PRINCE2® 7 Project Management E-Book

Bert Hedeman

• Herausgeber: Van Haren Publishing
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 237

Veröffentlichungsjahr: 2025

Beschreibung

#html-body [data-pb-style=JA5OEHC]{justify-content:flex-start;display:flex;flex-direction:column;background-position:left top;background-size:cover;background-repeat:no-repeat;background-attachment:scroll}Within this guide al integrated elements of the method are described in details as well the respective roles and responsibilities and project management products: Principles - all seven principes, and how these will support tailoring and adapting the method to the projects People – the context, leading successful change, leading successful teams, communication, and how people are central tot the method Practices – all seven practices including their purpose, guidance, techniques, how to apply, responsibilities, relevant management products, and relationships to the principles Processes – All seven principles including their purpose, context, objectives, activities, responsibilities, how to apply, and how to apply the practices to these processes

Leseprobe

PRINCE2® 7

Project Management

A POCKET GUIDE

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Title:

PRINCE2® 7 Project Management

Subtitle:

A Pocket Guide

Series:

Best Practice

Authors:

Bert Hedeman (HWP Consulting)

Ron Seegers (Projectmeester)

Reviewers:

Gabor Vis van Heemst (Kristal Companie)

Hans Fredriksz (ILikePM)

Henny Portman (Portman PM(O))

Jaap Germans (Vanderlande)

Mark Kouwenhoven (nThen)

Final editor:

Bert Hedeman

Text editor:

Michelle Schuurman-Voorma

Publisher:

Van Haren Publishing, ‘s-Hertogenbosch,

ISBN Hard copy:

9789401813662

ISBN EBook pdf:

9789401813679

ISBN EPub:

9789401813686

Print:

First edition, first impression, September 2025

Layout and DTP:

S&B IT Services, Leusden - NL

Copyright:

© 2025 Van Haren Publishing

Trademark notices

© Crown copyright 2023 Reproduced on licence from PeopleCert Ltd.: Figures 5.01, 6.01, 6.02, 6.03, 7.01, 7.02, 7.03, 9.01, 9.02, 9.03, 9.04, 10.01, 11.01, 11.02, 12.01, 13.01, 14.01, 15.01, 16.01, 17.01, 18.01, 19.01.

PRINCE2(R) is a Registered Trade Mark of PeopleCert Ltd.

Disclaimer

Although this publication has been composed with utmost care, neither Author nor Editor nor Publisher can accept any liability for damage caused by possible errors and/or incompleteness in this publication.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior permission of the copyright owners

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Contents

PART I INTRODUCTION

Chapter 1

1.1 The purpose of this guide

1.2 Structure of PRINCE2 edition

1.3 What is a project?

1.4 What is project management?

1.5 The project context

1.6 Features and benefits of PRINCE2

Chapter 2

2.1 Ensure continued business justification

2.2 Learn from experience

2.3 Define roles, responsibilities, and relationships

2.4 Manage by stages

2.5 Manage by exception

2.6 Focus on products

2.7 Tailor to suit the project

Chapter 3

3.1 Context

3.2 Leading change

3.3 Leading successful teams

3.4 Communication

3.5 People are central to the method

PART II PRACTICES

Chapter 4

4.1 Management products

Chapter 5

5.1 Purpose

5.2 Guidance

5.3 PRINCE2 techniques

5.4 Supporting techniques

5.5 Applying the practice

5.6 Management products

5.7 Responsibilities

5.8 Reference to principles

Chapter 6

6.1 Purpose

6.2 Guidance for effective organizing

6.3 PRINCE2 techniques

6.4 Supporting techniques

6.5 Applying the practice

6.6 Management products

6.7 Responsibilities

6.8 Reference to principles

Chapter 7

7.1 Purpose

7.2 Guidance

7.3 PRINCE2 techniques

7.4 Supporting techniques

7.5 Applying the practice

7.6 Management products

7.7 Responsibilities

7.8 Reference to principles

Chapter 8

8.1 Purpose

8.2 Guidance

8.3 PRINCE2 techniques

8.4 Supporting techniques

8.5 Applying the practice

8.6 Management products to support the practice

8.7 Responsibilities

8.8 Reference to principles

Chapter 9

9.1 Purpose

9.2 Guidance

9.3 PRINCE2 techniques

9.4 Supporting techniques

9.5 Applying the practice

9.6 Management products to support the practice

9.7 Responsibilities

9.8 Reference to principles

Chapter 10

10.1 Purpose

10.2 Guidance

10.3 PRINCE2 Techniques

10.4 Supporting techniques

10.5 Applying the practice

10.6 Management products to support the practice

10.7 Responsibilities

10.8 Reference to principles

Chapter 11

11.1 Purpose

11.2 Guidance

11.3 PRINCE2 techniques

11.4 Supporting techniques

11.5 Applying the practice

11.6 Management products

11.7 Responsibilities

11.8 Reference to principles

PART III PROCESSES

Chapter 12

12.1 Pre-project

12.2 Initiation stage

12.3 Subsequent delivery stage(s)

12.4 Final delivery stage

12.5 Post-project

12.6 Structure of each process chapter

Chapter 13

13.1 Purpose

13.2 Objectives

13.3 Context

13.4 Activities

13.5 Responsibilities

13.6 How practices are applied

Chapter 14

14.1 Purpose

14.2 Objectives

14.3 Context

14.4 Activities

14.5 Responsibilities

14.6 How practices are applied

Chapter 15

15.1 Purpose

15.2 Objectives

15.3 Context

15.4 Activities

15.5 Responsibilities

15.6 How the practices are applied

Chapter 16

16.1 Purpose

16.2 Objectives

16.3 Context

16.4 Activities

16.5 Responsibilities

16.6 How the practices are applied

Chapter 17

17.1 Purpose

17.2 Objectives

17.3 Context

17.4 Activities

17.5 Responsibilities

17.6 How the practices are applied

Chapter 18

18.1 Purpose

18.2 Objectives

18.3 Context

18.4 Activities

18.5 Responsibilities

18.6 How the practices are applied

Chapter 19

19.1 Purpose

19.2 Objectives

19.3 Context

19.4 Activities

19.5 Responsibilities

19.6 How the practices are applied

PART IV APPENDICES

A. Management products

B. Role descriptions

C. Glossary

D. Acronyms

E. Content relevant to exam

About the Authors

PART I INTRODUCTION

Chapter 1

Introduction

PRINCE2® Project Management is a generic project management method which focuses on the management aspects of projects. PRINCE2 has been designed to be adaptable, allowing it to be applied to any project. This is achieved by separating management from specialist activities, focusing on what needs to be done rather than prescribing how it should be done, and requiring that the method is tailored to the project’s needs and context.

PRINCE2’s strength lies in its flexibility and the fact that it is not industry-specific. Furthermore, except for the PRINCE2 planning technique, project management techniques are referenced but not prescribed.

1.1 The purpose of this guide

This pocket guide supplies a summary of the PRINCE2 method. It is intended to provide a quick introduction and a structured overview of the method, serving as a reference for those who have previously studied the method and wish to apply it in the day-to-day management of their projects.

1.2 Structure of PRINCE2 edition 7

The structure of PRINCE2® 7 is based on five integrated elements:

•Principles - Define the guiding principles of good practices which determine whether the project is genuinely being managed using PRINCE2.

•People - Involve understanding the needs, capabilities, and motivations of the people involved, as well as their interrelationships; this is crucial to the way the project is set up and managed.

•Practices - Describe the aspects of project management that must be addressed continually and in parallel throughout the project.

•Processes - Describe a step-wise progression through the project lifecycle. Each process provides checklists of recommended activities, products and related responsibilities.

•Project context - Relates to tailoring PRINCE2 to the specific project, as well as environmental factors.

PRINCE2® 7 puts people in the centre of its method.

The five integrated elements of the PRINCE2 method are designed to work together. The practices ensure that the principles are continually applied during the processes in a way that fits to the project context.

1.3 What is a project?

A project is a set of related activities within a temporary organization that is created to deliver, according to agreed conditions, one or more predefined products or services. Within PRINCE2, a project is defined as:

Project - A temporary organization that is created for the purpose of delivering one or more business products according to an agreed business case.

Five characteristics distinguish projects from regular business operations:

•Change - Most projects are carried out in a changing environment, while also being the means through which the organization introduces these changes.

•Temporary - This is an essential condition for a project. Without this, there is no project. A project ends automatically when the predefined products or services are handed over to the business. Projects, by nature, are finite; they have a predefined start and end.

•Cross-functional - Projects involve a team of people with diverse skills and functions, typically from different organizational entities. This can occur within a single organization or across multiple organizations.

•Unique - Every project is different, even when an identical product or service is delivered. The context is always different, and there are always differences in objectives, or new team members or other parties are involved.

•Uncertainty - All the characteristics above result in uncertainty, which will always lead to additional opportunities and threats. You cannot exclude these; you can only manage them. Projects typically contain more uncertainties than regular business operations.

Projects are initiated to deliver products that enable an organization to implement change and realizse benefits in pursuit of its strategic goals. The temporary nature of projects allows all relevant stakeholders to unite to deliver the required products or services. A well-structured project management method provides the framework, focus, support and commitment, needed to ensure successful delivery. As organizational change becomes increasingly critical across both the business world and the public sector, projects have become essential to professional life.

1.4 What is project management?

Project management involves planning, delegating, monitoring and controlling all aspects of the project, as well as motivating those involved, in order to achieve the project objectives within the expected performance targets. Within PRINCE2, project management is defined as:

Project management - The application of methods, tools, techniques, and competencies to enable a project to meet its objectives.

The five characteristics of a project result in some common challenges, such as:

• Ambiguity about who is responsible and who is accountable for what aspects.

• Ambiguity about what to deliver, when and at what costs.

• Unrealistic expectations.

• Unavailability of resources.

• Difficulty in estimating durations, resources and costs.

• Uncontrolled changes.

• Difficulty in keeping the people informed, engaged and motivated.

The purpose of project management is to address these challenges. The aim is to control the specialist work to create the project product.

PRINCE2 includes seven aspects of project performance to be managed:

•Benefits - What needs to be achieved based on the output to justify the investment?

•Scope - What is part of the project and what is not?

•Quality - What are the requirements, and when is the project output fit for purpose?

•Time - When will the project start, key products be delivered, and the project end?

•Costs - What are the investment costs and the total cost of ownership?

•Sustainability - What are the project work and project output sustainability targets?

•Risk - How much risk is the organization prepared to take?

The project performance targets set the expected success levels against which the project management will be judged.

1.5 The project context

PRINCE2 has been designed to be applied in any context, including organizational and commercial contexts, delivery methods, sustainable requirements, and project scales.

1.5.1 Organizational context

Users, suppliers and business decision-makers can come from the same organization, or they may come from different organizations with which they have commercial agreements.

•Business - The organization that provides the project mandate and the structure within which the project is governed and invests to realize the envisaged benefits.

•User - The individual(s) or organization(s) that will use or maintain the project products to enable it to realize the expected benefits. They may be internal or external to the business organization.

•Supplier - The individual(s) or organization(s) that provide the expertise, people, and resources required to deliver the project products. They may be internal or external to the business organization.

The business is responsible for realizing any benefits after the completion of the project.

Where a commercial relationship exists between the business and the supplier, the business is regarded as the customer.

A project may be part of a programme or portfolio structure, or be a standalone project reporting directly to the business management structure.

Programme - A temporary structure designed to lead multiple interrelated projects and other work in order to progressively achieve outcomes and benefits (to realize a strategic goal) for one or more organizations.

Portfolio - A temporary structure to provide optimal use of the organization’s investment (or a segment thereof) in the changes required to achieve its strategic objectives.

1.5.2 Commercial context

The business may have entered into a commercial relationship between a customer and supplier to deliver products that fulfil the needs of the users as defined in the project’s business case. There may be a single customer with a prime contractor, or there may be several customers and several supplier organizations, each with their own reasons for undertaking their part of the project.

1.5.3 Delivery methods

A delivery method is how the work is to be delivered. There are various approaches, with one end being the waterfall approach and the other end being the Agile approach. Most delivery approaches are nowadays hybrid - a combination of both. Additionally, one part of the project may be carried out using a fully waterfall approach, while another part of the work may be fully Agile.

Waterfall approach - A linear-sequential approach in which the work is carried out sequential and the project output is delivered at the end of the project.

Agile approach - An iterative-incremental approach in which the work is carried out iterative and in timeboxes (sprints) and the output is delivered incrementally throughout the project‘s lifecycle.

Hybrid approach - An approach in which some elements of the project use a linear-sequential approach, and other elements use an iterative-incremental approach.

1.5.4 Sustainability context

Sustainability is the ability to meet the needs of the present without compromising the ability of future generations to meet their own needs. It involves balancing three key dimensions: People, Planet and Profit. Corporate Social Responsibility (CSR) is the active, voluntary but not optional, social role an organization undertakes that goes beyond meeting legal requirements. Projects can be constrained by the CSR policies of the organizations involved, yet can also have sustainability as their very purpose.

The United Nations has defined 17 Sustainable Development Goals to end poverty, fight inequality, address climate change, build peaceful societies, and protect the planet. When sustainability is referred to within PRINCE2, it refers to one, some, or all of these 17 goals:

1. No poverty

2. No hunger

3. Good health and well-being

4. Quality education

5. Gender equality

6. Clean water and sanitation

7. Affordable and clean energy

8. Decent work and economic growth

9. Resilient infrastructure, sustainable industrialization and innovation

10. Reduced inequalities

11. Sustainable cities and communities

12. Responsible production and consumption

13. Climate action

14. Life under water

15. Life on land

16. Peace, justice, and strong institutions

17. Global partnerships to support sustainable development in all countries

1.5.5 Scale

PRINCE2 can be tailored to the scale of the project through the governance arrangements, the combination or adjustments of project roles, the formality and level of project documentation, the formality of project controls, the selection and integration of management approaches, the number of stages, and the performance targets and tolerances set.

1.6 Features and benefits of PRINCE2

Organizations can adopt this method as a standard to enhance their capabilities and maturity throughout the organization.

Features and benefits of PRINCE2 are:

•Proven - based on best practice, widely recognized.

•Universal - suitable for any type of project.

•Flexible - can be tailored to meet the specific needs of the organizations involved.

•Common language - common vocabulary for all participants.

•Outcome-focused - focus on the continuous viability of the project.

•Increases organizational maturity - promotes learning and continuous improvement.

•Part of an integrated suite of methods - such as for programme and portfolio management.

Additional features and benefits:

• Allocates resources as part of the go/no-go decisions.

• Thorough but economical structure of reports.

• Restricts meetings to only those that are essential.

• Promotes the reuse of project assets and facilitates staff mobility.

• Availability of Accredited Training Organizations.

• Clear roles and responsibilities for all participants.

• Participation of stakeholders in planning and decision-making.

• Management by exception for all levels of the project.

• Product focus: what a project will deliver.

• Plans meet the needs of different levels of management.

• Quality control during the full project lifecycle.

• Manages business and project risks.

• Ensures relevant issues are escalated.

Chapter 2

Principles

Rather than prescribing how to align the method to a specific project, PRINCE2 offers guidance through its principles. These principles are the guiding obligations that determine whether a project is genuinely being managed using PRINCE2. They ensure the effective application and tailoring of PRINCE2 to any project, regardless of its type, duration, context, complexity, level of risk, delivery method, or the nature of the organization, culture and country.

•Apply PRINCE2 to the context - Use the method as is by assigning the appropriate number of stages, roles, work packages, tolerances, and techniques based on the project’s needs.

•Tailor PRINCE2 to the project - Modify the method by using alternative terminology, combining management products, or replacing PRINCE2 techniques with other techniques more suitable for the project environment.

Specific arrangements should be documented in the relevant management approaches.

2.1 Ensure continued business justification

There must be a justifiable reason to start a PRINCE2 project. The justification may change, but should remain valid throughout the project lifecycle. This justification drives the decision-making process. The justification might include non-financial benefits.

In PRINCE2, the justification is documented in a business case. If there is no continued business justification, the project should be stopped.

Even compulsory projects require justification to validate the option chosen. In commercial and co-owned projects, each party needs to have its own business case.

2.2 Learn from experience

In PRINCE2, the project and management approaches are perfected through learning from experience:

• When starting the project, lessons from previous projects should be reviewed to determine whether these lessons can be applied in this project.

• As the project progresses, lessons should be incorporated into all relevant reports and reviews to identify opportunities to implement improvements throughout the project.

• At stage end and project closure, the project team should share the insights gained.

It is everyone’s responsibility to continuously seek lessons rather than waiting for someone else to provide them. Lessons learned can be captured in team meetings and during separate retrospectives. In large and complex projects, more advanced communication methods may be required, such as videos, workshops, and field trips.

2.3 Define roles, responsibilities, and relationships

A PRINCE2 project has defined and agreed roles and responsibilities within an organizational structure that engages the primary stakeholders - the business, user, and supplier:

• Business sponsors who endorse the project’s objectives and ensure that the business investment provides value for money.

• Users who, after the project is completed, will use the project’s products to enable the organization to gain the expected benefits.

• Suppliers who will provide the necessary resources for the project.

All three stakeholder interests need to be represented effectively in the project organization, both at the delivery and the directing levels. If a project is part of a programme, project roles may be held by people within the programme management team. Within Agile, the team manager role may be held collectively by the development team.

A PRINCE2 project management team initiates and builds relationships with and between internal and external stakeholders.

2.4 Manage by stages

A PRINCE2 project is planned, monitored and controlled on a stage-by-stage basis. A stage is a section of a project that the project manager manages on behalf of the project board at any given time.

Every PRINCE2 project has at least two stages: one initiation stage and at least one delivery stage. The focus on managing by stages ensures that the project is properly initiated before work begins on delivering the project output.

Manage by stages provides senior management with control at major decision points by having a high-level project plan for the total project and a detailed stage plan for the next stage. At the end of each intermediate stage, the plan for the next stage will be produced, and the project plan will be updated.

Manage by stages facilitates management by exception by allowing key decisions to be made by the project board and sponsoring organization at stage transitions, while delegating day-to-day management within stages to the project manager. It ensures that key decisions are made prior to the detailed work needed to implement them. Within Agile, the project manager defines the number of sprints required for each stage.

2.5 Manage by exception

A PRINCE2 project has defined tolerances for each project objective to establish limits of delegating authority. A tolerance is a permissible deviation above and below the plan’s targets that does not require escalation to the next level of management. Tolerances are applied at the project, stage, and team level.

PRINCE2 enables appropriate governance by defining a distinct responsibility and accountability at each level of the project by:

• Delegating authority from one management level to the next by setting tolerances against the seven aspects of performance (benefits, time, cost, quality, scope, sustainability, and risk).

• Establishing controls so that if tolerances are forecast to be exceeded, they are immediately referred to the next management level for a decision on how to proceed.

• Establishing an assurance mechanism so that each management level can be confident that such controls are effective.

Management by exception enables the efficient use of senior management time, as it reduces their time burden in time-consuming meetings without compromising their controls. Tolerances may vary by management level and stage.

2.6 Focus on products

A PRINCE2 project focuses on defining and delivering products, particularly their user quality expectations and requirements. A product is an input or output, whether tangible or intangible, that can be described in advance, created, and tested.

PRINCE2 includes four types of products:

•Management products - products that will be required as part of managing the project, and establishing and maintaining quality.

•Specialist products - products whose development is the subject of the plan.

•Project product - what the project must deliver in order to gain acceptance.

•External products - products developed or provided outside the project’s control, but on which the project depends.

The focus on products:

• Ensures that only work is performed that directly contributes to the delivery of a product.

• Helps to manage scope creep by ensuring that all changes are agreed upon in terms of their impact on the project’s product and business case.

• Reduces the risk of user dissatisfaction and acceptance disputes by agreeing at the project start what will be delivered by the project.

• Assists a pause or closure of the project after certain products are completed.

PRINCE2 is output-oriented rather than work-oriented, as it defines the project product prior to undertaking the activities to produce it. The set of agreed-upon product descriptions defines the scope of a project and provides the basis for planning and control.

In a small project, a single project product description might suffice. For large projects, the project product description may be subdivided into individual products. For an Agile project, product descriptions for epics, functions and features may be expressed in the form of user stories.

2.7 Tailor to suit the project

PRINCE2 is tailored to suit the project’s environment, size, complexity, importance, delivery method, team capability, and level of risk, ensuring that the project management method and project controls are appropriate to the project:

• Processes can be combined or adapted.

• Themes can be applied using techniques appropriate to the project.

• Roles can be combined or split.

• Management products can be adapted, combined or split.

• Terminology can be aligned to organizational standards.

The project manager is responsible for tailoring the project to suit the project environment. The tailoring must be approved by the project board.

To ensure that all people involved understand how the method is being tailored, the tailoring should be documented in the PID.

For Agile projects:

• Adapt the terminology to the Agile management approach.

• Collaborate and communicate according to the Agile way of working.

• Adapt working procedures to work with sprints, backlogs and user stories.

• Add a coach to help teams work effectively in the combination of PRINCE2.

• Add team roles as customer and supplier subject matter experts, representing the user and supplier, respectively.

Chapter 3

People

3.1 Context

The purpose of a project is to deliver change. The success of the change implementation depends in part on the capabilities of the project team and the strength of the relationships between them and those impacted by the change.

In PRINCE2, ‘people’ covers those who are working on a project and the relationships between them as well as those impacted by the project.

Project success strongly depends on how well the project establishes strong relationships with the organizations that support its delivery as well as how it fits into the organizational ecosystem to deliver the change.

The organizational ecosystem comprises the internal elements of an organization, as well as the organization’s external relationships. The project ecosystem comprises the elements of the business involved in or directly impacted by the project, as well as the associated users and suppliers.

To successfully deliver the project, all levels of leadership must establish a project culture that motivates people. Decisions should be made close to where the relevant knowledge resides.

3.2 Leading change

3.2.1 Change management

Change management is the process by which an organization transitions from its current state to the target state, incorporating the use of project products. Effective leadership is required to deliver this change.

The current and target states can be described as a set of routines, responsibilities, relationships, cultures and capabilities. For some projects, there may be interim states the business will transition through.

PRINCE2 addresses change in a change management approach, considering:

• Decisions that the approach supports the project team to make.

• Areas of the organizational ecosystem that are likely to be impacted.

• The key relationships and the evolving culture.

• The skills and capabilities during and after the transition.

• How best to transition, e.g. through learning or recruiting new people to the business.

The change management approach is part of the PID. It establishes the target organizational state required by the project to meet its objectives, along with how the business will shift from the current state through any interim states to the target state.

The change management approach includes:

•The scope - what changes will be delivered by the project and any exclusions.

•Change status - the current, interim, and target state, including its characteristics.

•Enabling activities - including required resources, responsibilities, supporting tools and techniques, standards, and references.

3.2.2 Stakeholders

A stakeholder is any individual, group, or organization that can affect or be affected by, or perceives itself to be affected by, the project.

The ability to identify key stakeholders at the interface between the project and organizational ecosystem is fundamental to leading successful change. Key stakeholders are:

• Senior executives.

• Those who carry out daily tasks and decision-making within the project ecosystem.

• Those who are bottlenecks in the flow of information, knowledge, or funds across interfaces.

• Those who can shape the perception of the majority within the project ecosystem.

• Those with whom the project management team (PMT) needs to work closely to ensure project success.

Stakeholders at the project interface may change over time. Understanding the business, supplier and user interests in each ecosystem helps in deciding how they should be represented in the project and how they should be engaged.