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From Project's start to the end of
the first operational stage
 | The
management (e.g., the Programme Manager) writes the Project Mandate which
usually contains an outlined Business Case
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| The
process Starting Up a project begins. The management chooses an Executive
and, in agreement with him, the Project Manager.
The
Executive and the Proj.
Manager take care of organizing the rest (Organization).
The
Business Case is improved, the Risk Log is created, the first Product
Description (which includes all that is needed to know about the product)
is written together with the customer
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| The
Proj.
Board meets, evaluates results of the Starting up a project process and
authorizes the proj.
start, i.e., Initiating a Project (IP) which,
in Prince2,
constitutes the project first stage |
| IP
expands the documentation prepared in SU and produces all that is needed
for the project, in particular the PID (Proj. Initiation Document) and
the Project Plan (divided into stages – at least another one in addition
to IP itself) |
| The
Project Board meets, approves the PID and baselines it (the PID becomes
the “contract” between the PB and the Proj.
Manager), authorizes the second stage |
| During
the second stage: the first time-drive report (Highlight Report) from the
Project
Manager to the Proj.
Board had confirmed that everything was ok, but after a while an external
co-operator raises an Issue – a supplier would be going to fail. The Issue
becomes a Risk, the Proj.
Board is informed by the Proj.
Manager who suggests an alternative supplier; the Proj.
Board asks the Proj.
Manager for an alternative stage plan (Exception Plan) which is then
approved by the Proj.
Board itself. The new plan takes the place of the previous one; the entire
Project Plan, the Business Case and so on are updated
as foreseen by Prince2
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| The
second stage is approaching its end: one starts planning the second stage
in detail
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| End of
the second stage: the Proj.
Board meets, checks whether the stage has produced what was foreseen and
in particular whether the results are in accord with Product Descriptions,
approves the next stage detailed plan and authorizes its start |
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Cyclic phase with an Exception Plan
| The
project is now in a cyclic phase |
| During
the fourth stage, thanks to a dedicated process (MP), the Proj.
Manager discovers that the quality of the products which should be
delivered by an external team does not meet Product Descriptions; those
products are not accepted, but the necessary corrective action implies
that time tolerances will be excelled.
The PB is informed and receives the recommendation either to reduce the
Scope (i.e., to accept products with reduced functionalities) or increase
the budget. The PB approves the second solution, a new Stage Plan
(Exception Plan) is prepared to take the new situation into account, and
the project goes on
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Project closure: it is approved by the Proj.
Board. Moreover, the Project Board approves a series of documents such as
the Lessons Learned Report, the Follow-on Action Recommendations, customer
support recommendations and so on. The Organization is disbanded
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| After
the Prince2 project – in this case one year, the Executive takes part in a
meeting (planned during the project) during which the project final
benefits are evaluated.
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