1. business and industrial
2. business operations
3. management
4. project management

by Management Plaza
The Pen Project
A fully documented sample PRINCE2® project
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© Management Plaza
By:
Frank Turley, Nader Khorrami Rad
Date:
26/5/2013
Version:
01.01 DRAFT
Check for Updates:
www.mgmtplaza.com/latestversion
Please send feedback to:
P2P-SampleProject-EN
[email protected]
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1
Who
Document:
Who is this sample PRINCE2 project for?
1) PRINCE2 Foundation Students
• View (browse over) the main PRINCE2 docuemnts, this will help your understanding of PRINCE2.
• E.g. 1) Project mandate, 2) Project Brief, 3) Initiation Stage Plan,
• 4) Product Description, 5) PID, 6) Register Files, 7) Log files
2) PRINCE2 Practitioner Students
• You need to be familar with all PRINCE2 Management documents and their structure (contents)
• It is therefore best to become familar with the scenario used in this sample project and then and then become familar
with each Management Document
• This is perhaps the best way to prepare for the Practitioner Exam as the exam uses a project scenario and you are
expected to who how to apply PRINCE2.
3) Gaining PRINCE2 experience
• Many people never get a chance to work in a PRINCE2 environment and don’t understand how to apply PRINCE2.
• We suggest to re-create this sample project based on another scenario (e.g. a project you have done)
• This is perhaps the best way to practice PRINCE2 as you cover the full project.
4) Implementing a PMO
•
•
•
•
Many companies are now considering implementing a PMO but are not sure where to start
Suggestion: Identify a standard project from your organization and document it like this project
Start of as simple as possible so you can deliver a first internal sample project (a reference project)
The PMO can then gradually update this reference project to introduce new technigues and lessons
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The
Project Scenario
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Project Scenario
Document:
Project Scenario: CopyWorld365
Company: CopyWorld365
CopyWorld365 is a company that sells printing / photo copying machines. They have 15 employees (4 sales
people) and they would like to start a project to give their clients a good quality promotional pen to help
improve the relationship with clients and to reduce the loss in client turnover.
The Sales Manager chaired a meeting and the outcome of the meeting was as follows:
• We will give a quality pen/pencil out to all clients to help reduce client turnover and improve relationships
• The Pen will mostly be given out by the sales people from Dec 5th to Jan 10th
• Pen must be good quality so people will be happy to use it (not be embarrassed to use it)
• Budget of €6 to €8 each
• Presentation of pen/pencil is important
• Company logo must appear on pen
Project Scope
• Define quality requirements
• Choose & test Pens/Pencils
• Order Pens with logo
• Choosing clients to give pen to
This text provides in introduction to
the project scenario.
It is important to read this first.
Out of Scope
• Giving out the pens/pencils is not part of the project
• Designing the logo
• Original list of clients
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Pre-Project
Starting up a Project
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Project mandate
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
The project mandate is the
trigger for the project
Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
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Project mandate
Document:
Project mandate
Project:
Pen Project
1. Project Definition
The project will choose a quality pen and give out about 400 pens to
our clients.
Project Objectives
• Choose a pen that meets specifications
• Choose a pen that users will be perceived as a quality pen
Project Scope:
3. Promotional pen catalogues
1. Choose a pen
4. List of clients that will receive a pen
2. Sales people list
Author:
Project Manager
Date:
3. Project Product Description
To be created
4. Approach
Do the project internally
5. Project Management Team
The Executive should be the CEO
2. Reasons
Build better relationships with clients and reduce the loss in the
renewal of maintenance contracts by 50%. CopyWorld365 had 4,200
maintenance contracts with a profit of €150 per contract = €630k
4% loss each year costs €37,800
The project mandate does not have to
contain much information
Normally just the reasons and the
Executive.
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Lessons Log
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
Daily Log, Lessons Log
The PM will facilitate the gathering
of lessons. All project stakeholders
are invited to provide lessons
Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
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Lessons Log
Lessons Log
Document:
Project:
Pen Project
The PM will facilitate the gathering of lessons. Lessons can come from users,
Team Managers, past project Lessons Report files, consultants, …
Author:
Date:
Project Manager
Risk seen
before?
Seen
before
Date
Logged
Logged
by
Priority
Stage
We used the business gift company “BizGifts” last year and
they offered a good service
Yes
12/1
PM
3
2

The time to deliver gifts always seems to take longer than
agreed by most companies (add time buffer)
Yes
12/1
PM
2
1
3

The business gift company “Gifts4All” provided a poor service
for our neighboring company.
No
13/1
PM
2
2
4

There is a ISO standard for pens: ISO 12757-2
No
13/1
PM
2
SU
ID
+-
Recommendations
1

2
5
…
+-:
Risk before:
Priority:
Stage:
() Positive effect on the project, () negative effect,
Has the risk been seen before (if yes, how did the project deal with it?)
Importance for project – The PM will want to make sure, they are using the important lessons
The PM can see which lessons have value for the next stage
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Daily Log
Document:
ID
01
02
03
04
05
Daily Log
Date of
Entry
Project:
Author:
Pen Project
Project Manager
Date:
Target
Date
Result
Project
Manager
2013-06-17
I believe I’m capable of evaluating the
suppliers honestly. I’ve also inform the
project board about this conflict of
interest.
Project
Manager
2013-06-18
I returned the gift and put the supplier
in the company’s black list.
2013-06-23
He’s replaced by Julie Gates, who’s
more expert on graphic design. We’ve
lost two days, but the activity has a lot
of float and we won’t get into any
problems.
2013-06-25
Julie Gates is asked to meet with the
responsible person in the supplier
company to discuss the requirements of
the logo and to prepare it together.
Description
Responsible
2013-06-17
When we were preparing the list of potential suppliers, I
realized that one of them is owned by an old friend of mine
(conflict of interest)
2013-06-18
A sales man from one of the potential suppliers came to
our office today to meet me, when I was in a meeting. He
left me gift and left the building before I could meet him.
This can be considered a bribery.
2013-06-22
Daniel Ross, who’s responsible for the logo, is asked to
prepare its vector version, but he doesn’t seem to know
how.
Project
Manager
2013-06-25
The communication between Julie Gates and the supplier
needed for the design of the logo is not effective enough. It
takes a lot of time for each version to be reviewed and the
new version is released.
Project
Manager
2013-06-26
I had a meeting with the selected supplier to discuss the
price, when we also talked about the quality, and
especially about the quality of the printed logo and the
best technique to use for this.
Project
Manager
The Daily Log is used to capture issues and risks in the Starting up a Project process
After that, it is used as a (private) daily journal for all information by the Project Manager
Note: the content of this sample Daily Log belongs to next stages of the project
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Project Product Description (part of Project Brief)
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
Daily Log, Lessons Log
Project Brief
Project Product Description
The Project Product Description defines what the
project must deliver in order to gain acceptance. It
usually defines the scope, requirements, quality
expectations, acceptance criteria, acceptance method,
and acceptance responsibilities.
Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
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Project Product Description (Workshop)
The Project Manager hosted a workshop to create the Project Product Description. The main workshop goals:
1. Get buy-in form the necessary stakeholders
2. Identify the most important requirements for the pen and prioritize them
3. Complete the Project Product Description during the workshop
Requirements Exercise
• The PM gave each person post-its and reminded them about the project goals
• The PM asked each person to list 10 requirements for the pen that will be given to each client
• After this exercise, the PM categorized each requirement and identified the top requirements
• The requirements are listed below using the MoSCoW technique
Document:
Project Product Descriptions Requirements (MoSCoW)
3. Could have requirements
1. Must Have Requirements
•
•
•
•
Quality looking pen
5 year guarantee
Logo display correctly
Pen easy to write with
•
A number of requirements have been grouped under “5 year
guarantee” (all parts working, color fading....)
4. Other (Won’t have for now)
2. Should have requirements
•
•
USB memory stick in pen
•
Easy to find refills for the pen
Guarantee no leak pen
Write upside down
The acceptance criteria and acceptance method for each Must
have will be detailed in the Project Product Description
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Project Product Description (part of Project Brief)
This is a good example of the Project Product Description (Main Product Description). It does not have to be a
large document. This examples has outlined 4 main features and defined the quality level for each feature.
Document:
Project:
Project Product Description
1. Purpose
Project Manager
Date:
1. Business Gift Catalogs
2. Client list
2. Composition
Quality
Author:
3. Derivation
The purpose of the pens will be to provide a constant reminder of our
company to most of our clients and reduce the loss of maintenance
contracts renewals by 50% in the next 12 months.
1. Pens to evaluate
2. Chosen Pen
Pen Project
4. Development skills required
Purchasing skills
Account (Client) management
3. Reviewed client list
4. Distributed Pens
This example has outlined four main features and defined the quality level for each feature.
See the next slide for more information
Quality Expectation
Acceptance Criteria
Responsibilities
Quality looking pen
Priority
M
AC1: Look like it cost > €10
AC2: Look like a professional pen
None
AC1: Confirm that 8 of 10 see value > €10
AC2: Confirm that 9 of 10 see pen as professional
AC1: Susan Kelly, AC2: Susan Kelly
Responsibilities
Logo display correctly on pen
Priority
M
AC1: Correct size on pen
AC2: Logo will not erase in 5 years of normal use
AC1: Size ± 10%, 2) Logo erase: + 100%
AC1: Measure logo on pen with ruler
AC2: Logo: Ask for Logo guarantee
AC1: Susan Kelly, AC2: Susan Kelly
Quality Expectation
Acceptance Criteria
Tolerance
Acceptance method
Responsibilities
5 year guarantee
Priority
AC1: 5 year guarantee from supplier
AC1: ± 50%
AC1: Accept guarantee notice
AC1: Sales Manager will accept guarantee
Quality Expectation
Acceptance Criteria
Tolerance
Acceptance method
Responsibilities
Pen easy to write with
Priority
AC1: 9 of 10 people find pen easy to write with
AC1: ± 10%
AC1: Provide survey report
AC1: Susan Kelly
Quality Expectation
Acceptance Criteria
Tolerance
Acceptance method
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M
Tolerance
Acceptance method
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13
Introduction to the quality information
This slide provides information about the quality data required in a Project Product Description
Most Project Managers find it very difficult to understand this from the official PRINCE2 Manual
Read the information provide for each heading.
Quality heading
Quality heading descriptions
Quality Expectations
Which feature/requirement does the customers want (list one at a time)
e.g. Quick search (speed of results)
Priority
MoSCoW: (Must, Should, Could, Won’t) or 1,2,3 e.g. M
Acceptance Criteria (AC)
Acceptance criteria states what the Customer agrees to accept (measurable)
Question: How can we prove that we have meet your expectations?
Question: What tests should be done & expected results?
Note: There may be a number of number of tests for each Quality expectation
AC 1: Expect speed result < 2 seconds
AC 2: Expect speed result < 2 seconds
Project Tolerance
What is the tolerance(s) for each Acceptance Criteria
AC 1: ± 15%;
AC 2: ± 10%
Acceptance Method
How will each quality criteria be checked?
AC 1: Manual testing
AC 2: Unit testing with load testing
Acceptance Responsible
List the persons name for each quality criteria or complete quality expectation
AC 1: Frank Klein
AC 2: Frank Klein
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Project Management Team Structure (part of Project Brief)
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Management Team
Structure
One of the PRINCE2 Principles is “Defined Roles and
Responsibilities”. This document is one of the tools used to
realize this principle, and consists of defined and agreed
roles and responsibilities and a means for effective
communication among people involved in the project.
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Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
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Project Management Team Structure (part of Project Brief)
Project Management Team Structure
Project:
Corp..
Document:
Author:
Pen Project
Project Manager
Date:
Corporate or Programme Management
CEO
Sales Manager
Purchasing & Accounts
Client Project Manager
Tailoring comments for the PMT
Senior User
Executive
Senior Supplier
Susan Kelly
John King
Terry Clinton
Change Authority
Project Assurance
Management
John King:
Susan Kelly:
Terry Clinton:
Rose Carr:
Delivery
CopyWorld365 Employees & Job titles
Direction
These are their normal job functions
Project Manager
Rose Carr
Project Support
Rose Carr
These are the PMT roles for the project
Tailoring comments Project Management Team:
• The Directing level and Corporate level can be considered as merged as Executive is the CEO (and no program environment)
• The Project Manager will have the roles and responsibilities of Team Manager and Project Support.
• The Project Board will have the role of Project Assurance.
• The Project Manager, Executive, Senior User, and Senior Supplier will have the change authority.
• The management (Project Manager) and delivery (Team Manager) levels have been merged
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Outline Business Case (part of Project Brief)
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Management Team
Structure
Outline Business Case
The Outline Business Case is prepared at the Starting Up a Project process,
when detailed information is not available yet. It’s used to determine if
there’s a business justification for initiating the project. Detailed
information would become available in initiation and the “business case”
will be prepared then.
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Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
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Outline Business Case (part of Project Brief)
Document:
Outline Business Case
Project:
Pen Project
1. Reasons
Build better relationship with clients and reduce the loss in the renewal
of maintenance contracts by 50%. CopyWorld365 had 4,200
maintenance contracts with a profit of €200 per contract = €840,000
A 5% loss instead of a 10% loss would be a gain of €48,000
Author:
Executive
Date:
7. Major risks
Clients may not hold on to the pen and use it each day and there will
not be reminded of CopyWorld365.
2. Expected Benefits
• Reduce loss of maintenance contracts by 50% : €48,000 (each year)
• Increase new machine orders by 2%: 16,200 (each year)
3. Expected dis-benefits
None
4. Timescale
12 weeks (3 months)
The outline Business Case does have to contain much information
This information will be expanded later into the Business Case
document in the Initiation stage.
It is written by the Executive with normally some assistance from
the Project Manager
5. Costs
• Pen costs: €9 by 400 pens = €3,600
• Other project costs: €600
6. Investment appraisal
See Business Case (Initiation stage)
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Project Brief
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Management Team
Structure
Outline Business Case
The Project Brief is usually a collection of other documents and
refers to them instead of containing the actual information. It
provides a full and firm foundation for the initiation. A detailed
Project Initiation Documentation (PID) will be created in
initiation and will replace the Project Brief.
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Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
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Project Brief
Document:
Project Brief
Project:
Pen Project
1. Project Definition
The project will give choose quality pen and give out about 400 pens
to our clients.
Project Objectives
• Choose a quality that meets specifications
• Choose a pen that users will perceive as a quality pen
Project Scope:
3. Promotional pen catalogues
1. Choose a pen
4. List of clients that will receive a pen
2. Sales people list
Constraints and assumptions
• Possible to find a pen in the catalogues provided
Project Tolerances
1. Time: 3 months + 30%
2. Cost: €7 for a pen: Estimate €3400 for the project +- 10%
3. Quality: Pens must meet quality requirements
3. Project Product Description
Attached: Project Product Description (PPD)
4. Approach
The company will choose a pen that meets the requirements from an
existing business gift company. Project will be run internally.
This is a good example of the Project Brief and it does not
have to be a large document.
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Author:
Project Manager
Date:
2. Outline Business Case
Reasons:
Build better relationship with clients and reduce the loss in the renewal
of maintenance contracts by 50%. CopyWorld365 had 4,200
maintenance contracts with a profit of €150 per contract = €630k
4% loss each year costs €37,800
Expected Benefits
• Reduce loss of maintenance contracts by 50% : €18,000 (each year)
• Increase new machine orders by 2%: 16,200 (each year)
Risks
• Clients may not hold on to the pen and use it each day.
Costs
• Pen costs: €7 by 400 pens = €2,800
• Other project costs: €800
5. Project Management Team
Attached: Project Management Team (PMT)
6. Role Descriptions
This project uses the roles description as defined by PRINCE2
- Link to the Roles Descriptions document
The Project Product Description and the PMT are not
displayed here but are part of Project Brief
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Initiation Stage Plan
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Management Team
Structure
Outline Business Case
Initiation Stage Plan
This plan
- is used by the Project Manager to execute the Initiation Stage.
- shows what will be produced and when
- documents the cost of the Initiation Stage
Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
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Initiation Stage Plan
Document:
Initiation Stage Plan
Project:
1. Plan description
This is the plan for the Initiation Stage of the Pen Project
2. Assumptions - Dependencies
Sales Manager provides the necessary time for the project
Twenty sales person will be available to evaluate the pens
A business gift company will have to provide the pens to evaluate and
the 400 of the chosen pens.
Internal resources will not be charge to the project
3. Lessons incorporated
Allow buffer time for delivery of pens (Lessons Log)
Investigate the ISO standard for pens: ISO 12757-2
4. Monitoring & Control
The PM will use the standard PRINCE2 documents
A highlight will be sent at the end of week one to the Project Board
An Exception report will be used if forecasted to go out of tolerance
5. Budgets
Initiation stage budget: € 200 (internal people time is not charged)
Risk Budget: €0, Change Budget: €0
This example has merged Assumptions and Dependencies
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Author:
Pen Project
Project Manager
Date:
6. Tolerances
Time: ± 50% : Cost: ± 50% : Quality: ± 20% : Scope: 0%
7. Products Description(s)
Attached: Project Product Description
8. Schedule
Deliverables - March
4th 5th 6th 7th 8th 11th 12th 13th 14th 15th
Strategy documents
2 hrs
PBS (WBS)
Product Descriptions
Risk & Issues
4 hrs
8 hrs
4 hrs
Project Plan
3 hrs
Benefits Review Plan
2 hrs
Business Case
2 hrs
PID
1 hrs
Next Stage Plan
2 hrs
This is a simple example of the schedule, the focus is on the
products created and not the activities
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Interested in our CBT for this
“A Fully Documented Sample PRINCE2 Project”?
Coming soon…. CBT $ 95 / € 72
The CBT (approx. 8 hours) will walk you through each document covering each entry.
This will be by far the best way to learn how to use PRINCE2
Send an email to use at: [email protected] to receive a
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The pre-project activities are now complete and the Project Board
will give permission for the Initiation Stage to begin
Stage 1
Initiation (Planning)
Approx. 80% of the work in this stage is focused on planning (product breakdown,
requirements, product descriptions, estimating, scheduling)
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Communication Management Strategy (part of PID)
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
Risk Register, Quality Register, Issue Register
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Initiation Documentation
Communication M.S.
Project Management Team
Structure
Outline Business Case
The Communication Management Strategy document:
- is one of four strategy (guideline) documents provided by the corporate
- provides a guideline on how communication should be done
This sample project just gives an example of the Communication Management
Strategy as the others do not change very much from the templates provided.
Initiation Stage Plan
Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
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Communication Management Strategy (part of PID)
Document: Communication Management Strategy
1. Introduction
This document describes how communication will be done during the
project: It is based on the standard strategy document for all projects.
2. Communication Procedure
The PM will is responsible for all internal communication in the project
will report each week on the Project Board using a Highlight Report.
Other PRINCE2 documents reports will also be used as expected.
The Sales Manager is responsible for all external communication
3. Tools and techniques
• The PM will use the intranet portal site for all internal
communication and project document.
• The Sales Manager will use an electronic newsletter and site visits to
communicate with clients.
4. Records
The following documents will be used for internal communication
- Highlight Report, End Stage Report, End Project Report, Issue
Reports, Lessons Report, Project Descriptions and registers
5. Timing of communication activities
The PM will meet with Project Board each two weeks
The PM and Project Board will meet at the end of each stage
Project:
Pen Project
Author:
Project Manager
6. Reports / Stakeholder Matrix
Timing
Report Name
Highlight Report
Weekly
End Stage Report
End of stage
End Project Report
End of project
Issue Report
Anytime
Electronic Newsletter
Once
Date:
Recipients
Project Board
Project Board
Project Board
PM/Project Board
Clients
7. Roles & Responsibilities
Project Board
Project Manager
Senior User
Inform the rest of the management team
All internal communication (project team)
Create the required PRINCE2 documents
Communicate with clients
8. Scales: Priority & Severity
Priority
Use MoSCoW (Must, Should, Could, Wont..)
Severity levels
1 = Project Manager, 2 = Project Board
9. Stakeholder Analysis
Stakeholders Attitude Current Relationship
Clients
Neutral
90% Good
Support
Excellent
Sales Team
Support
Co. Mgmt
Good
Desired Relation
95% Good
Excellent
Good
Most of the effort will go into recognizing the stakeholders, deciding the
desired relationship and how to communicate during the project.
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Product Breakdown Structure (part of the next Stage Plan)
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
Risk Register, Quality Register, Issue Register
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Initiation Documentation
Communication M.S.
Product Breakdown Structure (PBS)
Normally, the first step after the strategy documents is to
breakdown the main product into sub-products, to get a better
idea of what needs to be done.
Project Management Team
Structure
Outline Business Case
Initiation Stage Plan
Next Stage Plan
The Project Manager will facilitate this process and they can use
a breakdown diagram, indented list or mind-map to do this.
PBS
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Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
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Product Breakdown Structure (part of the next Stage Plan)
Document:
PBS for Stage 2 (Mindmap)
Project:
Pen Project
Author:
Project Manager
Date:
1. Mindmap presentation of PBS
Legend
This is an example of the mind-map diagram.
e.g. Supplier
- Supplier is a group of products
- Supplier has three sub-products
- Each sub-product will be described
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Product Breakdown Structure (part of the next Stage Plan)
Document:
PBS for Stage 2 (hierarchy chart)
Project:
Author:
Pen Project
Project Manager
Date:
1. Hierarchy presentation of PBS
Pen Project
Supplier
Internal
Evaluation
Evaluation Pens
Distribution
Final Pens
List of potential
suppliers
Catalog of pens
List of evaluators
List of clients
requirements
Short list of
potential suppliers
Short list of pens
to be evaluated
Evaluation forms
List of sales
people
logo
Selected supplier
Purchase order for
evaluation pens
Evaluation and
filled in forms
Sales people
delivered
Purchase order for
the finalized pen
Sample pens for
evaluation
Evaluation report
This is an example of an hierarchy diagram.
Legend:
External products
Received pens
Products
Group of
products
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e.g. Supplier
- You can compare with the mind-map diagram
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Product Description(s) (part of PID)
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
Risk Register, Quality Register, Issue Register
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Initiation Documentation
Communication M.S.
Product Descriptions(s)
Project Management Team
Structure
A Product Description can be created for each product identified in
the Product Breakdown Structure (PBS)
Outline Business Case
Initiation Stage Plan
Next Stage Plan
PBS
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Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
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Product Description: Client List
Document:
Product Description: Client List
Project:
Pen Project
Author:
Project Manager
Date:
1. Identifier: PEN03.2
2. Title: Client List
3. Purpose
List of all existing clients that will receive a pen
4. Composition
This is an example of a Product Description and the objective
is to make it clear what the finished product will be.
• Contact and company names
• Contract value for each company
• Contact person at CopyWorld365
5. Derivation (Source)
• Existing client list
• Client contract
6. Development skills required
Customer knowledge
7. Quality Criteria
1. Contract value must be the current contract value
2. Client name must be the decision maker or main influencer
Criteria Method Tolerance Skills Required
1
Review None
Contract knowledge
Contract
knowledge
None
Review
2
Producer:
Gerry Malone
Reviewer
CFO
The Product Description also includes the quality criteria,
how the product will be tested (method), tolerance, skills for
tester and quality reviewer.
Approver
Sales Manager
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Risk Register
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
Risk Register, Quality Register, Issue Register
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Initiation Documentation
Communication M.S.
Product Descriptions(s)
The Project Manager will facilitate the gathering of risks
- Run workshops and invites users and suppliers
- Review old lessons reports, Risk Registers and Issue Registers
Project Management Team
Structure
Outline Business Case
Risks can also be identified for each product listed in the PBS
Initiation Stage Plan
Next Stage Plan
PBS
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sample documents of this training
course, rather than all the necessary
documents in each stage.
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Risk Register
Risk Register
Document:
Project:
Author:
Pen Project
Project Manager
Date:
This is a rather simple project, so there are not many risks.
However the risks still need to be managed
Project Name
Pen Project
Project No
008
Project Manager
Rose Carr
Medium > € 1000
Project Executive
John King
Low Risk < € 1000
ID
Risk
Date
Risk
Author Register Category
1
P Smith
2
3
S. Kelly
S. Kelly
Risk / Impact
High Risk > € 7,500
Risk Description
A risk that pens will be delivered 2-4 weeks
6/3/13 Ordering later which will impact the time of the
project
Amounts are related to the value
of the expected benefits
Expected gain is: €58,400
Probability
Proximity
x Impact
Response
Category
Status
Risk
Risk
Owner Actionee
€550
Medium
Reduce
Active
P Smith
7/3/13
Users may not like the pens and therefore
Product not keep using it which result in 90% 100% reduction in benefits
€ 11,200
Medium
Reduce
Active
S. Kelly R Clark
9/3/13
Some sales people may not distribute the
Product pens as intended, therefore the benefits
will not be realized for these users
€ 5,600
Medium
Reduce
Active
S. Kelly S. Kelly
How to calculate Probability * Impact
J Bell
The response text is not included in this example
Likelihood that almost all users will not like pen: 20%
Impact if almost all users don’t like pen:
€58,400
Probability * Impact = 20% * €58,400 =
€11,200
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Benefit Review Plan
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Initiation Documentation
Communication M.S.
Product Descriptions(s)
Project Management Team
Structure
Outline Business Case
Benefits Review Plan
Initiation Stage Plan
The Benefits Review Plan is a plan to review the
benefits. Benefits can be reviewed at each stage
boundary or after the project has been completed.
Next Stage Plan
PBS
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Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
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Benefit Review Plan
Document:
Benefits Review Plan
Project:
Author:
Pen Project
1. Introduction
This document describes what benefits are to be measured, how
and when they will be measured, and the investments needed to
carry out those measurements.
This plan lists the activities to check if the benefits have been
realized
2. Benefit
1. Reduce loss of maintenance contracts by 50% : €42,000
2. Increase new machine orders by 5%: €16,200 (each year)
3. Baseline measurements
1. Current loss of maintenance contracts is 10% (420 contracts)
• Value of 10% loss is : €84,000
2. New machine order today have profit value of €320,000
Project Manager
Date:
5. Review
1. Show proof that the loss of maintenance contracts has been
reduced by 50%
2. Show proof that machine orders have increased by 5%
6. Plan to Review
6 months: after project is complete
- Check if loss of orders is reduced by 50% for previous 6 months
- Check if increase in machine orders is 5% for previous 6 months
1 year: after project is complete
- Check if loss of orders is reduced by 50% for previous 12 months
- Check if increase in machine orders is 5% for previous 12 months
4. Accountable for Benefits
Accountable Benefit
1. Susan Kelly: Reduce loss of maintenance contracts by 50%
2. Susan Kelly: Increase new machine orders by 5%
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The Project Manger will ask the Senior User
1. What are the expected benefits?
2. When do you expect to get these benefits?
3. How to measure these benefits?
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Project Controls (part of PID)
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
Risk Register, Quality Register, Issue Register
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Initiation Documentation
Communication M.S.
Product Descriptions(s)
Project Management Team
Structure
Outline Business Case
Project Controls
Benefits Review Plan
Initiation Stage Plan
Next Stage Plan
PBS
This defines the level and mechanism of control by
the Project Board, Project Manager, and Team
Managers in accordance with “manage by
exception” principle. This information might be a
Note: this diagram only contains the
duplicate of the similar information in management
sample documents of this training
strategies.
course, rather than all the necessary
documents in each stage.
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Project Controls (part of PID)
Document:
Project Controls
Project:
Pen Project
1. Management Stages
The project will be managed in three stages:
• Stage 1 – initiating the project
• Stage 2 – preparing everything to start evaluating sample pens,
including preparing requirements, selecting the supplier, selecting
and buying sample pens, preparing evaluation forms, and selecting
evaluators
• Stage 3 – preparing the final pens, including the evaluation of
We’ve preferred to define some
sample pens, selecting, buying, and expediting the receive of the
customized assessments to be used
final pen, and preparing the list of the sales people who are
throughout the project. They will provide
supposed to distribute the pens, and clients who are supposed to
us a good foundation for controls.
receive them
2. Communications
Communications will be conducted based on the communications
management strategy, and the assessments described in this
document.
3. Controlling Issues and Risks
Issues and risk will be submitted in the issue register and risk register
by the project manager, and will be handled as described in the risk
management strategy and configuration management strategy.
This shows how we’re going to
manage by exception.
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Author:
Project Manager
Date:
4. Assessments
Cost assessment will be done by Earned Value Analysis. Actual costs
will be compared with the baselined costs, and the final assessment is
based on a parameter which we will call CF in this project, and is
calculated by dividing the EAC parameter to the planned cost. This
parameter will be compared to the tolerances set for the whole project
and each of the stages.
Time assessment will be done by Earned Schedule Analysis. The final
assessment is based on a parameter which we will call TF in this
project, and is calculated by dividing the EACt to the planned duration.
This parameter will be compared to the tolerances set for the whole
project and each of the stages.
5. Escalation and delegation
• Time: 15%
escalated if forecasted time increases more than 15%
• Cost: 20%
escalated if forecasted cost increases more than 20%
• Quality: 0%
escalated if forecasted quality is different from the
• Scope: 0%
• Benefits: 20%
• Risk: > €7000
quality defined in project product description
escalated if any changes occur in the scope
escalated if expected benefits drop by 20% or more
escalated it the risk has an impact of €7000 or more
The above project management tolerances are set for issues, project
plan, and stage plans. The decision will be escalated to the project
board when either of the tolerances are exceeded.
The way each issue or measurement affects above six variables will be
documented in their respective registers or reports.
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Project Plan (part of PID)
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
Risk Register, Quality Register, Issue Register
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Initiation Documentation
Communication M.S.
Product Descriptions(s)
Project Management Team
Structure
Outline Business Case
Project Plan
Project Controls
The Project Plan is a high-level plan for the
whole project, the basis for the
performance measurement of the whole
project, and the source for creating
detailed stage plans.
Benefits Review Plan
Initiation Stage Plan
Next Stage Plan
PBS
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Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
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Project Plan (part of PID)
Document:
Project Plan (Part 1)
Project:
Author:
Pen Project
1. Plan description
This is the high-level plan for the whole Project.
How much time and money do we have
2. Prerequisites, Assumptions, and external dependencies
for the whole project? How much
Sales Manager and CEO will providetolerance
the necessary
time for the project,
is acceptable?
resources needed for evaluation are available, receiving sample pens is
possible in a short time, evaluators will fill in the forms in time and
precisely, supplier will prepare the pens in an appropriate time, Internal
recourses will not be charge to the project.
Project Manager
Date:
6. Tolerances
Time: ±30% | Cost: ±40% | Quality: ±10% | Scope: ±0%
7. Products Description(s)
Be careful, a “plan” is not an “schedule”;
Attached: Project Product Description
time schedules are just a part of each plan.
8. Schedule
Attached: Schedule for stage plan 1
9. Product Breakdown Structure
3. Lessons incorporated
Allow buffer time for delivery of pens
4. Monitoring & Control
The PM will use the standard PRINCE2 documents
A highlight will be sent at the end of week one to the Project Board
An Exception report will be used if forecasted to go out of tolerance
5. Budgets
Project budget: €3,840 (internal people time is not charged), 45 days
Risk Budget: €0, 0 days | Change Budget: €480, 5 days
This is only a high-level PBS in the Project
Plan, and will be detailed in Stage Plans.
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Project Plan (part of PID)
Document:
Project Plan (part 2) Schedule
Project:
1. Activity bar chart
Pen Project
Author:
Project Manager
Date:
This is the high-level schedule for the whole
project; a part of the Project Plan. This is used
to create timephased information such as
resource allocations and cash flows.
We should also prepare a list of the resources
needed for the plan. It’s best to prepare it as a
timephased table, extracted from the schedule.
2. Resources
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Business Case (part of PID)
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
Risk Register, Quality Register, Issue Register
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Initiation Documentation
Communication M.S.
Product Descriptions(s)
Project Management Team
Structure
Outline Business Case
Project Controls
Project Plan
Business Case
Now that we have all the detailed information
in place, it’s time to turn the “Outline Business
Case” (which was only approximate) into a
detailed and solid “Business Case”.
Benefits Review Plan
Initiation Stage Plan
Next Stage Plan
PBS
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Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
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41
Business Case (part of PID)
Document:
Business Case
Project:
Pen Project
1. Executive summary
Give out a quality pen to clients to increase contracts renewals
Main Benefits
• Reduce loss of maintenance contracts by 50% : €58,600
• Increase new machine orders by 5%: €16,000
Return on Investment: Cost = €4,800: Gain = €58,600
2. Reasons
Build better relationship with clients and reduce the loss in the renewal
of maintenance contracts from 10% to 5%.
CopyWorld365 had 4,200 maintenance contracts with an average profit
of €200 per contract = €840,000.
A 10% loss in contracts is a loss of €84,000
3. Business options
Option 1: do nothing : Continue losing contracts: loose €84,000
Option 2: offer a calendar:
• Value: not perceived as a quality item
Option 3: offer pen that clients will continue to use :
• Value: Contacts will hold on to the pens
• Believe this will have the effect to reduce loss
Author:
Project Manager
Date:
5. Expected dis-benefits
• none
6. Timescales
• Project start: March 5th, Project End: May 31st (12 weeks)
• Measure benefits on 28/12/2013 and 31/05/2014
7. Costs
• Pen costs: €10 by 400 pens = €4,000
• Other project costs:We’re
€800 undertaking this project because its
expected benefits are higher than its costs.
8. Investment appraisal
• Project cost:
€4,800
• Expected gain:
€58,400
• Time :
1 year
• ROI:
1120.80% (to update)
9. Major risks
• There is risk that we can choose the wrong pen which the majority
clients will not keep using the pen as expected
4. Expected benefits
• Reduce loss of maintenance contracts by 50% : €42,000 (each year)
• Increase new machine orders by 5%: 16,000 (each year)
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Tailoring of PRINCE2 (part of PID)
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
Risk Register, Quality Register, Issue Register
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Management Team
Structure
Outline Business Case
Project Initiation Documentation
Communication M.S.
Tailoring
Product Descriptions(s)
Project Plan
Project Controls
Business Case
Benefits Review Plan
Initiation Stage Plan
The seventh PRINCE2 principle: Tailor to suit the
project environment.
So, how are we going to tailor PRINCE2 for this
small project, to have enough control and not to
overdo the management efforts?
Next Stage Plan
PBS
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sample documents of this training
course, rather than all the necessary
documents in each stage.
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Tailoring of PRINCE2 (part of PID)
Document:
Tailoring of PRINCE2
Project:
Pen Project
Author:
Project Manager
Date:
Our objective here is to apply the simplest possible - yet full - form of PRINCE2 so you can view the majority of PRINCE2 documents and
get a better idea of how a typical midsize project works and se that all the PRINCE2 principles are been applied.
Even though the project is simple and it’s common to combine the management products in such cases, we prefer to keep them
separated, as explained in PRINCE2 Manual. It’s also common for such projects to handle the Starting up a Project process informally, or
to combine it with Initiating a Project process; but we prefer to keep them formal and separated. We won’t use Work Packages in most
cases (mostly because we don’t have separate team managers), except for products that are handled entirely by a team member and the
project manager is not familiar with its technical aspects.
Because of the common terminologies in the company, the project brief may also be called project charter in some documents or verbal
communications.
A small project like this would usually be
tailored differently, but we’ve not
simplified it enough, because we have
demonstration purposes.
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Project Initiation Documentation (PID)
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
Risk Register, Quality Register, Issue Register
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Management Team
Structure
Outline Business Case
Project Initiation Documentation
Communication M.S.
Tailoring
Product Descriptions(s)
Project Plan
Project Controls
Business Case
The PID replaces the Project Brief from now on,
usually refers to other documents, defines the
whole project and provides a basis for its
management.
Benefits Review Plan
Initiation Stage Plan
Next Stage Plan
PBS
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Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
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45
Project Initiation Documentation (PID)
Document:
Project Initiation Documentation
Project:
Pen Project
1. Project Definition
The project will give choose quality pen and give out about 400 pens
to our clients.
Project Objectives:
• Choose a quality that meets specifications
• Choose a pen that users will perceive as a quality pen
Project Scope:
This is mostly an assembly of other documents,
1. Choose a pen
3. Promotional pen catalogues
so we only have references to other documents
2. Sales people list
4. List of clients that will receive a pen
rather than embedding the information here.
Constraints and assumptions:
• Possible to find a pen in the catalogues provided
Project Tolerances:
1. Time: 3 months + 30%
2. Cost: €7 for a pen: Estimate €3400 for the project +- 10%
3. Quality: Pens must meet quality requirements
2. Project Approach
The company will choose a pen that meets the requirements from an
existing business gift company. Project will be run internally.
3. Business Case
Attached: Business Case document
Author:
Project Manager
Date:
5. Role Descriptions
This project uses the roles description as defined by PRINCE2
- Link to the Roles Descriptions document
6. Quality Management Strategy
Attached: Quality Management Strategy document
7. Configuration Management Strategy
Attached: Configuration Management Strategy document
8. Risk Management Strategy
Attached: Risk Management Strategy document
9. Communication Management Strategy
Attached: Communication Management Strategy document
10. Project Plan
Attached: Project Plan document
11. Project Controls
Attached: Project Controls document
12. Tailoring of PRINCE2
Attached: Tailoring of PRINCE2 document
4. Project Management Team Structure
Attached: Project Management Team Structure document
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Dependencies Diagram (part of the next Stage Plan)
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
Risk Register, Quality Register, Issue Register
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Management Team
Structure
Outline Business Case
Project Initiation Documentation
Communication M.S.
Tailoring
Product Descriptions(s)
Project Plan
Project Controls
Business Case
Benefits Review Plan
Initiation Stage Plan
This provides the dependencies between
project elements which will later turn into a
schedule.
Next Stage Plan
PBS
Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
Dependencies
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Dependencies Diagram (part of the next Stage Plan)
Document:
Dependencies Diagram
Project:
Author:
Pen Project
Date:
Project Manager
1. Dependencies Diagram
Logo
Requirements
Legend:
Selected Supplier
Stage 1
List of potential
suppliers
Short list of qualified
suppliers
Stage 2
Catalog of pens
Short list of pens to
be evaluated
Purchase order of
pens to be evaluated
Dependencies can be provided with a network
diagram (such as this), a table, etc.
Purchase order of
the finalized pen
Received pens
Sample pens for
evaluation
Evaluation form
List of evaluators
Evaluation and filled
in forms
Sales people
delivered
Evaluation report
List of clients
List of sales people
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Schedule (part of the next Stage Plan)
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
Risk Register, Quality Register, Issue Register
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Management Team
Structure
Outline Business Case
Project Initiation Documentation
Communication M.S.
Tailoring
Product Descriptions(s)
Project Plan
Project Controls
Business Case
Benefits Review Plan
Initiation Stage Plan
Now it’s time to schedule the next stage in
detail (compared to the Project plan)
Next Stage Plan
PBS
Schedule
Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
Dependencies
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Schedule (part of the next Stage Plan)
Document:
Schedule for Stage 2 Plan
Project:
Pen Project
Author:
Project Manager
Date:
1. Product Schedule
We can use a project planning software for
scheduling the project.
Note: durations shown for the groups of products are based on a rollup of products on all stages, rather than this specific stage.
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Next Stage Plan
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
Risk Register, Quality Register, Issue Register
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Management Team
Structure
Outline Business Case
Project Initiation Documentation
Communication M.S.
Tailoring
Product Descriptions(s)
Project Plan
Project Controls
Business Case
Benefits Review Plan
Again, the “schedule” is not the “plan”, but
only a part of it. We need more information for
a Stage Plan.
Initiation Stage Plan
Next Stage Plan
PBS
Schedule
Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
Dependencies
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Next Stage Plan
Document:
Plan for Stage 2 (description)
Project:
Author:
Pen Project
1. Plan description
This is the plan for stage 2, during which we will prepare everything for,
and conduct evaluation of the sample pens.
2. Prerequisites, Assumptions, and external dependencies
Resources needed for evaluation are available, potential sellers will
respond quickly, and receiving sample pens is possible in a short time,
Internal recourses will not be charge to the project.
3. Lessons incorporated
Project Manager
Date:
6. Tolerances
Time: ±20% | Cost: ±50% | Scope: ±0%
7. Products Description(s)
Attached: Project Product Description
8. Schedule
Attached: Schedule for stage plan 2
9. Resources
BizGifts company offers a good service
Gifts4All provides a poor service
4. Monitoring & Control
The PM will use the standard PRINCE2 documents
A highlight will be sent at the end of week one to the Project Board
An Exception report will be used if forecasted to go out of tolerance
5. Budgets
Stage budget: €640 (internal people time is not charged), 10 days
Risk Budget: €0, 0 days | Change Budget: €80, 2 days
Budgets (time and money) and tolerances of each stage are
determined separately; however, they should always be consistent
with the budget and tolerances of the whole project (Project Plan).
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The first stage was initiating stage, when we
only focus on planning the project. Execution
starts from the second stage and in this
sample, continues to the third (last) stage.
Stage 2
From now on, we’ll execute the project,
monitor and control it, revise the plans, and
prepare new plans in boundaries.
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Work Package
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
Risk Register, Quality Register, Issue Register
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Management Team
Structure
Outline Business Case
Project Initiation Documentation
Communication M.S.
Tailoring
Product Descriptions(s)
Project Plan
Project Controls
A Work Package is a set of information about a
certain deliverable or set of deliverables
collated by the Project Manager (based on the
Stage Plan) to formally pass the responsibility
of its delivery to the team manager(s).
Business Case
Benefits Review Plan
Work Package
Initiation Stage Plan
Next Stage Plan
PBS
Schedule
Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
Dependencies
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Work Package
Document: Work Package #1
1. Date
IT Department
Pen Project
Author:
Project Manager
Date:
6. Tolerances
2013-06-29
2. Authorized body
Project:
Time: 0% | Cost: 0% | Scope: 0% |
A clear definition of the deliverable to be
delivered by the team manager.
3. Description
An evaluation form should be designed in a way that covers everything
mentioned in the requirements document, yet simple enough for the
evaluators to fill in.
4. Techniques
Since the data is to be collected in an spreadsheet later, the forms
should be designed in a database friendly form.
The way we’re going to
manage by exception.
5. Interfaces
If there are any questions about the requirements, the senior user
would answer.
5. Joint agreement
7. Constraints
The way they should report back to the
Project Manager (in the form of
Checkpoint Reports)
8. Reporting arrangement
none
All reports on this work package will be verbal and none-official, at
least twice a day.
9. Problem handling and escalation
Any problem which has an effect on the time should be immediately
escalated to the project manager.
10. Approval method
The senior user will approve this form, based on how well it covers the
factors stated in the requirements document.
When the package will be accepted
The project will not pay for internal resources, including for the ones
working on this work package. The original duration for this work
package is two days; however, we are behind schedule and would be
able to recover if it’s done earlier (less than one day)
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Issue Register
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
Risk Register, Quality Register, Issue Register
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Management Team
Structure
Outline Business Case
Project Initiation Documentation
Communication M.S.
Tailoring
Product Descriptions(s)
Project Plan
Project Controls
We should document and follow on important
issues all the way through the project.
Business Case
Benefits Review Plan
Work Package
Initiation Stage Plan
Next Stage Plan
PBS
Schedule
Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
Dependencies
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Issue Register
Document:
Issue Register
Project:
Author:
Pen Project
Date:
Project Manager
Data Date: Jun 30, 2013
ID
Description
Type
Date
Raised
Raised
By
Report
Author
Priority
Severity
01
Selected supplier
sent the catalog
two days later than
expected
Problem/
concern
Jun 29,
2013
Rose Carr
Rose Carr
High
Critical
Status
Closure
Date
Open
(last updated
Jun 30, 2013)
We should always try to close any open
issue as soon as possible.
We have only one issue up to now, which is still
open. When the time passes, this issue will be
closed and other issues might raise.
Issues with less importance will be
documented and followed on in the Daily Log
instead of the Issue Log.
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Issue Report
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
Risk Register, Quality Register, Issue Register
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Management Team
Structure
Outline Business Case
Project Initiation Documentation
Communication M.S.
Tailoring
Product Descriptions(s)
Project Plan
Project Controls
Business Case
Issue Report
Issue Reports are only created when we need
to handle an issue formally. They consist of the
description, impact assessment, and
recommendations for a certain issue.
Benefits Review Plan
Work Package
Initiation Stage Plan
Next Stage Plan
PBS
Schedule
Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
Dependencies
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Issue Report
Document:
Issue Report for ID-01
Project:
Author:
Pen Project
Date:
Project Manager
Data Date: Jun 30, 2013
ID
Description
Type
Date
Raised
Raised
By
Report
Author
Priority
Severity
01
Selected supplier sent the catalog two
days later than expected
Problem/
concern
Jun 29, 2013
Rose Carr
Rose Carr
High
Critical
1. Impact Analysis
Activities contained in this product are critical (zero float), and
therefore, the two day delay on receiving the catalog makes the whole
project late. Given that we had some problems arranging to have
access to resources for the future activities and they are booked for the
planned dates, this delay might cause problems in resource
availabilities in future too. So, it’s important to recover this time as
soon as possible.
1. Decision
Accept
This is the issue we’re going to
handle formally through the
Issue Report.
1. Approved by
Senior Supplier, Terry Clinton
1. Decision date
Jul 1, 2013
1. Recommendation
Two future activities for preparing the evaluation forms and preparing
the list of evaluators can be crashed by using more resources. The best
option for extra resources is the IT Department; they are capable of
helping us doing these two activities faster.
1. Closure date
Jul 1, 2013
This instance of the report shows the issue
after its closure. The report might have
been initially created as soon as the issue
is captured.
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Issue Register
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
Risk Register, Quality Register, Issue Register
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Management Team
Structure
Outline Business Case
Project Initiation Documentation
Communication M.S.
Tailoring
Product Descriptions(s)
Project Plan
Project Controls
Issue Report
All registers, including the Issue Register,
are maintained continuously.
Business Case
Benefits Review Plan
Work Package
Initiation Stage Plan
Next Stage Plan
PBS
Schedule
Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
Dependencies
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Issue Register
Document:
Issue Register
Project:
Author:
Pen Project
Date:
Project Manager
Data Date: Jul 19, 2013
ID
Description
Type
Date
Raised
Raised
By
Report
Author
Priority
Severity
Status
Closure
Date
01
Selected supplier
sent the catalog
two days later than
expected
Problem/
concern
Jun 29,
2013
Rose Carr
Rose Carr
High
Critical
Closed
Jul 1,
2013
02
Five evaluators did
not return the
forms in time
Problem/
concern
Jul 18,
2013
Rose Carr
Rose Carr
High
Critical
03
Evaluation forms of
four evaluators do
not seem precise
Offspecification
Jul 18,
2013
Rose Carr
Rose Carr
High
NonCritical
Open
(last updated
Jun 30, 2013)
Open
(last updated
Jun 30, 2013)
The first issue is now closed and two
new issues captured.
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Highlight Report
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
Risk Register, Quality Register, Issue Register
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Management Team
Structure
Outline Business Case
Project Initiation Documentation
Communication M.S.
Tailoring
Product Descriptions(s)
Project Plan
Project Controls
Issue Report
Highlight Report
Business Case
Project Manager uses a Highlight Report to
inform the Project Board (and possibly other
stakeholders) of the performance of the stage
and the whole project at predefined intervals.
Benefits Review Plan
Work Package
Initiation Stage Plan
Next Stage Plan
PBS
Schedule
Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
Dependencies
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Highlight Report
Document:
Highlight report # 4
Project:
Pen Project
1. Date and period of the report
End of the second week of Stage 2, for a period of one week.
2. Status summary
TF: +5% | CF: ±0 | Project is going well so far.
3. Work packages in this period
•
•
•
•
Selected supplier – completed
Catalogs of pens – completed (behind schedule)
Short list of pens to be evaluated – completed (behind schedule)
Purchase order of pens to be evaluated – not finished (behind
schedule)
• Sample pens for evaluation – not started (behind schedule)
• Logo – completed
I took two extra days for the supplier to send us the catalogs, and it
made a delay in this and all successor work packages.
Author:
Project Manager
Date:
5. Stage tolerances
Time: TF = +5%, inside the tolerances set for the stage, and for the
management level.
Cost: CF = ±0%
No exception yet.
6. Change requests
• We fell behind schedule because the supplier sent us catalogs two
days later than we expected. We designed a corrective action to get
help from IT department for two of our future work packages. We
will recover time by this. (approved by project manager)
7. Key issues and risks
We might have more delays in receiving evaluation pens and the final
pens from the supplier.
4. Work packages for the next period
•
•
•
•
•
Purchase order of pens to be evaluated (moved from this period)
Sample pens for evaluation (moved from this period)
List of evaluators 
Evaluation form 
Next stage plan
 We are going to get help from IT department to conduct these
two packages faster and catch up the planned schedule.
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Product Breakdown Structure (part of the next Stage Plan)
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
Risk Register, Quality Register, Issue Register
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Management Team
Structure
Outline Business Case
Project Initiation Documentation
Communication M.S.
Tailoring
Product Descriptions(s)
Project Plan
Project Controls
Issue Report
Highlight Report
Next Stage Plan
PBS
We need to define a more
detailed PBS for the next stage.
Business Case
Benefits Review Plan
Work Package
Initiation Stage Plan
Next Stage Plan
PBS
Schedule
Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
Dependencies
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Product Breakdown Structure (part of the next Stage Plan)
Document:
PBS for Stage 2 (Mindmap)
Project:
Pen Project
Author:
Project Manager
Date:
1. Mindmap presentation of PBS
Legend
The deliverables that are supposed to be
delivered in next stage will be broken down into
more details now.
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Dependencies Diagram (part of the next Stage Plan)
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
Risk Register, Quality Register, Issue Register
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Management Team
Structure
Outline Business Case
Project Initiation Documentation
Communication M.S.
Tailoring
Product Descriptions(s)
Project Plan
Project Controls
Business Case
Issue Report
Highlight Report
Next Stage Plan
PBS
And we need to define
dependencies for the
elements of the next stage.
Dependencies
Benefits Review Plan
Work Package
Initiation Stage Plan
Next Stage Plan
PBS
Schedule
Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
Dependencies
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Dependencies Diagram (part of the next Stage Plan)
Document:
Project:
Dependencies Diagram
Author:
Pen Project
Date:
Project Manager
1. Dependencies Diagram
Logo
Requirements
Legend:
Selected Supplier
Stage 1
List of potential
suppliers
Short list of qualified
suppliers
Stage 2
Catalog of pens
Short list of pens to
be evaluated
Usually the dependencies
of the next stage are not
defined up to now.
Purchase order of
pens to be evaluated
Purchase order of
the finalized pen
Received pens
Sample pens for
evaluation
Evaluation form
List of evaluators
Evaluation and filled
in forms
Sales people
delivered
Evaluation report
List of clients
List of sales people
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Schedule (part of the next Stage Plan)
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
Risk Register, Quality Register, Issue Register
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Management Team
Structure
Outline Business Case
Project Initiation Documentation
Communication M.S.
Tailoring
Product Descriptions(s)
Project Plan
Project Controls
Business Case
Issue Report
Highlight Report
Next Stage Plan
PBS
Schedule
Dependencies
And now it’s time to
schedule the next stage.
Benefits Review Plan
Work Package
Initiation Stage Plan
Next Stage Plan
PBS
Schedule
Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
Dependencies
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Schedule (part of the next Stage Plan)
Document:
Schedule for Stage 3 Plan
Project:
Pen Project
Author:
Project Manager
Date:
1. Activity bar chart
This schedule is compatible with the
one in the Project Plan; however, we
can update the Project Plan schedule
based on the detailed information
produced here.
2. Resources
2. Product Breakdown Structure
Attached: Product Breakdown Structure
Note: durations shown for the groups of products are based on a rollup of products on all
stages, rather than this specific stage.
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Next Stage Plan
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Project
mandate
Risk Register, Quality Register, Issue Register
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Management Team
Structure
Outline Business Case
Project Initiation Documentation
Communication M.S.
Tailoring
Product Descriptions(s)
Project Plan
Project Controls
Business Case
Issue Report
Highlight Report
Next Stage Plan
PBS
Schedule
Dependencies
Benefits Review Plan
Now we assemble and
add more information to
the previous documents to
create an Stage Plan.
Work Package
Initiation Stage Plan
Next Stage Plan
PBS
Schedule
Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
Dependencies
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Next Stage Plan
Document:
Next Stage Plan (for Stage 3)
Project:
Author:
Pen Project
Project Manager
Date:
1. Plan description
This is the plan for stage 3, during which we will prepare the pens for
distribution, by selecting the supplier and the type of pen based on
evaluations in the last stage, place order, and expedite the order.
2. Prerequisites, Assumptions, External Dependencies
Evaluators will fill in the forms in time and precisely, supplier will
prepare the pens in an appropriate time, Internal recourses will not be
charge to the project.
3. Lessons incorporated
Allow buffer time for delivery of pens
Investigate the ISO standard for pens: ISO 12757-2
6. Tolerances
Time: ±50% | Cost: ±30% | Scope: ±0%
7. Products Description(s)
Attached: Project Product Description
8. Schedule
Attached: Schedule for stage plan 3
4. Monitoring & Control
The PM will use the standard PRINCE2 documents
A highlight will be sent at the end of week one to the Project Board
An Exception report will be used if forecasted to go out of tolerance
5. Budgets
Stage budget: €3,200 (internal people time is not charged), 25 days
Risk Budget: €0, 0 days | Change Budget: €400, 3 days
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This plan defined the next stage,
based on the scope, time, cost,
quality, etc.
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Configuration Management
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Configuration Management
Project
mandate
Risk Register, Quality Register, Issue Register
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Management Team
Structure
Outline Business Case
Project Initiation Documentation
Communication M.S.
Tailoring
Product Descriptions(s)
Project Plan
Project Controls
Business Case
Issue Report
Highlight Report
Configuration Management is used
throughout the project to track all the
changes and states of the configuration
Next Stage Plan of the project (its building parts).
PBS
Schedule
Dependencies
Benefits Review Plan
Work Package
Initiation Stage Plan
Next Stage Plan
PBS
Schedule
Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
Dependencies
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72
Configuration Management
Document:
Configuration Management
Project:
Author:
Pen Project
Date:
Project Manager
Data Date: 2013-07-20
Current
Version
Date of last
update
Mngmnt
Stage
Product
Group
Status
Source
Owner
Successors
List of potential
suppliers
1
2013-06-21
2
Supplier
Approved
Int.
Purchasing dep.
02
02
Short list of qualified
suppliers
1
2013-06-21
2
Supplier
Approved
Int.
Purchasing dep.
03
03
Selected supplier
1
2013-06-25
2
Supplier
Approved
Int.
Purchasing dep.
04
04
Catalog of pens
1
2013-06-28
2
Supplier
Received
Ext.
Purchasing dep.
05
05
Short list of pens to
be evaluated
1
2013-06-29
2
Evaluation
pens
Approved
Int.
Purchasing dep.
06
06
Purchase order of
pens to be evaluated
1
2013-06-29
2
Evaluation
pens
Approved
Int.
Purchasing dep.
09
07
List of evaluators
1
2013-07-03
2
Internal
Evaluation
Approved
Int.
Purchasing dep.
09
08
Evaluation form
2
2013-07-03
2
Internal
Evaluation
Approved
Int.
Purchasing dep.
09
09
Evaluation results
1
2013-07-19
3
Internal
Evaluation
Approved
Int.
Purchasing dep.
10
ID
Title
01
Issues
01
02, 03
10
Evaluation report
3
Internal
Evaluation
11
List of clients
3
Distribution
12
List of sales people
3
Distribution
This is a list of all deliverables, their
Purchasing
dep.
In development
Int.and state.
15 would
information,
This information
be updated regularly, and watched to be sure
Sales dep.
Pending
Ext.
that everything is closed appropriately, and
Sales
dep.
Pendingchanges are
Ext.
not out of
control.
13
Requirements
2
2013-06-20
2
Final Pens
Approved
Int.
Purchasing dep.
05
14
Logo
4
2013-06-27
2
Final Pens
Approved
Int.
Purchasing dep.
15
15
Purchase order of the
finalized pens
3
Final Pens
Pending
Int.
Purchasing dep.
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Risk
s
73
Configuration Item Record
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Configuration Management
Project
mandate
Risk Register, Quality Register, Issue Register
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Management Team
Structure
Outline Business Case
Project Initiation Documentation
Issue Report
Communication M.S.
Tailoring
Highlight Report
Product Descriptions(s)
Project Plan
Configuration
Item Record
Project Controls
Business Case
Next Stage Plan
PBS
Schedule
Dependencies
Benefits Review Plan
Work Package
Initiation Stage Plan
Next Stage Plan
PBS
Schedule
Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
Dependencies
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74
Configuration Item Record
Document:
Configuration Item Record #14
Project:
Author:
Pen Project
Project Manager
Date:
Data Date: 2013-07-20
Item ID
14
Item Name
Company Logo
Current version
4
Date of last update
2012-06-20
Management stage
2
Item Type
Marketing
Status
Approved (ready for use)
Source
Internal (Marketing Department)
Owner
Purchasing Department
Users
All (Public)
Location
Marketing Pack
Related
Marketing Guidelines Doc (MKT045)
Marketing Pack
Cross Reference
NA
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75
End Stage Report and Lessons Report
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Configuration Management
Project
mandate
Risk Register, Quality Register, Issue Register
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Management Team
Structure
Outline Business Case
Initiation Stage Plan
Project Initiation Documentation
Communication M.S.
Tailoring
Issue Report
End Stage Report
Highlight Report
Next Stage Plan
Now that we’re reaching the end of the stage, it’s
Product Descriptions(s)
Project Plan
Configuration
time to prepare an End Stage Report to provide
the
Item
Record
Project
Controls
Business
Case
Project Board with a summary of the overall project
state and ask them for their next decision.
Benefits Review Plan
PBS
Schedule
Dependencies
Lessons Report
This report also included a Lessons Report, which
describes all the lessons
learned
through the stage. Work Package
End Stage
Report
Next Stage Plan
PBS
Schedule
Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
Dependencies
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76
End Stage Report
Document:
End Stage Report #2
Project:
1. Project Manager’s report
2. Review of the business case
The business case stays viable and unchanged. We’ve realized that we
are actually able to buy quality pens in 6 to 8 Euros range. Either of the
four selected pens for evaluation meet all the requirements.
10 days, on schedule
€560, on budget
as defined
as defined
as defined
as defined
Date:
• Supplier: potential suppliers were reviewed, and the best option
selected for the project.
• Evaluation Pens: four of the pens selected to be evaluated in the
next stage.
• Internal Evaluation: evaluators are selected to evaluate the sample
pens in the next stage.
• Logo: an appropriate version of the logo was prepared to be printed
on the pens.
6. Forecasts
3. Review of the objectives
Time:
Cost:
Scope:
Quality:
Risks:
Benefits:
Project Manager
5. Review of the products
This stage went well, and we were on schedule and on budget. We had
some minor delays in the middle of the stage, which we could recover
with the help of the IT Department.
•
•
•
•
•
•
Author:
Pen Project
TF: 0% | we forecast the project to be in time for the whole project.
CF: -17% | we forecast the project to be finished with a cost 17% less
than the planned cost.
How we’ve performed so far
(Six project variables)
4. Review of the team performance
All team members spend enough time for the project, and performed
as planned.
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7. Issues and risks
No exception yet
Issue: Supplier provided us with the catalogs with two days delay.
Risk: the supplier might have more delays in preparing the final pens.
8. Lessons learned
Attached: Lessons Report #2
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Lessons Report (part of End Stage Report)
Document:
Lessons report #2
Project:
Author:
Pen Project
1. Executive summary
Project Manager
Date:
3. Lessons
We had a successful stage, and learned a lesson, which helps us avoid
problems in future. We also had some positive points, and we believe
that we can experience them in future by paying attention to their root
causes.
2. Scope of the report
The second stage of the project
What we’ve learned through the stage.
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What went well:
• We could easily choose the supplier, because the team provided us
with needed information in time, and had good communications and
expediting capabilities. We should always take help from such
people in our projects.
• We could easily choose the evaluators, because of the historical
records we had in our database of employees. This kind of
information will always be handy.
• The help of IT Department was really useful, and we couldn’t
recover the delay without their help. Having cross-functional
employees in IT Department.
What didn’t went well:
• There were delays in receiving catalogs to choose evaluation pens,
and this delayed all its successors. In retrospective, we realized that
we could ask them for the catalogs sooner and avoid such problems.
We should be more careful with scheduling our activities.
P2P-SampleProject-EN
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This is the last stage of the project.
Stage 3
Final Stage
We should also perform the Closing a
Project process at the end of this stage.
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79
Quality Register
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Configuration Management
Project
mandate
Risk Register, Quality Register, Issue Register
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Management Team
Structure
Outline Business Case
Initiation Stage Plan
Project Initiation Documentation
Issue Report
Communication M.S.
Tailoring
Highlight Report
Product Descriptions(s)
Project Plan
Configuration
Item Record
Project Controls
Business Case
Benefits Review Plan
End Stage Report
End Stage Report
We should also have a Quality
Register
Next Stage Plan to document all the quality
management activities that are
PBS
Schedule
planned or have taken place
Dependencies
throughout the project.
Lessons Report
Work Package
Next Stage Plan
PBS
Schedule
Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
Dependencies
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Quality Register
Document:
Quality Register
Project:
Author:
Pen Project
Date:
Project Manager
Actual Approval
Date
6-20
6-21
Records
Target Approval
Date
6-21
Result
Actual Quality
Review Date
Production date
Approver
Frank
6-20
Pass
Link
01
01
List of potential suppliers
Inspection
02
02
Short list of qualified suppliers
Inspection
03
03
Selected supplier
 Data is taken from the Project, Stage, Team Plan (Schedule)
6-21
6-21
6-21
6-21
6-21
John
Bob
Frank
Pass
 Data is taken from the Product Descriptions (Project Plan)
6-25
6-25
6-26
6-25
6-27
Inspection
John
Frank + Links
Fail
 Results
ofBob
Quality Tests
04
05
Short list of pens to be
evaluated
Inspection
John
Bob
Frank
6-29
6-30
6-30
6-30
7-1
Pass
Link
05
06
Purchase order of pens to be
evaluated
Inspection
Robin
Stephan
Frank
6-29
6-30
6-30
6-30
7-2
Pass
Link
06
07,
08,
09,
10
Evaluation of pens
Inspection
Robert
Stephan
Frank
7-28
7-29
07
11,
12
List of clients and sales people
inspection
Mary
Bob
Frank
7-30
7-30
08
13
Requirements
inspection
Tom
Stephan,
Bob
Frank
6-20
6-20
6-22
09
14
Logo
Inspection
Daniel
Mary
Frank
6-27
6-27
6-27
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Bob
Target Quality
Review Date
John
Quality
Reviewer
Producer
Quality Method
Product Name
Product ID(s)
Quality ID
Data Date: 2013-07-20
6-21
P2P-SampleProject-EN
Version V01.01 - DRAFT
Link
Link
81
Product Status Account
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Configuration Management
Project
mandate
Risk Register, Quality Register, Issue Register
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Management Team
Structure
Outline Business Case
Initiation Stage Plan
Project Initiation Documentation
Issue Report
End Stage Report
Next Stage Plan
Communication M.S.
Tailoring
Highlight Report
Product Descriptions(s)
Project Plan
Configuration
Item Record
Project Controls
Business Case
Benefits Review Plan
End Stage Report
PBS
Product Status
Account
Schedule
Dependencies
Lessons Report
Work Package
Next Stage Plan
PBS
Schedule
Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
Dependencies
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82
Product Status Account
Document:
Product Status Account #6
Project:
Author:
Pen Project
1. Scope
All products for the third stage
Date:
Project Manager
2. Date Produced
2013-07-20
Current
Version
Date of last
update
Mngmnt
Stage
Product
Group
Status
Source
Owner
Successors
Issues
1
2013-07-19
3
Internal
Evaluation
Approved
Int.
Purchasing dep.
10
02, 03
Evaluation report
3
Internal
Evaluation
In development
Int.
Purchasing dep.
15
11
List of clients
3
Distribution
Pending
Ext.
Sales dep.
12
List of sales people
3
Distribution
Pending
Ext.
Sales dep.
15
Purchase order of the
finalized pens
3
Final Pens
Pending
Int.
Purchasing dep.
ID
Title
09
Evaluation results
10
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Risk
s
83
End Project Report and Lessons Report
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Configuration Management
Project
mandate
Risk Register, Quality Register, Issue Register
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Management Team
Structure
Outline Business Case
Initiation Stage Plan
Project Initiation Documentation
Issue Report
End Stage Report
Next Stage Plan
Communication M.S.
Tailoring
Highlight Report
Product Descriptions(s)
Project Plan
Configuration
Item Record
Project Controls
Business Case
Benefits Review Plan
End Stage Report
Next Stage Plan
PBS
PBS
End Project Report
Lessons Report
Schedule
Dependencies
We should prepare a End Project Report
Report
at the end ofLessons
the project
to review how
the project performed against the initial
Workalso
Package
PID. This
includes a Lessons Report,
which review all the lessons learned
through the project.
Schedule
Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
Dependencies
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Product Status
Account
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84
Lessons Report (part of End Project Report)
Document:
Lessons report #9
Project:
Pen Project
1. Executive summary
The project was successful; however, we learned that we should be
more careful with evaluators, and timing of the tasks of the supplier.
There were some positive points in the project which we should try to
keep in our future projects.
2. Scope of the report
The end of the project
3. Lessons
What went well?
• We could easily choose the supplier, because the team provided us
with needed information in time, and had good communications and
expediting capabilities. We should always take help from such
people in our projects.
• We could easily choose the evaluators, because of the historical
records we had in our database of employees. This kind of
information will always be handy.
• The help of IT Department was really useful, and we couldn’t
recover the delay without their help. Having cross-functional
employees in IT Department.
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© Management Plaza
Author:
Project Manager
Date:
3. Lessons (continue)
What could have gone better?
• There were delays in receiving catalogs to choose evaluation pens,
and this delayed all its successors. In retrospective, we realized that
we could ask them for the catalogs sooner and avoid such problems.
We should be more careful with scheduling our activities.
• 9 out of 20 evaluators did not do their tasks properly. We realized
that they are not serious enough in their other tasks too. we can add
some extra information in our employee database to continuously
capture these information, and be able to have more educated
selections in future.
What we’ve learned through this
project. This information would be
useful for our future projects.
P2P-SampleProject-EN
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85
End Project Report
Document:
End Project Report
Project:
Pen Project
1. Project Manager’s report
Author:
Project Manager
Date:
4. Review of the products
Pens were prepared according to the requirements, in time (with a
little more time, within the tolerance of the project), and within
budget. We faced minor troubles in the second and third stages, which
were resolved appropriately.
Final product: 400 quality pens within the range of €6 to €8, ready to
be distributed among clients
Product groups in product breakdown structure:
• Supplier: we were satisfied with the selected supplier.
• Evaluation Pens: four types of pens were selected and purchased to
be evaluated by internal staff.
2. Review of the business case
• Internal Evaluation: 20 evaluators tested the four sample pens, and
The final product of the project is delivered according to the plans, and
filled-in the respective forms. The forms were analyzed to find the
aligned with the business case. We forecast the benefits to be
best choice.
achieved; however, we can only be sure after the 6 month and 12
• Distribution: the list of the clients to receive the pens and the sales
month review of the benefits.
people responsible for distributing them was prepared, and the pens
How did we perform the whole project?
are handed over to them.
3. Review of the objectives
• Final Pens: the requirements of the pens were defined, the logo
• Targets:
redesigned, and the order for 400 pens placed. Team expedited the
• Time:
49 days, within tolerance
order to receive it in time.
• Cost:
€3760, on budget
5. Review of the team performance
• Scope:
100%, as defined
• Quality:
as defined
Most team members spend enough time for the project, and
• Risks:
as defined
performed as planned. The only exception was the evaluators of the
• Benefits:
as defined
pens; 9 out of 20 evaluators did not return their forms on time, or
• Strategies:
seemed like they have not truly tested the pens. Their results were
• Communications: very effective
omitted, in order to keep the evaluation high-quality, and to stay on
• Risk:
a little ineffective in risk assessment
schedule.
• Configuration:
effective
6. Lessons learned
• Quality:
effective
Attached: Lessons Report #9
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Summary
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87
Summary
What we practiced in this sample project:
•
Pre-Project
• Project mandate
• Daily Log
• Lessons Log
• Project Brief
• Project Product Description
• Project Management Team Structure
• Outline Business Case
• Initiation Stage Plan
•
Stage 1
• Benefits Review Plan
• Risk Register
• Project Initiation Documentation
• Communication Management Strategy
• Product Description(s)
• Project Controls
• Tailoring of PRINCE2
• Business Case
• Project Plan
• Next Stage Plan
• End Stage Report
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•
Stage 2
• Work Package
• Issue Register
• Issue Report
• Lessons Report
• Highlight Report
• Configuration Management
• Configuration Item Record
• Next Stage Plan
• End Stage Report
•
Stage 3
• Product Status Account
• Lessons Report
• End Project Report
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88
Summary
Pre-Project
Stage 1 (initiation)
Stage 2
Stage 3 (Final)
Initiating a Project
Controlling a Stage
Controlling a Stage
Processes 
Starting up a Project
Managing a Stage Boundary
Managing a Stage Boundary
Closing a Project
Management Products 
Configuration Management
Project
mandate
Risk Register, Quality Register, Issue Register
Daily Log, Lessons Log
Project Brief
Project Product Description
Project Management Team
Structure
Outline Business Case
Initiation Stage Plan
Project Initiation Documentation
Issue Report
End Stage Report
Next Stage Plan
Communication M.S.
Tailoring
Highlight Report
Product Descriptions(s)
Project Plan
Configuration
Item Record
Project Controls
Business Case
Benefits Review Plan
End Stage Report
PBS
Product Status
Account
End Project Report
Lessons Report
Schedule
Dependencies
Lessons Report
Work Package
Next Stage Plan
PBS
Schedule
Note: this diagram only contains the
sample documents of this training
course, rather than all the necessary
documents in each stage.
Dependencies
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89
Summary
How this sample project helps you and your company:
• Helps you to better understand PRINCE2 in practice
• Helps you document a standard project
• Can be shared with other team members and even external stakeholders of your projects
• Can be used as a reference in your projects
• Can be updated and tailored based on the feedbacks in your projects
(continuous improvement)
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Summary
Management Plaza’s
Management Plaza’s
PRINCE2 Foundation Course
Sample PRINCE2 Project
Management Plaza’s
Management Plaza’s
Live Implementation of the
Pen Project in CorePM
PRINCE2 Practitioner Course
Management Plaza’s
Management Plaza’s
PRINCE2 Training Manuals
PRINCE2 Templates
Management Plaza’s
PRINCE2 Flashcards
PRINCE2® is a Registered Trade Mark of the AXELOS. The Swirl logo™ is a Trade Mark of the AXELOS.
© Management Plaza
And even more…
P2P-SampleProject-EN
Version V01.01 - DRAFT
91
Summary
Management Plaza’s
Management Plaza’s
PRINCE2 Foundation Course
Sample PRINCE2 Project
Management Plaza’s
Management Plaza’s
Live Implementation of the Pen
Project in CorePM
PRINCE2 Practitioner Course
Management Plaza’s
Management Plaza’s
PRINCE2 Training Manuals
PRINCE2 Templates
Management Plaza’s
mgmtplaza.com
PRINCE2 Flashcards
PRINCE2® is a Registered Trade Mark of the AXELOS. The Swirl logo™ is a Trade Mark of the AXELOS.
© Management Plaza
P2P-SampleProject-EN
Version V01.01 - DRAFT
92
Notes Page
Notes
PRINCE2® is a Registered Trade Mark of the AXELOS. The Swirl logo™ is a Trade Mark of the AXELOS.
© Management Plaza
P2P-SampleProject-EN
Version V01.01 - DRAFT
93
Notes Page
Notes
PRINCE2® is a Registered Trade Mark of the AXELOS. The Swirl logo™ is a Trade Mark of the AXELOS.
© Management Plaza
P2P-SampleProject-EN
Version V01.01 - DRAFT
94
Notes Page
Notes
PRINCE2® is a Registered Trade Mark of the AXELOS. The Swirl logo™ is a Trade Mark of the AXELOS.
© Management Plaza
P2P-SampleProject-EN
Version V01.01 - DRAFT
95
Notes Page
Notes
PRINCE2® is a Registered Trade Mark of the AXELOS. The Swirl logo™ is a Trade Mark of the AXELOS.
© Management Plaza
P2P-SampleProject-EN
Version V01.01 - DRAFT
96
Notes Page
Notes
PRINCE2® is a Registered Trade Mark of the AXELOS. The Swirl logo™ is a Trade Mark of the AXELOS.
© Management Plaza
P2P-SampleProject-EN
Version V01.01 - DRAFT
97
Notes Page
Notes
PRINCE2® is a Registered Trade Mark of the AXELOS. The Swirl logo™ is a Trade Mark of the AXELOS.
© Management Plaza
P2P-SampleProject-EN
Version V01.01 - DRAFT
98
Notes Page
Notes
PRINCE2® is a Registered Trade Mark of the AXELOS. The Swirl logo™ is a Trade Mark of the AXELOS.
© Management Plaza
P2P-SampleProject-EN
Version V01.01 - DRAFT
99
Notes Page
Notes
PRINCE2® is a Registered Trade Mark of the AXELOS. The Swirl logo™ is a Trade Mark of the AXELOS.
© Management Plaza
P2P-SampleProject-EN
Version V01.01 - DRAFT
100
Notes Page
Notes
PRINCE2® is a Registered Trade Mark of the AXELOS. The Swirl logo™ is a Trade Mark of the AXELOS.
© Management Plaza
P2P-SampleProject-EN
Version V01.01 - DRAFT
101