Published here March 2007.

PART 1 | OT: The Planning Process: 1 | OT: The Planning Process: 2
OT: The Planning Process: 3 | OT: Who is Really in Charge? | OT: Availability of Resources
OT: Application of PRINCE2 to Projects: 1 | OT: Application of PRINCE2 to Projects: 2

Original Text: The Planning Process: 3[18]

Then and only then, after the completion of twelve sub-processes, is the project manager in a position to actually start work. It would appear that there is room here for considerable simplification.

Colin Bentley:

One of the main concepts of PRINCE2 is its flexibility. Your phrasing here suggests a plod through a huge number of sub-processes. Once learned, a Project Manager can just use them as checklists - Yes, I've done that. It took me 30 seconds. No, I don't need to do that for this project, but thanks for reminding me to check, etc. If you look at the sub-processes of IP, I don't believe there is anything there that a Project Manager shouldn't check before moving on - and a new Project Manager should carefully read them in detail.

Max Wideman:

Well, I guess it is a matter of how fast you can plod. I don't really disagree in principle, but I am wondering about the realities of the market place. Surely it would be better to tune the methodology to the centre of the bell curve rather than have it all encompassing right to the top end and thereby frighten people away? Would it not be better to have a vehicle that eases them in gently?

Colin Bentley:

Have a look at my book, "The Essence of PRINCE2". I think that eases people in gently.[19]
The Planning Process: 2  The Planning Process: 2

19. Contact Tony Kippenberger at for details
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