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Environment.: External conditions or settings that could affect outcomes.How PRINCE2 works

These categories offer teams a structured approach to explore potential causes.PRINCE2 structures a project into

Custom categoriesstages
While standard categories are useful, organisations often benefit from tailoring categories to their specific needs or industries. Custom categories allow teams to focus on the unique aspects of their problem domain. For instance, a software development team might include categories like , with defined decision points (stage boundaries). The project board authorises the project and each stage, while the project manager controls progress within agreed tolerances and escalates by exception.
user experienceThe
or starting up a project
software architecture process leads to

. Meanwhile, a retail business might focus on initiating a projectcustomer feedback, then delivery cycles through or controlling a stagesupply chain and .managing product deliveryThe flexibility to customise categories ensures that the fishbone diagram remains relevant and effective for any given context. By adapting the diagram to suit their specific needs, organisations can enhance the accuracy and usefulness of their analysis, leading to more targeted and effective solutions.. At the end of each stage, the Enhance your skills with our expert-led coursesmanaging a stage boundary

prepares the next stage plan for project board approval via the directing a project

For a review of the latest edition of the PRINCE2 official guidance manual, read £499 +vatPRINCE2 7th Edition – What’s different? .

Key control ideas used throughout Business case and business justification:Self-paced the project remains viable, desirable and achievable.

BCS International Diploma in Business Analysis self-paced onlineManagement by stages: work is authorised and reviewed stage by stage, using a stage plan.£2,199 +vatManagement by exception:

tolerances are set; exceptions are escalated to the project board. Defined management products: standard reports and registers enable consistent control.

Self-pacedPRINCE2 principles

Fishbone diagram variations and proceduresContinued business justification:Variations of the fishbone diagram keep the business case valid and up to date.

Fishbone diagrams come in several variations, each designed to suit specific analytical needs. These nuanced versions adapt the basic structure to address particular types of problems or sectors. For instance, some organisations may opt for a Learn from experience:

simple fishbone diagram capture lessons and apply them throughout the project.
without predetermined categories. This approach allows teams to define categories that are most relevant to their context, promoting flexibility in analysis.Defined roles and responsibilities:
Other variations may incorporate additional layers of complexity. For example, a ensure clear accountability across the project board and delivery roles.
complex fishbone diagramManage by stages:
might include sub-categories or integrate quantitative data to enhance the depth of analysis. These variations are particularly useful in industries that require detailed scrutiny, such as engineering or pharmaceuticals. By tailoring the diagram to specific needs, teams can ensure a more precise and effective root cause analysis. plan and authorise work in manageable chunks using a stage plan.
Step-by-step procedure for creating a fishbone diagramManage by exception:

Identifying the problem set tolerances and escalate only when they are forecast to be exceeded.The first step in creating a fishbone diagram is to clearly define the Focus on products:

problem statement define, agree and verify outputs and acceptance criteria.

. This should be a concise description of the issue you are trying to address. A well-defined problem statement serves as the ‘head’ of the diagram and guides the entire analysis process.Tailor to suit the project:

Brainstorming causes scale controls to project size, risk and environment.

Once the problem is defined, the next step is to Optional detail: organisations commonly tailor the amount of documentation while keeping decision points, roles, and change control discipline intact.

For a more in-depth description, read brainstorm potential causes

PRINCE2 principles. Encourage team collaboration to gather a wide range of possible factors. Use techniques such as mind mapping or group discussions to ensure all perspectives are considered. This comprehensive list of causes will form the ‘bones’ of your diagram.

.Categorising causesPRINCE2 practicesAfter brainstorming, organise the identified causes into

The relevant categories

7 practices. These categories can be standard ones like Methods, Materials, and Manpower, or custom ones tailored to your specific context. Proper categorisation helps in visualising the problem from different angles and ensures no potential cause is overlooked.

(used to be called themes) describe the project management disciplines that must be addressed continuously. They ensure the project is planned, controlled and aligned to the business case.Analysing and prioritising causes

the project manager assigns work, monitors progress and manages issues.
Managing product delivery:
teams accept work packages and deliver agreed products.
Managing a stage boundary:
report stage results and plan the next stage plan for approval.
Closing a project:
confirm acceptance, review performance and hand over products.
For a more in-depth description, read
PRINCE2 processes
.
PRINCE2 people
PRINCE2 treats success as a people-centred change effort, not just processes.
Outcomes must be embedded in business as usual; leadership and culture drive success.
Change management moves the organisation from current to target state, protecting the investment.
Stakeholder engagement thrives when ecosystem relationships are actively built and maintained.
Co-creation with users improves fit, reduces handover risk, and boosts adoption.
Temporary teams perform best with clear roles, psychological safety, and agreed ways of working for virtual or hybrid delivery.
Delegating knowledge-based decisions near the source supports managing by exception, especially where trust is strong.
For a more about people, read
people in PRINCE2
.
PRINCE2 roles and responsibilities
PRINCE2 separates governance from management. The project board owns key decisions and provides direction, while the project manager manages day to day delivery.
Core governance and delivery roles
Project board:
accountable for success; sets direction; approves the business case and tolerances.
Executive:
chairs the project board and owns the business case.

When time, cost, scope, quality, risk or benefit tolerances are forecast to be exceeded, the project manager escalates to the project board. This supports fast decisions while keeping routine control at the right level.For a more in-depth description, read PRINCE2 roles and responsibilities.PRINCE2 management products

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