You probably already know that PRINCE2 is a generic, tailorable, simple, Step-By-Step project management method - Right?

...and you also know that Prince2 describes how to organize, manage and control a project, such that it will deliver the right products on time and within budget, as well as help manage risk, control quality and change in an effective manner. So far, so good.

A project is unique, has a temporary organization, is used to deliver change via one or more business products, often uses cross-functional resources, has uncertainty, and must have a viable, desirable, and achievable Business Case...Phew! - must be easy then!

But I haven't finished yet. You will probably know that there are 6 variables involved in ANY project:

• Cost
• Timescale
• Quality
• Scope
• Risk
• Benefits (from the Business Case)

All these need to be first identified and prioritized, and then used as the basis against which the project is planned, managed and controlled.

The Bedrock that Prince2 is built upon is summarized within Seven interlocking Principles:

• The Business Case must have continued business justification
  (= viable, desirable and achievable)
  
• The project must learn and build upon previous lessons
  
• The Project Management Team must have defined roles and responsibilities
  (and should be based upon suitable individual's knowledge, skills, experience, authority, availability and commitment)
  
• The project must be managed by, and contain at least two Stages, (the Initiation Stage and at least one Delivery Stage) with End Stage Assessment control points throughout the project
  
• The project must use the "Manage by Exception" approach
  (where appropriate management levels set a tolerance band to establish limits of delegated authority, - often cost and time, and escalation occurs to the higher level should the tolerance be forecast to be exceeded)
  
• Focus on Products. The agreed set of Products; their definition and quality expectations, are used to provide clarity, the starting point of planning - defining the scope and control of the project
  
• Prince2 must be tailored to suit the environment, size, complexity, importance, capability and risk of a project

There is no "perfect" way to harness Prince2 to the needs of a specific project, and frankly, it would need and deserve, more detail than this short article - but here's a (simplified) start for you:-

1. Obtain the "trigger" to kick Prince2 into life via the Project Mandate from a suitable level of authority (termed Corporate or Program Management)
   
   
2. Define and appoint the project management team
   
   
3. Gather the requirements, prioritize the customer's quality expectations and refine these into acceptance criteria
   
   
4. Define the project definition (terms of reference), the approach to deliver the products, the Project Product Description, and an outline Business Case - all contained in the Project Brief. The expected benefits are defined by the Senior User role. A plan for the initiation stage is needed to determine the resources and timescale of that stage.
   
   
5. The Project Board now needs to give approval (or not!) to formally start the project - and the Initiation Stage is started with the purpose of creation the Project Initiation Documentation.
   
   
6. The Project Plan document is created (Stage Plans and optional Team Plans are created in a similar way):-
   - create the Product Breakdown Structure (a hierarchical diagram)
   - create Product descriptions
   - create the Product Flow Diagram (showing the sequence of creation of the products)
   - identify the activities needed for the creation of each product
   - estimate the resources, duration, and risk actions for each activity
   - create appropriate network and gantt diagrams including resource requirements
   - determine project budget, resources and timescale including milestone events
   and control points
   - complete the document by adding the appropriate narrative sections
   
   
7. Create the first Delivery Stage Plan (the 2nd stage), ensure all documentation is updated and seek approval from the Project Board, who will state how often Highlight Reports are needed, and the define the stage tolerance levels
   
   
8. The Project Manager gives out Work Packages to the specialist team, and after their agreement, work starts on creating the specialist products
   
   
9. The specialist team provide progress of the product creation, their quality reviews, and subsequent approval - back to the Project Manager.
   
   
10. The Project Manager manages change, general issues and risks, and takes corrective action where needed within tolerance. Progress is tracked, managed and controlled against the Stage Plan.
    
    
11. Should tolerance be forecasted to exceed, the Project Manager raises and Exception Report to the Project Board defining the reasons, impact, options for recovery, and a recommended option. The Project Board may ask for premature close or an Exception Plan. Should it be the latter, the Project Manager prepares the Exception Plan, updates the Project Plan, Business Case, and risk situation, and brings this information before the Project Board at an Exception Assessment for their approval (or not!) If approved, this plan is then used as the next stage plan.
    
    
12. At the end of each successful stage, an End Stage Assessment occurs (essentially a Business Review), before proceeding to the next stage. The final delivery stage uses the Closing a Project process after the final work package is completed, to hand over the products, obtain customer acceptance, and then seek the Project Board's approval to close the project

Well, the "prince2 spotters" out there will realize I've missed out a fair bit of detail - but if you're thinking about attending a Prince2 training event - then this will give you a high-level view of a Prince2 Project.

For a more detailed look at Prince2 - I recommend you check out:

http://www.prince2primer.com there is a free download for my valuable Flash File Summaries

Good Luck on YOUR path to PRINCE2 Practitioner!