Tailoring PRINCE2 to the project environment

• What is tailoring?
• General approach to tailoring
  • Overview
  • Applying the principles
  • Adapting the themes
  • Applying the organizations terms and language
  • Adapting the management products
  • Adapting the roles
  • Adapting the processes
• Examples of tailoring PRINCE2
• Projects in a programme environment
  • Overview
  • Themes Business Case
  • Themes Organization
  • Themes Quality
  • Themes Plans
  • Themes Risk
  • Themes Change
  • Themes Progress
  • Processes
  • Management products
• Project scale
  • Overview
  • Simple project
  • Simple project Themes
  • Simple project Processes
  • Simple project Management products
• Commercial customer/supplier environment
  • Overview
  • Themes Business Case
  • Themes Organization
  • Themes Quality
  • Themes Plans
  • Themes Risk
  • Themes Change
  • Themes Progress
  • Processes
  • Management products
• Multi organization projects
• Project type
  • Lifecycle models
  • The evolving project
  • The feasibility project
• Sector differences
  • Overview
  • Senior Responsible Owner
  • OGC Gateway Review
• Project management Bodies of Knowledge

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

Tailoring PRINCE2® to the project environment

Commercial customer/supplier environment

Themes

In a commercial context, there are at least two Business Cases - the customer’s Business Case and the supplier’s Business Case.

For a successful project, both must demonstrate continued business justification.
If the project is no longer viable, desirable or achievable for one party, then the project will struggle and most likely fail regardless of how attractive the Business Case is for the other party.

The customer’s Business Case covers the benefits to that customer in contrast to its whole-life costs and risks.
The costs should include the internal costs (of customer project resources, and ongoing operations and maintenance resources) and external costs (of suppliers’ goods and services).
The risks should include the project risks and the ongoing operational risks.

The supplier’s Business Case covers the supplier part of the customer project.
It should include more than simply making a target margin.
Consideration should be given to how the project will contribute to the supplier’s:

• Sales objective
• Account plan objectives
• Sales territory objectives
• Market sector objectives

Example of other considerations in a supplier’s Business Case

A sales team request the supplier’s senior management to grant discount levels beyond that which they are authorized.
The reason for requesting the additional discount is to win the pilot (this project) in order to increase the likelihood of winning a wider roll-out.
In this case, the supplier’s Business Case should go beyond fulfilling the contractual requirements and cover costs for activities to ensure that the supplier maximizes its sales opportunity for the roll-out.

Each party’s Business Case may be private or partly private from the other.
Often, the closest a supplier may get to seeing the customer’s Business Case is a list of ‘reasons’ in a request for change.
However, depending on the cultural compatibility of the customer and supplier organizations, making the key reasons for undertaking the project (i.e. the benefits) visible to each other will usually lead to a greater yield for both parties.

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