Tailoring the PRINCE2 Processes

Tailoring the Processes.

 

When tailoring the PRINCE2 method, the seven principles must remain untouched.  Which means that apart from documentation, the only parts of PRINCE2 that can be tailored, are the Processes and the Themes.  I shall discuss tailoring the PRINCE2 Processes in this blog.

 

 

All processes remain relevant even in simple projects. However, the Starting up a Project process can usually be handled in a less formal manner. The Executive and Project Manager should, however, avoid the temptation to bypass it altogether. 

 

In some cases it may be appropriate to combine the Starting up a Project and Initiating a Project processes (i.e. creating the Project Initiation Documentation straight from the mandate and skipping the production of a Project Brief).

 

Management products

 

The choice of format of the management product can help reduce the project management effort for a small project, for example:

 

The Project Board may decide to receive some, or all, reports orally or have a verbal exchange of information and decisions instead of formal meetings. In such cases, the Project Manager should, as a minimum, document the exchange in the Daily Log since people’s recollection of a verbal agreement can differ weeks, or even days, later

 

Reports could be in the form of an email

 

The Project Initiation Documentation could be a set of presentation slides. Consideration should be given to creating documents that physically include more than one management product. It is possible to manage a small PRINCE2 project with just four sets of

documentation:

 

The Project Initiation Documentation, which includes:

 - Project Brief

 - Business Case

 - Risk Management Strategy

 - Quality Management Strategy

 - Configuration Management Strategy

 - Communication Management Strategy

 - Project Plan, which includes:

 - Project Product Description

 - Product Descriptions

 

The Benefits Review Plan is kept separate.

 

Highlight Reports, which include the Product Status Account

 

The Daily Log, which includes, issues, risks, lessons, planned and actual quality management activities and Configuration Item Records

 

The End Project Report, which including the Lessons Report.

 

The following management products may not be needed:

 

Stage Plans. If there is only one delivery stage, then the Stage Plan details can be included in the Project Plan

 

Checkpoint Reports If there are no Team Managers, there may be no need for Checkpoint Reports (although the Project Manager may request individual team members to provide them)

 

Work Packages May only be appropriate when the project has Team Managers. When

there is only the Project Manager, then the Stage Plan may suffice. However, even in such

cases, the Project Manager may choose to use Work Packages as a control for individual team members

 

End Stage Report. If there is only one delivery stage, then the end of that stage is also the end of the project and only an End Project Report is required

 

Issue Report.  If the details of the issue are adequately captured in the Issue Register (or Daily Log), there may be no need for an Issue Report. 

 

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