Seven Processes of PRINCE2®

Starting up a Project (SU)

This first process in PRINCE2® is a pre-project process. It checks that a project is worthwhile. The key input to this process is a Project Mandate that defines in business terms the reason for the project and the expected outcome.

Key activities include:

• Forming project board.
• Appointing an executive and a Project manager.
• Designing and appointing a project management team.
• Preparing a project brief.
• Defining the outline of a Business case.
• Ensure that the investment of time and effort required by the project is made wisely, taking account of the risks to the project.
• Creating the Initiation Stage Plan.

Initiating a Project (IP)

This Process involves planning in detail. The output document of this process is PID - Project Initiation Document.

Key activities include:

• Production of four management strategies: the project's Risk, Quality, Configuration and Communication Management Strategies.
• Document and confirm that an acceptable Business Case exists for the project
• Setting up project controls.
• Setting up project files.
• Assembling a Project Initiation Document (PID).

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Directing a Project (DP)

This PRINCE2 process runs from the start of the project until its closure. This process is aimed at the Project Board. The Project Board manages and monitors via reports and controls through a number of decision points.

Key activities include:

• Authorizing initiation.
• Authorizing a project.
• Authorizing a stage or exception plan.
• Ad hoc direction (monitoring progress, providing advice and guidance, reacting to exception situations)
• Project closure activities.

Please note that this process does not cover the day-to-day activities of the Project Manager.

Controlling a Stage (CS)

This PRINCE2 process describes the monitoring and control activities of the Project Manager. This process includes the way in which Work packages are authorized and received.

Key activities include:

• Authorizing work package (Work to be done).
• Assessing progress.
• Capturing and examining project issues.
• Reviewing stage status.
• Reporting highlights.
• Taking corrective action.
• Escalating project issues.
• Receiving a completed work package.

Managing Stage Boundaries (SB)

This PRINCE2 process provides the Project Board with key decision points on whether to continue with the project or not. This process tells what should be done for a stage that has gone outside its tolerance levels.

Key activities include:

• Planning a stage.
• Provide the Project Board with information needed to approve the current stage’s completion.
• Authorize the start of the next stage.
• Updating the project plan, risk register, and business case.
• Reporting stage end to the project board.
• Producing an exception plan.

Managing Product Delivery (MP)

This PRINCE2 process controls the link between the project manager and the team managers. This process controls the flow of Work packages from assignment to its delivery. The project manager assigns work packages to team managers. Work is carried on and then is delivered back to project manager.

Key activities include:

• Accept a work package.
• Execute a work package.
• Ensuring that the work package meets quality criteria.
• Deliver a work package.
• Obtaining approval for the completed work package.

Closing a Project (CP)

This PRINCE2 process tells what steps should be taken at the end of a project.

Key activities include:

• Decommissioning a project.
• Identifying follow-on actions.
• Check that objectives / aims set out in the Project Initiation Document (PID) have been met.
• Update Issue Register.

The Below figure summarizes the above process model.

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Conclusion

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