Within this context, it is vital that members of the project board not only understand their accountability for driving projects but have the skills to do so successfully. They also need to recognize the crucial differences in the disciplines involved with this aspect of senior management, compared to their other business responsibilities.
It addresses key questions that are frequently asked by board members; providing clarity on issues such as expectations, role dynamics, project control and effective application of PRINCE2. Not only that, it explains why the directing role is so important to a successful project outcome and sets out the key duties and behaviours required. For example, senior managers must:
PRINCE2 is firmly established as the world's most practiced method for project management and is globally recognized for delivering successful projects. The updated 2017 guidance, its first since 2009, places a strong emphasis on the scalability and flexibility of the method and on how best to tailor it to the complexity and specific requirements of a project. The best practice represented by the PRINCE2 method is supported by a scheme that offers three levels of certification: Foundation, Practitioner and Professional. The PRINCE2 method comprises of seven themes, principles, and processes and equips practi-tioners with the skills and knowledge to manage projects in a wide range of environments.
There are now two editions for PRINCE2; 'Managing Successful Projects with PRINCE2' is aimed at people who work on projects on a daily basis and 'Directing Successful Projects with PRINCE2' provides a guide for those who direct or sponsor projects, both of which are available below.
There are also practical shortcuts, like draft agendas for Project Board meetings and benefits reviews. However, I felt there could be more emphasis on the importance of a successful handover to operations, as this is often missed in projects and the support of the Executive is making sure this happens effectively is essential.
PRINCE2 (PRojects IN Controlled Environments) is a structured project management method and framework that provides guidance for organizations and individuals on how to go about managing successful projects. It is based on seven principles, seven themes, and seven processes. The PRINCE2 system is widely used in the UK and internationally, and has been adopted by both public and private sector organizations.
The PRINCE2 Project Manager roles and responsibilities involve managing the project and ensuring that it is completed on time and within budget. They also need to ensure that all team members are aware of their roles and responsibilities.
PRINCE2 (Projects In Controlled Environments) is a project management methodology widely used in the UK. It is designed to help organizations deliver projects in a controlled and consistent manner. PRINCE2 qualifications are offered at Foundation and Practitioner level, and there is also a certification for project managers with significant experience with the methodology.
The adoption of PRINCE2 as a project management methodology continues to increase globally, resulting also in the increase in the number of employers, jobs and contracts looking for PRINCE2-certified professionals. Last year, more than 180,000 took the certification exams, 77 percent of which were in Europe. The number of permanent jobs citing PRINCE2 in the UK has gone up 135 more compared to last year, and up 630 more compared to 2013. AXELOS, the company who owned PRINCE2, enumerates several benefits in implementing this PM best practice, such as providing confidence in successful delivery, having a common language between internal and external project professionals, being customer-focused with a comprehensive change control mechanism, and more.
PRojects IN Controlled Environments, 2nd edition or PRINCE2, is a widely-practiced structured project management approach. It is based on experience drawn from thousands of projects and the contributions of much more people involved in projects. It covers the management of the project and the resources carrying out the activities of the project. It is built on 7 principles that create an integrated framework of 7 themes and 7 processes. It is capable of supporting business outcomes, enabling business change, managing risk in line with business needs, optimizing customer experience, showing value for money and improving continually.
PRINCE2 (an acronym for PRojects IN Controlled Environments) is a process-based method for effective project management. It is one of the most accepted and used methods in project management due to the fact that it can be applied to any project regardless of project scale, type, organization, geography or culture. Being widely recognized and understood, PRINCE2 provides a common vocabulary to all project participants and maintains the focus on the project viability in relation to the business case rather than on the project end. The aim of PRINCE2 is to provide useful information at the right time for the responsible people to make sound decisions. It clearly defines project responsibilities and helps participants understand their roles and needs. PRINCE2 is also a certification program where practitioners can be accredited and qualified. The method is owned by the UK Government and Axelos. This article deals with the description and illustration of the PRINCE2 project methodology, as well as how it applies to projects in a programme and what are its benefits and limitations. However, for a better understanding of how the method applies in real-life projects, an external link to the documentation of a PRINCE2 sample project is provided.    
The project teams using PRINCE2 should learn from previous experience. Lessons should be sought, recorded and acted upon. As projects are unique, the team assigned to undertake a specific project might not have dealt with a similar one before. That is why it is necessary to learn from experience at all stages in the project. At the start of the project, previous or similar projects should be reviewed for lessons learned that could be applied. If the project is completely new, the project team could seek external experience. As the project progresses, it should contain reports and reviews with lessons learnt and they should be implemented during the lifetime of the project. At the end of the project, lessons should be passed on.
In terms of authority, PRINCE2 has clearly defined responsibilities and accountability for governing, directing, managing and delivering projects. The four management levels and their responsibilities can be seen in Table 1. Accountability is set by delegating authority from one management level to the next and by setting tolerances against six objectives for the project: time, cost, quality, scope, risk, benefits. In the case that the agreed tolerances are exceeded, they should be reported to the next management layer for a decision on how to proceed. This principle provides an efficient use of senior management time without jeopardizing their control over the project.
In PRINCE2, themes are aspects of project management that must be addressed continually. The strength of PRINCE2 lies with the way the seen themes are integrated and linked together. All seven themes should be applied in a project. However, they should be tailored to fit the scale, nature and complexity of the project at hand. For instance, for high risk projects, additional detailed documentation may be needed, whereas for low-risk projects more concise presentations and informal processes might be more adequate. The description of the themes can be found in Table 2.  
PRINCE2 is an international standard method for Project Management. It is built upon many years of best practice in Project Management and provides a flexible and adaptable approach to suit all types of projects. The framework is designed to cover a wide variety of disciplines and activities required for a successful project. PRINCE2 provides organizations' projects with:
There are factors that are believed to constrain the success of PRINCE2 projects. However, these are demonstrably not methodological but rather organizational. The issues lie not with the PRINCE2 framework or manual, but with the organizational shortcomings including poor project governance and organizations not being able to properly introduce and implement PRINCE2. That is, their lack of project leadership. More generally, organizations seem to not give sufficient priority to project governance. 
This book describes the universally applicable project management tool - PRINCE2. It explains the practices that enable individuals and organisations to successfully deliver projects within the required cost, time and quality constraints. It serves as a handbook for Project Managers, Team Managers and Project Support. The book covers the principles of PRINCE2, the good practices of successful projects, the themes which describe aspects of project management that require specific treatment and processes which describe the progress through a project lifecycle from start to end.
This book is intended for everyone doing projects in real world. It is written for Project Managers, Project Leaders and Team Managers and all others who are involved with the starting up and management of projects. The contents of this book meet the majority of the theoretical requirements set for successfully passing the PRINCE2 Foundation exam. In this book, the authors have successfully combined their long experience in project management and PRINCE2 training. Using this background they explain the PRINCE2 approach in a structured manner, complemented with useful examples to help bring the theory alive. The Themes, Processes, techniques and Management Products as defined in PRINCE2 are explained in an easy-to-read, concise text. 2b1af7f3a8