PRINCE2 documents / management products

I. Project trigger (by the Corporate/Programme)

- Mandate
This is the initial document to trigger the project. The minimum that it should contain is:
Reasons why the project is needed and expected change
The tolerance in terms of what is the maximum resources to be spend
Roles and responsibilities – at least the Executive and the Project manager (preferably) should be appointed

II. Starting up Project (SU) / pre-project

- Outline business case
The basic outline of a Business case. At this point it will contain the reasons, the options and the basic costs/schedule
- Project team structure and roles description
Roles and responsibilities of the team members and the appointed persons (by the Exec)
- Project definition
The scope of the project
- Project product description
Describes what is expected as a final product of the project (characteristics)
- Project approach
How the project product will be created /achieved
- Project brief
Consists of all the other documents so far in SU (does not include stage plan or the logs)
- Stage plan
-lans the initiation stage – if the Project board authorizes the initiation
- Daily log
Servers like a journal for the Project manager – all notes, reminders, issues should be in it (handled informally)
- Lessons log
Any useful lessons for this and future project should be stored there

III. Initiating Project (IP) / Initiation stage

- Full business case
The full business case should contain the entire business justification: benefits, costs, timescale, major risks
- Benefits review plan
A plan containing when, who, how and where the benefits will be measured both before and after the end of the project
- Project plan
(part of the Business case) The plan should cover all the stages after the IP and should contain costs/timeframe/responsible team managers, etc
- Project controls
The controls required to ensure the project runs properly
- Risk register
Details of all the risks and the mitigation actions
- Issues register
Issues that are handled formally
- Quality register
Individual quality check or activities
- Risk management strategy
How the risks are managed in the project
- Quality management strategy
How the project will ensure the product is “fit for purpose”
- Configuration management strategy
How the project will manage the configuration and the change requests
- Communication management strategy
How the communication will flow in the project. Stakeholders analysis and the needed comms
- Project initiation documentation (PID)
It expands the project brief and contains the full Business case, the strategies, the controls and the Project plan

IV. Controlling delivery stages (CS)

Controlling a stage
- Work package
Used by the Team manager (and created by the Project manager). The work package contains the entire information the team manager needs to deliver the specialist products (plan, budget, milestones, scope, techniques, comms channels, etc...)
- Stage plan (updated)
The main plan updated with actual details
- Highlight report
A report from the Project manager to the Project board regarding the current stage progress
- Issue report
Issue handled formally
- Exception report
If the stage is about to breach the foreseen and agreed tolerance

Managing product delivery (MP)
- Work package
Used by the Team manager in MP
- Team plan
Optional – created by the Team manager to meet supplier standards
- Checkpoint report
Report sent by the Team manager to the Project manager with the current progress of the Work package
- Delivery notification
When the specialist products are created/produced
- Specialist products
The products/items that need to be created and tested before being delivered

Managing a stage boundary (SB)
- Stage plan
Full plan for the activities and the results in the stage
- Exception plan
To replace stage plan if the stage plan goes off the agreed tolerance
- Project initiation documentation (PID)
Modifying and updating the PID where necessary
- End stage report
Report to the Project board accompanying the next stage plan and the updated PID

V. Closing a project (CP) / Final delivery stage

- Follow on actions
The follow-up documentation when the project is signed off and the final delivered product/s change ownership
- End project report
Final project report to the Project board consists of assessment how the project was executed against the PID and the Business case
- Lessons report
The good practices and the fields of improvement (mistakes) passed to the Project board and then to the Corporate/Programme
- Closure notification
To the Project board to be used to close the project to the Corporate/Programme
- Benefits review plan
Should be updated how and when and by whom the benefits will be evaluated after the project is completed. Post project reviews should be carried on by the Corporate/Programme