The PRINCE2 Process Sequence

I am often asked how the PRINCE2 Processes "speak" to each other. My following summary will give you a new insight to PRINCE2 Processes, and how they work together.....Enjoy!!

It would be helpful if you thought of Processes as "Toolkits" or "Toolboxes" The Processes are used when they are needed - some once per project, some re-used several times, and one, Directing a Project, is used continuously.

1. PRINCE2 kicks off with the "trigger" from Corporate, of the Project Mandate.
    
2. The Starting Up a Project (SU), and Initiating a Project (IP) Processes are "in series" - the Management Products of each being taken to the Project Board for approval (Authorizing initiation and Authorizing a project).
    
3. The Process Managing Product Delivery, is used, along with the PID, to create the 2nd Stage Plan and End Stage Report containing the updated versions of the Project Plan, Business Case, and Risk Register.
    
4. These Management Products are presented to the Project Board (Authorizing a project), to agree that the whole project, in principle, should be agreed, and that it is sensible to invest in the 2nd Stage Plan (in the activity Authorizing a Stage or Exception Plan).
    
5. From there on, the "Engine Room" of Prince2 takes over - ONE anticlockwise revolution per Stage...SB is used the prepare for the End Stage Assessment (ESA), DP approves the Stage Plan, Sets Tolerance, and sets the frequency of each Highlight Report....
    
6. Controlling a Stage (CS) authorises Work Packages (WP), the Specialist Team Agrees them (all happens in Managing Product Delivery - MP), creates the Products, caries out the Quality Checks/Quality Reviews, issues Checkpoint Reports on WP progress - and eventually completes the Work Package then advising the Project Manager, who needs to agree the WP...
    
7. The Project Manager "Manages By Exception", issuing regular Highlight Reports, and this continues until the last WP in the Stage is completed.
    
8. This "triggers" the Project Manager to use Managing Stage Boundaries (SB), create the Next Stage Plan, update the relevant documents, and present the information to the Project Board at an End Stage Assessment (ESA). Then the whole cycle repeats...
    
9. In PRINCE2, all plans are documents, and the Planning Theme and the product-based planning technique is used whenever a Project Plan, Stage Plan, optional Team Plan, and Exception Plan (if needed), are required.
    
10. Whenever the Stage/Project is forecast to exceed Tolerance, the Project Manager enters it in the Issue Register, and raises an Exception Report to bring the matter to the attention of the Project Board (along with options to recover/minimise the situation), and the project Board makes a decision to ask for a plan on a particular option or order a premature close.
     
11. If the Project Board want an Exception Plan, the Project Manager will use SB to create it, and then update the remaining documents just like an End Stage Assessment.
     
12. BUT, the meeting to agree/not an Expection Plan is called an Exception Assessment (EXA). Once approved, the Exception Plan replaces the orginal Stage Plan that would have not completed within Tolerances, and the Project Manager authorises new/modified Work Packages against the new "Stage Plan"
     

In Summary:

Starting up a Project (SU)

This is the first process in PRINCE2. It is a pre-project process, designed to ensure that the pre-requisites for initiating the project are in place.

The process expects the existence of a Project Mandate which defines in high level terms the reason for the project and what outcome is sought. Starting up a Project should be very short.

The work of the process is built around the production of three elements:

• Ensuring that the information required for the project team is available
• Designing and appointing the Project Management Team
• Creating the Initiation Stage Plan.

Initiating a Project (IP)

The objectives of Initiating a Project are to:

• Agree whether or not there is sufficient justification to proceed with the project
• Establish a stable management basis on which to proceed
• Document and confirm that an acceptable Business Case exists for the project
• Ensure a firm and accepted Foundation to the project prior to commencement of the work
• Agree to the commitment of resources for the first stage of the project
• Enable and encourage the Project Board to take ownership of the project
• Provide the baseline for the decision-making processes required during the project's life
• Ensure that the investment of time and effort required by the project is made wisely, taking account of the risks to the project

Directing a Project (DP)

Directing a Project runs from the start-up of the project until its closure. This process is aimed at the Project Board. The Project Board manages and monitors via reports and controls through a number of decision points.

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

• Initiation (starting the project off on the right foot)
• Stage boundaries (commitment of more resources after checking results so far)
• Ad hoc direction (monitoring progress, providing advice and guidance, reacting to exception situations)
• Project closure (confirming the project outcome and controlled close).
• This process does not cover the day-to-day activities of the Project Manager.

Controlling a Stage (CS)

This process describes the monitoring and control activities of the Project Manager involved in ensuring that a stage stays on course and reacts to unexpected events. The process forms the core of the Project Manager's effort on the project, being the process which handles day-to-day management of the project.

Throughout a stage there will be a cycle consisting of:

• Authorising work to be done
• Gathering progress information about that work
• Watching for changes
• Reviewing the situation
• Reporting
• Taking any necessary corrective action.

This process covers these activities, together with the on-going work of risk management and change control.

Managing Product Delivery (MP)

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

• Making certain that work on products allocated to the team is effectively authorised and agreed accepting and checking Work Packages
• Ensuring that work conforms to the requirements of interfaces identified in the Work Package
• Ensuring that the work is done
• Assessing work progress and forecasts regularly
• Ensuring that completed products meet quality criteria
• Obtaining approval for the completed products.

Managing a Stage Boundary (MB)

This process provides the Project Board with key decision points on whether to continue with the project or not.

The objectives of the process are to:

• Assure the Project Board that all deliverables planned in the current Stage Plan have been completed as defined
• Provide the information needed for the Project Board to assess the continuing viability of the project
• Provide the Project Board with information needed to approve the current stage's completion and authorise the start of the next stage, together with its delegated tolerance level
• Record any measurements or lessons which can help later stages of this project and/or other projects.

Closing a Project (CP)

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 premature close.

Most of the work is to prepare input to the Project Board to obtain its confirmation that the project may close.

The objectives of Closing a Project are therefore to:

• Check the extent to which the objectives or aims set out in the Project Initiation Document (PID) have been met
• Confirm the extent of the fulfilment of the Project Initiation Document (PID) and the Customer's satisfaction with the deliverables
• Obtain formal acceptance of the deliverables
• Ensure to what extent all expected products have been handed over and accepted by the Customer
• Confirm that maintenance and operation arrangements are in place (where appropriate)
• Make any recommendations for follow-on actions
• Capture lessons resulting from the project and complete the Lessons Learned Report
• Prepare an End Project Report
• Notify the host organisation of the intention to disband the project organisation and resources.