Starting up a project (SU)

In this process the project team is appointed and a project brief (describing, in outline, what the project is attempting to achieve and the business justification for doing so) is prepared. In addition the overall approach to be taken is decided and the next stage of the project is planned. Once this work is done, the project board is asked to authorize the next stage, that of initiating the project.

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

Planning (PL)

PRINCE2 advocates product based planning which means that the first task when planning is to identify and analyse products. Once the activities required to create these products are identified then it is possible to estimate the effort required for each and then schedule activities into a plan. There is always risk associated with any work and this must be analysed. Finally, this process suggests how the format of plans can be agreed and ensures that plans are completed to such a format.

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

Initiating a project (IP)

This process builds on the work of the Start Up (SU) activity and the project brief is augmented to form a Business Case. The approach taken to ensure quality on the project is agreed together with the overall approach to controlling the project itself (project controls). Project files are also created as is an overall plan for the project. A plan for the next stage of the project is also created. The resultant information can be put before the project board for them to authorize the project itself.

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

Directing a project (DP)

These sub-processes dictate how the Project Board should control the overall project. As mentioned above, the project board can authorise an initiation stage and can also authorize a project. Directing a Project also dictates how the project board should authorize a stage plan, including any stage plan that replaces an existing stage plan due to slippage or other unforeseen circumstances. Also covered is the way in which the board can give ad hoc direction to a project and the way in which a project should be closed down.

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

Controlling a stage (CS)

PRINCE2 suggests that projects should be broken down into stages and these sub-processes dictate how each individual stage should be controlled. Most fundamentally this includes the way in which work packages are authorized and received. It also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A means for capturing and assessing project issues is suggested together with the way in which corrective action should be taken. It also lays down the method by which certain project issues should be escalated to the project board.

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

Managing product delivery (MP)

This process consists of three sub-processes and these cover the way in which a work package should be accepted, executed and delivered.

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

Managing stage boundaries (SB)

The Controlling a Stage process dictates what should be done within a stage, Managing Stage Boundaries (SB) dictates what should be done towards the end of a stage. Most obviously, the next stage should be planned and the overall project plan, risk log and business case amended as necessary. The process also covers what should be done for a stage that has gone outside its tolerance levels. Finally, the process dictates how the end of the stage should be reported.

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

Closing a project (CP)

This covers the things that should be done at the end of a project. The project should be formally de-commissioned (and resources freed up for allocation to other activities), follow on actions should be identified and the project itself be formally evaluated.
CP1 Decommissioning a Project
CP2 Identifying Follow-on Actions
CP3 Project Evaluation Review

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