1. ● statements of actual benefit achievements versus forecast benefits at benefits reviews.
2. Role descriptions
2.1. Project Assurance
2.1.1. Advise
2.1.1.1. PB & PM in: ● assessing and resolving issues, risks, and exceptions and checking for impacts against the BC ● selection of project team members and management approaches
2.1.2. Assist
2.1.2.1. PB & PM in: ● reviewing product descriptions
2.1.3. Assure
2.1.3.1. ● PB that data management practices/ issues/ risks are properly managed in line with the project’s digital and data/ issues/ risks management approach ● feasibility of stage and project plans ● impact assessment of potential changes
2.1.4. Check
2.1.4.1. ●business case against external events and project progress. ● changes to the project plan ● project finance on behalf of the business ● that the project fits with the overall business objectives
2.1.5. Confirm
2.1.5.1. ● stage and project progress ● management approaches are compliant with business policies
2.2. Project executive
2.2.1. Accountable for
2.2.1.1. ● for benefit ● for business case ● to the business on sustainability ● for sharing lessons with the business
2.2.2. Approve
2.2.2.1. ● the project brief
2.2.3. Ensure
2.2.3.1. ● benefits represent value for money and are aligned with business objectives ● delivery method and costs proposed represent value for money. ● risk management on BC ● progress remains consistent from the business perspective ● that the project remains desirable, viable, and achievable
2.2.4. Review and Confirm
2.2.4.1. ● project approach and the choice of delivery model ● confirm organizational design for project ● confirm project closure and acceptance of the project product. Notify the business
2.2.5. Determine
2.2.5.1. ● change budget if needed ● risk budget
2.2.6. Secure
2.2.6.1. ● funding for project
2.2.7. Respond
2.2.7.1. ● to requests for advice from the PM
2.2.8. Make decisions
2.2.8.1. ● on exception reports ● on escalated issues
2.3. Project manager
2.3.1. Consult
2.3.1.1. ● with stakeholders to prepare and maintain product descriptions and management approaches ● with stakeholders to check whether any goals changed
2.3.2. Design
2.3.2.1. ● the plans. Decide about stages and delivery steps ● design, review, and update the project management team structure and WBS
2.3.3. Prepare
2.3.3.1. ● role descriptions ● BC and management approaches. Assess and update them at the end of each stage ● the project plan, stage plans, and work package descriptions, and update as necessary ● exeption plans
2.3.4. Authorize
2.3.4.1. ● WP and set WP tolerances
2.3.5. Ensure
2.3.5.1. ● project risks management ● that team managers implement the management approaches
2.3.6. Establish and maintain
2.3.6.1. ● healthy project ecosystem, and ensure the wellbeing ● the project log, assisted by project support where possible
2.3.7. Implement
2.3.7.1. ● corrective actions and risk responses
2.3.8. Instruct/Manage/Monitor
2.3.8.1. ● corrective action when WP tolerances are forecast to be exceeded ● the procedures required of the management approaches ● progress against stage plans
2.3.9. Produce/Assess
2.3.9.1. ● exception reports, lessons reports, highlight reports, exception reports, end stage reports, and the end project report ● assess and report on project performance at project closure
2.4. Project support
2.4.1. Administer
2.4.1.1. ● specialist tools to support the digital and data management approach ● the change control and issue procedures
2.4.2. Assist
2.4.2.1. ● team managers and members with the application of procedures ● PM in maintaining the project log ● with the compilation of plans and WP descriptions ● with the compilation, dissemination, and storage of reports ● PM in preparing issue reports
2.4.3. Provide
2.4.3.1. ● baselines for plans and WP package descriptions and determine ways to store and distribute them ● baseline for BC, project brief, management approaches, PID and determine ways to store and distribute them ● administrative support for quality controls, risk controls, change management activities, commercial management activities, and communication management activities ● assistance with onboarding and offboarding ● assistance with stakeholder analysis
2.4.4. Contribute/ Implement/ Maintain
2.4.4.1. ● specialist expertise ● risk responses (as the risk action owner) ● the project baseline
2.5. Senior supplier
2.5.1. Advice
2.5.1.1. ● on the people aspects of the supplier teams
2.5.2. Agree
2.5.2.1. ● product descriptions for key specialist products ● management approaches ● quality techniques and tools. Provide people and resources to perform supplier quality activities.
2.5.3. Accountable/Approve/Assist
2.5.3.1. ● for the supplier BC ● the project product description ● PM in preparing project, stage plans, and work package descriptions
2.5.4. Ensure
2.5.4.1. ● appropriate level of involvement of people from the supplier community ● that risks relating to the supplier aspects are managed ● that progress towards the outcome remains consistent from the supplier perspective ● that project/stage plansremain consistent
2.5.5. Commit
2.5.5.1. ● people and supplier resources
2.5.6. Confirm
2.5.6.1. ● that the products can be delivered within the expected costs and are viable
2.5.7. Implement/Responsible/ Respond
2.5.7.1. ● risk responses
2.5.7.2. ● for sustainability reporting from the supplier perspective
2.5.7.3. ● to requests for advice from PM
2.5.8. Make decisions
2.5.8.1. ● on escalated risks
2.6. Senior user
2.6.1. Accountable for
2.6.1.1. ● for specifying outcome and benefits. Define sustainability reporting requirements from the user perspective ● for realizing benefits, and ensure that the project produces products will generate the desired benefits. Confirm that the expected benefits are realized or are able to be realized.
2.6.2. Agree
2.6.2.1. ● management approaches
2.6.3. Approve/Assist
2.6.3.1. ● the project product description and product descriptions for specialist products. Provide the user’s quality expectations and acceptance criteria. Allocate people and resources to perform user quality activities and product acceptance ● PM in preparing project and stage plans
2.6.4. Commit/Contribute
2.6.4.1. ● people and user resources ● to stakeholder analysis
2.6.5. Ensure
2.6.5.1. ● appropriate level of involvement of people from the user community ● that progress towards the outcome remains consistent from the user perspective ● that project/stage plans remain consistent with user perspective ● that risks to the users are on escalated risks. Implement risk responses
2.6.6. Accept
2.6.6.1. ● the project product, and be accountable for the performance of the project product.
2.6.7. Provide
2.6.7.1. ● statements of actual benefit achievements versus forecast benefits at benefits reviews
2.6.8. Respond
2.6.8.1. ● to requests for advice from the PM
2.6.9. Make decisions
2.6.9.1. ● on escalated issues
2.7. Team manager
2.7.1. Assist/Advice/Assemble
2.7.1.1. ● PM with preparing and maintaining the product descriptions and WP descriptions. Agree WP with PM. ● on the choice of team members for their part in the project. Manage team members. Ensure wellbeing of their team. ● quality records for the products in scope of their team plan. Where requested, advise the project manager on product quality status.
2.7.2. Partecipate
2.7.2.1. ● in the risks management. Implement risk responses
2.7.3. Implement
2.7.3.1. ● corrective actions ● management procedures agreed in their team plans
2.7.4. Inform/Manage/Prepare/Notify
2.7.4.1. ● project support of issues, risks, lessons, completed quality activities, and pMroducts ● quality controls for the products ● schedules for each work package. Prepare team plans. ● PM of any forecast deviation from WP tolerances
2.7.5. Produce
2.7.5.1. ● checkpoint reports, and remain responsible for sustainability reporting to the team ● products
3. Processes
3.1. The PRINCE2 journey
3.1.1. Pre-project
3.1.2. Initiation stage
3.1.3. Subsequent stages
3.1.4. Final stage
3.1.5. Post-project
3.2. Starting up
3.2.1. Purpose
3.2.1.1. To ensure that the prerequisites for initiating a project are established by answering the question, ‘do we have a viable and worthwhile project?’
3.2.2. Objectives
3.2.2.1. ● Confirm assumptions are sound ● Business justification ● Authorities exist ● Sufficient information available ● Project approach selected ● Project team identified and appointed ● Project initiation planned
3.2.3. Context
3.2.4. Activities
3.2.4.1. Appoint the roject executive and project manager
3.2.4.2. Assess previous lessons
3.2.4.3. Prepare the outline business case
3.2.4.4. Appoint the project management team
3.2.4.5. Select the project approach
3.2.4.6. Assemble the project brief
3.2.4.7. Plan the initiation stage
3.2.4.8. Request project initiation
3.3. Directing a project
3.3.1. Purpose
3.3.1.1. Enable the project board to be accountable for the project’s success, by making key decisions and exercising overall control while delegating day-to-day management of the project to the project manager
3.3.2. Objectives
3.3.2.1. ● Ensure authority to initiate the project and deliver the project product. ● Ensure the project remains viable ● Ensure authority to close the project ● Provide management direction and control throughout the project. ● Ensure the business layer has a connection to the project ● Ensure plans for realizing the post-project benefits are managed and reviewed
3.3.3. Context
3.3.4. Activities
3.3.4.1. Authorize initiation
3.3.4.2. Authorize the project
3.3.4.3. Authorize a stage or exception plan
3.3.4.4. Give ongoing direction
3.3.4.5. Authorize project closure
3.4. Initiating
3.4.1. Purpose
3.4.1.1. The purpose of initiating a project is to establish a solid baseline for the project.
3.4.2. Objectives
3.4.2.1. Common understanding of: Reasons, Scope, Delivery, Decisions, Quality, Baselines, Risks, Changes, Progress, Information, Application
3.4.3. Context
3.4.4. Activities
3.4.4.1. Agree tailoring requirements
3.4.4.2. Agree the management approaches
3.4.4.3. Establish project controls
3.4.4.4. Prepare the project plan
3.4.4.5. Prepare the full business case
3.4.4.6. Assemble PID
3.4.4.7. Request project authorization
3.5. Controlling a stage
3.5.1. Purpose
3.5.1.1. ● Assign work to be done ● Monitor such work ● Deal with issues ● Report progress to the project board ● Take corrective actions
3.5.2. Objectives
3.5.2.1. ● Attention is focused on delivery of the stage’s products ● The project management team is focused on delivery within the established tolerances ● Risks and issues are kept under control ● The business case is kept under review ● The agreed products for the stage meet the agreed quality expectations and are accepted
3.5.3. Context
3.5.4. Activities
3.5.4.1. Authorize a work package
3.5.4.2. Evaluate work package status
3.5.4.3. Capture issues and risks
3.5.4.4. Take corrective action
3.5.4.5. Receive completed work package
3.5.4.6. Evaluate stage status
3.5.4.7. Report highlights
3.5.4.8. Escalate issues and risks
3.6. Managing product delivery
3.6.1. Purpose
3.6.1.1. To control the link between the project manager and the team manager by agreeing the requirements for acceptance, execution, reporting and delivery of products.
3.6.2. Objectives
3.6.2.1. ● Ensure that work on products allocated to the team is authorized and agreed. ● Ensure that team managers and their teams are clear as to what is to be produced and what is the expected effort, cost, or timescales ● Ensure that the planned products are delivered to quality expectations and within tolerances ● Ensure that accurate progress information is provided to the project manager at an agreed frequency to manage expectations
3.6.3. Context
3.6.4. Activities
3.6.4.1. Accept a work package
3.6.4.2. Execute a work package
3.6.4.3. Evaluate a work package
3.6.4.4. Notify work package completion
3.7. Managing a stage boundary
3.7.1. Purpose
3.7.1.1. Enable the PM to provide the project board with sufficient information to be able to: ● Review the success of the current management stage; ● Approve the next stage plan; ● Review the updated project plan; ● Confirm continued business justification and acceptability of the risks.
3.7.2. Objectives
3.7.2.1. ● Assure project board ● Prepare stage or exception plan ● Provide information to assess viability ● Review and update PID ● Record information to help later stages or projects ● Request authorization to start the next stage
3.7.3. Context
3.7.4. Activities
3.7.4.1. Prepare the next stage plan
3.7.4.2. Prepare the exception plan (if required)
3.7.4.3. Update the project plan
3.7.4.4. Update the business case
3.7.4.5. Evaluate the stage
3.7.4.6. Request the next stage
3.8. Closing a project
3.8.1. Purpose
3.8.1.1. ● provide a fixed point at which acceptance of the project product is confirmed ● recognize that objectives set out (or approved changes) have been achieved ● close the project in an orderly way where there is cause for a premature close.
3.8.2. Objectives
3.8.2.1. ● Check user acceptance ● Ensure that business is able to support the products ● Review performance of the project ● Assess any benefits ● All open issues and risks addressed ● Ensure project is closed in an orderly way
3.8.3. Context
3.8.4. Activities
3.8.4.1. Prepare planned/premature closure
3.8.4.2. Confirm project acceptance
3.8.4.3. Evaluate the project
3.8.4.4. Request project closure
4. Management products
4.1. Baselines (B)
4.1.1. Project Mandate
4.1.2. Project brief (B)
4.1.2.1. Outline business case
4.1.2.2. Project product description
4.1.2.3. Project approach
4.1.2.4. Project management team structure and role descriptions
4.1.3. Project initiation documentation (B)
4.1.3.1. Management approaches
4.1.3.1.1. benefits management approach
4.1.3.1.2. change management approach
4.1.3.1.3. commercial management approach
4.1.3.1.4. communication management approach
4.1.3.1.5. Digital and data management approach
4.1.3.1.6. issue management approach
4.1.3.1.7. quality management approach
4.1.3.1.8. risk management approach
4.1.3.1.9. sustainability management approach
4.1.3.2. Full business case
4.1.3.3. Project plan
4.1.3.4. Product Description
4.1.3.5. Project definition
4.1.3.6. Project management team structure and role descriptions
4.1.3.7. Project approach
4.1.4. Plan (B)
4.1.4.1. Project
4.1.4.2. Stage
4.1.4.3. Team
4.1.5. Work package description (B)
4.2. Reports (RP)
4.2.1. Checkpoint report
4.2.2. End project report
4.2.3. End stage report
4.2.4. Exception report
4.2.5. Highlight report
4.2.6. Issue report
4.2.7. Lessons report
4.3. Records (RC)
4.3.1. Project log (RC) ●unique identifier ● date logged ● logged by ● date updated ● status ● classification (where needed) ● details.
4.3.1.1. issue register
4.3.1.2. lessons log
4.3.1.3. product register
4.3.1.4. quality register
4.3.1.5. risk register
4.3.1.6. daily log
5. Introduction
5.1. What is a project?
5.1.1. cross-functional
5.1.2. change
5.1.3. uncertainty (risk)
5.1.4. unique
5.1.5. temporary
5.2. What is project management?
5.2.1. Planning
5.2.2. Delegating
5.2.3. Monitoring
5.2.4. Controlling
5.2.5. Motivating
5.3. The five integrated elements
5.3.1. Project context
5.3.2. People
5.3.3. Principles (7)
5.3.3.1. Obligations
5.3.3.2. Universal, always appliable, all valid.
5.3.3.3. Adapting to project context
5.3.4. Practices (7)
5.3.5. Processes (7)
5.4. The project context
5.4.1. Organizational context
5.4.2. Delivery method
5.4.3. Scale
5.4.4. Commercial context
5.4.5. Sustainability
5.5. Features and benefits of PRINCE2
5.6. Tailoring a project
6. Principles
6.1. Ensure continued business justification
6.1.1. Business Case, Benefits
6.1.2. Every project (also compulsory) must be justificated
6.2. Learn from experience
6.2.1. Lesson learned
6.2.2. ● When starting a project ● As the project progresses ● As the project closes
6.3. Define roles, responsibilities, and relationships
6.3.1. Roles and responsibilities for business, user and supplier interests
6.3.2. Relationships with and between internal and external stakeholders
6.4. Manage by exception
6.4.1. Delegated authority by defining tolerances
6.4.1.1. ● Benefits ● Time ● Cost ● Quality ● Scope ● Sustainability ● Risk
6.5. Manage by stages
6.5.1. Project planned, monitored, and controlled on a stage-by-stage basis
6.6. Focus on products
6.6.1. Products
6.6.1.1. Management products
6.6.1.2. Specialist products
6.6.1.3. Project products
6.6.1.4. External products
6.6.2. Quality requirements
6.7. Tailor to suit the project
6.7.1. ● project’s size ● environment ● complexity ● importance ● capability ● risk
7. People
7.1. Context
7.1.1. Organizational ecosystem
7.1.2. Project ecosystem
7.2. Leading successful change
7.2.1. Change management (Change management approach)
7.2.2. Stakeholders
7.2.3. Culture
7.3. Leading successful teams
7.3.1. ● Collaboration ● Co-creation ● Leadership ● Management
7.3.2. Building the team
7.3.2.1. ● Competencies and capability ● Different perspectives ● Roles and responsibilities ● Culture ● PRINCE2 support by five key management products support (Project plan, Project management team structure and the role descriptions, Communication management approach, PID, Product-based planning
7.4. Communication
7.4.1. Communication management approach
7.4.2. Teams
7.4.2.1. ● Co-located ● Remote ● Hybrid
7.5. People are central to the method
7.5.1. Junction point among organizational context, project context and communication
8. Practices
8.1. Business case (Why?)
8.1.1. Purpose (Output, Capability, Outcome, Benefit, Dis-benefit, Business objective)
8.1.2. Guidance for effective business case management
8.1.3. Techniques
8.1.3.1. ● develop ● check ● maintain ● confirm
8.1.4. Management Products
8.1.4.1. Project brief
8.1.4.2. Business case
8.1.4.3. Benefits management approach
8.1.4.4. Sustainability management approach
8.1.5. Applying the principles
8.1.5.1. ● Ensure continued business justification ● Learn from experience ● Define roles, responsibilities, and relationships ● Manage by stages ● Manage by exception ● Focus on products ● Tailor to suit the project
8.1.5.1.1. ● Business case -> project desirable, viable, and achievable ● Lessons about business aspect ● Roles for business case and benefits management plan ● Check of BC at stages boundary ● Escalation when BC tolerance broken ● Product->project benefits ● Formality and level of control for BC
8.2. Organizing (Who?)
8.2.1. Purpose
8.2.2. Guidance for effective organizing management
8.2.2.1. 3 project interest
8.2.2.1.1. Business
8.2.2.1.2. User
8.2.2.1.3. Supplier
8.2.2.2. Project management team structure
8.2.2.2.1. 4 Layers
8.2.2.2.2. Project assurance
8.2.2.2.3. Project Support
8.2.3. Techniques
8.2.3.1. ● Understand the organizational ecosystem ● Design the project ecosystem ● Develop the project ecosystem ● Manage the ongoing changes to the project ecosystem ●Transition the project into the organizational ecosystem
8.2.4. Management Products
8.2.4.1. Commercial management approach
8.2.4.2. Project management team structure
8.2.4.3. Role descriptions
8.2.5. Applying the principles
8.2.5.1. ● Ensure continued business justification ● Learn from experience ● Define roles, responsibilities, and relationships ● Manage by stages ● Manage by exception ● Focus on products ● Tailor to suit the project
8.2.5.1.1. ● Business role -> Executive ● Lessons about team structure ● Explicit project management team structure ● Assessment skills by stages ● Escalation to the right role ● Senior user role ● Teams and role combinations
8.3. Plans (How? How much? When?)
8.3.1. Purpose
8.3.2. Guidance for effective planning
8.3.2.1. Project Mandate and Business Plan and/or programme plan
8.3.2.2. Project Plan
8.3.2.3. Initiation stage plan
8.3.2.4. Subsequent stage plans
8.3.2.5. Team plans
8.3.2.6. Exeption plans (as necessary)
8.3.3. Techniques
8.3.3.1. ● Defining and analysing products ● Organizing work packages ● Preparing estimates ● Preparing schedule ● Preparing the budget ● Documenting the plan ● Analysing risks (activity cross)
8.3.4. Management Products
8.3.4.1. Plans
8.3.4.2. Project product description
8.3.4.3. Work package description
8.3.5. Applying the principles
8.3.5.1. ● Ensure continued business justification ● Learn from experience ● Define roles, responsibilities, and relationships ● Manage by stages ● Manage by exception ● Focus on products ● Tailor to suit the project
8.3.5.1.1. ● plan’s performance targets aligned to the BC objectives ● Lessons previous projects/stages ● Roles and responsibilities specific to a plan/WP ● Stage plans ● Tolerances in plans. Exeption plan ● Project product description ● Plans adapted to the project
8.4. Quality (What?)
8.4.1. Purpose
8.4.1.1. ● user’s quality expectations ● requirements ● acceptance criteria ● quality specifications.
8.4.2. Guidance for effective quality management
8.4.2.1. ● Quality planning ● Quality control ● Quality assurance
8.4.3. Techniques
8.4.4. Management Products
8.4.4.1. Product description
8.4.4.2. Quality management approach
8.4.4.3. Quality register
8.4.4.4. Product register
8.4.5. Applying the principles
8.4.5.1. ● Ensure continued business justification ● Learn from experience ● Define roles, responsibilities, and relationships ● Manage by stages ● Manage by exception ● Focus on products ● Tailor to suit the project
8.4.5.1.1. ● Quality management approach aligned to business strategy ● Lessons about quality controls in a stage help next quality planning ● Roles and responsibilities for quality ● Aligning quality controls at stages gate ● Tolerances in quality ● User quality expectations ● Quality activities tailored
8.5. Risk (What if?)
8.5.1. Purpose
8.5.2. Guidance for effective risk management
8.5.2.1. ● Risk planning ● Risk analysis ● Risk control
8.5.3. Techniques
8.5.3.1. ● Identify ● Assess ● Plan ● Implement ● Communicate
8.5.4. Management Products
8.5.4.1. Risk management approach
8.5.4.2. Risk register
8.5.5. Applying the principles
8.5.5.1. ● Ensure continued business justification ● Learn from experience ● Define roles, responsibilities, and relationships ● Manage by stages ● Manage by exception ● Focus on products ● Tailor to suit the project
8.5.5.1.1. ● Assess risks to BC and business justification ● Lessons about previous risks identification and management a stage help next quality planning ● Responsibilities for risks identification and management ● Decisions at stage boundaries based on risks ● Risks escalation ● Risks on specialist and management products ● Appropriate risk management approach
8.6. Issues (What now?)
8.6.1. Purpose
8.6.2. Guidance for effective issues management
8.6.2.1. ● Baselines ● Issue resolution ● Change control ● Delegating authority
8.6.3. Techniques
8.6.3.1. ● Capture ● Assess ● Recommend ● Decide ● Implement
8.6.4. Management Products
8.6.4.1. Issue management approach
8.6.4.2. Issue register
8.6.4.3. Issue report
8.6.5. Applying the principles
8.6.5.1. ● Ensure continued business justification ● Learn from experience ● Define roles, responsibilities, and relationships ● Manage by stages ● Manage by exception ● Focus on products ● Tailor to suit the project
8.6.5.1.1. ● Assess issues to BC and business justification (by issue management approach) ● Lessons help in responding to issues ● Responsibilities for issue management and change control ● Issue&Changes reviewed at stage boundaries ● authority and procedure for issue escalation ● link issues and changes to baselines ● Appropriate change control
8.7. Progress (Where are we now? Where are we going? Should we carry on?)
8.7.1. Purpose
8.7.1.1. ●establish mechanisms to monitor and compare actual achievements against those planned ● provide a forecast for the project’s objectives and continued viability ● control any unacceptable deviations
8.7.2. Guidance for effective progress management
8.7.2.1. ● Plan ● Do ● Check ● Act
8.7.2.2. 7 tolerances
8.7.2.2.1. ● Benefits ● Time ● Cost ● Quality ● Scope ● Sustainability ● Risk
8.7.3. Techniques
8.7.4. Management Products
8.7.4.1. Digital and data management approach
8.7.4.2. Daily log
8.7.4.3. Lessons log
8.7.4.4. Checkpoint report
8.7.4.5. Highlight report
8.7.4.6. Lessons report
8.7.4.7. Exception report
8.7.4.8. End stage report
8.7.4.9. End project report
8.7.5. Applying the principles
8.7.5.1. ● Ensure continued business justification ● Learn from experience ● Define roles, responsibilities, and relationships ● Manage by stages ● Manage by exception ● Focus on products ● Tailor to suit the project
8.7.5.1.1. ● Check viability of the business case when progress ● Lessons from progress used to forecast ● Clarity on reporting requirements and roles for timely and effective decisions ● Progress reported and evaluated insied a stage ● Exeption report ● Progress aligned with product delivery not just time completed ● Right level of progress management