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    The Directing a Project process enables the Project Board to be accountable for the project by making key decisions and having overall control. The objectives are to provide authority over initiating, delivering, and closing the project, as well as direction during the project. The Project Board provides guidance to the Project Manager and is responsible for ensuring continued business justification. Key responsibilities include authorizing initiation, stages, exception plans, and closure, as well as giving ad hoc direction in response to reports.

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    11-Directing a Project

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    The Directing a Project process enables the Project Board to be accountable for the project by making key decisions and having overall control. The objectives are to provide authority over initiating, delivering, and closing the project, as well as direction during the project. The Project Board provides guidance to the Project Manager and is responsible for ensuring continued business justification. Key responsibilities include authorizing initiation, stages, exception plans, and closure, as well as giving ad hoc direction in response to reports.

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    8 views19 pages

    11-Directing A Project

    Uploaded by

    Mohamed Mostafa
    The Directing a Project process enables the Project Board to be accountable for the project by making key decisions and having overall control. The objectives are to provide authority over initiating, delivering, and closing the project, as well as direction during the project. The Project Board provides guidance to the Project Manager and is responsible for ensuring continued business justification. Key responsibilities include authorizing initiation, stages, exception plans, and closure, as well as giving ad hoc direction in response to reports.

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    of 19

    PRINCE 2

    Directing a Project

    Dr. Ahmed Taha, PhD, PMP, PMI-RMP, ITIL, PMOC, CBAP, PRINCE2, CBA

    www.pmhouse.org
    Directing a Project

    The purpose of the Directing a Project Process is to enable the Project Board to be

    accountable for the project by making key decisions, and to have overall control

    Page ▪ 2 www.pmhouse.org
    The Objectivs
    The objectives of Directing a Project Process are to:

    ➢ Provide authority to initiate the project.

    ➢ Provide authority to deliver the project’s products. The products are the reason to do the project.

    ➢ Provide direction and control during the project.

    ➢ Be the interface to Corporate or Program Management.

    ➢ Provide authority to close the project.

    ➢ Ensure that post-project benefits will be reviewed

    Page ▪ 3 www.pmhouse.org
    Process Overview

    Page ▪ 4 www.pmhouse.org
    Process Overview
    ➢ The Project Board provides guidance to the Project Manager throughout the project and the Project
    Manager can seek advice at any time

    ➢ The Project Board is responsible for ensuring that there is continued business justification and can
    decide to shut down the project if the Business Case becomes no longer viable

    Page ▪ 5 www.pmhouse.org
    Authorize initiation

    Page ▪ 6 www.pmhouse.org
    Authorize the project

    Page ▪ 7 www.pmhouse.org
    Authorize a Stage or Exception Plan

    Page ▪ 8 www.pmhouse.org
    Give ad hoc Direction

    Page ▪ 9 www.pmhouse.org
    Give ad hoc Direction
    Response to an Issue Report (that exceeds the Project Manager’s tolerances):

    ➢ If the issue is a big problem or concern, the Project Board can ask for an Exception Plan.

    ➢ If the issue is a change request or an off-specification, they can decide to accept it or not.

    Response to a Highlight Report:

    This is the regular report delivered to the Board by the Project Manager during the Controlling a Stage process.
    The Board will review it and may decide to make comment.

    Page ▪ 10 www.pmhouse.org
    Give ad hoc Direction
    Response to an Exception Report (used by the Project Manager when he/she believes the stage
    will go out of one or more of its tolerances) :

    ➢ Increase the tolerances for the Project Manager so that the stage can be completed.

    ➢ Ask to Produce an Exception Plan so that the existing stage can be completed.

    ➢ Instruct the Project Manager to close the project prematurely.

    Page ▪ 11 www.pmhouse.org
    Authorize Project Closure

    Page ▪ 12 www.pmhouse.org
    Page ▪ 14 www.pmhouse.org
    Q1

    A
    Page ▪ 15 www.pmhouse.org
    Q2

    C
    Page ▪ 16 www.pmhouse.org
    Q3

    D
    Page ▪ 17 www.pmhouse.org
    Q4

    D
    Page ▪ 18 www.pmhouse.org
    Q5

    A
    Page ▪ 19 www.pmhouse.org
    THANKS

    Page ▪ 20 www.pmhouse.org

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