| I have been head of the Project Management Office of a financial institution for some time. I am responsible for the organisation and professionalization of projects and programmes. I also take care of the guidance, coaching and training of project managers.
The management of the institution for which I work has chosen PRINCE2® as the standard for project management. We have set up and implemented a comprehensive training course for project managers. In addition to behaviour training, PRINCE2 foundation and practitioner training have also been included.
A great deal of literature is available on PRINCE2. Judging by the number of publications, a new book about PRINCE2 seems redundant. However, this is not the case. The existing books mainly describe the theory behind PRINCE2. The stages, relevant processes and underlying subprocesses are discussed, usually accompanied by the relevant techniques. What I missed in my organisation with the introduction of PRINCE2, was a pragmatic approach to translate formal reports into practice: how could we make PRINCE2 practical? There were indeed reporting criteria, but these criteria were useful enough. Executives either did not read the documents or could not recognize the main ideas. I therefore needed a pragmatic translation trick. Because such a trick did not exist, I created it myself. The approach that I describe in this book has subsequently been successfully applied by my organisation. |
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