| PRINCE2 project management methodology is a | | | | existing stage plan due to slippage or other unforeseen |
| process-driven project management method which | | | | circumstances. Also covered is the way in which the |
| contrasts with reactive/adaptive methods developed | | | | board can give ad hoc direction to a project and the |
| by Office of Government Commerce (OGC). | | | | way in which a project should be closed down. |
| PRINCE2 defines 45 separate sub-processes and | | | | Controlling a stage (CS) |
| organizes these into eight processes as follows: | | | | PRINCE2 project management method suggests that |
| Starting up a project (SU) | | | | projects should be broken down into stages and these |
| In this process the project team is appointed and a | | | | sub-processes dictate how each individual stage |
| project brief (describing what the project is going to | | | | should be controlled. Most fundamentally this includes |
| achieve and the business justification for doing so) is | | | | the way in which work packages are authorized and |
| prepared. In addition the overall approach to be taken | | | | received. It also specifies the way in which progress |
| is decided and the next stage of the project is planned. | | | | should be monitored and how the highlights of the |
| Once this work is done, the project board is asked to | | | | progress should be reported to the project board. A |
| authorize the next stage, that of initiating the project. | | | | means for capturing and assessing project issues is |
| Planning (PL) | | | | suggested together with the way in which corrective |
| PRINCE2 project management method advocates | | | | action should be taken. It also lays down the method |
| product based planning which means that the first task | | | | by which certain project issues should be escalated to |
| when planning is to identify and analyze products. | | | | the project board. |
| Once the activities required to create these products | | | | Managing product delivery (MP) |
| are identified then it is possible to estimate the effort | | | | This process consists of three sub-processes and |
| required for each and then schedule activities into a | | | | these cover the way in which a work package should |
| plan. There is always risk associated with any work | | | | be accepted, executed and delivered. |
| and this must be analyzed. Finally, this process | | | | Managing stage boundaries (SB) |
| suggests how the format of plans can be agreed and | | | | The Controlling a Stage process dictates what should |
| ensures that plans are completed to such a format. | | | | be done within a stage, Managing Stage Boundaries |
| Initiating a project (IP) | | | | (SB) dictates what should be done towards the end of |
| This process builds on the work of the Start Up (SU) | | | | a stage. Most obviously, the next stage should be |
| activity and the project brief is then form into a | | | | planned and the overall project plan, risk log and |
| Business Case. The approach taken to ensure quality | | | | business case amended as necessary. The process |
| on the project is agreed together with the overall | | | | also covers what should be done for a stage that has |
| approach to controlling the project itself. Project files | | | | gone outside its tolerance levels. Finally, the process |
| are also created as is an overall plan for the project. A | | | | dictates how the end of the stage should be reported. |
| plan for the next stage of the project is also created. | | | | Closing a project (CP) |
| The result can be put before the project board for | | | | This covers the things that should be done at the end |
| them to authorize the project itself. | | | | of a project. The project should be formally |
| Directing a project (DP) | | | | de-commissioned (and resources freed up for |
| These sub-processes dictate how the Project Board | | | | allocation to other activities), follow on actions should |
| should control the overall project. As mentioned above, | | | | be identified and the project itself be formally |
| the project board can authorize an initiation stage and | | | | evaluated. |
| can also authorize a project. Directing a Project also | | | | Find out more about Prince 2 Project Management |
| dictates how the project board should authorize a | | | | Training - Myth & Misconceptions here. |
| stage plan, including any stage plan that replaces an | | | | |