In PRINCE2, control of the technical work is exercised through the authorization
of work packages. According to the manual, control is all about decision making
and is central to project management. Its purpose is to: Produce the required
products, meeting the defined quality criteria; Carry out the work according
to schedule, resource and cost plans; and Maintain viability against the business
case. We have some
concern over this last item because the business case is a "dynamic"
document, updated from time to time. There could, therefore be a tendency to
match the business case to the current reality rather than controlling the current
reality to the business case justification.
The work package control is used to allocate work to individuals or teams.
It includes controls on quality, time and cost and identifies reporting and hand-over
requirements. The individuals or teams report back to the project manager via
checkpoint reports or other identified means such as triggers, and by updating
the quality log.
In the context of control, PRINCE2 establishes a good distinction between "tolerance",
"contingency" and "change control". Tolerance is the permissible
deviation from plan allowed to the project manager without having to bring the
deviation to the attention of the project board. Contingency, in PRINCE2 terms, is
a plan including the time and money set aside to carry out the plan, which will
only be invoked if a linked risk actually occurs.
Change control is a procedure designed to ensure that the processing of all project
issues is controlled, including submission, analysis and decision making.
The process is described in detail starting with project issue management.
In the Guide, like planning, Change Control is discussed as part of Project
Integration Management, and, also
like planning, is to be found referenced in many of the other Guide chapters.