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PRINCE2® 2017 EDITION – A POCKET GUIDE
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PRINCE2® Edition 2017
Pocket Guide
Bert HedemanRon Seegers
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Colophon Title: PRINCE2® 2017 Edition – A Pocket Guide Thirdedition,firstimpression,June2018Series: BestPracticeAuthors: BertHedeman(HWPConsulting),RonSeegers(Projectmeester)Reviewers: MarcKouwenhoven(nThen!) JaapGermans(Pinkelephant) HennyPortman(HWPConsulting) GeorgesKemmerling(QuintWellingtonRedwood)FinalEditor: BertHedemanTexteditor: CarmenTjinPublisher: VanHarenPublishing,Zaltbommel, www.vanharen.netISBNHardcopy: 9789401803182ISBNEBookpdf: 9789401803199ISBNEPub 9789401803205Print: Secondedition,firstimpression,April2018 Firstedition,firstimpression,September2009Layoutandtypesetting: S&BITServices,Amersfoort–NLCopyright: ©VanHarenPublishing,2018
©Crowncopyright2017ReproducedunderlicencefromAXELOS:Figures1.1,5.1,6.1,6.2,6.3,8.1,8.3,8.4,9.1,9.2,9.4,10.1,11.2,12.1,14.1,17.1,C.1,C.2.
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ContentsPART I INTRODUCTION 1
1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3
1.1 Thepurposeof thisguide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31.2 Whatisaproject? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31.3 Whyareprojectsimportant? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31.4 Projectsversusbusinessasusual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41.5 Whatisprojectmanagement? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41.6 Whatdoesaprojectmanagerdo? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51.7 Whatisitallpartiesinvolvedwishtocontrol? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
2 Introduction to PRINCE2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
2.1 Structureof PRINCE2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72.2 WhatmakesaprojectaPRINCE2project? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82.3 WhatPRINCE2doesnotprovide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82.4 Customer/supplierenvironment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82.5 Benefitsof PRINCE2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
3 Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
3.1 Continuedbusinessjustification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113.2 Learnfromexperience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113.3 Definedrolesandresponsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123.4 Managebystages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123.5 Managebyexception . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123.6 Focusonproducts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133.7 Tailortosuittheprojectenvironment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
PART II THEMES 15
4 Introduction to PRINCE2 themes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
5 Business case . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19
5.1 Purposeof thebusinesscasetheme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 195.2 Businesscasedefined . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 195.3 PRINCE2requirementsforthebusinesscasetheme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 195.4 PRINCE2approachtothebusinesscasetheme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 205.5 Contentof abusinesscase . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 225.6 Guidanceforeffectivebusinesscasemanagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . 235.7 Techniques:investmentappraisal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 235.8 Responsibilitiesbusinesscasetheme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
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6 Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25
6.1 Purposeof theorganizationtheme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 256.2 Organizationdefined . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 256.3 Levelsof organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 266.4 PRINCE2requirementsfortheorganisationtheme . . . . . . . . . . . . . . . . . . . . . . . . . . . 276.5 Projectmanagementteam . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 276.6 Communicationmanagementapproach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 306.7 Guidanceforeffectiveorganization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
7 Quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33
7.1 Purposeof thequalitytheme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 337.2 Qualitydefined . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 337.3 PRINCE2requirementsforthequalitytheme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 347.4 Purposeof thequalitymanagementproducts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 347.5 Qualitymanagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 347.6 PRINCE2approachtothequalitytheme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 357.7 Guidanceforeffectivequalitymanagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 367.8 Qualityreviewtechnique . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 377.9 Responsibilitiesqualitytheme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
8 Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39
8.1 Purposeof theplanstheme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 398.2 Plansdefined . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 398.3 PRINCE2requirementsfortheplanstheme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 408.4 Managementstages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 418.5 PRINCE2approachtotheplanstheme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 428.6 Product-basedplanningapproach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 438.7 Guidanceforeffectiveplanning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 448.8 Responsibilitiesplanstheme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
9 Risks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .47
9.1 Purposeof therisktheme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 479.2 Riskdefined . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 479.3 PRINCE2requirementsfortherisktheme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 479.4 PRINCE2approachtotherisktheme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 489.5 Riskmanagementprocedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 489.6 Guidanceforeffectiveriskmanagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 529.7 Responsibilitiesrisktheme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
10 Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .55
10.1 Purposeof thechangetheme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5510.2 Changedefined . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5510.3 PRINCE2requirementsforthechangetheme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
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VII
10.4 PRINCE2approachtothechangetheme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5610.5 Issueandchangecontrolprocedure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5710.6 Guidanceforeffectivechangecontrol . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5910.7 Responsibilitieschangetheme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
11 Progress . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .61
11.1 Purposeof theprogresstheme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6111.2 Progressdefined . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6111.3 PRINCE2requirementsfortheprogresstheme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6111.4 Managementbyexception . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6211.5 PRINCE2approachtotheprogresstheme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6211.6 Delegatingauthority . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6211.7 Event-andtime-drivencontrols . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6311.8 Raisingexceptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6411.9 Guidanceforeffectiveprogresscontrol . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6511.10 Responsibilitiesprogresstheme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
PART III PROCESSES 67
12 Introduction to PRINCE2 processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .69
12.1 Pre-project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7012.2 Initiationstage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7012.3 Subsequentdeliverystage(s) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7112.4 Finaldeliverystage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7112.5 Post-project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7112.6 Tailoringtheprocesses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
13 Starting up a project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
13.1 Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7313.2 Objective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7313.3 Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7413.4 Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7413.5 Tailoringstartingupaproject . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
14 Directing a project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
14.1 Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7714.2 Objective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7714.3 Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7814.4 Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7814.5 Tailoringdirectingaproject . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80
15 Initiating a project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
15.1 Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
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15.2 Objective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8115.3 Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8215.4 Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8215.5 Tailoringinitiatingaproject . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85
16 Controlling a stage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87
16.1 Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8716.2 Objective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8716.3 Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8816.4 Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8816.5 Tailoringcontrollingastage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
17 Managing product delivery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .93
17.1 Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9317.2 Objective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9317.3 Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9317.4 Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9417.5 Tailoringmanagingproductdelivery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95
18 Managing a stage boundary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97
18.1 Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9718.2 Objective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9718.3 Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9818.4 Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9818.5 Tailoringmanagingastageboundary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100
19 Closing a project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101
19.1 Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10119.2 Objective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10119.3 Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10219.4 Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10219.5 Tailoringclosingaproject . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104
PART IV TAILORING AND ADOPTING 105
20 Introduction tailoring and adopting PRINCE2 . . . . . . . . . . . . . . . . . . . . . . . . . 107
20.1 TailoringPRINCE2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10720.2 AdoptingPRINCE2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107
21 Tailoring PRINCE2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109
21.1 Elementstotailor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10921.2 Scalingprojects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
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IX
21.3 Smallprojects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11121.4 Agileprojects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11221.5 Commercialprojects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11221.6 Projectswithinaprogramme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11321.7 Multi-organizationalprojects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114
22 Adopting PRINCE2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115
22.1 Tailoringtocreateitsownmethod . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11522.2 EmbeddingPRINCE2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11622.2 Maturityassessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118
AppendixAOutlineproductdescriptionsmanagementproducts . . . . . . . . . . . . . . . . . . . . 119AppendixBRolesandresponsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133AppendixCExampleproduct-basedplanning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 141AppendixDGlossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145
Abouttheauthors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 157
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PART I INTRODUCTION
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Chapter 1
IntroductionPRINCE2®isagenericprojectmanagementmethodwhichfocusesonthemanagementaspectsof projects.PRINCE2®wasoriginallylaunchedin1996bytheCCTA.Sincethenseveralversionshavebeenlaunched.Thelatestupdateof themethodhasbeenpublishedin 2017 .
PRINCE2®isnowaregisteredtrademarkof AXELOS.AdditionallyAXELOSprovidescertification to organizations, activities and persons related (but not limited to) projects,programmesandriskbasedonthemethodsownedbyAXELOS,suchasITIL®,PRINCE2Agile™,MSP™,P3O™,MoP™,M_o_R®andP3M3™.
1 .1 The purpose of this guide
Thispocketguidesuppliesasummaryof thePRINCE2method.Itisintendedtoprovideaquickintroductionaswellasastructuredoverviewof themethodandtoactasareferenceforthosewhohavestudiedthemethodinthepastandwanttousethemethodnowintheday-to-daymanagementof theirprojects.
1 .2 What is a project?
Aproject is a set of related activitieswithin a temporary organization that is created todeliver,accordingtoagreedconditions,oneormorepredefinedproductsorservices.Withinthecontextof themethodof PRINCE2aprojectisdefinedas:
A temporary organization that is created for the purpose of delivering one or morebusinessproductsaccordingtoanagreedbusinesscase.
1 .3 Why are projects important?
Projectsarecarriedoutmainlywhentheworkcannotbecarriedoutproperlywithnormalbusiness operations. One of these conditions is when the business operations have totransformtomeetnewrequirements,inordertosurviveortocompeteinthefuture.
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4 PRINCE2 Edition 2017 – Pocket Guide
Thetemporaryorganizationof projectsmakesitpossibletouniteallstakeholderstodeliverthe required products or services. The structure and processes within a proper projectmanagementmethodenforcefocus,supportandcommitmentfortheproductsandservicesthataretobedelivered.Projectsarethereforeanimportantmeanstosupportingchange.
Asbusinesschangeisbecomingmoreandmoreimportantinbusinessoperationsaswellasinthepublicdomain,projectsnowadaysarecrucialinprofessionallife.
1 .4 Projects versus business as usual
Basedonthedefinitionof aproject,thereareanumberof characteristicsof projectsthatdistinguishprojectworkfromregularbusinessoperations:• Change –Most projects are carried out in a changing environment and are, at the
same time, themeans bywhich the organization introduces these changes. This willoftencausesevereresistancefromthepartiesinvolved.Theprojecthastomanagethisresistanceand,increasingly,hastocontributeindiminishingthisresistanceinadditiontoitsrequirementstodeliverthepredefinedproductsandservices.
• Temporary–Thisisanessentialconditionforaproject.Withoutthis,thereisnoproject.Aprojectendsautomaticallywhenthepredefinedproductsorservicesarehandedovertothecustomer.Projectsbynaturearefinite,theyhaveapredefinedstartandend.
• Cross-functional–Projectsinvolveateamof peoplewithdifferentskillsandfunctions,most often from different organizational entities. This can be from within a singleorganizationorfromseveralorganizations.
• Unique – Every project is different, even when an identical product or service isdelivered.Thecontextisalwaysdifferentandtherearealwaysdifferencesinobjectives,newteammembersorotherpartiesinvolved.Thismakeseachprojectuniqueinrelationtoeveryotherproject.
• Uncertainty –All the characteristics above result in uncertainty and thiswill alwaysresult in opportunities and threats.You cannot exclude this, you canonlymanage it.Projectsaretypicallymoreriskythanthenormalbusinessoperations.Managementof risk(uncertainty)isthereforeacorefocusof projectmanagement.
1 .5 What is project management?
Projectmanagementistheplanning,delegating,monitoringandcontrolof allaspectsof theproject,andthemotivationof thoseinvolved,toachievetheprojectobjectiveswithintheexpectedperformancetargetsfortime,cost,quality,scope,risksandbenefits,seefigure1.1.
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PRINCE2 Edition 2017 – Pocket Guide 5
Delegate
Monitor
Control
Plan
Figure 1.1 Project management cycle (Source: AXELOS)
Thepurposeof projectmanagementistoretaincontroloverthespecialistworkrequiredtocreatetheproject’sproducts(productsandservices).
Project management, therefore, within this definition is not limited to the work of theprojectmanager.Projectmanagementisadutyof all involvedinthemanagementof theproject.This includes theexecutive, theothermembersof theprojectboard, theprojectmanager,theprojectsupportandtherespectiveteammanagers.
1 .6 What does a project manager do?
Theprojectmanagerisresponsiblefortheday-to-daymanagementof theproject,withinthedirectionssetbytheexecutive/projectboard.
Aspartof thisday-to-daymanagement,theprojectmanagerisresponsiblefortheplanning,delegation, monitoring and control of the work to be carried out, as well as for themanagementof otheraspectsof theproject,suchas:• Engagement of stakeholders to create support and commitment and to diminish
resistance;• Motivationof teammembersandallwhoarecontributingtotheproject.
1 .7 What is it all parties involved wish to control?
Thereareconsideredtobesixbasicaspectsinvolvedinanyproject:• Costs–thecostsinvolvedtocreatethedefinedprojectproducts.Thisalsoincludesthe
coststomanagetheproject.• Time–thetotal lifecycleof theprojectand/orthedateof handingovertheproject
product.
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• Quality–theproduct’sabilitytomeetitsrequirements.• Scope–whatisincludedintheprojectworks?Whathastobedeliveredandwhatnot?
Whatworkhastobecarriedoutandwhatnot?• Risks –themanagementof threatsaswellasthemanagementof theopportunities.• Benefits–thebenefitstoberealizedbasedontheprojectproduct.
PRINCE2definestheprojectproductasthatwhichtheprojectmustdelivertobeaccepted.Project products are all products to be created during the project lifecycle including themanagementproducts.
Inadditiontothesebasicaspects,otheraspectsareofteninvolvedinprojects,suchashealth,environment, safety and security. These aspects can be controlled as part of the qualityaspect.
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Chapter 2
Introduction to PRINCE2PRINCE2isastructuredprojectmanagementmethod,basedonbestpractice.
PRINCE2 is anon-proprietarymethod.Projectmanagers andothers are free touse themethodintheirownpractice.
PRINCE2 is truly generic. It can be applied to any project, regardless of scale, type,organization,geographyorculture.However themethodalwayshas tobe tailored to theprojectathand.
PRINCE2 achieves this by isolating themanagement aspects of project work from thespecialistcontributions,suchasdesign,construction,etc.HoweverthespecialistworkcaneasilybeintegratedwiththePRINCE2method.
BecausePRINCE2isgenericandbasedonprovenprinciples,organizationscaneasilyadoptthemethodasastandardandtailorittotheirownorganizationandsubstantiallyimprovetheirorganizationalcapabilitytoperformprojectsanddeliverchange.
PRINCE2 is protected by trademark. Professional training is restricted to AccreditedTrainingOrganizationsandtheirAffiliates.SeetheAxeloswebsite(www.axelos.com).
2 .1 Structure of PRINCE2
ThePRINCE2methodaddressesprojectmanagementfromfourdifferentperspectives:• Principles–aretheguidingobligationsof goodpracticeswhichdeterminewhetherthe
projectisgenuinelybeingmanagedusingPRINCE2.• Themes–describetheaspectsof projectmanagementthatmustbeaddressedcontinually
andinparallelthroughouttheproject.ThethemesexplainthespecifictreatmentrequiredbyPRINCE2forvariousprojectmanagementdisciplinesandwhytheyarenecessary.
• Processes–describeastep-wiseprogressionthroughtheprojectlifecycle.Eachprocessprovideschecklistsof recommendedactivities,productsandrelatedresponsibilities.
• Project environment–relatestothetailoringof PRINCE2tothespecificcontextof theproject.Thiscontextdependsonspecificprojectfactorsaswellasenvironmentalfactors.
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2 .2 What makes a project a PRINCE2 project?
AprojectisconsideredaPRINCE2projectif ataminimumitapplies:• AllsevenPRINCE2principles;• TheminimumrequirementsspecifiedinthePRINCE2themes;• Processesthatcomplywiththepurposeandobjectivesof thePRINCE2processes;• AlltechniquesrecommendedbyPRINCE2orequivalentalternativetechniques.
2 .3 What PRINCE2 does not provide
Therearethreebroadareaswhicharedeliberatelyleftoutsidethescopeof PRINCE2:• Specialist work–PRINCE2’sstrengthisinitswideapplication.Consequentlyindustry-
specific or type-specific activities are not within the scope of PRINCE2. HoweverPRINCE2caneasilybealignedtospecialistlifecyclemodels.
• Techniques–Therearemanyprovenplanningandcontroltechniques.Suchtechniquesare well documented elsewhere. Techniques are only included in PRINCE2 whentheycontributetothespecificPRINCE2treatmentof atheme,e.g.thequalityreviewtechniqueinthequalitytheme.
• Leadership capability – Leadership and other social skills are inherently importantin project management but impossible to codify in a method. Also these are welldocumented elsewhere.However the principles, themes and processes of PRINCE2facilitateagoodperformanceof theseskillsandthuscontributetotheperformanceof theprojecttoo.
2 .4 Customer/supplier environment
PRINCE2 isbasedona customer/supplier environment.Thecustomer is thepersonorgroupwho commissioned thework andwhowill benefit from theproject’s products.Asupplierisapersonorgroupwhoisresponsibleforthedeliveryof (apartof)theproject’sproducts.Inaprojecttheremaybeseveralsuppliersorganizations.
Customersandsupplierscanbepartof thesameorganization.Theycanalsobepartof different organizations.Within the customer we can again recognize users and businessrepresentatives.
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PRINCE2 Edition 2017 – Pocket Guide 9
In commercial projects with different organizations, such as external suppliers, eachorganizationmayhave itsownbusinesscases,managementsystems,governance,deliveryapproachesandcorporatecultures.
Aprojectcanbeastand-aloneprojectorapartof aprogrammeorportfolio.PRINCE2refers to the organization that commissions a project as the corporate, programmemanagementorcustomer.
2 .5 Benefits of PRINCE2
PRINCE2deliversbenefitstoallpartiesconcerned,especiallythecustomers,suppliersandtheprojectmanager:
• Provenbestpractice,widelyrecognized;• Canbeappliedtoanytypeof project;• Providesacommonvocabularyandapproach;• Integrateseasilywithindustry-specificstandards;
• Allocatesresourcesaspartof thego/no-gomoments;• Thoroughbuteconomicalstructureof reports;• Restrictsmeetingstoonlythosethatareessential;
• Promoteslearningandcontinuousimprovement;• Promotesreuseof projectassets,facilitatesstaff mobility;• Availabilityof AccreditedTrainingOrganizations;
• Clearrolesandresponsibilitiesforallparticipants;• Focusoncontinuousjustificationof theproject;• Participationof stakeholdersinplanninganddecisionmaking;• Managementbyexceptionforalllevelsof theproject;
• Productfocus:whataprojectwilldeliver;• Plansmeettheneedsof differentlevelsof management;• Qualitycontrolduringwholelifecycleof theproject;• Managesbusinessandprojectrisks;• Ensuresrelevantissuesareescalated;• Diagnostictoolforassuranceandassessments.
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