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10.4 PRINCE: Management of Projects in General

10.4.1PRINCE (Projects In a Controlled Environment) is a structured method for effective project management that is designed for use on any type of project in any environment, including client-side construction-enabled projects. It contains a complete set of the concepts and processes required for a properly run and managed project. Details are available on the PRINCE2 website.
10.4.2

PRINCE2 is used extensively in NI and the rest of the UK, and is widely recognised and used in the private sector, both locally and internationally. Its key features are:-

  • Its focus on business justification;
  • A defined organisation structure for the project management team;
  • Its product-based planning approach;
  • Its emphasis on dividing the project into manageable and controllable stages to which resources are committed one at a time;
  • Its flexibility to be applied at a level appropriate to the project;
  • Management by exception; and
  • Management of risk.
10.4.3The way that PRINCE2 is applied to each project will vary considerably, and tailoring the method to suit the circumstances of a particular project is critical to its successful use.
10.4.4It should be noted that it is no longer acceptable to divorce construction projects from PRINCE2. The specific technical construction or works elements should be taken forward using the Achieving Excellence guidance, but this is only one element of the project. PRINCE2 should be used to manage the project as a whole.
10.4.5Under PRINCE2, senior management direction and control of the project is exercised through a Project Board, representing Executive, Senior User and Senior Supplier interests. The role of the Senior Responsible Owner (SRO) is crucial. He is responsible for ensuring that the project or programme meets its overall objectives and delivers its projected benefits. The role of the Project Manager is also vital. He is given the authority to run the project on a day to day basis on behalf of the Project Board, within constraints specified by it. These and other roles are explained in the PRINCE2 document.
10.4.6PRINCE2 includes guidance on appropriate project management documentation, including, for instance, the Project Brief and the Project Initiation Document (PID), which provides the baseline of estimated costs and time against which progress of the project is monitored. The Project Manager should provide the Project Board with Highlight Reports to summarise progress at defined intervals. PRINCE2 always focuses on delivering specific products to meet a specific Business Case. Throughout the project, the Business Case is reviewed and progress is measured against any revised expectations of achieving defined benefits. Any deviations from the original Business Case must be controlled through the Project Board.
10.4.7The PRINCE2 model includes eight distinct management processes, from setting the project off on the right track, through controlling and managing the project's progress, to the completion of the project. These processes define the management activities to be carried out during the project. In addition, PRINCE2 describes a number of components that are applied within the appropriate activities, covering organisation, plans, stages, controls, risk management, configuration management, change control and quality review. These processes and components are described fully in the PRINCE2 manual.
10.4.8CPD can provide advice on the application of PRINCE2.

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