This process is about planning the project in detail. The key product output is the Project Initiation Document (PID). The process addresses the following issues:

1. A suitable Business Case exists to justify proceeding with the project.

2. Production of A Project Quality Plan.

3. Key resources (money, time and people) are made available.

4. The remaining PRINCE components, namely Controls and Stages, Risk Management, Quality, Configuration Management and Change Control, are thought through and documented.

5. Other outputs from this process include blank products in readiness for use - the Quality Log, the Issue Log and the Lessons Learned Report.

6. The process produces one further product, a detailed stage plan for the first stage of the project.

Planning

The Planning process begins as soon as the Project Mandate arrives and is followed whenever project and team managers need to do further planning.  PRINCE uses a product-based planning technique that can be applied to any type of project.

1. Establishing what products are needed - A Product Breakdown Structure or 'shopping list'.

2. Determining the sequence in which each product should be produced - A Product Flow Diagram.

3. Defining the form and content of each product - A Product Description  A Product Checklist is useful to enable the Project Manager to check key delivery dates for the products.

Although the PRINCE method is very much focused on products, it recognises that other types of planning techniques may be used by the Project Manager to address the detailed activity required to produce the products, e.g Gantt charts, Activity networks, Critical Path Analysis etc.,

Directing the Project  (Taking decisions at key points)

This process runs from the end of the start-up of the project until its closure. It involves the Project Board monitoring via reports and controlling through a number of decision points.

1. Authorising initiation agreeing the project looks worthwhile.

2. Authorising a project approval of the PID and 1st stage plan.

3. Stage Boundaries checking results so far to commit more resources.

4. Ad hoc direction providing advice and guidance.

5. Project Closure confirming project outcome is as desired.

This process does not cover the day to day activities of the Project Manager.

Controlling a Stage  (Daily management of the project)

After all of the initial planning has been completed and project approval obtained, this process, is continuous for each management stage of the project. It describes the monitoring and control functions of the Project Manager in the day to day management of the project.  Authorising work Monitoring progress Assessing issues and change requests Reporting Taking corrective action.  The process also covers the ongoing task of risk management and change control.

The Project Board meets at the end of each management stage to review the work of the stage just completed and to authorise the plans for the next stage.

Managing Product Delivery  (Product creation)

This process is closely linked to Controlling a Stage and is all about getting specialist products created, tested and handed over.  Team managers are responsible for various management and quality products are created or updated during this process, e.g. Team Plans, Checkpoint Reports, Quality Log.

Managing Stage Boundaries  (Preparing for the next Stage)

This process provides the Project Board with key decision points on whether to continue with the project or not  The key objectives are.

1. To assure the Project Board that all products planned in the current stage have been satisfactorily completed.

2. To provide the information needed for the Project Board to assess the continuing viability of the project.

3. To provide the Project Board with an End Stage Report on the current stage and a detailed Next Stage Plan for approval.

In simple terms, the Project Manager should be thinking ahead about what needs to be done next so that the project progresses smoothly, avoiding temporary delays.  This process also gives the Project Manager the opportunity to update a number of management products with actuals, e.g. the Project Plan, Risk Log, Business Case and Lessons Learned Report. Any changes in the Organisation can be addressed in this process.

Closing the Project  (Ensuring the project has done the job)

The purpose of this process is to execute a controlled close to the project, either at the planned end or premature closure.  The key features are

1. To check the extent to which the objectives set out in the PID have been met.

2. To confirm the Customer's acceptance of the specialist products.

3. To confirm that product maintenance arrangements are in place.

4. To make recommendations for follow-on actions.

5. Archive the project files.

6. Plan a Post Project Review if relevant.

7. Notify relevant personnel that the project has closed.