PRINCE2 Article - Thinking outside the (process) box

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Thinking outside the (process) box

A lot of PRINCE2 practitioners think that you must keep the sub-processes in their place in the primary processes and that this is the rule of the method. But it is not true and you need to be flexible to meet the needs of the job in hand.

"We can't use PRINCE2 on this project - it doesn't fit"

PRINCE is a process driven method, but it is very flexible indeed and to be used well must be applied with intelligence. Quite a few people think of PRINCE as a set of steps that must be slavishly followed, and some impose that within their organisations. But this causes problems, including where the project just cannot be run that way. In turn, that often results in people saying that they can’t use PRINCE on that project, and then abandoning the whole method!

But PRINCE isn’t ‘theory’ or a ‘ we know we should really ’ project management method! It is a practical and usable approach to give genuine help.

The processes

The processes, grouped within top level or ‘primary’ processes can be thought of more as a checklist than a slavish set of steps. The numbers (DP1, DP2, DP3 etc) are unique identifiers and do not always represent a sequence – for example some of them are repeated in a project. The arrows on the process models do show a sequence, but it does not mean that this sequence must always be followed. Instead your can think of the arrows as a suggested sequence or a normal sequence for a project.

There may be good reason to go against the suggested sequence in a particular project, in which case you should do so. The important thing, remember, is the project and not some arrows. But having said that, the method is designed to be fitted to the needs of different projects so actually you are not going against the method either, despite what some may think.

An example of using PRINCE2 processes 'out of order'

For example, suppose that in Start Up the Business Case looked promising, but was still a bit doubtful without more work. The Project Board may think that it is worth planning the project in detail because it looks promising, but if the Business Case doesn’t work out, they will abandon the project. Now, according to the arrows, the Business Case is refined at IP3, after Quality Planning (IP1) and Project Planning (IP2). But in real life, wouldn’t you want to look at the Business Case first, so that if it was going to fall apart it did so early before you had wasted time on quality and project planning? If it turned out to be sound, you may update it a bit after quality and project planning, but most of the work would have been done first. In that case you would be doing IP3 before IP1 and IP2. Don’t worry about that – it’s OK! In fact, if you want to do anything sensible in the project, think it through carefully and then look at PRINCE2. If you are approaching the method properly, you will find that 99 times out of 100 the method will allow it. PRINCE2 is not theoretical; it is practical and it works.

More on adjusting the method

There is much more that can be done to adjust PRINCE2 to fit the project. In fact there is little that you can’t change, and even the mandatory bits can be changed if you have particularly strong reasons and there is agreement to that between the Project Manager and Project Board (who are responsible for making sure that project is run properly – Project Assurance).

Don't abandon PRINCE2 - adjust it

So… you don’t have to abandon PRINCE because it doesn’t fit your project. Instead you need to know how to tailor PRINCE so that it does fit your project.

Inspirandum PRINCE2 Practitioner courses show you how

This article is just one example of how Inspirandum can show you how to use PRINCE2 productively and effectively to get the power out of the method. It is extraordinarily adaptable and flexible but this is contrary to the usual public perception of it.

Many PRINCE2 courses in the market place focus only on getting people through the exams and passing on what is in the book. At Inspirandum, we recognise that the exams are important for many people and, don’t worry, we fully address them! However, in addition we pack in lots of information on how to actually use this method well on projects.

Many of the things we show you just aren’t in the book. This means that you can go back to projects and use the method very well indeed. And in the end, that is what this is about - running projects as well as possible. We know that PRINCE2 can be used with such power be such a real help on projects, we find it really sad when we go on to new sites and find people thinking that PRINCE2 is just some form filling exercise, just another overhead. This is a million miles from how it should be, can be, and is with those trained by Inspirandum.

For details of our training, including our powerful PRINCE2 practitioner training, please give us a call or contact us through this web site.

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Think of the arrows in the process models as a suggested sequence, not a mandatory sequence.

If you want to do something sensible in the project, look at the method and 99 times out of 100 you will find that it will let you.

Make PRINCE fit. ‘Tailor’ it to meet the exact needs and characteristics of each project.

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Please contact us for details of our very practical PRINCE2 courses.

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