Controlling a PRINCE2 7 Stage – how to apply this process?
The Controlling a Stage process assigns the work within a work package to the specialist team.
The specialist team will execute the work package and create the products.
Controlling a stage is used by the project manager to monitor this work, manage any issues that arise, deal with risks, report on the progress of the stage to the project board via the regular highlight report, and take corrective actions whenever needed to ensure that the stage completes within tolerance.
The purpose of the process of controlling a stage is to assign work, monitor such work, handle
issues, report progress to the project board, and take corrective actions to ensure that the stage
remains within the tolerances set by the project board.
The objectives of the process of controlling a stage are to ensure that:
- attention is focused on delivery of the stage’s products; any movement away from the products and delivery method that was agreed at the start of the stage is monitored to avoid uncontrolled change.
- risks and issues are controlled.
- the business case is kept under review.
- the agreed products for the stage meet the agreed quality expectations and are accepted.
- the project management team focus on delivery within the established tolerances.
Freedom should be given to the team managers, when possible, using the tolerances so that escalations can be minimized.
In the same way, the project manager should discuss their own tolerances with the project board to avoid unnecessary escalations and gain freedom to act and learn. Hence, the project manager acts as a facilitator rather than a controller.
The main focus of controlling a stage is on the delivery of the stage’s products, which were agreed upon at the start of the stage. Any potential variations on this are carefully monitored to ensure that the original scope of the stage is maintained.
Another important aspect is that the Business Case should be reviewed throughout the stage, and any situations that may impact the Business Case should be dealt with by the project manager if appropriate or escalated to the project board.
The project manager must focus on the seven performance parameters within PRINCE2 7: time, cost, quality, benefits, risk, sustainability and scope.
The process of controlling a stage describes the project manager’s day-to-day management of the
stage; this process will be used for each stage of a project.
The activities within the process of managing a stage boundary will occur towards the end of each stage, with the exception of the final stage.
Normally the process of controlling a stage is used first after the project board authorizes the project, but it can be used during the initiation stage, especially for large or complex projects.
Work package descriptions are used for defining, assigning, and controlling the work to be done, as well as setting tolerances for the team managers.
If the project manager is fulfilling the team manager role, work package descriptions should still be used to define and control the work of the individual team members.
When this is the case, references to the team manager throughout the process of controlling a stage should be regarded as references to the individual team member assigned with the work.
The day-to-day control of the work conducted is central to the ultimate success of the project.
Throughout a stage, this will consist of a cycle of:
- authorizing work
- monitoring progress information about that work, including accepting completed work packages
- reviewing the situation, including that for product quality, and triggering new work packages
- reporting highlights to the project board at an agreed frequency
- observing, assessing, and handling issues and risks
- taking any necessary corrective action to remain within tolerances.
Towards the end of the last stage, the process of closing a project will be triggered.
Take corrective Action – the secret sauce of project management.
Referring to the diagram above, you may be thinking that PRINCE2 7th Edition has managed to break down the art and science of project management to its very essence. And you’d be right.
Implementing day-to-day control of a stage is indeed a matter of discipline and structure – plus focus and often hard work. It’s no accident that project managers seem quite intense individuals, always rushing around and taking action.
So, there I’ve said it – Action.
See, the controlling a stage process has this activity called taking corrective action. But what action?
The PRINCE2 7 method (and I) could only ever give you general guidance here.
Take driving a car for example. In any driving situation, a good driver will be fully aware of the car environment and context and predicting what needs to be done to keep in full control of the car.
Making almost constant small corrections to the car’s direction, speed and foot and hand controls.
And so, it is with daily project management
Controlling a Stage – summary
The controlling a stage process describes the project manager’s work in handling the stage’s day-to-day management.
At the end of each delivery stage, the project manager will use the managing a stage boundary process to prepare for the end-stage assessments; however, in the final stage, the project manager will use the closing a project process to ensure the project is controlled.
The controlling stage process may be used during the initiation stage, mainly if this stage is lengthy or risky.
The day-to-day management of the stage consists of authorizing the work to be done, monitoring progress against that work and ensuring that product quality is being met.
It also includes giving regular highlight reports to the project board on the progress of the stage, assessing and dealing with issues and risks, and taking corrective action if required.
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