Give Ad-hoc direction in a PRINCE2 project

The project board’s main job is to give direction and authorisation at key points throughout the project.  However, there is a need for general communication both from and to the project board at appropriate times during the project.  This is the purpose of the ‘Give ad hoc direction’ activity.

It is intended to be an informal mechanism where the project board can offer informal guidance or respond to requests for advice throughout the project.  

 

This activity will be particularly frequent during the initiation stage, and as the project approaches stage boundaries (for example when the project manager is creating the next stage plan and updating other key documents, the project board or project assurance will be frequently involved).

 

Ad hoc direction may be given or used by an individual member of the project board or collectively from all project board members.  Examples of situations that may trigger ad hoc direction include, responding to requests, clarification, conflict resolution, responding to reports or external influences, individual concerns, or responding to changes.  

 

Ad hoc direction is also used for corporate to seek information or give direction, and the project board to communicate with them for similar circumstances.

 

The project board may appoint project assurance to undertake some of the reviewing, in which case ad hoc direction would be used by project assurance.

 

There are five general situations in which Give ad hoc direction may be used:

 

1.  In response to informal requests for advice and guidance, normally from the project manager but it may also be from corporate or programme management

 

2. In response to an escalated Issue Report.  The project board’s action will depend on the nature of the issue: if it is a problem or a concern, the project board might ask for an Exception Plan or provide guidance to the project manager.  

 

If it is a Request For Change, the project board may approve it, defer it, reject it, or ask for more information.  For an Off Specification, they may grant a concession, defer it, reject it, or ask for more information.

 

3.   If the project manager has raised an Exception Report, the project board may choose to seek advice from corporate or programme management, increase the tolerances that are currently forecast to be exceeded, ask for an exception plan, defer the exception for a stated period of time, or instruct the project manager to close the project prematurely.

 

4. If the project board have received a Highlight Report, then their actions may be: review the Highlight Report, ensure that the stage is progressing to plan, keep other key stakeholders informed as stated in the Communication Management Strategy document, or ask the project manager to produce an Issue Report and/or an Exception Report.

 

5. The project board may need to respond from advice and decisions given by corporate or programme management, in which case they will ensure that the project management team is kept informed and notify the project manager should any changes are being requested from corporate or programme management.  

 

They may therefore raise an issue, ask for an Exception Plan, or instruct that the project the close the project prematurely.  Any of these instructions will be carried out by the project manager.

 

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