The PRINCE2 Process Roadmap
Let’s start at the beginning then let’s assume that in this invented project, we have three stages – as always, the first stage is called the initiation stage.
Then the second stage which will of course by definition be a delivery stage where specialist products are created, and I have shown a third stage also as a final stage and of course it will also be a delivery stage.
So, the first thing that happens is we need a trigger to kick PRINCE2 into life if you will, and this is called the project mandate.
Starting Up a Project Process
It’s issued by corporate management or program management if the project happens to form part of a program, and this triggers the first process which is starting up a project.
We will cover these processes in much more detail later but for now the main management products coming out of this have been shown in red.
The project management team itself is first designed and then appointed pre-project and the starting up a project process is used to do that.
There are two main management documents that come out of a starting of a project process, one is the project brief which contains amongst other things the outline business case, and the project brief is expanded from the project mandate.
The other key document is a stage plan for the initiation stage.
Directing a Project Process
Because you see, the project board will meet at this point here for the first time – because of course we’ve designed the project management team and the project board will be in place.
It’s the first time they must meet and decide about what to do next.
They will therefore be using the directing a project process at this point which is the formal start of the project.
If indeed their decision is to continue, they will use the information contained in the project brief itself along with the plan for the next stage to make an informed choice about what to do next.
Initiating a Project Process
If the answer is to proceed then the initiation stage begins this is the first stage in any PRINCE2 project and here we’ll use the process initiating a project which is there to pull together the various documents contained within the PID itself.
These documents would consist of the project plan, the business case and various approach documents.
Worthy of note however, is the benefits Management Approach which does not form part of the PID, as this works in concert with the business case.
Whereas the business case shows whether the project is, and continues to be viable, the Benefits Management Approach is there to capture the benefits that must be realized, when they can be realized, how they will be measured, and who will measure them.
So, this document starts its life for the first time in the initiation stage.
The outline business case created in the project brief is now refined and to become the detailed business case forming part of the project initiation documentation.
This information is brought together ready for the first end state assessment where the project board’s responsibility will be to decide on what to do next.
However, to enable them to make that decision, the process managing a stage boundary will be used to create amongst other things, a stage plan for the stage after that.
So, in effect, the project board have two decisions to be make now:
One is to approve or otherwise the PID itself and of course the benefits management approach, and the second is to approve the stage plan for the next stage.
Normally these two decisions are carried out at the same meeting.
If I can just take you back to pre-project, looking at the starting up a project process, you can see here that the stage plan covers what will happen in the initiation stage.
It must therefore cover these activities not just the resources and activities and products.
For example, the project initiation documentation that needs to be created, but also the activities and products that need to be created or updated from the managing a stage boundary process.
Controlling a Stage Process
Again, let’s assume at this end state assessment the first in any PRINCE2 project, that the answer is to proceed, then we’re now into the second stage which will be a delivery stage.
In very simple projects this may be also the last stage but in my example, I’ve assumed a third stage.
Here, the controlling a stage process is used by the project manager to do exactly that – to monitor manage and control the stage itself.
The first act of the project manager would be to give out a work package to the specialist team who would use the managing product delivery process.
One of the optional roles is a team manager and if such a team manager is in place, then the project manager would give the work package to the team manager rather than the team members themselves.
Managing Product Delivery Process
But for this high-level view, the work package needs to be approved by the team and once that has been approved, the team will start creating the specialist products.
So, the work package will need to be first authorized by the project manager and then agreed and accepted by the team before work can start.
But within the work package along with other information there will always be for example, at least one product description for a specialist product in each work package.
Amongst the other information, will be how often the project manager wants a report on the progress of the products being created in each work package and this is called a checkpoint report.
Typically, this will occur weekly, but it may be at some other frequency
It may be a written report, or it may be a face-to-face meeting.
By the same token, at an end state assessment, when the next stage plan was approved by the project board, they will have advised the project manager how often they want to be kept informed during a stage.
The mechanism for the project board is called a highlight report generated by the project manager typically monthly (although it may be at some other frequency), to keep the project board informed on the progress within the stage.
Remember, the project board are following the principle of ´management by exception´ and provided the project manager can see that the stage is set to complete within tolerance bounds, then the only regular report the project board will receive is the highlight report.
Eventually, when all the products in a work package have been completed, then the specialist team or team manager need to advise the project manager that the work package is complete.
Once the project manager is satisfied that the work package is indeed complete, he or she may give out the next work package, and the cycle continues within a given stage.
The project manager may have several teams, even some external teams, in which case, work packages won’t be given out singly, but in parallel consisting of many.
So, it’s worthwhile just considering that a work package may be given out one at a time, and only the next one given out when that work package is complete.
Or they may be given out in parallel or some combination.
Managing a Stage Boundary Process
Ultimately, when the last work package within a stage has been deemed to be complete, then the project manager needs to prepare for the end stage assessment, and in doing so they will use the managing a stage boundary process.
Again, to create the next stage plan also within managing a stage boundary.
The business case will be updated, the project plan will be updated, the benefits management approach will be updated, because after all, during a stage, some benefits may have started to be realized.
Even if this isn’t the case it may well be as a result to business changes that the business case is updated with slightly different benefits.
In which case, the benefits management approach would need to also reflect this change at the end of each stage.
These updates should be considered as draft and they are put before the project board at an end stage assessment.
In a similar manner they now need to make an informed choice about whether to proceed to the next stage or not.
Let’s assume the answer is yes, then in which case, pretty much the same processes and management products are involved.
However, when the final work package in the final stage is completed, then the project manager will see that the project end is approaching, and that will trigger the use of the process closing a project.
There are management products created as part of closing a project.
Once the end-product has gained customer acceptance, it is passed on to them, and the project manager proceeds to close the project in a structured manner.
However, the project manager will issue the project board with a recommendation to close the project, because ultimately, it is the project boards authority using the directing of project process, to decide that the project should be closed.
Do you recall that the project mandate which was issued by corporate or program management?
While the project board will have been keeping them informed on a regular basis, it’s the project board executive´s responsibility to do that.
Closing a Project Process
In particular, to advise corporate when the project has started, when the PID has been signed off, and hence the project has been authorized, and when the project has closed.
Depending on the nature and agreement of each project, corporate may be formally involved at other points as well
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