Organization

• Introduction
  • Purpose
  • Organization defined
• Levels of organization
• The project management team
  • Project management team structure
  • Project Board
  • Project Assurance
  • Change Authority
  • Size of the Project Board
  • Project Manager
  • Team Manager
  • Project Support
  • Dealing with changes to the project management team
• Working with the project team
  • Balancing the project team and individual
  • Training needs for project teams
  • Part time teams
• Working with the corporate organization
  • Line management functional management
  • Centre of excellence
• Working with stakeholders
  • Types of stakeholder
  • Stakeholder engagement
  • The Communication Management Strategy
• Responsibilities

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

The PRINCE2 approach

© Crown copyright 2005 Reproduced under licence from OGC

Levels of organization

The level of management required to make decisions and commitments may be too busy to be involved on a day-to-day basis with the project.
But projects need day-to-day management if they are to be successful.
PRINCE2® separates the direction and management of the project from the delivery of the project’s outputs, concentrating on the former and using the principle of management by exception.

The project management structure has four levels, three of which represent the project management team and the fourth which sits outside of the project.
The diagram illustrates these four levels of management.

The four levels of management are:

Corporate or programme management

This level sits outside the project management team but will be responsible for commissioning the project, including identifying the Executive and defining the project-level tolerances within which the Project Board will work.
This information should, if possible, be documented in the project mandate.

Directing

The Project Board is responsible for the overall direction and management of the project within the constraints set out by corporate or programme management.
The Project Board is accountable for the success of the project.

• As part of directing the project, the Project Board will:
• Approve all major plans and resources
• Authorize any deviation that exceeds or is forecast to exceed stage tolerances
• Approve the completion of each stage and authorize the start of the next stage
• Communicate with other stakeholders

Managing

The Project Manager is responsible for the day-to-day management of the project within the constraints set out by the Project Board.
The Project Manager’s prime responsibility is to ensure that the project produces the required products in accordance with the time, cost, quality, scope, risk and benefit performance goals.

Delivering

While the Project Manager is responsible for the day-to-day management of the project, team members are responsible for delivering the project’s products to an appropriate quality within a specified timescale and cost.
Depending on the size and complexity of the project, the authority and responsibility for planning the creation of certain products and managing a team of specialists to produce those products may be delegated to a Team Manager.

Further details of project management team roles and their associated responsibilities are provided in the folder ‘roles and responsibilities’ as part of the product package.

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