PRINCE2 processes: Free ebookSelect your self-paced training course topic.

PRINCE2 processes is one in a series of four study guides designed to prepare students for attending a PRINCE2 Foundation course. The other three – PRINCE2 principles , Knowledge Train is a Change Management Accredited Training Organization.PRINCE2 practices , and Knowledge Train is an MSP Accredited Training Organization.People – are available to download as ebooks.Knowledge Train is a PRINCE2 Accredited Training Organization.

These articles have all been updated so they are based upon the 7Knowledge Train is an AgilePM Accredited Training Organization.^th edition of PRINCE2Knowledge Train is a PRINCE2 Agile Accredited Training Organization. which was released in 2023. We recommend you read all four articles.

Read on to learn all about the Knowledge Train is a Better Business Cases Accredited Training Organization.seven PRINCE2 processes and prepare yourself for the Knowledge Train is an AgilePM Accredited Training Organization.PRINCE2 Foundation exam .Knowledge Train is a PRINCE2 Agile Accredited Training Organization.

In PRINCE2Knowledge Train is a Lean Six Sigma Accredited Training Organization., a process describes which project management team role is responsible for taking decisions and when. Processes are where the principles and practices of PRINCE2BCS accredited training partner for Business Analysis. are applied. The 7 processes in PRINCE2 are:

• Starting up a projectKnowledge Train is a Change Management Accredited Training Organization.
• Directing a project
• Initiating a projectKnowledge Train is an MSP Accredited Training Organization.
• Controlling a stage
• Managing product deliveryAXELOS Peoplecert accredited training organisation for ITIL (IT Infrastructure Library).
• Managing a stage boundary
• Closing a projectAXELOS Peoplecert accredited training organisation for ITIL (IT Infrastructure Library).

Starting up a projectWHAT YOU WILL GET

PurposeOur courses and workshops include:

The purpose is to ensure the prerequisites for initiation are in place by answering the question: “is the project viable and worthwhile?”Certification exam(s) where applicable

ObjectivesAccredited training course materials

• There is a business justification for initiating the project (documented in an outline Expert, experienced trainers to support youbusiness caseCourse manual where applicable.).
• All the necessary authorities exist for initiating the project.SELF-PACED ONLINE TRAINING COURSES
• Sufficient information is available in the project brief to define and confirm the project scope.Self-paced online training courses (e-learning) include:
• Alternative approaches have been evaluated and the best one agreed.Certification exam(s) where applicable
• Individuals are appointed to work in the initiation stage or perform significant Accredited training course materialsproject management rolesSupport from expert, experienced trainers during the project.Latest educational technology.
• The work required for the initiation stage is planned and documented in a stage plan.
• Time is not wasted initiating a project based on unsound assumptions.BUSINESS SOLUTIONS

The process is concerned with preventing poorly conceived projects from ever being initiated as well as progressing viable projects for approval. The process aims to do the minimum necessary to decide whether it is worthwhile to initiate the project. This process provides just enough information (in the form of a project brief ) to enable the project board to take a decision to initiate the project.TO HELP ORGANISATIONS IMPROVE

TriggerWe offer solutions to help improve team performance including:

The trigger for the project is a Consultancy servicesproject mandateStaff development from the responsible authority that is commissioning the project (the business). It is expected that the Compliance trainingproject mandateApprenticeship training provides the Custom e-Learning developmentterms of reference for the project and sufficient information to at least identify the prospective executive of the project.

What happens?Find out more

This process is a pre-project

Directing a project[email protected]

Purpose

To enable the project board to make key decisions and exercise overall control while delegating day-to-day management of the project to the project manager. In this way, the project board becomes accountable for the project’s success.

Objectives

To ensure that:

• There is authority to initiate the project, deliver the project product, and close the project.
• Appropriate management direction and control are provided during the project.
• The project remains viable.
• The business layer has a connection to the project.United Kingdom
• Plans for realizing the post-project benefits are managed and reviewed.

Trigger

This process starts after the starting up a project process has completed and is triggered by a request to initiate the proje ctSearch.

What happens?

The process is performed by the project board who manage by exception – it monitors via reports and controls through a small number of decision points. There is no need for regular ‘progress meetings’ with the project manager.

The project board acts as a communication interface from the project to the business layer and provides unified direction and guidance to the United Kingdomproject managerAustria. It takes all the ‘big decisions’ about the project to ensure it always remains aligned with the business layer’s strategy.Belgium

The project board should provide a single view, otherwise the project manager may act on wrong priorities which increases the risk of project failure. If a single viewpoint is unavailable, the project executive makes the final decision. This means the project board is not a democracy.Bulgaria

The project board is responsible for project assurance, but the project board members may appoint persons to perform project assurance on their behalf. The project board provides ongoing advice and guidance throughout the project to the project manager.Croatia

This process contains 5 activities:Cyprus

Authorize initiationCzech Republic

Ensures that the project investment is worthwhile and informs all stakeholders and the impacted sites that the project is being initiated. It does this by approving the Denmarkproject briefEstonia, and Finlandinitiation stage planFrance.Germany

Authorize the projectGreece

Approves the Irelandproject initiation documentation (PID)Italy if the firm foundations for the project are in place. Notifies the business and other interested parties that the project has been authorized.Latvia

Give ongoing directionLithuania

Reviews LuxemburghighlightMalta, NetherlandsissuePoland PortugalandRomania

, and Purpose

To assign work to teams, monitor that work, manage issues, report progress to the project board, and take corrective actions to ensure the stage remains within the tolerances set by the project board.People

Objectives – are available to download as ebooks.

To ensure that:These articles have all been updated so they are based upon the

• The 7project management teamth focuses on delivery within tolerances and progress is monitored to avoid uncontrolled change. edition of PRINCE2
• Risks and issues are controlled. which was released in 2023. We recommend you read all four articles.
• The Read on to learn all about the business caseseven PRINCE2 principles is kept under review. and start preparing yourself for the PRINCE2 Foundation exam.
• The agreed products for the stage meet the agreed quality expectations and are accepted.In
• The project manager acts as a facilitator rather than a controller by giving freedom to team managers (when possible) using tolerances to minimize escalations.PRINCE2
• The project manager avoids unnecessary escalations and gains freedom to act and learn by discussing their tolerances with the project board., its seven principles are the foundations upon which everything else in the methodology is based.

TriggerThe 7 principles in PRINCE2 are:

This process can be triggered by the authorization of a Ensure continued business justificationstage planLearn from experience or Define roles, responsibilities, and relationshipsexception planManage by exception, by receiving advice or instructions from the project board, by a new issue or risk, or by receiving a completed work package from a team manager.Manage by stages

What happens?Focus on products

The process covers the day-to-day management of a stage by the project manager whilst, at the same time, the project board manages by exception (hence no need for regular progress meetings).Tailor to suit the project

The project manager authorizes work to teams via work package descriptionsDownload the PRINCE2 Principles ebook. A team executes a work packageDownload in the managing product delivery process and ensures that specialist products are approved before handing the products back to the project manager or users.

When authorizing a work package, the project manager should update the Universalproject logPRINCE2 to reflect the content of the authorized work packages and the planned is based upon these principles for a very simple reason. Being principles-based, it means the framework can be applied to any type, size, or scale of project. In this way, the principles can be universally applied, both to a small in-house company project based here in London, or equally to a massive international aid project spanning many borders commissioned by the United Nations.quality managementBest practices activities.These principles have also been proven in practice over many years to be the most effective ways of managing projects i.e. they are based upon modern best practices in project management. This means they can be applied directly on projects and the project management team does not need to “re-invent the wheel” by creating their own project management method from scratch.

Once the work is under way, the team manager sends regular Empoweringcheckpoint reportsThe principles are also empowering to the project management team because they can give them added confidence and an ability to shape and manage their projects. to the project manager. The project manager collects and reviews progress information from these reports and assesses the estimated time and effort to complete any remaining work.So, let’s now look at each of these principles in turn.

The project manager sends regular Ensure continued business justificationhighlight reportsThe first principle of to the project board. The project manager takes corrective action only for PRINCE2risks emphasizes that the project must always remain desirable, viable and achievable, otherwise it must be closed. and Desirable issuesrefers to the balance of costs, benefits, and risks; that are within viablestage tolerances refers to the ability to deliver the products; and . NOTE: This process is linked to the achievableprogress refers to whether the use of the project’s products is likely to result in the outcomes and benefits expected. The word ‘continued’ in this principle emphasizes these are questions to be asked not only when the project starts up but must be asked continuously throughout the project. theme, in which the concept of Business casetolerancesThe is explained.business case

Whilst the is updated throughout the project, as well as being used when starting up the project. If the factors underlying the business case change in such a way that the expected benefits are no longer likely to be realised, then the project should be closed prematurely.stage planChanges detrimental to the business case are often linked to the economy; for example, in 2008 the credit crunch led to many major building projects being brought to a halt. is updated during the stage, to keep it current with stage actuals, the Applies to compulsory projectsproject plan This principle also applies if the project is compulsory (e.g. required to achieve compliance with new legislation) – the organization will require justification of the chosen project, as there may be several options available that yield different costs, benefits and risks.andBenefits tolerance business case The business case contains the reasons for running the project, with the expected benefits documented in measurable terms. In PRINCE2, the benefits expected from a project are subject to tolerances; if they drop below those tolerances, then the business case is no longer viable. are NOT updated during this process. Instead, they are updated within the For example, if a project is mandated to make a profit, then the mandate should identify the threshold of profit that determines the viability of the business case. If the expected profit drops below that threshold, due to changes in circumstances, the project should be stopped.managing a stage boundaryUpdate stage-by-stage process at the end of the stage. In PRINCE2, project work should be broken down into stages, for ease of manageability. The business case is updated by the

When project managertaking at the end of a stage and the project board will be presented with this updated documentation when they assess the project at a stage boundary. Checking ongoing viabilitycorrective action At a stage end the project board decides if the business case remains viable, before authorising the plan for the next stage. If the viability of the business case raises concerns during a stage, a project issue can be raised to bring the matter to the attention of the project board as soon as possible, and before the end of stage assessment., the project manager should update the Premature closureproduct register In the event of a project being closed prematurely, the organization must ensure that lessons are learned about the cause of the failure. In addition, every attempt should be made to derive maximum benefit from any outputs and outcomes that had been achieved by the project. records of the affected products to record whether any changes are required, or new products are required.Benefits are not always financial

The project manager reviews the For most commercial organizations, the business justification for stage statusprojects at regular intervals and reviews the status of issues and risks. The impacts of any project is often a financial one i.e. will there be a return on investment (in terms of money). But the business justification can be made in other ways too. Consider a proposal to equip a residential apartment block with a water sprinkler system in case of fire. Such a project would have clear benefits (in terms of saving people’s lives in a fire) but it probably cannot expect a return in investment in purely financial terms. The decision to invest in such a project would therefore need to consider the wider benefits to society of keeping its citizens safe.issuesEnhance your skills with our expert-led courses and risks on the project plan Instructor-ledandPRINCE2 Practitioner (with Foundation) course business case£1,899 +vat are evaluated. Before deciding on a course of action, each issue or risk is registered in the project logSee all dates and assessed for its impact.

NOTE: In complex projects where some planning work is delivered by using work packages , the project manager could use the Self-pacedcontrolling a stagePRINCE2 Practitioner (with Foundation) self-paced online and £1,399 +vatmanaging product delivery processes during the initiation stage.

Outputs

Work package descriptionsInstructor-led for the team manager(s). PRINCE2 Foundation courseHighlight reports , £1,299 +vatexception reports , See all datesissue reportsLearn from experience, As humans, we are inclined to repeat our mistakes. PRINCE2 addresses this tendency with its requirement for reporting the lessons which we learn from projects. This requirement is so important it is elevated to that of a principle within the method.lessons reportsRemain alert to lessons for the project board. Throughout a project the project manager should remain alert to potential lessons to be learned. These lessons can be identified in the many reports generated by the

Managing product deliveryIf everyone understands what is required of them, the chances of delivering a successful project are greatly improved. Any confusion about what should be done, by whom, and when is likely to be detrimental to the project’s progress.

Purpose For example, a lack of clear leadership is a common cause of project failure. With defined roles and responsibilities in place, the risk of project failure due to inadequate leadership can be reduced.

To control the link between the Levels of managementproject manager The principle requires a management hierarchy – from the project board at the top, to the project manager below, and then down to the team manager. The hierarchy ensures that the project is managed using three clearly defined levels of management. and a team manager by agreeing the requirements for acceptance, execution, reporting, and delivery of specialist products. The team manager coordinates an area of work to deliver one or more of the specialist products that form the project product.Project board

Objectives On a PRINCE2 project, the project board consists of three roles: executive, senior user, and senior supplier. Only one person fulfils the executive role, but any number of people may perform the other roles. If the project board members are unable to agree on a particular issue, the executive acts as the decision maker.

To ensure that:Small projects

• Work on products allocated to the team is authorized and agreed. For small projects, the project board may consist of just the executive, who will perform all three project board duties. If the project is large, the project board is likely to be complex, consisting of a cross-functional representation of many elements of the participating organizations.
• Team managers and members are clear about what to produce, and the effort, cost, and timescales required.In PRINCE2, the project board is part of the project team, which also includes the
• Planned products are delivered to quality expectations and within tolerances.project manager
• Accurate progress information is provided to the project manager at an agreed frequency., project support and team managers.

TriggerStakeholders

This process is triggered by the project manager authorising a work package. Moreover, PRINCE2 identifies three stakeholder interests: business, user and supplier and the project board is designed to represent all three interests.

What happens?Business

This process is performed by The business interest (in the team managersPRINCE2 manual who can be internal or external to the business organization. The process is seen from the team manager’s perspective, whereas the this is referred to as the ‘business’ or ‘business layer’) sponsors the project, endorses its objectives, and aims to ensure that the business investment provides value for money.controlling a stageUser process is seen from the project manager’s perspective. If the external suppliers do not use The user interest refers to members of the business who, after the project is completed, will use the project’s products to enable the organization to gain the intended benefits, or they will support, maintain, and operate the products during their lifetime.PRINCE2Both user and business interests collectively represent the same organization., this provides a statement of the required working relationship between the team manager and the project manager.Supplier

Work should only be started once the project manager has authorised a The supplier interest represents those who provide the resources and expertise required by the project. They may be internal or external to the customer organization. All three stakeholder interests must be represented within the project for it to succeed.work packageEnhance your skills with our expert-led courses. When a work package is accepted by a team manager, they also agree to the tolerances within it. The team manager makes a (optional) team planInstructor-led, which the project manager and/or senior supplier authorises. Note: It may not be possible or appropriate for a project manager to authorise a PRINCE2 Practitioner (with Foundation) courseteam plan

scertain the aggregated risk exposure for the project and identify the current key risks that affect the business case.PRINCE2 recognises the importance of delivering products that meet their agreed quality criteria, hence the ‘focus on products’ principle.

The When products are successfully delivered, they lead to project benefits, and so it is extremely important that they are planned and delivered effectively. If the stakeholders’ expectations are to be fulfilled in accordance with the business justification, everyone involved with the project must agree on and fully understand the nature of its products. Otherwise, the aim of the project will be open to interpretation – and considerable confusion is likely to ensue, impeding the project’s progress.benefits management approachProduct-based planning is updated with the results from any benefits reviews undertaken during the stage. Whereas some

A project management methodslessons report focus on activity planning, planning in PRINCE2 starts with identifying products. Product-based planning is a crucial aspect of the may also be created in this process. The PRINCE2 approachproject product description to managing projects; it helps the project team reduce the risk of scope creep, as well as making issues such as acceptance disputes and user dissatisfaction less likely to occur and potentially less damaging. and Product descriptionsquality management approach As part of PRINCE2’s product-based planning technique, product descriptions are developed and agreed, and these effectively describe what is to be delivered by the project. They help to ensure that everyone involved in the project is aware of each product’s purpose, composition, and quality specifications. They also enable the project team to estimate how much work will be involved in bringing each product to fruition, what resources will be required, the activities required, and how the products will be tested and approved. The agreed products define the project’s scope, as well as providing a foundation for planning and control activities. might need to be revised, based on quality activities during the stage just finishing.Enhance your skills with our expert-led courses

Outputs

Next stage plan (or Instructor-ledexception planPRINCE2 Practitioner (with Foundation) course). End stage report£1,899 +vat which allows the project board to review progress. Updated versions of the business caseSee all dates, , benefits management approach within the project initiation documentation.

Closing a project

Purpose

To provide a fixed point at which it is recognized that the objectives (or their approved changes), as written in the project initiation documentation, have been achieved, and acceptance of the project product is confirmed.Self-paced

Where a project is being closed prematurely, this process ensures the project closes in an orderly way.PRINCE2 Practitioner (with Foundation) self-paced online

Objectives

To:£1,399 +vat

• Check user acceptance of the project product.
• Review project performance against its baselines.
• Assess any benefits already realized and update the benefits management approach to with any post-project benefit reviews.Instructor-led
• Ensure all open issues and risks have been addressed with follow-on action recommendations.PRINCE2 Foundation course
• Ensure the project is closed in an orderly way.

Triggers£1,299 +vat

This process is triggered towards the end of the final stage, when all the work has nearly been completed. It is also triggered when the project board instruct the project manager to prematurely close the project.

What happens?See all dates

Closure activities should be planned and resourced when the stage plan for the final stage is created. This process is NOT a separate stage performed at the end of the project but is a process performed towards the end of the final delivery stage (the Tailor to suit the projectcontrolling a stageThe final principle ‘tailor to suit the project’ highlights a key advantage of using PRINCE2 – its adaptability. andThe verb to ‘tailor’ refers to the appropriate use of PRINCE2 so that it matches the needs of each project. PRINCE2 recognises that all projects are different in terms of their cultural context, geographical location, level of complexity, scale, and risk. This principle allows you to adapt the PRINCE2 methodologymanaging product delivery to suit the needs of your project – and still comply with the PRINCE2 approach to project management. processes are still being performed at this time).For example, one element of PRINCE2 that is routinely tailored is the schedule for project board meetings. Such meetings are not a requirement of the PRINCE2 methodology; regular highlight reports are considered sufficient. In many organizations, however, regular meetings are part of the corporate culture. They can be accommodated by PRINCE2, thanks to the tailoring principle.

A clear end to a project is always better than a long slow drift into operational use where the boundary between the project and business-as-usual becomes blurred. It is a recognition that the original objectives have been met and project has nothing more to contribute and project costs should no longer be incurred.If your organisation tailors PRINCE2, you should document the changes made to the method and describe these in the project initiation documentation (PID). In this way, the changes can be audited and provide evidence of compliance with PRINCE2 and business standards.

Closing a project is when responsibility for ongoing operations and product maintenance has been confirmed by the agreed owners and the project management team can be disbanded. It also provides an opportunity to ensure that all unachieved goals and objectives are identified, so they can be addressed in the future.Tailoring whilst remaining compliant