LEARN. PRACTICE. GROW.Concept and mechanism
A project decision should connect the intended outcome with available evidence and authority to act. In a funds migration, ask what value remains, which products demonstrate delivery, and which limits were authorized. Money already spent does not automatically make remaining work useful. If an application is sold or discontinued, the manager needs to update justification and present options to the decision authority. The same discipline applies to learning: a rehearsal failing because access was unavailable should lead to a concrete change before the next window. A vague note in the final report does not prevent recurrence.
Guided application
Apply exception management to forecasts, not only the past. If the limit permits two days of delay and a credible forecast indicates five, prepare consequences, options, and a recommendation before committing to a new date. Financial headroom does not increase schedule tolerance. Within authority the manager continues managing; beyond it the decision is escalated. Tailoring can simplify tools and combine records while preserving information and responsibilities. Define products with observable criteria: “monitoring delivered” needs to explain what it detects, who receives alerts, and how acceptance works. Then connect tasks and dependencies to those outcomes.
An integration stage may have available funding and still need a decision because of forecast delay.
Common pitfalls
Sunk cost as justification; offsetting tolerances without authority; activity confused with output; tailoring that removes accountability.
Related topics: People, communication, and adoption · Justification, organization, and commitments
Connect value, product, forecast, and authority before choosing action.
Reference: PRINCE2 Project Management Practitioner syllabus · Version 7; syllabus revision 7.2 (April 2025)