SPRINT PLANNING SHOULD HAVE
KANBAN DSDM
PRODUCT
PD
ACTIVITIES DBC
DETAILED BUSINESS BENEFIT REVIEW DESCRIPTION COMPOSITION IN-SCOPE OF WORK QUALITY METHODS 3 TYPES OF TOLERANCES PROGRESS REPORT
BUSINESS OPTIONS CASE SENT BY TEAM CHECKPOINT
Tailoring, use PLAN
PROJECT MANAGER TO THE REPORT DEVELOPMENT BURN-DOWN
different tools, stage, SELF ORGANIZING VELOCITY DAILY SCRUM COULD HAVE
ENVIRONMENT CUSTOMER OR PROJECT MANAGER TEAM CHARTS
methodologies  LEAN FDD
BAU - BUSINESS AS OPERATIONAL PROJECT LEVEL CORPORATE TO
USUAL TASK PFD PRODUCT FLOW TOLERANCE THE PROJECT
UPDATED BUSINESS BENEFITS QUALITY
EXPECTED UPDATED Scope of What to When to DIAGRAM EXCLUSION OUT OF SCOPE BOARD (PB) PROGRESS REPORT
CASE MANAGEMENT TOLERANCES
BENEFITS Measure Measure? Measure?  SENT BY PROJECT
APPROACH (BMA) HIGHLIGHT REPORT MINIMUM VIABLE
MANAGER TO THE SPRINT REVIEW WON'T HAVE
PROJECT BOARD PROJECT BOARD PRODUCT (MVP)
CRYSTAL
CHANGES TRIGGER: PESTLE PROCESSES STAGE LEVEL (PB) TO THE
PRINCIPLES THEMES EXPECTED DIS-
BENEFITS
How to Who will PRODUCT BREAKDOWN STRUCTURE (PBS) DEVELOPMENT
SKILLS / CAPABILITY PRODUCT FLOW DIAGRAM (PFD)
TOLERANCE PROJECT MANAGER
BMA MANAGEMENT Baselines? SKILLS REQUIRED (PM)
BENEFITS APPROACH  Measure? Measure?
Verify that the SPRINT
SU Starting Up A Project project is worthwhile EVENT DRIVEN CONTROL (EDC) RETROSPECTIVE
Continued business Why?, Benefits, BC - BUSINESS WORK PACKAGE PROJECT MANAGER AGILE ITERATIVE INCREMENTAL
CHARACTERISTICS CBJ Why? Benefits and viable VISUALIZATION OF HOW THE PROJECT
PROJECTS justification Viable, Worthwhile? CASE DECOMPOSING IS PLANNED FROM (WP) LEVEL (PM) TO THE TEAM
OF A PROJECT PRODUCT PROJECT LEVEL SEQUENCING
QUALITY STANDARDS STARTING TO END TOLERANCE MANAGER (TM)
TIMESCALES TOLERANCES
Decision making, AS AND WHEN
commits to
DP Directing A Project MINDSET FASTER
Learn from ORG - resources
GROUP OF LFE Repositories  Who? DRR WORK BREAKDOWN
PROGRAM experience ORGANIZATION and expenditure
PROJECTS STRUCTURE ACCEPTANCE
COST METHODS RISK
Sets up a firm foundation MANAGE BY RISK RISK REGISTER
PRINCIPLE OCCURRENCES
(controlled EXCEPTIONS
IP Initiating A Project environment) for the QUALITY
Defined roles and
BIG PICTURE OF AN DRR Stakeholders QUALITY What? FOP project
PORTFOLIO responsibilities ACTIVITIES SCOPE
ORGANIZATION ACCEPTANCE
INVESTMENT
RESPONSIBILITIES ISSUE REGISTER /
APPRAISAL
Managing Stage
Preparation for COMMUNICATION MANAGEMENT APPROACH ISSUES ISSUE HANDLING
REPORT
management review
MSB WATERFALL
How?, How much?, Boundaries including stage
MBS Manage by stages Boundaries, Stages PLANS Estimates, MBS planning
When? TO WHOM WILL IT
WHAT TO WHO WILL
TRIGGERS MAJOR RISKS COMMUNICATE? COMMUNICATE?
BE
Day to day COMMUNICATED? EXCEPTION EXCEPTION EXCEPTION REPORT
Political,
Economical,
Social, MBE
Manage by
exception
Delegation,
Tolerances
RISK What if? Uncertain
CS Controlling A Stage
management of the
work,
issues and risk
PLANS - THEME
PESTEL Technological, HOW WILL IT BE FORMAT /
Environmental & ESTIMATION
COMMUNICATED? TEMPLATE?
Legal Product creation, PLANS THEME ES END STAGE END STAGE REPORT
Managing Product
MPD delivery and
Quality-centric Delivery
FOP Focus on products CHANGE What’s the impact? Issues Management acceptance
approach to planning
NO OF
TOOLS TECHNIQUES METHODS
STAGES END PROJECT
Final delivery,
CHARACTERISTICS OF A PROJECT acceptance and
EP END PROJECT
REPORT
 size, Where are we now? CP Closing A Project
Tailor to suit the Monitor & Control, project
TAILORING complexity, PROGRESS Where are we going?
project MBE evaluation APPLY PRODUCT
importance, risk Should we carry on?
Temporary / Start & PBPT BASED PLANNING
TEMP
End date TECHNIQUE

UNIQUE STAGES ORGANIZATION - THEME WBS

WORK BREAKDOWN
STRUCTURE
ACTIVITY
FLOW
DECOMPOSE
TYPE OF PLA...
PRE-PROJECT ORGANIZATION THEME PROJECT BOARD (PB) TAILORING - PROJECT TEAM
RISK - THEME Risk Management Procedure
QUALITY - THEME
ESTIMATED
UNCERTAIN RISK ESTIMATE RESOURCES & PROJECT PLAN
COST
Accountable for PROJECT BOARD A MINIMUM OF 2 IDENTIFY ASSESS PLAN IMPLEMENT COMMUNICATE APPROACH PRODUCTS
DRR - Defined Roles Who should What is (PB) MEMBERS
EXECUTIVE Sponsors, Cost, Risk,
INITIATION STAGE and Responsibilities do what? expected?
Budget
CROSS
QUALITY THEME ESTIMATIONS OF GANTT RISK CAUSE ESTIMATE EVALUATE PRIMARY RISKS
RISK RESPONSE
STAGE PLAN (PLAN) Checkpoint report PROCESSES RISK REGISTER
FUNCTIONAL (C/F) TIMESCALES CHART
Products, Scope, PROJECT MANAGER ONE
QUALITY ROLES &
SDS - SUBSEQUENT 3 PRIMARY STAKEHOLDERS SENIOR USERS Quality, Acceptance (PM) PERSON QUALITY USE OF 
RESPONSIBILITIES
DELIVERY STAGES criteria, Benefits
RISK EXPOSURE / RISK OWNER
APPROACH TO STAGE 1: RISK EVENT probability
PROBABILITY SECONDARY RISKS
CHANGE TEAM PLAN RISK THRESHOLD (ACCOUNTABLE) Checkpoint report PROCEDURES
PLAN INITIATIONS
BUSINESS
Resources, Quality,
PM TM
SPONSORS
DECISION
FDS - FINAL SENIOR SUPPLIERS SLA. Technical  PLANNING PPD PRESENTER
DELIVERY STAGE intergrity
STAGE 2: RISK ACTIONEE
PM PS ESTIMATION OF ESTIMATION OF SUBSEQUENT INITIATION STAGE RISK EFFECT IMPACT RISK APPETITE RESIDUAL RISKS (RESPONSIBLE)
SCOPE Highlight report TECHNIQUES
RESOURSES SCHEDULE DELIVERY STAGE PLAN
ASPECTS OF A PROJECT USER
CUSTOMER OR (SDS)
CONSUMER
TM PS CONTROL PD REVIEWER
PROJECT MANAGER (PM)
STAGE 3: FINAL THREATS  PROXIMITY RISK TOLLERANCE
SCOPE ESTIMATION OF PREPARATION OF
DELIVERY STAGE EXCEPTION PLAN End stage reports STANDARDS
COST PROJECT COST
PM PB (FDS)
SUPPLIERS SUPPLIERS - SKILLS ( REFER ) QUALITY
ASSURANCE MANAGEMENT ADMINSTRATOR
APPROACH (QMA)

TIME TIMESCALES PM TM PA OPPORTUNITIES

End project report RESPONSIBILITIES

3 LEVELS OF MANAGEMENT PROJECT TEAM QUALITY REGISTER

QA (QR)
CHAIR
PROJECT = DELEGATE
ASSURANCE (PA) AUTHORITIES 
PROJECT BOARD, PROJECT SUPPORT PB Exception report
RISKS DIRECTING Documentation
AUTHORIZATIONS (PS)

CHANGE PM (DELEGATING A
AUTHORITY (CA) BUDGET)
Business, User,
PROJECT PROJECT
COST MANAGING Supplier, Confidence
MANAGERS ASSURANCE (PA)

PROCESS FLOW DIAGRAM

to the Board, SME

QUALITY DELIVERING
TEAM MANAGERS CHANGE
Go / No-Go
CHANGE - THEME
(TM) AUTHORITY (CA)

ISSUE / CHANGE CONTROL APPROACH PRODUCTS

RESULTS,
BENEFITS
OUTCOMES, VALUE 3 TYPES OF CONTROL
MANAGEMENT
PROCESSES PRODUCTS
REQUEST FOR
CHANGE
PRINCE2 Process Flow Diagram - Four Levels of Management Project Team Structure
PROJECT MANAGEMENT
ISSUE REGISTER
PROCEDURES
OFF
PLAN SPECIFICATIONS

ISSUE REPORT
TECHNIQUES
PROBLEM /
DELEGATE CONCERN

SPECIALIST
STANDARDS PRODUCTS

MONITOR
CHANGE CONTROL PROCEDURE
CONFIGURATION
RESPONSIBILITIES ITEM RECORD

CONTROL CAPTURE Capturing Issues

PRODUCT STATUS
ACCOUNT

ASSESS Assessing Issues

PROJECT MANAGER (PM)
LEVEL OF AUTHORITY
ROLE SHOULD NOT Proposing Corrective
VITAL ROLE PROPOSE
BE SHARED Actions
PROJECT MANAGER

PROJECT
Deciding on
MANAGEMENT DOMAIN SKILLS DECIDE
Corrective Actions
SKILLS CHANGE
AUTHORITY

BUSINESS DAY TO DAY Implementing

IMPLEMENT
ACCUMEN MANAGEMENT Corrective Actions
PROJECT BOARD

RUNS PROJECT ON MANAGES TEAM

BEHALF OF MANAGERS AND
PROJECT BOARD PROJECT SUPPORT

NORMALLY FROM
CUSTOMER MANAGING
ENVIRONMENT