PRINCE2 processes
The seven processes
Starting up a project (pre-project: appoint the executive and project manager, capture lessons, outline business case, choose the project approach, assemble the project brief, plan initiation) → Directing a project (authorise initiation, the project, each stage or exception plan, give ad hoc direction, authorise closure) → Initiating a project (refine the business case, set up controls, create the project plan, prepare the approaches, assemble the PID) → Controlling a stage → Managing product delivery → Managing a stage boundary → Closing a project.
Key ownership: the project board directs, the project manager controls the stage, the team manager manages product delivery. Controlling a stage includes authorising work packages, monitoring, reviewing stage status, reporting highlights, capturing and examining issues and risks, escalating, and taking corrective action. Managing a stage boundary plans the next stage, updates the project and business case, reports stage end, and produces exception plans; it is not used at the end of the final stage, where closing a project applies.
Traps: mixing up which process creates which product - project brief (starting up), PID (initiating), work package (controlling a stage/managing product delivery), highlight and exception reports (controlling a stage), end project report and lessons report (closing). Also, directing a project runs throughout; it is not a one-off.
Worked example: the project manager forecasts a breach of stage tolerances. She escalates an exception report to the project board, which may authorise an exception plan produced during managing a stage boundary.