While many methods focus on "what we are doing," PRINCE2 focuses on By defining the quality requirements of the final "Product" upfront, you ensure everyone agrees on what "finished" actually looks like. This prevents "scope creep" where the project grows uncontrollably because the finish line was never clearly marked. 6. Tailor to the Environment
The decision-makers (Executive, Senior User, and Senior Supplier) who "own" the project.
The Board only gets involved if a "limit" is about to be breached. This empowers the manager while saving the stakeholders' time. 5. Focus on Products, Not Tasks Managing Successful Projects with PRINCE2.
This is a lifesaver for busy executives. The Project Board sets (limits) for time, cost, quality, scope, risk, and benefits.
The person running the day-to-day operations. While many methods focus on "what we are
The Project Board only commits to one stage at a time.
Managing a successful project with PRINCE2 isn't about following a checklist; it's about By ensuring the project remains justified, defining clear ownership, and focusing on quality delivery, you turn "managing a project" into "delivering a success." Define the Roles (Who’s Doing What?)
In PRINCE2, a project doesn't start (and shouldn't continue) just because it's a "good idea." Every project must have a . If at any point the project is no longer viable, desirable, or achievable, the framework gives you the permission—and the obligation—to stop. This prevents organizations from throwing good money after bad. 2. Define the Roles (Who’s Doing What?)