Managing a Stage Boundary

Key sections

AD 1

AD 2

AD 3

AD 4

AD 5

PRINCE2® 2009 - Managing a Stage Boundary part 2

© Crown copyright 2009 All rights reserved. Material is reproduced with the permission
of the Cabinet Office under delegated authority from the Controller of HMSO.

Objective

The objective of the Managing a Stage Boundary process is to:

Assure the Project Board that all products in the Stage Plan for the current stage have been completed and approved
Prepare the Stage Plan for the next stage
Review and, if necessary, update the Project Initiation Documentation (in particular the Business Case, Project Plan, project approach, strategies, project management team structure and role descriptions)
Provide the information needed for the Project Board to assess the continuing viability of the project – including the aggregated risk exposure
Record any information or lessons that can help later stages of this project and/or other projects
Request authorization to start the next stage.

For exceptions, the objectives of the Managing a Stage Boundary process are to:

Prepare an Exception Plan as directed by the Project Board
Seek approval to replace the Project Plan or Stage Plan for the current stage with the Exception Plan.

Managing a Stage Boundary is not used towards the end of the final stage (unless there is a need to create an Exception Plan) because the activities to review the performance of the final stage are included in the activities to review the performance of the whole project as part of the Closing a Project process.

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.

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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

Objectives [see Objectives – part 1 - Reasons for setting]
Objectives [see Objectives – part 2 – Should be]
Plans [see Types of plans]

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]
Assembling a Project Initiation Document [see Initiating a Project (IP) - part 7]
Business Case [see Business Case - part 1]
Closing a Project [see Closing a Project (CP) - part 1]
Designing a Project Management Team [see Starting up a Project (SU) - part 3]
Producing an Exception Plan [see Managing Stage Boundaries (SB) - part 7]
Risk [see Management of Risk - part 1]
Updating a Project Plan [see Managing Stage Boundaries (SB) - part 3]

PRINCE2 2009

Dealing with changes to the project management team [see Organization - The PRINCE2 approach - The project management team – Dealing with changes to the project management team]
Manage by exception [see Principles - Manage by exception]
Project Board [see Organization - The PRINCE2 approach - The project management team - Project Board]
Project management team structure [see Organization - The PRINCE2 approach - The project management team]
Size of the Project Board [see Organization - The PRINCE2 approach - The project management team - Size of the Project Board]

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]

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]

Goals

Goals 1 [see Goals 1]
Goals 2 [see Goals 2]

Objectives

Objectives [see Objectives]
Prioritising objectives part 1 [see Prioritising objectives 1]
Prioritising objectives part 2 [see Prioritising objectives 2]
Prioritising objectives part 3 [see Prioritising objectives 3]

Urgent v important

Urgent v Important 1 [see Urgent v Important 1]
Urgent v Important 2 [see Urgent v Important 2]

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]

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 - Managing a Stage Boundary part 2

Objective

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

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.