Tailoring PRINCE2 to the project environment

• What is tailoring?
• General approach to tailoring
  • Overview
  • Applying the principles
  • Adapting the themes
  • Applying the organizations terms and language
  • Adapting the management products
  • Adapting the roles
  • Adapting the processes
• Examples of tailoring PRINCE2
• Projects in a programme environment
  • Overview
  • Themes Business Case
  • Themes Organization
  • Themes Quality
  • Themes Plans
  • Themes Risk
  • Themes Change
  • Themes Progress
  • Processes
  • Management products
• Project scale
  • Overview
  • Simple project
  • Simple project Themes
  • Simple project Processes
  • Simple project Management products
• Commercial customer/supplier environment
  • Overview
  • Themes Business Case
  • Themes Organization
  • Themes Quality
  • Themes Plans
  • Themes Risk
  • Themes Change
  • Themes Progress
  • Processes
  • Management products
• Multi organization projects
• Project type
  • Lifecycle models
  • The evolving project
  • The feasibility project
• Sector differences
  • Overview
  • Senior Responsible Owner
  • OGC Gateway Review
• Project management Bodies of Knowledge

Key sections

• Introduction
• Business case
• Organization
• Quality
• Plans
• Risk
• Change
• Progress
• Introduction to processes
• Starting up a projectDirecting a project
• Initiating a project
• Controlling a stage
• Managing Product Delivery
• Managing a Stage Boundary
• Closing a Project
• Tailoring PRINCE2 to the project environment
• Directing Projects with PRINCE2

Tailoring PRINCE2® to the project environment

Project scale

Simple project

The theme most affected by simple projects is the Organization theme:

• Scaling the project management team is primarily about role and function consolidation. Roles can be combined but should not be eliminated
• As the Executive and Senior User roles are both from the customer environment, these can often be combined
• As the Project Manager is likely to be much closer to the Project Board than on larger more complex projects, members of the Project Board are often in a better position to carry out their own Project Assurance rather than appointing another individual to fulfil this role
• For small teams it may not be necessary to appoint Team Managers. The Project Manager of a small project can carry out those responsibilities
• The Project Manager may undertake the role of Project Support and be a team member. In this case, the Project Manager must balance the effort of managing the project against the effort of doing any project work

Of the other themes, the minimum requirements are:

Some form of business justification, no matter how this is documented

Product Descriptions for the key deliverables and a simple plan, in the form of a schedule of who is involved in producing, reviewing and approving products, together with key milestones.
This is often referred to as a product checklist (see the Product Description outline for a Plan in the folder ‘Product Description outlines’ as part of the product package for an example).

An understanding of the levels of quality required in the project, and of the project products.

An analysis of the risks facing the project, actions that will be taken to implement risk responses, and communicating risk status via Checkpoint and Highlight Reports.

A simple method of controlling changes to the project and managing the configuration of the products being delivered - for example, simple product identification and version control standards with secure arrangements for the storage of work products.

Some form of agreed controls and reporting requirements (whether written or oral).

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