You have looked at the 7 Themes of your project control documentation, and the Project Initiation Documentation (PID). Now we will look at the processes that help to put your controls into practice.

There are 7 high-level processes, each made up of a collection of activites. Any PRINCE2 project will use each of these processes to some degree, so let's summarise each process. The 7 processes are:

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(Gathering basic information)

This first process in PRINCE2 is a pre-project process. It checks that a project is worthwhile. The key input to this process is a Project Mandate that defines in business terms the reason for the project and the expected outcome.

The process produces 7 management products by:

1. Capturing lessons learned on previous ventures in the Lessons Log.
2. Designing and appointing a Project Management Team.
3. Creating the Project Manager's Daily Log.
4. Preparing the outline Business Case.
5. Converting the Mandate into a Project Brief.
6. Describing the Project's final product or deliverable.
7. Planning the Project Initiation Stage.

You can see how this first short process has addressed the first 3 PRINCE2® Themes: namely, Business Case, Organization, and Plans. So from the initial input of a Project Mandate, the Directing a Project process has enough information for deciding whether or not to go ahead with detailed planning (the work covered in the Project Initiation Stage).

(Getting agreement on what is required)

This process is about planning the project in detail. The key product output is the Project Initiation Documentation (PID). The process addresses the following issues:

1. A suitable Business Case exists to justify proceeding with the project.

2. Production of four management strategies: the project's Risk, Quality, Configuration and Communication Management Strategies.

3. Key resources (money, time and people) are made available.

4. The remaining PRINCE2 Themes: namely, Progress, Risk, Quality, and Change are thought through and documented.

5. Other outputs from this process include records in readiness for use, especially the Quality Register, the Risk Register, and the Issue Register.

The process produces one further product: a detailed Stage Plan for the first Stage of the project.

(Taking decisions at key points)

This process runs from the start of the project until its closure. It involves the Project Board monitoring via reports, controlling through a number of decision points, and advising the Project Manager of its requirements.

1. AUTHORISING INITIATION - Agreeing the project looks worthwhile.
2. AUTHORISING A PROJECT - Approval of the PID and first Stage Plan.
3. STAGE BOUNDARIES - Checking results so far to commit more resources.
4. AD HOC DIRECTION - Providing advice and guidance.
5. PROJECT CLOSURE - Confirming project outcome is as desired.

This process does not cover the day-to-day activities of the Project Manager.

(Daily management of the project)

After all of the initial planning has been completed and project approval obtained, this process runs continuously throughout each sequential management Stage of the project. It describes the monitoring and control functions of the Project Manager in the day-to-day management of the project.

	Authorising work. Monitoring progress. Assessing issues and change requests. Reporting. Taking corrective action.
	The process also covers the ongoing task of risk management, and issue and change control.
	The Project Board meets at the end of each management Stage to review the work of the Stage just completed and to authorise the plans for the next Stage.

(Product creation)

This process is closely linked to Controlling a Stage and is all about getting specialist products created, tested and handed over.

Team Managers are responsible for:

1. Agreeing the work to be done (Work Packages) with the Project Manager.
2. Ensuring that products conform to their Product Description.
3. Assessing progress and reporting to the Project Manager.
4. Ensuring that completed products meet their quality criteria.
5. Obtaining approval for completed products.

Various management and quality products are created or updated during this process: e.g. Team Plans, Checkpoint Reports, Quality Register, etc.

(Preparing for the next Stage)

This process provides the Project Board with key data to assist it at its decision points on whether to continue with the project or not.

The key objectives are:

In simple terms, the Project Manager should be thinking ahead about what needs to be done next so that the project progresses smoothly, avoiding temporary delays.

This process also gives the Project Manager the opportunity to update a number of management products with actuals: e.g. the Project Plan, Risk Register, Business Case and Lessons Log, etc. Any changes in the Organisation can be addressed in this process.

(Ensuring the project has done the job)

The purpose of this process is to execute a controlled close to the project, either at the planned end or premature closure.

The key features are to:

1. Check the extent to which the objectives set in the PID have been met.
2. Confirm the Customer's acceptance of the specialist products.
3. Confirm that product maintenance arrangements are in place.
4. Make recommendations for follow-on actions.
5. Archive the project files.
6. Plan a Post-Project Review or series of Reviews , if relevant.
7. Notify relevant personnel that the project has closed.

The 7 PRINCE2 Processes - Multiple-choice questions

To conclude this section, please have a go at answering the following Foundation Examination multiple-choice questions about PRINCE2 Processes. Note your answers to the following questions and then select the link to the answer page.

During which process is the Risk Register set up?

1. Planning
2. Starting up a Project 
3. Initiating a Project
4. Controlling a Stage

What is the key output from the process 'Initiating a Project'?

1. Project Mandate
2. Project Brief 
3. Project Initiation Documentation

Which process is responsible for ensuring that completed products meet their quality criteria?

1. Controlling a Stage
2. Managing Product Delivery
3. Managing a Stage Boundary

During which process is the Next Stage Plan drafted for the Project Board's approval?

1. Controlling a Stage
2. Managing a Stage Boundary
3. Managing Product Delivery

Which of the following is not one of the four project management strategies created in the process 'Initiating a Project'?

1. Risk Management Strategy
2. Quality Management Strategy
3. Delivery Management Strategy

How well did you do? Here are the answers.

The 7 PRINCE2 Processes - Multiple-choice questions

During which process is the Risk Register set up?

1. Planning
2. Starting up a Project 
3. Initiating a Project
4. Controlling a Stage

3. is correct. The purpose of the Risk Register is to record all risks, and since any Project Board decision must be taken in the knowledge of all identified risks, it is necessary to establish the Risk Register early on in the project.

What is the key output from the process 'Initiating a Project'?

1. Project Mandate
2. Project Brief
3. Project Initiation Documentation

3. is correct. The Project Mandate and Project Brief are established earlier in Starting up a Project, whereas the PID is the outcome of all planning of the project, and is used to direct and manage the project.

Which process is responsible for ensuring that completed products meet their quality criteria?

1. Controlling a Stage
2. Managing Product Delivery
3. Managing a Stage Boundary

2. is correct. Products are created during the Managing Product Delivery process. The Team Manager is responsible for ensuring that completed products meet quality criteria as part of the Work Package they agreed with the Project Manager, and before the completed  products are returned.

During which process is the Next Stage Plan drafted for the Project Board's approval?

1. Controlling a Stage
2. Managing a Stage Boundary
3. Managing Product Delivery

2. is correct. Controlling a Stage and Managing Product Delivery are about monitoring and controlling activities taking place to create the specialist products for the current Stage approved by the Project Board. The Next Stage Plan is drafted by the Project Manager towards the end of the current Stage boundary in order that it can be considered by the Project Board at the End Stage Assessment meeting.

Which of the following is not one of the four project management strategies created in the process 'Initiating a Project'?

1. Risk Management Strategy
2. Quality Management Strategy
3. Delivery Management Strategy

3. is correct. A procedure is needed for managing the risks, quality, configuration of each product and project communications.

Now move on to Using PRINCE2.