DTU ProjectLab - User contributions [en-gb]

Talk:PRINCE2, A Project Management Methodology

2015-09-24T13:04:31Z

S103745:

Anna: Nice article choice, and nice to see that you have chosen a specific method. Remember to include the elements listed in the requirements in your structure, such as the limitations of the method for example.

<pre style="color: red">I will reply to the reviews in red color text</pre>

Gaetangarnotel - Reviewer n°2 
First of all, I think that it is a really good work. You met all the main requirements and succeeded in making me understand the method clearly. In particular, I like the fact that you have put a lot of pictures so w can also visually understand what you have written. Yet, I have some advice that I may kindly give you to be even better:
* In the overview of principles, you should summarize all the paragraphs since the big titles just cut the text so some readers may lose the track. If you use another figure summarizing your elements, and explain it in this part, that would be perfect.

* It is exactly the same remark for the "Overview of Themes". Put this in one big part with small bold titles. It will enable an easier reading.

<pre style="color: red">The titles of this article are different, elements as a level 1 titles and descriptions as a subtitles.
i think it is more structured and shows that there are different subparts in a element,
if i had summarized everything under one title, the reader will maybe think that there is only one principle and not 7.
But i have changed all the titles and i hope that my changes can keep the reader on track. </pre>

* For the scalability, I would like to know a bit more or make it more concrete. It is a frustration you have created to me since your article is well written and interesting :)
* A conclusion is missing. All in all, 3000 words are a lot, so we need to have a kind of summary at the very end. Just bring all we have learnt through the article together and explicit the way you have built it.
But again, I want to tell you that I appreciated reading your article, it is well written, clear and understandable. You have definitely almost finished ;)

<pre style="color: red">The Scalability section is now more concrete and a conclusion is provided at the end of the article, thank you for the useful feedbacks</pre>

=Feedback by S141506, Reviewer 3=

==Stucture==

* The article is very nicely made. It starts from the method and progress step by step explaining what the article is about. The reader can easily understand what the article is about.

* I also think that it needs conclusion in the end. There is so much information in the article that it is hard to grasp without finalising it all together.

<pre style="color: red">Same point was mentioned by the first review, and this has been changed according to has comment.</pre>

* Language is good in the article, I didn't find grammar mistakes. But of course it's good to do final checking one more time.

==Content==

* Very nice to have all the sources and bibliography in the article. It shows hard work and that the article is reliable.

==Overall==

*Very nicely made article about method that I personally didn't have much information about.

=Reviewer n°1 - s141074=

This article is very interesting, I didn't know much about PRINCE2 before, I feel I have learn a lot, but I am a bit frustrated of not understanding how to use it. But that is partly due to the Wiki style. For a Wiki article, the style is excellent, but for a newbie to PRINCE2 like me, I miss an example that could guide me throughout the presentation. Or at least you could say how companies adapt it to their needs or example of successful implementation with external links. The pictures are very good as well, I just have one small concern, are you sure that they are not copyrighted?
And quickly, a very few formal aspects:

* The first picture is blurry (and probably copyrighted)

*<pre style="color: red"> I have fixed the blurry picture, and provided a reference for copyright reason.
the figures 2-5 is made me my self but references for those are also provided</pre>

* You can make a list in the Methods and Applicability part
* You should rework the hierarchy, it is sometimes hard to follow (you should use "==" for your main titles rather than "=".
But very nice work otherwise!

<pre style="color: red">These to comments cover the same aspect, review 2 had a similar comment about this.
The listing and titling for the article has been changed according to review 2.</pre>

* One small typo : "this element us a core concept

<pre style="color: red">'''Us''' has been changed to '''As'''</pre>

PRINCE2, A Project Management Methodology

2015-09-24T13:02:20Z

S103745: /* Conclusion */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:PRINCE2_struktur.jpg|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/><ref name=mspp/><ref>Best Practice PRINCE2, by Axelos Consulting Group, 23-09-2015 https://www.axelos.com/best-practice-solutions/prince2/what-is-prince2 </ref>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element as a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

'''Business Justification'''
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

'''Learn from Experience'''
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Roles and Responsibilities'''
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Manage by Stages'''
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

'''Manage by Exception'''
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Focus on Products'''
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Tailor to Suit the Environment'''
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

''' Starting up a Project (SU) '''[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview<ref name=prinsg/><ref name=mspp/>]]The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

''' Directing a Project (DP) '''[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=mspp/>]]The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

''' Initiating a Project (IP) '''The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

''' Managing Stage Boundaries (SB) '''The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

''' Controlling a Stage (CS) '''[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=mspp/>]]The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

''' Managing Product Delivery (MP) '''[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=mspp/>]]The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

''' Closing a Project (CP) '''The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

''' Planning (PL) '''The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

''' Business Case '''The business case theme describes how to ensure the project have a solid and justified reason to exist.

''' Organization '''The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

''' Quality '''The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

''' Plans '''The plans theme describes how to plan and what products to create and what activities are needed to build the products.

''' Risk '''The risk theme describes how to manage providential threats and opportunity in the project.

''' Change '''The change theme describes how to manage change in the project.

''' Progress '''The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own scalability notes and instructions, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project, this means if a project is small and can be completed fast, there is no need to use additional resources to completely follow all the elements of this methodology, instead for small project the documentation should be small. The scale of PRINCE2 methodology is also depended on the requirements of an organization, if the an organization never use the recorded documents for review or issue solving, there is no need to have those documents - documents of solved issues or recording of meetings and ect. As mentioned before every element of the method is scalable on its own and therefore they should be scaled if needed.<ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= Conclusion =
The PRINCE2 project management methodology is an easy to follow and structured method suitable for any type of project. The processes and techniques in PRINCE2 help a project team to cope the risks, challenges and opportunities within all project management environments. This tool is rapidly used in most European organizations and it was developed based on experiences of any project managers. PRINCE2 offers good advantages to an organization, an advantage is that this method can be tailored to specific project no matter the size or complexity of a project. PRINCE2 have also some pitfalls a organization should be aware of. PRINCE2 is based on three elements, Processes, Principles and Themes, these elements are interconnected with each other, these are critical to a successful project management. As a company without any project management structure, it is recommended to use PRINCE2 methodology because this method provide structure and techniques that can make project management easier and understandable for each and every member of a project team.

= References =
<references/>

=Annotated Bibliography=

* [Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley
This study guide provides explanations of all elements, Themes, processes and principles of the PRINCE2 approach with real world scenarios showing how is method is used in businesses and the public sector.
* [Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO
This book provide a structured and easy to read guide for how to implement and use PRINCE2 methodology in a organization. The book also covers the advantages and pitfalls of the three elements within PRINCE2.

PRINCE2, A Project Management Methodology

2015-09-24T12:49:30Z

S103745: /* Annotated Bibliography */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:PRINCE2_struktur.jpg|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/><ref name=mspp/><ref>Best Practice PRINCE2, by Axelos Consulting Group, 23-09-2015 https://www.axelos.com/best-practice-solutions/prince2/what-is-prince2 </ref>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element as a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

'''Business Justification'''
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

'''Learn from Experience'''
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Roles and Responsibilities'''
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Manage by Stages'''
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

'''Manage by Exception'''
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Focus on Products'''
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Tailor to Suit the Environment'''
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

''' Starting up a Project (SU) '''[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview<ref name=prinsg/><ref name=mspp/>]]The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

''' Directing a Project (DP) '''[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=mspp/>]]The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

''' Initiating a Project (IP) '''The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

''' Managing Stage Boundaries (SB) '''The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

''' Controlling a Stage (CS) '''[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=mspp/>]]The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

''' Managing Product Delivery (MP) '''[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=mspp/>]]The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

''' Closing a Project (CP) '''The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

''' Planning (PL) '''The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

''' Business Case '''The business case theme describes how to ensure the project have a solid and justified reason to exist.

''' Organization '''The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

''' Quality '''The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

''' Plans '''The plans theme describes how to plan and what products to create and what activities are needed to build the products.

''' Risk '''The risk theme describes how to manage providential threats and opportunity in the project.

''' Change '''The change theme describes how to manage change in the project.

''' Progress '''The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own scalability notes and instructions, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project, this means if a project is small and can be completed fast, there is no need to use additional resources to completely follow all the elements of this methodology, instead for small project the documentation should be small. The scale of PRINCE2 methodology is also depended on the requirements of an organization, if the an organization never use the recorded documents for review or issue solving, there is no need to have those documents - documents of solved issues or recording of meetings and ect. As mentioned before every element of the method is scalable on its own and therefore they should be scaled if needed.<ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= Conclusion =
The PRINCE2 project management methodology is an easy to follow and structured method suitable for any type of project. The processes and techniques in PRINCE2 help a project team to cope the risks, challenges and opportunities within any project environment. This tool is rapidly used in organizations mostly European and it was developed based on experiences of other project managers. PRINCE2 offers many advantages to an organization, one of those advantages are, that it can be tailored to specific project no matter the size or complexity of a project. PRINCE2 is based on three elements, Methods, Principles and Themes, these elements are interconnected with each other. As a company without any structured project management methodology, it is recommended to implement PRINCE2 because this method provide structure and techniques that can make project management easier and understandable for the project team.

= References =
<references/>

=Annotated Bibliography=

* [Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley
This study guide provides explanations of all elements, Themes, processes and principles of the PRINCE2 approach with real world scenarios showing how is method is used in businesses and the public sector.
* [Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO
This book provide a structured and easy to read guide for how to implement and use PRINCE2 methodology in a organization. The book also covers the advantages and pitfalls of the three elements within PRINCE2.

PRINCE2, A Project Management Methodology

2015-09-24T11:32:04Z

S103745: /* Annotated Bibliography */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:PRINCE2_struktur.jpg|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/><ref name=mspp/><ref>Best Practice PRINCE2, by Axelos Consulting Group, 23-09-2015 https://www.axelos.com/best-practice-solutions/prince2/what-is-prince2 </ref>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element as a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

'''Business Justification'''
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

'''Learn from Experience'''
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Roles and Responsibilities'''
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Manage by Stages'''
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

'''Manage by Exception'''
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Focus on Products'''
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Tailor to Suit the Environment'''
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

''' Starting up a Project (SU) '''[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview<ref name=prinsg/><ref name=mspp/>]]The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

''' Directing a Project (DP) '''[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=mspp/>]]The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

''' Initiating a Project (IP) '''The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

''' Managing Stage Boundaries (SB) '''The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

''' Controlling a Stage (CS) '''[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=mspp/>]]The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

''' Managing Product Delivery (MP) '''[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=mspp/>]]The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

''' Closing a Project (CP) '''The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

''' Planning (PL) '''The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

''' Business Case '''The business case theme describes how to ensure the project have a solid and justified reason to exist.

''' Organization '''The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

''' Quality '''The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

''' Plans '''The plans theme describes how to plan and what products to create and what activities are needed to build the products.

''' Risk '''The risk theme describes how to manage providential threats and opportunity in the project.

''' Change '''The change theme describes how to manage change in the project.

''' Progress '''The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own scalability notes and instructions, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project, this means if a project is small and can be completed fast, there is no need to use additional resources to completely follow all the elements of this methodology, instead for small project the documentation should be small. The scale of PRINCE2 methodology is also depended on the requirements of an organization, if the an organization never use the recorded documents for review or issue solving, there is no need to have those documents - documents of solved issues or recording of meetings and ect. As mentioned before every element of the method is scalable on its own and therefore they should be scaled if needed.<ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= Conclusion =
The PRINCE2 project management methodology is an easy to follow and structured method suitable for any type of project. The processes and techniques in PRINCE2 help a project team to cope the risks, challenges and opportunities within any project environment. This tool is rapidly used in organizations mostly European and it was developed based on experiences of other project managers. PRINCE2 offers many advantages to an organization, one of those advantages are, that it can be tailored to specific project no matter the size or complexity of a project. PRINCE2 is based on three elements, Methods, Principles and Themes, these elements are interconnected with each other. As a company without any structured project management methodology, it is recommended to implement PRINCE2 because this method provide structure and techniques that can make project management easier and understandable for the project team.

= References =
<references/>

=Annotated Bibliography=

* [Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley
This study guide is provides explanations of all parts of the PRINCE2 approach, lots of practical examples and a list of examination questions to test the knowledge of PRINCE2 within a organization.

* [Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO
This book provide a structured and easy to read guide for how to implement and use PRINCE2 methodology in a organization. The book also covers the advantages and pitfalls of the three elements within PRINCE2.

PRINCE2, A Project Management Methodology

2015-09-24T11:24:13Z

S103745: /* Conclusion */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:PRINCE2_struktur.jpg|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/><ref name=mspp/><ref>Best Practice PRINCE2, by Axelos Consulting Group, 23-09-2015 https://www.axelos.com/best-practice-solutions/prince2/what-is-prince2 </ref>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element as a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

'''Business Justification'''
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

'''Learn from Experience'''
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Roles and Responsibilities'''
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Manage by Stages'''
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

'''Manage by Exception'''
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Focus on Products'''
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Tailor to Suit the Environment'''
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

''' Starting up a Project (SU) '''[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview<ref name=prinsg/><ref name=mspp/>]]The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

''' Directing a Project (DP) '''[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=mspp/>]]The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

''' Initiating a Project (IP) '''The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

''' Managing Stage Boundaries (SB) '''The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

''' Controlling a Stage (CS) '''[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=mspp/>]]The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

''' Managing Product Delivery (MP) '''[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=mspp/>]]The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

''' Closing a Project (CP) '''The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

''' Planning (PL) '''The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

''' Business Case '''The business case theme describes how to ensure the project have a solid and justified reason to exist.

''' Organization '''The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

''' Quality '''The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

''' Plans '''The plans theme describes how to plan and what products to create and what activities are needed to build the products.

''' Risk '''The risk theme describes how to manage providential threats and opportunity in the project.

''' Change '''The change theme describes how to manage change in the project.

''' Progress '''The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own scalability notes and instructions, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project, this means if a project is small and can be completed fast, there is no need to use additional resources to completely follow all the elements of this methodology, instead for small project the documentation should be small. The scale of PRINCE2 methodology is also depended on the requirements of an organization, if the an organization never use the recorded documents for review or issue solving, there is no need to have those documents - documents of solved issues or recording of meetings and ect. As mentioned before every element of the method is scalable on its own and therefore they should be scaled if needed.<ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= Conclusion =
The PRINCE2 project management methodology is an easy to follow and structured method suitable for any type of project. The processes and techniques in PRINCE2 help a project team to cope the risks, challenges and opportunities within any project environment. This tool is rapidly used in organizations mostly European and it was developed based on experiences of other project managers. PRINCE2 offers many advantages to an organization, one of those advantages are, that it can be tailored to specific project no matter the size or complexity of a project. PRINCE2 is based on three elements, Methods, Principles and Themes, these elements are interconnected with each other. As a company without any structured project management methodology, it is recommended to implement PRINCE2 because this method provide structure and techniques that can make project management easier and understandable for the project team.

= References =
<references/>

=Annotated Bibliography=

* [Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley

* [Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO

PRINCE2, A Project Management Methodology

2015-09-24T10:07:15Z

S103745: /* Conclusion */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:PRINCE2_struktur.jpg|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/><ref name=mspp/><ref>Best Practice PRINCE2, by Axelos Consulting Group, 23-09-2015 https://www.axelos.com/best-practice-solutions/prince2/what-is-prince2 </ref>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element as a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

'''Business Justification'''
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

'''Learn from Experience'''
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Roles and Responsibilities'''
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Manage by Stages'''
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

'''Manage by Exception'''
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Focus on Products'''
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Tailor to Suit the Environment'''
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

''' Starting up a Project (SU) '''[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview<ref name=prinsg/><ref name=mspp/>]]The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

''' Directing a Project (DP) '''[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=mspp/>]]The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

''' Initiating a Project (IP) '''The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

''' Managing Stage Boundaries (SB) '''The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

''' Controlling a Stage (CS) '''[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=mspp/>]]The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

''' Managing Product Delivery (MP) '''[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=mspp/>]]The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

''' Closing a Project (CP) '''The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

''' Planning (PL) '''The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

''' Business Case '''The business case theme describes how to ensure the project have a solid and justified reason to exist.

''' Organization '''The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

''' Quality '''The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

''' Plans '''The plans theme describes how to plan and what products to create and what activities are needed to build the products.

''' Risk '''The risk theme describes how to manage providential threats and opportunity in the project.

''' Change '''The change theme describes how to manage change in the project.

''' Progress '''The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own scalability notes and instructions, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project, this means if a project is small and can be completed fast, there is no need to use additional resources to completely follow all the elements of this methodology, instead for small project the documentation should be small. The scale of PRINCE2 methodology is also depended on the requirements of an organization, if the an organization never use the recorded documents for review or issue solving, there is no need to have those documents - documents of solved issues or recording of meetings and ect. As mentioned before every element of the method is scalable on its own and therefore they should be scaled if needed.<ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= Conclusion =

PRINCE2 is an easy to follow structured method suitable for any type of project. The processes and techniques in PRINCE2 will help your project team cope with the risks, challenges and opportunities of today's rapidly changing environment.

= References =
<references/>

=Annotated Bibliography=

* [Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley

* [Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO

PRINCE2, A Project Management Methodology

2015-09-24T08:47:11Z

S103745: /* Annotated Bibliography */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:PRINCE2_struktur.jpg|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/><ref name=mspp/><ref>Best Practice PRINCE2, by Axelos Consulting Group, 23-09-2015 https://www.axelos.com/best-practice-solutions/prince2/what-is-prince2 </ref>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element as a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

'''Business Justification'''
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

'''Learn from Experience'''
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Roles and Responsibilities'''
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Manage by Stages'''
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

'''Manage by Exception'''
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Focus on Products'''
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Tailor to Suit the Environment'''
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

''' Starting up a Project (SU) '''[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview<ref name=prinsg/><ref name=mspp/>]]The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

''' Directing a Project (DP) '''[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=mspp/>]]The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

''' Initiating a Project (IP) '''The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

''' Managing Stage Boundaries (SB) '''The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

''' Controlling a Stage (CS) '''[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=mspp/>]]The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

''' Managing Product Delivery (MP) '''[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=mspp/>]]The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

''' Closing a Project (CP) '''The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

''' Planning (PL) '''The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

''' Business Case '''The business case theme describes how to ensure the project have a solid and justified reason to exist.

''' Organization '''The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

''' Quality '''The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

''' Plans '''The plans theme describes how to plan and what products to create and what activities are needed to build the products.

''' Risk '''The risk theme describes how to manage providential threats and opportunity in the project.

''' Change '''The change theme describes how to manage change in the project.

''' Progress '''The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own scalability notes and instructions, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project, this means if a project is small and can be completed fast, there is no need to use additional resources to completely follow all the elements of this methodology, instead for small project the documentation should be small. The scale of PRINCE2 methodology is also depended on the requirements of an organization, if the an organization never use the recorded documents for review or issue solving, there is no need to have those documents - documents of solved issues or recording of meetings and ect. As mentioned before every element of the method is scalable on its own and therefore they should be scaled if needed.<ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= Conclusion =

= References =
<references/>

=Annotated Bibliography=

* [Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley

* [Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO

PRINCE2, A Project Management Methodology

2015-09-24T08:46:43Z

S103745: /* Annotated Bibliography */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:PRINCE2_struktur.jpg|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/><ref name=mspp/><ref>Best Practice PRINCE2, by Axelos Consulting Group, 23-09-2015 https://www.axelos.com/best-practice-solutions/prince2/what-is-prince2 </ref>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element as a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

'''Business Justification'''
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

'''Learn from Experience'''
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Roles and Responsibilities'''
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Manage by Stages'''
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

'''Manage by Exception'''
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Focus on Products'''
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Tailor to Suit the Environment'''
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

''' Starting up a Project (SU) '''[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview<ref name=prinsg/><ref name=mspp/>]]The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

''' Directing a Project (DP) '''[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=mspp/>]]The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

''' Initiating a Project (IP) '''The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

''' Managing Stage Boundaries (SB) '''The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

''' Controlling a Stage (CS) '''[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=mspp/>]]The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

''' Managing Product Delivery (MP) '''[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=mspp/>]]The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

''' Closing a Project (CP) '''The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

''' Planning (PL) '''The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

''' Business Case '''The business case theme describes how to ensure the project have a solid and justified reason to exist.

''' Organization '''The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

''' Quality '''The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

''' Plans '''The plans theme describes how to plan and what products to create and what activities are needed to build the products.

''' Risk '''The risk theme describes how to manage providential threats and opportunity in the project.

''' Change '''The change theme describes how to manage change in the project.

''' Progress '''The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own scalability notes and instructions, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project, this means if a project is small and can be completed fast, there is no need to use additional resources to completely follow all the elements of this methodology, instead for small project the documentation should be small. The scale of PRINCE2 methodology is also depended on the requirements of an organization, if the an organization never use the recorded documents for review or issue solving, there is no need to have those documents - documents of solved issues or recording of meetings and ect. As mentioned before every element of the method is scalable on its own and therefore they should be scaled if needed.<ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= Conclusion =

= References =
<references/>

=Annotated Bibliography=

* [Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley

* [Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO

* [Webpage] PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf

PRINCE2, A Project Management Methodology

2015-09-24T08:44:36Z

S103745: /* References */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:PRINCE2_struktur.jpg|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/><ref name=mspp/><ref>Best Practice PRINCE2, by Axelos Consulting Group, 23-09-2015 https://www.axelos.com/best-practice-solutions/prince2/what-is-prince2 </ref>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element as a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

'''Business Justification'''
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

'''Learn from Experience'''
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Roles and Responsibilities'''
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Manage by Stages'''
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

'''Manage by Exception'''
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Focus on Products'''
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Tailor to Suit the Environment'''
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

''' Starting up a Project (SU) '''[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview<ref name=prinsg/><ref name=mspp/>]]The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

''' Directing a Project (DP) '''[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=mspp/>]]The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

''' Initiating a Project (IP) '''The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

''' Managing Stage Boundaries (SB) '''The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

''' Controlling a Stage (CS) '''[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=mspp/>]]The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

''' Managing Product Delivery (MP) '''[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=mspp/>]]The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

''' Closing a Project (CP) '''The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

''' Planning (PL) '''The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

''' Business Case '''The business case theme describes how to ensure the project have a solid and justified reason to exist.

''' Organization '''The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

''' Quality '''The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

''' Plans '''The plans theme describes how to plan and what products to create and what activities are needed to build the products.

''' Risk '''The risk theme describes how to manage providential threats and opportunity in the project.

''' Change '''The change theme describes how to manage change in the project.

''' Progress '''The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own scalability notes and instructions, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project, this means if a project is small and can be completed fast, there is no need to use additional resources to completely follow all the elements of this methodology, instead for small project the documentation should be small. The scale of PRINCE2 methodology is also depended on the requirements of an organization, if the an organization never use the recorded documents for review or issue solving, there is no need to have those documents - documents of solved issues or recording of meetings and ect. As mentioned before every element of the method is scalable on its own and therefore they should be scaled if needed.<ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= Conclusion =

= References =
<references/>

=Annotated Bibliography=

[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley,
[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO
[Webpage] PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf

PRINCE2, A Project Management Methodology

2015-09-24T08:38:48Z

S103745: /* Scalability */

Talk:PRINCE2, A Project Management Methodology

2015-09-24T08:38:16Z

S103745: /* Reviewer n°1 - s141074 */

Anna: Nice article choice, and nice to see that you have chosen a specific method. Remember to include the elements listed in the requirements in your structure, such as the limitations of the method for example.

<pre style="color: red">I will reply to the reviews in red color text</pre>

Gaetangarnotel - Reviewer n°2 
First of all, I think that it is a really good work. You met all the main requirements and succeeded in making me understand the method clearly. In particular, I like the fact that you have put a lot of pictures so w can also visually understand what you have written. Yet, I have some advice that I may kindly give you to be even better:
* In the overview of principles, you should summarize all the paragraphs since the big titles just cut the text so some readers may lose the track. If you use another figure summarizing your elements, and explain it in this part, that would be perfect.

* It is exactly the same remark for the "Overview of Themes". Put this in one big part with small bold titles. It will enable an easier reading.

<pre style="color: red">The titles of this article are different, elements as a level 1 titles and descriptions as a subtitles.
i think it is more structured and shows that there are different subparts in a element,
if i had summarized everything under one title, the reader will maybe think that there is only one principle and not 7.
But i have changed all the titles and i hope that my changes can keep the reader on track. </pre>

* For the scalability, I would like to know a bit more or make it more concrete. It is a frustration you have created to me since your article is well written and interesting :)
* A conclusion is missing. All in all, 3000 words are a lot, so we need to have a kind of summary at the very end. Just bring all we have learnt through the article together and explicit the way you have built it.
But again, I want to tell you that I appreciated reading your article, it is well written, clear and understandable. You have definitely almost finished ;)

<pre style="color: red">The Scalability section is now more concrete and a conclusion is provided at the end of the article, thank you for the useful feedbacks</pre>

=Feedback by S141506, Reviewer 3=

==Stucture==

* The article is very nicely made. It starts from the method and progress step by step explaining what the article is about. The reader can easily understand what the article is about.

* I also think that it needs conclusion in the end. There is so much information in the article that it is hard to grasp without finalising it all together.

<pre style="color: red">Same point was mentioned by the first review, and this has been changed according to has comment.</pre>

* Language is good in the article, I didn't find grammar mistakes. But of course it's good to do final checking one more time.

==Content==

* Very nice to have all the sources and bibliography in the article. It shows hard work and that the article is reliable.

==Overall==

*Very nicely made article about method that I personally didn't have much information about.

=Reviewer n°1 - s141074=

This article is very interesting, I didn't know much about PRINCE2 before, I feel I have learn a lot, but I am a bit frustrated of not understanding how to use it. But that is partly due to the Wiki style. For a Wiki article, the style is excellent, but for a newbie to PRINCE2 like me, I miss an example that could guide me throughout the presentation. Or at least you could say how companies adapt it to their needs or example of successful implementation with external links. The pictures are very good as well, I just have one small concern, are you sure that they are not copyrighted?
And quickly, a very few formal aspects:

* The first picture is blurry (and probably copyrighted)

*<pre style="color: red"> I have fixed the blurry picture, and provided a reference for copyright reason.
the figures 2-5 is made me my self but references for those are also provided</pre>

* You can make a list in the Methods and Applicability part
* You should rework the hierarchy, it is sometimes hard to follow (you should use "==" for your main titles rather than "=".
But very nice work otherwise!

<pre style="color: red">These to comments cover the same thing, Review 2 had a similar comment,
the listing and titling for the article has been changed according to his review.</pre>

* One small typo : "this element us a core concept

<pre style="color: red">'''Us''' has been changed to '''As'''</pre>

Talk:PRINCE2, A Project Management Methodology

2015-09-24T08:37:17Z

S103745: /* Reviewer n°1 - s141074 */

Anna: Nice article choice, and nice to see that you have chosen a specific method. Remember to include the elements listed in the requirements in your structure, such as the limitations of the method for example.

<pre style="color: red">I will reply to the reviews in red color text</pre>

Gaetangarnotel - Reviewer n°2 
First of all, I think that it is a really good work. You met all the main requirements and succeeded in making me understand the method clearly. In particular, I like the fact that you have put a lot of pictures so w can also visually understand what you have written. Yet, I have some advice that I may kindly give you to be even better:
* In the overview of principles, you should summarize all the paragraphs since the big titles just cut the text so some readers may lose the track. If you use another figure summarizing your elements, and explain it in this part, that would be perfect.

* It is exactly the same remark for the "Overview of Themes". Put this in one big part with small bold titles. It will enable an easier reading.

<pre style="color: red">The titles of this article are different, elements as a level 1 titles and descriptions as a subtitles.
i think it is more structured and shows that there are different subparts in a element,
if i had summarized everything under one title, the reader will maybe think that there is only one principle and not 7.
But i have changed all the titles and i hope that my changes can keep the reader on track. </pre>

* For the scalability, I would like to know a bit more or make it more concrete. It is a frustration you have created to me since your article is well written and interesting :)
* A conclusion is missing. All in all, 3000 words are a lot, so we need to have a kind of summary at the very end. Just bring all we have learnt through the article together and explicit the way you have built it.
But again, I want to tell you that I appreciated reading your article, it is well written, clear and understandable. You have definitely almost finished ;)

<pre style="color: red">The Scalability section is now more concrete and a conclusion is provided at the end of the article, thank you for the useful feedbacks</pre>

=Feedback by S141506, Reviewer 3=

==Stucture==

* The article is very nicely made. It starts from the method and progress step by step explaining what the article is about. The reader can easily understand what the article is about.

* I also think that it needs conclusion in the end. There is so much information in the article that it is hard to grasp without finalising it all together.

<pre style="color: red">Same point was mentioned by the first review, and this has been changed according to has comment.</pre>

* Language is good in the article, I didn't find grammar mistakes. But of course it's good to do final checking one more time.

==Content==

* Very nice to have all the sources and bibliography in the article. It shows hard work and that the article is reliable.

==Overall==

*Very nicely made article about method that I personally didn't have much information about.

=Reviewer n°1 - s141074=

This article is very interesting, I didn't know much about PRINCE2 before, I feel I have learn a lot, but I am a bit frustrated of not understanding how to use it. But that is partly due to the Wiki style. For a Wiki article, the style is excellent, but for a newbie to PRINCE2 like me, I miss an example that could guide me throughout the presentation. Or at least you could say how companies adapt it to their needs or example of successful implementation with external links. The pictures are very good as well, I just have one small concern, are you sure that they are not copyrighted?
And quickly, a very few formal aspects:

* The first picture is blurry (and probably copyrighted)

*<pre style="color: red"> I have fixed the blurry picture, and provided a reference for copyright reason.
the figures 2-5 is made me my self but references for those are also provided</pre>

* You can make a list in the Methods and Applicability part
* You should rework the hierarchy, it is sometimes hard to follow (you should use "==" for your main titles rather than "=".
But very nice work otherwise!

<pre style="color: red">The last to comments cover the same thing, Reviewer 2 had a similar comment, the listing and titling for the article has been changed according to his review.</pre>

* One small typo : "this element us a core concept

<pre style="color: red">'''Us''' has been changed to '''As'''</pre>

Talk:PRINCE2, A Project Management Methodology

2015-09-24T08:36:36Z

S103745: /* Stucture */

Anna: Nice article choice, and nice to see that you have chosen a specific method. Remember to include the elements listed in the requirements in your structure, such as the limitations of the method for example.

<pre style="color: red">I will reply to the reviews in red color text</pre>

Gaetangarnotel - Reviewer n°2 
First of all, I think that it is a really good work. You met all the main requirements and succeeded in making me understand the method clearly. In particular, I like the fact that you have put a lot of pictures so w can also visually understand what you have written. Yet, I have some advice that I may kindly give you to be even better:
* In the overview of principles, you should summarize all the paragraphs since the big titles just cut the text so some readers may lose the track. If you use another figure summarizing your elements, and explain it in this part, that would be perfect.

* It is exactly the same remark for the "Overview of Themes". Put this in one big part with small bold titles. It will enable an easier reading.

<pre style="color: red">The titles of this article are different, elements as a level 1 titles and descriptions as a subtitles.
i think it is more structured and shows that there are different subparts in a element,
if i had summarized everything under one title, the reader will maybe think that there is only one principle and not 7.
But i have changed all the titles and i hope that my changes can keep the reader on track. </pre>

* For the scalability, I would like to know a bit more or make it more concrete. It is a frustration you have created to me since your article is well written and interesting :)
* A conclusion is missing. All in all, 3000 words are a lot, so we need to have a kind of summary at the very end. Just bring all we have learnt through the article together and explicit the way you have built it.
But again, I want to tell you that I appreciated reading your article, it is well written, clear and understandable. You have definitely almost finished ;)

<pre style="color: red">The Scalability section is now more concrete and a conclusion is provided at the end of the article, thank you for the useful feedbacks</pre>

=Feedback by S141506, Reviewer 3=

==Stucture==

* The article is very nicely made. It starts from the method and progress step by step explaining what the article is about. The reader can easily understand what the article is about.

* I also think that it needs conclusion in the end. There is so much information in the article that it is hard to grasp without finalising it all together.

<pre style="color: red">Same point was mentioned by the first review, and this has been changed according to has comment.</pre>

* Language is good in the article, I didn't find grammar mistakes. But of course it's good to do final checking one more time.

==Content==

* Very nice to have all the sources and bibliography in the article. It shows hard work and that the article is reliable.

==Overall==

*Very nicely made article about method that I personally didn't have much information about.

=Reviewer n°1 - s141074=

This article is very interesting, I didn't know much about PRINCE2 before, I feel I have learn a lot, but I am a bit frustrated of not understanding how to use it. But that is partly due to the Wiki style. For a Wiki article, the style is excellent, but for a newbie to PRINCE2 like me, I miss an example that could guide me throughout the presentation. Or at least you could say how companies adapt it to their needs or example of successful implementation with external links. The pictures are very good as well, I just have one small concern, are you sure that they are not copyrighted?
And quickly, a very few formal aspects:

* The first picture is blurry (and probably copyrighted)

*<pre style="color: red"> I have fixed the blurry picture, and provided a reference for the copyright reason,
the figures 2-5 is made me my self but references for those are also provided</pre>

* You can make a list in the Methods and Applicability part
* You should rework the hierarchy, it is sometimes hard to follow (you should use "==" for your main titles rather than "=".
But very nice work otherwise!

<pre style="color: red">The last to comments cover the same thing, Reviewer 2 had a similar comment, the listing and titling for the article has been changed according to his review.</pre>

* One small typo : "this element us a core concept

<pre style="color: red">'''Us''' has been changed to '''As'''</pre>

Talk:PRINCE2, A Project Management Methodology

2015-09-24T08:35:28Z

S103745:

Anna: Nice article choice, and nice to see that you have chosen a specific method. Remember to include the elements listed in the requirements in your structure, such as the limitations of the method for example.

<pre style="color: red">I will reply to the reviews in red color text</pre>

Gaetangarnotel - Reviewer n°2 
First of all, I think that it is a really good work. You met all the main requirements and succeeded in making me understand the method clearly. In particular, I like the fact that you have put a lot of pictures so w can also visually understand what you have written. Yet, I have some advice that I may kindly give you to be even better:
* In the overview of principles, you should summarize all the paragraphs since the big titles just cut the text so some readers may lose the track. If you use another figure summarizing your elements, and explain it in this part, that would be perfect.

* It is exactly the same remark for the "Overview of Themes". Put this in one big part with small bold titles. It will enable an easier reading.

<pre style="color: red">The titles of this article are different, elements as a level 1 titles and descriptions as a subtitles.
i think it is more structured and shows that there are different subparts in a element,
if i had summarized everything under one title, the reader will maybe think that there is only one principle and not 7.
But i have changed all the titles and i hope that my changes can keep the reader on track. </pre>

* For the scalability, I would like to know a bit more or make it more concrete. It is a frustration you have created to me since your article is well written and interesting :)
* A conclusion is missing. All in all, 3000 words are a lot, so we need to have a kind of summary at the very end. Just bring all we have learnt through the article together and explicit the way you have built it.
But again, I want to tell you that I appreciated reading your article, it is well written, clear and understandable. You have definitely almost finished ;)

<pre style="color: red">The Scalability section is now more concrete and a conclusion is provided at the end of the article, thank you for the useful feedbacks</pre>

=Feedback by S141506, Reviewer 3=

==Stucture==

* The article is very nicely made. It starts from the method and progress step by step explaining what the article is about. The reader can easily understand what the article is about.

* I also think that it needs conclusion in the end. There is so much information in the article that it is hard to grasp without finalising it all together.

<pre style="color: red">Same point was mentioned by the first reviewer, and this has been changed according to has comment.</pre>

* Language is good in the article, I didn't find grammar mistakes. But of course it's good to do final checking one more time.

==Content==

* Very nice to have all the sources and bibliography in the article. It shows hard work and that the article is reliable.

==Overall==

*Very nicely made article about method that I personally didn't have much information about.

=Reviewer n°1 - s141074=

This article is very interesting, I didn't know much about PRINCE2 before, I feel I have learn a lot, but I am a bit frustrated of not understanding how to use it. But that is partly due to the Wiki style. For a Wiki article, the style is excellent, but for a newbie to PRINCE2 like me, I miss an example that could guide me throughout the presentation. Or at least you could say how companies adapt it to their needs or example of successful implementation with external links. The pictures are very good as well, I just have one small concern, are you sure that they are not copyrighted?
And quickly, a very few formal aspects:

* The first picture is blurry (and probably copyrighted)

*<pre style="color: red"> I have fixed the blurry picture, and provided a reference for the copyright reason,
the figures 2-5 is made me my self but references for those are also provided</pre>

* You can make a list in the Methods and Applicability part
* You should rework the hierarchy, it is sometimes hard to follow (you should use "==" for your main titles rather than "=".
But very nice work otherwise!

<pre style="color: red">The last to comments cover the same thing, Reviewer 2 had a similar comment, the listing and titling for the article has been changed according to his review.</pre>

* One small typo : "this element us a core concept

<pre style="color: red">'''Us''' has been changed to '''As'''</pre>

Talk:PRINCE2, A Project Management Methodology

2015-09-24T08:33:35Z

S103745: /* Stucture */

Anna: Nice article choice, and nice to see that you have chosen a specific method. Remember to include the elements listed in the requirements in your structure, such as the limitations of the method for example.

<pre style="color: red">I will reply to the reviews in red color text</pre>

Gaetangarnotel - Reviewer n°2 
First of all, I think that it is a really good work. You met all the main requirements and succeeded in making me understand the method clearly. In particular, I like the fact that you have put a lot of pictures so w can also visually understand what you have written. Yet, I have some advice that I may kindly give you to be even better:
* In the overview of principles, you should summarize all the paragraphs since the big titles just cut the text so some readers may lose the track. If you use another figure summarizing your elements, and explain it in this part, that would be perfect.

* It is exactly the same remark for the "Overview of Themes". Put this in one big part with small bold titles. It will enable an easier reading.

<pre style="color: red">The titles of this article are different, elements as a big title and descriptions as a subtitle.
i think it is more structured and shows that there are different subparts in a element,
if i had summarized everything under one title, the reader will maybe think that there is only one principle and not 7.
But i have changed all the titles and i hope that my changes can keep the reader on track. </pre>

* For the scalability, I would like to know a bit more or make it more concrete. It is a frustration you have created to me since your article is well written and interesting :)
* A conclusion is missing. All in all, 3000 words are a lot, so we need to have a kind of summary at the very end. Just bring all we have learnt through the article together and explicit the way you have built it.
But again, I want to tell you that I appreciated reading your article, it is well written, clear and understandable. You have definitely almost finished ;)

<pre style="color: red">The Scalability section is now more concrete and a conclusion is provided at the end of the article, thank you for the useful feedbacks</pre>

=Feedback by S141506, Reviewer 3=

==Stucture==

* The article is very nicely made. It starts from the method and progress step by step explaining what the article is about. The reader can easily understand what the article is about.

* I also think that it needs conclusion in the end. There is so much information in the article that it is hard to grasp without finalising it all together.

<pre style="color: red">Same point was mentioned by the first reviewer, and this has been changed according to has comment.</pre>

* Language is good in the article, I didn't find grammar mistakes. But of course it's good to do final checking one more time.

==Content==

* Very nice to have all the sources and bibliography in the article. It shows hard work and that the article is reliable.

==Overall==

*Very nicely made article about method that I personally didn't have much information about.

=Reviewer n°1 - s141074=

This article is very interesting, I didn't know much about PRINCE2 before, I feel I have learn a lot, but I am a bit frustrated of not understanding how to use it. But that is partly due to the Wiki style. For a Wiki article, the style is excellent, but for a newbie to PRINCE2 like me, I miss an example that could guide me throughout the presentation. Or at least you could say how companies adapt it to their needs or example of successful implementation with external links. The pictures are very good as well, I just have one small concern, are you sure that they are not copyrighted?
And quickly, a very few formal aspects:

* The first picture is blurry (and probably copyrighted)

*<pre style="color: red"> I have fixed the blurry picture, and provided a reference for the copyright reason,
the figures 2-5 is made me my self but references for those are also provided</pre>

* You can make a list in the Methods and Applicability part
* You should rework the hierarchy, it is sometimes hard to follow (you should use "==" for your main titles rather than "=".
But very nice work otherwise!

<pre style="color: red">The last to comments cover the same thing, Reviewer 2 had a similar comment, the listing and titling for the article has been changed according to his review.</pre>

* One small typo : "this element us a core concept

<pre style="color: red">'''Us''' has been changed to '''As'''</pre>

Talk:PRINCE2, A Project Management Methodology

2015-09-24T08:31:57Z

S103745:

Anna: Nice article choice, and nice to see that you have chosen a specific method. Remember to include the elements listed in the requirements in your structure, such as the limitations of the method for example.

<pre style="color: red">I will reply to the reviews in red color text</pre>

Gaetangarnotel - Reviewer n°2 
First of all, I think that it is a really good work. You met all the main requirements and succeeded in making me understand the method clearly. In particular, I like the fact that you have put a lot of pictures so w can also visually understand what you have written. Yet, I have some advice that I may kindly give you to be even better:
* In the overview of principles, you should summarize all the paragraphs since the big titles just cut the text so some readers may lose the track. If you use another figure summarizing your elements, and explain it in this part, that would be perfect.

* It is exactly the same remark for the "Overview of Themes". Put this in one big part with small bold titles. It will enable an easier reading.

<pre style="color: red">The titles of this article are different, elements as a big title and descriptions as a subtitle.
i think it is more structured and shows that there are different subparts in a element,
if i had summarized everything under one title, the reader will maybe think that there is only one principle and not 7.
But i have changed all the titles and i hope that my changes can keep the reader on track. </pre>

* For the scalability, I would like to know a bit more or make it more concrete. It is a frustration you have created to me since your article is well written and interesting :)
* A conclusion is missing. All in all, 3000 words are a lot, so we need to have a kind of summary at the very end. Just bring all we have learnt through the article together and explicit the way you have built it.
But again, I want to tell you that I appreciated reading your article, it is well written, clear and understandable. You have definitely almost finished ;)

<pre style="color: red">The Scalability section is now more concrete and a conclusion is provided at the end of the article, thank you for the useful feedbacks</pre>

=Feedback by S141506, Reviewer 3=

==Stucture==

* The article is very nicely made. It starts from the method and progress step by step explaining what the article is about. The reader can easily understand what the article is about.

* I also think that it needs conclusion in the end. There is so much information in the article that it is hard to grasp without finalising it all together.

* Language is good in the article, I didn't find grammar mistakes. But of course it's good to do final checking one more time.

==Content==

* Very nice to have all the sources and bibliography in the article. It shows hard work and that the article is reliable.

==Overall==

*Very nicely made article about method that I personally didn't have much information about.

=Reviewer n°1 - s141074=

This article is very interesting, I didn't know much about PRINCE2 before, I feel I have learn a lot, but I am a bit frustrated of not understanding how to use it. But that is partly due to the Wiki style. For a Wiki article, the style is excellent, but for a newbie to PRINCE2 like me, I miss an example that could guide me throughout the presentation. Or at least you could say how companies adapt it to their needs or example of successful implementation with external links. The pictures are very good as well, I just have one small concern, are you sure that they are not copyrighted?
And quickly, a very few formal aspects:

* The first picture is blurry (and probably copyrighted)

*<pre style="color: red"> I have fixed the blurry picture, and provided a reference for the copyright reason,
the figures 2-5 is made me my self but references for those are also provided</pre>

* You can make a list in the Methods and Applicability part
* You should rework the hierarchy, it is sometimes hard to follow (you should use "==" for your main titles rather than "=".
But very nice work otherwise!

<pre style="color: red">The last to comments cover the same thing, Reviewer 2 had a similar comment, the listing and titling for the article has been changed according to his review.</pre>

* One small typo : "this element us a core concept

<pre style="color: red">'''Us''' has been changed to '''As'''</pre>

PRINCE2, A Project Management Methodology

2015-09-24T08:28:52Z

S103745: /* Overview of Principles */

Talk:PRINCE2, A Project Management Methodology

2015-09-24T07:21:07Z

S103745:

Anna: Nice article choice, and nice to see that you have chosen a specific method. Remember to include the elements listed in the requirements in your structure, such as the limitations of the method for example.

<pre style="color: red">I will reply to the reviews in red color text</pre>

Gaetangarnotel - Reviewer n°2 
First of all, I think that it is a really good work. You met all the main requirements and succeeded in making me understand the method clearly. In particular, I like the fact that you have put a lot of pictures so w can also visually understand what you have written. Yet, I have some advice that I may kindly give you to be even better:
* In the overview of principles, you should summarize all the paragraphs since the big titles just cut the text so some readers may lose the track. If you use another figure summarizing your elements, and explain it in this part, that would be perfect.

* It is exactly the same remark for the "Overview of Themes". Put this in one big part with small bold titles. It will enable an easier reading.

<pre style="color: red">The titles of this article are different, elements as a big title and descriptions as a subtitle.
i think it is more structured and shows that there are different subparts in a element,
if i had summarized everything under one title, the reader will maybe think that there is only one principle and not 7.
But i have changed all the titles and i hope that my changes can keep the reader on track. </pre>

* For the scalability, I would like to know a bit more or make it more concrete. It is a frustration you have created to me since your article is well written and interesting :)

<pre style="color: red"></pre>

* A conclusion is missing. All in all, 3000 words are a lot, so we need to have a kind of summary at the very end. Just bring all we have learnt through the article together and explicit the way you have built it.
But again, I want to tell you that I appreciated reading your article, it is well written, clear and understandable. You have definitely almost finished ;)

=Feedback by S141506, Reviewer 3=

==Stucture==

* The article is very nicely made. It starts from the method and progress step by step explaining what the article is about. The reader can easily understand what the article is about.

* I also think that it needs conclusion in the end. There is so much information in the article that it is hard to grasp without finalising it all together.

* Language is good in the article, I didn't find grammar mistakes. But of course it's good to do final checking one more time.

==Content==

* Very nice to have all the sources and bibliography in the article. It shows hard work and that the article is reliable.

==Overall==

*Very nicely made article about method that I personally didn't have much information about.

=Reviewer n°1 - s141074=

This article is very interesting, I didn't know much about PRINCE2 before, I feel I have learn a lot, but I am a bit frustrated of not understanding how to use it. But that is partly due to the Wiki style. For a Wiki article, the style is excellent, but for a newbie to PRINCE2 like me, I miss an example that could guide me throughout the presentation. Or at least you could say how companies adapt it to their needs or example of successful implementation with external links. The pictures are very good as well, I just have one small concern, are you sure that they are not copyrighted?
And quickly, a very few formal aspects:

* The first picture is blurry (and probably copyrighted)

*<pre style="color: red"> I have fixed the blurry picture, and provided a reference</pre>

* You can make a list in the Methods and Applicability part

* One small typo : "this element us a core concept

* You should rework the hierarchy, it is sometimes hard to follow (you should use "==" for your main titles rather than "=".
But very nice work otherwise!

PRINCE2, A Project Management Methodology

2015-09-24T07:20:39Z

S103745: /* Scalability */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:PRINCE2_struktur.jpg|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/><ref name=mspp/><ref>Best Practice PRINCE2, by Axelos Consulting Group, 23-09-2015 https://www.axelos.com/best-practice-solutions/prince2/what-is-prince2 </ref>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element us a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

'''Business Justification'''
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

'''Learn from Experience'''
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Roles and Responsibilities'''
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Manage by Stages'''
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

'''Manage by Exception'''
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Focus on Products'''
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Tailor to Suit the Environment'''
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

''' Starting up a Project (SU) '''[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview<ref name=prinsg/><ref name=mspp/>]]The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

''' Directing a Project (DP) '''[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=mspp/>]]The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

''' Initiating a Project (IP) '''The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

''' Managing Stage Boundaries (SB) '''The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

''' Controlling a Stage (CS) '''[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=mspp/>]]The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

''' Managing Product Delivery (MP) '''[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=mspp/>]]The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

''' Closing a Project (CP) '''The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

''' Planning (PL) '''The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

''' Business Case '''The business case theme describes how to ensure the project have a solid and justified reason to exist.

''' Organization '''The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

''' Quality '''The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

''' Plans '''The plans theme describes how to plan and what products to create and what activities are needed to build the products.

''' Risk '''The risk theme describes how to manage providential threats and opportunity in the project.

''' Change '''The change theme describes how to manage change in the project.

''' Progress '''The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own scalability notes and instructions, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project, this means if a project is small and can be completed fast, there is no need to use additional resources to completely follow all the elements of this methodology, instead for small project the documentation should be small. The scale of PRINCE2 methodology is also depended on the requirements of an organization, if the an organization never use the recorded documents for review or issue solving, there is no need to have those documents - documents of solved issues or recording of meetings and ect. As mentioned before every element of the method is scalable on its own and therefore they should be scaled if needed.<ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= References =
<references/>

PRINCE2, A Project Management Methodology

2015-09-24T07:00:23Z

S103745: /* Scalability */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:PRINCE2_struktur.jpg|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/><ref name=mspp/><ref>Best Practice PRINCE2, by Axelos Consulting Group, 23-09-2015 https://www.axelos.com/best-practice-solutions/prince2/what-is-prince2 </ref>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element us a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

'''Business Justification'''
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

'''Learn from Experience'''
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Roles and Responsibilities'''
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Manage by Stages'''
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

'''Manage by Exception'''
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Focus on Products'''
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Tailor to Suit the Environment'''
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

''' Starting up a Project (SU) '''[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview<ref name=prinsg/><ref name=mspp/>]]The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

''' Directing a Project (DP) '''[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=mspp/>]]The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

''' Initiating a Project (IP) '''The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

''' Managing Stage Boundaries (SB) '''The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

''' Controlling a Stage (CS) '''[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=mspp/>]]The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

''' Managing Product Delivery (MP) '''[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=mspp/>]]The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

''' Closing a Project (CP) '''The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

''' Planning (PL) '''The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

''' Business Case '''The business case theme describes how to ensure the project have a solid and justified reason to exist.

''' Organization '''The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

''' Quality '''The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

''' Plans '''The plans theme describes how to plan and what products to create and what activities are needed to build the products.

''' Risk '''The risk theme describes how to manage providential threats and opportunity in the project.

''' Change '''The change theme describes how to manage change in the project.

''' Progress '''The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own note on scalability, and this provide guidelines, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project. The PRINCE2 methodology is scalable, this means that the elements of this method can be used in other departments and not only in project management departments. for example, the different ways of reporting and gate keeping.<ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= References =
<references/>

PRINCE2, A Project Management Methodology

2015-09-24T06:48:20Z

S103745: /* Overview of Processes */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:PRINCE2_struktur.jpg|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/><ref name=mspp/><ref>Best Practice PRINCE2, by Axelos Consulting Group, 23-09-2015 https://www.axelos.com/best-practice-solutions/prince2/what-is-prince2 </ref>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element us a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

'''Business Justification'''
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

'''Learn from Experience'''
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Roles and Responsibilities'''
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Manage by Stages'''
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

'''Manage by Exception'''
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Focus on Products'''
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Tailor to Suit the Environment'''
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

''' Starting up a Project (SU) '''[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview<ref name=prinsg/><ref name=mspp/>]]The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

''' Directing a Project (DP) '''[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=mspp/>]]The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

''' Initiating a Project (IP) '''The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

''' Managing Stage Boundaries (SB) '''The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

''' Controlling a Stage (CS) '''[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=mspp/>]]The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

''' Managing Product Delivery (MP) '''[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=mspp/>]]The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

''' Closing a Project (CP) '''The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

''' Planning (PL) '''The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

''' Business Case '''The business case theme describes how to ensure the project have a solid and justified reason to exist.

''' Organization '''The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

''' Quality '''The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

''' Plans '''The plans theme describes how to plan and what products to create and what activities are needed to build the products.

''' Risk '''The risk theme describes how to manage providential threats and opportunity in the project.

''' Change '''The change theme describes how to manage change in the project.

''' Progress '''The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own note on scalability, and this provide guidelines, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project. <ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= References =
<references/>

PRINCE2, A Project Management Methodology

2015-09-24T06:47:10Z

S103745: /* Overview of Processes */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:PRINCE2_struktur.jpg|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/><ref name=mspp/><ref>Best Practice PRINCE2, by Axelos Consulting Group, 23-09-2015 https://www.axelos.com/best-practice-solutions/prince2/what-is-prince2 </ref>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element us a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

'''Business Justification'''
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

'''Learn from Experience'''
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Roles and Responsibilities'''
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Manage by Stages'''
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

'''Manage by Exception'''
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Focus on Products'''
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Tailor to Suit the Environment'''
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

''' Starting up a Project (SU) '''[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview<ref name=prinsg/><ref name=mspp/>]]The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

''' Directing a Project (DP) '''[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=mspp/>]]The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

''' Initiating a Project (IP) '''The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

''' Managing Stage Boundaries (SB) '''The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

''' Controlling a Stage (CS) '''[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=mspp/>]]The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

'''Managing Product Delivery (MP)'''[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=mspp/>]]The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

''' Closing a Project (CP)'''The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

''' Planning (PL) '''The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

''' Business Case '''The business case theme describes how to ensure the project have a solid and justified reason to exist.

''' Organization '''The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

''' Quality '''The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

''' Plans '''The plans theme describes how to plan and what products to create and what activities are needed to build the products.

''' Risk '''The risk theme describes how to manage providential threats and opportunity in the project.

''' Change '''The change theme describes how to manage change in the project.

''' Progress '''The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own note on scalability, and this provide guidelines, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project. <ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= References =
<references/>

PRINCE2, A Project Management Methodology

2015-09-24T06:46:30Z

S103745: /* Overview of Themes */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:PRINCE2_struktur.jpg|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/><ref name=mspp/><ref>Best Practice PRINCE2, by Axelos Consulting Group, 23-09-2015 https://www.axelos.com/best-practice-solutions/prince2/what-is-prince2 </ref>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element us a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

'''Business Justification'''
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

'''Learn from Experience'''
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Roles and Responsibilities'''
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Manage by Stages'''
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

'''Manage by Exception'''
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Focus on Products'''
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Tailor to Suit the Environment'''
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

''' Starting up a Project (SU) '''[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview<ref name=prinsg/><ref name=mspp/>]]The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

''' Directing a Project (DP) '''[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=mspp/>]]The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

''' Initiating a Project (IP) '''The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

'''Managing Stage Boundaries (SB)'''The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

'''Controlling a Stage (CS)'''[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=mspp/>]]The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

'''Managing Product Delivery (MP)'''[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=mspp/>]]The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

'''Closing a Project (CP)'''The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

'''Planning (PL)'''The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

''' Business Case '''The business case theme describes how to ensure the project have a solid and justified reason to exist.

''' Organization '''The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

''' Quality '''The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

''' Plans '''The plans theme describes how to plan and what products to create and what activities are needed to build the products.

''' Risk '''The risk theme describes how to manage providential threats and opportunity in the project.

''' Change '''The change theme describes how to manage change in the project.

''' Progress '''The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own note on scalability, and this provide guidelines, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project. <ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= References =
<references/>

PRINCE2, A Project Management Methodology

2015-09-24T06:45:05Z

S103745: /* Overview of Themes */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:PRINCE2_struktur.jpg|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/><ref name=mspp/><ref>Best Practice PRINCE2, by Axelos Consulting Group, 23-09-2015 https://www.axelos.com/best-practice-solutions/prince2/what-is-prince2 </ref>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element us a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

'''Business Justification'''
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

'''Learn from Experience'''
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Roles and Responsibilities'''
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Manage by Stages'''
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

'''Manage by Exception'''
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Focus on Products'''
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Tailor to Suit the Environment'''
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

''' Starting up a Project (SU) '''[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview<ref name=prinsg/><ref name=mspp/>]]The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

''' Directing a Project (DP) '''[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=mspp/>]]The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

''' Initiating a Project (IP) '''The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

'''Managing Stage Boundaries (SB)'''The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

'''Controlling a Stage (CS)'''[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=mspp/>]]The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

'''Managing Product Delivery (MP)'''[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=mspp/>]]The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

'''Closing a Project (CP)'''The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

'''Planning (PL)'''The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

'''Business Case'''The business case theme describes how to ensure the project have a solid and justified reason to exist.

''' Organization '''The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

''' Quality '''The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

''' Plans '''The plans theme describes how to plan and what products to create and what activities are needed to build the products.

''' Risk '''The risk theme describes how to manage providential threats and opportunity in the project.

''' Change '''The change theme describes how to manage change in the project.

''' Progress '''The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own note on scalability, and this provide guidelines, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project. <ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= References =
<references/>

PRINCE2, A Project Management Methodology

2015-09-24T06:43:57Z

S103745: /* Overview of Processes */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:PRINCE2_struktur.jpg|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/><ref name=mspp/><ref>Best Practice PRINCE2, by Axelos Consulting Group, 23-09-2015 https://www.axelos.com/best-practice-solutions/prince2/what-is-prince2 </ref>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element us a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

'''Business Justification'''
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

'''Learn from Experience'''
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Roles and Responsibilities'''
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Manage by Stages'''
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

'''Manage by Exception'''
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Focus on Products'''
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Tailor to Suit the Environment'''
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

''' Starting up a Project (SU) '''[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview<ref name=prinsg/><ref name=mspp/>]]The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

''' Directing a Project (DP) '''[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=mspp/>]]The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

''' Initiating a Project (IP) '''The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

'''Managing Stage Boundaries (SB)'''The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

'''Controlling a Stage (CS)'''[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=mspp/>]]The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

'''Managing Product Delivery (MP)'''[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=mspp/>]]The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

'''Closing a Project (CP)'''The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

'''Planning (PL)'''The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

== Business Case ==
The business case theme describes how to ensure the project have a solid and justified reason to exist.

== Organization ==
The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

== Quality ==
The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

== Plans ==
The plans theme describes how to plan and what products to create and what activities are needed to build the products.

== Risk ==
The risk theme describes how to manage providential threats and opportunity in the project.

== Change ==
The change theme describes how to manage change in the project.

== Progress ==
The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own note on scalability, and this provide guidelines, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project. <ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= References =
<references/>

PRINCE2, A Project Management Methodology

2015-09-24T06:40:29Z

S103745: /* Overview of Processes */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:PRINCE2_struktur.jpg|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/><ref name=mspp/><ref>Best Practice PRINCE2, by Axelos Consulting Group, 23-09-2015 https://www.axelos.com/best-practice-solutions/prince2/what-is-prince2 </ref>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element us a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

'''Business Justification'''
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

'''Learn from Experience'''
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Roles and Responsibilities'''
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Manage by Stages'''
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

'''Manage by Exception'''
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Focus on Products'''
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Tailor to Suit the Environment'''
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

''' Starting up a Project (SU) '''
[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview<ref name=prinsg/><ref name=mspp/>]]
The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

''' Directing a Project (DP) '''
[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=mspp/>]]
The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

''' Initiating a Project (IP) '''
The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

''' Managing Stage Boundaries (SB) '''
The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

''' Controlling a Stage (CS) '''
[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=mspp/>]]

The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

''' Managing Product Delivery (MP) '''
[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=mspp/>]]

The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

''' Closing a Project (CP) '''
The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

''' Planning (PL) '''
The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

== Business Case ==
The business case theme describes how to ensure the project have a solid and justified reason to exist.

== Organization ==
The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

== Quality ==
The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

== Plans ==
The plans theme describes how to plan and what products to create and what activities are needed to build the products.

== Risk ==
The risk theme describes how to manage providential threats and opportunity in the project.

== Change ==
The change theme describes how to manage change in the project.

== Progress ==
The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own note on scalability, and this provide guidelines, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project. <ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= References =
<references/>

PRINCE2, A Project Management Methodology

2015-09-24T06:39:01Z

S103745: /* Business Justification */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:PRINCE2_struktur.jpg|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/><ref name=mspp/><ref>Best Practice PRINCE2, by Axelos Consulting Group, 23-09-2015 https://www.axelos.com/best-practice-solutions/prince2/what-is-prince2 </ref>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element us a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

'''Business Justification'''
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

'''Learn from Experience'''
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Roles and Responsibilities'''
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Manage by Stages'''
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

'''Manage by Exception'''
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Focus on Products'''
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Tailor to Suit the Environment'''
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

== Starting up a Project (SU) ==
[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview<ref name=prinsg/><ref name=mspp/>]]
The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

== Directing a Project (DP) ==
[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=mspp/>]]
The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

== Initiating a Project (IP) ==
The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

== Managing Stage Boundaries (SB) ==
The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

== Controlling a Stage (CS) ==
[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=mspp/>]]

The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

== Managing Product Delivery (MP) ==
[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=mspp/>]]

The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

== Closing a Project (CP) ==
The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

== Planning (PL) ==
The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

== Business Case ==
The business case theme describes how to ensure the project have a solid and justified reason to exist.

== Organization ==
The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

== Quality ==
The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

== Plans ==
The plans theme describes how to plan and what products to create and what activities are needed to build the products.

== Risk ==
The risk theme describes how to manage providential threats and opportunity in the project.

== Change ==
The change theme describes how to manage change in the project.

== Progress ==
The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own note on scalability, and this provide guidelines, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project. <ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= References =
<references/>

PRINCE2, A Project Management Methodology

2015-09-24T06:38:19Z

S103745: /* Overview of Principles */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:PRINCE2_struktur.jpg|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/><ref name=mspp/><ref>Best Practice PRINCE2, by Axelos Consulting Group, 23-09-2015 https://www.axelos.com/best-practice-solutions/prince2/what-is-prince2 </ref>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element us a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

== Business Justification ==
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

'''Learn from Experience'''
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Roles and Responsibilities'''
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Manage by Stages'''
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

'''Manage by Exception'''
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Focus on Products'''
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

'''Tailor to Suit the Environment'''
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

== Starting up a Project (SU) ==
[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview<ref name=prinsg/><ref name=mspp/>]]
The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

== Directing a Project (DP) ==
[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=mspp/>]]
The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

== Initiating a Project (IP) ==
The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

== Managing Stage Boundaries (SB) ==
The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

== Controlling a Stage (CS) ==
[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=mspp/>]]

The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

== Managing Product Delivery (MP) ==
[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=mspp/>]]

The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

== Closing a Project (CP) ==
The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

== Planning (PL) ==
The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

== Business Case ==
The business case theme describes how to ensure the project have a solid and justified reason to exist.

== Organization ==
The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

== Quality ==
The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

== Plans ==
The plans theme describes how to plan and what products to create and what activities are needed to build the products.

== Risk ==
The risk theme describes how to manage providential threats and opportunity in the project.

== Change ==
The change theme describes how to manage change in the project.

== Progress ==
The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own note on scalability, and this provide guidelines, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project. <ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= References =
<references/>

PRINCE2, A Project Management Methodology

2015-09-24T06:37:02Z

S103745: /* Overview of Principles */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:PRINCE2_struktur.jpg|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/><ref name=mspp/><ref>Best Practice PRINCE2, by Axelos Consulting Group, 23-09-2015 https://www.axelos.com/best-practice-solutions/prince2/what-is-prince2 </ref>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element us a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

== Business Justification ==
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

''' Learn from Experience '''
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Roles and Responsibilities ==
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Manage by Stages ==
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

== Manage by Exception ==
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Focus on Products ==
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Tailor to Suit the Environment ==
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

== Starting up a Project (SU) ==
[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview<ref name=prinsg/><ref name=mspp/>]]
The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

== Directing a Project (DP) ==
[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=mspp/>]]
The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

== Initiating a Project (IP) ==
The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

== Managing Stage Boundaries (SB) ==
The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

== Controlling a Stage (CS) ==
[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=mspp/>]]

The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

== Managing Product Delivery (MP) ==
[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=mspp/>]]

The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

== Closing a Project (CP) ==
The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

== Planning (PL) ==
The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

== Business Case ==
The business case theme describes how to ensure the project have a solid and justified reason to exist.

== Organization ==
The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

== Quality ==
The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

== Plans ==
The plans theme describes how to plan and what products to create and what activities are needed to build the products.

== Risk ==
The risk theme describes how to manage providential threats and opportunity in the project.

== Change ==
The change theme describes how to manage change in the project.

== Progress ==
The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own note on scalability, and this provide guidelines, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project. <ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= References =
<references/>

Talk:PRINCE2, A Project Management Methodology

2015-09-24T06:32:53Z

S103745:

Anna: Nice article choice, and nice to see that you have chosen a specific method. Remember to include the elements listed in the requirements in your structure, such as the limitations of the method for example.

<pre style="color: red">I will reply to the reviews in red color text</pre>

Gaetangarnotel - Reviewer n°2 
First of all, I think that it is a really good work. You met all the main requirements and succeeded in making me understand the method clearly. In particular, I like the fact that you have put a lot of pictures so w can also visually understand what you have written. Yet, I have some advice that I may kindly give you to be even better:
* In the overview of principles, you should summarize all the paragraphs since the big titles just cut the text so some readers may lose the track. If you use another figure summarizing your elements, and explain it in this part, that would be perfect.

<text style="color: red">The titles of this article is different, elements as a big title and descriptions as a subtitle. i think it gives us more structure and shows that there are different subparts in a element, if i had summarized everything in principle overview, the reader will maybe think that there is only one principle</text>

* It is exactly the same remark for the "Overview of Themes". Put this in one big part with small bold titles. It will enable an easier reading.

* For the scalability, I would like to know a bit more or make it more concrete. It is a frustration you have created to me since your article is well written and interesting :)

* A conclusion is missing. All in all, 3000 words are a lot, so we need to have a kind of summary at the very end. Just bring all we have learnt through the article together and explicit the way you have built it.
But again, I want to tell you that I appreciated reading your article, it is well written, clear and understandable. You have definitely almost finished ;)

=Feedback by S141506, Reviewer 3=

==Stucture==

* The article is very nicely made. It starts from the method and progress step by step explaining what the article is about. The reader can easily understand what the article is about.

* I also think that it needs conclusion in the end. There is so much information in the article that it is hard to grasp without finalising it all together.

* Language is good in the article, I didn't find grammar mistakes. But of course it's good to do final checking one more time.

==Content==

* Very nice to have all the sources and bibliography in the article. It shows hard work and that the article is reliable.

==Overall==

*Very nicely made article about method that I personally didn't have much information about.

=Reviewer n°1 - s141074=

This article is very interesting, I didn't know much about PRINCE2 before, I feel I have learn a lot, but I am a bit frustrated of not understanding how to use it. But that is partly due to the Wiki style. For a Wiki article, the style is excellent, but for a newbie to PRINCE2 like me, I miss an example that could guide me throughout the presentation. Or at least you could say how companies adapt it to their needs or example of successful implementation with external links. The pictures are very good as well, I just have one small concern, are you sure that they are not copyrighted?
And quickly, a very few formal aspects:

* The first picture is blurry (and probably copyrighted)

*<pre style="color: red"> I have fixed the blurry picture, and provided a reference</pre>

* You can make a list in the Methods and Applicability part

* One small typo : "this element us a core concept

* You should rework the hierarchy, it is sometimes hard to follow (you should use "==" for your main titles rather than "=".
But very nice work otherwise!

Talk:PRINCE2, A Project Management Methodology

2015-09-23T21:05:12Z

S103745:

Anna: Nice article choice, and nice to see that you have chosen a specific method. Remember to include the elements listed in the requirements in your structure, such as the limitations of the method for example.

<pre style="color: red">I will reply to the reviews in red color text</pre>

Gaetangarnotel - Reviewer n°2 
First of all, I think that it is a really good work. You met all the main requirements and succeeded in making me understand the method clearly. In particular, I like the fact that you have put a lot of pictures so w can also visually understand what you have written. Yet, I have some advice that I may kindly give you to be even better:
* In the overview of principles, you should summarize all the paragraphs since the big titles just cut the text so some readers may lose the track. If you use another figure summarizing your elements, and explain it in this part, that would be perfect.

<pre style="color: red">....</pre>

* It is exactly the same remark for the "Overview of Themes". Put this in one big part with small bold titles. It will enable an easier reading.
* For the scalability, I would like to know a bit more or make it more concrete. It is a frustration you have created to me since your article is well written and interesting :)
* A conclusion is missing. All in all, 3000 words are a lot, so we need to have a kind of summary at the very end. Just bring all we have learnt through the article together and explicit the way you have built it.
But again, I want to tell you that I appreciated reading your article, it is well written, clear and understandable. You have definitely almost finished ;)

=Feedback by S141506, Reviewer 3=

==Stucture==

* The article is very nicely made. It starts from the method and progress step by step explaining what the article is about. The reader can easily understand what the article is about.
* I also think that it needs conclusion in the end. There is so much information in the article that it is hard to grasp without finalising it all together.
* Language is good in the article, I didn't find grammar mistakes. But of course it's good to do final checking one more time.

==Content==

* Very nice to have all the sources and bibliography in the article. It shows hard work and that the article is reliable.

==Overall==

*Very nicely made article about method that I personally didn't have much information about.

=Reviewer n°1 - s141074=

This article is very interesting, I didn't know much about PRINCE2 before, I feel I have learn a lot, but I am a bit frustrated of not understanding how to use it. But that is partly due to the Wiki style. For a Wiki article, the style is excellent, but for a newbie to PRINCE2 like me, I miss an example that could guide me throughout the presentation. Or at least you could say how companies adapt it to their needs or example of successful implementation with external links. The pictures are very good as well, I just have one small concern, are you sure that they are not copyrighted?
And quickly, a very few formal aspects:
* The first picture is blurry (and probably copyrighted)
*<pre style="color: red"> I have fixed the blurry picture, and provided a reference</pre>
* You can make a list in the Methods and Applicability part
* One small typo : "this element us a core concept
* You should rework the hierarchy, it is sometimes hard to follow (you should use "==" for your main titles rather than "=".
But very nice work otherwise!

PRINCE2, A Project Management Methodology

2015-09-23T20:56:37Z

S103745: /* Method and applicability */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:PRINCE2_struktur.jpg|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/><ref name=mspp/><ref>Best Practice PRINCE2, by Axelos Consulting Group, 23-09-2015 https://www.axelos.com/best-practice-solutions/prince2/what-is-prince2 </ref>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element us a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

== Business Justification ==
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

== Learn from Experience ==
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Roles and Responsibilities ==
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Manage by Stages ==
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

== Manage by Exception ==
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Focus on Products ==
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Tailor to Suit the Environment ==
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

== Starting up a Project (SU) ==
[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview<ref name=prinsg/><ref name=mspp/>]]
The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

== Directing a Project (DP) ==
[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=mspp/>]]
The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

== Initiating a Project (IP) ==
The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

== Managing Stage Boundaries (SB) ==
The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

== Controlling a Stage (CS) ==
[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=mspp/>]]

The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

== Managing Product Delivery (MP) ==
[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=mspp/>]]

The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

== Closing a Project (CP) ==
The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

== Planning (PL) ==
The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

== Business Case ==
The business case theme describes how to ensure the project have a solid and justified reason to exist.

== Organization ==
The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

== Quality ==
The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

== Plans ==
The plans theme describes how to plan and what products to create and what activities are needed to build the products.

== Risk ==
The risk theme describes how to manage providential threats and opportunity in the project.

== Change ==
The change theme describes how to manage change in the project.

== Progress ==
The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own note on scalability, and this provide guidelines, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project. <ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= References =
<references/>

File:PRINCE2 struktur.jpg

2015-09-23T20:55:42Z

S103745:

PRINCE2, A Project Management Methodology

2015-09-23T20:54:10Z

S103745: /* PRINCE2 */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:Prince2-structure.PNG|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/><ref name=mspp/><ref>Best Practice PRINCE2, by Axelos Consulting Group, 23-09-2015 https://www.axelos.com/best-practice-solutions/prince2/what-is-prince2 </ref>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element us a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

== Business Justification ==
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

== Learn from Experience ==
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Roles and Responsibilities ==
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Manage by Stages ==
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

== Manage by Exception ==
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Focus on Products ==
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Tailor to Suit the Environment ==
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

== Starting up a Project (SU) ==
[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview<ref name=prinsg/><ref name=mspp/>]]
The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

== Directing a Project (DP) ==
[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=mspp/>]]
The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

== Initiating a Project (IP) ==
The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

== Managing Stage Boundaries (SB) ==
The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

== Controlling a Stage (CS) ==
[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=mspp/>]]

The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

== Managing Product Delivery (MP) ==
[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=mspp/>]]

The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

== Closing a Project (CP) ==
The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

== Planning (PL) ==
The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

== Business Case ==
The business case theme describes how to ensure the project have a solid and justified reason to exist.

== Organization ==
The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

== Quality ==
The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

== Plans ==
The plans theme describes how to plan and what products to create and what activities are needed to build the products.

== Risk ==
The risk theme describes how to manage providential threats and opportunity in the project.

== Change ==
The change theme describes how to manage change in the project.

== Progress ==
The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own note on scalability, and this provide guidelines, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project. <ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= References =
<references/>

PRINCE2, A Project Management Methodology

2015-09-23T20:53:35Z

S103745: /* Method and applicability */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:Prince2-structure.PNG|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/><ref name=mspp/><ref>Best Practice PRINCE2, by Axelos Consulting Group, 23-09-2015 https://www.axelos.com/best-practice-solutions/prince2/what-is-prince2 </ref>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element us a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

== Business Justification ==
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

== Learn from Experience ==
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Roles and Responsibilities ==
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Manage by Stages ==
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

== Manage by Exception ==
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Focus on Products ==
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Tailor to Suit the Environment ==
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

== Starting up a Project (SU) ==
[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview<ref name=prinsg/><ref name=mspp/>]]
The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

== Directing a Project (DP) ==
[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=mspp/>]]
The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

== Initiating a Project (IP) ==
The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

== Managing Stage Boundaries (SB) ==
The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

== Controlling a Stage (CS) ==
[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=mspp/>]]

The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

== Managing Product Delivery (MP) ==
[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=mspp/>]]

The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

== Closing a Project (CP) ==
The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

== Planning (PL) ==
The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

== Business Case ==
The business case theme describes how to ensure the project have a solid and justified reason to exist.

== Organization ==
The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

== Quality ==
The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

== Plans ==
The plans theme describes how to plan and what products to create and what activities are needed to build the products.

== Risk ==
The risk theme describes how to manage providential threats and opportunity in the project.

== Change ==
The change theme describes how to manage change in the project.

== Progress ==
The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own note on scalability, and this provide guidelines, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project. <ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= References =
<references/>

PRINCE2, A Project Management Methodology

2015-09-23T20:52:46Z

S103745: /* Method and applicability */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:Prince2-structure.PNG|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/><ref name=mspp/> <ref>Best practice PRINCE2, by Axelos consulting Group https://www.axelos.com/best-practice-solutions/prince2/what-is-prince2 </ref>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element us a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

== Business Justification ==
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

== Learn from Experience ==
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Roles and Responsibilities ==
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Manage by Stages ==
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

== Manage by Exception ==
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Focus on Products ==
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Tailor to Suit the Environment ==
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

== Starting up a Project (SU) ==
[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview<ref name=prinsg/><ref name=mspp/>]]
The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

== Directing a Project (DP) ==
[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=mspp/>]]
The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

== Initiating a Project (IP) ==
The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

== Managing Stage Boundaries (SB) ==
The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

== Controlling a Stage (CS) ==
[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=mspp/>]]

The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

== Managing Product Delivery (MP) ==
[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=mspp/>]]

The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

== Closing a Project (CP) ==
The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

== Planning (PL) ==
The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

== Business Case ==
The business case theme describes how to ensure the project have a solid and justified reason to exist.

== Organization ==
The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

== Quality ==
The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

== Plans ==
The plans theme describes how to plan and what products to create and what activities are needed to build the products.

== Risk ==
The risk theme describes how to manage providential threats and opportunity in the project.

== Change ==
The change theme describes how to manage change in the project.

== Progress ==
The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own note on scalability, and this provide guidelines, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project. <ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= References =
<references/>

PRINCE2, A Project Management Methodology

2015-09-23T20:45:29Z

S103745: /* Managing Product Delivery (MP) */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:Prince2-structure.PNG|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/><ref name=mspp/>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element us a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

== Business Justification ==
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

== Learn from Experience ==
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Roles and Responsibilities ==
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Manage by Stages ==
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

== Manage by Exception ==
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Focus on Products ==
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Tailor to Suit the Environment ==
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

== Starting up a Project (SU) ==
[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview<ref name=prinsg/><ref name=mspp/>]]
The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

== Directing a Project (DP) ==
[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=mspp/>]]
The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

== Initiating a Project (IP) ==
The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

== Managing Stage Boundaries (SB) ==
The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

== Controlling a Stage (CS) ==
[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=mspp/>]]

The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

== Managing Product Delivery (MP) ==
[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=mspp/>]]

The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

== Closing a Project (CP) ==
The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

== Planning (PL) ==
The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

== Business Case ==
The business case theme describes how to ensure the project have a solid and justified reason to exist.

== Organization ==
The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

== Quality ==
The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

== Plans ==
The plans theme describes how to plan and what products to create and what activities are needed to build the products.

== Risk ==
The risk theme describes how to manage providential threats and opportunity in the project.

== Change ==
The change theme describes how to manage change in the project.

== Progress ==
The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own note on scalability, and this provide guidelines, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project. <ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= References =
<references/>

PRINCE2, A Project Management Methodology

2015-09-23T20:45:05Z

S103745: /* Controlling a Stage (CS) */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:Prince2-structure.PNG|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/><ref name=mspp/>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element us a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

== Business Justification ==
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

== Learn from Experience ==
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Roles and Responsibilities ==
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Manage by Stages ==
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

== Manage by Exception ==
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Focus on Products ==
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Tailor to Suit the Environment ==
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

== Starting up a Project (SU) ==
[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview<ref name=prinsg/><ref name=mspp/>]]
The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

== Directing a Project (DP) ==
[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=mspp/>]]
The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

== Initiating a Project (IP) ==
The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

== Managing Stage Boundaries (SB) ==
The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

== Controlling a Stage (CS) ==
[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=mspp/>]]

The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

== Managing Product Delivery (MP) ==
[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=prinwiki/>]]

The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

== Closing a Project (CP) ==
The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

== Planning (PL) ==
The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

== Business Case ==
The business case theme describes how to ensure the project have a solid and justified reason to exist.

== Organization ==
The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

== Quality ==
The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

== Plans ==
The plans theme describes how to plan and what products to create and what activities are needed to build the products.

== Risk ==
The risk theme describes how to manage providential threats and opportunity in the project.

== Change ==
The change theme describes how to manage change in the project.

== Progress ==
The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own note on scalability, and this provide guidelines, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project. <ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= References =
<references/>

PRINCE2, A Project Management Methodology

2015-09-23T20:44:47Z

S103745: /* Directing a Project (DP) */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:Prince2-structure.PNG|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/><ref name=mspp/>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element us a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

== Business Justification ==
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

== Learn from Experience ==
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Roles and Responsibilities ==
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Manage by Stages ==
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

== Manage by Exception ==
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Focus on Products ==
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Tailor to Suit the Environment ==
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

== Starting up a Project (SU) ==
[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview<ref name=prinsg/><ref name=mspp/>]]
The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

== Directing a Project (DP) ==
[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=mspp/>]]
The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

== Initiating a Project (IP) ==
The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

== Managing Stage Boundaries (SB) ==
The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

== Controlling a Stage (CS) ==
[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=prinwiki/>]]

The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

== Managing Product Delivery (MP) ==
[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=prinwiki/>]]

The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

== Closing a Project (CP) ==
The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

== Planning (PL) ==
The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

== Business Case ==
The business case theme describes how to ensure the project have a solid and justified reason to exist.

== Organization ==
The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

== Quality ==
The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

== Plans ==
The plans theme describes how to plan and what products to create and what activities are needed to build the products.

== Risk ==
The risk theme describes how to manage providential threats and opportunity in the project.

== Change ==
The change theme describes how to manage change in the project.

== Progress ==
The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own note on scalability, and this provide guidelines, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project. <ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= References =
<references/>

PRINCE2, A Project Management Methodology

2015-09-23T20:44:21Z

S103745: /* Starting up a Project (SU) */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:Prince2-structure.PNG|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/><ref name=mspp/>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element us a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

== Business Justification ==
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

== Learn from Experience ==
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Roles and Responsibilities ==
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Manage by Stages ==
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

== Manage by Exception ==
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Focus on Products ==
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Tailor to Suit the Environment ==
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

== Starting up a Project (SU) ==
[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview<ref name=prinsg/><ref name=mspp/>]]
The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

== Directing a Project (DP) ==
[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=prinwiki/>]]
The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

== Initiating a Project (IP) ==
The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

== Managing Stage Boundaries (SB) ==
The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

== Controlling a Stage (CS) ==
[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=prinwiki/>]]

The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

== Managing Product Delivery (MP) ==
[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=prinwiki/>]]

The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

== Closing a Project (CP) ==
The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

== Planning (PL) ==
The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

== Business Case ==
The business case theme describes how to ensure the project have a solid and justified reason to exist.

== Organization ==
The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

== Quality ==
The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

== Plans ==
The plans theme describes how to plan and what products to create and what activities are needed to build the products.

== Risk ==
The risk theme describes how to manage providential threats and opportunity in the project.

== Change ==
The change theme describes how to manage change in the project.

== Progress ==
The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own note on scalability, and this provide guidelines, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project. <ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= References =
<references/>

PRINCE2, A Project Management Methodology

2015-09-23T20:43:50Z

S103745: /* Method and applicability */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:Prince2-structure.PNG|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/><ref name=mspp/>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element us a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

== Business Justification ==
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

== Learn from Experience ==
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Roles and Responsibilities ==
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Manage by Stages ==
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

== Manage by Exception ==
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Focus on Products ==
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Tailor to Suit the Environment ==
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

== Starting up a Project (SU) ==
[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview]]
The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

== Directing a Project (DP) ==
[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=prinwiki/>]]
The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

== Initiating a Project (IP) ==
The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

== Managing Stage Boundaries (SB) ==
The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

== Controlling a Stage (CS) ==
[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=prinwiki/>]]

The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

== Managing Product Delivery (MP) ==
[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=prinwiki/>]]

The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

== Closing a Project (CP) ==
The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

== Planning (PL) ==
The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

== Business Case ==
The business case theme describes how to ensure the project have a solid and justified reason to exist.

== Organization ==
The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

== Quality ==
The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

== Plans ==
The plans theme describes how to plan and what products to create and what activities are needed to build the products.

== Risk ==
The risk theme describes how to manage providential threats and opportunity in the project.

== Change ==
The change theme describes how to manage change in the project.

== Progress ==
The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own note on scalability, and this provide guidelines, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project. <ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= References =
<references/>

PRINCE2, A Project Management Methodology

2015-09-23T20:42:53Z

S103745: /* Method and applicability */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:Prince2-structure.PNG|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=mspp/><ref name=prinwiki/>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element us a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

== Business Justification ==
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

== Learn from Experience ==
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Roles and Responsibilities ==
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Manage by Stages ==
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

== Manage by Exception ==
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Focus on Products ==
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Tailor to Suit the Environment ==
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

== Starting up a Project (SU) ==
[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview]]
The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

== Directing a Project (DP) ==
[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=prinwiki/>]]
The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

== Initiating a Project (IP) ==
The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

== Managing Stage Boundaries (SB) ==
The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

== Controlling a Stage (CS) ==
[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=prinwiki/>]]

The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

== Managing Product Delivery (MP) ==
[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=prinwiki/>]]

The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

== Closing a Project (CP) ==
The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

== Planning (PL) ==
The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

== Business Case ==
The business case theme describes how to ensure the project have a solid and justified reason to exist.

== Organization ==
The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

== Quality ==
The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

== Plans ==
The plans theme describes how to plan and what products to create and what activities are needed to build the products.

== Risk ==
The risk theme describes how to manage providential threats and opportunity in the project.

== Change ==
The change theme describes how to manage change in the project.

== Progress ==
The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own note on scalability, and this provide guidelines, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project. <ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= References =
<references/>

PRINCE2, A Project Management Methodology

2015-09-23T20:41:11Z

S103745: /* Overview of Processes */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:Prince2-structure.PNG|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element us a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

== Business Justification ==
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

== Learn from Experience ==
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Roles and Responsibilities ==
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Manage by Stages ==
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

== Manage by Exception ==
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Focus on Products ==
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Tailor to Suit the Environment ==
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

== Starting up a Project (SU) ==
[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview]]
The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

== Directing a Project (DP) ==
[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview <ref name=prinsg/><ref name=prinwiki/>]]
The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

== Initiating a Project (IP) ==
The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

== Managing Stage Boundaries (SB) ==
The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

== Controlling a Stage (CS) ==
[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview <ref name=prinsg/><ref name=prinwiki/>]]

The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

== Managing Product Delivery (MP) ==
[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview <ref name=prinsg/><ref name=prinwiki/>]]

The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

== Closing a Project (CP) ==
The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

== Planning (PL) ==
The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

== Business Case ==
The business case theme describes how to ensure the project have a solid and justified reason to exist.

== Organization ==
The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

== Quality ==
The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

== Plans ==
The plans theme describes how to plan and what products to create and what activities are needed to build the products.

== Risk ==
The risk theme describes how to manage providential threats and opportunity in the project.

== Change ==
The change theme describes how to manage change in the project.

== Progress ==
The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own note on scalability, and this provide guidelines, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project. <ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= References =
<references/>

PRINCE2, A Project Management Methodology

2015-09-23T20:40:42Z

S103745: /* Overview of Processes */

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:Prince2-structure.PNG|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element us a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

== Business Justification ==
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

== Learn from Experience ==
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Roles and Responsibilities ==
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Manage by Stages ==
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

== Manage by Exception ==
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Focus on Products ==
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Tailor to Suit the Environment ==
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview <ref name=prinsg/><ref name=prinwiki/>]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

== Starting up a Project (SU) ==
[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview]]
The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

== Directing a Project (DP) ==
[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview]]
The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

== Initiating a Project (IP) ==
The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

== Managing Stage Boundaries (SB) ==
The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

== Controlling a Stage (CS) ==
[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview]]

The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

== Managing Product Delivery (MP) ==
[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview]]

The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

== Closing a Project (CP) ==
The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

== Planning (PL) ==
The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

== Business Case ==
The business case theme describes how to ensure the project have a solid and justified reason to exist.

== Organization ==
The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

== Quality ==
The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

== Plans ==
The plans theme describes how to plan and what products to create and what activities are needed to build the products.

== Risk ==
The risk theme describes how to manage providential threats and opportunity in the project.

== Change ==
The change theme describes how to manage change in the project.

== Progress ==
The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own note on scalability, and this provide guidelines, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project. <ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= References =
<references/>

PRINCE2, A Project Management Methodology

2015-09-23T20:40:24Z

S103745:

[[Category:Project Management|PRINCE2]]
[[Category:Product Development|PRINCE2]]
Project management is a discipline that is indispensable and rapidly expanding as organizations are becoming more globalized. To implement new strategies and products, an organization needs to select project managers, however by selecting a project manager and a team, an organization is not guaranteed successful project outcomes.

In past years different methodologies have been developed to help organizations consider all the '''necessary components''' of project management, for example, '''planning''', '''controlling''', '''communication''' and '''finalization''' of projects. One of the widely used project management methodologies is the PRINCE2 method, this methodology is based on seven principles, eight Processes and seven themes, which will be described in this article. While this article is going to be used publicly, it is also important to know other properties of this methodology, for example, '''scalability''' and '''Benefits'''.<ref> Project Management Methodologies: A Review of the Literature, PM, 15-sep-2015, Liberty University</ref><ref name=prinsg>[Book] PRINCE2 Study guide, by Hinde and David, Mar-2012, Publisher wiley, </ref>

= PRINCE2 =

PRINCE ('''PR'''oject '''IN''' '''C'''ontrolled '''E'''nvironments) is a structured method for effective and efficient project management. The method was developed from an exiting method PROMPTII, which was developed by Simpact Systems Ltd in 1975. In 1979 PROMPTII was adopted by CCTA (The '''C'''entral '''C'''omputer and '''T'''elecommunications '''A'''gency) in UK as the standard for all government projects, mainly for IS ('''I'''nformation '''S'''ystems) projects. In 1989 Superseded PRINCE the exiting method PROMPTII within government projects.

CCTA continued developing the method and in 1996 launched PRINCE2 in response to user requirements for improved guidance on project management on all projects, not only '''IS''' projects. PRINCE2 is based on experiences of European project managements and project teams, who have contributed, some from their successes and others from their mistakes and omissions. <ref name=mspp>[Book] Managing Successful Projects with PRINCE2, 2005 Edition, Published by TSO </ref><ref> PRINCE2 in One Thousand Words, 14-sep-2015, http://www.best-management-practice.com/gempdf/PRINCE2_in_One_Thousand_Words.pdf</ref><ref> PRINCE2 Methodology: An Innovative Technique, 14-sep-2015, http://cgr.umt.edu.pk/icobm2013/papers/Papers/IC3-Jan-2013-049.pdf</ref><ref>Implementing PRINCE2 Project Management Methodology, 14-sep-2015, https://www.projectsmart.co.uk/implementing-prince2-project-management-methodology.php</ref><ref name=prinsg/><ref name=prinwiki/>

= Method and applicability=
[[File:Prince2-structure.PNG|thumb|400px|Figure 1. PRINCE2 Structure Overview <ref name=prinsg/>]]
PRINCE2 is a process-driven project management methodology. This method is based on three elements. The principles, the processes and the themes, these elements are shown on figure 1.

The Principles are: Business Justification, Learn from Experience, Roles and Responsibilities, Manage by Stages, Manage by Exception, Focus on Products and Tailor to Suit the Environment, these are described in details later in the article.

The Processes are: Starting Up a Project (SU), Directing a Project (DP), Initiating a Project (IP), Managing Stage Boundaries (SB), Controlling a Stage (CS), Managing Product Delivery (MP), Closing a Project (CP) and Planning (PL), these are described in more details later in the article.

The Themes are: Business Case, Organization, Quality, Plans, Risk, Change and Progress, these are described in more details later in the article.<ref name=prinsg/><ref name=mspp/><ref name=prinwiki/>

PRINCE2 is applicable within any type of an organization, the different methods and principles offer flexibility and adaptability to existing project management structure within an organization. An organization is not forced to use all the tools offered within this method but they are able to customize their own package of tools that they want to use in a project.

= Overview of Principles =
The first integrated element of PRINCE2 is, the Principles. You can think of this element us a core concept that the rest of PRINCE2 method adheres to. The seven principles are described in details below.

== Business Justification ==
The first principle of PRINCE2 method is Business Justification. The aim of this principle is to ensure, that this important question is answered "Why are we doing this project?". The answer to this question is outlined in the project Business Case. The Business Case is a important document, which is continuously updated throughout the entire project and if the Business Case is not available any more, the project is closed. This principle also ensures that the resources allocated to the project is not wasted. <ref name=tsprin>The Seven Principles defined in PRINCE2, 18-nov-2015 ,http://thinketg.com/the-seven-principles-defined-in-prince2/</ref><ref name=prinsg/><ref name=mspp/>

== Learn from Experience ==
The second principle of PRINCE2 method is to Learn from Experience. Every project is unique and this uniqueness leads to risk and challenges. The goal is to avoid what didn't work in the past and implement what did work. The project team should learn from previous projects through log reviewing, so they can be able to avoid the same mistakes.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Roles and Responsibilities ==
The third principle of PRINCE2 method is define Roles and Responsibilities. The primary goal for this principle is to ensure only the right people are involved in the project. Any times people from different departments are involved in a project, which can lead to conflicts of interests and competing objectives, this may impede the progress of the project. In order to avoid conflict, fully defined structure with required people need to be in place. The roles should be clear, everyone should know the nature of their involvements, and what they are responsible for.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Manage by Stages ==
The forth principle of PRINCE2 method is Manage by Stages. This principle aims to break the project into manageable and workable chunks. A project manager should have a long term plan and a short term plan, the short term plan is more detailed, a detailed short term plan should be developed after the previous short term plans are completed and assessed by project board.<ref name=tsprin/>

== Manage by Exception ==
The fifth principle of PRINCE2 method is Manage by Exception. The aim of this principle is to require establishment of tolerances against six variables including: Time, Cost, Quality, Scope, Risk and Benefit. If the forecast exceed any of the six, this principle ensures that decisions are taken at the right place and time.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Focus on Products ==
The sixth principle of PRINCE2 method is Focus on Products. The aim of this principle is to ensure that a product description is created at the beginning of the project, and that there is clarity and a common understand of, what the project will produce. This principle provides safeguard to increase the likelihood, that stakeholder exceptions are meet in terms of output and in terms of quality.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

== Tailor to Suit the Environment ==
The seventh principle of PRINCE2 method is Tailor to Suit the Environment. This principle helps to avoid two common extremes: The wild-west approach, where there is basically to structure in place for the management of projects, and a rigid methodology which is blindly adhered to every detail. This principle ensures a balanced approach to fit each organization, no matter the size, environment, complexity and risk of the project.<ref name=tsprin/><ref name=prinsg/><ref name=mspp/>

= Overview of Processes =
[[File:prince-processes.gif|thumb|400px|Figure 2. PRINCE2 Processes Overview]]

The second integrated element of PRINCE2 is, the eight Processes. See the PRINCE2 Processes Overview shown in Figure 2. All of the processes shown of figure 1 provides sets of activities showing, how to manage different parts of the project. The Processes cover activities from tarting of a project, through controlling, planning and closing of the project. Each Processes covers a specific task and time during the project. The Processes are described in detail below.

== Starting up a Project (SU) ==
[[File:PRINCE2-SU.PNG|thumb|200px|Figure 3. Starting up a Project Overview]]
The first process within a PRINCE2 project is '''SU''' ('''S'''tarting '''U'''p a Project). There are two types of projects within an organization, a project that can stand alone or a project that is part of a program, in case of the last one, a program manager can start a project within his existing project team and in case of the first one, a project can only be triggered by a program manager or by issuing a '''Project Mandate'''. A Project Mandate is a document containing sufficient information about the project, for example why the project is important for the organization. In order to start a project, a senior project manager or board of directors should give approval to the project. <ref>PRINCE2 Learner Site, 15-sep-2015,http://www.prince2primer.com/prince2-starting-up-a-project-process</ref><ref name=prinsg/><ref name=mspp/>

Developing a detailed plan for a project takes allot of resources, and as a first step '''SU''' can be also used as a filter, filtering good projects from the bad one, those bad projects that should not even be started in the first place. Figure 3. Starting up a Project Overview, shows the steps that should take place before starting a PRINCE2 project.

Key points in this process are:
* Creating the project management team
* Define th project objectives
* Identify how a solution will be provided
* Take a first look at the business case and risk
* Plan the work needed and get the management approval to start the project.

== Directing a Project (DP) ==
[[File:PRINCE2-DP.PNG|thumb|200px|Figure 4. Directing a Project Overview]]
The second process within a PRINCE2 project is '''DP''' ('''D'''irecting a '''P'''roject). This process is used by the project board to provide direction and authorization to the project at key stages. This also enables the project board to be accountable for the project's success. The project board delegate day-to-day management of the project to the project manager, releasing the project to project manager one stage at a time. Figure 4, Directing a Project Overview, shows how the second process is formed and can be implemented. <ref>PRINCE2, Learner Site, 14-sep-2015, http://www.prince2primer.com/directing-a-project</ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Confirm the project
* Agree the project objectives
* Approve the plan, generate context
* Approve the context
* Approve each stage of the project
* Make decision if problems
* Keep senior management informed
* Confirm the current closure

== Initiating a Project (IP) ==
The third process within a PRINCE2 project is '''IP''' ('''I'''nitiating a '''P'''roject). IP is mainly about project plan and setting up the roles ('''strategies''') and establish solid foundation for the project. IP enables the organization to understand, that this project needs to be done. <ref>PRINCE2, Learner Site, 15-sep-2015, http://www.prince2how2.com/p/prince2initiating-project-ip.html </ref><ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare the risk management strategy
* Set up project controls
* Prepare the quality management strategy
* Create the project plan
* Refine the business case.

== Managing Stage Boundaries (SB) ==
The fourth process within a PRINCE2 project is '''SB''' (Managing '''S'''tage '''B'''oundaries). This process ensures that the project is divided into manageable stages, so that the project board better can review the project progress. The purpose of SB for the project manager is to prepare the next stage of the project and provide relevant and accurate information to the project board, so that the decision for project continuation can be taken. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Plan the next stage
* Update the project plan
* Update the business case
* Report stage end
* Produce an exception plan

== Controlling a Stage (CS) ==
[[File:PRINCE2-CS.PNG|thumb|200px|Figure 5. Controlling a Stage Overview]]

The fifth process within a PRINCE2 project is '''CS''' ('''C'''ontrolling a '''S'''tage). This process describes the activities of the project manager, within each stage of the project, it also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A project manager should provide accurate information to the project board, so the correct actions can be taken. Figure 5 Controlling a Stage, shows the steps in this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Authorize a work package
* Review work package
* Review completed work package
* Review stage
* Report highlights
* Report Issues
* Risk management
* Take corrective action

== Managing Product Delivery (MP) ==
[[File:PRINCE2-MP.PNG|thumb|200px|Figure 5. Managing Product Delivery Overview]]

The sixth process within a PRINCE2 project is '''MP''' ('''M'''anaging '''P'''roduct Delivery). This process has the purpose of controlling the link between the project manager and the team manager(s), by placing the formal requirements on accepting, executing and delivering project work. The role of the team manager(s) are to coordinate an area of work that delivers one or more of the products. Figure 5. Managing Product Delivery, shows the work flow of this process. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Agree on work with project manager
* Plan team's work
* Supervise
* Report quality
* Get approval of project board

== Closing a Project (CP) ==
The seventh process within a PRINCE2 project is '''CP''' ('''C'''losing a '''P'''roject). This process covers things that should be done at the end of a project. The project be formally de-commessioned and the resources should be reallocated to other projects. The project manager should make sure that the products are delivered and approved, and the team is prepared to deal with the unresolved issues and risks. <ref name=prinsg/><ref name=mspp/>

Key points in this process are:
* Prepare planned closure
* Hand over products / results
* Evaluation
* Recommendation

== Planning (PL) ==
The eighth process within a PRINCE2 project is '''PL''' ('''Pl'''anning). This process describes how to plan effectively. Every project relies in an effective planning and control process, even if the project is very small, it require planning. Planning process provides the project team with important information, for example, what is required, how it will be achieved and by whom and when, using what specialized equipment ect.
In PL the technique of '''product-based planning''' is used, it is a comprehensive planning method that enables the project managers to control progress, it provides a description of product requirements, which skills needed, quality and other requirements in order to developed a product that is within the required tolerances. <ref name=prinsg/><ref name=mspp/>

= Overview of Themes =
The third integrated element of PRINCE2 is the themes. The themes describe how PRINCE2 recommends to carry out various aspects of project management. For example, the risk themes recommends how to manage risk in a project. Each of the themes may be useful throughout all the processes described above in Overview of Processes.<ref name=prinsg/><ref name=mspp/>

== Business Case ==
The business case theme describes how to ensure the project have a solid and justified reason to exist.

== Organization ==
The organization theme defines the structure of the project team. It describes the various roles within the structure and sets out their responsibilities.

== Quality ==
The quality theme describes how to ensure that the project products are fit for the purpose for which they will be used.

== Plans ==
The plans theme describes how to plan and what products to create and what activities are needed to build the products.

== Risk ==
The risk theme describes how to manage providential threats and opportunity in the project.

== Change ==
The change theme describes how to manage change in the project.

== Progress ==
The progress theme describes how to track progress in the project and how to manage it in order to keep the project on track.

= Benefits =
A good project management method will guide the project through a controlled, well-managed and visible sets of activities to archive organization goals. Organizations are aware of the benefits a project management method can bring, and some of the benefits are <ref name=prinsg/><ref name=mspp/>:
* A repeatable method
* A structured method
* Building on experience
* Ensuring that everyone knows what to expect, where, how and when
* Early warning of problems
Sometimes projects are related to each other or they are a part of a larger program an organization is managing, in all these situations the PRINCE2 method is applicable, it can provide the organization with:
* Active involvement of users and stakeholders in the project
* Controlled management of resources
* Controlled management of risks
* focused on goal of the project, what the project is delivering, why and by whom
PRINCE2 provide the project with:
* Organized start, middle and end of a project
* Regular reviews of the progress
* Good communication between project management team and organization
Project managers are able to:
* Keep meetings in the vital points of the project
* Provide brief reporting about the project
* Divide projects into manageable stages in order to make the goals achievable

= Limitations and pitfalls =
As described throughout this article, PRINCE2 is the most structured methodology available for project management. Many organizations have successfully implemented this methodology and others have difficulties doing it. There are no limitations within this methodology, as mentioned before, this method can be used for all types of projects, no matter the size and requirements of the project.

Some of the pitfalls of PRINCE2 are described below:
* Using PRINCE2 too formally. Organizations, who are focusing more on procedures and individual tasks rather then on the results. In such organizations the employees work according to rules and they are less inclined to ask 'why'. The numerous standard activities of PRINCE2 often indicates that the implementation is going smoothly but the method may go from being a good standard to a straight-jacket, it may reinforce the existing culture within the organization and effect the focus of quality and improvement
* By Using PRINCE2 method a large number of documentation can be created, and sometimes unnecessary documents and know one knows what to use it for and why. A PRINCE2 project manager should in this case make decision of using the resources correctly and be more focused on results and not procedure
* Some organizations aim for certain standards of PRINCE2 method, it is a wrong approach because PRINCE2 standards depend on the size and requirements of a project.

Other points an organization should be aware of:
* Everyone involved in a project life cycle should be trained in PRINCE2
* Begin small and develop more, once the methodology is accepted in the organization culture
* Learn from experienced employees, employ people who have experience within this field

= Scalability =
Project management is a complex discipline and it will be wrong to assume, that a blind application of PRINCE2 methodology will result in a successful project. It will also be wrong to assume, that all PRINCE2 elements are applicable to every project, for this reason every process has its own note on scalability, and this provide guidelines, so it is clear for the project manager which elements of PRINCE2 is applicable in his situation. The positive aspects of this methodology is, that it can be tailored to particular needs of every project. <ref name=prinwiki>PRINCE2 Wikipidia, 14-sep-2015, https://en.wikipedia.org/wiki/PRINCE2</ref>

= References =
<references/>

Talk:Lean in Project Management

2015-09-22T18:36:11Z

S103745:

Mette: I like the idea and the topic you have chosen. Lean contains many tools, so you could maybe consider if you should focus on only one tool in case of not getting your hands too full. It would still be possible to look at the questions you have presented by only looking at one tool.

== Feedback ==

Reviewer 1: s141569

I find the article really interesting because it is referring in something that I did not really know about. It is a good chance to read something about lean and how it is used in project management and moreover in a company like Toyota.

I would suggest to the author to add some more examples to be more visible the way of using it. Moreover, it is not clear if the implementation is the same with the application. I would recommend to avoid unnecessary information because the article is going to be very long and hard to be read.

*The article in general is free of errors except few syntax errors in some sentences.
* It is written in an engaging style because I did not know a lot about this topic, so it attracted me to read it.
*The structure is very good in small and understandable sentences.
*The figures are not so many but they are clear, they are referred in the text and finally they are helpful in the section that they have been put. There is no reference if they are borrowed from somewhere (copyright)
*The article is properly formatted but with no hyper-links from Wikipedia. The graphics are used, are the photos that I referred above. There is no video in the article.
*According to the providing information, I believe that it is very interesting for a practitioner.
*I think that the article is related to a project, program or portfolio management topic.
*I think that the article is going to be very long and hard to be read because the length is almost 3.000 words and there are 2 chapters missing until the finish.
*There is a logical flow among the parts of the article.
*The starting summary describes what follows on extend.
*There are both sources and references.
*The article is based on different kind of resources. All of them I think they are of high quality.
*There is no link with other relevant pages in apppm wiki.

s113440 - Jacob:
*First of all, I'd say this is a very good article, obviously, a lot of work has been put into it, and it's written in an engaging way. With that said, it's also very long, and some chapters are missing, so I'd really recommend removing anything deemed unnecessarry - perhaps a section such as the "Relay race" may be removed? (It's a pretty common type of race I think)
*Generally clear of spelling errors and proper punctionation, there are a few, though, so I'd suggest spellchecking the document. A common mistake made two or three times is using "Further", rather than "Furthermore" (such as section: Lean Project Management, sentence: "Further Reusch identified examples of waste in projects in relation to the categories of waste introduced above. The results are shown below."
*In section Lean Thinking, I would be very careful with starting out with such a statement that most would think Toyota when they hear lean. I'm pretty sure I could find many that wouldn't - for instance, even though the company I currently work in (ATP) uses Lean quite a bit, I'm doubtful anyone would know where it originates from.
*Figure 2 almost fills the entire screen - I'd suggest either putting the two diagrams on top of eachother (old type of project management with the critical chain first, then the new way), or alternatively just centering the figure and letting the text come below and above it. Even if you do decide to keep it in the way it is, I would suggest flipping the two figures - it initially caused me some confusion to see the Critical Path first, then the Critical chain, and think: "Hmm, Lean seems to be doing this in a worser way than normal..." (I read left to right = old to new)
*The article seems based on many different sources, which is a good thing. All of them seems credible, too.

s103745 - Reviewer n°3 

Great job and a good article about LEAN in project management context, as you mentioned throughout your article, LEAN is important and can help to eliminated time waste and unnecessary tasks from a projects. You have successfully completed your article with any grammatical errors and you have covered all the aspects you should cover according wiki article guide.
* very small error in this line [Lean nowadays is applied throughout all departments in a company in order to eliminate as much “””waste””” as possible and thus increase profits]
* Application, Limitations and discussion of bibliography are missing.
* Consider a conclusion at the end of your article.
* [Figure 2: Reducing waste by implementing buffers and resource leveling] is not clear.

Talk:Lean in Project Management

2015-09-22T18:35:18Z

S103745:

Mette: I like the idea and the topic you have chosen. Lean contains many tools, so you could maybe consider if you should focus on only one tool in case of not getting your hands too full. It would still be possible to look at the questions you have presented by only looking at one tool.

== Feedback ==

Reviewer 1: s141569

I find the article really interesting because it is referring in something that I did not really know about. It is a good chance to read something about lean and how it is used in project management and moreover in a company like Toyota.

I would suggest to the author to add some more examples to be more visible the way of using it. Moreover, it is not clear if the implementation is the same with the application. I would recommend to avoid unnecessary information because the article is going to be very long and hard to be read.

*The article in general is free of errors except few syntax errors in some sentences.
* It is written in an engaging style because I did not know a lot about this topic, so it attracted me to read it.
*The structure is very good in small and understandable sentences.
*The figures are not so many but they are clear, they are referred in the text and finally they are helpful in the section that they have been put. There is no reference if they are borrowed from somewhere (copyright)
*The article is properly formatted but with no hyper-links from Wikipedia. The graphics are used, are the photos that I referred above. There is no video in the article.
*According to the providing information, I believe that it is very interesting for a practitioner.
*I think that the article is related to a project, program or portfolio management topic.
*I think that the article is going to be very long and hard to be read because the length is almost 3.000 words and there are 2 chapters missing until the finish.
*There is a logical flow among the parts of the article.
*The starting summary describes what follows on extend.
*There are both sources and references.
*The article is based on different kind of resources. All of them I think they are of high quality.
*There is no link with other relevant pages in apppm wiki.

s113440 - Jacob:
*First of all, I'd say this is a very good article, obviously, a lot of work has been put into it, and it's written in an engaging way. With that said, it's also very long, and some chapters are missing, so I'd really recommend removing anything deemed unnecessarry - perhaps a section such as the "Relay race" may be removed? (It's a pretty common type of race I think)
*Generally clear of spelling errors and proper punctionation, there are a few, though, so I'd suggest spellchecking the document. A common mistake made two or three times is using "Further", rather than "Furthermore" (such as section: Lean Project Management, sentence: "Further Reusch identified examples of waste in projects in relation to the categories of waste introduced above. The results are shown below."
*In section Lean Thinking, I would be very careful with starting out with such a statement that most would think Toyota when they hear lean. I'm pretty sure I could find many that wouldn't - for instance, even though the company I currently work in (ATP) uses Lean quite a bit, I'm doubtful anyone would know where it originates from.
*Figure 2 almost fills the entire screen - I'd suggest either putting the two diagrams on top of eachother (old type of project management with the critical chain first, then the new way), or alternatively just centering the figure and letting the text come below and above it. Even if you do decide to keep it in the way it is, I would suggest flipping the two figures - it initially caused me some confusion to see the Critical Path first, then the Critical chain, and think: "Hmm, Lean seems to be doing this in a worser way than normal..." (I read left to right = old to new)
*The article seems based on many different sources, which is a good thing. All of them seems credible, too.

s103745 review nr.3

Great job and a good article about LEAN in project management context, as you mentioned throughout your article, LEAN is important and can help to eliminated time waste and unnecessary tasks from a projects. You have successfully completed your article with any grammatical errors and you have covered all the aspects you should cover according wiki article guide.
* very small error in this line [Lean nowadays is applied throughout all departments in a company in order to eliminate as much “””waste””” as possible and thus increase profits]
* Application, Limitations and discussion of bibliography are missing.
* Consider a conclusion at the end of your article.
* [Figure 2: Reducing waste by implementing buffers and resource leveling] is not clear.

Talk:Lean in Project Management

2015-09-22T18:34:00Z

S103745:

Mette: I like the idea and the topic you have chosen. Lean contains many tools, so you could maybe consider if you should focus on only one tool in case of not getting your hands too full. It would still be possible to look at the questions you have presented by only looking at one tool.

== Feedback ==

Reviewer 1: s141569

I find the article really interesting because it is referring in something that I did not really know about. It is a good chance to read something about lean and how it is used in project management and moreover in a company like Toyota.

I would suggest to the author to add some more examples to be more visible the way of using it. Moreover, it is not clear if the implementation is the same with the application. I would recommend to avoid unnecessary information because the article is going to be very long and hard to be read.

*The article in general is free of errors except few syntax errors in some sentences.
* It is written in an engaging style because I did not know a lot about this topic, so it attracted me to read it.
*The structure is very good in small and understandable sentences.
*The figures are not so many but they are clear, they are referred in the text and finally they are helpful in the section that they have been put. There is no reference if they are borrowed from somewhere (copyright)
*The article is properly formatted but with no hyper-links from Wikipedia. The graphics are used, are the photos that I referred above. There is no video in the article.
*According to the providing information, I believe that it is very interesting for a practitioner.
*I think that the article is related to a project, program or portfolio management topic.
*I think that the article is going to be very long and hard to be read because the length is almost 3.000 words and there are 2 chapters missing until the finish.
*There is a logical flow among the parts of the article.
*The starting summary describes what follows on extend.
*There are both sources and references.
*The article is based on different kind of resources. All of them I think they are of high quality.
*There is no link with other relevant pages in apppm wiki.

s113440 - Jacob:
*First of all, I'd say this is a very good article, obviously, a lot of work has been put into it, and it's written in an engaging way. With that said, it's also very long, and some chapters are missing, so I'd really recommend removing anything deemed unnecessarry - perhaps a section such as the "Relay race" may be removed? (It's a pretty common type of race I think)
*Generally clear of spelling errors and proper punctionation, there are a few, though, so I'd suggest spellchecking the document. A common mistake made two or three times is using "Further", rather than "Furthermore" (such as section: Lean Project Management, sentence: "Further Reusch identified examples of waste in projects in relation to the categories of waste introduced above. The results are shown below."
*In section Lean Thinking, I would be very careful with starting out with such a statement that most would think Toyota when they hear lean. I'm pretty sure I could find many that wouldn't - for instance, even though the company I currently work in (ATP) uses Lean quite a bit, I'm doubtful anyone would know where it originates from.
*Figure 2 almost fills the entire screen - I'd suggest either putting the two diagrams on top of eachother (old type of project management with the critical chain first, then the new way), or alternatively just centering the figure and letting the text come below and above it. Even if you do decide to keep it in the way it is, I would suggest flipping the two figures - it initially caused me some confusion to see the Critical Path first, then the Critical chain, and think: "Hmm, Lean seems to be doing this in a worser way than normal..." (I read left to right = old to new)
*The article seems based on many different sources, which is a good thing. All of them seems credible, too.

s103745 review nr.3

Great job and a good article about LEAN in project management context, as you mentioned throughout your article, LEAN is important and can help to eliminated time waste and unnecessary tasks from a projects. You have successfully completed your article with any grammatical errors and you have covered all the aspects you should cover according wiki article guide.
* very small error in this line [Lean nowadays is applied throughout all departments in a company in order to eliminate as much “””waste””” as possible and thus increase profits]
* Application, Limitations and discussion of bibliography are missing.
* Consider a conclusion at the end of your article.
* [Figure 2: Reducing waste by implementing buffers and resource leveling] is not clear.

Talk:The Gantt chart and the usage nowadays

2015-09-22T18:05:19Z

S103745:

Josef: Hello, I like your idea. See if the "chronology" idea makes sense - if the Gantt chart changed significantly over the years, then this may be interesting. Otherwise, you could for example also discuss how other project management methods related to Gantt charts (e.g. how it needs a WBS, relationship to network plans, critical path etc.)

Jacob:
First of all, a very interesting article. It's following the structure, which is a good thing in my book, and the introduction gives us a clear overview of what it is we have to read. Nevertheless, I do have some comments:

*1 reference only is too few- you need to find more references to back up what you are saying!
*I'd suggest a spellcheck - your article is understandable, but there are some spelling errors, mainly in the Limitations section, that makes understanding more difficult
*I would maybe suggest the term "History" instead of "Throwback", considering that this is a scientific article, and throwback seems more like slang to me
*The first example of a Gant chart presented here needs some text commenting it
*Your reference to PERT/CPN is fine, but I would add another reference at the bottom of your page and refer to this as well.
*I would probably list the benefits before the drawbacks and rename the section to something else than Limitations, since benefits aren't really a part of the limitations.
*One of the drawbacks mentioned is that gant charts cannot be printed out on normal paper anymore due to their size, and you say this is not a drawback anymore "because of technology". This seems to be a gross simplification, and I would certainly still call this a drawback, since most still prefers to have various diagrams and such printed out and to have them physically during meetings, rather than just see them on a screen.
*In drawbacks, at the end, you say that several drawbacks have been eliminated with time, or are not as significant in the past. Since this is a document aimed at the present, perhaps only list those that are still relevant today, and move the others to the a "past drawbacks"?

s103745 - Reviewer n°2 
First of all great work and a good article about The Gantt Chart but there are some points you should consider about your article. You have covered all the requirements of Wiki article guide.
*I am missing an introduction about The Gantt Chart itself, I think you should consider moving the Throwback to the start of the article because you’re Throwback seems to be a short introduction.
*Missing a conclusion at the end of your article.
*Missing a short description of your bibliography.
*I think you should consider finding more than one reference.
You are almost there with you article, thanks for a good video guide to how to make a Gantt chart.

Talk:The Gantt chart and the usage nowadays

2015-09-22T18:05:00Z

S103745:

Josef: Hello, I like your idea. See if the "chronology" idea makes sense - if the Gantt chart changed significantly over the years, then this may be interesting. Otherwise, you could for example also discuss how other project management methods related to Gantt charts (e.g. how it needs a WBS, relationship to network plans, critical path etc.)

Jacob:
First of all, a very interesting article. It's following the structure, which is a good thing in my book, and the introduction gives us a clear overview of what it is we have to read. Nevertheless, I do have some comments:

*1 reference only is too few- you need to find more references to back up what you are saying!
*I'd suggest a spellcheck - your article is understandable, but there are some spelling errors, mainly in the Limitations section, that makes understanding more difficult
*I would maybe suggest the term "History" instead of "Throwback", considering that this is a scientific article, and throwback seems more like slang to me
*The first example of a Gant chart presented here needs some text commenting it
*Your reference to PERT/CPN is fine, but I would add another reference at the bottom of your page and refer to this as well.
*I would probably list the benefits before the drawbacks and rename the section to something else than Limitations, since benefits aren't really a part of the limitations.
*One of the drawbacks mentioned is that gant charts cannot be printed out on normal paper anymore due to their size, and you say this is not a drawback anymore "because of technology". This seems to be a gross simplification, and I would certainly still call this a drawback, since most still prefers to have various diagrams and such printed out and to have them physically during meetings, rather than just see them on a screen.
*In drawbacks, at the end, you say that several drawbacks have been eliminated with time, or are not as significant in the past. Since this is a document aimed at the present, perhaps only list those that are still relevant today, and move the others to the a "past drawbacks"?

s103745 - Reviewer n°2 
First of all great work and a good article about The Gantt Chart but there are some points you should consider about your article. You have covered all the requirements of Wiki article guide.
*I am missing an introduction about The Gantt Chart itself, I think you should consider moving the Throwback to the start of the article because you’re Throwback seems to be a short introduction.
*Missing a conclusion at the end of your article.
*Missing a short description of your bibliography.
*I think you should consider finding more than 1 reference.
You are almost there with you article, thanks for a good video guide to how to make a Gantt chart.