PRINCE2® OVERVIEW

PRINCE2® is a project management method designed to be adaptable and scaleable for all types and size of projects. The method can be tailored to reflect the organisation's existing standards and business.

The PRINCE2® project management method is now a de-facto standard in the UK. Widely adopted by the public sector in the UK and more recently adopted by private sector organisations in the UK, Europe, and South Africa. PRINCE2® is a flexible, structured method for effective project management. PRINCE2® seeks to overcome the problems which lead to failure on many projects. PRINCE2® is free to use.
The process based approach of PRINCE2® acts as a guide through a set of activities to achieve the desired outcomes.

PRINCE2® seven processes as follows:

• Starting Up a Project (SU)
• Initiating a Project (IP)
• Directing a Project (DP)
• Controlling a Stage (CS)
• Managing Product Delivery (MP)
• Managing a Stage Boundary (SB)
• Closing a Project (CP)

Starting up a project (SU)

In this process the project team is appointed and a project brief (describing, in outline, what the project is attempting to achieve and the business justification for doing so) is prepared. In addition the overall approach to be taken is decided and the next stage of the project is planned. Once this work is done, the project board is asked to authorize the next stage, that of initiating the project.

Directing a project (DP)

These sub-processes dictate how the Project Board should control the overall project. As mentioned above, the project board can authorize an initiation stage and can also authorize a project. Directing a Project also dictates how the project board should authorize a stage plan, including any stage plan that replaces an existing stage plan due to slippage or other unforeseen circumstances. Also covered is the way in which the board can give ad hoc direction to a project and the way in which a project should be closed down.

Controlling a stage (CS)

PRINCE2® suggests that projects should be broken down into stages and these sub-processes dictate how each individual stage should be controlled. Most fundamentally this includes the way in which work packages are authorized and received. It also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A means for capturing and assessing project issues is suggested together with the way in which corrective action should be taken. It also lays down the method by which certain project issues should be escalated to the project board.

Managing product delivery (MP)

This process consists of three sub-processes and these cover the way in which a work package should be accepted, executed and delivered.

Managing stage boundaries (SB)

The Controlling a Stage process dictates what should be done within a stage, Managing Stage Boundaries (SB) dictates what should be done towards the end of a stage. Most obviously, the next stage should be planned and the overall project plan, risk log and business case amended as necessary. The process also covers what should be done for a stage that has gone outside its tolerance levels. Finally, the process dictates how the end of the stage should be reported.

Closing a project (CP)

This covers the things that should be done at the end of a project. The project should be formally de-commissioned (and resources freed up for allocation to other activities), follow on actions should be identified and the project itself be formally evaluated.

Components

PRINCE2® has a number of components as follows:

• Business Case – The justification behind the project.
• Organisation – The way in which the personnel involved in the project are structured.
• Plans – Documents describing what the project should accomplish, how the work should be carried out, when it should be carried out and by whom.
• Progress – The way in which the project manager and project board should exercise control over the project.
• Management of Risk – The way in which the project should approach and manage risk.
• Quality in a Project Environment – The way in which the project should ensure that a quality product is delivered.
• Change Control – The way in which the project manages any changes to specification or scope of its products & the way in which the project's products are identified and tracked.

Techniques

• Product Based Planning
•Change Control
•Quality Reviews