It is to be noted that the Executive holds immediate authority for decision-making, and the Project Manager holds the expertise to the project.

It is found that the Starting up a Project is not a stage but rather a process which includes how the work is carried out in a project approach and how all the processes are carried out.

Considering an example of an architect who is working on a project, the brief will then refer to the “sketch” of the project and PID will be equivalent to the scale of measurements of all the drawings that the architect will sketch of the project.

It is noted that finding holes in your understanding comes under dealing with disappointment.

According to the process of Starting up a Project, the lesson log is used in recording the details of the things that are learned in the past. It comes under the activity “Capture Previous Lessons”.

After the PID’s output, the brief is not preserved. The brief is like a drawing plan, and as such on the way to the PID is a stepping-stone.

It’s sensible to initiate the project to do the minimum needed to search. Start-Up will take place quickly; it is not a delaying tactic. It’s like making a simple project sketch to determine whether to go ahead and use the terms in the manual to’ prevent badly planned projects from ever being initiated’.

In Start-Up, or indeed in any other section of PRINCE2, program management is not named. It is not a project that decides on program management that is above the PRINCE2 project at the management level’ corporate or program management.’

It is to be noted that the Start-up Project focuses on checking for a feasible and successful project, as set out in the statement of intent.

A Stage Plan – for the Initiation Stage. The Project Product Description (PPD) is included in the Project Brief.

It is found that Project Board responsibilities are all about project management, not any part of doing it. Let’s say for emphasis, again. The functions of the Project Board do little in terms of construction or testing of goods on the project. This doesn’t mean people on the board can’t do anything in the project as well, but they don’t do so in their capacity as members of the Project Committee.

PRINCE2 uses’ control of exceptions.’ If you haven’t heard about this yet, you might have had an feeling that you haven’t seen any daily meetings covered by any of the Guiding a Project phase activities–or that you’ve read the earlier part of this chapter. Also stage-end meetings are not routine in the sense that they are not at fixed time-based intervals; different lengths of management stages will be provided.

Authorize the project–decision: look at the PID and determine whether to commit or stop at the delivery stages. If the PID is good then look at the Stage Plan for the first stage of delivery and, if it’s good, give the Project Manager permission to start at that stage.

Provide ad-hoc guidance: provide advice, provide reports and make decisions. This task includes in part taking decisions about issues outside the assigned authority of the Project Manager, such as adjustments that are outside the scope of the change budget of the Project Manager.

It should be noted that the Project Manager will generally always inform the Executive about contradictory orders in a live project, not just ignore directives that might come from managers who are very senior in the company. The response here reflects a particular section of the manual to illustrate the ultimate authority of the Executive within the project, but note that the manual is not intended to restrict additional acts that may be appropriate under the circumstances

It should be noted that the operation is for initiation to be approved, so it is before initiation. Hence you should have been able to decide that Project Brief was the solution. If the brief is formed, the mandate is left behind and it’s the submission of the brief that comes directly before the’ Authorize Initiation ‘ operation takes place.

It should be noted that through the operation ‘ Giving ad hoc guidance’ the board will agree to end the project prematurely and send the instruction to the project manager. The operation ‘ Authorize project closure’ happens later, after the Project Manager has completed the closing work covered by the Closing a Project process.

Through the operation ‘ Giving ad hoc guidance’ the board will agree to end the project prematurely and send the instruction to the project manager. The operation ‘ Authorize project closure’ happens later, after the Project Manager has completed the closing work covered by the Closing a Project process.

Starting a Project is the norm in manual. In Start Up’s first task, the CEO and project manager are placed in place, with the other board member decisions being made in the Start-Up operation ‘ Plan and select the project management team.’ You can feel this isn’t a question about the Directing a Project phase, but it’s about making sure you know the board is in place before the process begins.

The goals are described at the beginning of the PRINCE2 manual, Directing a Project portion. [Journal 13.2]. Option d actually comes from a later method, Managing Product Delivery, that covers the team managers ‘ work.

It should be noted that the intent statement is in the manual at the beginning of the respective chapter for each method and theme.

It should be noted that the End Stage Report is not’ ad hoc’ but at the limits of the stage fixed points.

Both logs are created in Start-Up (Daily and Lessons), while all three registers (Risk, Value and Issue) are created in Initiation. In PRINCE2 there is no such thing as a Project Log.

Phase schedule for step one of production. The PID contains the Business Case, Project Plan and Risk Management Approach. The Stage Plan is different, as it is not a’ whole project’–typically there are a number of Stage Plans since most projects are multi-–and the Project Initiation Report (PID) covers the whole project.

It should be noted that on stage boundary, just before that stage begins, a Stage Plan is formed. Stage Plans during Implementation are not produced en bloc for the entire project. There is no such thing as PRINCE2 Business Strategy. A Team Plan is created when a Team Manager receives a Work Package (assignment) during a delivery point, not during implementation, as necessary.

It should be noted that someone who can influence or be influenced by the project is a stakeholder according to the PRINCE2

In this phase (Accepting a Work Package), it is the Team Plan which can be developed. But it’s ‘can’ because it’s optional for team plans.

Executing the work kit involves handling the appropriate specialist product tests.

It is found that the process Managing Product Delivery, covers the work of the Team Manager.