Projects in an International Context
Case Study and Exercise Book
Exercises 1 to 4
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Projects in an International Context & PRINCE2® Exercise Book
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1. Axelos, 2017. Managing Successful Projects with PRINCE2®. 2017 Edition. The Stationery Office
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Table of Contents
SECTION I - DOCUMENT CONTROL SECTION .............................................................................. 3
SECTION II – SEMINAR SCHEDULE.............................................................................................. 4
1 SEMINAR SCHEDULE ......................................................................................................................... 4
2 REQUIRED READING.......................................................................................................................... 4
3 GRADING........................................................................................................................................ 5
SECTION III - CASE STUDY & SEMINAR EXERCISES ...................................................................... 6
1 PRE-PROJECT (MANDATE) – EXERCISE 1............................................................................................ 11
2 STARTING UP A PROJECT (ORGANISATION) - EXERCISE 2...................................................................... 11
3 STARTING UP A PROJECT (LESSONS LEARNED) - EXERCISE 3................................................................... 20
4 INITIATING A PROJECT - EXERCISE 4 .................................................................................................. 21
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Section I - Document Control Section
DOCUMENT HISTORY
This document is only valid at the moment it was printed. The source document is under
configuration management control and can be viewed on-line through the Masaryk University
Information System. Only those printed copies distributed under configuration control and
documented in the Document Distribution Section below are deemed valid after printing up until
recalled by the course sponsor.
REFERENCES
A. Axelos, 2017. Managing Successful Projects with PRINCE2®. 2017 Edition. The
Stationery Office
B. PeopleCert PRINCE2-2017_Edition_FOUNDATION_EN_CEW
PRODUCT IDENTIFIER
PR2-EN-L-MVZEB-180209-01
Revision Date Summary of Changes Version
15/11/2017 Original Version 01
DOCUMENT REVIEW
Name Signature Date Version
Tuck MacRae DIGITAL SIGNATURE 13/12/2017 01
DOCUMENT APPROVAL
Name Signature Date Version
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Section II – Seminar Schedule
1 SEMINAR SCHEDULE
****SEE THE COURSE SCHEDULE DOCUMENT IN THE IS COURSE MATERIALS SECTION FOR
SPECIFIC LECTURE AND SEMINAR DATES****
2 REQUIRED READING
Textbook: Managing Successful Projects with PRINCE2® 2017 Edition Manual. Available at:
https://is.muni.cz/obchod/baleni/105111
Lecture /
Seminar
Required Reading Prior to Class
Seminar 1 Read the case study in this Exercise Book. Download this book from the IS and print
it prior to the first seminar.
Read pages 157 to 194 of Managing Successful Projects, and Appendices:
A.2, Business Case
A.7, Daily Log
A.14, Lessons Log
A.16, Plans
A.21, Project Product Description
A.19, Project Brief
Do exercises 1 and 2 and be prepared to discuss in seminar 1.
Seminar 2 Memorize the composition section of Appendix A.19, Project Brief.
Do exercise 3 and be prepared to discuss in seminar.
Seminar 3 Read Pages 195 to 214 of Managing Successful Projects plus Appendices:
A.20, Project Initiation Documentation
A.5, Communication Management Approach
A.3, Change Control Approach
A.22, Quality Management Approach
A.24, Risk Management Approach
A.16, Plans
A.2, Business Case
A.1, Benefits Management Approach
Do exercise 4 and be prepared to discuss in seminar.
Seminar 4 Memorize the composition section of each document in the PID and the PID itself.
Seminar 5 Do exercise 6 and be prepared to discuss in seminar.
Read pages 216 to 258 of Managing Successful Projects and Appendices:
A.4, Checkpoint Report
A.6, Configuration Item Records
A.7, Daily Log
A.9, End Stage Report
A.10, Exception Report
A.11, Highlight Report
A.12, Issue Register
A.13, Issue Report
A.14, Lessons Log
A.23, Quality Register
A.25, Risk Register
A.26, Work Package
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Lecture /
Seminar
Required Reading Prior to Class
Seminar 07 Read pages 260 to 270 of Managing Successful Projects and Appendix A.8, End
Project Report.
Do exercise 8 and be prepared to discuss in seminar
Seminar 08 Read about premature closure and review log, register and document creation
exercises.
Seminar 09 Review all readings and exercises. Prepare for the exam.
3 GRADING
Type Description Duration (%)
Graded Activity 1 Project Initiation Documentation 60 min 10
Graded Activity 2 Delivery Stage Activities 60 min 15
Graded Activity 3 Closure 60 min 15
Exam Foundation Exam 60 min 60
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Section III - Case Study & Seminar
Exercises
Learning exercises based on the case study must be undertaken before the seminar sessions. These
exercises have been developed to help you work through a PRINCE2 Project in the classroom. The
goal is to enable you to experience the proper use of the themes, determine the correct content
of the management products, and help you gain experience in determining the correct course of
action given numerous events within the context of a given project scenario.
To facilitate this, we will introduce each of the exercises and explain the context in which you or
your team is to operate. If you have any questions during the course of the exercise, do not hesitate
to ask, our job is to facilitate a positive learning environment.
Note: The story, all names, characters, and incidents portrayed in this scenario are fictitious. No
identification with actual persons, places, organisations, buildings, and products is intended or
should be inferred.
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Organisation for Global Peace and Security
The Organisation for Global Peace and Security (OGPS) represents an international alliance of 40
nations focused on ensuring peace and security on a global scale. The alliance’s approach is based
on the DIME (Diplomacy, Information, Military, Economics) model with their goal being four-fold:
global crisis and disaster management, elimination of global terrorism, collective defence, and a
reduction of regional economic disparities. The alliance also works in cooperation with its global
partners. These include 100 partner countries around the world, as well as organisations such as
the United Nations (UN), the European Defence Agency (EDA), the North Atlantic Treaty
Organisation (NATO), the Organization for Security and Cooperation in Europe (OSCE), the African
Union and the African Standby Force (ASF).
In recent years, the Radical Anarchists Movement (RAM) have consolidated once warring antiestablishment
factions and mobilized their membership. This mobilization has resulted in an
escalation of global terrorism. Ranging from cyber-attacks on financial centres and economic
institutions to radicalized militias occupying vulnerable territories, RAM has increased its radical
reach and international footprint. A number of humanitarian organisations have tried to intervene
in areas affected by RAM but have suffered significant setbacks due to kidnappings and violent
attacks on their members.
Worries over RAM’s rapid expansion have reached the assembly floors of many international
organisations and have heightened the debate over how best to deal with this increasing global
threat. This has lead the United Nations Security Council to pass a number of resolutions
condemning the activities of RAM. The latest resolution follows:
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With fears mounting that RAM will continue to recruit marginalized individuals to their cause and
expand their network of operations, the Secretary-General of the United Nations has formally
requested support from various organisations including the NATO, the African Union, and the
OGPS. Each organisation is to take a lead role in what is to be a global offensive to counter RAM’s
ability to fund activities, recruit members and deploy assets. NATO will take the lead in information
and intelligence gathering and will deploy military assets if and when it is determined that doing
so is required. The OGPS will focus their efforts on establishing a global information platform aimed
at countering the spread of RAM ideology, dispelling the lies published by RAM’s propaganda
machine, and significantly reducing their ability to recruit via the internet and other technologies.
Other regional organisations will look at strategies to reduce the marginalization of those
vulnerable to RAM propaganda and will work together to deal with regional economic disparities
which cause financial strife and allow RAM to exploit those in poverty.
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The section within the OGPS tasked with establishing the global information platform is the Public
Diplomacy and Information Directorate. A recent Assistant Secretary-General (ASG) rotation
brought a seasoned media and communications professional to the directorate. Brian Bednařík, a
Czech national, recently became the 8th ASG in the organisations history. ASG appointments are
highly politicized and occur every three to 9 years. Some ASG’s come from private enterprise but
most come from the foreign service of member countries. This causes conflicts when politically
minded ASG’s need to deal with commercially minded ASG’s.
One of the first things Brian did, with the assistance of Prabhat Mali, was to implement directorate
wide document standards. Previously, there were some standards but no guidelines or common
terminology within the organisation causing confusion, frustration, and disagreement over what
formats and quality were acceptable. Some of these new changes include:
1. All requests and justifications for spending funds must contain a return on investment
analysis and a section describing the management actions and reviews that will be put in
place to ensure that the outcomes are achieved and confirm that the benefits are realized.
The document should be created using the new document template located in the
document management system. The standard name for this document is an “Investment
Justification and Measurement”
2. A PDD Knowledge Management Database was created. This database is to be used as a
central repository for corporate knowledge. The database needs to be accessible to
everyone to read and should be updated on a regular basis as new knowledge is gained.
Individual departments or projects should maintain their own secured databases setup by
the MIS department. New entries in the individual databases will be uploaded to the
corporate database automatically every evening. The individual databases should be
named in the following way: “Knowledge Management - <Department or Project Name>”
3. All documents created for internal use must be written in the English language. Small
spelling or grammatical errors should be avoided but are acceptable providing the
mistakes do not cause misinterpretation or confusion over the meaning of the text
4. All documents created for external distribution must be written in English and cannot
contain spelling or grammatical errors that would be detectable by a CEFR level C1 speaker.
Brian also took time to talk to all the people in his directorate to get an idea of how they handled
daily operations. Throughout the consultations he asked everyone to reflect upon past experiences
and had all the input documented in what he termed as a Knowledge Management Database. This
was a completely new concept to the organisation. The following is the contents of this new
database. Although not perfect, Brian viewed it as a good start to collecting and tracking corporate
experiences.
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Corporate Knowledge Management Database
ID Type Knowledge Description Impact Date logged Logged by Status / Action
1 Operations CNN International is increasing coverage of
events happening in Africa.
More information
for processing.
DD/MM/YY Wenzel
Thalberg
Looking for ways to
use increased info.
2 Suppliers Print shop Inc. is not reliable. It has been late
on every print delivery for the past 14 months.
Bad quality
printed materials,
with late delivery
DD/MM/YY Xing Liu Xian Avoid using if at all
possible. Use internal
print shop.
3 Technology New Gigabit satcom uplink has been released
and offers much better bandwidth.
Transmit +50TB
data per sec.
DD/MM/YY Silvije
Zagorac
Specify new uplink in
future projects.
4 Projects PRINCE2 rarely works without tailoring. The
previous projects didn’t do this and ended up
spending a lot of money creating unnecessary
controls that never got used. People got really
frustrated.
Failed projects DD/MM/YY Make sure to tailor the
method to the project
environment
5 Outreach Many of the organisations providing
information through outreach Asia have been
infiltrated by RAM.
Disinformation is
becoming a
problem
DD/MM/YY Anand Patel Find a way to filter
information from Asian
contacts.
6 MIS Backups run during the day take up too much
network bandwidth.
Slow application
response time.
DD/MM/YY Régis Pierlot Don’t do backups
during the day.
7 Technology
usage
RAM is using the internet for 60% of their
recruitment activities.
RAM is gaining an
internet audience
DD/MM/YY Sandra
Pasteur
Monitor all RAM
internet activity
8 Projects A lack of PRINCE2 training has caused
confusion and delays on previous projects that
attempted to use the method. People still aren’t
trained.
Poor performance
using PRINCE2
DD/MM/YY Prabhat Mali People need to be
trained before making
them part of the
project management
team.
9 Suppliers Zamboni technology s.r.o. is closed for July
each year. Check their website in early May to
see the exact dates.
Parts needed in
August must be
ordered in mid-
May
DD/MM/YY Xing Liu Xian Noted in the
procurement system.
10
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He has also been working hard to determine how the organisation can best respond to the UN’s
request to establish a global information platform. After doing some basic research he has decided
that a multiple project approach is the best way forward. The only problem is that there is no
project mandate.
1 PRE-PROJECT (MANDATE) – EXERCISE 1
Within the OGPS, like at NATO and the UN, instructions from the Secretary-General to the Assistant
Secretaries-General come in the form of a tasker. A tasker is a formal document tasking a division
or directorate to perform a set of specified tasks. A tasker is therefore equivalent to a PRINCE2
mandate.
From an organisational perspective, the OGPS, like NATO, has a Private Office. The Private office is
the organisation which supports the Secretary-General. It includes administrative assistants and
advisors. All taskers are prepared for the Secretary-General by the members of the Private Office.
You have been temporarily assigned to the Private Office and have been requested to create a
tasker for the Public Diplomacy Directorate tasking them to establish a global information platform
in accordance with the wishes of the UN. Use all the information given in the case to create the
tasker, being as complete as possible. The tasker template is located in the IS. The tasker reference
number (unique ID) has already been assigned. All other information needs to be completed by
your team.
2 STARTING UP A PROJECT (ORGANISATION) - EXERCISE 2
After a week of anticipation, rumours of a new tasking for the directorate from the Private Office
have come true. While sitting in a meeting with the ambassador of Iceland, Bednařík’s
administrative assistant politely interrupted to inform him that the Secretary-General (Sec. Gen.)
wished to see him in the Private Office. During his meeting with the Sec. Gen., Bednařík was
provided with the UN related tasker and it was agreed that the new global information platform
should be developed and deployed using multiple projects. Bednařík wants the projects to be
managed using the PRINCE2 method.
Personnel Profiles of Potential Project Personnel
Brian Bednařík, Assistant Secretary General (ASG), Public Diplomacy Directorate
Brian Bednařík, a Czech national, recently became the 8th ASG of the organisation. He has 25 years
of achievements as a commercially astute media and communications professional. He
understands the technical aspects as well as the collection and dissemination methods involved in
the messaging and media industry. He is also well educated in the areas of financial control and
the managing of human resources. His cross-functional experience brings breadth to the ASG level
and depth to his decision-making ability. He is a multilingual communicator, whose team building
skills, strategic vision, and creativity have allowed him to identify and resolve many complex
problems. He is particularly known for his proactive application of change and risk management.
Before joining the OGPS, he served as the Vice-president of Messaging and Communications for a
number of companies in the Czech Republic, Slovakia, and Germany. He also has a degree in mass
media and communications from a top ten university in the UK.
Bednařík joined the OGPS because of his desire to make a difference in the world. He spends
approximately 25% of his time in the office and the balance attending meetings, speaking at
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events, and diplomatic functions. When in the office, he has no time to deal with daily operational
tasks, leaving this to his excellent Executive Officer.
Régis Pierlot, Executive Officer (Admin Head)
Régis Pierlot is a young professional and was recently named as the Executive Officer by Brian
Bednařík. Pierlot has a master’s in business management and has a background in public relations
in both the corporate and governmental organisations. He has also worked in a variety of other
positions within the mass media and marketing industry including merchandising, marketing, and
facilities management. His experience has taught him that hard work always pays off and he knows
he will need a strong work ethic to make it as the new Executive Officer. He is thrilled to be part of
the OGPS and dreams of one day becoming an ASG in either NATO or the OGPS. He has excellent
interpersonal skills and is a true team player and motivator.
Pierlot looks forward to working on new projects for the organisation and wants to learn about
PRINCE2.
Ted Bundy, DASG, Media & Communications Programmes
Ted Bundy is a hands-on executive with over 20 years of progressive experience specializing in
broadcast and print media. He joined the OGPS shortly before Bednařík. He was hired for his
experience executing business strategies in start-up, high growth, turn-around, and established
mass media environments.
He has a keen focus on service and operational excellence and continual quality improvement to
increase satisfaction and internal efficiency. Bundy has repeated success in partnering with crossfunctional
teams and personnel at varying levels within organisations to improve service levels,
media reach, and information uptake. He is in charge of all media and communications operations
for the OGPS.
Mert Kumpe, Broadcast Engineer
Mert Kumpe has been with the organisation for 15 years. He started as a junior technician and has
worked his way up to the Senior Broadcast Engineer position. He is in charge of all technical aspects
related to broadcasting for the organisation. He is hard working, fast thinking, quick to learn and
easily approachable. He has been responsible for ensuring that the organisation implements
technology changes in a systematic and cost-effective manner. In doing so he has proven to be an
excellent problem solver and analytical thinker. He is a strong communicator who is able to give
and receive instructions while also working well in a team approach. He is well respected within
the organisation. Kumpe reports to Ottar Jeglum, Media Specialist.
Arjana Owusu, DASG, Outreach Programmes
Arjana Owusu is a business leader with a proven track record of building high performing outreach
teams and accelerating information flows between stakeholders. With a strong background in
linguistics and translation, she excels at building scalable integrated campaigns that leverage
cutting edge communication techniques and networks. Although performance is at the core of
who she is, she believes organisations need to tell compelling stories and build relationships based
on trust if they want to succeed. She reports directly to the ASG, Brian Bednařík.
Ana Sofía Espinar, Manager, Global Information Delivery
Ana Sofía Espinar started with the organisation as an intern working directly for the office manager,
Prabhat Mali. Espinar, under the direction of Silvije Zagorac and Mali, quickly developed a
document management and tracking system, designed a set of corporate operational procedures,
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and developed and implemented a full set of document templates incorporating the new visual
identity guidelines. She has a master’s degree from Hanover University in economics and recently
passed her PRINCE2 Foundation Exam. During her internship she impressed Ted Bundy and her
new boss, Orito Kenko, Director, Print and Internet Group so much that they decided to create the
Global Information Delivery Manager position for her. Now, it seems, she will have a much bigger
role than anticipated given the new global platform that will be created. She is a very meticulous
individual who has a keen focus on quality.
Prabhat Mali, Office Manager
Prabhat Mali is an experienced office manager with over 20 years in general administration and
customer service. He has a proven track record of managing teams and achieving excellent results
in various industries including commercial printing, contract marketing, consumer research, and
industrial sales. He is excellent at engaging stakeholders at all levels of the organisation and the
creation of cost effective solutions to support the achievement of the directorate’s targets.
Reporting directly to Régis Pierlot, Executive Officer, Mali is responsible for ensuring all
administration processes are aligned to the company internal systems and are followed. He
manages the day-to-day office duties including HR related matters, Health & Safety Compliance,
adherence to the quality management process, and ensures all standard operating procedures are
followed by each of the functional groups.
Xing Liu Xian, Controller
Xing Liu Xian has worked for the OGPS for the past year and a half. Prior to starting with the
organisation, she worked for 12 years as a chartered accountant, where she witnessed many small
and medium sized enterprises struggling to survive. She was hired by the previous ASG to
streamline the organisation and implement austerity measures in an effort to stem the trend of
annual budget deficits. Her duties revolve around ensuring that the directorate is operating
effectively and efficiently while also managing the Accounting Department and monitoring internal
controls. She also oversees all procurement and supplier contracting functions. She is an excellent
analyst and report writer with a focus on doing more with less. Xing Liu Xian reports directly to
Régis Pierlot, Executive Officer.
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In reviewing the details from the tasker, Bednařík has concluded that, once operational, the global
information platform would become part of the normal operations of the Media and
Communications Programmes overseen by Ted Bundy. Bundy would have the responsibility of
implementing, operating and maintaining the new capability. Funding of the Project would also be
his responsibility and would be taken from his budget.
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One of the major issues that faces Bednařík and the use of PRINCE2 is that many in the organisation
do not understand the methodology while others feel it is too bureaucratic. Past attempts to run
projects using the method failed due to a lack of tailoring and poor understanding of the method.
Xing Liu Xian, the financial controller, has been very outspoken on the topic and wants nothing to
do with PRINCE2. She sees it as a complete waste of money and time and believes its only purpose
is to generate revenue for the UK government to fund its BREXIT activities.
It has been envisioned that the new capability will be developed through a number of projects.
The first project will focus on delivering a “Global Information Platform Strategy”. This strategy
would define the new capability in finite terms and once accepted by the UN would be used to
build the capability and make it operational. The Strategy Project would be run in four stages:
STAGE 1: Information and Communications Requirements Definition.
This stage would be focused on gathering global demographic data, defining target groups for
information, and determining the best modes of information delivery.
STAGE 2: New Platform Design and Technology Specifications.
Once the information and communications requirements have been defined specifications will be
created for all of the technology required to deliver the new capability. A comprehensive search
for high potential suppliers will be undertaken and a list of possible vendors will be created for the
international call for bid.
STAGE 3: International Call for Bid.
Vendors from the list created in Stage 2 will be contacted and requested to submit pricing
proposals and will be interviewed regarding a long-term international maintenance relationship.
Once the search is completed, a shortlist of venders will be created along with their pricing and
maintenance proposals.
Based on the results from Stage 1 through 3 a comprehensive value chain analysis will be
undertaken. The value chains will be analysed for suitability based on the various research findings.
STAGE 4: Global Information Platform Strategy Creation.
Using all of the information and reports generated in all of the previous Stages, a new,
comprehensive strategy will be written.
Exercise:
Using the information in the scenario found in the case plus the information above, fill out the
tables and answer the questions found in sections 2.1 to 2.7 below. Be sure to indicate why these
people are suitable for the roles. Include any assumptions and constraints.
2.1 Executive and Project Manager Possible Choices
Position Name and Title Reasoning and Constraints
Executive (Choice 1)
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Position Name and Title Reasoning and Constraints
Executive (Choice 2)
2.2 Project Manager Possible Choices
Position Name and Title Reasoning and Constraints
Project Manager
(Choice 1)
Project Manager
(Choice 2)
Once you have completed the tables above, answer the following questions:
1. What role is responsible for appointing the executive and the project manager?
a. Executive: _______________________________________________________
b. Project Manager: _________________________________________________
Wait for the instructor to review the answers before moving on to the next section.
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2.3 Senior User and Senior Supplier Possible Choices
Senior User (Choice 1)
Senior User (Choice 2)
Senior Supplier (Choice 1)
Senior Supplier (Choice 2)
2.4 Project Assurance Possible Choices
Position Name and Title Reasoning and Constraints
Business Assurance
User Assurance
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Position Name and Title Reasoning and Constraints
Supplier Assurance
2.5 Change Authority Possible Choices
Position Name and Title Reasoning and Constraints
Business Representative
User Representative
Supplier Representative
2.6 Team Managers
Position Name and Title Reasoning and Constraints
STAGE 1: Brand
Recognition Merchandise
Preference Survey and
Conclusions.
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Position Name and Title Reasoning and Constraints
STAGE 2: New
Merchandise Product
Specifications.
STAGE 3: Supply and
Distribution Chain
Strategies.
STAGE 4: Merchandise
Strategy Creation.
2.7 Other Roles
Position Name and Title Reasoning and Constraints
Project Support
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Position Name and Title Reasoning and Constraints
Quality Assurance
Quality Assurance
Please answer the following questions.
What PRINCE2 Principle is being supported by carrying out these activities during the starting up a
project process?
______________________________________________________________
______________________________________________________________
______________________________________________________________
What PRINCE2 theme is being supported by carrying out these activities during the starting up a
project process?
______________________________________________________________
______________________________________________________________
______________________________________________________________
What role(s) is/are responsible for this activity and why?
______________________________________________________________
______________________________________________________________
______________________________________________________________
3 STARTING UP A PROJECT (LESSONS LEARNED) - EXERCISE 3
Using information from the Corporate Knowledge Management database, document in the table
below, the ID numbers of any lessons that should be transferred to the project’s Knowledge
Management database and justify your reasoning. Then answer the questions after the table.
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CKMD
ID #
Justification
Please answer the following questions.
What PRINCE2 Principle is being supported by capturing information from the corporate database
and why?
______________________________________________________________
The project manager has named the project’s database as: Knowledge Management –
Merchandising Strategy”. Which principle is being applied and why?
______________________________________________________________
4 INITIATING A PROJECT - EXERCISE 4
The purpose of this exercise is to reinforce your understanding of the activities undertaken during
the Initiation Stage and the management products created. The goal is for you to complete the
activities tables using the items on the lists.
Start the exercise by sequencing the activities and numbering them in order of execution.
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Next, fill out the missing information in the spaces provided for Process, Inputs, Outputs, and
Approved by using the list found at the end of the exercise in the Seminar Exercise Book.
As you use an item cross it off the list as each item should only be used once.
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Activity Process Products Approved by
Prepare the Risk Management Approach
ACTIVITY NUMBER:___________
Inputs
Daily Log
Outputs Approved by
Risk Management Approach
Project Manager
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Activity Process Products Approved by
Agree the tailoring requirements
ACTIVITY NUMBER:___________
Initiating a Project Inputs
Lessons Log
Outputs Approved by
Defined tailoring and tailored
controls
Executive, Senior User, Senior Supplier
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Activity Process Products Approved by
Prepare the Change Control Approach
ACTIVITY NUMBER:___________
Initiating a Project Inputs
Project Brief
Outputs Approved by
Executive, Senior User, Senior Supplier
Updated Team Structure
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Activity Process Products Approved by
Prepare the Quality Management Approach
ACTIVITY NUMBER:___________
Inputs
Lessons Log
Outputs Approved by
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Activity Process Products Approved by
Prepare the Communication Management
Approach
ACTIVITY NUMBER:___________
Initiating a Project Inputs
Project Brief
Lessons Log
Issue Register
Change Control Approach
Outputs Approved by
Communication Management
Approach
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Activity Process Products Approved by
Set up project controls
ACTIVITY NUMBER:___________
Inputs
Project Brief
Lessons Log
Outputs Approved by
Project Controls Executive, Senior User, Senior Supplier
Executive, Senior User, Senior Supplier
Executive, Senior User, Senior Supplier
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Activity Process Products Approved by
Create the Project Plan
ACTIVITY NUMBER:___________
Inputs
Lessons Log
Risk Register
Issue Register
Risk Management Approach
Quality Management Approach
Outputs Approved by
Executive, Senior User, Senior Supplier
Executive, Senior User, Senior Supplier
Updated Role Descriptions
Updated Configuration Item Records
Executive, Senior User, Senior Supplier
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Activity Process Products Approved by
Refine the Business Case
ACTIVITY NUMBER:___________
Initiating a Project Inputs
Project Brief - Outline Business Case
Outputs Approved by
Executive, Senior User, Senior Supplier
Detailed Business Case
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Activity Process Products Approved by
Assemble the Project Initiation Documentation
ACTIVITY NUMBER:___________
Inputs
Detailed Business Case
Team Structure
Role Descriptions
Quality Management Approach
Change Control Approach
Risk Management Approach
Communication Management
Approach
Project Plan
Outputs Approved by
Project Initiation Documentation Executive, Senior User, Senior Supplier
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Activity Process Products Approved by
Plan the Next Stage
ACTIVITY NUMBER:___________
Inputs
Project Initiation Documentation
Lessons Log
Risk Register
Issue Register
Outputs Approved by
Executive, Senior User, Senior Supplier
Executive, Senior User, Senior Supplier
Updated Risk Register
Updated Issue Register
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Activity Process Products Approved by
Authorising a Stage
ACTIVITY NUMBER:___________
Inputs
Project Initiation Documentation
Outputs Approved by
Approved PID
Executive, Senior User, Senior Supplier
Executive, Senior User, Senior Supplier
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Initiation Stage Activities Table (Selection Sheet)
Process Inputs Outputs Approved by
Directing a Project Benefits Management Approach Approved Benefits Management
Approach
Project Manager
Initiating a Project Communication Management Approach Approved Stage Plan Project Manager
Initiating a Project Communication Management Approach Benefits Management Approach Project Manager
Initiating a Project Configuration Item Records Configuration Item Records Project Manager
Initiating a Project Change Control Approach Change Control Approach Executive, Senior User, Senior Supplier
Initiating a Project Change Control Approach Issue Register Executive, Senior User, Senior Supplier
Managing a Stage Boundary Daily Log Product Descriptions Executive, Senior User, Senior Supplier
Issue Register Project Plan, Product Descriptions Executive, Senior User, Senior Supplier
Lessons Log Quality Management Approach Executive, Senior User, Senior Supplier
Lessons Log Quality Register Executive, Senior User, Senior Supplier
Project Brief Risk Register
Project Brief Updated Role Descriptions
Project Brief - Project Definition, Project
Approach
Updated Role Descriptions
Project Brief - Project Product Desc. Updated Team Structure
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Project Brief - Project Product Desc.,
Project Approach
Updated Team Structure
Project Controls
Project Controls
Project Plan
Project Plan
Quality Management Approach
Quality Management Approach
Risk Management Approach
Risk Management Approach
Risk Register
Risk Register
Stage Plan
Stage Plan, Product Descriptions
Tailoring of PRINCE2
Updated Project Initiation Documentation
Updated Quality Register
PRINCE2® Practitioner Level
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PRINCE2® is a registered trade mark of AXELOS Limited, used under permission of AXELOS
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