Business layer

to enable the project board to be accountable for the project’s success by making
key decisions and exercising overall control while delegating day-to-day A PRINCE2 project has business justification to warrant
management of the project to the project manager. DP: Directing a Project investment to initiate the project and ongoing investment
Ensure continued through to successful completion. If it does not, it should
to ensure that the prerequisites for initiating a project are established by business justification be stopped
answering the question, ‘do we have a viable and worthwhile project’.
Directing (Project Board) ... as much about preventing poorly conceived ideas from ever being initiated as
it is about progressing viable projects for approval. SU: Starting up a Project
A PRINCE2 project has defined and agreed roles and responsibilities within an to establish mechanisms to judge whether the project is (and remains)
organization structure that engages the business, user, and supplier desirable, viable, and achievable as a means to support decision making in its
Defined roles, stakeholder interests. Moreover, a PRINCE2 project management team Business Case continued investment.
to establish solid foundations for the project, enabling the business to understand responsibilities and initiates and builds relationships with and between internal and external
the work that needs to be done to deliver the project product before committing to relationships stakeholders to define and establish the project’s structure of accountability and
any significant expenditure or resources. IP: Initiating a Project Organizing responsibilities (the ‘who’)
A PRINCE2 project establishes limits of delegated
to assign work, monitor such work, handle issues, report progress to the project authority by defining tolerances for performance to establish mechanisms to monitor and compare actual achievements
board, and take corrective actions to ensure that the stage remains within Manage by exception against its plans against those planned
tolerances set by the project board. CS: Controlling a Stage to provide a forecast for the project’s objectives and continued viability
A PRINCE2 project is planned, monitored, and Progress to control any deviations causing an exception
Managing (Project Mgr) to enable the project manager to provide the project board with
sufficient information to be able to: Processes
Manage by stages controlled on a stage-by-stage basis

- Review the success of the current stage

Principles to facilitate communication and control by defining the products to be
A PRINCE2 project focuses on the definition and delivered (the ‘what’) and the means to deliver them (the ‘who’, the ‘how’, the
Practices
- Prepare the next stage plan delivery of products, in particular their user quality ‘where’, and estimates of the ‘when’ and for ‘how much’) to satisfy the project
- Review the updated project plan Focus on products expectations and requirements Plans business case (the ‘why’)
- Confirm continued business justification and acceptability of the risks SB: Managing a Stage Boundary
A PRINCE2 project team actively seeks, records, and implements to document the user’s requirements of the project products and to establish
to provide a fixed point at which acceptance of the project product is confirmed. improvements as a result of relevant lessons learned from prior Quality the means by which they will be met.
- also provides a point to recognize that objectives or approved changes to the projects and throughout the life of the project. It applies them in
objectives, as established in the project initiation document have been achieved. Learn from experience future projects and shares them for others to apply. Change to collect and assess issues and control changes to the project’s baseline
- where there is a cause for premature close, this process ensures the project is
closed in an orderly way. CP: Closing a Project
PRINCE2
PRINCE2 is applied and tailored to suit the to identify, assess, and control uncertainties that would affect the project’s
project environment, size, complexity,
Delivering (Team Mgr(s)) to control the link between the project manager and the team manager. importance, delivery method, team capability,
Risk objectives, and, as a result, improve the ability of the project to succeed

This is achieved by agreeing the requirements for acceptance, execution, Tailor to suit the project and level of risk
reporting, and delivery of specialist products. MP: Managing Product Delivery

People
Project Context