Work - PRINCE2 Processes id 281 created 2008-03-29 modified 2008-04-06

PRINCE2 defines a project as:

A management environment that is created for the purpose of delivering one or more business products according to a specified Business Case

A PRINCE2 project has the following characteristics:

• A finite and defined life cycle
• Defined and measurable business products
• A corresponding set of activities to achieve the business products
• A defined amount of resources
• An organisational structure to manage the project

PRINCE2 has a process-based approach to Project Management. The processes define the management activities to be carried out during the project (PRINCE2 also describes a number of components that are applied within the appropriate activities. These component will remain out of scope of this piece of work).

The PRINCE2 process model, part of which is shown in the diagram above, consists of eight management processes, covering all activities from starting the project off on the right note, right through to controlling and managing the project's progress, to final completion. The common PL PLANNING process is used by the four other processes.

In reality real world projects) each process should be tempered with the question "How extensively should this process be applied to this particular project?"

Diagram

Inputs Approved Project Initiation Document Approved Work Package Authorisation to proceed Authorised Work Package Business Case Checkpoint Report Communication Plan Completed Work Package Concession Configuration Item Records Configuration Management Plan Current Stage Plan Customer acceptance Daily Log Draft job descriptions End Project Report End Stage Report Exception Plan Exception Plan request Exception Report Executive and Project Manager job descriptions Follow-on Action Recommendations Highlight Reports Information from External Sources Initiation Stage Plan Issue Log Job descriptions Lessons Learned Log Lessons Learned Report Management reports New Project Issues Next Stage Plan Notification of project end Operational and maintenance acceptance Operational, maintenance and customer acceptance PID Plan Deviation Post-Project Review Plan Previous Highlight Report Product Checklist Product Description Product Status Account Progress information Project Approach Project Board decision Project Board guidance Project Brief Project closure notification Project closure recommendation Project Controls Project Initiation Document Project management team changes Project Management Team Structure Project Mandate Project Plan Project Quality Plan Project start-up Notification Project tolerances Quality Log Quality standards Request for authorisation to proceed Requests for Advice Risk Log Stage end notification Stage or Exception Plan Stage Plan Stage Status Information Team Plan Tolerance threat Trigger for premature close Trigger for premature closure Trigger for project end Updated Issue Log Work Package Work package status Work Package status Work trigger

Work PRINCE2 Processes CP CLOSING A PROJECT Corporate - Programme Management PL PLANNING IP INITIATING A PROJECT SB MANAGING STAGE BOUNDARIES CS CONTROLLING A STAGE DP DIRECTING A PROJECT MP MANAGING PROJECT DELIVERY SU STARTING UP A PROJECT

Outputs Agreed Executive job description Agreed job descriptions Agreed Project Manager job description Approved Project Initiation Document Approved Stage Plan Authorisation to proceed Authorised Work Package Business Case Checkpoint Report Communication Plan Completed Work Package Concession Current Stage Plan Customer acceptance Daily Log Draft job descriptions End Project Report End Stage Report Exception Plan Exception Plan request Exception Report Follow-on Action Recommendations Highlight Reports Initiation Stage Plan Issue Log Lessons Learned Log Lessons Learned Report Management reports New Project Issues Next Stage Plan Notification of project end Operational and maintenance acceptance Operational, maintenance and customer acceptance Plan Deviation Post-Project Review Plan Product Status Account Progress information Project Approach Project Board decision Project Board guidance Project Brief Project closure notification Project closure recommendation Project Controls Project Initiation Document Project Management Team Structure Project Mandate Project Plan Project Quality Plan Project start-up Notification Quality Log Request for advice Request for authorisation to proceed Requests for Advice Risk Log Stage end notification Stage Status Information Team Plan Tolerance threat Trigger for premature close Trigger for premature closure Trigger for project end Updated Issue Log Work Package Work package status Work Package status Work trigger

Steps

This work unit is decomposed into the following Work units, Events and Decisions

CP CLOSING A PROJECT Roles Project Manager

The purpose of this process is to execute a controlled close to the project.

The process covers the Project Manager's work to wrap up the project either at its end or at a premature close. Most of the work is to prepare input to the Project Board to obtain its confirmation that the project is allowed to close.

CP1 Decommissioning a Project
CP2 Identifying Follow-on Actions
CP3 Evaluating a Project

Corporate - Programme Management Roles Corporate - Programme Management role

This element has not yet been described (if you have editor grants you can edit this page in advanced mode)

PL PLANNING Roles Project Manager

Planning is a repeatable process which plays an important part in other processes throughout PRINCE2, the main ones including

• SU6 Planning an Initiation Stage
• IP2 Planning a Project
• [SB1 Planning A Stage]
• [SB2 Updating A Project Plan]
• [MP1 Accepting A Work Package]
• [SB6 Producing An Exception Plan]

PL1 Designing A Plan
PL2 Defining and Analysing Products
PL3 Identifying Activities and Dependencies
PL4 Estimating
PL5 Scheduling
PL6 Analysing Risks
PL7 Completing A Plan

IP INITIATING A PROJECT Roles Project Manager

The key product of this process is the Project Initiation Document, which defines the who, what, why, when and how of the project.

IP1 Planning Quality
IP2 Planning a Project
IP3 Refining the Business Case and Risks
IP6 Assembling a Project Initiation Document
IP4 Setting Up Project Controls
IP5 Setting Up Project Files

SB MANAGING STAGE BOUNDARIES Roles Project Manager

This process produces the information with which the Project Board will take key decisions on whether or not to continue with the project.

SB1 Planning a Stage
SB6 Producing an Exception Plan
SB2 Updating a Project Plan
SB5 Reporting Stage End
SB3 Updating a Project Business Case
SB4 Updating the Risk Log

CS CONTROLLING A STAGE Roles Project Manager

A project can have many phases. This process describes the monitoring and control activities of the Project Manager involved in allocating work, ensuring that a stage stays on course and reacting to unforseen events. The process forms the core of the Project Manager's effort on the project, being the process that handles the day to day management of the project.

CS1 Authorising Work Package
CS2 Assessing Progress
CS6 Reporting Highlights
CS8 Escalating Project Issues
CS5 Reviewing Stage Status
CS7 Taking Corrective Action
CS4 Examining Project Issues
CS3 Capturing Project Issues
CS9 Receiving Completed Work Package

DP DIRECTING A PROJECT Roles Project Board Project Board

Directing a Project runs from SU STARTING UP A PROJECT until the project's closure.

This process is aimed at the Project Board, a group of decision makers representing the business, users and suppliers.

The Project Board manages by exception, monitors via reports and controls through a number of decision points.

The key processes for the Project Board break into five main areas:

• Authorising Initiation - making sure the project starts well
• Authorising a Project - review of the Project Initiation Document to make sure that it makes sense to commit major investment in the project
• Stage boundaries - commitment of more resources after checking current results
• Ad Hoc direction - monitoring progress, providing guidance, reacting to major threats to plans or benefits
• Project closure - confirming the project outcome and bringing the project to a controlled close.

DP1 Authorising Initiation
DP2 Authorising A Project
DP4 Giving Ad-Hoc Direction
DP3 Authorising a Stage or Exception Plan
DP5 Confirming Project Closure

MP MANAGING PROJECT DELIVERY Roles Team Manager

The objective of this process is to ensure that planned products are created and delivered by the project.

MP1 Accepting a Work Package
MP2 Executing a Work Package
MP3 Delivering a Work Package

SU STARTING UP A PROJECT Roles Project Manager

This is the first process in PRINCE2. It is a pre-project process, designed to ensure that the prerequisites for starting the project are firmly established. The process expects the existance of a Project Mandate that defines in high-level terms the reason for the project and what product is required. The process should be very short in time period.

SU1 Appointing PB Executive and Project Manager
SU2 Designing a Project Management Team
SU3 Appointing a Project Management Team
SU5 Defining Project Approach
SU6 Planning an Initiation Stage
SU4 Preparing a Project Brief

Inputs

This Work uses the following Objects as inputs

This Work steps use the following Objects as inputs

Outputs

This Work produces the following Objects as outputs

This Work steps produce the following Objects as outputs

Tools

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Objectives and indicators

This Work is measured by the following Indicators for which the following States have been set as goals

People carrying out this work

This Work is carried out by Roles assumed by the following Person(s)

Corporate - Programme Management role

Project Board

Project Manager

Team Manager

Element data, outgoing and incoming relations

Properties and outgoing relations	Incoming relations
Element properties and relations with other elements	Other elements that have a relation with this element
Relation: Business Case PL PLANNING Roles: Corporate - Programme Management role Project Board Project Manager Team Manager Steps: CP CLOSING A PROJECT Corporate - Programme Management PL PLANNING IP INITIATING A PROJECT SB MANAGING STAGE BOUNDARIES CS CONTROLLING A STAGE DP DIRECTING A PROJECT MP MANAGING PROJECT DELIVERY SU STARTING UP A PROJECT

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