Bene�ts Review PlanException ReportHighlight ReportIssue RegisterIssue ReportLessons LogLessons ReportPlanProduct DescriptionProduct Status AccountProject BriefBusiness CaseProject Initiation DocumentationProject Product DescriptionQuality Management StrategyQuality RegisterRisk Management StrategyRisk RegisterWork PackageCheckpoint ReportCommunication Management StrategyCon�guration Item RecordsCon�guration Management StrategyDaily LogEnd Project ReportEnd Stage Report

Siemons Info

Prince 2®7 Principles

7 Themes

Continued business justi�cationLearn from experienceDe�ned roles and responsibilitiesManage by stagesManage by exceptionFocus on productsTailor to suit the project environment

Business case (why?)Organisation (who?)Quality (what?)Plans (how/when?)Risk (what if?)Change (what is the impact?)Progress (where are we? Carry on?)

7 Processes

Performance aspectsTimeCost Quality

Directing

Managing

Delivering

SU

Pre-project

DP

Initiationstage

SB

IP

SB CP

CS CS

MP MP

Subsequentstages

Final deliverystage

Business

User SupplierProject

Executive

Sr. User Sr. Supplier

PM

Project interests

Bene�ts

Business Case

OutputOutcome

RiskIdentifyAssessControl

PlanDesign the plan

De�ne and analyze the productsIdentify activities and productsPrepare estimatesPrepare the schedule

Document the Plan

Ana

lyze

the

risks

Project PlanInitiation Stage PlanDelivery Stage PlanTeam PlanException Plan

Products

Write Project Product DescriptionCreate the Product Breakdown StructureWrite Product DescriptionsCreate the Product Flow Diagram

ChangeRequest for ChangeO� speci�cationProblem/concern

Appoint the Executive and the Project ManagerCapture previous lessonsDesign and appoint the project management teamPrepare the outline business caseSelect the project approach and assemble the project briefPlan the initiation stage

Starting up a Project (SU)

Authorize InitiationAuthorize the ProjectAuthorize a Stage or Exception PlanGive Ad hoc DirectionAuthorize Project Closure

Directing a Project (DP)

Initiating a Project (IP)

Controlling a Stage (CS) Managing Stage Boundaries (SB)

Closing a Project (CP)

Managing Product Delivery

Prepare the Risk Management StrategyPrepare the Con�guration Management StrategyPrepare the Quality Management StrategyPrepare the Communication Management StrategySet up Project ControlsCreate the Project PlanRe�ne the Business CaseAssemble the Project Initation Document

Authorize a Work PackageReview Work Package StatusReceive completed Work PackageReview the Stage StatusReport HighlightsCapture and examine issues and risksEscalate issues and risksTake corrective action

Accept a Work PackageExecute a Work PackageDeliver a Work Package

Plan the Next StageUpdate the Project PlanUpdate the Business CaseReport Stage EndProduce an Exception Plan

Prepare Planned ClosurePrepare Premature ClosureHand over ProductsEvaluate the ProjectRecommend Project Closure

Product Based Planning

Management- Baseline- Record- ReportSpecialist

Products(de�ned)

Key rolesCorporate/Program management

ExecutiveSr. UserSr. Supplier

Project ManagerTeam ManagerProject AssuranceProject Support (O�ce)

Key responsibilitiesProduceReviewApprove

Project board

ScopeBene�tsRisk