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Minimum Requirements for Themes Business Case To be following PRINCE2, a project must, as a minimum: ● create and maintain a business justification for the project; usually a business case (PRINCE2’s continued business justification principle) ● review and update the business justification in response to decisions and events that might impact desirability, viability or achievability of the project (PRINCE2’s continued business justification principle) ● define the management actions that will be put in place to ensure that the project’s outcomes are achieved and confirm that the project’s benefits are realized (PRINCE2’s continued business justification principle) ● define and document the roles and responsibilities for the business case and benefits management (PRINCE2’s defined roles and responsibilities principle). PRINCE2 requires that two products are produced and maintained for the business case theme: ● Business case Provides the costs, benefits, expected dis-benefits, risks and timescales against which viability is justified and continuing viability is tested. It is acceptable to use an alternative document such as a corporate business plan to replace the business case for part of the project lifecycle. ● Benefits management approach Defines the management actions that will be put in place to ensure that the project’s outcomes are achieved and confirm that the project’s benefits are realized.
Organization To be following PRINCE2, a project must, as a minimum: ● define its organization structure and roles. This must minimally ensure that all of the responsibilities in PRINCE2’s role descriptions are fulfilled (PRINCE2’s defined roles and responsibilities principle) ● document the rules for delegating change authority responsibilities, if required ● define its approach to communicating and engaging with stakeholders. PRINCE2 requires that two products are produced and maintained for the organization theme: ● PID In the context of the organization theme, this provides the single source of reference for how the project is to be managed. The PID sets out the project management team structure and roles. ● Communication management approach This describes the means and frequency of communication to stakeholders both internal and external to the project. Both these products should be created during the initiating a project process.
20
Quality To be following PRINCE2, a project must, as a minimum: ● define its quality management approach. This approach must minimally cover:
● the project’s approach to quality control ● the project’s approach to project assurance ● how the management of quality is communicated throughout the project lifecycle ● the roles and responsibilities for quality management (PRINCE2’s defined roles and responsibilities principle)
● specify explicit quality criteria for products in their product descriptions (PRINCE2’s focus on products principle) ● maintain records to provide evidence that the planned quality activities have been carried out, and summarize those activities that are planned or have taken place in some form of quality register ● specify the customer’s quality expectations and prioritized acceptance criteria for the project in the project product description ● use lessons to inform quality planning, the definition of quality expectations and quality criteria (PRINCE2’s learn from experience principle). PRINCE2 requires that two products are produced and maintained: ● Quality management approach A quality management approach describes how quality will be managed on the project. This includes the specific processes, procedures, techniques, standards and responsibilities to be applied. ● Quality register A quality register is used to summarize all the quality management activities that are planned or have taken place, and provides information for the end stage reports and end project report.
Plans To be following PRINCE2, a project must, as a minimum: ● ensure that plans enable the business case to be realized (PRINCE2’s continued business justification principle) ● have at least two management stages: an initiation stage and at least one further management stage. The more complex and risky a project, the more management stages that will be required (PRINCE2’s manage by stages principle) ● produce a project plan for the project as a whole and a stage plan for each management stage (PRINCE2’s manage by stages principle) ● use product-based planning for the project plan, stage plans and exception plans. It may be optionally used for team plans. PRINCE2 recommends steps for product-based planning although alternative approaches may be used. PRINCE2 recommends steps for defining and analysing the products to produce a product breakdown structure, although alternative approaches may be used ● produce specific plans for managing exceptions (PRINCE2’s manage by exception principle) ● define the roles and responsibilities for planning (PRINCE2’s defined roles and responsibilities principle) ● use lessons to inform planning (PRINCE2’s learn from experience principle).
21
PRINCE2 requires that four products are produced and maintained: ● Project product description A description of the overall project’s output, including the customer’s quality expectations, together with the acceptance criteria and acceptance methods for the project. As such it applies to a project plan only. ● Product description A description of each product’s purpose, composition, derivation and quality criteria. ● Product breakdown structure A hierarchy of all the products to be produced during a plan. ● Plan Provides a statement of how and when objectives are to be achieved, by showing the major products, activities and resources required for the scope of the plan. In PRINCE2, there are three levels of plan: project, stage and team. In addition, PRINCE2 has exception plans, which are created at the same level as the plan they are replacing. PRINCE2 recommends, but does not require, that an additional product is created and maintained: the product flow diagram. This is a diagram showing the sequence of production and interdependencies of the products listed in a product breakdown structure.
Risk To be following PRINCE2, a project must, as a minimum: ● define its risk management approach, which must minimally cover:
● how risks are identified and assessed, how risk management responses are planned and implemented and how the management of risk is communicated throughout the project lifecycle ● assessing whether identified risks might have a material impact on the business justification of the project (PRINCE2’s continued business justification principle) ● the roles and responsibilities for risk management (PRINCE2’s defined roles and responsibilities principle)
● maintain some form of risk register to record identified risks and decisions relating to their analysis, management and review ● ensure that project risks are identified, assessed, managed and reviewed throughout the project lifecycle ● use lessons to inform risk identification and management (PRINCE2’s learn from experience principle).
PRINCE2 requires that two products are produced and maintained: ● Risk management approach Describes how risk will be managed on the project. This includes the specific processes, procedures, techniques, standards and responsibilities to be applied. ● Risk register Provides a record of identified risks relating to the project, including their status and history. It is used to capture and maintain information on all the identified threats and opportunities relating to the project. Both of these products should be created during the initiating a project process. The risk management approach should be reviewed and possibly updated at the end of each management stage. The risk management approach will define how and when the risk register is reviewed and updated.
22
Change To be following PRINCE2, a project must, as a minimum: ● define its change control approach. This approach must minimally cover:
● how issues are identified and managed ● assessing whether identified issues might have a material impact on the business justification of the project (PRINCE2’s continued business justification principle) ● the roles and responsibilities for change control (PRINCE2’s defined roles and responsibilities principle), including a defined change authority
● define how product baselines are created, maintained and controlled ● maintain some form of issue register to record identified issues and decisions relating to their analysis, management and review ● ensure that project issues are captured, examined, managed and reviewed throughout the project lifecycle ● use lessons to inform issue identification and management (PRINCE2’s learn from experience principle). PRINCE2 requires that the following products are produced and maintained: ● Issue register Captures and maintains information on all the issues that are being formally managed. ● Change control approach Identifies how, and by whom, the project’s products will be controlled and protected. If the issue register does not contain sufficient detail (e.g. for the options appraisal, recommendation and decision), then a separate issue report can be used but this is an optional management product.
Progress To be following PRINCE2, a project must, as a minimum: ● define its approach to controlling progress in the PID ● be managed by stages (PRINCE2’s manage by stages principle) ● set tolerances and be managed by exception against these tolerances (PRINCE2’s manage by exception principle) ● review the business justification when exceptions are raised (PRINCE2’s continued business justification principle) ● learn lessons (PRINCE2’s learn from experience principle). PRINCE2 provides progress control through: ● delegating authority from one level of management to the level below it ● dividing the project into management stages and authorizing the project one management stage at a time (PRINCE2’s manage by stages principle) ● time-driven and event-driven progress reporting and reviews ● raising exceptions (PRINCE2’s manage by exception principle). The project’s controls should be documented in the PID.
23
Proc
esse
sTh
ese
desc
ribe
a s
tep-
wis
e pr
ogre
ssio
n th
roug
hout
the
proj
ect
lifec
ycle
. Th
e pu
rpos
e of
the
se t
hem
es is
to:
The
mes
Aspe
cts
of p
roje
ct m
anag
emen
t th
at m
ust
be a
ddre
ssed
cont
inua
lly a
nd in
par
alle
l thr
ough
out
the
proj
ect.
The
purp
ose
of t
hese
the
mes
is t
o:
Prin
cipl
esG
uidi
ng o
blig
atio
ns a
nd g
ood
prac
tice
s w
hich
det
erm
ine
whe
ther
a
proj
ect
is g
enui
nely
bei
ng m
anag
ed u
sing
PRI
NCE
2
Star
ting
up
a Pr
ojec
t (S
U)
Ensu
re t
hat
the
prer
equi
site
s fo
r in
itia
ting
a p
roje
ctar
e in
pla
ce b
y an
swer
ing
the
ques
tion
: D
o w
e ha
ve a
vi
able
and
wor
thw
hile
pro
ject
?
Dir
ecti
ng a
Pro
ject
(D
P)En
able
the
PB
to b
e ac
coun
tabl
e fo
r th
e pr
ojec
t’s
succ
ess
by m
akin
g ke
y de
cisi
ons
and
exer
cisi
ng o
vera
ll co
ntro
l w
hile
del
egat
ing
day-
to-d
ay m
anag
emen
t of
the
pro
ject
to
the
PM
Init
iati
ng a
Pro
ject
(IP
)Es
tabl
ish
solid
fou
ndat
ions
for
the
pro
ject
, en
ablin
g th
e or
gani
zati
on t
o un
ders
tand
the
wor
k th
at n
eeds
to
be d
one
to d
eliv
er t
he p
roje
ct’s
pro
duct
s be
fore
com
mit
ting
to
a si
gnifi
cant
spe
nd
Cont
rolli
ng a
Sta
ge (
CS)
Assi
gn w
ork
to b
e do
ne,
mon
itor
suc
h w
ork,
dea
l wit
his
sues
, re
port
pro
gres
s to
the
PB
and
take
cor
rect
ive
acti
ons
to e
nsur
e th
at t
he m
anag
emen
t st
age
rem
ains
w
ithi
n to
lera
nce
Man
agin
g Pr
oduc
t de
liver
y (M
P)Co
ntro
l the
link
bet
wee
n th
e PM
and
TM
(s),
by
agre
eing
th
e re
quir
emen
ts f
or a
ccep
tanc
e, e
xecu
tion
and
del
iver
y
Man
agin
g a
Stag
e bo
unda
ry (
SB)
Enab
le t
he P
M t
o pr
ovid
e PB
wit
h su
ffici
ent
info
rmat
ion
to
be a
ble
to r
evie
w t
he s
ucce
ss o
f th
e cu
rren
t st
age,
app
rove
th
e ne
xt s
tage
pla
n, r
evie
w t
he u
pdat
ed p
roje
ct p
lan
and
confi
rm c
onti
nued
bus
ines
s ju
stifi
cati
on a
nd a
ccep
tabi
lity
of t
he r
isks
Clos
ing
a Pr
ojec
t (C
P)Pr
ovid
e a
fixed
poi
nt a
t w
hich
acc
epta
nce
for
the
proj
ect
prod
uct
is c
onfir
med
, an
d to
rec
ogni
ze t
hat
obje
ctiv
es s
et
out
in t
he o
rigi
nal P
ID (
or a
ppro
ved
chan
ges
to t
he
obje
ctiv
es)
have
bee
n ac
hiev
ed o
r th
at t
he p
roje
ct h
as
noth
ing
mor
e to
con
trib
ute
Busi
ness
cas
e: W
HY?
Esta
blis
h m
echa
nism
s to
jud
ge w
heth
er t
he p
roje
ct is
(an
d re
mai
ns)
desi
rabl
e, v
iabl
e an
d ac
hiev
able
as
a m
eans
to
supp
ort
deci
sion
mak
ing
in it
s (c
onti
nued
) in
vest
men
t
Org
aniz
atio
n: W
HO
?D
efine
and
est
ablis
h th
e pr
ojec
t’s
stru
ctur
e of
ac
coun
tabi
lity
and
resp
onsi
bilit
ies
Qua
lity:
WH
AT?
Defi
ne a
nd im
plem
ent
the
mea
ns b
y w
hich
the
pro
ject
will
ve
rify
tha
t pr
oduc
ts t
hat
are
“Fit
for
pur
pose
”
Plan
s: W
HER
E? H
OW
? BY
WH
OM
? H
OW
MU
CH?
WH
EN?
Faci
litat
e co
mm
unic
atio
n an
d co
ntro
l by
defin
ing
the
mea
ns o
f de
liver
ing
the
prod
ucts
Risk
: W
HAT
IF?
Iden
tify
, as
sess
and
con
trol
unc
erta
inty
and
as
a re
sult
, im
prov
e th
e ab
ility
of
the
proj
ect
to s
ucce
ed
Chan
ge:
WH
AT’s
TH
E IM
PACT
?Id
enti
fy,
asse
ss a
nd c
ontr
ol a
ny p
oten
tial
and
app
rove
d ch
ange
s to
the
pro
ject
bas
elin
es
Prog
ress
: W
HER
E A
RE W
E N
OW
? W
HER
E A
RE W
E G
OIN
G?
SHO
ULD
WE
CARR
Y O
N?
Esta
blis
h m
echa
nism
s to
mon
itor
and
com
pare
act
ual
achi
evem
ents
aga
inst
tho
se p
lann
ed,
prov
ide
a fo
reca
st f
or
the
proj
ect
obje
ctiv
es a
nd t
he p
roje
ct’s
con
tinu
edVi
abili
ty,
and
cont
rol a
ny u
nacc
epta
ble
devi
atio
ns
Cont
inue
d bu
sine
ss j
usti
ficat
ion
A PR
INCE
2 pr
ojec
t ha
s co
ntin
ued
busi
ness
jus
tific
atio
n
Lear
n fr
om e
xper
ienc
ePR
INCE
2 pr
ojec
t te
ams
lear
n fr
om e
xper
ienc
e: le
sson
s ar
e so
ught
, re
cord
ed a
nd a
cted
upo
n th
roug
hout
the
life
of
the
proj
ect
Defi
ned
role
s an
d re
spon
sibi
litie
sA
PRIN
CE2
proj
ect
has
defin
ed a
nd a
gree
d ro
les
and
resp
onsi
bilit
ies
wit
hin
an o
rgan
izat
ion
stru
ctur
e th
at
enga
ges
the
busi
ness
, us
er a
nd s
uppl
ier
stak
ehol
der
inte
rest
s
Man
age
by s
tage
sA
PRIN
CE2
proj
ect
is p
lann
ed,
mon
itor
ed a
nd c
ontr
olle
d on
a
stag
e-by
-sta
ge b
asis
Man
age
by e
xcep
tion
A PR
INCE
2 pr
ojec
t ha
s de
fined
tol
eran
ces
for
each
pro
ject
ob
ject
ive,
to
esta
blis
h lim
its
of d
eleg
ated
aut
hori
ty
Focu
s on
pro
duct
sA
PRIN
CE2
proj
ect
focu
ses
on t
he d
efini
tion
and
del
iver
y of
pr
oduc
ts,
in p
arti
cula
r th
eir
qual
ity
requ
irem
ents
Tailo
r to
sui
t th
e pr
ojec
t’s
envi
ronm
ent
A PR
INCE
2 pr
ojec
t is
tai
lore
d to
sui
t th
e pr
ojec
ten
viro
nmen
t, s
ize,
com
plex
ity,
impo
rtan
ce,
team
ca
pabi
lity
and
risk
24
Base
line
Man
agem
ent
prod
ucts
pro
duct
s ar
e th
ose
that
defi
ne a
spec
ts o
f th
e pr
ojec
t an
d, o
nce
appr
oved
, ar
e su
bjec
t to
cha
nge
cont
rol.
Bene
fits
Man
agem
ent
App
roac
hA
plan
tha
t de
fines
the
ben
efits
man
agem
ent
acti
ons
and
bene
fits
revi
ews
that
will
be
put
in p
lace
to
ensu
re t
hat
the
proj
ect’
s ou
tcom
es
are
achi
eved
and
to
confi
rm t
hat
the
proj
ect’
s be
nefit
s ar
e re
aliz
ed.
Busi
ness
Cas
eTh
e ju
stifi
cati
on f
or a
n or
gani
zati
onal
act
ivit
y (p
roje
ct),
whi
ch t
ypic
ally
con
tain
s ti
mes
cale
s,
cost
s, b
enefi
ts a
nd r
isks
, an
d ag
ains
t w
hich
co
ntin
uing
via
bilit
y is
tes
ted.
Com
mun
icat
ion
Man
agem
ent
App
roac
hA
desc
ript
ion
of t
he m
eans
and
fre
quen
cy o
fco
mm
unic
atio
n be
twee
n th
e pr
ojec
t an
d th
epr
ojec
t`s
stak
ehol
ders
.Ch
ange
Con
trol
App
roac
hA
desc
ript
ion
of h
ow a
nd b
y w
hom
the
pro
ject
`spr
oduc
ts w
ill b
e co
ntro
lled
and
prot
ecte
d.Pl
an (
cove
rs P
roje
cts,
Sta
ge,
Team
and
Ex
cept
ion
plan
s)A
deta
iled
prop
osal
for
doi
ng o
r ac
hiev
ing
som
ethi
ng w
hich
spe
cifie
s th
e w
hat,
whe
n, h
owan
d by
who
m it
will
be
achi
eved
.Pr
oduc
t de
scri
ptio
nA
desc
ript
ion
of a
pro
duct
´s p
urpo
se,
com
posi
tion
, de
riva
tion
and
qua
lity
crit
eria
.Pr
ojec
t br
ief
A st
atem
ent
that
des
crib
es t
he p
urpo
se,
cost
,ti
me
and
perf
orm
ance
req
uire
men
ts,
and
cons
trai
nts
for
a pr
ojec
t.Pr
ojec
t In
itia
tion
doc
umen
tati
onA
logi
cal s
et o
f do
cum
ents
tha
t br
ings
tog
ethe
rth
e ke
y in
form
atio
n ne
eded
to
star
t th
epr
ojec
t on
a s
ound
bas
is a
nd t
hat
conv
eys
the
info
rmat
ion
to a
ll co
ncer
ned
wit
h th
e pr
ojec
t.
Proj
ect
Man
date
An e
xter
nal p
rodu
ct g
ener
ated
by
the
auth
orit
y co
mm
issi
onin
g th
e pr
ojec
t th
at f
orm
s th
e tr
igge
r fo
r St
arti
ng u
p a
proj
ect
Proj
ect
Prod
uct
desc
ript
ion
A sp
ecia
l typ
e of
Pro
duct
Des
crip
tion
use
d to
gai
nag
reem
ent
from
the
use
ron
the
pro
ject
`s s
cope
and
requ
irem
ents
, to
defi
ne t
hecu
stom
er`s
qua
lity
expe
ctat
ions
,an
d to
defi
ne t
he a
ccep
tanc
ecr
iter
ia f
or t
he p
roje
ct.
Qua
lity
Man
agem
ent
App
roac
hAn
app
roac
h de
finin
g th
e qu
alit
y te
chni
ques
and
sta
ndar
ds t
o be
app
lied,
and
the
var
ious
re
spon
sibi
litie
s fo
r ac
hiev
ing
the
requ
ired
qua
lity
leve
ls,
duri
ng a
pr
ojec
t.Ri
sk M
anag
emen
t A
ppro
ach
An a
ppro
ach
desc
ribi
ng t
he g
oals
of
app
lyin
g ri
sk m
anag
emen
t,
as w
ell a
s th
e pr
oced
ure
that
w
ill b
e ad
opte
d, r
oles
and
re
spon
sibi
litie
s, r
isk
tole
ranc
es,
the
tim
ing
of r
isk
man
agem
ent
inte
rven
tion
s, t
he t
ools
and
te
chni
ques
tha
t w
ill b
e us
ed,
and
the
repo
rtin
g re
quir
emen
ts.
Wor
k Pa
ckag
eTh
e se
t of
info
rmat
ion
rele
vant
to t
he c
reat
ion
of o
ne o
r m
ore
prod
ucts
.
Reco
rds
are
dyna
mic
m
anag
emen
t pr
oduc
ts
that
mai
ntai
n in
form
atio
n re
gard
ing
proj
ect
prog
ress
.
Confi
gura
tion
Item
Re
cord
A re
cord
tha
t de
scri
bes
the
stat
us,
vers
ion
and
vari
ant
of a
con
figur
atio
nit
em,
and
any
deta
ils o
fim
port
ant
rela
tion
ship
sbe
twee
n th
em.
Dai
ly L
ogU
sed
to r
ecor
d pr
oble
ms/
conc
erns
tha
t ca
n be
hand
led
by t
he P
roje
ctM
anag
er in
form
ally
.Is
sue
Regi
ster
A re
gist
er u
sed
to c
aptu
rean
d m
aint
ain
info
rmat
ion
on a
ll is
sues
tha
t ar
ebe
ing
man
aged
for
mal
ly.
Less
ons
Log
An in
form
al r
epos
itor
yfo
r le
sson
s th
at a
pply
to t
his
proj
ect
or f
utur
epr
ojec
ts.
Qua
lity
Regi
ster
A re
gist
er c
onta
inin
gsu
mm
ary
deta
ils o
f al
lpl
anne
d an
d co
mpl
eted
qual
ity
acti
viti
es.
Risk
Reg
iste
rA
reco
rd o
f id
enti
fied
risk
s re
lati
ng t
o an
init
iati
ve,
incl
udin
g th
eir
stat
us a
nd h
isto
ry.
Repo
rts
are
man
agem
ent
prod
ucts
pro
vidi
ng a
sn
apsh
ot o
f th
e st
atus
of
cert
ain
aspe
cts
of t
he
proj
ect.
Chec
kpoi
nt R
epor
tA
prog
ress
rep
ort
of t
he in
form
atio
n ga
ther
ed
at a
che
ckpo
int,
whi
ch is
giv
en b
y a
team
to
the
Proj
ect
Man
ager
and
whi
ch p
rovi
des
repo
rtin
g da
ta a
s de
fined
in t
he W
ork
Pack
age.
End
Proj
ect
Repo
rtA
repo
rt g
iven
by
the
Proj
ect
Man
ager
to
the
Proj
ect
Boar
d, t
hat
confi
rms
the
hand
over
of
all p
rodu
cts
and
prov
ides
an
upda
ted
Busi
ness
Ca
se a
nd a
n as
sess
men
t of
how
wel
l the
pro
ject
ha
s do
ne a
gain
st t
he o
rigi
nal P
roje
ct In
itia
tion
D
ocum
enta
tion
.En
d St
age
Repo
rtA
repo
rt g
iven
by
the
Proj
ect
Man
ager
to
the
Proj
ect
Boar
d at
the
end
of
each
man
agem
ent
stag
e of
the
pro
ject
. Th
is p
rovi
des
info
rmat
ion
abou
t th
e pr
ojec
t’s
perf
orm
ance
dur
ing
the
man
agem
ent
stag
e an
d th
e pr
ojec
t st
atus
at t
he m
anag
emen
t st
age
end.
Exce
ptio
n Re
port
A de
scri
ptio
n of
the
exc
epti
on s
itua
tion
, it
s im
pact
, op
tion
s, r
ecom
men
dati
on a
nd im
pact
of
the
reco
mm
enda
tion
. H
ighl
ight
Rep
ort
A ti
me-
driv
en r
epor
t fr
om t
he P
roje
ct M
anag
er t
o th
e Pr
ojec
t Bo
ard
on s
tage
pro
gres
s.
Issu
e Re
port
A re
port
con
tain
ing
the
desc
ript
ion,
impa
ctas
sess
men
t an
d re
com
men
dati
ons
for
a re
ques
tfo
r ch
ange
, of
f-sp
ecifi
cati
on o
r a
prob
lem
/co
ncer
n.Le
sson
s Re
port
A re
port
tha
t do
cum
ents
any
less
ons
that
can
be
usef
ully
app
lied
to o
ther
pro
ject
s.
Prod
uct
Stat
us A
ccou
ntA
repo
rt o
n th
e st
atus
of
prod
ucts
.
Base
d on
offi
cial
AX
ELO
S PR
INCE
2® m
ater
ial o
f AX
ELO
S.
Man
agem
ent
Prod
ucts
25
Corp
orat
e, p
rogr
amm
e m
anag
emen
t or
the
cus
tom
er
Proj
ect
Boar
d
Cust
omer
Seni
orU
ser(
s)Ex
ecut
ive
Seni
orSu
pplie
r(s)
Supp
lier
Proj
ect
Ass
uran
ce
Proj
ect
Man
ager
Team
Man
ager
Chan
geA
utho
rity
Proj
ect
Supp
ort
Team
mem
bers
Line
s of
Aut
hori
tyPr
ojec
t A
ssur
ance
res
pons
ibili
tyLi
nes
of s
uppo
rt/a
dvic
e
Project management team
Project management structure
Project organization
Exec
utiv
eTh
e si
ngle
indi
vidu
al w
ith
over
all r
espo
nsib
ility
for
ens
urin
g th
at a
pro
ject
mee
ts it
s ob
ject
ives
and
del
iver
s th
e pr
ojec
ted
bene
fits.
The
Exe
cuti
ve is
the
cha
ir o
f th
e Pr
ojec
t Bo
ard.
Seni
or U
ser
The
Proj
ect
Boar
d ro
le a
ccou
ntab
le f
or e
nsur
ing
that
use
r ne
eds
are
spec
ified
cor
rect
ly a
nd t
hat
the
solu
tion
mee
ts t
hose
nee
ds.
Seni
or S
uppl
ier
The
Proj
ect
Boar
d ro
le t
hat
prov
ides
kno
wle
dge
and
expe
rien
ce
of t
he m
ain
disc
iplin
e(s)
invo
lved
in t
he p
rodu
ctio
n of
the
pr
ojec
t`s
deliv
erab
le(s
).
Proj
ect
Ass
uran
ceTh
e Pr
ojec
t Bo
ard`
s re
spon
sibi
litie
s to
ass
ure
itse
lf t
hat
the
proj
ect
is b
eing
con
duct
ed c
orre
ctly
.
Chan
ge A
utho
rity
A pe
rson
or
grou
p to
whi
ch t
he P
roje
ct B
oard
may
del
egat
e re
spon
sibi
lity
for
the
cons
ider
atio
n of
req
uest
for
cha
nge
and
off-
spec
ifica
tion
s.
Proj
ect
Man
ager
The
pers
on g
iven
the
aut
hori
ty a
nd r
espo
nsib
ility
to
man
age
the
proj
ect
on a
day
-to-
day
basi
s to
del
iver
the
req
uire
d pr
oduc
ts
wit
hin
the
cons
trai
nts
agre
ed w
ith
the
Proj
ect
Boar
d.
Team
Man
ager
The
pers
on r
espo
nsib
le f
or t
he p
rodu
ctio
n of
tho
se p
rodu
cts
allo
cate
d by
the
Pro
ject
Man
ager
(as
defi
ned
in a
Wor
k Pa
ckag
e)
to a
n ap
prop
riat
e qu
alit
y, t
imes
cale
and
at
a co
st a
ccep
tabl
e to
the
Pro
ject
Boa
rd.
If a
Tea
m M
anag
er is
not
ass
igne
d, t
hen
the
Proj
ect
Man
ager
und
erta
kes
the
resp
onsi
bilit
y of
the
Tea
m
Man
ager
rol
e.
Proj
ect
Supp
ort
Proj
ect
Supp
ort
can
be in
the
for
m o
f ad
vice
and
hel
p w
ith
proj
ect
man
agem
ent
tool
s, g
uida
nce,
adm
inis
trat
ive
serv
ices
su
ch a
s fil
ing,
and
the
col
lect
ion
of a
ctua
l dat
a.
Proj
ect
man
agem
ent
team
str
uctu
re (
Copy
righ
t© A
XEL
OS
Lim
ited
200
9. A
ll r
ight
a re
serv
ed.
Mat
eria
l is
repr
oduc
ed u
nder
lice
nce
from
AX
ELO
S.)
26
Fin
al
de
liv
ery
sta
ge
De
live
ry
Sta
ges
Init
iati
on
S
tag
eP
re-P
roje
ct
Au
tho
rize
In
itia
tio
nA
uth
ori
ze
The
Pro
ject
Au
thori
ze A
S
tag
e o
r E
xce
ption
Pla
n
Giv
e A
d-H
oc
Dir
ectio
n
Au
tho
rize
A
Sta
ge
or
Excep
tio
n P
lan
Giv
e A
d-H
oc
Dire
ction
Au
tho
rize
P
roje
ct
Clo
sure
Co
ntr
ollin
g a
sta
ge
(CS
)
Au
tho
rize
W
ork
P.
Re
vie
w w
ork
p
ackag
e s
tatu
s
Re
ceiv
e
co
mp
lete
d
wo
rk p
acka
ge
Re
vie
w S
tag
e
Sta
tus
Ta
ke
Cor-
rective
actio
n
Cap
ture
&
exa
min
e
issu
es &
ris
ks
Rep
ort
H
igh
lights
Escala
te
issu
es &
risks
Init
iati
ng
a p
roje
ct
(IP
)
Pre
pa
re R
isk
Ma
n.
ap
pr.
Pre
pa
re
Qua
lity
Man
.ap
pr.
Pre
pa
re
Cha
nge
C
on
tro
lap
pr.
Set-
up P
roje
ct
Con
tro
ls
Cre
ate
pro
ject
pla
n
Pre
pa
re
Com
mun
ica
-tion
Man
.App
r.
Re
fin
e
Bu
sin
ess C
ase
(& B
en
efits
M
an
. a
pp
oach
)
Assem
ble
PID
Ma
na
gin
ga
sta
ge
b
ou
nd
ary
(M
SB
)
Pla
n th
e n
ext
Sta
ge
Or,
Pro
duce
an
exce
ption
pla
n
Up
da
te t
he
P
roje
ct
Pla
n
Re
po
rt S
tage
E
nd
Up
da
te t
he
B
usin
ess C
ase
Clo
sin
g a
pro
jec
t (C
P)
Pre
pa
re
pla
nne
d
clo
su
re
Or,
Pre
pa
re
pre
matu
re
clo
su
re
Ha
nd
ove
r pro
du
cts
Re
co
mm
end
pro
ject
clo
su
re
Eva
luate
th
e
pro
ject
Sta
rtin
g u
p
a p
roje
ct
(SU
)
App
oin
t E
xe
c &
P
roje
ct
Ma
na
ger
Cap
ture
Pre
vio
us
Le
sson
s
Se
lect
Pro
ject
ap
pro
ach,
Asse
mb
le P
roje
ct
Brie
f
De
sig
n &
ap
po
int
PM
T
Pre
pare
outlin
e
Bu
sin
ess C
ase
(& P
roje
ct
Pro
duct
descri
ption
)
Pla
n In
itia
tion
S
tag
e
Hig
hlig
ht R
eport
or
Exception R
epo
rtE
scala
ted Issues &
Ris
ks
PID
& B
enefits
M
anage
ment A
ppro
ach
In
Para
llel
Auth
oriza
tio
nP
rem
atu
re
Pro
ject
End
Ma
na
ge P
rod
uct
De
live
ry (
MP
)A
ccep
t W
ork
P
ackag
e
Exe
cute
W
ork
P
ackag
e
Deliv
er
Work
P
ackag
e
SU
:
Pro
ject
Bri
ef
Pro
ject
Definitio
nO
utlin
e B
usin
ess C
ase
Pro
j. P
rod
uct. D
escrip
tio
nP
roje
ct
Ap
pro
ach
PM
T S
tructu
reR
ole
description
sR
efe
ren
ce
s
Init
iati
on
Sta
ge
Pla
n
Da
ily L
og
Le
sso
ns L
og
IP:
Pro
jec
t In
itia
tio
n D
ocu
me
nt
Pro
ject d
escri
ption
Pro
ject a
ppro
ach
Bu
sin
ess C
ase
(D
eta
iled)
Pro
j M
an T
eam
str
uctu
reR
ole
descri
ptions
Qualit
y m
an.
Ap
pro
ach
Cha
nge
contr
olA
ppro
ach
Ris
k m
an. a
ppro
ach
Com
mun
ication
ma
n.
app
roach
Pro
jec
t P
lan
Pro
ject C
ontr
ols
Tailo
ring o
f P
RIN
CE
2B
en
efi
ts M
an
ag
em
en
t a
pp
r.C
on
fig
ura
tio
n Ite
m R
eco
rds
Iss
ue R
eg
iste
rQ
uality
Reg
iste
rR
isk
Re
gis
ter
Ch
eckp
oin
t R
ep
ort
Da
tea
nd
perio
dF
ollo
w-u
ps
This
report
ing
peri
od
Ne
xt
report
ing
peri
od
Work
Pa
ckag
e to
lera
nce
sta
tus
Issues &
ris
ks
Hig
hlig
ht
Rep
ort
Date
Repo
rtin
g P
eriod
Sta
tus S
um
mary
Pro
du
cts
& w
ork
packa
ges
-T
his
repo
rtin
g p
eriod
-N
ext re
po
rtin
g p
eriod
Pro
ject &
Sta
ge t
ole
rances
Requ
ests
for
Ch
ang
eK
ey issue
s &
ris
ks
Lesso
ns
CP
Up
date
Pro
ject P
lan
Con
fig
ura
tion
ite
m r
ecord
sB
enefits
revie
w A
ppro
ach
Clo
se
Reg
iste
rs:
Issu
e R
egis
ter,
Q
ualit
y R
egis
ter,
R
isk R
egis
ter,
D
aily
Log
Co
rpo
rate
Man
ag
em
en
t,P
rog
ram
me
Ma
na
ge
me
nt
or
Cu
sto
mer
Notifica
tio
nN
otification
Notifica
tio
nN
otification
CP
:A
dd
itio
nal
wo
rk e
sti
mate
s
Ac
cep
tan
ce R
eco
rds
(See
Pro
ject P
rodu
ct
Description
)
En
d P
roje
ct
Rep
ort
Follo
w-o
n a
ctio
ns r
ec’s
Lesso
ns r
eport
Pro
ject
Bri
ef
Initia
tion
Sta
ge
Pla
n
Dir
ec
tin
g a
Pro
jec
t (D
P)
The 4Management levels:ManageingDirectingCorp/Prog. Delivering
Ma
nag
em
en
t P
rod
uc
ts:
MP
:T
eam
Pla
nC
heck
po
int
rep
ort
sA
pp
rova
l re
co
rds
Bu
sin
es
s C
ase
(in
PID
)E
xec S
um
mary
Reason
sB
usin
ess O
ptions
Expecte
d B
ene
fits
Expecte
d d
is-b
ene
fits
Tim
escale
& C
osts
Investm
ent a
ppra
isal
Majo
r R
isks
Pla
n (
Sta
ge,
Pro
ject,
Te
am
)P
lan d
escri
ption
Pla
n p
rere
qu
isites
Exte
rna
l d
epe
nde
ncie
sP
lann
ing a
ssum
ptio
ns
Deliv
ery
app
roach(e
s)
Lessons
incorp
ora
ted
Mon
ito
ring
& c
ontr
ol
Bud
gets
To
lera
nces
Pro
ductde
scrip
tio
ns
Sched
ule
Ag
ree t
ailo
ring
re
qu
irem
en
ts
Pro
ject
ma
nd
ate
Ma
na
gin
ga
sta
ge
b
ou
nd
ary
(M
SB
)
Pla
n th
e n
ext
Sta
ge
Or,
Pro
duce
an
exce
ption
pla
n
Upd
ate
the
P
roje
ct
Pla
n
Rep
ort
Sta
ge
E
nd
Upd
ate
the
B
usin
ess C
ase
Next S
tage p
lan o
r E
xception P
lan
Upda
ted P
ID &
Ben.m
an.a
ppr.
Checkpoin
t R
eport
Co
ntr
oll
ing
a s
tag
e
(CS
)
Au
tho
rize
W
ork
P.
Re
vie
w w
ork
p
acka
ge s
tatu
s
Re
ceiv
e
com
ple
ted
wo
rk p
acka
ge
Re
vie
w S
tage
S
tatu
s
Ta
ke
Cor-
rective
actio
n
Rep
ort
H
igh
lights
Esca
late
is
su
es &
risks
Hig
hlig
ht R
eport
or
Exce
ption R
eport
Escala
ted Issues &
Ris
ks
Auth
orization
Ma
nag
e P
rod
uct
De
live
ry (
MP
)A
ccep
t W
ork
P
acka
ge
Exe
cute
W
ork
P
ackag
e
De
live
r W
ork
P
acka
ge
Checkpoin
t re
port
Cap
ture
&
exa
min
e
issu
es &
ris
ks
Pre
matu
re
sta
ge
or
pro
ject
en
d
PR
INC
E2
® is
a R
eg
iste
red
Tra
de
ma
rk o
f A
XE
LOS
Co
pyr
igh
t ®
AX
ELO
S L
imit
ed
20
17
. All
rig
hts
re
serv
ed
. Ma
teri
al i
s re
pro
du
ced
un
de
r lic
en
se f
rom
AX
ELO
S
PR
INC
E2
®2
017
MS
B:
En
d S
tag
e r
ep
ort
Next
Sta
ge P
lan
(Exc
ep
tio
n p
lan
)
Up
date
d:
-B
usin
es
s C
ase
-P
roje
ct
Pla
n-
Ben
efi
ts M
an
. a
pp
roac
h
CS
:W
ork
Pack
ag
eH
igh
lig
ht
rep
ort
Pro
du
ct
Sta
tus a
cc
ou
nt
Iss
ue
re
po
rtE
xcep
tio
n r
ep
ort
Notifica
tio
n
Next S
tage p
lan o
r E
xcep
tion P
lan
Up
date
d P
ID &
Ben.m
an.a
ppr.
27
Theme Risk
The Risk Management Procedure:
Risk Responses:
28
Theme Quality
Quality Audit Trail:
29
Theme Change
Issue and Change Control Procedure:
Project Board Decisions:
30
Theme Plan
How PRINCE2´s plans relate to each other:
PRINCE2’s recommended approach to product-based planning:
31
PRINCE2’s recommended approach to defining and analysing the products:
32
