Managing Stage Boundaries (SB)
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Managing Stage Boundaries (SB) is a part of the PRINCE2 method, which was a standard for IT project management.
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[edit] Description of the Prince2 method
Prince (PRojects IN Controlled Environments) was first developed by CCTA, now part of OGC, in 1989 as a UK Government standard for IT project management. Initially developed only for the need of IT projects, the latest version, Prince2, is designed for all types of management projects. Figure 1 show the processes involved in managing a Prince2 project and how they link with each other, creating the normal content of a Prince2 project.
Prince2 is a process-based approach for project management method and provides a framework. Prince2 describes procedures to coordinate people and activities in a project, how to design and supervise the project, and what to do if the project has to be adjusted if it doesn’t develop as planned. In the method each process is specified with its key inputs and outputs and with specific goals and activities to be carried out, which gives an automatic control of any deviations from the plan. Divided into manageable stages, the method enables an efficient control of resources. On the basis of close monitoring the project can be carried out in a controlled and organized way. Being a structured methodology widely recognized and understood, Prince2 provides a common language for all participants in the project. The various roles and responsibilities involved in a project are fully described and are adaptable to suit the complexity of the project and skills of the organization. Despite the advantages explained above, some disadvantages come as well. Using Prince2 method means that a lot of documents and lists have to be written, its usage in small projects implies a volume of work relatively big. Because of the various roles and responsibilities involved, participants in the project can easily blame each other when something goes wrong.
[edit] Description of the process Managing Stage Boundaries (SB)
Prince2 outlines eight processes:
- Starting up a project (SP)
- Planning (PL)
- Initiating a project (IP)
- Directing a project (DP)
- Controlling a stage (CS)
- Managing stage boundaries (SB)
- Managing product delivery (MP)
- Closing a project (CP)
One of them is Managing Stage Boundaries (SB), which is a key step reflecting the decision point in the continuity of the project as planned, adjusted or stopped. The process involves preparing for the next stage and reviewing the current stage and also picks up the information which can help later in this project. In figure 2 we can see that the Managing Stage Boundaries (SB) provides essential planning input and control information to allow the effective conduct of the Directing a Project (DP) activities.
In this stage the responsibility is carried out by the Project Manager, who gives ideas to the Project Board about the possibility to succeed in finishing the project its business objective, project plan, risks and issues. The project can be easily controlled and managed if the SB is clear and is permitted to continue only once the Project Board is satisfied with the current stage end and next stage plan. The objectives of the SB are:
- Prove to the Project Board that all the products in the current stage are included and defined
- Providing the information needed for the Project Board to check if the project is still viable
- Obtaining authorisation to start the next stage , together with its margins of tolerance
- Recording any information or lessons useful in later stages in or other projects.
[edit] The products of the process (outputs) are
- Current Plan actuals, is used for showing the improvements from the original Stage Plan. For a better understanding the Stage Plan represents the base of the Project Manager day-to-day control and identifies in a level of detail key deliverables, resource requirements and the total cost.
- Next stage Plan represents the actual information stage with added facts and information. In this stage the approval for Next Stage Plan is asked and it will be given and permitted to continue only if the Project Board is satisfied with the current stage plan and next one.
- a Revised Project Plan
The Project Plan represents an overview on the total project, which identifies key deliverables, resource requirements, the total cost and major control points within the project, such as stage boundaries. It is used by the Project Board to measure the progress made until now. It must be revised and updated to reflect the latest understanding of the project.
- Update Risk Log
Risk Log is a document which provides identification, estimation, impact evaluation and countermeasures for all risks of the project. It should be created during the start-up of the project and developed during the life of the project and is used by the Project Board to check the viability of the project.
- a Revised Business case
Business case is a part of the project mandate and is produced before the project is initiated. It includes the reasons for the project, expected business benefits, expected costs and expected risks. Because the project doesn’t take place in a static environment the on-going viability of the project is monitored by the Project Board against the Business Case, which is update with any new changes.
- Lessons Learned Report,
During every stage some events might occur from which some lessons are released. Any new lessons are included in a report, which is updated with any changed from the current stage and used in future.
- Project Management Team,
Project managementTeam represents the entire management structure of Project Board, project manager, plus any Team Managers and project assurance roles. In this process the team is checked and the changes are updated if there are any.
- an End Stage Report
It is given by the Project Manager to the Project Board and contains the results achieved during the stage.
[edit] Overview
To visualize better the phases in the process, a process-data diagram of Managing Stage Boundaries (SB) is used. The left side of the diagram shows the activity flow inside the stages. Each phase consists of different activities which need to be carried out in order to achieve the success of SB process. In order to have a complete view, the person who carries out each stage is indicated in the lower right corner, of the left side of diagram. Each activity results in a concept. The concepts are depicted in the right side of the diagram. Below each stage with its activities and concepts will be explained.
[edit] The phases of the process
[edit] Planning a Stage (SB1)
The main objective of this stage is to prepare a plan for the next stage. This plan will be developed as described in Planning(PL) process. The responsibility is carried out by the Project Manager. “A plan is a document, framed in accordance with a pre-defined scheme or method, describing how, when and by whom a specific target or set of targets is to be achieved. A plan is a design of how identified targets for Deliverables, timescales, costs and quality can be met. Plans are the backbone of the management information system required for any project.” (1) Starting from a list of products which should be produced, a plan should include all specialist, management and quality products. In the next step a description of the products is done, together with quality requirements of the products. The management product, which is the Next Stage Plan is took into consideration and will require the preparation during the end of the stage. Next is the identification of the activities which are required to generate the products. The dependencies between the activities are depicted and resources that need for carrying out the activities are added. The risks are taken into consideration, followed by the identification of control points. Before the Stage Plan is presented to the Project Board, the Project Manager is consulted about timing and costs. The Team Management structure is checked for any new or changed positions and prepared for entering in the Next Stage Plan. Finally the draft of the Next Stage Plan is produced by this process, which represents the result of the SB1 phase.
Table of activities
| Activity | Sub-Activity | Description |
| Plan a Stage (SB1) | . | A Stage is a collection of activities and products whose delivery is managed as a unit. (1) The stage ends in a Planning process. |
| . | Include all products | A product describes everything that the project has to create or change (1) |
| . | Describe products | Description of a product's purpose, composition, derivation and quality criteria. It is produced at planning time, as soon as the need for the product is identified. |
| . | Determine quality requirements | Quality is the totality of features and characteristics of a product or service which bear on its ability to satisfy stated and implied needs. (1) |
| . | Trigger for Next Stage Plan | Next stage Plan represents the actual information stage with added facts and information |
| . | Define activities | Activity of a process existing in or produced by the project |
| . | Identify dependencies | Represents the identification of the interactions between activities |
| . | Estimate resources, time &costs | Time is a particular period which is needed for the project and Cost is the amount of money needed for producing the products of the project. Resources represent the amount of things which are need for creating a product. |
| . | Agree on quality activities control | Quality is the totality of features and characteristics of a product or service which bear on its ability to satisfy stated and implied needs. (1) |
| . | Assessing the risk | Is the step where the risk is valued or judge its importance. Risk is the chance of exposure to the adverse consequences of future events; a Risk Log represents the totality of all risks added during the project. (1) |
| . | Identify control points | Control is all about decision-making, and is the central role of project management. (1) |
| . | Update team management structure | Project management Team represents the entire management structure of Project Board, Project Manager, plus any Team Managers and project assurance roles. (1) |
| . | Draft Next Stage Plan | Next stage Plan represents the actual information stage with added facts and information |
Table of Concepts
| Concepts | Definition and Source of the definition |
| PLANNING | Is the process which provides information about what is required, why is required, how it will be achieved and by whom, using what specialist equipment and resources and when events will happen (1) |
| PRODUCTS | A product describes everything that the project has to create or change (1) |
| DESCRIPTION | Represents the totality of a product's purpose, composition, derivation and quality. (1) |
| QUALITY REQUIREMENT | Is the quality of the product which has to be constructed (1) |
| ACTIVITIES | Activity of a process is the work which is necessary for generate the products of the project (1) |
| DEPENDENCIES | Represents the identification of the relations between activities, which activity is supported by which. (1) |
| RESOURCES,TIME & COSTS | Resources are the total prerequisites need for a product of the project, time is the life cycle of the project and costs represent the budget allocate to the project. (1) |
| AGREEMENT ON QUALITY | Quality is the totality of features and characteristics of a product or service which bear on its ability to satisfy stated and implied needs. (1) |
| EVALUATION OF RISK | Risk is the chance of exposure to the adverse consequences of future events; a Risk Log represents the totality of all risks added during the project. (1) |
| IDENTIFICATION | Identifies the Control. It is all about decision-making, and is the central role of project management. (1) |
| TEAM COMPOSITION | Project management Team represents the entire management structure of Project Board, Project Manager, plus any Team Managers and project assurance roles. (1) |
| DRAFT | Contains the main ideas and intentions for the Next Stage Plan, not yet developed (1) |
[edit] Updating a Project Plan (SB2)
The Project Board uses the Project Plan during the project to measure the progress. Because of this in this phase of the process the Project Plan is revised on the base of three documents; the Stage Plan, the Next Stage Plan and in case it is an Exception Plan as well, in case the project objective changed. Responsibility: Project Manager. The Project Quality Plan together with Project Approach are reevaluated and improved to show the current understanding of the project and form a base for updating the Project Plan. Next is the verification of the Next stage Plan or in case it is also of the Exception Plan. The Project Plan is updated based on the actual costs from the current stage Plan and new activities and costs from the Next stage Plan. In case there are any new changes are required an update of them and after this the updating required is asked for the Project Plan.
Table of activities
| Activity | Sub-Activity' | Description |
| Update a Project Plan(SB2) | . | Project Plan represents the overview of the total project. It identifies key deliverables, resources requirements, total costs and major control within the project, such as stage boundaries. (1) The SB2 phase ends in an updating concept |
| . | Verify current Stage Plan | Stage Plan is similar to the Project Plan in content, but each element will be broken down to the level of detail required to be an adequate basis for day-to-day control by the Project Manager. (1) |
| . | Reassess Project Quality Plan & Project Approach | Project Approach defines the type of solution to be developed by the project and/or the method of delivering that solution.(1) |
| . | Refined Project Quality Plan & Project Approach | Project Quality Plan the definition of key quality criteria and quality control and audit processes to be applied to project management and technical work in the Prince project. It will be part of the text in the Project Initiation Document. ( 1) |
| . | Verify Next Stage Plan &/or Exception Plan | Next stage Plan represents the actual information stage with added facts and information |
| . | Update changes | A change is an event that occurs when something passes from one state or phase to another |
| . | Update Project Plan | Project Plan represents the overview of the total project. It identifies key deliverables, resources requirements, total costs and major control within the project, such as stage boundaries.(1) |
Table of Concepts
| Concepts | Definition and Source of the definition |
| UPDATING | Is the process in which are added new information and changing the project design(1) |
| STAGE PLAN | Stage Plan is similar to the Project Plan in content, but each element will be broken down to the level of detail required to be an adequate basis for day-to-day control by the Project Manager. (1) |
| QUALITY & APPROACH PROJECT | Project Approach defines the type of solution to be developed by the project and/or the method of delivering that solution.(1) Project Quality Plan the definition of key quality criteria and quality control and audit processes to be applied to project management and technical work in the Prince project. It will be part of the text in the Project Initiation Document. ( 1) |
| REFINING | Represents the improvements done after the changes were taken into consideration. (1) |
| NEXT STAGE PLAN | Next stage Plan represents the actual information stage with added facts and information (1) |
| CHANGES | Represents an event which occurs when the project passes from one state or phase to another. |
| PROJECT PLAN | Project Plan represents the overview of the total project. It identifies key deliverables, resources requirements, total costs and major control within the project, such as stage boundaries.(1) |
[edit] Updating a Project Business Case (SB3)
Due to the fact that projects can be affected by external or internal events the Business Case requests an update in terms of costs, benefits and timing. In the first part the Risk Log, Issue Log, Project Plan, Next Stage Plan and/or an Exception Plan are examined to see if there any changes occurred. A revised Business Case is created. In case of any changes, the Project Manager requests an authorization to proceed. This authorisation will be obtaining only after the Project Board checks the viability of the project. If the project is still in the boundaries limits obtains the approval, if costs and/or time are to be more then expected or the benefits are lower then those agreed in the Business Case, the Project Board needs to have the revised Business Case approved by the Programme management or corporation. Benefits of the project are the first responsibility of the Customer. Obtaining the approval the next stage is taken into consideration.
Table of activities
| Activity | Sub-Activity | Description |
| Update a Business Case (SB3) | . | Business Case is used to define the information that justifies the setting up, continuation or termination of the project, is a part of the project or separate document referenced by the project mandate produced before a project is initiated. (1) Ends in updating process. |
| . | Examine Project Plan | Project Plan is a high-level plan showing the major products of the project, when they will be delivered and at what cost. (1) |
| . | Control Risk Log | Risk is the chance of exposure to the adverse consequences of future events; a Risk Log represents the totality of all risks added during the project. (1) |
| . | Check Issue Log | A log of all issues and change request raised during the project, showing details of each issue, its evaluation, what decisions about it have been made and its current status.(1) |
| . | Check Next Stage/ Exception Plan | Exception Plan is a plan which follows an exception report. (1) |
| . | Review Business Case | Business Case is used to define the information that justifies the setting up, continuation or termination of the project, is a part of the project or separate document referenced by the project mandate produced before a project is initiated.(1) |
| . | Request to proceed | Is the step when the project asked a confirmation for going further |
| . | Check viability | The project is still capable of normal growth and development |
| . | Approved by Project Board | Project Board represents at managerial level the Business, User and supplier interests of the project. The members of it are the decision-makers and responsible for the commitment of resources to the project.(1) |
| . | Request authorisation from Programme Management | Programme Manager is the key link between Programme and projects, providing direction to the Project Managers on Programme Projects. It establishes and manages the Programme Plan, which caries out the day-to-day management of the Programme’s portfolio. (1) |
| . | Revised Business Case | The Business Case is update with all the changes. |
Table of Concepts
| Concepts | Definition and Source of the definition |
| UPDATING | Is the process in which are added new information and changing the project design(1) |
| PROJECT PLAN | Project Plan is a high-level plan showing the major products of the project, when they will be delivered and at what cost. (1) |
| RISK LOG | Risk is the chance of exposure to the adverse consequences of future events; a Risk Log represents the totality of all risks added during the project. (1) |
| ISSUE LOG | A log of all issues and change request raised during the project, showing details of each issue, its evaluation, what decisions about it have been made and its current status.(1) |
| CHANGES | Any activities which may have an effect on the Business Case.(1) |
| REQUEST | Represents the approval for going further with the project |
| VIABILITY | The project is still capable of normal growth and development set in the Business Case. |
| APPROVAL | The decision point for the project. |
| REVISION OF BUSINESS CASE | Business Case is used to define the information that justifies the setting up, continuation or termination of the project, is a part of the project or separate document referenced by the project mandate produced before a project is initiated.(1) |
[edit] Updating the Risk Log (SB4)
The purpose of this stage is to examine the risk and update the changes. It is used by the Project Board to review the viability of the project. The stage is carried out by the Project Manager. A project during its life arise new risks. This exposure should be regularly reviewed. Updating the Risk Log is a cyclic process during stage through the project. In order to check if the risks have increased, disappeared, decreased, happened or stayed the same, the Project Plan, Next Stage Plan or an Exception Plan, Business Case, Project Issues are examined. Next step consists in the verification of the results and if any new risks arisen the Project Manager requests an updating of the Risk Log. How all the changes are recorded in Issue Log, a revise of this is mandatory for creating the audit trail between cause and effect. Ready for SB5!
Table of activities
| Activity | Sub-Activity | Description |
| Update the Risk Log (SB4) | . | A document which provides identification, estimation, impact evolution and countermeasures for all the risks to the project. It is create during the start-up of the project and developed during the life of the project. (1) This ends in the revising process. |
| . | Examine updates at Project Plan | Project Plan is a high-level plan showing the major products of the project, when they will be delivered and at what cost. (1) In this step all the changes of the major products are considered and examined from the risks point of view. |
| . | Examine Next Stage Plan or Exception Plan | Exception Plan is a plan which follows an exception report.(1) |
| . | Examine Business Case | Business Case is used to define the information that justifies the setting up, continuation or termination of the project, is a part of the project or separate document referenced by the project mandate produced before a project is initiated. |
| . | Examine new Project Issue | A term used to cover both general issues and change requests raised during the project. It can be about anything to do with the project. They cover questions, suggestions, Requests for change and Off- Specifications. (1) |
| . | Verify the new results | Is the point where all the information are taken into consideration and make changes on its based |
| . | Update the Risk Log | Risk is the chance of exposure to the adverse consequences of future events (1) |
| . | Update the Issue Log | A log of all issues and change request raised during the project, showing details of each issue, its evaluation, what decisions about it have been made and its current status. |
Table of Concepts
| Concepts | Definition and Source of the definition |
| REVISING | Is the process where the project is reconsidered in order to improve it or correct it ( 1) |
| PROJECT PLAN | Project Plan is a high-level plan showing the major products of the project, when they will be delivered and at what cost. (1) |
| BUSINESS CASE | Business Case is used to define the information that justifies the setting up, continuation or termination of the project, is a part of the project or separate document referenced by the project mandate produced before a project is initiated.(1) |
| RESULTS | A result is something that happens or exists because of something else. |
| RISK LOG | Risk is the chance of exposure to the adverse consequences of future events (1) Risk Log is the totality of all the risks raised during the project. |
| ISSUE LOG | A log of all issues and change request raised during the project, showing details of each issue, its evaluation, what decisions about it have been made and its current status. |
[edit] Reporting Stage End (SB5)
This process represents the results of a stage and is given by the Project Manager to the Project Board. It goes out in form of a report which contains information about costs, products produced and dates achieved. The process should happen close, how much is possible, to the actual end of the stage. The report contains the actual results in terms of costs, dates achieved and products produced. The Project Issue is summarized and is included in the report. The Project Manager includes also a report regarding Risk Log and Quality activities. If the report has been triggered by an Exception Plan, then a necessary update of the report is needed. Any new lessons learned during the current stage are added as well. After all those things are checked and included in the report the Project Manager has a view on it and if the project still remains viable, a request to proceed to the next stage will go with End Stage Report. The Communication Plan is examined and in case of any interested parties asks information; everything is ready to be done.
Table of activities
| Activity | Sub-Activity | Description |
| Report stage End (SB5) | . | A report given by the Project Manager to the Project Board at the end of each management stage of the project. This provides information about the project performance during the stage and the project status at stage end.(1) |
| . | Include report on actual products, costs & dates | Describes detailed information about the actuals of the Stage. |
| . | Identify the Issues | Issue is some information or event that is thought about |
| . | Include report on Risk Log & Quality activities | A document which provides identification, estimation, impact evolution and countermeasures for all the risks to the project. It is create during the start-up of the project and developed during the life of the project. (1) |
| . | Trigger of an Exception Plan | Exception is a situation where it can be forecast that there will be a deviation beyond the tolerance levels agreed between Project Manager and Project Board. |
| . | Update the report | Report is the act that describe and informs about the project |
| . | Include Next Stage Plan | Next stage Plan |
| . | Include Project Plan in case is one | Project Plan is a high-level plan showing the major products of the project, when they will be delivered and at what cost. (1) |
| . | Include any new lessons | A lesson includes statistics from the quality control of the projects management products. (1) |
| . | Reporting Stage End | A report given by the Project Manager to the Project Board at the end of each management stage of the project. This provides information about the project performance during the stage and the project status at stage end.(1) |
| . | Request authorization to proceed | Is the step when the project asked a confirmation for going further |
| . | Examine Communication Plan | Communication Plan represents the plan where all information are catch and available for any external part which requires information about the project. |
Table of Concepts
| Concepts | Definition and Source of the definition |
| REPORTING | Represents the step where is given a description of the project and information about it (1) |
| ACTUAL DATES | Represents the dates in form of costs, products, resources from the actual stage. |
| ISSUE LOG | A term used to cover both general issues and change requests raised during the project, can be about anything to do with the project. They cover questions,
suggestions, Requests For Change and Off-Specifications (1). |
| EXCEPTION PLAN | Exception is a situation where it can be forecast that there will be a deviation beyond the tolerance levels agreed between Project Manager and Project Board. |
| REPORT | Report is the act that describe and informs about the project, what is happened inside of the project. |
| NEXT STAGE PLAN | Is the Stage Plan prepared during the actual stage to enter in the next one. |
| PROJECT PLAN | Project Plan is a high-level plan showing the major products of the project, when they will be delivered and at what cost. (1) |
| LESSONS | A lesson includes statistics from the quality control of the projects management products. (1) |
| END STAGE REPORT | A report given by the Project Manager to the Project Board at the end of each management stage of the project. This provides information about the project performance during the stage and the project status at stage end.(1) |
| AUTHORISATION | Is the step when the project asked a confirmation for going further |
| COMMUNICATION PLAN | Communication Plan represents the plan where all information are catch and available for any external part which requires information about the project |
[edit] Producing an Exception Plan (SB6)
This process is developed like any other plans of Prince2 method and is produced due to a deviation which exceeds the tolerance bounds. The deviation should be recognised during the Controlling a stage (CS) and the Project Manager should attention the Project Board about it through an Exception Report. In this case the Project Board will request to Project Manger to create an Exception Plan. “A plan is a document, framed in accordance with a pre-defined scheme or method, describing how, when and by whom a specific target or set of targets is to be achieved. A plan is a design of how identified targets for Deliverables, timescales, costs and quality can be met. Plans are the backbone of the management information system required for any project.” (1)
Starting from a list of products which should be produced, a plan should include all specialist, management and quality products. In the next step a description of the products is done, together with quality requirements of the products. The assumptions are made. Next is the identification of the activities which are required to generate the products. The dependencies between the activities are depicted and resources that need for carrying out the activities are added. The risks are taken into consideration, followed by the identification of control points. Before the Exception Plan is presented to the Project Board, the Project Manager is consulted about timing and costs. The Exception Plan runs from the present time to the end of the stage. In case the Project Plan is in exception a revised Project Plan should be create. At the end of the stage the Exception Plan is created. The Project Manager is responsible for this plan.
[edit] Techniques
[edit] Product based planning
Due the fact Prince2 provides a product-based framework, this technique can be used for all levels of plan found in a project. The Product Based Planning can be applied at any project for having a logical sequence to the project’s work. The technique is concluding from three steps:
-
- producing a Product Breakdown Structure.
- writing Product Descriptions.
- producing a Product Flow Diagram.
This technique is created from the Product Breakdown Structure and shows the steps in improving the products of the plan and identifies dependencies on every product outside the purpose of the plan. The flow is only in one direction, either from top to the bottom or from left to right. A useful direction to start the flow of a product is to” top and tail”, which means to put the final product at the bottom and the prerequisites at the top (in ellipses).
[edit] Change Control Approach
This technique evaluates the impact of potential changes, which must cover the area of Business, User and Supplier. All changes are recorded in a Project Issue and are handling through the same change control approach. After the impact analysis the project can’t be corrected in the tolerance boundaries, the Project Manager follows the exception procedures like Producing an Exception Plan (SB6). Two potential approaches can be taken into consideration: record changes at Programmelevel for see where the decision should be done and at any authorisation loop change control of the project a Programme representative should be included. The responsibility is carried out by Project Manager.
[edit] Quality review techniques
Is a technique which identifies the defects and agreement of them and provides a platform for product improvement. It is for error/opportunity identification, not correction. There are three basic steps:
-
- Preparation
- Review meeting
- Follow-up
The responsibility flows through four roles:
[edit] Project filing techniques
This technique is a filing system, which is suggested to be use by the project. In Prince three are the major types of file:
[edit] Example
A construction company has taken on the job of building a block of houses. While doing the foundations of the houses, one of the cement machines breaks down and the construction of the foundations has to be stopped. Experts involved in the building process which are being consulted by the project manager estimate it will take several days before construction can be resumed.
This means a considerable delay on the deadline of this building stage. During this delay the salaries of the workers have to be paid as normal. Added to these costs come the costs of replacing the broken down cement machine. The project manager calculates the several different costs and reviews the delay time caused by the machine brake down. He reports the newly calculated risks in his updated Risk Log.
On the base of those changes the Project Manager records the occurred changes of the project in the Issue Log.
With an updated issue log after a few days the construction of the foundations of the houses is resumed. To obtain authorisation to continue the project, the Project Manager, presents to the Project Board an End Stage Report, this includes the Risk Log and Issue Log as well. The end stage report is examined by the project board; they compare it with the initial dates of the stage and evaluate if the project still remains within the designed boundaries set to the current project stage. The conclusion of the project board is that the operation is still within the boundaries so the project remains viable and should continue. The project manager is informed about this by the project board and he provides essential planning input and control information to allow the effective conduct of the Directing a Project (DP) activities.
[edit] See also
- PRINCE2
- List of project management topics
- Method
- Procedure
- Requirement
- Process
- Business case
- Risk
- Project Plan
- Resource
- Project team
- Project Management
- Planning
- Quality
[edit] References
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- Office of Government Commerce (2005), Managing Successful Projects with PRINCE2 (PRINCE2 Manual), The Stationary Office, (Official PRINCE2 publication), which represented the main inspiration.
- Newman, Pippa (1997), Professionalism in Project Management (Digest No: 1997/373), PRINCE2 [project management method], pages 1-2
- Bradley, Ken (2002), Passing the PRINCE2 examinations, London: The Stationery Office
