Directing Projects with PRINCE2

• Introduction
• Overview of PRINCE2
  • Key definitions
  • Structure of PRINCE2
  • The role of senior management in PRINCE2
  • Overview of PRINCE2
• Project Board duties and behaviours
  • Overview
  • Be accountable for the project
  • Provide unified direction
  • Delegate effectively
  • Facilitate cross functional integration
  • Commit resources
  • Ensure effective decision making
  • Support the Project Manager
  • Ensure effective communication
• Starting up a Project
  • Purpose
  • Context
  • Confirm the understanding of the project mandate
  • Appoint the Executive and Project Manager
  • Capture previous lessons
  • Design and appoint the project management team
  • Prepare the outline Business Case
  • Prepare the Project Brief
  • Prepare the Initiation Stage Plan
  • Summary
• Authorize initiation
  • Purpose
  • Context
  • Approve the Project Brief
  • Approve the Initiation Stage Plan
  • Communication
  • Suggested Project Board agenda
  • Summary
• Authorize the project
  • Purpose
  • Context part 1
  • Context part 2
  • Context part 3
  • Communication
  • Review the End Stage Report for initiation
  • Approve the Project Initiation Documentation
  • Approve the next Stage Plan
  • Suggested Project Board agenda
  • Summary
• Authorize a Stage or Exception Plan
  • Purpose
  • Context part 1
  • Context part 2
  • Review End Stage Reports
  • Approve Stage or Exception Plans
  • Assess project viability
  • Suggested Project Board agenda
  • Summary
• Give ad hoc direction
  • Purpose
  • Context
  • Respond to requests
  • Respond to reports
  • Respond to external influences
  • Focus of individual board members
  • Communication
  • Summary
• Authorize project closure
  • Purpose
  • Context
  • Confirm handover and acceptance
  • Approve the End Project Report
  • Approve the Benefits Review Plan
  • Communication
  • Suggested Project Board agenda
  • Summary
• Reviewing benefits
  • Purpose
  • Context
  • Hold benefits reviews
  • Close the Business Case
  • Communication
  • Suggested agenda for benefit reviews
  • Summary
• Tailoring PRINCE2
  • Purpose
  • Introduction
  • Environmental factors
  • Project related factors
  • What does tailoring involve?Adapting the themes

Key sections

• Introduction
• Business case
• Organization
• Quality
• Plans
• Risk
• Change
• Progress
• Introduction to processes
• Starting up a projectDirecting a project
• Initiating a project
• Controlling a stage
• Managing Product Delivery
• Managing a Stage Boundary
• Closing a Project
• Tailoring PRINCE2 to the project environment
• Directing Projects with PRINCE2

Authorize project closure

Confirm handover and acceptance

There are normally at least two forms of handover and acceptance as outlined below.

The Project Board must confirm that all necessary user handover and acceptance activities and products have been completed and approved by the appropriate user authorities. This often includes user training.

The Senior User is accountable for the success of the project from this angle and, as such, they should have the responsibility in mind from the outset (project initiation).

This means understanding the related aspects of the Quality Management Strategy, such as user acceptance tests and certification, and ensuring that the right people are involved.

The Project Board must also confirm that all necessary operational, maintenance and support services (including any necessary contracts) are in place, and that handover and acceptance activities/products have been completed and approved by the appropriate service authorities.

The Senior User(s) and Senior Supplier(s) are both interested in this aspect of the project and should give this consideration at the outset (during initiation).

Handover to operational support means understanding the related aspects of the Quality Management Strategy (e.g. operational or service acceptance tests and certification, service level agreements, contracts, technical documentation and training) - and, again, ensuring that the right people are involved.

Acceptance may be qualified by ‘concessions’, i.e. agreements to accept incomplete products or products with minor defects.
A variety of other terms may be used on different project types - e.g. ‘snag lists’ or ‘known errors’.

There are often good business reasons for accepting an imperfect solution, such as pressing legislative deadlines or opportunities for early benefits.

However, Project Board members must ensure that there are mutually satisfactory agreements on concessions and plans for their resolution, if required.

All references above are in Directing Successful Projects with PRINCE2 unless stated otherwise.

PRINCE2® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.