LEARN. PRACTICE. GROW.Concept and mechanism
Processes organize management across the lifecycle. Starting up a project prepares the basis for deciding whether to proceed to detailed initiation. Initiating a project establishes a fuller management basis, including approaches and plans. Directing a project handles direction and authorization decisions throughout the project rather than replacing execution of every technical task. Controlling a stage frames stage management by the PM. Managing product delivery organizes the interface with teams accepting, executing, and delivering delegated work. These processes connect rather than forming a list of isolated departments.
Guided application
Managing a stage boundary prepares information for continuation decisions: stage results, updated justification, and the next plan. Preparing a decision does not authorize it or automatically start the next stage. Closing a project confirms acceptance, responsibility transfer, and follow-up actions while evaluating results and lessons. Benefits appearing only after use need ownership and planned review. In a migration, technical delivery and RUN autonomy should be demonstrated against agreed criteria. Closure does not erase risks or actions; it transfers them to those retaining responsibility.
At pilot-stage end, the PM presents results and the expansion plan to direction. The next stage is committed only after the applicable decision; closure records acceptance and later reviews.
Common pitfalls
Confusing preparation with authorization; direction with technical execution; stage end with project end; closure with automatic benefit realization.
Related topics: Project, principles, and context · People, communication, and adoption
Each process should produce useful information or control for the next decision.
Reference: PRINCE2 7 Foundation syllabus · PRINCE2 Project Management Version 7