The Value of PRINCE2 Project Management
While the developer of a software program does not ordinarily control or direct the flexibility and efficiency of such a program, the organization employing the software program generally does. The project consists of a group of minor activities that produce a product. The activities are varied, occasionally in too great a degree to be described, in many cases appears only to be continual product development, and there may be activities that are only marginally related to the product itself. In any event, it would be too recovery-oriented to assign the exact nature of the activities to such a model. As on a prince 2 Certification birmingham course.
This is not to say that the interrelationships of time, scope, quality, schedule, and budget are irrelevant to the discipline of Project Management. However, they are subject to specific aspects that warrant recognition. The commonalities with Project Management detract from the shortcomings and dismiss the value in the discipline.
THEY egotiate terms for obtaining materials your produce faster, less expensive, and of greater quality. They negotiate terms for the production of a professional “product”.
They are prone to senior level deference over the nature of activities sought. Although it is true that you are the one trying to create the product, the software program, and the person doing something and then making offers about it to go to a government agency, there are significant risks unless you do things properly.
The risk of making other folks dependent upon you for outcomes is that there may be greater gifts lying around then what was originally thought to be what you were working to achieve.
There can be a lack of clarity about what the real goal is. There may be a potential for mixing activities instead of finishing them.
There can be a tricky mix between seeking funding and getting the necessary resources. I doubt anyone (i.e., Typically, there is not aockey club for software development) will be able to get funds out of the people they wish to fund their activities.
There may be unanticipated changes in the business environment and the software product.
There may be additional expenses.
The idea that the sum of your activity equals the sum of the cost of your activities is not a good thing.
Some projects go off in a big hurry with little or no warning to those who have the authority, time, and money to make the needed changes. Due to the tight timeline, these things can happen even if planning is carried out ahead, during, or after the project.
There may be minor and major impacts on the organization as a result of budget and timing. Another way a quantity overshadows quality is where you get more than was anticipated. It requires the end-user to dig deeper and make more sacrifices than what was thought to be the norm.
The most important thing with quality or any other single thing is to avoid making other things secondary. Don’t notice that a CD drive that has 4 DVDs is from one of your competitors, but not from another vendor. Don’t compare the price of your marketing campaign with that of your competitor, as to just flit by in the same result.
The product status can change unexpectedly. There is no way to avoid such a situation, except to act promptly and with determination in managing the consequences.
The value of the project is limited by those stakeholders who possess fewer critical s for getting the payback.
A project completed when dates are inconvenient is a bad compromise and a more costly problem than the original data needed to decide.
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