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PRINCE 2 Overview

PRINCE 1 was intended to be a generic methodology that could be applied to all project environments. In practice Government and Information System Development departments became the main users because of its use of specialist terminology and inflexible approach.

Its apparent complexity led to a reputation for bureaucracy and form filling. This issue was addressed in PRINCE 2 where a more generic and flexible structure was introduced to a wider audience.

The structure of PRINCE 2 gives a sound basis for designing any methodology. It is based around:

o Clear project selection, initiation and definition methods
o Integration of planning and control processes in the project lifecycle
o Control of time, cost and performance
o Management of risk and change
o Management of issues
o Integration of the project organisation and consistent roles and responsibilities
o Consistent close out, handover and review processes

Two aspects of PRINCE 2 that give a flavour of its approach are its emphasis on product based planning and its organisational structures:


Organisational structure
A typical PRINCE 2 project organisation is shown below.
Clearly PRINCE 2 was designed for projects of a reasonable size. That does not mean it is of no use for smaller projects. There are many excellent principles embodied in the document and you are free to adapt any of the elements in your own approach.

PRINCE 2 defines the scope and responsibility of each role to ensure that everyone understands their role in the project.


Product Based Planning

Three types of product are defined: Management, Technical and Quality:


Management products define contents and standards for:

o Project planning and control documentation such as the Project Initiation Document, Business Case and Project Plan.
o Common project meetings such as team checkpoints and assessments in the middle and end of lifecycle stages
o Reports generated during the project including highlight, checkpoint and issue reports.
o Documentation for change and risk management
o Taking remedial action when problems arise

Quality products define how the project will manage quality and performance of the deliverables. Such elements include:

o Defining quality product descriptions to ensure consistency
o Quality review meetings
o Processes for managing substandard work

Technical products define standards for project deliverables. Every product must have a Product Description, which clearly defines the nature of, and acceptance criteria for, the product.

By including Management and Quality products as well as Technical products, PRINCE 2 is giving the same emphasis to the management of the project as to the product itself.