A Work Package contains all information needed for a team to complete and deliver a product

Focus on products" ensures that products are clearly defined before work begins.

PRINCE2 7 includes digital and data management as a key performance area.

The Plans theme helps ensure that plans are appropriate and well-structured.

The Senior Supplier ensures the supplier’s resources deliver the required products to the expected quality.

Tailoring involves adapting PRINCE2 practices to suit the environment and size of the project.

A Lessons Report is created during project closure to support future projects.

The Executive is accountable for ensuring the project remains justified.

The Risk Register is classified as a record, used to capture and maintain risk information throughout the project.

Controlling a Stage" allows the Project Manager to monitor, manage, and report progress within a stage

The project must stay viable, desirable, and achievable throughout.

It keeps the Project Board informed of progress.

The Senior User ensures the product meets the end-users’ needs.

Product clarity prevents scope creep and miscommunication.

This report helps the Project Board decide on the next stage.

Project Assurance provides independent oversight.

It defines how changes to baselines are handled.

Learning should be continuous across all stages

The Project Brief outlines scope and approach before initiation.

The Progress theme helps manage and report progress.

It escalates issues beyond tolerance to the Project Board.

The Project Manager ensures quality processes are followed.

Management products are essential documents for governance.

It governs high-level project direction

Stages help in better control and management.

It tracks when and how benefits will be realized.

The Team Manager provides updates to the Project Manager.

It helps the Project Board decide on the next stage.

The Project Board makes key decisions including project and stage closures

The Plan theme supports control and decision-making.

Tailoring involves adapting processes, themes, and products appropriately.

Tolerances are agreed for time, cost, scope, and quality during planning.

The PID is a major control document used by the Project Board and Project Manager.

The Project Manager maintains the Risk Register.

The Risk theme helps identify and control potential threats and opportunities.

The Business Case supports decisions about project viability.

Tailoring makes PRINCE2 more effective and relevant.

This principle avoids ambiguity in authority and accountability.

A hybrid approach allows flexibility by combining elements of both linear-sequential and iterative-incremental approaches. For instance, a linear-sequential approach might be employed to develop a service's infrastructure, followed by an iterative-incremental approach to creating the customer service portal to access the service.

Manage by stages
The stages of a project often mark a change in the influencers and any key relationships. They are good points to review how the project is planned to deliver, ensuring it remains aligned with how people interact with each other and the wider organizational ecosystem.

Stage boundaries provide a more controlled way to review the skills needed for the next delivery stages and make changes, even to the Project Board.

Learn from experience
The project manager will look at past project lesson reports for lessons and encourage people in the project ecosystem to come forward with the lessons.

The lessons log provides a repository to record lessons that apply to this project or future projects.

The "project mandate" is an external product generated by the authority commissioning the project, forming the trigger for starting a project. It is created before the project starts as considered to be the trigger for the project.

Other objectives of the managing product delivery process are to ensure that:

• Work on products allocated to the team is authorized and agreed.
• Team managers and their teams are clear as to what is to be produced and what is the expected effort, cost, and timescales.

The purpose of the change management approach is to establish the target organizational state required for the project to meet its objectives together with the means by which the business will shift from the current state to a new state

The purpose of the 'directing a project' process is to enable the project board to be accountable for the project’s success by making key decisions and exercising overall control while delegating day-to-day management of the project to the project manager.

Definition: Problem or concern

A problem is an issue with an immediate and negative impact.

A concern is an issue whose timeliness and impact need to be assessed

PRINCE2 captures requirements (needs or expectations) in product description documents, which constitute part of the project scope.

Reference: Organizing work packages

The delivery activities involved in each product can be identified and organized into work packages. Each work package should combine closely related people, resources, and delivery activities.

A work package includes one or more delivery activities. These activities, in turn, can be decomposed into a set of tasks.

The tangible or intangible deliverable of an activity. In PRINCE2, outputs are the specialist products that will be used to enable change

• The internal elements of an organization (including staff, board, owners, and other stakeholders), together with the organization’s external relationships, such as customers, partners, suppliers, regulators, and competitors.

The Benefits Management Approach explains how and when the benefits outlined in the Business Case will be measured — often extending beyond the project timeline.

Starting Up a Project” ensures the prerequisites for initiation are in place, including the creation of the Project Brief, which sets the foundation for detailed planning.

The Progress theme outlines how the project’s progress will be monitored and controlled — including tolerances, reports, and exception handling.

The Project Board makes key decisions, provides strategic direction, and authorizes stages. It does not handle day-to-day management — that’s the Project Manager’s job.

The Project Product Description outlines the overall product of the project, including its purpose, composition, quality criteria, and acceptance methods — guiding all deliverables.

PRINCE2 7 introduces sustainability as a key performance target, encouraging projects to consider environmental, social, and economic impacts throughout their lifecycle.

"Managing Change Requests" is a task within change control, but not a formal PRINCE2 process. PRINCE2’s 7 processes are well-defined, and this one is not included.

PRINCE2 requires the Business Case to be continuously valid. It is formally reviewed at each stage boundary to confirm the project is still desirable, viable, and achievable.

The Organization theme defines and establishes the structure of roles and responsibilities within the project. It ensures clear accountability and authority levels, including stakeholders.

Learn from experience" ensures lessons from previous projects, current stages, and even during closure are recorded and applied. This helps improve project delivery and avoid repeated mistakes