People in projects
What the People element covers
PRINCE2 7 treats people as a first-class element alongside principles, practices and processes. It addresses the human side of projects: leadership, team development, communication, stakeholder engagement and leading people through change. A candidate must understand the distinction between leadership (vision, direction, buy-in, motivation) and management (planning, controlling, monitoring, delivering products). Projects need both, and PRINCE2 roles carry both: the project board provides direction and sponsorship; the project manager delivers through the team.
Concepts to know
Leadership in a project means creating and communicating a compelling vision, showing commitment and behaving consistently; project managers influence far more than they control. Emotional intelligence - self-awareness, self-regulation, empathy and social skill - is tested through scenarios about conflict, resistance and difficult stakeholders. Team development stages and situational leadership are helpful guidance, but PRINCE2 does not mandate a single model. Change is experienced individually, so expect resistance, engage early, listen, and address concerns rather than announcing decisions. Stakeholder engagement is two-way and continuous; a communication plan on its own is not engagement.
Traps
People is not a practice: it has no register or product and is not optional. Options that reduce people management to 'sending status reports' or 'telling stakeholders what has been decided' are usually wrong. Another trap is assuming the project manager alone owns motivation - the executive and project board sponsor the project and the change.
Rule of thumb
For any People question, ask whether the option builds understanding and commitment (engagement, empathy, visible sponsorship) or merely transmits information. Choose the former.