PRINCE2 Structure

In PRINCE2, each project which is undertaken must address all the Processes concerned with establishing an effective project management environment; have a stated business case indicating the benefits and risks of the venture; a properly defined and unique set of Products/Deliverables; a corresponding set of activities to construct the Products; appropriate resources to undertake the activities; a finite life span; suitable arrangements for control; an organisational structure with defined responsibilities; and a set of processes with associated techniques which will help plan and control the project and bring it to a successful conclusion.

A PRINCE2 project is divided into a number of stages, each forming a distinct unit for management purposes. Like the project, a stage is driven by a series of sub-processes, has a defined set of products and activities, a finite life span, control elements, and an organisational structure. The delivery of these products, to the agreed quality standards, marks the completion of the stage.

PRINCE2 defines the organisation of the project and its stages, the processes which drive the undertaking, the structure and content of the project plans, some basic project management techniques and a set of controls which ensure that the project is proceeding to plan. These, together with the products of the project and the activities which produce them, the project business case, all encompassed within a quality management framework, make up the PRINCE2 environment.

All products of a PRINCE2 project are filed within a defined filing structure the “Configuration”. Management and Specialist products are identified and filed separately.

The PRINCE2 framework provides the flexibility to set management stage boundaries which are appropriate to the needs of the project. Management Stage boundaries are chosen according to:

• the sequence of production of Products/Deliverables;
• the grouping of Products into self contained sets or associated Processes;
• natural decision points for review;
• The risks and business sensitivity of the project;
• the completion of one or more discrete Processes.

The project stages correspond to the steps in the natural project life cycle towards the eventual outcome. Thus the stage boundaries are normally defined to correspond to the completion of the major Products to be built.

Whatever the nature of the project, it is advisable to define one or more planning and/or definition stages in the early part of the project’s life. PRINCE2 requires two processes to cater for this – Starting a Project (where the early foundations are laid) and Initiating a Project (where management commit to the undertaking and a baseline is produced. This may take the form of a Feasibility, Investigation or Definition Study, providing a choice of options and a firm recommendation to proceed (or not!), allowing a management review before any commitment to implementation stage(s) and the associated resources and costs

PRINCE2 recognises that few projects can be completed entirely in isolation. The outputs from one project may be used as input by another project. There may be other dependencies between projects, such as the use of shared resources. PRINCE2, therefore, provides a mechanism for defining the boundary of a project and its relationship to other projects. In defining the boundary of a project, as with a stage, the emphasis is always on the Products which the project is required to deliver.

Related posts:

1. PRINCE2 Processes, Components and Techniques
2. PRINCE 2
3. Why do project management methodology training?
4. Summary of differences between PM methodologies