PRINCE2 provides a common language across all the interested parties. Bringing customers and suppliers together generally involves contracts and contract management. These aspects are outside of PRINCE2. However, the method recognises the need for a project's controls and breakpoints. That allows projects to succeed in a contractual framework. Controlling Change Purpose: to enable the project manager to provide the project board with sufficient information to be able to: helps participants focus on the viability of the project in relation to objectives mentioned in the business case detailed stage plan for the current management stage, aligned with the overall project plan timescales , produced before the start of that stage

Anyone involved in a project – whether team members, coordinators, or project support staff – will benefit from understanding the basics of PRINCE2. This will only serve to facilitate improved collaboration, understanding, and effectiveness within project teams. Senior management Before getting specific about PRINCE2, these are some general points about project management. They should help put everything into context. team managers, team members and suppliers are clear about what needs to be produced and what is the expected effort, cost or timescalesIt separat es the project management work from specialist contributions, like design or construction Why does this matter? Because effective senior management involvement is one of the key contributory factors to a project’s success. Get it wrong, ignore the importance of your role or misjudge what the project team requires from you and you risk creating problems and even project failure further down the line. Defining direction One of the key takeaways from the guide is that the ideal working relationship between project board and project manager is a perfectly balanced 50/50 split; where the project board directs effectively and the project manager delivers projects to timescale and budget.

This book is more than just a resource for understanding PRINCE2 and project management. It’s also a detailed playbook providing actionable, step-by-step guidance for successfully executing projects of any type and scale. The book covers all the five main components of the methodology: principles, people, practices, processes, and project context. Managing a stage boundary is not performed towards the end of the final management stage , except an exception plan may be created on need basis . Closing A Project (CP)PRINCE2 is firmly established as the world's most practiced method for project management and is globally recognized for delivering successful projects. The updated 2017 guidance, its first since 2009, places a strong emphasis on the scalability and flexibility of the method and on how best to tailor it to the complexity and specific requirements of a project. The best practice represented by the PRINCE2 method is supported by a scheme that offers three levels of certification: Foundation, Practitioner and Professional. The PRINCE2 method comprises of seven themes, principles, and processes and equips practi-tioners with the skills and knowledge to manage projects in a wide range of environments. proper attention is focused on delivery of the management stage’s products by monitor ing to avoid uncontrolled change and loss of focus The Managing Successful Projects with PRINCE2® 7th Edition guidance emphasises the scalability and flexibility of the method and on how to tailor it to the complexity and requirements of a project. agreed products for the management stage are delivered to stated quality standards, within cost, effort and time agreed The people chapter covers how projects will affect people in their business-as-usual activities. How well the change delivered by the project is implemented depends not only on the project team, but also by the strength of the relationships they have with the people impacted by the project.

Eliyahu M. Goldratt (1997). Critical Chain. Massachusetts: The North River Press. 246. ISBN-13: 978-0884271536 inspires to learn lessons from experience in the projects and helps in continual improvement with in the organizations . To describe what a project should do and when, PRINCE2 has a series of processes. These cover all the activities needed on a project, from starting up to closing down. PRINCE2 Project Management Roles Project Manager Each PRINCE2 project has a project board. It’s made up of the customer (or executive), someone representing the user side and someone representing the supplier or specialist input.

Who should read it?

record any information gathered or lessons learned that can help later management stages of th e current project and/or other/future projects Refer to the Project Board if any delegated limits of authority or allocated change budget are forecast to be exceeded. recognize that objectives set out in the original PID documents have been achieved (or approved changes to the objectives have been achieved), or that the project has nothing more to contribute Characteristics of project work that differentiates itself from business as usual (BAU) are Change, Temporary, Cross-functional, Unique and Uncertainty

Senior managers performing more strategic roles often find themselves operating as PRINCE2 project board members, taking decisions about project initiation, resources, and risk management. This group will also find enormous value in this manual.PRINCE2 ( PRojects IN Controlled Environments) is a process-based method for effective project management. PRINCE2 is a de facto standard used by the UK Government, widely recognised and practised in the private sector in the UK and internationally. Students who study project management or related fields at university will find the manual an important resource for academic purposes. The PRINCE2 is a globally recognized methodology and understanding it in depth can be a significant asset in their studies and future careers. Consultants and trainers