PRINCE2 Processes

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These are typically 7 steps/processes of a typical PRINCE2 project. The principles and themes come into play in the seven processes:

  1. Directing a Project (DP)
    • Overall management
  2. Start up a Project (SU)
  3. Initiating a Project (IP)
  4. Managing a Stage Boundary (SB)
  5. Controlling a Stage (CS)
  6. Managing Product Delivery (MP)
  7. Closing Project (CP)

Directing a project (DP)

This process dictates how the PRINCE2: Project Board should control the overall project. The project board can:

  • authorise 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.

Key activities include:

  • authorising initiation;
  • authorising a project;
  • authorising a stage or exception plan;
  • Prepare Benefits Review Plan
  • confirming project closure.

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.

Key activities include:

Initiating a project (IP)

This process builds on the work of the start up process, and the project brief is augmented to form a Business case. The approach taken to ensure quality on the project is agreed together with the overall approach to controlling the project itself (project controls). Project files are also created as is an overall plan for the project. A plan for the next stage of the project is also created. The resultant information can be put before the project board for them to authorize the project itself.

  • PRE-REQUISITE: Authority to initiate a project

Key activities include:

  • Prepare the Risk Management Strategy

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.

Key activities include:

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 authorised 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.

Key activities include:

Managing product delivery (MP)

The Managing product delivery process has the purpose of controlling the link between the Project Manager and the Team Manager(s) by placing formal requirements on accepting, executing and delivering project work. The Objectives of the Managing Product Delivery process are:

  • To ensure that work on products allocated to the team is authorised and agreed,
  • Team Manager(s), team members and suppliers are clear as to what is to be produced and what is the expected effort, cost and timescales,
  • The planned products are delivered to expectations and within tolerance,
  • Accurate progress information is provided to the Project Manager at an agreed frequency to ensure that expectations are managed.

The key activities are:

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.

Key activities include:


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