2.4 Processes



Figure 2.4: PRINCE2 processes


Starting up a project.

Purpose: deciding whether the project is viable and worthwhile.

  • prevent poorly defined and risky projects
  • approve viable projects

Short overview:

  • Identify the Executive of the Project Board, she/he
    • creates the outline version of Business Case
    • ensures the funding
  • Make the Stage Plan for the next phase, initiation: who (writing Business Case, Project Plan, etc.)
  • Make the Project Brief: start point
  • Review previous lessons (Lesson Log)


Directing a project.

Project Board:

  • makes key decisions here
  • ensures continuous business justification
  • select people for Project Assurance tasks to help Board’s work


  • Authorize initiation stage: it is worthwhile to start the project
  • Authorize the Project Initiation Document
  • Reviews the current Stage and approves the next stage
  • Give ad-hoc directions based on reports (Highlight, Exception, Issue)
  • Authorize project’s closure


Initiating a project.

Objective: achieve a common understanding in terms of time, cost and scope

  • why we are doing the project
  • products, requirements
  • benefits, risks, quality

Document these in the Project Initiation Documentation:

  • Project Plan
  • Detailed business case
  • Strategies: communication, risk, quality, configuration
  • Project control: milestones, reporting, escalations


Managing stage boundaries.

Objective: Project Manager provides information to Project Board to review the current stage and to approve the next stage (End Stage Assessment)

Project Manager updates:

  • the management strategies
  • the Business Case
  • the Project Plan

In case of problems Project Manager make an Exception Report which then escalated in an Exception Plan (that differs from the original)


Controlling a stage.

Objective: Project Manager assigns and monitors the effective work of teams. She/He also ensures that either the work will be done or if problems are occurring then these will be escalated to the Project Board.


  • It is required that the Project Board has approved the stage or exception plan previously.
  • Day to day management: the Project Manager assigns tasks and gives instructions to the teams (i.e. Team Managers) in form of Work Packages.
  • Project Manager sends regular Highlight Reports to the Project Board.
  • Request for Change: Project Manager evaluate the impact and communicate it based on the  Communication Mgmt. Strategy


Managing product delivery.

Objective: Team Manager assigns and monitors the effective work of the team. She/He also ensures that either the work will be done or if problems are occurring then these will be escalated to the Project Manager.


  • A Team is working on a Work Package
  • Team manager makes a Team Plan
  • A Team Manager sends regular CheckPoint Reports to the Project Manager (monitoring, reporting, progress)
  • In case of problems Team Manager sends a Project Issue to the Project Manager


Closing a project.

Objective: confirm the acceptance of the project product


  • starts together with the final stage
  • continuous mid-term process, not a one day activity
  • verify user acceptance
  • review the performance against the baselines
  • disband the team(s)
  • Lessons Report