PRINCE2 - Directing a Project Process

 

PRINCE2 In Bite-Sized Chunks.

Directing a project
 
The project board use the Directing a Project process to provide direction and authorisation to the project at key points.  This enables the project board to be accountable for the project’s success by ensuring that key decisions are made while exercising overall control.
 

The project board delegate day-to-day management of the project to the project manager, and release the project to the project manager one stage at a time. 
 
Directing a project contains four activity points where key decisions are made.  The fifth activity point is used primarily for communication between the project board, the project manager and other key stakeholders.
 
Directing the project has six key objectives, and they ensure that:
 
  • There is appropriate authority to initiate the project
     
  • There is authority to deliver the project products
     
  • The project remains viable and management direction and control are in place throughout the projects life.
     
  • The project board executive Interface is regularly with corporate or programme management
     
  • There is authority to close the project
     
  • A benefit review plan for realising the post project benefits is created, managed and reviewed.
 
The Directing a Project process starts when the Starting Up a Project process completes and is triggered by the request from the project manager to initiate a project.
 
The project board uses the technique management by exception.  It monitors via reports and provides control via a number of the decision points.  
 
For management by exception to work, the project board must set tolerance, and if at any point this is forecasted to be exceeded, the project manager will inform the project board via an Exception Report to bring the situation to the project board’s attention.
 
With management by exception there is no need for progress meetings.  As already mentioned there must be an information conduit between the project board and corporate or programme management, how this is to occur should be documented in the Communication Management Strategy.
 
Although it is the executive of the project board who has the veto on any decisions and direction given, the project board should provide a unified direction and guidance to the project manager and other key stakeholders.  The project board is responsible for assuring that there is continued business justification, and this is why the project Board Executive owns the project Business Case.
 
The five activities within Directing a Project are:
 
  • Authorise initiation
  • Authorise the project
  • Authorise a stage or exception plan
  • Give ad hoc direction
  • Authorise project closure

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