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Directing Successful Projects with PRINCE2® has been designed to be a role-specific handbook for senior managers and project board members, which describes how to oversee projects being managed using PRINCE2®.
This guide sets PRINCE2® in the wider context of project management, and describes or cross-references generic techniques which support the PRINCE2® method, and which can be applied in organisations of all sizes and sectors. It includes real-world examples and illustrations in each chapter.
Directing Successful Projects with PRINCE2 is a companion to the PRINCE2® 2009 Manual: Managing Successful Projects with PRINCE2®, 2009 Edition.
PRINCE2® has been updated to reflect the latest changes in project management. The core content of the manual has been updated to take more the form of guidance rather than the previous style of instruction.
The new manual is also easier to read and use than the previous edition. Particular attention has been made in ensuring that a plain-English style has been followed throughout the text.
The linkages between other frameworks and PRINCE2® have been made clearer, as well as the linkages with the other OGC methodologies. PRINCE2® now also uses a common language as used in the other OGC frameworks.
Please note
The Official PRINCE2®:2009 Book Bundle enables you to purchase the core official PRINCE2®:2009 titles, including this one, together at a reduced price.
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1. Introduction
1.1 The purpose of this manual
1.2 The structure of this manual
1.3 How to use this manual
1.4 The importance of project management
1.5 What makes projects different?
1.6 The PRINCE2 approach to project management
1.7 Benefits of PRINCE2
1.8 Related OGC guidance
2. Overview of PRINCE2
2.1 Key definitions
2.2 Structure of PRINCE2
2.3 The role of senior management in PRINCE2
2.4 What PRINCE2 does not provide
3. Project Board duties and behaviours
3.1 Be accountable for the project
3.2 Provide unified direction
3.3 Delegate effectively
3.4 Facilitate cross-functional integration
3.5 Commit resources
3.6 Ensure effective decision making
3.7 Support the project manager
3.8 Ensure effective communication
4. Starting up a Project
4.1 Context
4.2 Confirm the understanding of the project mandate
4.3 Appoint the Executive and the Project Manager
4.4 Capture previous lessons
4.5 Design and appoint the project management team
4.6 Prepare the outline Business Case
4.7 Prepare the Project Brief
4.8 Prepare the Initiation Stage Plan
4.9 Starting up a Project: summary
5. Authorize initiation
5.1 Context
5.2 Approve the Project Brief
5.3 Approve the Initiation Stage Plan
5.4 Communication
5.5 Suggested Project Board agenda
5.6 Authorize initiation: summary
6. Authorize the project
6.1 Context
6.2 Communication
6.3 Review the End Stage Report for initiation
6.4 Approve the Project Initiation Documentation
6.5 Approve the next Stage Plan
6.6 Suggested Project Board agenda
6.7 Authorize the project: summary
7. Authorize a Stage or Exception Plan
7.1 Context
7.2 Review End Stage Reports
7.3 Approve Stage or Exception Plans
7.4 Assess project viability
7.5 Suggested Project Board agenda
7.6 Authorize a Stage or Exception Plan: summary
8. Give ad hoc direction
8.1 Context
8.2 Respond to requests
8.3 Respond to reports
8.4 Respond to external influences
8.5 Focus of individual board members
8.6 Communication
8.7 Give ad hoc direction: summary
9. Authorize project closure
9.1 Context
9.2 Confirm handover and acceptance
9.3 Approve the End Project Report
9.4 Approve the Benefits Review Plan
9.5 Communication
9.6 Suggested Project Board agenda
9.7 Authorize project closure: summary
10. Reviewing benefits
10.1 Context
10.2 Holding benefits reviews
10.3 Close the business case
10.4 Communication
10.5 Suggested agenda for benefit reviews
10.6 Reviewing benefits: summary
11. Tailoring PRINCE2
11.1 Introduction
11.2 Environmental factors
11.3 Project-related factors
11.4 What does tailoring involve?
11.5 Adapting the themes
Appendix A: Product Description
A.1 Benefits Review Plan
A.2 Business Case
A.4 Communication Management Strategy
A.6 Configuration Management Strategy
A.8 End Project Report
A.9 End Stage Report
A.10 Exception Report
A.11 Highlight Report
A.13 Issue Report
A.15 Lessons Report
A.16 Plan
A.17 Product Description
A.19 Project Brief
A.20 Project Initiation Documentation
A.21 Project Product Description
A.22 Quality Management Strategy
A.24 Risk Management Strategy
A.26 Work Package
Appendix B: Governance
Appendix C: Roles and responsibilities
C.1 Project Board
C.2 Executive
C.3 Senior User
C.4 Senior Supplier
C.5 Project Manager
C.6 Team Manager
C.7 Project Assurance
C.8 Change Authority
C.9 Project Support
Further information
Glossary
Index
