PRINCE2 Process Model and Management Levels
Process Model – the PRINCE2 Method
PRINCE2 can initially seem daunting, particularly when you first open the Manual. I will share a process model framework in this article to help you quickly grasp the method. You can then use this framework to build the details gradually.
The PRINCE2 Manual is a diagram of what they call the process model, and this is an excellent place to start as it shows the different management levels and how the processes interact.
I’ve further shown how this process model framework would fit a typical three-stage project. You will learn that these processes only sometimes occur in series; some are used iteratively.
Another aspect that can cause problems in the reader’s mind is the various activities within each process contained within the process model. PRINCE2 is often seen as a bureaucratic method; however, I’m afraid that’s not right, as I will now show you.
The activities within each process are nothing more than a list of guidelines to help the reader decide whether or not they should be carried out within that process for their particular project. These activities will help the planner use the process model to identify what must be done and what can be missed or done informally.
Treating these activities as a helpful checklist will fast-track your learning and application of the PRINCE2 method.
Let us now look at the flow of the process model and describe how they relate to each other
The PRINCE2 Process Model timeline
process model – starting up a project
The first process is the starting up of a project process and is used pre-project. Its purpose is to gather sufficient information to decide whether or not it is worth investing in the detailed planning of the project. It includes information about the project to show whether it is worthwhile doing from a business perspective.
Two main management products are created: the project brief and the initiation stage plan. The project brief contains information to determine if the project is worthwhile, and the initiation stage plan includes the cost, time scale and resources needed to carry out the initiation stage.
process model – management levels
You will note from the process model diagram that there are three management levels:
The project board provides project direction and, as such, will use the directing of a project process.
But pre-project, only the starting a project process is used. The process model concept here is that although the project board will still need to be fully formed, some or all individuals who will eventually sit on the board are fully involved in gathering the relevant business data within the project brief.
process model – directing a project
You will notice that the direction level encompasses both starting a project and directing the project processes.
The directing a project process consists mainly of the critical decision points needed by the project board throughout the project but also includes giving ad-hoc direction to the project manager whenever required throughout the delivery stages.
process model – the managing level
The next level down is the management level, which is the project manager’s primary domain. Notice that the project manager is fully involved in starting up a project process and the remaining four processes.
process model – delivery level
The delivery level is the lowest, and the specialist team is involved here. This is where the specialist products are created, quality checked and authorized. The specialist team can start work once the project manager gives them a work package (containing the product description of at least one of the specialist products.)
Once they accept the above work package, they can start product creation and inform the project manager of their progress via regular highlight reports. Once all the products within the work package are complete and authorized, they tell the project manager.
During a particular stage, the project manager may give many work packages to one or more specialist teams at the same time or in some logical sequence. Some of these specialist teams may be internal, and some may be third parties.
process model – the time-frame
Now, let us look at the time frame of the process model. Notice that the start-up of a project process does not occur at a stage, and as such, it is just a set of activities that take place pre-project.
The project brief and the initiation stage plan created during the starting up a project process, are brought before the project board for the first time while directing a project process. The purpose here is to agree that the project is worthwhile and that the project will be prepared to provide the necessary resources to carry out the initiation stage.
The roles and responsibilities of the project management team are designed and appointed within the starting up a project process, including the project board.
The initiation stage uses the initiating a project process, whose main objective is to create the project initiation documentation (PID). This contains the project plan, business case, and the various strategies that have been agreed for this particular project.
You will note that the managing a stage boundary process is also used. This process is there to prepare for the end-stage assessment at the end of every stage except the final one.
The initiation stage supports two critical decisions: the first is to authorize the project by signing off the PID, and the second is to authorize the next stage so that work can begin on creating the specialist products.
In a PRINCE2 project, there will be a minimum of two stages: the initiation stage and one delivery stage. However, depending on a project’s size, complexity and risk, there may be more delivery stages.
A delivery stage is the name given to a stage that creates the specialist products, which, of course, contribute to the project’s main deliverable.
Within each delivery stage of the process model, the project manager uses the controlling the stage process to manage and control the delivery of the specialist products. This process contains the activities covering the project manager’s day-to-day work during each stage.
The managing product delivery process only contains three activities, but it is where the deliverables or products are created – and hence where most of the project budget is spent.
This is the domain of the specialist team because a PRINCE2 project is suitable for use in any industry, and hence, the nature of the products created may vary enormously. They need the specialist knowledge and skills to develop the specialist products.
The managing a stage boundary process is used at the end of every stage apart from the last one and is used to prepare the next stage plan and update other project documents. These are brought before the project board while directing a project process so that an informed choice can be made about what to do next with the project.
The delivery stage following the initiation stage is the first and last delivery stage within a particular project, but as mentioned above, many projects will have several delivery stages.
The closing a project process is only used within the final delivery stage of a project, and is used in place of the managing a stage boundary process. Its purpose is to ensure that everything is complete, and one of the primary management products is the end project report.
Evidence is put before the project board so they can agree on project closure. As part of this, the project’s end product is passed on to those who will use it within the operational area concerned. This may be an external customer.
Once the project is finished, so is your use of the PRINCE2 method and the process model for this project!
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