CORPORATE OR

PROGRAMME MANAGEMENT
PRINCE2 PROCESS MODEL Corporate advice
Initiation Project Closure
notification and decisions notification
authorization
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Directing Project Board

request for
a Project advice
APPROVE
Authorize a Stage
Authorize - End Project Report
Authorize Authorize or Exception Plan project closure - Business Case
initiation the project
DIRECTION

Give ad hoc - Benefits Review Plan

direction - Lessons Report
- Follow-on action
recommendations

Starting Up Follow on action

a Project Stage recommendations Exception
Plan
Highlight
Report
Premature
closure
Draft project closure notification

authorization request Benefits reviewplan

Initiation Authority Exception Plan
Lessons Log
Appoint the Executive and Stage Plan to initiate Exception PID
the project Exception Benefits Review Plan Report
the Project Manager Plan approved
PID Draft project closure notification
Stage Plan (next stage)
Issue
Capture previous lessons Report Project Updated Business Case
Project Brief Benefitsreviewplan End Stage Report (current stage) Board
Prepare the outline Business request Lessons Report
Lessons log Exception for advice
Case Request to Request to deliver raised Recommendation project closure
initiate a project a project PID Project
Design and appoint the New
Request to Manager issue CREATE
project management team approve request for - Lessons Report
Exception Plan advice
- End Project Report
Select the project approach UPDATE - Follow on action
CREATE Request to recommendations
and assemble the Project approve next - PID
- Project Brief - Draft project closure
Brief
- Outline Business Case Initiating a Stage Plan - Business Case
- Configuration Item
notification

Plan the initiation stage

- Initiation Stage Plan
Project Managing a Records Closing a - Additional work
estimates
- Lessons Log - Risk Register
Project
MANAGEMENT

- Daily Log Prepare the Risk Management Strategy Stage Boundary - Issue Register
- Quality Register
UPDATE
Prepare the Quality Management Strategy Prepare planned - PID
- Project Plan - Business Case
Prepare the Configuration Management Strategy Plan the next stage closure
- Benefits Review Plan - Project Plan
CREATE Prepare the Communication Management Strategy Produce an Exception Plan Prepare premature - Issue Register
- PID Set up the project controls Stage boundary Update the Project Plan CREATE closure - Configuration Item
UPDATE:
- Risk Management Strategy Create the Project Plan approaching Update the Business Case - (next) Stage Plan Hand over products Records
- Project definition
- Quality Management Strategy Report stage end - Product Descriptions - Benefits Review Plan
- Business Case Refine the Business Case Evaluate the project
- Configuration Management Strategy - End Stage Report
- Communication Management Strategy
- Project approach Assemble the Project Initiation Documentation - Lessons Report Recommend project CLOSED
- Project Management closure - Risk Register
- Project controls - Follow-on action
Team Structure recommendations - Issue Register
- Project Plan Stage boundary
- Role descriptions - Exception Plan - Quality Register
- Tailoring of PRINCE2 approaching Project end - Daily Log
- Daily log
- Risk Register approaching - Lessons Log
- Lessons Log
- Quality Register
- Configuration Item Records OBTAIN:
- Issue Register
- Benefits Review Plan
Controlling a Stage - Acceptance Record

Authorize Work Packages Capture and examine issues and risks Take corrective action
Review Work Package status Review the stage status Escalate issues and risks
Legenda Receive completed Work Packages Report highlights
Management products
that need to be updated,
approved, obtained or
submitted New risk Completed
Authority to deliver CREATE UPDATE: - Quality Register Work Package
Newly created products
a Work Package - Work Packages - Stage Plan (current stage) - Work Package
UPDATE- Quality Register - Highlight Report - Configuration Item Records - Lessons Log New issue
- Configuration Item Record(s)
- Team Plan - Issue Report - Risk Register - Issue Report
An event or decision
- Checkpoint Report - Exception Report - Issue Register - Daily Log
triggering another process
or to inform corporate or
DELIVERY

programme management
CREATE
- Team Plan
An activity - Checkpoint Report Managing Product Delivery
APPROVE Accept a Work Package Execute a Work Package Deliver a Work Package
- Work Package
OBTAIN
- Approval records
SUBMIT
PRINCE2 is a registered trade mark of AXELOS. - new issue
Reproduced under licence of AXELOS. (R) 2013-2015, - new risk
Forsa Advies. All rights reserved. QRC-UK 1.3
7 Themes : describe aspects of projectmanagement that must be addressed continually by the Project Manager

BUSINESS CASE ORGANIZATION PLANS

The development path of the Business Case Corporate or programme management The PRINCE2 approach to plans
Design the plan
PROJECT BOARD

PROJEC T MANAGEMENT TEAM

Confirm Confirm Confirm
Benefits Benefits Benefits Senior User Executive Senior Supplier
Identify and analyse the products Created in Starting
Up a Project and
only to be used at
Initiation Subsequent Final delivery Change Authority Write the Project Product Descripion project level
Pre-project stage Post-project
Stage delivery stage(s)
Project Manager
Business, User and Create the product decomposition structure
Supplier Project Assurance Project Support

Analyse the risks

For Team Plan
Verify outline Verify detailed Verify updated Team Manager
Business Case Business Case Business Case
Write the Product Descriptions Stage Plan
Project Plan
Team members Create the product flow diagram
Develop Maintain Lines of support/advice Lines of authority Project Assurance responsibility
Business Case Business Case Identify activities and dependencies
figure 5.3 = from the customer = within the project management team = from the supplier
figure 4.2
Prepare estimates

QUALITY RISK The risk Prepare the schedule

management nt
me
From customer Project response Clear and unambigious expression of a risk
procedure le Id Document the plan
Customers qual-

en
ity expectations

Im
figure 8.2
Risk cause

tify
figure 7.2 en figure 7.3
Acceptance
criteria Communicate
May result in Risk event
Project Product Quality Quality
Management

Pla
Description components Which may effect Risk effect
Quality

es
Strategy s
As

n
Planning figure 8.4 PRINCE2 is a registered trade mark of AXELOS. Reproduced under
Product Quality criteria licence of AXELOS. 2013-2015, Forsa Advies. All rights reserved.
Descriptions and tolerances www.forsa-advies.nl
PRINCE2 product
based planning
Risk response categories
technique Quality methods Threat responses Opportunity responses The six tolerance areas by level

Quality Avoid Exploit Project level Stage level Work Package Product level
Tolerances areas
responsibilities tolerances tolerances level tolerances tolerances
Reduce (probability and/or impact)
Fallback (reduces impact only) TIME
Quality Register Enhance
Transfer (reduces impact only, and often only the +/- amounts of time on target Project Plan Stage Plan Work Package NA
financial impact) completion dates
Product
PRINCE2 quality Quality COSTS
Project Plan Stage Plan Work Package NA
review technique Share +/- amounts of planned budget
Quality and Control
approval records SCOPE
Accept Reject Permitted variation of the scope
Accceptance records of a project solution, e.g. MoSCoW Project Plan Stage Plan Work Package
figure 8.4 NA
figure 6.1 prioritization of requirements (Must (note 1) (note 1) (note 1)
have, Should have, Could have, Wont
have for now)
CHANGE PROGRESS RISK
Advantage Impact of Limit on the aggregated value of
gained implementation DELEGATING TOLERANCE AND REPORTING
The configuration management procedure Specialist work aligned to technical stages threats (e.g. expected monetary value Risk
ACTUAL AND FORECAST PROGRESS Stage Plan Work Package
typically comprises five core activities:
to remain less than 10% of the plans Management NA
Reduced costs/ (note 2) (note 2)
PROJEC T
budget); and limit on any individual Strategy
planning time/risks Corporate or programme threat (e.g. any threat to operational
identification Cost/duration of management Management stage 1 Management stage 2 Management stage 3 Management stage 4 service)
control More benefits option
status accounting Project QUALITY
verification and audit Risk of option Project progress/
Etc. tolerances exceptions Defining quality targets in terms of Project Product NA NA Product
Specification
ranges, e.g. a product that weighs Description (note 3) (note 3) Description
300 g +/- 10 g
figure 9.2
ISSUE AND CHANGE CONTROL PROCEDURE Project Board
Overall Peripheral BENEFITS
design Detailed design design
Project Board/Change Authority Defining target benefits in terms of
Stage Stage progress/ ranges, e.g. to achieve minimum cost Business Case NA NA NA
Request for advice Request for advice/Exception Report tolerances exceptions savings of 5% per branch, with an
Built facility
Capture Examine Propose Decide Implement average of 7% across all branches

Escalate if beyond Project Manager Training

Determine issue Assess impact on syllabus Trained staff Note 1 - the scope of a plan is defined by the set of products to be delivered. Scope tolerances (if used) should
Identify options delegated
type project objectives/ Take corrective

design: Noinoloi en Loek Weijts

be in the form of a note on or reference to the product breakdown structure for the plan. Scope tolerance at the
authority
Business Case and action stage or Work Package level is of particular use if applying a time-bound iterative development method such as
Evaluatie options Agile
Determine project risk profile Work Package Work Package
Approve, reject
severity/priority Update records tolerances progress/issues
Recommend or defer Commissioned Note 2 - more specific stage level risk tolerances may be set by the Project Board when authorizing a stage or by
Check severity/ and plans
options recommended facility the Project Manager when commissioning Work Packages, especially from external suppliers
Log Register priority
option
Team Manager Note 3 - quality tolerances are not summarily defined at the stage or Work Package level but are defined per
Product Description within the scope or the plan
Daily Log or Issue Register/Issue Report
figure 9.1 figure 10.1 figure 10.4 tabel 10.1