Applying and tailoring PRINCE2 to a project context
Tailoring is a principle, not an option
PRINCE2 must be tailored to the project's context: its size, complexity, risk, delivery approach (predictive, agile or hybrid), commercial and contractual arrangements, organisational standards, and the culture of the people involved. Tailoring is the seventh principle, so it is always required. What is tailored is the method's application - processes, practices, roles, products and documents - never the principles. A project must still evidence all seven principles at all times.
How tailoring works in a scenario
Effective tailoring starts at initiation and is recorded: the PID sets out how the project will apply the method (often as a tailoring approach), and that choice is revisited as the context changes. Typical tailoring: combining, splitting or sharing roles while keeping accountabilities clear; merging management products into one document; simplifying scales, registers and report formats; running a single delivery stage on a short project (still at least two stages, including initiation); lightweight product-based planning; scaling the quality and risk approaches to the size of the project.
Traps
The commonest distractor removes rigour rather than ceremony - 'the project is small, so we will not bother with a business case or tolerances'. Another is tailoring to a person ('the sponsor dislikes reporting') rather than to the project's context. Watch also for role combinations that destroy the checks and balances, such as the executive and project manager being the same person, leaving nobody to challenge the business justification.
Rule of thumb
Tailor by reducing ceremony while keeping rigour. For each practice ask: what is the smallest application that still meets the purpose and evidences the principles? Record the decision, then re-check it as the project evolves.