Tailoring PRINCE2 for Small Projects
Users often misunderstand how to apply the scalable PRINCE2 7 Methodology to smaller projects, fearing it’s too rigid or documentation heavy. In this article I discuss PRINCE2’s flexibility, provide examples of tailoring principles and practices for small projects, and emphasize minimizing documentation while maintaining structure.
A new method for small projects based on the established and proven PRINCE2 7 Methodology would be a welcome addition, The integrity of PRINCE2 7 would not be compromised and it is envisaged that this solution would provide potential PRINCE2 users with an entry-level solution to their small projects, but until that happens, this article will provide a solid backdrop for those managing small projects.
The main benefits of tailoring the PRINCE2 7th Edition methodology for smaller projects include:
- Greater efficiency and effectiveness in the management of small projects
- Greater clarity over what constitutes a project, which will simplify project governance
- Improved success rates for small projects
The method is applicable to all types of small projects, and tailoring will have been done, leaving practitioners more time to focus on the project they are managing.
Applying PRINCE2 concepts to small projects and tasks (such as Product Descriptions, Work Packages, registers and Checkpoint Reports) helps people make the transition into larger PRINCE2-managed projects using the rest of the method.
PRINCE2 Projects in the 2020s
Most organizations recognize that the pace of change is increasing, but the sheer speed and scale of change today are greater than they have ever been
There is pressure on organizations to deliver more for less in a shorter time period; this requires them to optimize the delivery of benefits from projects.
This trend has given rise to shorter, lower-cost projects designed to achieve ‘fit for purpose’ solutions coupled with a focus on results and benefits. This type of project still needs to be managed, however, and utilizing PRINCE2 without effective tailoring could prove too onerous for this scale of project.
Those new to project management are typically assigned small, low-risk projects that might not require the full application of PRINCE2 to manage them. These individuals will probably not have the experience or knowledge to be able to tailor PRINCE2 to their projects.
This could lead to an ad-hoc approach to small projects, with potentially poor outcomes.
PRINCE2 7th Edition
PRINCE2 has often been seen as bureaucratic or only applicable to large-scale projects. information needs as for larger projects. Many organizations would place over half of their projects by number into the small projects category.
A further issue that has emerged with the popularity of PRINCE2 7 and project management generally is that the word ‘project’ is often used for a piece of work that does not need to be set up and run as a project. This has caused project overload in some organizations.
Work Packages
There are many similarities between a Work Package and a small project.
The use of Work Package Descriptions provides a clear means for the Project Manager to pass responsibility to a Team Manager or team member so that they deliver the products required by the project.
Be aware that on a small project the project manager may be also creating the products. Nonetheless, by creating the work package description, the project manager will clarify to themselves what work is to be done.
Each Work Package contains information that enables such work to be planned, undertaken, reviewed and formally accepted. Think of it this way, if what you have got is closer to a personal assignment/task, then creating a Work Package Description may be all you need to get the job done!
Inexperienced Project Managers are often deployed on small projects, as are part-time ones combining their project role with normal day-to-day activities. Although PRINCE2 advises tailoring the method, most people running small projects lack the expertise and time to do this without taking management risks.
Clearly any project will need a plan, a Business Case, a risk assessment, some controls and a simple project organization.
Features of a small project
What is a small project?
First, ‘small’ is a relative term. For example, in a global corporation it may mean a budget of millions. In a small charity it may mean a budget of thousands. It is not as straightforward as just using a budget line or a duration limit.
There are other aspects of the project to be considered before deciding that it can be managed using a light-touch approach.
PRINCE2 provides a useful framework to help you decide on the most suitable management approach as laid out in the seven performance and tolerance areas described in the method.
Is this a one-off task or a small project?
Good Question.
When does a piece of work become a simple project?
The use of the word ‘project’ to describe a piece of work has become commonplace even when referring to relatively simple tasks. The application of PRINCE2 to these smaller projects often results in governance or management overhead, resulting in the method being unwieldy.
Unless the method is tailored to the smaller projects it will not be effective. But guidance is needed as to what constitutes a project to avoid the risk of taking on too many projects. The table below may help to separate a one-off task from a small project.
If the work is a task, then it will still be important for whoever is carrying it out to write a product description for the main deliverable, sketch out a brief plan of the work and when it will be fitted in with other roles, and ensure there is someone to sign off the finished product.
PRINCE2 Principles for a small project
A small project will be consistent with the principles of PRINCE2 in that it will:
- Be justified and remain so throughout its delivery
- Make use of lessons learned from previous experience and add learning to the organization once completed
- Be organized simply, with clear roles and responsibilities
- Be split into stages for planning and control purposes, although delivery may be a single stage
- Have defined tolerance levels and limits of authority
- Focus on the products and achieve the level of quality expected
- Use a light-touch, tailored version of PRINCE2 for efficient and effective project management.
PRINCE2 Processes for a small project
The PRINCE2 standard process model shows a structured set of activities designed to accomplish a specific objective. Each process comprises inputs, outputs and activities. This will need tailoring/simplifying for a small project.
An assumption may be that a small project would require between 12 and 15 activities, fewer than ten documents in total and two roles.
A light-touch PRINCE2 framework will cover all the PRINCE2 practices to ensure the method retains its integrity, yet is tailored to suit the small project as shown below:
- Sponsoring a Small Project: This process describes the role of the sponsor throughout the project. From the initial idea through to delivery this would describe the decisions and information needed.
- Initiating a Small Project: This process combines and simplifies the PRINCE2 processes of Starting up and Initiating a Project.
- Delivering a Small Project: This process combines and simplifies the PRINCE2 processes of Controlling a Stage and Managing Product Delivery.
- Completing a Project: This process combines the PRINCE2 processes of Closing a Project with elements of Managing Stage Boundaries.
PRINCE2 7th Edition Practices
These will be tailored for small projects as shown below:
There are two essential roles for any small project: the Project Manager and the Project Sponsor.
Project Manager: The Project Manager organizes, plans and controls the work of the project. As with PRINCE2, the Project Manager’s prime responsibility is to ensure that the project produces the required products in accordance with the time, cost, quality, scope, risk benefit and sustainability performance goals. They deal with any risks, issues, and changes, and report progress to the sponsor.
Project sponsor: The project sponsor must represent the interests of the business, user and supplier and is accountable for the success of the project. They should have the authority to sponsor the project and be available to help the project succeed. They will assure themselves that the project will remain healthy and will decide on all the changes.
Small project Delivery method
It is important that the approach to managing progress works with, and supports, the project’s chosen delivery method rather than going against it.
For a small project, a more informal delivery approach would be most appropriate, and it is worth mentioning agile (Iterative-incremental approach), and the use of Kanban boards. Indeed, for a small project, the entire delivery of a product may be done via single sprint.
For a project using an iterative-incremental delivery method, it will typically be more appropriate to focus on tracking how much of the requirement is being met by the end of the sprint rather than how long it will take to complete the products.
The tolerances would have been set in accordance with this. The frequent delivery of products that meet their acceptance and quality specifications is a primary source of progress information and provides the basis for forecasting future progress.
The formality of reporting may differ in an iterative-incremental project using agile techniques such as Kanban and burn-down or burn-up charts. Checkpoint reporting may be based on a ‘pull’ system, where the project manager reviews the charts to control progress.
By contrast, for a project using a linear-sequential delivery method, the focus may be on when the single delivered product is complete.
Small project possible approaches
Small Project Agile progress control
In keeping with using controls appropriate with a small project using an iterative-incremental approach, here are two of the main reporting tools that are suitable Burn Charts and Kanban Boards:
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