As long as the project is within those limits, the Project Manager keeps going.
The biggest myth about PRINCE2 is that it’s "too bureaucratic." The methodology explicitly states it must be . A small office move doesn't need the same level of documentation as building a nuclear power plant. Successful PRINCE2 managers use just enough of the framework to provide control without creating a paper mountain.
The Project Board only commits to one stage at a time. Managing Successful Projects with PRINCE2.
In PRINCE2, a project doesn't start (and shouldn't continue) just because it's a "good idea." Every project must have a . If at any point the project is no longer viable, desirable, or achievable, the framework gives you the permission—and the obligation—to stop. This prevents organizations from throwing good money after bad. 2. Define the Roles (Who’s Doing What?)
You review the success of the previous stage before unlocking the budget for the next one. This creates "go/no-go" checkpoints that keep the project on track. 4. Manage by Exception As long as the project is within those
Those responsible for delivering specific specialized products. 3. Manage by Stages
The Board only gets involved if a "limit" is about to be breached. This empowers the manager while saving the stakeholders' time. 5. Focus on Products, Not Tasks Successful PRINCE2 managers use just enough of the
This is a lifesaver for busy executives. The Project Board sets (limits) for time, cost, quality, scope, risk, and benefits.