Prince2 Principles Part 3

Prince2 principles help deliver a project management procedure that is independent of a project scale, type, the organization, geography or culture. It does this as it is based on seven 'principles'. Learn from experience, Defined roles and responsibilities, Tailor to suit the project environment, Manage by exception, Continued business justification, Focus on products and Manage by stages. In part 2, we looked at 'defined roles and responsibilities' and 'manage by stages'. In part 3 we describe 'tailor to suit the project environment', 'focus on products' and 'manage by exception'.

Manage by exception:

Prince2 projects have outcomes or deliverables which Prince2 calls 'product'. This might result in problems with understanding with the 'finished or completed product' overall. All of these 'products' will result in certain aims that encompass detailed tolerances and established limits of delegated authority.

The technique determines the duties for delivering, directing and managing the project with transparent accountability. Accountability exists through the targets tolerances. There are 6 altogether. They are risk, benefit, quality, scope, time and cost. The tolerances are established to ensure the Project Manager can easily manage by exception, that is, he will only seek senior management guidance when these are over stepped. This concept stimulates confidence and shortens inessential time used up in decision making by senior personnel.

If difficulties or 'issues' do happen Prince2 utilizes the Change process to deal with them. The control process insures that all issues are detected and result in the appropriate measure.

Focus on products:

Under the Prince2 principles tasks occur to achieve project 'products'. That is, a project which prospers should be output lead and certainly not task lead. In order to do this, the project must specify the product requirements ahead of commencing the activities to produce them. They afford the basis on which plans are produced, controls are put in position and constitute a significant component of the scope. Since the project exists to satisfy the demands and hopes of the different stakeholders the products and their quality expectations, and the criteria against which they should be gauged, must be recognized at the kickoff by the project management team. These will be outlined in the Product Descriptions record in which are present their purpose, quality criteria, quality method, composition, derivation and format. They are used to decide dependencies, effort estimates, resource requirements, and activity schedules.

The lack of Product Descriptions will trigger disputes, reworks, confusion and movement beyond the project scope as well as the irritation of the user.

Tailor to suit the project environment:

Prince2 is a generic project management procedure. Hence, it may be tailored to any type of project. The project's are taken into account. This includes the organization, geography, project type or culture.

The Prince2 approach is not there to adhere to slavishly or, at the opposite end of the scale, neglect totally. All projects are going to demand a level of tailoring.

The process takes into account the resource, procurement processes and finance that are available to support the project. It makes sure that the controls required for any type of project are allied to its attributes, like, capability, risk and scale etc.

Prince2 offers the essential guidance to the Project Manager and the Project Board to place tailoring of a project into effect. This might be summarised in the Project Initiation Document which indicates exactly how the procedure has been modified to accommodate the project.

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