The Pen Project A Fully Documented Sampl PDF

by Management Plaza The Pen Project
A fully documented sample PRINCE2® project
By: Frank Turley, Nader Khorrami Rad

Date: 26/5/2013
Version: 01.01 DRAFT
Check for Updates: www.mgmtplaza.com/latestversion
PRINCE2® is a Registered Trade Mark of the AXELOS. The Swirl logo™ is a Trade Mark of the AXELOS. Please send feedback to: frank.turley@mgmtplaza.com
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P2P-SampleProject-EN Version V01.01 - DRAFT 1
Who
Document: Who is this sample PRINCE2 project for?

1) PRINCE2 Foundation Students
• View (browse over) the main PRINCE2 docuemnts, this will help your understanding of PRINCE2.
• E.g. 1) Project mandate, 2) Project Brief, 3) Initiation Stage Plan,
• 4) Product Description, 5) PID, 6) Register Files, 7) Log files
2) PRINCE2 Practitioner Students

• You need to be familar with all PRINCE2 Management documents and their structure (contents)
• It is therefore best to become familar with the scenario used in this sample project and then and then become familar
with each Management Document
• This is perhaps the best way to prepare for the Practitioner Exam as the exam uses a project scenario and you are
expected to who how to apply PRINCE2.
3) Gaining PRINCE2 experience

• Many people never get a chance to work in a PRINCE2 environment and don’t understand how to apply PRINCE2.
• We suggest to re-create this sample project based on another scenario (e.g. a project you have done)
• This is perhaps the best way to practice PRINCE2 as you cover the full project.
4) Implementing a PMO
• Many companies are now considering implementing a PMO but are not sure where to start
• Suggestion: Identify a standard project from your organization and document it like this project
• Start of as simple as possible so you can deliver a first internal sample project (a reference project)
• The PMO can then gradually update this reference project to introduce new technigues and lessons
PRINCE2® is a Registered Trade Mark of the AXELOS. The Swirl logo™ is a Trade Mark of the AXELOS.
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The
Project Scenario
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Project Scenario
Document: Project Scenario: CopyWorld365
Company: CopyWorld365
CopyWorld365 is a company that sells printing / photo copying machines. They have 15 employees (4 sales
people) and they would like to start a project to give their clients a good quality promotional pen to help
improve the relationship with clients and to reduce the loss in client turnover.
The Sales Manager chaired a meeting and the outcome of the meeting was as follows:
• We will give a quality pen/pencil out to all clients to help reduce client turnover and improve relationships
• The Pen will mostly be given out by the sales people from Dec 5th to Jan 10th
• Pen must be good quality so people will be happy to use it (not be embarrassed to use it)
• Budget of €6 to €8 each
• Presentation of pen/pencil is important
• Company logo must appear on pen
Project Scope
• Define quality requirements
• Choose & test Pens/Pencils
• Order Pens with logo This text provides in introduction to
• Choosing clients to give pen to the project scenario.
It is important to read this first.
Out of Scope
• Giving out the pens/pencils is not part of the project
• Designing the logo
• Original list of clients
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Pre-Project
Starting up a Project
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Project mandate
Pre-Project Stage 1 (initiation) Stage 2 Stage 3 (Final)
Processes 
Starting up a Project Initiating a Project Controlling a Stage Controlling a Stage
Managing a Stage Boundary Managing a Stage Boundary Closing a Project
Management Products 
Project The project mandate is the

mandate trigger for the project
Note: this diagram only contains the

sample documents of this training
course, rather than all the necessary
documents in each stage.
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Project mandate
Document: Project mandate Project: Pen Project Author: Project Manager Date:
1. Project Definition 3. Project Product Description

The project will choose a quality pen and give out about 400 pens to To be created
our clients.
Project Objectives 4. Approach
• Choose a pen that meets specifications
Do the project internally
• Choose a pen that users will be perceived as a quality pen
Project Scope:
1. Choose a pen 3. Promotional pen catalogues
2. Sales people list 4. List of clients that will receive a pen 5. Project Management Team
The Executive should be the CEO
2. Reasons
Build better relationships with clients and reduce the loss in the
renewal of maintenance contracts by 50%. CopyWorld365 had 4,200
maintenance contracts with a profit of €150 per contract = €630k
4% loss each year costs €37,800 The project mandate does not have to
contain much information
Normally just the reasons and the
Executive.
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Lessons Log
Processes 
Project
mandate
Daily Log, Lessons Log
The PM will facilitate the gathering

of lessons. All project stakeholders
are invited to provide lessons

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Lessons Log
Document: Lessons Log Project: Pen Project Author: Project Manager Date:
The PM will facilitate the gathering of lessons. Lessons can come from users,
Team Managers, past project Lessons Report files, consultants, … Risk seen
before?
Seen Date Logged
ID +- Recommendations Priority Stage
before Logged by
1  We used the business gift company “BizGifts” last year and Yes 12/1 PM 3 2
they offered a good service
2  The time to deliver gifts always seems to take longer than Yes 12/1 PM 2 1
agreed by most companies (add time buffer)
3  The business gift company “Gifts4All” provided a poor service No 13/1 PM 2 2
for our neighboring company.
4  There is a ISO standard for pens: ISO 12757-2 No 13/1 PM 2 SU
+-: () Positive effect on the project, () negative effect,

Risk before: Has the risk been seen before (if yes, how did the project deal with it?)
Priority: Importance for project – The PM will want to make sure, they are using the important lessons
Stage: The PM can see which lessons have value for the next stage
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Daily Log
Document: Daily Log Project: Pen Project Author: Project Manager Date:
ID Date of Description Responsible Target Result

Entry Date
When we were preparing the list of potential suppliers, I I believe I’m capable of evaluating the
01 2013-06-17 realized that one of them is owned by an old friend of mine Project 2013-06-17 suppliers honestly. I’ve also inform the
(conflict of interest) Manager project board about this conflict of
interest.
A sales man from one of the potential suppliers came to
02 2013-06-18 our office today to meet me, when I was in a meeting. He Project 2013-06-18 I returned the gift and put the supplier
left me gift and left the building before I could meet him. Manager in the company’s black list.
This can be considered a bribery.
He’s replaced by Julie Gates, who’s
Daniel Ross, who’s responsible for the logo, is asked to Project more expert on graphic design. We’ve
03 2013-06-22 prepare its vector version, but he doesn’t seem to know Manager 2013-06-23 lost two days, but the activity has a lot
how. of float and we won’t get into any
problems.
The communication between Julie Gates and the supplier Julie Gates is asked to meet with the
04 2013-06-25 needed for the design of the logo is not effective enough. It Project 2013-06-25 responsible person in the supplier
takes a lot of time for each version to be reviewed and the Manager company to discuss the requirements of
new version is released. the logo and to prepare it together.
I had a meeting with the selected supplier to discuss the
05 2013-06-26 price, when we also talked about the quality, and Project
especially about the quality of the printed logo and the Manager
best technique to use for this.
The Daily Log is used to capture issues and risks in the Starting up a Project process
After that, it is used as a (private) daily journal for all information by the Project Manager
Note: the content of this sample Daily Log belongs to next stages of the project
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Project Product Description (part of Project Brief)
Processes 
Project
mandate
Project Brief
Project Product Description
The Project Product Description defines what the

project must deliver in order to gain acceptance. It
usually defines the scope, requirements, quality
expectations, acceptance criteria, acceptance method,
and acceptance responsibilities.

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Project Product Description (Workshop)
The Project Manager hosted a workshop to create the Project Product Description. The main workshop goals:
1. Get buy-in form the necessary stakeholders
2. Identify the most important requirements for the pen and prioritize them
3. Complete the Project Product Description during the workshop
Requirements Exercise
• The PM gave each person post-its and reminded them about the project goals
• The PM asked each person to list 10 requirements for the pen that will be given to each client
• After this exercise, the PM categorized each requirement and identified the top requirements
• The requirements are listed below using the MoSCoW technique
Document: Project Product Descriptions Requirements (MoSCoW)

1. Must Have Requirements 3. Could have requirements
• Quality looking pen • USB memory stick in pen
• 5 year guarantee
• Logo display correctly
A number of requirements have been grouped under “5 year
• Pen easy to write with
guarantee” (all parts working, color fading....)
2. Should have requirements 4. Other (Won’t have for now)

• Easy to find refills for the pen • Write upside down
• Guarantee no leak pen
The acceptance criteria and acceptance method for each Must
have will be detailed in the Project Product Description
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Project Product Description (part of Project Brief)
This is a good example of the Project Product Description (Main Product Description). It does not have to be a
large document. This examples has outlined 4 main features and defined the quality level for each feature.
Document: Project Product Description Project: Pen Project Author: Project Manager Date:
1. Purpose 3. Derivation
The purpose of the pens will be to provide a constant reminder of our
1. Business Gift Catalogs
company to most of our clients and reduce the loss of maintenance
contracts renewals by 50% in the next 12 months. 2. Client list
2. Composition 4. Development skills required

1. Pens to evaluate 3. Reviewed client list Purchasing skills
2. Chosen Pen 4. Distributed Pens Account (Client) management
This example has outlined four main features and defined the quality level for each feature.
See the next slide for more information
Quality
Quality Expectation Quality looking pen Priority M Quality Expectation Logo display correctly on pen Priority M
Acceptance Criteria AC1: Look like it cost > €10 Acceptance Criteria AC1: Correct size on pen
AC2: Look like a professional pen AC2: Logo will not erase in 5 years of normal use
Tolerance None Tolerance AC1: Size ± 10%, 2) Logo erase: + 100%
Acceptance method AC1: Confirm that 8 of 10 see value > €10 Acceptance method AC1: Measure logo on pen with ruler
AC2: Confirm that 9 of 10 see pen as professional AC2: Logo: Ask for Logo guarantee
Responsibilities AC1: Susan Kelly, AC2: Susan Kelly Responsibilities AC1: Susan Kelly, AC2: Susan Kelly
Quality Expectation 5 year guarantee Priority M Quality Expectation Pen easy to write with Priority M
Acceptance Criteria AC1: 5 year guarantee from supplier Acceptance Criteria AC1: 9 of 10 people find pen easy to write with
Tolerance AC1: ± 50% Tolerance AC1: ± 10%
Acceptance method AC1: Accept guarantee notice Acceptance method AC1: Provide survey report
Responsibilities AC1: Sales Manager will accept guarantee Responsibilities AC1: Susan Kelly
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Introduction to the quality information
This slide provides information about the quality data required in a Project Product Description
Most Project Managers find it very difficult to understand this from the official PRINCE2 Manual
Read the information provide for each heading.
Quality heading Quality heading descriptions

Quality Expectations Which feature/requirement does the customers want (list one at a time)
e.g. Quick search (speed of results)
Priority MoSCoW: (Must, Should, Could, Won’t) or 1,2,3 e.g. M
Acceptance Criteria (AC) Acceptance criteria states what the Customer agrees to accept (measurable)
Question: How can we prove that we have meet your expectations?
Question: What tests should be done & expected results?
Note: There may be a number of number of tests for each Quality expectation
AC 1: Expect speed result < 2 seconds
AC 2: Expect speed result < 2 seconds
Project Tolerance What is the tolerance(s) for each Acceptance Criteria
AC 1: ± 15%; AC 2: ± 10%
Acceptance Method How will each quality criteria be checked?
AC 1: Manual testing
AC 2: Unit testing with load testing
Acceptance Responsible List the persons name for each quality criteria or complete quality expectation
AC 1: Frank Klein
AC 2: Frank Klein
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Project Management Team Structure (part of Project Brief)
Processes 
Project
mandate
Project Brief
Project Management Team

Structure
One of the PRINCE2 Principles is “Defined Roles and

Responsibilities”. This document is one of the tools used to
realize this principle, and consists of defined and agreed
roles and responsibilities and a means for effective sample documents of this training
communication among people involved in the project. course, rather than all the necessary
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Project Management Team Structure (part of Project Brief)
Document: Project Management Team Structure Project: Pen Project Author: Project Manager Date:
Corp..
Corporate or Programme Management
These are their normal job functions
Direction
Senior User Executive Senior Supplier
CopyWorld365 Employees & Job titles Susan Kelly John King Terry Clinton
John King: CEO
Susan Kelly: Sales Manager Project Assurance Change Authority
Management
Terry Clinton: Purchasing & Accounts
Rose Carr: Client Project Manager
Project Manager
Rose Carr Project Support
Rose Carr
Delivery
Tailoring comments for the PMT These are the PMT roles for the project
Tailoring comments Project Management Team:

• The Directing level and Corporate level can be considered as merged as Executive is the CEO (and no program environment)
• The Project Manager will have the roles and responsibilities of Team Manager and Project Support.
• The Project Board will have the role of Project Assurance.
• The Project Manager, Executive, Senior User, and Senior Supplier will have the change authority.
• The management (Project Manager) and delivery (Team Manager) levels have been merged
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Outline Business Case (part of Project Brief)
Processes 
Project
mandate
Project Brief

Structure
Outline Business Case
The Outline Business Case is prepared at the Starting Up a Project process,

when detailed information is not available yet. It’s used to determine if
there’s a business justification for initiating the project. Detailed Note: this diagram only contains the
information would become available in initiation and the “business case” sample documents of this training
will be prepared then. documents in each stage.
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Outline Business Case (part of Project Brief)
Document: Outline Business Case Project: Pen Project Author: Executive Date:
1. Reasons 7. Major risks

Build better relationship with clients and reduce the loss in the renewal Clients may not hold on to the pen and use it each day and there will
of maintenance contracts by 50%. CopyWorld365 had 4,200 not be reminded of CopyWorld365.
maintenance contracts with a profit of €200 per contract = €840,000
A 5% loss instead of a 10% loss would be a gain of €48,000
2. Expected Benefits
• Reduce loss of maintenance contracts by 50% : €48,000 (each year)
• Increase new machine orders by 2%: 16,200 (each year)
The outline Business Case does have to contain much information
3. Expected dis-benefits This information will be expanded later into the Business Case
document in the Initiation stage.
None
It is written by the Executive with normally some assistance from
4. Timescale the Project Manager
12 weeks (3 months)
5. Costs
• Pen costs: €9 by 400 pens = €3,600
• Other project costs: €600
6. Investment appraisal
See Business Case (Initiation stage)
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Project Brief
Processes 
Project
mandate
Project Brief

Structure
The Project Brief is usually a collection of other documents and

refers to them instead of containing the actual information. It
provides a full and firm foundation for the initiation. A detailed Note: this diagram only contains the
Project Initiation Documentation (PID) will be created in sample documents of this training
initiation and will replace the Project Brief. course, rather than all the necessary
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Project Brief
Document: Project Brief Project: Pen Project Author: Project Manager Date:
1. Project Definition 2. Outline Business Case

The project will give choose quality pen and give out about 400 pens Reasons:
to our clients. Build better relationship with clients and reduce the loss in the renewal
Project Objectives of maintenance contracts by 50%. CopyWorld365 had 4,200
• Choose a quality that meets specifications maintenance contracts with a profit of €150 per contract = €630k
• Choose a pen that users will perceive as a quality pen 4% loss each year costs €37,800
Project Scope: Expected Benefits
1. Choose a pen 3. Promotional pen catalogues • Reduce loss of maintenance contracts by 50% : €18,000 (each year)
2. Sales people list 4. List of clients that will receive a pen • Increase new machine orders by 2%: 16,200 (each year)
Risks
Constraints and assumptions
• Clients may not hold on to the pen and use it each day.
• Possible to find a pen in the catalogues provided
Costs
Project Tolerances • Pen costs: €7 by 400 pens = €2,800
1. Time: 3 months + 30% • Other project costs: €800
2. Cost: €7 for a pen: Estimate €3400 for the project +- 10%
3. Quality: Pens must meet quality requirements
5. Project Management Team
3. Project Product Description Attached: Project Management Team (PMT)
Attached: Project Product Description (PPD)
6. Role Descriptions
4. Approach This project uses the roles description as defined by PRINCE2
The company will choose a pen that meets the requirements from an - Link to the Roles Descriptions document
existing business gift company. Project will be run internally.
The Project Product Description and the PMT are not

This is a good example of the Project Brief and it does not displayed here but are part of Project Brief
have to be a large document.
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Initiation Stage Plan
Processes 
Project
mandate
Project Brief

Structure
This plan
Initiation Stage Plan - is used by the Project Manager to execute the Initiation Stage.
- shows what will be produced and when
- documents the cost of the Initiation Stage
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Document: Initiation Stage Plan Project: Pen Project Author: Project Manager Date:
1. Plan description 6. Tolerances

This is the plan for the Initiation Stage of the Pen Project Time: ± 50% : Cost: ± 50% : Quality: ± 20% : Scope: 0%
2. Assumptions - Dependencies 7. Products Description(s)

Sales Manager provides the necessary time for the project Attached: Project Product Description
Twenty sales person will be available to evaluate the pens
A business gift company will have to provide the pens to evaluate and 8. Schedule
the 400 of the chosen pens.
Internal resources will not be charge to the project Deliverables - March 4th 5th 6th 7th 8th 11th 12th 13th 14th 15th
Strategy documents 2 hrs
3. Lessons incorporated PBS (WBS) 4 hrs
Allow buffer time for delivery of pens (Lessons Log) Product Descriptions 8 hrs
Investigate the ISO standard for pens: ISO 12757-2
Risk & Issues 4 hrs
4. Monitoring & Control Project Plan 3 hrs
The PM will use the standard PRINCE2 documents Benefits Review Plan 2 hrs
A highlight will be sent at the end of week one to the Project Board
Business Case 2 hrs
An Exception report will be used if forecasted to go out of tolerance
PID 1 hrs
5. Budgets Next Stage Plan 2 hrs
Initiation stage budget: € 200 (internal people time is not charged)
Risk Budget: €0, Change Budget: €0
This is a simple example of the schedule, the focus is on the
This example has merged Assumptions and Dependencies products created and not the activities
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The pre-project activities are now complete and the Project Board
will give permission for the Initiation Stage to begin
Stage 1
Initiation (Planning)
Approx. 80% of the work in this stage is focused on planning (product breakdown,
requirements, product descriptions, estimating, scheduling)
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Communication Management Strategy (part of PID)
Processes 
Project
mandate Risk Register, Quality Register, Issue Register
Project Brief Project Initiation Documentation

Communication M.S.
The Communication Management Strategy document:
Project Management Team - is one of four strategy (guideline) documents provided by the corporate
Structure
- provides a guideline on how communication should be done
Outline Business Case This sample project just gives an example of the Communication Management
Strategy as the others do not change very much from the templates provided.

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Communication Management Strategy (part of PID)
Document: Communication Management Strategy Project: Pen Project Author: Project Manager Date:
1. Introduction 6. Reports / Stakeholder Matrix

This document describes how communication will be done during the Report Name Timing Recipients
project: It is based on the standard strategy document for all projects. Highlight Report Weekly Project Board
End Stage Report End of stage Project Board
2. Communication Procedure End Project Report End of project Project Board
The PM will is responsible for all internal communication in the project Issue Report Anytime PM/Project Board
will report each week on the Project Board using a Highlight Report. Electronic Newsletter Once Clients
Other PRINCE2 documents reports will also be used as expected.
The Sales Manager is responsible for all external communication 7. Roles & Responsibilities
Project Board Inform the rest of the management team
3. Tools and techniques Project Manager All internal communication (project team)
• The PM will use the intranet portal site for all internal Create the required PRINCE2 documents
communication and project document. Senior User Communicate with clients
• The Sales Manager will use an electronic newsletter and site visits to
communicate with clients. 8. Scales: Priority & Severity
Priority Use MoSCoW (Must, Should, Could, Wont..)
4. Records Severity levels 1 = Project Manager, 2 = Project Board
The following documents will be used for internal communication
9. Stakeholder Analysis
- Highlight Report, End Stage Report, End Project Report, Issue
Reports, Lessons Report, Project Descriptions and registers Stakeholders Attitude Current Relationship Desired Relation
Clients Neutral 90% Good 95% Good
5. Timing of communication activities Sales Team Support Excellent Excellent
The PM will meet with Project Board each two weeks Co. Mgmt Support Good Good
The PM and Project Board will meet at the end of each stage
Most of the effort will go into recognizing the stakeholders, deciding the
desired relationship and how to communicate during the project.
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Product Breakdown Structure (part of the next Stage Plan)
Processes 
Project

Communication M.S.
Project Management Team Product Breakdown Structure (PBS)

Structure Normally, the first step after the strategy documents is to
breakdown the main product into sub-products, to get a better
idea of what needs to be done.
Initiation Stage Plan The Project Manager will facilitate this process and they can use
Next Stage Plan a breakdown diagram, indented list or mind-map to do this.
PBS
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Document: PBS for Stage 2 (Mindmap) Project: Pen Project Author: Project Manager Date:
1. Mindmap presentation of PBS
Legend
This is an example of the mind-map diagram.

e.g. Supplier
- Supplier is a group of products
- Supplier has three sub-products
- Each sub-product will be described
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Document: PBS for Stage 2 (hierarchy chart) Project: Pen Project Author: Project Manager Date:
1. Hierarchy presentation of PBS
Pen Project
Internal
Supplier Evaluation Pens Distribution Final Pens
Evaluation
List of potential
Catalog of pens List of evaluators List of clients requirements
suppliers
Short list of Short list of pens List of sales

Evaluation forms logo
potential suppliers to be evaluated people
Purchase order for Evaluation and Sales people Purchase order for
Selected supplier
evaluation pens filled in forms delivered the finalized pen
Sample pens for

Evaluation report Received pens
evaluation
Legend: This is an example of an hierarchy diagram.

External products Products
Group of e.g. Supplier
products
- You can compare with the mind-map diagram
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Product Description(s) (part of PID)
Processes 
Project

Communication M.S.
Product Descriptions(s)
Structure A Product Description can be created for each product identified in
the Product Breakdown Structure (PBS)

Next Stage Plan
PBS
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Product Description: Client List
Document: Product Description: Client List Project: Pen Project Author: Project Manager Date:
1. Identifier: PEN03.2
2. Title: Client List
3. Purpose
List of all existing clients that will receive a pen
4. Composition
• Contact and company names This is an example of a Product Description and the objective
• Contract value for each company is to make it clear what the finished product will be.
• Contact person at CopyWorld365
5. Derivation (Source)
• Existing client list
• Client contract
6. Development skills required
Customer knowledge
7. Quality Criteria
1. Contract value must be the current contract value
2. Client name must be the decision maker or main influencer The Product Description also includes the quality criteria,
how the product will be tested (method), tolerance, skills for
Criteria Method Tolerance Skills Required tester and quality reviewer.
1 Review None Contract knowledge
2 Review None Contract knowledge
Producer: Reviewer Approver

Gerry Malone CFO Sales Manager
© Management Plaza
Risk Register
Processes 
Project

Communication M.S.
Project Management Team The Project Manager will facilitate the gathering of risks
Structure - Run workshops and invites users and suppliers
Outline Business Case - Review old lessons reports, Risk Registers and Issue Registers
Risks can also be identified for each product listed in the PBS
Next Stage Plan
PBS
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Risk Register
Document: Risk Register Project: Pen Project Author: Project Manager Date:
This is a rather simple project, so there are not many risks.

However the risks still need to be managed
Project Name Pen Project Risk / Impact

Project No 008 High Risk > € 7,500 Amounts are related to the value
of the expected benefits
Project Manager Rose Carr Medium > € 1000
Expected gain is: €58,400
Project Executive John King Low Risk < € 1000
Risk Date Risk Probability Response Risk Risk

ID Risk Description Proximity Status
Author Register Category x Impact Category Owner Actionee
A risk that pens will be delivered 2-4 weeks
1 P Smith 6/3/13 Ordering later which will impact the time of the €550 Medium Reduce Active P Smith J Bell
project
Users may not like the pens and therefore
2 S. Kelly 7/3/13 Product not keep using it which result in 90% - € 11,200 Medium Reduce Active S. Kelly R Clark
100% reduction in benefits
Some sales people may not distribute the
3 S. Kelly 9/3/13 Product pens as intended, therefore the benefits € 5,600 Medium Reduce Active S. Kelly S. Kelly
will not be realized for these users
How to calculate Probability * Impact The response text is not included in this example
Likelihood that almost all users will not like pen: 20%
Impact if almost all users don’t like pen: €58,400
Probability * Impact = 20% * €58,400 = €11,200
© Management Plaza
Benefit Review Plan
Processes 
Project
mandate

Communication M.S.
Structure
The Benefits Review Plan is a plan to review the
Benefits Review Plan benefits. Benefits can be reviewed at each stage
boundary or after the project has been completed.
Next Stage Plan
PBS
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Benefit Review Plan
Document: Benefits Review Plan Project: Pen Project Author: Project Manager Date:
1. Introduction 5. Review
This document describes what benefits are to be measured, how 1. Show proof that the loss of maintenance contracts has been
and when they will be measured, and the investments needed to reduced by 50%
carry out those measurements. 2. Show proof that machine orders have increased by 5%
This plan lists the activities to check if the benefits have been
realized
6. Plan to Review
6 months: after project is complete
2. Benefit - Check if loss of orders is reduced by 50% for previous 6 months
1. Reduce loss of maintenance contracts by 50% : €42,000 - Check if increase in machine orders is 5% for previous 6 months
2. Increase new machine orders by 5%: €16,200 (each year)
1 year: after project is complete
- Check if loss of orders is reduced by 50% for previous 12 months
3. Baseline measurements - Check if increase in machine orders is 5% for previous 12 months
1. Current loss of maintenance contracts is 10% (420 contracts)
• Value of 10% loss is : €84,000
2. New machine order today have profit value of €320,000
4. Accountable for Benefits

Accountable Benefit The Project Manger will ask the Senior User
1. Susan Kelly: Reduce loss of maintenance contracts by 50% 1. What are the expected benefits?
2. Susan Kelly: Increase new machine orders by 5% 2. When do you expect to get these benefits?
3. How to measure these benefits?
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Project Controls (part of PID)
Processes 
Project

Communication M.S.
Project Controls
Structure

Benefits Review Plan
This defines the level and mechanism of control by
Initiation Stage Plan the Project Board, Project Manager, and Team
Next Stage Plan Managers in accordance with “manage by
exception” principle. This information might be a
PBS
duplicate of the similar information in management
strategies.
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Project Controls (part of PID)
Document: Project Controls Project: Pen Project Author: Project Manager Date:
1. Management Stages 4. Assessments

The project will be managed in three stages: Cost assessment will be done by Earned Value Analysis. Actual costs
• Stage 1 – initiating the project will be compared with the baselined costs, and the final assessment is
• Stage 2 – preparing everything to start evaluating sample pens, based on a parameter which we will call CF in this project, and is
including preparing requirements, selecting the supplier, selecting calculated by dividing the EAC parameter to the planned cost. This
and buying sample pens, preparing evaluation forms, and selecting parameter will be compared to the tolerances set for the whole project
evaluators and each of the stages.
• Stage 3 – preparing the final pens, including the evaluation of
We’ve preferred to define some Time assessment will be done by Earned Schedule Analysis. The final
sample pens, selecting, buying, and expediting the receive of the
customized assessments to be used assessment is based on a parameter which we will call TF in this
final pen, and preparing the list of the sales people who are
throughout the project. They will provide project, and is calculated by dividing the EACt to the planned duration.
supposed to distribute the pens, and clients who are supposed to
us a good foundation for controls. This parameter will be compared to the tolerances set for the whole
receive them
project and each of the stages.
2. Communications 5. Escalation and delegation

Communications will be conducted based on the communications • Time: 15% escalated if forecasted time increases more than 15%
management strategy, and the assessments described in this • Cost: 20% escalated if forecasted cost increases more than 20%
document. • Quality: 0% escalated if forecasted quality is different from the
quality defined in project product description
• Scope: 0% escalated if any changes occur in the scope
3. Controlling Issues and Risks
• Benefits: 20% escalated if expected benefits drop by 20% or more
Issues and risk will be submitted in the issue register and risk register • Risk: > €7000 escalated it the risk has an impact of €7000 or more
by the project manager, and will be handled as described in the risk
management strategy and configuration management strategy. The above project management tolerances are set for issues, project
plan, and stage plans. The decision will be escalated to the project
board when either of the tolerances are exceeded.
This shows how we’re going to
The way each issue or measurement affects above six variables will be
manage by exception.
documented in their respective registers or reports.
© Management Plaza
Project Plan (part of PID)
Processes 
Project
Project Brief Project Initiation Documentation The Project Plan is a high-level plan for the
Communication M.S. whole project, the basis for the
performance measurement of the whole
Product Descriptions(s) Project Plan
project, and the source for creating
Structure
Project Controls detailed stage plans.


Next Stage Plan
PBS
© Management Plaza
Document: Project Plan (Part 1) Project: Pen Project Author: Project Manager Date:

This is the high-level plan for the whole Project. Time: ±30% | Cost: ±40% | Quality: ±10% | Scope: ±0%
How much time and money do we have
2. Prerequisites, Assumptions, and external dependencies 7. Products Description(s)
for the whole project? How much Be careful, a “plan” is not an “schedule”;
Sales Manager and CEO will providetolerance
the necessary time for the project,
is acceptable? Attached: Project Product Description
time schedules are just a part of each plan.
resources needed for evaluation are available, receiving sample pens is
possible in a short time, evaluators will fill in the forms in time and 8. Schedule
precisely, supplier will prepare the pens in an appropriate time, Internal
Attached: Schedule for stage plan 1
recourses will not be charge to the project.
9. Product Breakdown Structure

3. Lessons incorporated
Allow buffer time for delivery of pens
4. Monitoring & Control

The PM will use the standard PRINCE2 documents
5. Budgets
Project budget: €3,840 (internal people time is not charged), 45 days
Risk Budget: €0, 0 days | Change Budget: €480, 5 days
This is only a high-level PBS in the Project
Plan, and will be detailed in Stage Plans.
© Management Plaza
Document: Project Plan (part 2) Schedule Project: Pen Project Author: Project Manager Date:
1. Activity bar chart This is the high-level schedule for the whole
project; a part of the Project Plan. This is used
to create timephased information such as
resource allocations and cash flows.
We should also prepare a list of the resources

needed for the plan. It’s best to prepare it as a
timephased table, extracted from the schedule.
2. Resources
© Management Plaza
Business Case (part of PID)
Processes 
Project

Communication M.S. Now that we have all the detailed information
in place, it’s time to turn the “Outline Business
Case” (which was only approximate) into a
Structure
Project Controls Business Case detailed and solid “Business Case”.


Next Stage Plan
PBS
© Management Plaza
Business Case (part of PID)
Document: Business Case Project: Pen Project Author: Project Manager Date:
1. Executive summary 5. Expected dis-benefits

Give out a quality pen to clients to increase contracts renewals • none
Main Benefits
• Reduce loss of maintenance contracts by 50% : €58,600 6. Timescales
• Increase new machine orders by 5%: €16,000 • Project start: March 5th, Project End: May 31st (12 weeks)
Return on Investment: Cost = €4,800: Gain = €58,600 • Measure benefits on 28/12/2013 and 31/05/2014
7. Costs
2. Reasons
• Pen costs: €10 by 400 pens = €4,000
Build better relationship with clients and reduce the loss in the renewal • Other project costs:We’re
€800 undertaking this project because its
of maintenance contracts from 10% to 5%.
CopyWorld365 had 4,200 maintenance contracts with an average profit expected benefits are higher than its costs.
8. Investment appraisal
of €200 per contract = €840,000.
A 10% loss in contracts is a loss of €84,000 • Project cost: €4,800
• Expected gain: €58,400
• Time : 1 year
3. Business options
• ROI: 1120.80% (to update)
Option 1: do nothing : Continue losing contracts: loose €84,000
Option 2: offer a calendar: 9. Major risks
• Value: not perceived as a quality item
Option 3: offer pen that clients will continue to use : • There is risk that we can choose the wrong pen which the majority
• Value: Contacts will hold on to the pens clients will not keep using the pen as expected
• Believe this will have the effect to reduce loss
4. Expected benefits
• Reduce loss of maintenance contracts by 50% : €42,000 (each year)
• Increase new machine orders by 5%: 16,000 (each year)
© Management Plaza
Tailoring of PRINCE2 (part of PID)
Processes 
Project

Communication M.S. Tailoring
Project Controls Business Case
The seventh PRINCE2 principle: Tailor to suit the
Structure project environment.
So, how are we going to tailor PRINCE2 for this
Benefits Review Plan small project, to have enough control and not to
overdo the management efforts?
Next Stage Plan
PBS
© Management Plaza
Tailoring of PRINCE2 (part of PID)
Document: Tailoring of PRINCE2 Project: Pen Project Author: Project Manager Date:
Our objective here is to apply the simplest possible - yet full - form of PRINCE2 so you can view the majority of PRINCE2 documents and
get a better idea of how a typical midsize project works and se that all the PRINCE2 principles are been applied.
Even though the project is simple and it’s common to combine the management products in such cases, we prefer to keep them
separated, as explained in PRINCE2 Manual. It’s also common for such projects to handle the Starting up a Project process informally, or
to combine it with Initiating a Project process; but we prefer to keep them formal and separated. We won’t use Work Packages in most
cases (mostly because we don’t have separate team managers), except for products that are handled entirely by a team member and the
project manager is not familiar with its technical aspects.
Because of the common terminologies in the company, the project brief may also be called project charter in some documents or verbal
communications.
A small project like this would usually be

tailored differently, but we’ve not
simplified it enough, because we have
demonstration purposes.
© Management Plaza
Project Initiation Documentation (PID)
Processes 
Project

Communication M.S. Tailoring The PID replaces the Project Brief from now on,
Product Descriptions(s) Project Plan usually refers to other documents, defines the
Project Management Team whole project and provides a basis for its
Structure management.

Next Stage Plan
PBS
© Management Plaza
Project Initiation Documentation (PID)
Document: Project Initiation Documentation Project: Pen Project Author: Project Manager Date:
1. Project Definition 5. Role Descriptions
The project will give choose quality pen and give out about 400 pens This project uses the roles description as defined by PRINCE2
to our clients. - Link to the Roles Descriptions document
Project Objectives: 6. Quality Management Strategy
• Choose a quality that meets specifications
Attached: Quality Management Strategy document
• Choose a pen that users will perceive as a quality pen
Project Scope: 7. Configuration Management Strategy
This is mostly an assembly of other documents, Attached: Configuration Management Strategy document
1. Choose a pen 3. Promotional pen catalogues
so we only have references to other documents
2. Sales people list 4. List of clients that will receive a pen
rather than embedding the information here. 8. Risk Management Strategy
Constraints and assumptions:
• Possible to find a pen in the catalogues provided Attached: Risk Management Strategy document
Project Tolerances: 9. Communication Management Strategy

1. Time: 3 months + 30%
Attached: Communication Management Strategy document
2. Cost: €7 for a pen: Estimate €3400 for the project +- 10%
3. Quality: Pens must meet quality requirements 10. Project Plan
2. Project Approach Attached: Project Plan document
The company will choose a pen that meets the requirements from an
11. Project Controls
existing business gift company. Project will be run internally.
Attached: Project Controls document
3. Business Case
12. Tailoring of PRINCE2
Attached: Business Case document
Attached: Tailoring of PRINCE2 document
4. Project Management Team Structure
Attached: Project Management Team Structure document
© Management Plaza
Dependencies Diagram (part of the next Stage Plan)
Processes 
Project

Structure

Benefits Review Plan This provides the dependencies between
project elements which will later turn into a
Initiation Stage Plan schedule.
Next Stage Plan
PBS
Dependencies sample documents of this training
© Management Plaza
Document: Dependencies Diagram Project: Pen Project Author: Project Manager Date:
1. Dependencies Diagram
Requirements Logo
Legend:
Selected Supplier
Stage 1 Stage 2
List of potential Short list of qualified Catalog of pens
suppliers suppliers
Short list of pens to

be evaluated
Purchase order of
pens to be evaluated Purchase order of
Received pens
the finalized pen
Dependencies can be provided with a network
diagram (such as this), a table, etc. Sample pens for
evaluation
Evaluation form
Sales people
delivered
Evaluation and filled

List of evaluators Evaluation report
in forms
List of clients
List of sales people
© Management Plaza
Schedule (part of the next Stage Plan)
Processes 
Project

Structure

Now it’s time to schedule the next stage in
detail (compared to the Project plan)
Next Stage Plan
PBS Schedule
© Management Plaza
Document: Schedule for Stage 2 Plan Project: Pen Project Author: Project Manager Date:
1. Product Schedule
We can use a project planning software for

scheduling the project.
Note: durations shown for the groups of products are based on a rollup of products on all stages, rather than this specific stage.
© Management Plaza
Next Stage Plan
Processes 
Project

Structure Again, the “schedule” is not the “plan”, but
only a part of it. We need more information for
Benefits Review Plan a Stage Plan.

Next Stage Plan
PBS Schedule
© Management Plaza
Next Stage Plan
Document: Plan for Stage 2 (description) Project: Pen Project Author: Project Manager Date:

This is the plan for stage 2, during which we will prepare everything for, Time: ±20% | Cost: ±50% | Scope: ±0%
and conduct evaluation of the sample pens.
7. Products Description(s)
2. Prerequisites, Assumptions, and external dependencies Attached: Project Product Description
Resources needed for evaluation are available, potential sellers will
respond quickly, and receiving sample pens is possible in a short time, 8. Schedule
Internal recourses will not be charge to the project. Attached: Schedule for stage plan 2
3. Lessons incorporated 9. Resources

BizGifts company offers a good service
Gifts4All provides a poor service

5. Budgets
Stage budget: €640 (internal people time is not charged), 10 days
Budgets (time and money) and tolerances of each stage are

determined separately; however, they should always be consistent
with the budget and tolerances of the whole project (Project Plan).
© Management Plaza
The first stage was initiating stage, when we
only focus on planning the project. Execution
starts from the second stage and in this
sample, continues to the third (last) stage.
Stage 2
From now on, we’ll execute the project,
monitor and control it, revise the plans, and
prepare new plans in boundaries.
© Management Plaza
Work Package
Processes 
Project

A Work Package is a set of information about a
Project Product Description certain deliverable or set of deliverables
Product Descriptions(s) Project Plan collated by the Project Manager (based on the
Project Controls Business Case Stage Plan) to formally pass the responsibility
Structure
of its delivery to the team manager(s).
Initiation Stage Plan Work Package
Next Stage Plan

PBS Schedule
© Management Plaza
Work Package
Document: Work Package #1 Project: Pen Project Author: Project Manager Date:
1. Date 6. Tolerances
2013-06-29 Time: 0% | Cost: 0% | Scope: 0% |
2. Authorized body 7. Constraints

A clear definition of the deliverable to be
IT Department none The way they should report back to the
delivered by the team manager.
Project Manager (in the form of
3. Description Checkpoint Reports)
8. Reporting arrangement
An evaluation form should be designed in a way that covers everything All reports on this work package will be verbal and none-official, at
mentioned in the requirements document, yet simple enough for the least twice a day.
evaluators to fill in.
9. Problem handling and escalation
4. Techniques
Any problem which has an effect on the time should be immediately
Since the data is to be collected in an spreadsheet later, the forms escalated to the project manager.
should be designed in a database friendly form.
The way we’re going to
10. Approval method
5. Interfaces manage by exception.
The senior user will approve this form, based on how well it covers the
If there are any questions about the requirements, the senior user factors stated in the requirements document.
would answer.
5. Joint agreement When the package will be accepted

The project will not pay for internal resources, including for the ones
working on this work package. The original duration for this work
package is two days; however, we are behind schedule and would be
able to recover if it’s done earlier (less than one day)
© Management Plaza
Issue Register
Processes 
Project

Communication M.S. Tailoring We should document and follow on important
Product Descriptions(s) Project Plan issues all the way through the project.
Structure

Next Stage Plan

PBS Schedule
© Management Plaza
Issue Register
Document: Issue Register Project: Pen Project Author: Project Manager Date:
Data Date: Jun 30, 2013

Date Raised Report Closure
ID Description Type Priority Severity Status
Raised By Author Date
Selected supplier
sent the catalog Problem/ Jun 29, Open
01 Rose Carr Rose Carr High Critical (last updated
two days later than concern 2013 Jun 30, 2013)
expected
We should always try to close any open

issue as soon as possible.
We have only one issue up to now, which is still
open. When the time passes, this issue will be
closed and other issues might raise.
Issues with less importance will be
documented and followed on in the Daily Log
instead of the Issue Log.
© Management Plaza
Issue Report
Processes 
Project
Project Brief Project Initiation Documentation Issue Report

Project Product Description Issue Reports are only created when we need
Product Descriptions(s) Project Plan to handle an issue formally. They consist of the
Project Management Team description, impact assessment, and
Structure
recommendations for a certain issue.
Next Stage Plan

PBS Schedule
© Management Plaza
Issue Report
Document: Issue Report for ID-01 Project: Pen Project Author: Project Manager Date:
Data Date: Jun 30, 2013

Date Raised Report
ID Description Type Priority Severity
Raised By Author
Selected supplier sent the catalog two Problem/
01 Jun 29, 2013 Rose Carr Rose Carr High Critical
days later than expected concern
This is the issue we’re going to

1. Impact Analysis 1. Decision handle formally through the
Activities contained in this product are critical (zero float), and Accept Issue Report.
therefore, the two day delay on receiving the catalog makes the whole
project late. Given that we had some problems arranging to have
1. Approved by
access to resources for the future activities and they are booked for the
planned dates, this delay might cause problems in resource Senior Supplier, Terry Clinton
availabilities in future too. So, it’s important to recover this time as
soon as possible. 1. Decision date
Jul 1, 2013
1. Recommendation
Two future activities for preparing the evaluation forms and preparing 1. Closure date
the list of evaluators can be crashed by using more resources. The best
option for extra resources is the IT Department; they are capable of Jul 1, 2013
helping us doing these two activities faster.
This instance of the report shows the issue
after its closure. The report might have
been initially created as soon as the issue
is captured.
© Management Plaza
Issue Register
Processes 
Project

All registers, including the Issue Register,
Project Product Description are maintained continuously.
Structure

Next Stage Plan

PBS Schedule
© Management Plaza
Issue Register
Document: Issue Register Project: Pen Project Author: Project Manager Date:
Data Date: Jul 19, 2013

Date Raised Report Closure
ID Description Type Priority Severity Status
Raised By Author Date
Selected supplier
sent the catalog Problem/ Jun 29, Jul 1,
01 concern
Rose Carr Rose Carr High Critical Closed
two days later than 2013 2013
expected
Five evaluators did Open

Problem/ Jul 18,
02 not return the concern
Rose Carr Rose Carr High Critical (last updated
2013 Jun 30, 2013)
forms in time
Evaluation forms of Open

Off- Jul 18, Non-
03 four evaluators do specification
Rose Carr Rose Carr High (last updated
2013 Critical Jun 30, 2013)
not seem precise
The first issue is now closed and two

new issues captured.
© Management Plaza
Highlight Report
Processes 
Project

Communication M.S. Tailoring Highlight Report
Project Manager uses a Highlight Report to
inform the Project Board (and possibly other
Project Controls Business Case stakeholders) of the performance of the stage
Structure
and the whole project at predefined intervals.
Next Stage Plan

PBS Schedule
© Management Plaza
Highlight Report
Document: Highlight report # 4 Project: Pen Project Author: Project Manager Date:
1. Date and period of the report 5. Stage tolerances

End of the second week of Stage 2, for a period of one week. Time: TF = +5%, inside the tolerances set for the stage, and for the
management level.
2. Status summary Cost: CF = ±0%
TF: +5% | CF: ±0 | Project is going well so far. No exception yet.
6. Change requests
3. Work packages in this period • We fell behind schedule because the supplier sent us catalogs two
• Selected supplier – completed days later than we expected. We designed a corrective action to get
• Catalogs of pens – completed (behind schedule) help from IT department for two of our future work packages. We
• Short list of pens to be evaluated – completed (behind schedule) will recover time by this. (approved by project manager)
• Purchase order of pens to be evaluated – not finished (behind
schedule) 7. Key issues and risks
• Sample pens for evaluation – not started (behind schedule)
• Logo – completed We might have more delays in receiving evaluation pens and the final
I took two extra days for the supplier to send us the catalogs, and it pens from the supplier.
made a delay in this and all successor work packages.
4. Work packages for the next period

• Purchase order of pens to be evaluated (moved from this period)
• Sample pens for evaluation (moved from this period)
• List of evaluators 
• Evaluation form 
• Next stage plan
 We are going to get help from IT department to conduct these
two packages faster and catch up the planned schedule.
© Management Plaza
Processes 
Project

Communication M.S. Tailoring Highlight Report Next Stage Plan We need to define a more
Product Descriptions(s) Project Plan PBS
detailed PBS for the next stage.
Structure

Next Stage Plan

PBS Schedule
© Management Plaza
Document: PBS for Stage 2 (Mindmap) Project: Pen Project Author: Project Manager Date:
1. Mindmap presentation of PBS
Legend
The deliverables that are supposed to be

delivered in next stage will be broken down into
more details now.
© Management Plaza
Processes 
Project

And we need to define
Communication M.S. Tailoring Highlight Report Next Stage Plan
Project Product Description dependencies for the
Product Descriptions(s) Project Plan PBS elements of the next stage.
Project Controls Business Case Dependencies
Structure

Next Stage Plan

PBS Schedule
© Management Plaza
Document: Dependencies Diagram Project: Pen Project Author: Project Manager Date:
1. Dependencies Diagram
Requirements Logo
Legend:
Selected Supplier
Stage 1 Stage 2
List of potential Short list of qualified Catalog of pens
suppliers suppliers
Short list of pens to

be evaluated
Usually the dependencies Purchase order of

pens to be evaluated Purchase order of
Received pens
the finalized pen
of the next stage are not
defined up to now.
Sample pens for
evaluation
Evaluation form
Sales people
delivered
Evaluation and filled

List of evaluators Evaluation report
in forms
List of clients
List of sales people
© Management Plaza
Processes 
Project

Product Descriptions(s) Project Plan PBS Schedule
Structure

And now it’s time to
schedule the next stage.
Next Stage Plan

PBS Schedule
© Management Plaza
Document: Schedule for Stage 3 Plan Project: Pen Project Author: Project Manager Date:
1. Activity bar chart
This schedule is compatible with the

one in the Project Plan; however, we
can update the Project Plan schedule
based on the detailed information
produced here.
2. Resources 2. Product Breakdown Structure

Attached: Product Breakdown Structure
Note: durations shown for the groups of products are based on a rollup of products on all
stages, rather than this specific stage.
© Management Plaza
Next Stage Plan
Processes 
Project

Product Descriptions(s) Project Plan PBS Schedule Now we assemble and
Structure
Project Controls Business Case Dependencies add more information to
the previous documents to
Benefits Review Plan create an Stage Plan.
Next Stage Plan

PBS Schedule
© Management Plaza
Next Stage Plan
Document: Next Stage Plan (for Stage 3) Project: Pen Project Author: Project Manager Date:
1. Plan description
This is the plan for stage 3, during which we will prepare the pens for
distribution, by selecting the supplier and the type of pen based on
evaluations in the last stage, place order, and expedite the order.
6. Tolerances
2. Prerequisites, Assumptions, External Dependencies Time: ±50% | Cost: ±30% | Scope: ±0%
Evaluators will fill in the forms in time and precisely, supplier will
prepare the pens in an appropriate time, Internal recourses will not be 7. Products Description(s)
charge to the project. Attached: Project Product Description
3. Lessons incorporated 8. Schedule

Allow buffer time for delivery of pens Attached: Schedule for stage plan 3
Investigate the ISO standard for pens: ISO 12757-2

This plan defined the next stage,
based on the scope, time, cost,
quality, etc.
5. Budgets
Stage budget: €3,200 (internal people time is not charged), 25 days
© Management Plaza
Configuration Management
Processes 
Project

Configuration Management is used
Project Brief Project Initiation Documentation Issue Report throughout the project to track all the
changes and states of the configuration
Communication M.S. Tailoring Highlight Report Next Stage Plan of the project (its building parts).
Structure

Next Stage Plan

PBS Schedule
© Management Plaza
Document: Configuration Management Project: Pen Project Author: Project Manager Date:
Data Date: 2013-07-20

ID Title Current Date of last Mngmnt Product Status Source Owner Succe- Issues Risk
Version update Stage Group ssors s
01 List of potential 1 2013-06-21 2 Supplier Approved Int. Purchasing dep. 02

suppliers
02 Short list of qualified 1 2013-06-21 2 Supplier Approved Int. Purchasing dep. 03

suppliers
03 Selected supplier 1 2013-06-25 2 Supplier Approved Int. Purchasing dep. 04
04 Catalog of pens 1 2013-06-28 2 Supplier Received Ext. Purchasing dep. 05 01
05 Short list of pens to 1 2013-06-29 2 Evaluation Approved Int. Purchasing dep. 06

be evaluated pens
06 Purchase order of 1 2013-06-29 2 Evaluation Approved Int. Purchasing dep. 09

pens to be evaluated pens
07 List of evaluators 1 2013-07-03 2 Internal Approved Int. Purchasing dep. 09

Evaluation
08 Evaluation form 2 2013-07-03 2 Internal Approved Int. Purchasing dep. 09

Evaluation
09 Evaluation results 1 2013-07-19 3 Internal Approved Int. Purchasing dep. 10 02, 03

Evaluation
This is a list of all deliverables, their
10 Evaluation report 3 Internal In development Int.and state. 15 would
Evaluation information, This information
Purchasing dep.
be updated regularly, and watched to be sure
11 List of clients 3 Distribution Pending Ext. Sales dep.
that everything is closed appropriately, and
12 List of sales people 3 Distribution Pendingchanges are Ext. Sales
not out of dep.
control.
13 Requirements 2 2013-06-20 2 Final Pens Approved Int. Purchasing dep. 05
14 Logo 4 2013-06-27 2 Final Pens Approved Int. Purchasing dep. 15
15 Purchase order of the 3 Final Pens Pending Int. Purchasing dep.

finalized pens
© Management Plaza
Configuration Item Record
Processes 
Project

Configuration
Project Management Team Item Record
Structure

Next Stage Plan

PBS Schedule
© Management Plaza
Configuration Item Record
Document: Configuration Item Record #14 Project: Pen Project Author: Project Manager Date:
Data Date: 2013-07-20
Item ID 14
Item Name Company Logo
Current version 4
Date of last update 2012-06-20
Management stage 2
Item Type Marketing
Status Approved (ready for use)
Source Internal (Marketing Department)
Owner Purchasing Department
Users All (Public)
Location Marketing Pack
Marketing Guidelines Doc (MKT045)
Related
Marketing Pack
Cross Reference NA
© Management Plaza
End Stage Report and Lessons Report
Processes 
Project
Project Brief Project Initiation Documentation Issue Report End Stage Report
Now that we’re reaching the end of the stage, it’s
Configuration
time to prepare an End Stage Report to provide the
Project Board with a summary of the overall project Dependencies
Structure
state and ask them for their next decision.
Outline Business Case Lessons Report
This report also included a Lessons Report, which
describes all the lessons learned
End Stage through the stage. Work Package
Report
Next Stage Plan

PBS Schedule
© Management Plaza
End Stage Report
Document: End Stage Report #2 Project: Pen Project Author: Project Manager Date:
1. Project Manager’s report 5. Review of the products

This stage went well, and we were on schedule and on budget. We had • Supplier: potential suppliers were reviewed, and the best option
some minor delays in the middle of the stage, which we could recover selected for the project.
with the help of the IT Department. • Evaluation Pens: four of the pens selected to be evaluated in the
next stage.
2. Review of the business case • Internal Evaluation: evaluators are selected to evaluate the sample
pens in the next stage.
The business case stays viable and unchanged. We’ve realized that we • Logo: an appropriate version of the logo was prepared to be printed
are actually able to buy quality pens in 6 to 8 Euros range. Either of the on the pens.
four selected pens for evaluation meet all the requirements.
6. Forecasts
3. Review of the objectives
TF: 0% | we forecast the project to be in time for the whole project.
• Time: 10 days, on schedule CF: -17% | we forecast the project to be finished with a cost 17% less
• Cost: €560, on budget than the planned cost.
• Scope: as defined
• Quality: as defined How we’ve performed so far No exception yet
7. Issues and risks
• Risks: as defined (Six project variables)
• Benefits: as defined Issue: Supplier provided us with the catalogs with two days delay.
Risk: the supplier might have more delays in preparing the final pens.
4. Review of the team performance 8. Lessons learned

All team members spend enough time for the project, and performed Attached: Lessons Report #2
as planned.
© Management Plaza
Lessons Report (part of End Stage Report)
Document: Lessons report #2 Project: Pen Project Author: Project Manager Date:
1. Executive summary 3. Lessons

We had a successful stage, and learned a lesson, which helps us avoid What went well:
problems in future. We also had some positive points, and we believe • We could easily choose the supplier, because the team provided us
that we can experience them in future by paying attention to their root with needed information in time, and had good communications and
causes. expediting capabilities. We should always take help from such
people in our projects.
2. Scope of the report • We could easily choose the evaluators, because of the historical
records we had in our database of employees. This kind of
The second stage of the project
information will always be handy.
• The help of IT Department was really useful, and we couldn’t
recover the delay without their help. Having cross-functional
employees in IT Department.
What didn’t went well:

What we’ve learned through the stage. • There were delays in receiving catalogs to choose evaluation pens,
and this delayed all its successors. In retrospective, we realized that
we could ask them for the catalogs sooner and avoid such problems.
We should be more careful with scheduling our activities.
© Management Plaza
This is the last stage of the project.
Stage 3
Final Stage
We should also perform the Closing a
Project process at the end of this stage.
© Management Plaza
Quality Register
Processes 
Project
Project Brief Project Initiation Documentation Issue Report End Stage Report
We should also have a Quality
Communication M.S. Tailoring Highlight Report Next Stage Plan to document all the quality
Register
Product Descriptions(s) Project Plan PBS
management activities that are
Schedule
Configuration
Project Management Team planned or have taken place
Project Controls Business Case Item Record Dependencies
Structure throughout the project.
Initiation Stage Plan End Stage Report Work Package
Next Stage Plan

PBS Schedule
© Management Plaza
Quality Register
Document: Quality Register Project: Pen Project Author: Project Manager Date:
Data Date: 2013-07-20
Production date
Actual Approval
Quality Method
Target Approval
Product Name
Actual Quality
Target Quality
Product ID(s)
Review Date
Review Date
Quality ID
Approver
Reviewer
Producer
Records
Quality
Result
Date
Date
01 01 List of potential suppliers Inspection John Bob Frank 6-21 6-20 6-21 6-20 6-21 Pass Link
 Data is taken from the Project, Stage, Team Plan (Schedule)
02 02 Short list of qualified suppliers Inspection John Bob Frank 6-21 6-21 6-21 6-21 6-21 Pass Link
 Data is taken from the Product Descriptions (Project Plan)
03 03 Selected supplier  Results
Inspection John ofBob
Quality Tests
Frank + Links
6-25 6-25 6-26 6-25 6-27 Fail Link
04 05 Short list of pens to be Inspection John Bob Frank 6-29 6-30 6-30 6-30 7-1 Pass Link
evaluated
05 06 Purchase order of pens to be Inspection Robin Stephan Frank 6-29 6-30 6-30 6-30 7-2 Pass Link
evaluated
07,
06 08, Evaluation of pens Inspection Robert Stephan Frank 7-28 7-29
09,
10
07 11, List of clients and sales people inspection Mary Bob Frank 7-30 7-30
12
08 13 Requirements inspection Tom Stephan, Frank 6-20 6-20 6-22

Bob
09 14 Logo Inspection Daniel Mary Frank 6-27 6-27 6-27
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Product Status Account
Processes 
Project
Project Brief Project Initiation Documentation Issue Report End Stage Report Product Status
Communication M.S. Tailoring Account
Project Product Description Highlight Report Next Stage Plan
Configuration
Structure

Next Stage Plan

PBS Schedule
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Product Status Account
Document: Product Status Account #6 Project: Pen Project Author: Project Manager Date:
1. Scope 2. Date Produced

All products for the third stage 2013-07-20
ID Title Current Date of last Mngmnt Product Status Source Owner Succe- Issues Risk
Version update Stage Group ssors s
09 Evaluation results 1 2013-07-19 3 Internal Approved Int. Purchasing dep. 10 02, 03

Evaluation
10 Evaluation report 3 Internal In development Int. Purchasing dep. 15

Evaluation
11 List of clients 3 Distribution Pending Ext. Sales dep.
12 List of sales people 3 Distribution Pending Ext. Sales dep.
15 Purchase order of the 3 Final Pens Pending Int. Purchasing dep.

finalized pens
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End Project Report and Lessons Report
Processes 
Project
Project Brief Project Initiation Documentation Issue Report End Stage Report Product Status End Project Report
Communication M.S. Tailoring Account Lessons Report
Configuration
Structure
We should prepare a End Project Report
Benefits Review Plan at the end ofLessons Report
the project to review how
the project performed against the initial
Initiation Stage Plan End Stage Report Workalso
PID. This Package
includes a Lessons Report,
which review all the lessons learned
Next Stage Plan
through the project.
PBS Schedule
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Lessons Report (part of End Project Report)
Document: Lessons report #9 Project: Pen Project Author: Project Manager Date:
1. Executive summary 3. Lessons (continue)

The project was successful; however, we learned that we should be What could have gone better?
more careful with evaluators, and timing of the tasks of the supplier. • There were delays in receiving catalogs to choose evaluation pens,
There were some positive points in the project which we should try to and this delayed all its successors. In retrospective, we realized that
keep in our future projects. we could ask them for the catalogs sooner and avoid such problems.
We should be more careful with scheduling our activities.
2. Scope of the report • 9 out of 20 evaluators did not do their tasks properly. We realized
that they are not serious enough in their other tasks too. we can add
The end of the project
some extra information in our employee database to continuously
capture these information, and be able to have more educated
3. Lessons selections in future.
What went well?
• We could easily choose the supplier, because the team provided us
with needed information in time, and had good communications and
expediting capabilities. We should always take help from such
people in our projects. What we’ve learned through this
• We could easily choose the evaluators, because of the historical project. This information would be
records we had in our database of employees. This kind of useful for our future projects.
information will always be handy.
• The help of IT Department was really useful, and we couldn’t
recover the delay without their help. Having cross-functional
employees in IT Department.
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End Project Report
Document: End Project Report Project: Pen Project Author: Project Manager Date:
1. Project Manager’s report 4. Review of the products

Pens were prepared according to the requirements, in time (with a Final product: 400 quality pens within the range of €6 to €8, ready to
little more time, within the tolerance of the project), and within be distributed among clients
budget. We faced minor troubles in the second and third stages, which Product groups in product breakdown structure:
were resolved appropriately. • Supplier: we were satisfied with the selected supplier.
• Evaluation Pens: four types of pens were selected and purchased to
2. Review of the business case be evaluated by internal staff.
• Internal Evaluation: 20 evaluators tested the four sample pens, and
The final product of the project is delivered according to the plans, and
filled-in the respective forms. The forms were analyzed to find the
aligned with the business case. We forecast the benefits to be
best choice.
achieved; however, we can only be sure after the 6 month and 12
• Distribution: the list of the clients to receive the pens and the sales
month review of the benefits.
people responsible for distributing them was prepared, and the pens
How did we perform the whole project?
are handed over to them.
3. Review of the objectives
• Final Pens: the requirements of the pens were defined, the logo
• Targets: redesigned, and the order for 400 pens placed. Team expedited the
• Time: 49 days, within tolerance order to receive it in time.
• Cost: €3760, on budget
• Scope: 100%, as defined 5. Review of the team performance
• Quality: as defined Most team members spend enough time for the project, and
• Risks: as defined performed as planned. The only exception was the evaluators of the
• Benefits: as defined pens; 9 out of 20 evaluators did not return their forms on time, or
• Strategies: seemed like they have not truly tested the pens. Their results were
• Communications: very effective omitted, in order to keep the evaluation high-quality, and to stay on
• Risk: a little ineffective in risk assessment schedule.
• Configuration: effective
• Quality: effective 6. Lessons learned
Attached: Lessons Report #9
© Management Plaza
Summary
© Management Plaza
Summary
What we practiced in this sample project:
• Pre-Project • Stage 2
• Project mandate • Work Package
• Daily Log • Issue Register
• Lessons Log • Issue Report
• Project Brief • Lessons Report
• Project Product Description • Highlight Report
• Project Management Team Structure • Configuration Management
• Outline Business Case • Configuration Item Record
• Initiation Stage Plan • Next Stage Plan
• End Stage Report
• Stage 1
• Benefits Review Plan • Stage 3
• Risk Register • Product Status Account
• Project Initiation Documentation • Lessons Report
• Communication Management Strategy • End Project Report
• Product Description(s)
• Project Controls
• Tailoring of PRINCE2
• Business Case
• Project Plan
• Next Stage Plan
• End Stage Report
© Management Plaza
Summary
Processes 
Project
Project Brief Project Initiation Documentation Issue Report End Stage Report Product Status End Project Report
Communication M.S. Tailoring Account Lessons Report
Configuration
Structure

Next Stage Plan

PBS Schedule
© Management Plaza
Summary
How this sample project helps you and your company:
• Helps you to better understand PRINCE2 in practice

• Helps you document a standard project
• Can be shared with other team members and even external stakeholders of your projects
• Can be used as a reference in your projects
• Can be updated and tailored based on the feedbacks in your projects
(continuous improvement)
© Management Plaza
Summary
Management Plaza’s Management Plaza’s

PRINCE2 Foundation Course Sample PRINCE2 Project

Live Implementation of the
PRINCE2 Practitioner Course
Pen Project in CorePM

PRINCE2 Training Manuals PRINCE2 Templates
Management Plaza’s
PRINCE2 Flashcards And even more…
© Management Plaza
Summary

PRINCE2 Foundation Course Sample PRINCE2 Project

Live Implementation of the Pen
PRINCE2 Practitioner Course
Project in CorePM

PRINCE2 Training Manuals PRINCE2 Templates
Management Plaza’s
PRINCE2 Flashcards mgmtplaza.com
© Management Plaza
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Notes Page
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Notes Page
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Notes Page
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© Management Plaza
Notes Page
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© Management Plaza
Notes Page
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© Management Plaza
Notes Page
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© Management Plaza

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by Management Plaza The Pen Project

A fully documented sample PRINCE2® project

By: Frank Turley, Nader Khorrami Rad

Document: Who is this sample PRINCE2 project for?

2) PRINCE2 Practitioner Students

3) Gaining PRINCE2 experience

Document: Project Scenario: CopyWorld365

Pre-Project Stage 1 (initiation) Stage 2 Stage 3 (Final)

Starting up a Project Initiating a Project Controlling a Stage Controlling a Stage

Managing a Stage Boundary Managing a Stage Boundary Closing a Project

Project The project mandate is the

Note: this diagram only contains the

1. Project Definition 3. Project Product Description

Pre-Project Stage 1 (initiation) Stage 2 Stage 3 (Final)

Starting up a Project Initiating a Project Controlling a Stage Controlling a Stage

Managing a Stage Boundary Managing a Stage Boundary Closing a Project

Daily Log, Lessons Log

The PM will facilitate the gathering

Note: this diagram only contains the

+-: () Positive effect on the project, () negative effect,

ID Date of Description Responsible Target Result

Pre-Project Stage 1 (initiation) Stage 2 Stage 3 (Final)

Starting up a Project Initiating a Project Controlling a Stage Controlling a Stage

Managing a Stage Boundary Managing a Stage Boundary Closing a Project

Daily Log, Lessons Log

Project Product Description

The Project Product Description defines what the

Note: this diagram only contains the

Document: Project Product Descriptions Requirements (MoSCoW)

2. Should have requirements 4. Other (Won’t have for now)

2. Composition 4. Development skills required

Quality heading Quality heading descriptions

Pre-Project Stage 1 (initiation) Stage 2 Stage 3 (Final)

Starting up a Project Initiating a Project Controlling a Stage Controlling a Stage

Managing a Stage Boundary Managing a Stage Boundary Closing a Project

Daily Log, Lessons Log

Project Product Description

Project Management Team

One of the PRINCE2 Principles is “Defined Roles and

Tailoring comments Project Management Team:

Pre-Project Stage 1 (initiation) Stage 2 Stage 3 (Final)

Starting up a Project Initiating a Project Controlling a Stage Controlling a Stage

Managing a Stage Boundary Managing a Stage Boundary Closing a Project

Daily Log, Lessons Log

Project Product Description

Project Management Team

Outline Business Case

The Outline Business Case is prepared at the Starting Up a Project process,

1. Reasons 7. Major risks

Pre-Project Stage 1 (initiation) Stage 2 Stage 3 (Final)

Starting up a Project Initiating a Project Controlling a Stage Controlling a Stage

Managing a Stage Boundary Managing a Stage Boundary Closing a Project

Daily Log, Lessons Log

Project Product Description

Project Management Team

Outline Business Case

The Project Brief is usually a collection of other documents and

1. Project Definition 2. Outline Business Case

The Project Product Description and the PMT are not

Pre-Project Stage 1 (initiation) Stage 2 Stage 3 (Final)

Starting up a Project Initiating a Project Controlling a Stage Controlling a Stage

Managing a Stage Boundary Managing a Stage Boundary Closing a Project

Daily Log, Lessons Log