The Essence of Progress Practice
Progress Practice in PRINCE2 7th Edition is all about monitoring and controlling the progress of a project. It ensures that the project remains on track, within scope, and aligned with the business objectives. The 7th Edition emphasizes a more flexible and adaptive approach, recognizing that change is inevitable and should be managed effectively.
The PRINCE2 7th Edition Progress Practice is a comprehensive approach to monitoring and controlling project progress. It emphasizes flexibility, adaptability, and the use of modern tools and techniques.
By setting clear baselines, monitoring progress, reporting transparently, managing issues and risks, and continuously learning, project managers can ensure their projects stay on track and deliver value.
The problem with exception management is that it is easy! You may be looking for something really difficult that’s a unique PRINCE2 concepts, but actually exception management is normal everyday management.
At a stage level, the project board has approved the plan and appointed a project manager to run things on a day-to-day basis.
The project board members now assume everything is going OK and to plan. They have told the project manager to report back to them quickly with an exception report if anything goes significantly off track.
They have specified exactly what “significantly” means too, and those limits, both upper and lower, are the tolerances.
Sometimes these upper and lower limits cause confusion, so you can see why you need to tell the project board quickly if something is cheaper or faster. The reason for the reporting is that the board may need to tell others.
For example, if the stage and then the whole project are going to finish or only, are the business areas may need to be warned so that they can take advantage of it.
Equally, if the stage or perhaps the whole project is going to come in significantly under budget, then the finance director may need to be told the good news so that the money can now be used to fund other initiatives.
Under spends and early delivery are not normally a sensitive as being late or over budget but do note carefully the word “normally” in that statement. Consequently, there tolerance may not be as tight on the lower end of the band.
So, for the stage budget, a projected overspend may be subject to a limit of 5% before it is notified upwards, but the project under spend has to be 15% before it needs to be reported. It is quite normal therefore, four plus and minus tolerances to have different amounts set for them.
With exception management, you need to be particularly clear on the management levels. Tolerances can be set at three levels and is always set by the level above. Those words, “level above” should spring into the mind assumes you see the words “exception management” or “tolerances”.
The tolerance is the limit the level above has set to instruct the level below when to report something. You can set tolerances as delegated authority, because that’s exactly what they are.
To take a stage tolerance as an example again, the project board, the level above, is saying to the project manager, “go away and get on with this stage, and you can do that management within these limits.
If you forecast at any time that you’re going to exceed the limit in either direction, you must come back to us immediately”
To emphasize the “level above” idea, a project tolerance is not set by the project board; you need to be clear about this. Project tolerance is set by corporate or programme management and is an instruction and authority to the project board.
Stage tolerance is set by the project board and passed on to the project manager, while work package tolerance is set by the project manager for the team manager. Similarly, exceptions are notified back up to the level above.
If the team manager detect stellar tolerance is going to be exceeded, they notify the project manager, usually by using an issue as the method for escalation. The team manager doesn’t jump a management level and notify the project board.
If the project goes into exception, the executive of the project board will inform programme or corporate management – the level above the project.
Knowing your time and event-driven controls
Most PRINCE2 controls are event driven; the control kicks in when something happens.
For example, the exception procedure is event-driven and will be initiated if a projection or forecast indicates that a tolerance limit and will be exceeded. The end stage assessment (ESA) is event-driven and happens when the event of end stage occurs.
If the stage is slightly delayed, then a planned ESA will be slightly delayed, and if the stage complete slightly early, then the project board will meet early for the ESA.
There are just three time-driven controls.
Two are the progress reports, which are produced at set intervals. These are the highlight report coming from the project manager to the project board, and the checkpoint report, coming from the team manager to the project manager.
The project manager may choose to hold regular meetings with team managers, and such meetings are the third time driven control.
Key Components of Progress Practice
- Setting Baselines: Establishing baselines is the first step in the Progress Practice. These baselines serve as reference points against which the project’s progress is measured. They include the project plan, budget, and scope.
- Monitoring Progress: Regular monitoring is essential to ensure the project stays on track. This involves tracking the actual progress against the planned progress. The 7th Edition encourages the use of modern tools and techniques for real-time monitoring.
- Reporting: Transparent and timely reporting is crucial. It keeps stakeholders informed about the project’s status, any deviations, and the actions being taken to address them. The new edition highlights the importance of clear and concise reporting.
- Managing Issues and Risks: No project is without its challenges. The Progress Practice includes identifying, assessing, and managing issues and risks that could impact the project’s progress. The 7th Edition places a stronger emphasis on proactive risk management.
- Reviewing and Learning: Continuous improvement is a key theme in the 7th Edition. Regular reviews and learning from past experiences help in refining processes and avoiding repeat mistakes.
Embracing Flexibility and Adaptability
One of the standout features of the PRINCE2 7th Edition is its focus on flexibility and adaptability. The Progress Practice is no exception.
It acknowledges that projects operate in dynamic environments where change is constant. Therefore, it encourages project managers to be flexible in their approach, adapting to changes while maintaining control.
The Role of Technology
In today’s digital age, technology plays a pivotal role in project management. The 7th Edition recognizes this and integrates modern tools and techniques into the Progress Practice. From project management software to real-time data analytics, leveraging technology can significantly enhance the monitoring and control of project progress.
Practical Tips for Implementing Progress Practice
- Set Clear Objectives: Begin with clear and achievable objectives. This provides a solid foundation for measuring progress.
- Use the Right Tools: Invest in reliable project management tools that offer real-time tracking and reporting capabilities.
- Communicate Effectively: Ensure regular and transparent communication with all stakeholders. This builds trust and keeps everyone aligned.
- Be Proactive: Anticipate potential issues and risks. Have contingency plans in place to address them promptly.
- Learn and Improve: After each project phase, conduct reviews to identify lessons learned. Use these insights to improve future projects.
Real-World Applications
To bring the Progress Practice to life, let’s consider a real-world example. Imagine you’re managing a software development project. The initial baseline includes a detailed project plan, budget, and scope.
As the project progresses, you use project management software to monitor tasks, track time, and manage resources. Regular reports are generated and shared with stakeholders, highlighting any deviations from the plan.
During the project, an unexpected technical issue arises. Thanks to proactive risk management, you already have a contingency plan in place. The issue is addressed promptly, minimizing its impact on the project’s progress. After the project is completed, a review is conducted to identify what went well and what could be improved. These insights are then used to refine processes for future projects
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