Organizing PRINCE2 Pre-project
There are some basic principles, strategies if you will, that needs to be nailed down before you start work on any PRINCE2 project.
The very first is the marketing of the project to all interested parties or stakeholders
As with any PRINCE2 project, you will need support and buy-in from a customer base if the project end-product is going to be used and the four benefits obtained
To gain the support, you’ll need to communicate regularly with everyone who will be affected by the project. Key messages for these stakeholders include:
- Why the project is needed, who originated it, and which senior managers are supporting it
- What is the reason behind why should such senior managers buy into this?
You’ll need to talk to users about the things that directly affects them every day, rather than simply talking about the organization
- How will the project benefit the company?
- What are the short and long-term benefits, and how will the results of the project position the company in terms of its customers and competitors?
To carry out some effective marketing campaign, you will need to survey your ‘market’ and find out about the special interests so that you can take that the message to them
Getting PRINCE2 user buy-in
It is not just the Senior User, who has a clearly defined role and the project, there will also be a user community, comprising people who will use the products in their workplace
Their concerns and interests in the project will often be at a micro level as compared to the Senior User, who will look at the usability from a macro level
As an example, if the project is to implement a new IT system, then the Senior User will be concerned that it can process the right amount of information, at the appropriate speed and with the relevant security levels
Other parts of the user community will be looking at what the screens look like, how easy it is to log on, etc.
You will want to be aware of these levels and ensure that throughout the life of the project, you are providing information to all parties. Ease of implementation and overall customer acceptance can often be dependent on how those in the front line perceives the projects products
Departments on the periphery of PRINCE2
Other departments may not be directly affected by the project, but there may be some concern that they might be in future, so take time to address those issues, even if it is only to say that they should not be affected
Communication with support areas
Many support functions within your organisation may wish to be kept informed of project progress so that they have an opportunity to comment on any aspects that may concern them
It is far better to identify them all up front so that they can be brought in at the relevant time
Also, compliance/audit departments may have no direct input to the project, but it is useful to keep them informed and therefore supportive of the project
Their key areas of interest will be the projects interfaces with process is all procedures, and the risk areas that may arise from that
Sources of information
When marketing your project, an excellent source of information is the PRINCE2 Business Case. This can provide a factual place of benefits to relay to interested parties.
Such information can include why the project is important to the company, this staff, and the way in which the departments operate
But this is not just a one-way process. By talking to the wider community, they may point out other benefits arising from the project. Users may identify something that can help them get the job done faster or easier.
This additional information should be added to the PRINCE2 Business Case
The Project Board or also be a valuable source of information for the marketing campaign. Members may be helpful in addressing meetings or speaking up on the half of the project into the wider political environment
However, there is a risk that the way you mark it the project will conflict with the Project Boards expectations of the boundaries of your role. , when you speak directly to those outside the project.
Any confusion on this point should be addressed directly between yourself and the executive of the Project Board very early within the project startup
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