As long as the project is within those limits, the Project Manager keeps going.
Instead of looking at a massive, overwhelming 12-month timeline, PRINCE2 breaks the project into . Managing Successful Projects with PRINCE2.
Managing a successful project with PRINCE2 isn't about following a checklist; it's about By ensuring the project remains justified, defining clear ownership, and focusing on quality delivery, you turn "managing a project" into "delivering a success." As long as the project is within those
In PRINCE2, a project doesn't start (and shouldn't continue) just because it's a "good idea." Every project must have a . If at any point the project is no longer viable, desirable, or achievable, the framework gives you the permission—and the obligation—to stop. This prevents organizations from throwing good money after bad. 2. Define the Roles (Who’s Doing What?) If at any point the project is no
The person running the day-to-day operations.
You review the success of the previous stage before unlocking the budget for the next one. This creates "go/no-go" checkpoints that keep the project on track. 4. Manage by Exception
This is a lifesaver for busy executives. The Project Board sets (limits) for time, cost, quality, scope, risk, and benefits.