Starting up a project

Key sections

AD 1

AD 2

AD 3

AD 4

AD 5

PRINCE2 2009 - Starting up a project part 10

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of the Cabinet Office under delegated authority from the Controller of HMSO.

Activities

Plan the initiation stage

Initiating a Project takes time and consumes resources.
The work should be planned and approved like any other project work.
This also ensures that initiation is not aimless and unstructured.

If the project is part of a programme, the end date for the initiation stage should be checked against that held in the programme’s plans.
The Stage Plan for the initiation stage will also give the programme management team warning of any requirements from the programme.

The application of PRINCE2® processes during Initiating a Project needs to be considered as part of the Starting up a Project process.
For example, the project may choose to apply the Controlling a Stage and Managing Product Delivery processes during the Initiating a Project process.

Diagram 1 shows the inputs to, and outputs from, this activity.
For more details on planning, see the section covering ‘Plans’.

Diagram 1

PRINCE2 recommends the following actions:

Based on the project approach, decide upon suitable management controls for the project sufficient for it to be initiated:

Review the Lessons Log for lessons related to project controls
Define the reporting and control arrangements for the initiation stage

Identify any constraints on time and costs for the initiation stage and produce the Stage Plan for this stage according to the principles and techniques in the section covering ‘Plans’
Review any risks in the Daily Log and assess their impact on the Stage Plan for the initiation stage
If any new risks are identified (or existing ones have changed), update the Daily Log
Request authorization to initiate the project.

Diagram 2 shows the responsibilities for this activity.

Diagram 2

PRINCE2® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.

Non - PRINCE2 information

Purchase the full productThis product contains EVERYTHING in the publications:

Managing Successful Projects with PRINCE2 - 2005 edition
Managing successful Projects with PRINCE2 – 2009 edition
Directing Projects with PRINCE2.

And much more besides - at a fraction of the cost.

NON - PRINCE2 project management

Introduction

What is a project? [see What is a project?]
What is project management? [see What is project management?]
Project management system [see What does a project management system consist of?]
Project visualisation [see Project visualisation]
Work breakdown [see Why breakdown a project?]
Concept [see Concept or idea]
Feasibility [see Feasibility study]
Initiation [see Initiation]
Specification [see Specification]
Project management design [see Design]
Project management build [see Build]
Project management implementation [see Implementation]
Project management operation and review [see Operation and review]
The Project Notebook [see The Project Notebook]

General

Constraints [see Detailed planning – part 20]
Control [see Control – part 1]
Planning [see Detailed planning – part 1]
Plans [see Planning - part 1]
Plans [see Types of plans]
Roles and responsibilities [see Detailed planning – part 17]
Writing reports [see Writing reports – part 1]

PRINCE2 2005

Introduction

Definition [see Introduction part 1]
Terminology [see Introduction part 2]
What is a project? Scope [see Introduction part 3]
The processes [see Introduction part 4]
Introduction to processes [see Introduction to processes]
59The components [see The components]

Analysing Risks [see Planning (PL) - part 7]
Controls [see Controls - part 1]
Daily Log [see Controls - part 5]
Initiating a Project [see Initiating a Project (IP) - part 1]
Planning [see Planning (PL) - part 1]
Planning an Initiation Stage [see Starting up a Project (SU) - part 7]
Plans - benefits [see Plans - part 1]
Risk [see Management of Risk - part 1]
Setting up Project Controls [see Initiating a Project (IP) - part 5]
Starting up a Project [see Starting up a Project (SU) - part 1]
The processes [see Introduction – part 4 The processes]

PRINCE2 2009

Principles [see Principles]

Plans

Risk

Assess [see Risk - Risk management procedure - Assess]
Communicate [see Risk - Risk management procedure - Communicate]
Identify – part 1 [see Risk - Risk management procedure - Identify – part 1]
Implement [see Risk - Risk management procedure - Implement]
Plan [see Risk - Risk management procedure - Plan]
Risk management in projects [see Risk - Risk management in projects]
Risk management procedure [see Risk - Risk management procedure]
Risk Management Strategy [see Risk - Risk Management Strategy]
Risk Register [see Risk - Risk Register]
What is a risk? [see Risk - Risk defined - What is a risk?]
What is at risk? [see Risk - Risk defined - What is at risk?]
What is risk management? [see Risk - Risk defined - What is risk management?]

Change

Process

Final delivery stage [see Introduction to processes - The PRINCE2 journey - Final delivery stage]
Initiation stage [see Introduction to processes - The PRINCE2 journey - Initiation stage]
Pre-project [see Introduction to processes - The PRINCE2 journey - Pre-project]
Subsequent delivery stages [see Introduction to processes - The PRINCE2 journey - Subsequent delivery stages]

DPP2

Starting up a Project

Time management

Introduction

Resources [see Resources]
Workaholic [see Workaholic]
What is time management? [see What is time management? Problem Time solving]
What is time management? [see What is time management? General]

Key time destroyers

Key Time Destroyers [see Key Time Destroyers]
Action chasing [see Action chasing]
Being disorganised [see Being disorganised]
Cant say 'No' [see Cant say 'No']
Crisis management [see Crisis management]
Desktop management [see Desktop management]
Friends [see Friends]
Large reports [see Large reports]
Low energy levels [see Low energy levels]
Meetings 1 [see Meetings 1]
Meetings 2 [see Meetings 2]
Multiple tasks [see Multiple tasks]
Others errors [see Others errors]
Other's jobs [see Other's jobs]
Paperwork [see Paperwork]
Perfection [see Perfection]
Poor communication [see Poor communication]
Poor control and reporting [see Poor control and reporting]
Poor delegation [see Poor delegation]
Poor information [see Poor information]
Poor leadership [see Poor leadership]
Poor planning [see Poor planning]
Poor preparation [see Poor preparation]
Poor self discipline [see Poor self discipline]
Putting things off [see Putting things off]
Resource issues [see Resource issues]
Responsibility, accountability and authority [see Responsibility, accountability and authority]
Socialising [see Socialising]
Staff issues [see Staff issues]
The boss [see The boss]
The telephone 1 [see The telephone 1]
The telephone 2 [see The telephone 2]
Travel time [see Travel time]
Unfinished tasks [see Unfinished tasks]
Unwanted callers [see Unwanted callers]
Work overload [see Work overload]
Your own errors [see Your own errors]

Planning

Assessment and planning [see Assessment and planning]
Implementing [see Implementing]
Prioritising [see Prioritising]
Scheduling [see Scheduling]
Review [see Review]

Risk management

Introduction

What is risk? [see What is risk?]
6 questions to define the project [see 6 questions to define the project]
The key areas of concern [see The key areas of concern]
What should risk analysis provide? [see What should risk analysis provide?]
3 Ways to view risk management [see 3 Ways to view risk management]
General comments on risk assessment [see General comments on risk assessment]
Accountability [see Accountability]
General comments on planning [see General comments on planning]
What are the core process steps to assess a risk? [see What are the core process steps to assess a risk?]
Simple process outline [see Simple process outline]
What are the basic overall process steps? [see What are the basic overall process steps?]
Stakeholders [see Stakeholders]
Success measures [see Success measures]
Why carry out Risk Assessment? [see Why carry out Risk Assessment?]

Leadership

Introduction

Definition of leadership [see Definition of leadership]
Leadership and effectiveness [see Leadership and effectiveness]
Leadership qualities [see Leadership qualities]
Leadership functions [see Leadership functions]

other sites of interest in the series

this is not the official brand site for PRINCE2® — OGC official brand sites are

PRINCE2® is a registered trade mark of the Cabinet Office.

Material on this site covers the PRINCE2® process as referred to in the OGC publication:

‘Managing successful Projects with PRINCE2 – 2009 edition’ and ‘Directing Projects with PRINCE2’.

PRINCE2 2009 - Starting up a project part 10

Activities

Plan the initiation stage

Non - PRINCE2 information

Purchase the full productThis product contains EVERYTHING in the publications: Managing Successful Projects with PRINCE2 - 2005 edition Managing successful Projects with PRINCE2 – 2009 edition Directing Projects with PRINCE2. And much more besides - at a fraction of the cost.

NON - PRINCE2 project management

PRINCE2 2005

PRINCE2 2009

DPP2

Time management

Risk management

Leadership

Purchase the full productThis product contains EVERYTHING in the publications:

Managing Successful Projects with PRINCE2 - 2005 edition
Managing successful Projects with PRINCE2 – 2009 edition
Directing Projects with PRINCE2.

And much more besides - at a fraction of the cost.