List of tables
Table 5.1 The seven PRINCE2 themes
Table 6.1 Responsibilities relevant to the business case
Table 7.1 Responsibilities relevant to the organization theme
Table 8.1 Responsibilities relevant to the quality theme
Table 8.2 Example of a quality register
Table 9.1 Responsibilities relevant to the plans theme
Table 10.1 Responsibilities relevant to the risk theme
Table 10.2 Example of the expected monetary value technique
Table 11.2 Responsibilities relevant to the change theme
Table 11.3 Project board decisions
Table 12.1 The six tolerance types by level
Table 12.2 Responsibilities relevant to the progress theme
Table 13.1 An example of a table of responsibilities
Table 14.1 Appoint the executive and the project manager: responsibilities
Table 14.2 Capture previous lessons: responsibilities
Table 14.3 Design and appoint the project management team: responsibilities
Table 14.4 Prepare the outline business case: responsibilities
Table 14.5 Select the project approach and assemble the project brief: responsibilities
Table 14.6 Plan the initiation stage: responsibilities
Table 14.7 Guidelines for tailoring products in starting up a project
Table 15.1 Authorize initiation: responsibilities
Table 15.2 Authorize the project: responsibilities
Table 15.3 Authorize a stage or exception plan: responsibilities
Table 15.4 Give ad hoc direction: responsibilities
Table 15.5 Authorize project closure: responsibilities
Table 16.1 Agree the tailoring requirements: responsibilities
Table 16.2 Prepare the risk management approach: responsibilities
Table 16.3 Prepare the change control approach: responsibilities
Table 16.4 Prepare the quality management approach: responsibilities
Table 16.5 Prepare the communication management approach: responsibilities
Table 16.6 Set up the project controls: responsibilities
Table 16.7 Create the project plan: responsibilities
Table 16.8 Prepare the benefits management approach: responsibilities
Table 16.9 Assemble the project initiation documentation: responsibilities
Table 16.10 Guidelines for tailoring baseline management products in initiating a project
Table 16.11 Guidelines for tailoring records management products in initiating a project
Table 17.1 Authorize a work package: responsibilities
Table 17.2 Review work package status: responsibilities
Table 17.3 Receive completed work packages: responsibilities
Table 17.4 Review the management stage status: responsibilities
Table 17.5 Report highlights: responsibilities
Table 17.6 Capture and assess issues and risks: responsibilities
Table 17.7 Escalate issues and risks: responsibilities
Table 17.8 Take corrective action: responsibilities
Table 17.9 Guidelines for tailoring products in controlling a stage
Table 18.1 Accept a work package: responsibilities
Table 18.2 Execute a work package: responsibilities
Table 18.3 Deliver a work package: responsibilities
Table 18.4 Guidelines for tailoring products in managing product delivery
Table 19.1 Plan the next management stage: responsibilities
Table 19.2 Update the project plan: responsibilities
Table 19.3 Update the business case: responsibilities
Table 19.4 Report management stage end: responsibilities
Table 19.5 Produce an exception plan: responsibilities
Table 19.6 Guidelines for tailoring products in managing a stage boundary
Table 20.1 Prepare planned closure: responsibilities
Table 20.2 Prepare premature closure: responsibilities
Table 20.3 Hand over products: responsibilities
Table 20.4 Evaluate the project: responsibilities
Table 20.5 Recommend project closure: responsibilities
Table 20.6 Guidelines for tailoring products in closing a project
Table 21.1 Characteristics of P3M3 project maturity levels
Table 21.2 Examples of projects of different complexity
Table A.1 Example of a product checklist
Table B.1 PRINCE2 terms compared with those used in BS 6079 and ISO 21500
Table D.1 Example of a project product description for the conference