The principles of PRINCE2 are what make a project a PRINCE2 project. The principles are not designed to be ironclad rules, but rather a guide on the best way to approach projects.
The PRINCE2 principles are:
- Universal – They can be applied to any project
- Self-Validating – They have been proven to work by being used in many projects over a long time
- Empowering – Knowing you are working with effective tools gives you confidence in your work.
What Are The 7 Principles?
The 7 principles I will describe in this blog post are:
- Continued Business Justification
- Learn from Experience
- Define Roles and Responsibilities
- Manage by Stages
- Manage by Exception
- Focus on Products
- Tailor to Suit the Project
Continued Business Justification
The project manager must make sure the project is still going to provide a positive value and is still needed by the users at each stage of the project.
Cutting a project short that won’t be worth the time, money and effort is good, because it frees up that time, money and effort for projects that are worth it.
Learn from Experience
- Beginning – Learn from similar previous projects
- During – Learn from what has happened so far on the project
- After – Learn from the project once it is finished
Defined Roles and Responsibilities
Everyone on the project needs to know what they should do and what they should not do. This stops people wasting time, money and effort doing the same work, or work someone else is better suited to.
Everyone also needs to know the best way to communicate with other people on the project. Got some remote workers? Best to know upfront, so you can arrange to speak virtually or on the phone.
Manage by Stages
A “management stage” is a single block of the project, like gathering requirements or developing the welcome screen.
Shorter management stages are easier to control, larger ones require less direct management, so can be reduce the workload on the Senior Manager (only really applies to huge projects).
PRINCE2 projects all have at least 2 management stages:
- Initiation (the start)
- Anything after that
The end of each management stage is when documents should be updated and the project should be checked to see if it is providing enough value to be worth continuing (Continuous Business Justification)
Manage by Exceptions
Set boundaries for the project, that if passed, mean it has failed and should end. Generally these have a little wiggle room.
The most common exceptions are:
- Cost
- Time
- Quality
- Scope
- Benefits
- Risk
Focus on Products
Projects that focus on producing something are more likely to be successful. You can justify to a client an application you have built much more easily that some generic improvements you made to worker productivity. A product is thing that has been made.
Agreeing on what the final product will look like with users make it less likely they will be unhappy with the final product as they told you that’s what they wanted. It also helps to stop users adding new features and ideas through the project, which can lead to the project never finishing because there’s always one more thing.
Tailor to Suit the Project
All projects are different, so make sure you adjust your project management accordingly. If the project is smaller and simpler you may be more hands on, if the project is large and complex you would likely need to delegate more and keep track of people rather than getting stuck in yourself.
Now you have a top-level definition of the 7 principles of PRINCE2, do any of these sound wrong to you? Do they sound right to you? Has it changed the way you will manage your projects? Let me know in the comments below.
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