Output = Product

Outcome: the qualitative impact of the project

Benefit: a quantitative Outcome or project impact.

Project should be justified to begin and it should be confirmed at various

intervals throughout the project.

Avoid confusion by assigning dedicated project-based roles

ROLES:
- Executive: represent the Business.
- Senior User: represent the end user.
- Senior Supplier: represent specialties who will create the product.
- Project Manager, Team Manager, Project Support, Project Assurance

Board: Accountble for Direction & the over all success of the project.
Project Manager: Day to Day activities.
Members: deliver the project products.
Tailoring:
Done by PM, documented in the PID, and collaborate with sths and Proj
Assurance to get Board approval.

Tailoring:
- The trick is to get the balance right:
- The maximum control for the minimum bureaucracy, so that everything
is in control, but the team isn't overburdened.
- Think of developing the Tailoring plan for your project as a mini project
of its own.
- Applying the Principle of Continued Business Justification, your Tailoring
project must deliver actual benefits.
- At each step ask yourself, "How is this step benefiting the main project?"

 Principles are like the rules you have to obey during the project.
 Themes are the areas where you have to obey the rules.
 Processes are what you actually have to do, to obey the rules.

 PRINCE2 calls changes "issues", which can be confusing at times.

 PRINCE2 uses the term 'issue’ to cover any relevant event that has
happened, was not planned and requires management action.

Project plan Includes the project-level performance targets and tolerances.

Stage plan Forms the basis of the day-to-day control of the management stage
and detail stage-level tolerances.

Work package Forms an agreement between the project manager and team
manager as to the work to be completed within defined tolerances.

PROJECT PLAN:

A high-level plan showing the major products of the project, when they will be
delivered and at what cost. An initial project plan is presented as part of the
PID. This is revised as information on actual progress appears. It is a major
control document for the project board to measure actual progress against
expectations.
  be on the lookout for trends. For example, time and cost may be
tracking nicely, but the Issues Register may show a build-up of
unresolved issues, or risks occurring.

REVIEW:

- Issue Register\Product Status Account

- Quality Register
- Risk Register

PROGRESS REPORT:

- Checkpoint Report: from the Team Manager to the Project Manager.

Shows progress against the Work Packages.
- Highlight Report: from Project Manager to the Project Board.
Shows report of the whole project and the management stage.
- End Stage Report: from Project Manager to the Project Board by the
end of every management stage except the last one.
Whole project progress, stage progress, plan for next stage, ask for
decision.
- End Project Report: from Project Manager to the Project Board by the
end of the Project for the Board to evaluate and authorize closure.

PROCESSES:
STARTING UP A PROJECT: activities that are performed before deciding
that a project is viable & worthwhile and decide to INITIATE A PROJECT.

DIRECTING A PROJECT: enable the project board to be accountable for

the project's success by making key decisions and exercising overall
control while delegating day-to-day management of the project to the
project manager

INITIATING A PROJECT: The purpose of the initiating a project process is

to establish solid foundations for the project, enabling the organization
to understand the work that needs to be done to deliver the project's
products before committing to a significant spend.
 CONTROLLING A STAGE: assign work to be done, monitor such work,
deal with issues, report progress to the project board, and take
corrective actions to ensure that the management stage remains within
tolerance.

MANAGING PRODUCT DELIVERY: to control the link between the

project manager and the team manager(s), by agreeing the
requirements for acceptance, execution and delivery.

MANAGING A STAGE BOUNDARY: enable the project manager to

provide the project board with sufficient information to be able to:

 review the success of the current management stage

 approve the next stage plan
 review the updated project plan
 confirm continued business justification and acceptability of the risks.

CLOSING A PROJECT: to provide a fixed point at which acceptance of the

project's product is confirmed, and to recognize that objectives set out
in the original PID or later approved changes have been achieved or that
the project has nothing more to contribute.

Project Board are entrusted with directing the project throughout its
life, which includes authorising the Project Manager to manage the
project, one stage at time.

Business Case Development: