Understanding the PRINCE2® processes
Simon Buehring leads a comprehensive discussion on the seven PRINCE2 processes essential for project management. Key for those prepping for the PRINCE2 Foundation exam or refining their skills, this episode serves as a study guide with updates from the 2023 edition of PRINCE2. Listeners gain expert advice and are well-equipped for certification.
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Transcript
Welcome aboard the Knowledge Train. In this podcast we explore insights and tips to help you manage your way to success in your career and business. I’m Simon Buehring, your conductor on this journey to knowledge and I’m thrilled to have you with us today.
In this episode, we’re unlocking the secrets of PRINCE2 processes—a topic that’s vital for any professional looking to ace the PRINCE2 Foundation exam or simply wanting to refine their project management skills. So, let’s get down to business and decode the seven PRINCE2 processes that are essential for project management success!
PRINCE2 is a robust framework which embodies principles, people, practices, processes, and the project context that collectively steer the ship of effective project management. Today, I will guide you through this intricate maze, focusing on PRINCE2 processes. For all you eager learners out there, this is just one of four invaluable study guides created to prep you for the PRINCE2 Foundation course. Updated with insights from the 7th edition of PRINCE2 released in 2023, these guides are crucial for your certification journey. So, let’s zoom in on each process, and ensure you’re ready to tackle that exam head-on!
The first process to examine is ’starting up a project’. This takes place before the project begins. The goal is simple: to prevent unviable projects from starting and to propel the good ones towards initiation. Triggered by a project mandate, this process involves appointing the executive and project manager, crafting an outline business case, and producing a project brief, which contains the project product description and project approach. Key outputs are a well-defined project brief and an initiation stage plan. The objectives here are ensuring there’s a solid business case, proper authority, well-defined project scope, evaluated alternatives, key role appointments, and a thought-out plan for the initiation stage.
Steering a project requires direction and control, but not micromanagement. This is what happens in the ’directing a project’ process. That’s where the project board comes in—they make the big decisions, enabling the project manager to handle day-to-day operations. The objective here is to keep the project on track and aligned with business strategy. It starts with authorising initiation and progresses to decisions on project closure, involving key activities such as authorising a stage or exception plan and giving ongoing direction. Importantly, the project board doesn’t create management products but reviews and approves what the project manager produces.
Building a firm foundation is what the ’initiating a project’ process is all about. This prepares the business to understand the project before committing significant resources. The process is where the project manager creates the project initiation documentation (PID), which lays out everything from the business case to the management approaches and project plan, ensuring everyone’s on the same page. Once the project board authorises initiation, the project manager compiles the PID and sets up the project log, keeping tabs on everything from quality to risk management.
The ‘controlling a stage’ process is key when assigning work, monitoring progress, and ensuring that each stage sticks to set tolerances. This process is about managing each stage effectively, dealing with issues, and keeping the project board in the loop without overloading them with needless meetings. Outputs include detailed work package descriptions and reports to communicate project status and issues.
Ensuring a smooth handover of specialist products is the essence of the ’managing product delivery’ process. Team managers play a pivotal role here, coordinating work and maintaining clear communication with the project manager. Aimed at delivering outputs to agreed standards within set tolerances, this process is the teamwork conduit of PRINCE2, with checkpoint reports and approved specialist products being the main outputs.
Approaching a stage end? It’s time for the ’managing a stage boundary’ process. This process is where the project manager reviews the current stage success, prepares for the next stage, and reassesses the project plan and business justification. This is the moment to report back to the project board for authorisation to proceed to the next stage, ensuring a smooth transition from one stage to the next with an updated PID and possibly an end stage report.
Project closure signifies the finish line has been crossed. The ’closing a project’ process confirms that the project has met its objectives and the outcomes have been accepted. This orderly wrap-up involves user acceptance, ensuring ongoing product support, reviewing performance, and capturing lessons learned for future reference. It ensures that all loose ends are tied up and that the project leaves a legacy of knowledge and success.
Thank you for joining us on the Knowledge Train as we explored PRINCE2 processes. Don’t forget to subscribe for more insight-packed episodes, and swing by the Knowledge Train website for resources galore. Until the next episode, keep learning, keep managing, and I’ll see you further down the track. Goodbye!