Introduction to Projects IN Controlled Environments

The program is known as Projects IN Controlled Environments Ver. 2. It is among the best and
most recognized project management approaches derived from its predecessor Ver. 1. It was
created in 1989 as a project management strategy to assist the UK's Central Computer and
Telecommunications Agency (CCTA). Much of the ideas and basics of Projects IN Controlled
Environment are derived from the earlier versions. However, compared to Ver. 1, Ver. 2 is more
versatile and can be readily deployed across almost all industries.

Since its inception in 1996, Ver. 2 has undergone many changes and adaptations to match the
current industry dynamics and standards. Any project and environment can quickly adopt this
program as its management strategy. The strategy has been successfully adopted in more than
50 countries. It is designed to benefit both the public and private sectors.

The latest update made to PRojects IN Controlled Environments Ver. 2 was in 2017. In this
update, the program was made more flexible and concise. Many methods also saw
improvements; now, the strategy can easily adapt to different environments, such as projects
with agile approaches, projects involving external suppliers, smaller projects, projects within
programs, etc.

Project Work According to the Program

Those project managers who use PRojects IN Controlled Environments Ver. 2 as their project
management strategy/ must identify whether the task is a project or it is business as usual. In
order to understand the difference between these two, it is important to consult the program and
understand how these terms are defined from their perspective.

How does this Program Define Project?

According to PRojects IN Controlled Environments Ver. 2, a project is a temporary organization
that comprises a group of people known as the project management team. This project
management team executes and complete the project within the defined duration. As per its
method, it is crucial for every member of the project management team to define and justify what
they are doing to complete the project.

According to PRojects IN Controlled Environments Ver. 2, a project is:

"a temporary organization that is created for delivering one or more business products
according to an agreed business case”.

Elements Separating Project from Regular Business

According to PRojects IN Controlled Environments Ver. 2, there are five characteristics that
separate a project from a regular business, or business as usual. These five characteristics are:
Change
 Temporary
Cross-Functional
Unique
Uncertainty

Change
A project brings out a change within an organization. For example, if an organization works on a project
concerning the implementation of AI to filter out suitable candidates, then there will be a change in the
functioning of this organization's HR department.

Temporary

Projects are not destined to keep going forever. They have a starting point and an endpoint. This
endpoint is achieved when the project can deliver the intended and desired changes within the
organization.
Cross-Functional
An ideal project must be cross-functional, i.e. it must have representatives with diverse skill sets.
They should also belong to different departments of the organization. Sometimes, these
representatives are even selected from different organizations.

Although this diversity of perspectives and skills must be well-appreciated, there must be an
alignment amongst these perspectives. Otherwise, the project's completion speed will slow
down and even risk failure.
Unique
A project must always have some extent of uniqueness in it. This uniqueness can range
anywhere from the project of sending the first human being into the space to the installation of
new software in your office. Now, although you might have seen the installation of software
programs earlier as well, this project can be a little different as can involve new people and bring
out change in your organization.
Uncertainty
The last four characteristics induce a lot of uncertainty into a project, and nobody in the
organization can project how things will turn out. Compared to regular business practices or
business, there can be a lot of unforeseen circumstances and risks involved in a project.
Therefore, uncertainty is one of the important elements of a project.

Business as Usual
Any work that is a component of the organization's normal operations is called business as
usual. You can consider the following examples:

Maintenance of data centers

Provision of janitorial services
Running a remote call center

As usual, the operations and works that are part of the business do not bring any significant
organizational changes. They are with no predefined endpoint and involve people with the same
expertise or business area. Business, as usual stems from a project. For example, constructing a
call center for an organization can be considered a project, as it will bring unique organizational
changes. But once the construction of this call center gets completed, and it begins its
operations, it will turn into business as usual. In that case, its normal operations will help and
facilitating the organization's clients and customers.
Certifications in PRojects IN Controlled Environments
Ver. 2
PRojects IN Controlled Environments Ver. 2 certification schemes help project managers to gain
the fundamental and essential knowledge of how the method works and what its implications
can be. Overall, the certification training and certification have two levels:

PRojects IN Controlled Environments Ver. 2 Foundation

It provides theoretical knowledge of planning, managing, and delivering projects. Passing the foundation level is
mandatory to achieve practitioner certification.

PRojects IN Controlled Environments Ver. 2 Practioner

This certification enhances the knowledge gained in PRINCE2 Foundation and enables
project managers to apply the method in a live working environment and curate it according
to the environment's needs.

Careers in Project Management

Careers and jobs in project management can be divided into three categories i.e.

Entry-level jobs.
Mid-career jobs.
Senior-level managers.

Entry-level Jobs
Assistant Project ManagerProject Coordinator
Project Scheduler
They augment project managers in performing administrative and technical tasks. Their primary
responsibilities include designating tasks for their subordinates, connecting the project lead with
other managers, reviewing the implementation of the project, and looking after its correct
execution. Assistant project managers have to perform their daily responsibilities and tasks,
such as resource management, budget monitoring, cross-departmental collaboration, vendor
coordination, etc.
Project Coordinator

A project coordinator ensures the smooth execution of the project. They specialize in making
spreadsheets, graphs, and other reporting tools. They also have core knowledge of budgeting, so
they can make presentations and present them to the project managers. Their other
responsibilities are management of project-related paperwork, reviewing the project proposals,
making project schedules, and looking after new information concerning the project.
Project Scheduler
As their name indicates, project schedulers are assigned the duty to schedule different aspects
of a project and ensure that they achieve their deadlines and objectives per their stakeholders'
expectations. Project schedulers must have a good command of scheduling software to detect
and mitigate any delays. Project schedulers should also know different ways to break a project
into phases. They should also know to prepare and present progress reports of a project.

Careers in Project Management

Mid Career Jobs
Team LeadBusiness Analyst
Project Manager
Resource Manager

A team lead is responsible for designing a structure or the project, motivating the team to work, managing
conflicts, and making decisions by collaborating with the whole team. The role of a Project Team Lead is
different from that of a Project Manager because Team Lads have to create and maintain order and unity
amongst their members.

Business Analyst
Business analysts remain in contact with the project management team and ask them about the
client's requirements. Their basic role is to work as a bridge between the project team and the
client, as they negotiate with project managers to tailor their work according to the specific
needs of the client.
Business analysts also analyze risks, costs and benefits, and tradeoffs for the organization.

Project Manager

The basic duty of a project manager is to plan and execute the projects, such that organizations
can improve their processes, develop new products, and seek other initiatives. Project managers
supervise project coordinators, schedulers, and assistant project managers.
Project managers must have excellent communication skills and they must ensure that all of
their budgets, schedules and project goals are well-aligned.

Resource Manager

Resource managers play their part in completing the project by allocating the best people for the
job. They aid project managers by hiring new employees according to o the dynamics of the
project.

A resource manager also monitors employees' performances closely and has a good grasp of
HR processes, such as benefits, compensations, and employee training. An essential duty of a
resource manager Is to stay aware of local laws and regulations concerning employee
recruitment.

Senior-Level Jobs
Senior Project Manager

The role of a senior project manager is very advanced.

The primary duties of a senior project manager include
developing project plans, overseeing the entire project,
ensuring compliance with deadlines, ensuring
coordination with suppliers and vendors, and hosting
meetings with the project team.

Director of Project Management

The directors of project management are usually at the top of the hierarchy of the project
management team. They oversee the senior project managers and program managers, and tailor
projects according to their organizations' strategies. Directors of project management are also
responsible for establishing coordination amongst internal and external stakeholders of the
project. Moreover, they must also ensure that the projects are completed as per their companies'
guidelines and policies.

Other Certifications in Project Management

Apart from PRojects IN Controlled Environments Ver. 2, some other well-known project
management certifications are:

PMP (Project Management Professional) Certification from PMI: PMP certification from the
Project Management Institute is considered the gold standard in project management.
The requirements for PMP certification are at least 4500 hours of experience in project
management and directing. You should also have 35 hours of project management
education.
PMI-ACP Certification: PMP-ACP certification helps those project managers working in a
change drive environment. Such environments require the delivery of products in a short
time. PMP-ACP certification requires at least 2000 hours of general project management,
1500 hours of agile project experience, and 21 hours of agile training practices.

You can learn more about the PMP examination by enrolling in PMP Project Management -
Fundamental Concepts for Beginners course on Alison.

Other Certifications in Project Management

The Agile Scrum Certification
The following certifications allow you to show your Agile and Scrum experiences:
CSM (Certified Scrum Master)

This certification will enable you to help project teams using scrum to complete the projects
effectively. Its completion requires at least 16 hours of course training from a Certified Scrum
Trainer. Moreover, you must also be able to answer at least 24 answers out of 35 questions in
the online Scrum test.
Certified Scrum Product Owner

The CSPO certification is ideal for those project managers who are well-versed with the needs of
stakeholders and have a product envisioning perspective.
 Certified Scrum Developer

The CSD certification is aimed at software developers. The whole training comprises five days,
and there are two training regimens to choose from. Either

1) You can get 2 days of CSM training with 3 days of CSD technical training (along with coding)

2) A 1-day introduction course on CSD, 3-days of CSD-technical training with coding, and one day
of CSD selective course
Certified Scrum Professional (CSP)

In order to obtain your CSP certification, you must have either CSM,
CSPO, or CSD certifications. Other requirements include:

1) At least 36 months of Scrum or Agile experience, either working as a

team member, ScrumMaster, or product owner in the last 5 years

2) At least 70 SEUs (Scrum Education Units). The 24 SEUs for CSM, 16 SEUs for CSPO, and
24 SEUs for CSD can also make up for the cumulative requirement of 70 SEUs.

The SEUs earned other than CSM, CSPO, and CSD must have been earned in the last 3 years,
while the rest of them can be older.

Bibliography

Hinde, D., 2018. PRojects IN Controlled Environments Ver. 2. 2nd ed.

Indianapolis: Sybex, a Wiley Brand.
Axelos.com. n.d. [online] Available at: [Accessed 4 September 2022].
Malsam, W., 2021. What Is PRojects IN Controlled Environments Ver. ? Principles, Aspects,
Roles & Processes. [online] ProjectManager. Available at: [Accessed 1 September 2022].
Hansen, L., 2022. Best Careers for Project Management Professionals in 2022. [online]
Project-Management.com. Available at: [Accessed 1 September 2022].
Gundavajhala, S., n.d. Best Project Manager Certification Programs: Top 5 PM Certifications.
[online] Master of Project Academy Blog. Available at: [Accessed 2 September 2022].
The Configuration of PRojects IN Controlled
Environments 2
PRojects IN Controlled Environments Ver. 2 is a project management method that focuses on
completing projects by dividing them into various controllable and manageable stages. The
basic configuration of this method can be divided into the following components:

The seven principles of PRojects IN Controlled Environments Ver. 2: They explain the
guidelines to be followed in this program.
The seven themes: Describe the tools to be used in the project.
The seven processes: They provide details for the PRojects IN Controlled Environments
journey, from its beginning to its end.

Aside from these components, management products are also an important component of the
this methodology. There are around 26 management products in this program, and they are
divided into the following three parts:

Baselines.
Records.
Reports.

The Basic Configuration of the Method

The basic of PRojects

IN Controlled
Environments Ver. 2 is
shown as under:

The Seven Principles of the Program

A project not corresponding to these principles is said to be not being managed by this method.
These seven principles are:

Continued Business Justification

During any project, the Business Case serves as the most crucial document. It is required to be updated at every
stage of the project to ensure project viability. A project that does not update its case regularly can get
terminated in the early stages.

Learn from Experience

This principle ensures that each project maintains its lessons

log. All projects must keep referring to their own lesson logs and
those of their previous projects to avoid any mishaps. Unless
these lessons start a change, they are determined as lessons
identified and not as lessons learned.

The Seven Principles of the Program

Manage by Stages

Every project is planned and executed in a stage-by-stage manner. Moving between these stages
means regularly updating the business case, identifying risks, determining the overall plan, and
detailing out the next stage plan in the light of new evidence.

It is unnecessary for every project to incorporate these, even principles, at the same time. In fact,
the application of these processes is determined by scaling the project. This helps project
managers in determining which principles they should apply to their projects and when.

The positive aspect of this scenario is that it can be curated according to the individual needs of
a project. In contrast, the negative aspect of this approach results in a PINO (Program In Name
Only) project.
Manage by Exception

For each project objective, the project has defined tolerances. Through these, the program can
define the limits of the delegated authority.
Focus on Products
Every project emphasizes defining and delivering the products, especially their quality
requirements.

Tailoring to Suit the Project Environment

This method is designed such that it can be tailored according to the

specific needs of a project's environment, its complexity, size,
importance, risk, and capability.

The tailoring of this method according to the project's needs is checked

at every stage after its initiation.

The Seven Themes of PRojects IN

Controlled Environments Ver.
As mentioned before, the seven themes of the program describe the tools to be used in a project.
These seven tools are:

Business case
Organization
Risk
Change

Progress
Quality
Plans

On the following pages, you will learn the important management products (or tools)
corresponding to each of these PRojects IN Controlled Environments Ver. 2 themes.

PRojects IN Controlled Environments ThemesManagement Products

Business Case Benefits management approach, business case, delivering big projects, end-to-
end path and partnerships, experience-based co-design, governance.
Organization Advisory groups, co-design groups, co-design teams, consumers and careers, core
groups, communication management approach, and staff.
Quality Feedback, identifying the best practices, KPIs, quality register, quality management
approach, research and pilots, underpinning values, using Lean method of redesigning, changing
practices, concepts and principles, waste reduction.

The Seven Themes of PRojects IN Controlled

Environments
Plans
Please note that in the first list, the last three steps are done for all the levels of the plan, i.e.
project plan, stage plan, and team plan

List One
1. Goals of care & Plans for care.

2. Standardized education packages.

3. Train the trainer workshops.

4. Value Stream Mapping.

5. Focus Group.

6. Control Trials.

List Two

1. Project Product Description (part of Project Brief and refined in the PID).

2. Product Breakdown Structure (minimum requirement).

3. Product Description.

4. Product Flow Diagram.

5. Identify core values.

6. Problem-Solving using key stakeholders

Themes Management Products

Risk Risk register, risk management approach, risk mitigation.

Change Activities, consumer engagement, change control approach, issue register, publication,
processes, resources, records approval, tool refinement, workforce

Progress

Progress is another theme and has the following three components:

Baselines for project controlling: Project plans, Stage plans, and Team
plans.
Review: Issue register, quality register, risk register, and product status
account.
Reporting: Checkpoint reporting, end-project report, end-stage report, highlight report.

The Seven Processes

The process of PRojects IN Controlled Environments Ver. 2 describes the roadmap of a project
from its beginning to its end. These seven processes are:

Starting a project: It includes the appointment of the project team, along with an executive
and a project manager. The project briefs were also produced during this process.
Starting project: Here, the business case is redefined and Project Initiation Documentation is
assembled.
Directing a project It lists the ways using which the project board oversees a project.
Controlling a stage: It defines the controlling of each individual project stage. It also outlines
the ways using which work packages will be authorized and distributed.
Managing project delivery: Its purpose is to control links between the project manager and
team manager(s) via placing formal requirements on acceptance, execution, and delivery
of the project work.
Managing stage boundaries: It defines the transition from one stage to another.
Closing a project: It is concerned with the formal decommissioning of the project along with
follow-on actions, and evaluation of the benefits gained.

Management Products of PRojects IN Controlled

Environments
Some important examples of management products from the method are:

The Benefits Management Approach: It defines the method and time for measuring the
project's benefits expected by the senior user.
Business Case: It captures financial justification for a project. It works as per the principle
that a project must display continued business justification. According to the program, if
the Business Case becomes non-sensical, the project must either be changed or
stopped.
Checkpoint Report: This report is created by the Team Manager and sent to the Project
Manager regularly to report the status of the Work Package.
Communications Management Approach: It describes methods and frequencies of
communicating with stakeholders while covering the information flow to and from the
stakeholders.
Daily Log: It records informal issues.
Issues Register: It consists of notes regarding change requests, complaints, and problems
sent by the project members.
Lessons Log: It contains the lessons learned that could be useful in future projects.

Bibliography
 Hinde, D., 2018. PRojects IN Controlled Environments Ver. 2 2nd ed. Indianapolis: Sybex a
Wiley Brand.
Axelos.com. n.d. [online] Available at: [Accessed 4 September 2022].

What is Agile?
Agile is basically an iterative approach that is used in project management and software
development. After combining with this program and Agile, it becomes PRojects IN Controlled
Environments-Agile. This dual framework for project management was released back in 2015
and, since then, has been extremely popular.

The Core Components of PRojects IN Controlled Environments-Agile Frameworks

PRojects IN Controlled Environments and Agile themselves form the two main components of
this framework. Below, we take a look at each of their characteristics.
PRojects IN Controlled Environments Ver. 2
Agile

As a process and product-based methodology, PRojects IN Controlled

Environments Ver. 2 offers processes, principles, and themes for executing
and concluding a project. The primary emphasis of this program is on robust
planning and strategic governance to complete a project. Another essential
point to be remembered from reading this program is that it simultaneously emphasizes
strategic-level project management and the project's business justification.
Agile

Compared to the course subject program, Agile takes a more flexible and
iterative approach to project planning and management. Under Agile, large
cross-functional teams work autonomously and provide solutions according
to the ever-changing requirements of the project. The results of the Agile
method are quick, efficient, and in line with the project's designated timeline.

SCRUM and PRojects IN Controlled Environments Ver. 2

The SCRUM Method
Although developed primarily for software and related industries, SCRUM is also widely used
across other industries. It is a derivative of the agile method and is employed by teams when
they are required to work together and collaborate with their customers simultaneously. With
SCRUM's help, teams can define and prioritize their requirements. With SCRUM teams can also
answer the questions such as

What do they have to deliver in the upcoming week, or

How efficient is their current working software

The PRojects IN Controlled Environments Method

Compared to SCRUM, PRojects IN Controlled Environments Ver. 2 enables organizations to keep
hold of their projects better. It guides the crucial stakeholders of the projects by dividing them
into smaller and manageable chunks. With this progra, stakeholders can find answers to various
questions, such as the purpose of doing their current project and the cost-to-benefit ratio of their
current project.

Major Differences between SCRUM and Controlled

Projects
The three common points in which SCRUM and Controlled Projects program differ are:

Predictive and Adaptive Approaches

PRojects IN Controlled Environments Ver. 2 SCRUM

It is a predictive approach, i.e. it is based on SCRUM is an adaptive approach, as it

planning and business goals. changes and curates its course as per the
customers' requirements. As per the SCRUM
method, the development process is
unpredictable.

Self-Organization of Teams
It does not focus on team organization, or the In SCRUM, all the tasks that need to be
methods used by a team for project completed are displayed on a burn-down chart
completion. Instead of focusing on an or a task board. All the members of the team
individual's capabilities, and emphasizes on are then free to choose and select the tasks
their affiliation with a particular team. from these lists according to their own
capabilities.

Major Differences between SCRUM and Controlled

Projects
Response to Changes

PRojects IN Controlled Environments Ver. 2 SCRUM

Features of the final product must not change SCRUM method believes that customer
over the course of the project. requirements can change with time.

If any change is required, then its proposal In SCRUM, there is no filtration process
has to go through a stringent filtration designated to propose and change
process by a change control authority. customers' requirements.

The developers do not cater to any SCRUM developers keep in touch with their
inconsistent demand from their customers. customers and take a more flexible approach
to their needs.
PRojects IN Controlled Environments Ver. 2 and SCRUM have their advantages and
disadvantages, and none of the two project management methodologies provide holistic
coverage. The primary thing to be remembered here is that the controlled projects program
depends on the project manager's role. In contrast, SCRUM members perform according to their
capabilities, and there is almost no central role in the team.

Using SCRUM and Controlled Projects Together

SCRUM and Controlled Projects can be combined and used in different roles. Some examples
are:

Using PRojects IN Controlled Environments V. 2 as a Utility Player

One way of taking advantage of this program is using the required processes only. Therefore,
you can use SCRUM in combination with this program, where you can take some of the
processes from this program, such as Lessons Log or Risk Register. Through this strategy, you
can use your desired processes as per your need.

Using Controlled Projects as a Coach

In this combination, you can restrict the role of SCRUM to Work Package execution and delivery
only. Rest of all the tasks, such as Business Case, and defined responsibilities, etc. can be done
using PRojects IN Controlled Environments Ver. 2.
Combining Project Manager and SCRUM Master
The core difference between a SCRUM Master and a Project Manager is that the former
believes in conducting meetings, where all the team members can reach a mutual consensus.
Comparatively, a Project Manager gives orders to execute the tasks. However, if the Project
Manager can maintain a friendly relationship with his team, then he can transform into a
SCRUM Master. This can be problematic, since Project Managers need reports of tasks from
their team members, while SCRUM Masters don't. In such cases, Project Managers can
delegate the role of SCRUM Masters to someone else from their team.
The Kanban System
The origins of the Kanban system were traced back to the 1940s when it was developed by
Toyota to improve manufacturing efficiency. The scope of Kanban is larger in the sense that it
allows team members to step out of their roles and use their expertise to help those in need.
The Kanban method works on the following six rules:

Visualizing the Work: When team members visualize their work, they can get a better sense
of the project.
Limiting the Work-in-Progress (WIP): Since switching between tasks is time-consuming, the
Kanban system focuses on WIP. This ensures that people only accept doing work when
they are capable of doing so.
Flow Management: After reaching the WIP limit, a bottleneck is created. This is when others
in the Kanban system hustle together to get rid of this bottleneck, even if they lack the
expertise.
Clear Policies: Kanban focuses on creating limits on WIP early in the project. It proposes
solutions to solve these bottlenecks to save time.
Feedback Loop Implementation: Daily meetings and collaboration with customers is an
integral part of the Kanban policy as this helps in getting valuable feedback.
Collaborative Improvement with Experimental Evolution: The Kanban method emphasizes
identifying the bottlenecks and improving them once they are identified. Also, taking a
proactive approach, such as the PDCA cycle, can be helpful in preventing such
bottlenecks in the future.

Using Kanban with Controlled Projects

Like Agile and SCRUM, Kanban can also be combined with PRojects IN Controlled Environments.
Some examples of this combination are:

The WIP limit can be set according to the number of members in the team. For example, if
there are four software developers within a team, they will be assigned only to do those
four tasks.
Project Managers must make clear and explicit policies for a smoother workflow. They
should look forward to implementing the scope and risk management for the task.
Project managers should also set the feedback loop and stay involved within it. They can
communicate with other managers and stakeholders by remaining in the feedback loop.
Also, staying engaged in the feedback loop helps them determine if the project is going
in the right direction.

Combining PRojects IN Controlled Environments with Kanban does not imply that the project
managers must be involved in everything from start to finish. For them, the most important thing
is to stay within the feedback loop crucial for meaningful project management. To learn more
about Kanban, it is recommended to take this course on Alison: The Kanban System - Lean
Scheduling & Management Approach to Just in Time (JIT)

The Lean Startup

Lean startup is a scientific approach that helps with creation and management of startups. It
guides entrepreneurs regarding operations, management, and leadership of their startup
companies so that they can grow rapidly.

Essential Principles of the Lean Method

Elimination of Uncertainties

Most startups begin by acting upon their initial business idea while neglecting the overall
aspect of management. The Lean Startup methodology discourages this and provides startups
with helpful tools with which they can ensure effective management while building and
retaining their customer base.

If you want to understand lean completely, we recommend our learners to take this diploma
course on Alison: Diploma in Lean Manufacturing - Productive Management with Fundamental
Tools
Developing Smartly

The Lean methodology introduces startups to a crucial question i.e. whether or not the product
should be built. According to Lean, a product should only be developed if the business has an
established customer base and it can use it to survive and flourish.

Developing Minimum Viability Products

With Lean, a startup should identify a problem it wants to develop and sell its product as a
solution. Then, it should develop a minimum viable product to check whether or not the product
can solve this problem. If the startup is certain about its product's problem-solving capabilities, it
should start fine-tuning the product. The startup can perform various structural course
corrections throughout this fine-tuning process to improve its product.
Combining Lean with PRojects IN Controlled
Environments

With Lean, a startup can develop a minimum viable product and

present it to its customers, who can then give quick feedback
about the product's capabilities. This approach reduces the time
that would have otherwise been invested in the build-measure and
learn cycle. After combining itself with controlled projects, both
Lean and controlled projects can go hand-in-hand with each other in terms of development.

When combined, Lean can help determine if the project is on the right track. Simultaneously,
controlled projects can help with a continuous evaluation of the Business Case and project
management by dividing it into stages and providing experience-based learning.

If you want to excel more in project management and related fields, then you can try these
courses on Alison

SWOT Analysis - Strategic Planning for Organizations

Balanced Scorecard (BSC) - Strategy Management Framework & its Measures

Fundamentals of Six Sigma (6σ) - Six Sigma White Belt

Bibliography
Good e-Learning. n.d. What is PRojects IN Controlled Environments Agile? Everything you
Need to Know | Good e-Learning. [online] Available at: [Accessed 6 September 2022].
Hinde, D., 2018. PRojects IN Controlled Environments® 2nd ed. Indianapolis: Sybex a Wiley
Brand.

Lesson Summary
Change: A project brings out a change within an organization. For example, if an organization
works on a project concerning the implementation of AI to filter out suitable candidates,
then there will be a change in the functioning of this organization's HR department.
Temporary: Projects are not destined to keep going forever. They have a start point and an
endpoint.
 Cross-Functional: An ideal project must be cross-functional, i.e., it must have representatives
with diverse skill sets. They should also belong to different departments of the
organization.
Unique: A project must always have some extent of uniqueness in it.
Uncertainty: Compared to regular business practices or business, there can be a lot of
unforeseen circumstances and risks involved in a project.

Lesson Summary
The Seven Principles of PRojects IN Controlled Environments Version 2

Continued Business Justification: During any project, the Business Case serves as the most
crucial document. It is required to be updated at every stage of the project to ensure
project viability.
Learn from Experience: This program principle ensures that each project maintains its
lessons log. The lessons obtained from each project are either categorized as lessons
identified or as lessons learned.
Defined Roles and Responsibilities In every project, team members are assigned different
roles. Each individual team member can either share a role or take on multiple roles
simultaneously.
Manage by Stages: Every project is planned and executed in a stage-by-stage manner.
Manage by Exception: For each project objective, the program project has defined
tolerances. Through these, program can define the limits of the delegated authority.

Lesson Summary
The Seven Principles of PRojects IN Controlled Environments Ver. 2

Focus on Products: Every project emphasizes defining and delivering the products, especially
their quality requirements.
Tailoring to Suit the Project Environment: Themethodology is designed such that it can be
tailored according to the specific needs of a project's environment.

Controlled Projects and SCRUM

It is a predictive approach, i.e., it is based on planning and business goals. SCRUM is an

adaptive approach, as it changes and curates its course as per the customers'
requirements.
 It does not focus on team organization or the methods used by a team for project
completion. But in SCRUM, all team members are then free to choose and select the
tasks according to their own capabilities.
In this program, the features of the final product must not change over the course of the
project. However, in SCRUM, customer requirements can change with time.
Any proposed change in the controlled projects has to go through a stringent filtration
process by a change control authority. In contrast, there is no filtration process in
SCRUM.

Lesson Summary
Essential Principles of the Lean Method

Elimination of Uncertainties: The Lean method provides startups with helpful tools with
which they can ensure effective management, and eliminate any uncertainties while
building and keeping their customer base.
Developing Smartly: According to Lean, a product should only be developed if the business
has an established customer base and it can use it to survive and flourish.
Developing Minimum Viability Products: With Lean, a startup should identify a problem it
wants to develop and sell its product as a solution. Then, it should develop a minimum
viable product to check whether the product can solve this problem.