8/9/2016 PRINCE2Wikipedia,thefreeencyclopedia

PRINCE2
FromWikipedia,thefreeencyclopedia

TheprojectmanagementmethodologyPRINCE2(anacronymforProjectsInControlledEnvironments,
version2)encompassesqualitymanagement,controlandorganisationofaprojectwithconsistencyandreviewto
alignwithprojectobjectives.PRINCE2isacertificationprogrammeforpractitionersinthemethodologywhoare
accredited,qualifiedthroughtraining.PRINCE2emphasesdividingprojectsintomanageableandcontrollable
stages.ThecurrentownerofPRINCE2,AXELOS,originatedasajointventurebytheUKgovernmentandCapita,
with49%and51%stakesrespectively.[1]

Contents
1 History
2 Overviewofthemethod
2.1 Startingupaproject(SU)
2.2 Initiatingaproject(IP)
2.3 Directingaproject(DP)
2.4 Controllingastage(CS)
2.5 Managingproductdelivery(MP)
2.6 Managingstageboundaries(SB)
2.7 Closingaproject(CP)
3 Managementproducts
3.1 Projectbrief
3.2 Riskregister
3.3 Qualityregister
3.4 Issuesregister
3.5 Lessonslog
3.6 Dailylog
4 Coreprinciples
4.1 Continuedbusinessjustification
4.2 Managebyexception
4.3 Learnfromexperience
4.4 Definedrolesandresponsibilities
4.5 Managebystages
4.6 Focusonproducts
4.7 Tailoring
5 Integrationwithothertechniques
5.1 Qualityreviewtechnique
6 Certifications
6.1 PRINCE2Foundation
6.2 PRINCE2Practitioner
6.3 PRINCE2Professional
6.4 PRINCE2AgilePractitioner
6.5 Examinationsandtraining
6.6 Register
6.7 Trainers
6.8 Exemptions
7 Scalability
8 Adoption
9 Advantagesandpitfalls
10 Seealso
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10 Seealso
11 References
12 Externallinks

History
PRINCEderivesfromanearliermethodcalledPROMPTII(ProjectResourceOrganisationManagementPlanning
Techniques).In1989theCentralComputerandTelecommunicationsAgency(CCTA)adoptedaversionof
PROMPTIIasaUKGovernmentstandardforinformationsystems(IT)projectmanagement.Theygaveitthe
name'PRINCE',whichoriginallystoodfor"PROMPTIIINtheCCTAEnvironment".PRINCEwasrenamedina
Civilservicecompetitionasanacronymfor"PRojectsINControlledEnvironments".However,itsoonbecame
regularlyappliedoutsidethepurelyITenvironment,bothinUKgovernmentandintheprivatesectoraroundthe
world.[2]PRINCE2wasreleasedin1996asagenericprojectmanagementmethod.[3]PRINCE2hasbecome
increasinglypopularandisnowadefactostandardforprojectmanagementinmanyUKgovernmentdepartments
andacrosstheUnitedNationssystem.[4]Inthe2009revision,theacronymwaschangedtomean'PRojectsINa
ControlledEnvironment'.

InJuly2013,ownershipoftherightstoPRINCE2wastransferredfromHMCabinetOfficetoAXELOSLtd,a
jointventurebetweentheCabinetOfficeandCapitaplc.

Since2006,themethodhasbeenrevised.Itlaunchedas"PRINCE2:2009Refresh"in2009.Thename"PRINCE2"
(insteadof"PRINCE3"orsimilar)remainstoindicatethatthemethodremainsfaithfultoitsprinciples.
Nevertheless,itisafundamentalrevisionofthemethodfrom1996toadaptittothechangedbusiness
environment,tomakethemethodsimplerandlighter,toaddresscurrentweaknessesormisunderstandings,andto
betterintegrateitwithotherAXELOSGlobalBestPracticemethods(ITIL,P3O,P3M3,MSP,M_o_Retc.).

PRINCE2Structure

PRINCE2ispartofasetofBestPracticeproductsandiscloselyalignedwithasisterproductforthemanagement
ofprogrammes

1.'ManagingSuccessfulProjectswithPRINCE22009Edition',[5]
2.'ManagingSuccessfulProgrammes'1999,fourtheditionin2011.

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BoththeFoundationandPractitionerExaminationsarebasedonthe2009revision'ManagingSuccessfulProjects'
manual

Overviewofthemethod
PRINCE2isaprocessdrivenprojectmanagementmethodology.[6]PRINCE2isbasedonsevenprinciples,seven
themesandsevenprocesses.

Thesevenprinciplesare:Continuedbusinessjustification,learnfromexperience,definedrolesand
responsibilities,managebystages,managebyexception,focusonproductsandtailortosuittheproject
environment

Theseventhemesare:businesscase,organization,quality,plans,risk,changeandprogress

Theprinciplesandthemescomeintoplayinthesevenprocesses:

Startingupaproject(SU)

Inthisprocesstheprojectteamisappointedandaprojectbriefisproduced.

Inadditiontheoverallapproachtobetakenisdecidedandthenextstage(initiation)oftheprojectisplanned.Once
thisworkisdone,theprojectboardisaskedtoauthorizethatstage.

Keyactivitiesinclude:formingtheprojectboardappointinganexecutiveandaprojectmanagerdesigningand
appointingaprojectmanagementteampreparingaprojectbriefdefiningtheprojectapproachpreparingan
outlinebusinesscase,consultingtheLessonsLogsofpreviousprojectsandplanningthenextstage(initiation).

Initiatingaproject(IP)

Thisprocessbuildsontheworkofthestartupprocess,andtheprojectbriefisusedtoprepareothermanagement
documentsthatwillbeneededduringtheproject.Forexample,theapproachtakentoensurequalitythroughoutthe
projectisagreedtogetherwiththeoverallapproachtocontrollingtheprojectitself(projectcontrols).Projectfiles
arealsocreated,asisanoverallplanfortheproject.Thebusinesscaseiscompleted.Aplanforthenextstageof
theprojectisalsocreated.Theresultantinformationcanbeputbeforetheprojectboardforthemtoauthorizethe
projectitself.

Keyactivitiesinclude:planningqualityplanningaprojectrefiningthebusinesscaseandriskssettingupproject
controlssettingupprojectfilesandassemblingaProjectInitiationDocumentation.

Directingaproject(DP)

ThisprocessdictateswhentheProjectBoard(whichcomprisessuchrolesastheexecutiveorsponsor)should
controltheoverallproject.Asmentionedabove,theprojectboardmustauthorisetheinitiationstageandalso
authorizetheproject.DirectingaProjectalsodictateshowtheprojectboardshouldauthorizeastageplan,
includinganyexceptionplanthatreplacesanexistingstageplanduetoslippageorotherunforeseen
circumstances.Alsocoveredisthewayinwhichtheboardcangiveadhocdirectiontoaprojectandthewayin
whichtheprojectshouldbecloseddown.

Keyactivitiesinclude:authorisinginitiationauthorisingaprojectauthorisingastageorexceptionplangivingad
hocdirectionandconfirmingprojectclosure.

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Controllingastage(CS)

PRINCE2suggeststhatprojectsshouldbebrokendownintostagesandthisprocessdictateshoweachindividual
stageshouldbecontrolled.Mostfundamentallythisincludesthewayinwhichworkpackagesareauthorisedand
received.Italsospecifiesthewayinwhichprogressshouldbemonitoredandhowthehighlightsoftheprogress
shouldbereportedtotheprojectboard.Ameansforcapturingandassessingprojectissuesissuggestedtogether
withthewayinwhichcorrectiveactionshouldbetaken.Italsolaysdownthemethodbywhichcertainproject
issuesshouldbeescalatedtotheprojectboard.

Keyactivitiesinclude:authorisingworkpackagesassessingprogresscapturingandexaminingprojectissues
monitoringandcontrollingrisksreviewingstagestatusreportinghighlightstakingcorrectiveactionescalating
projectissuesandreceivingcompletedworkpackages.

Managingproductdelivery(MP)

TheManagingproductdeliveryprocesshasthepurposeofcontrollingthelinkbetweentheProjectManagerand
theTeamManager(s)byplacingformalrequirementsonaccepting,executinganddeliveringprojectwork.[7]The
ObjectivesoftheManagingProductDeliveryprocessare:

Toensurethatworkonproductsallocatedtotheteamisauthorisedandagreed,
TeamManager(s),teammembersandsuppliersareclearastowhatistobeproducedandwhatisthe
expectedeffort,cost,timescalesandquality,
Theplannedproductsaredeliveredtoexpectationsandwithintolerance,
AccurateprogressinformationisprovidedtotheProjectManageratanagreedfrequencytoensurethat
expectationsaremanaged.

Thekeyactivitiesare:Acceptaworkpackage,executeaworkpackageanddeliveraworkpackage.

Managingstageboundaries(SB)

WhereastheControllingaStageprocessdictateswhatshouldbedonewithinastage,ManagingStageBoundaries
(SB)dictateswhatshouldbedonetowardstheendofastage.Mostobviously,thenextstageshouldbeplanned
andtheoverallprojectplan,riskregisterandbusinesscaseamendedasnecessary.Theprocessalsocoverswhat
shouldbedoneforastagethathasgoneoutsideitstolerancelevels.Finally,theprocessdictateshowtheendofthe
stageshouldbereported.

Keyactivitiesinclude:planningastageupdatingaprojectplanupdatingaprojectbusinesscaseupdatingtherisk
registerreportingstageendandproducinganexceptionplan.

Bestpracticeincludestheprojectboard,includingusers,reviewingprogressandapprovinganychangestothe
projectplanattheboundary.Thisreviewcanincludeteammanagersforvalidexperiencebasedopinionsandthe
responsibilityoftheprojectmanagerincludetopresenttheirareaofworkcompetentlytotheboard.

Closingaproject(CP)

Thiscoversthethingsthatshouldbedoneattheendofaproject.Theprojectshouldbeformallydecommissioned
(andresourcesfreedupforallocationtootheractivities),followonactionsshouldbeidentifiedandtheproject
itselfbeformallyevaluated.

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Keyactivitiesinclude:decommissioningaprojectidentifyingfollowonactionspreparingabenefitsreviewplan
andprojectevaluationreview.Thebenefitsreviewplanindicatesatimewhenthebenefitsoftheendproductmay
bemeasured,howandwhatresourceswillberequired.

Managementproducts
PRINCE2maintainsseveralmanagementproductsthroughouttheprojects,whichmaybeformalpaperdocuments,
wordprocessorfiles,datainspecialisedPRINCE2software,informalnotesbymanagers,orevencommunicated
orally."Registers"areintendedtobemoreformalthan"logs".ThefollowingareexamplesofthePRINCE2
managementproducts.

Projectbrief

Ashortexplanationoftheneedfortheproject,themanagementteam,thestructureandgoals.

Riskregister

Theriskregisterisatablewhichcontainstherisksthatmaythreatenthegoaloftheproject.Risksarecategorized,
namedandassignedarisknumber.Then,eachriskgetsaprobabilityscoreandanimpactscore.Themultiplication
ofthesetworesultsintheriskscore.Therisksaresortedondescendingriskscoreinordertoshowthepriorityofa
risk.Eachriskisalsoassignedanowner,aprecautionandaresponseactionincasetheriskoccurs.

Qualityregister

Thisregistercontainsdetailsofallplannedqualityactivities,datesandpersonnelinvolved.Itwillbeupdatedto
showthecurrentstatusofallqualitycheckingactivities.Itshowswhetherthedeliveredproductsarecomplete,
havemettheirqualitycriteriaandtheagreedprocesseshavebeenobserved.

Issuesregister

Asetofnotesaboutchangerequests,problems,complaintsandconcernssentbyallprojectmembers.

Lessonslog

Asetofnotesoflessonslearned(oftenthehardway)whichmaybeusefultofutureprojects.

Dailylog

Adiaryabouttheprojectwrittenbytheprojectmanager,likeaship'slog.

Coreprinciples
Muchofthemethodsabovearederivedfromsevencoreprinciples:

Continuedbusinessjustification

Thebusinesscaseisthemostimportantdocument,andisupdatedateverystageoftheprojecttoensurethatthe
projectisstillviable.Earlyterminationcanoccurifthisceasestobethecase.Atlowerlevels,useoftimeand
resourcesshouldbejustified,suchastheneedtohaveexpensivemeetings.(e.g.itisgoodpracticetobegineach
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meetingwithasentenceaboutwhatitsgoalisandifsuchastatementishardtofindthenthemeetingmaynotbe
necessary.)

Managebyexception

Regularmeetings,especiallythedreaded"weeklyteammeetings"areconsideredinefficientandunnecessary.
Instead,workpackagesareassignedbyteammanagerstoteammembersincludingdeliverableswithtimeand
qualitytolerances.Ifworkprogressessmoothlythentheworkershavenoneedtointerferewiththeteammanager's
time.Onlyifsomethingdeviatedfromtheplaniscommunicationandmanagementrequiredfromthem.Some
teammanagersmayrequestshortstatusupdatessuchasweeklyemailsorinformalchats,tomonitorforany
exceptions,butnoformalmanagementisrequiredunlessanexceptionoccurs.

Learnfromexperience

Eachprojectmaintainsalessonslogandprojectsshouldcontinuallyrefertotheirownandtopreviousand
concurrentprojects'lessonlogstoavoidreinventingwheels.

Definedrolesandresponsibilities

Rolesareseparatedfromindividuals,whomaytakeonmultiplerolesorsharearole.Bynaminganddefiningroles
inthePRINCE2standarditbecomesclearexactlywhohaswhatresponsibilityanddecisionmakingpowers,
avoidingarguments.RolesinPRINCE2arestructuredinfourlevels(corporateorprogrammemanagement,
projectboard,projectmanagerlevelandteamlevel).Theprojectmanagerlevelincludestheprojectmanagerbut
canalsoincludesomeoptionalrolesliketheprojectassuranceauthority.

Managebystages

Theprojectisplannedandcontrolledonastagebystagebasis.Thisincludesupdatingthebusinesscase,risks,
overallplan,anddetailednextstageplanaftereachstageinthelightofnewevidence.

Focusonproducts

Eachworkpackageisdefinedbyoneormoredeliverableproducts,preferablywithtolerancestotime,cost,scope
andqualityquantifiedinadvance.Evenmanagementactivitiessuchasstageplanningaredefinedbytheirfinal
output,suchasaphysicalreportcontainingthenewstageplan.Thisallowsallpartiestoclearlyspecifywhatis
required,andtoallocateresponsibilityfordeliveringandcontrollingit.

Tailoring

PRINCE2shouldnotbeappliedblindlyinadogmatic,bureaucraticform.(Thiswouldleadtowastedtimeon
paperworkandcreatefalsesensesofsecurity).Ratheritisdefinedtobeamethodinneedoftailoringtospecific
projects.Typicaladjustmentsincludethereplacementofdeliverablereportsandprojectdocumentsbyinformal
(verbaloremail)equivalents,alterationstothestructuresoftheprojectboardandmanagementteamtoreflectthe
goalsoftheproject(e.g.replacemajorityboardvotingbysoleexecutivedecisionsincaseswheretheproject'sgoal
istoserveonlytheexecutive'sinterestratherthanusersorsuppliers)assignmentofmultiplerolestoindividuals
onsmallerprojectsandincreasedemphasisonstagereplanningforresearchintensiveprojectswhichmayneedto
changedirectionsasnewfindingsaredelivered.AtypicalcriticismofPRINCE2isthatthedeliverablestructure
canleadtofocusonproducingdeliverablesfortheirownsake,to"ticktheboxes"ratherthandomoreusefulwork.
Ifthisisoccurring,itdemonstratesafailureofmanagementtoapplyPRINCE2andtailoringcorrectly.

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Integrationwithothertechniques
PRINCE2describesonlyhighlevelaspectsofprojectmanagementandleavesthechoiceofmanagementtoolsand
frameworkswithinitstaskstothetaskmanagers.Itspecificallymentionsthefollowing:

Productbasedplanning
Changecontrol
Qualityreviewtechnique

andinpassingmentionsaspossibletools,

Ganttcharts
PERTcharts
criticalpathanalysis

PRINCE2canalsobeusedtomanageprojectsthatuseagilesoftwaredevelopmentmethods.[8]

Qualityreviewtechnique

Thequalityreviewtechniqueensuresaproject'sproductsareoftherequiredstandard(i.e.meetdefinedquality
criteria).Thistakesplaceinaqualityreviewmeeting,whichidentifieserrorsintheproduct.Thequalityreview
meetingwillnotattempttosolvetheproblemsitidentifies.Themeetingbringstogetherpeoplewhohavean
interestintheproject'soutputs(orproducts)andpeopleontheprojectteamabletoaddressissuesidentified.

TherearedefinedrolesincludingaChair,Presenter,Reviewer(s)andScribe.

Certifications
PRINCE2certificationsrequirespassingtherequisiteexaminations.[9]

PRINCE2Foundation

ThePRINCE2Foundationcertificationconfirmstheholderhassufficientknowledgeandunderstandingofthe
PRINCE2methodtobeabletoworkinaprojectmanagementteamworkingwiththismethod.

Examination:

Prerequisites:none
Format:multiplechoice,70questions,50%marksrequiredtopass,closedbook.

PRINCE2Practitioner

ThePRINCE2Practitionercertificationconfirmstheholderhasachievedsufficientunderstandingofhowtoapply
PRINCE2inascenariosituation.Heorshewill,withsuitabledirection,beabletostartapplyingthemethodtoa
realproject.

Examination:

Prerequisites:PRINCE2FoundationoroneofthePMIorIPMAcertifications(PRINCE2Foundation,
CAPM,PMP,IPMALevelD,IPMALevelC,IPMALevelB,IPMALevelA.)
Format:objectivetesting,8questionsX10items,55%marksrequiredtopass,openbook:officialPRINCE2

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manual

PRINCE2Professional

ThePRINCE2ProfessionalqualificationconfirmstheholderisabletomanageanoncomplexPRINCE2project
acrossallaspectsoftheprojectlifecycle.

Examination:

Prerequisites:PRINCE2Practitioner
Format:2daysinresidentialAssessmentCentre.Groupactivitiesandexercisesbasedonafictional
projectcasestudy.Nowrittenexamination.

PRINCE2AgilePractitioner

ThePRINCE2Agilequalificationconfirmstheholderisabletoapplytheprojectmanagementprinciplesof
PRINCE2whilstcombiningagileconceptssuchasScrumandKanban.

Examination:

Prerequisites:PRINCE2Practitioner
Format:Objectivetesting,50questions,60%ofmarksrequiredtopass,duration150minutes,openbook:
officialPRINCE2Agileguide.

Examinationsandtraining

Twoways:

1.StudyprivatelyandthenbooktheexamwithoutatrainingcourseviaoneofthePRINCE2Examination
Institutes(Acquiros,APMG,BCS,EXIN,PEOPLECERT)
2.SittheexamsattheendofatrainingcoursewithanAccreditedTrainingOrganization(ATO)orAccredited
Trainer

Register

TheAPMGrouppublishesasuccessfulcandidateregisterwhichcanbesearchedontheweb.[10]Theregister
recordsthedetailsofcandidateswhohavesatPRINCE2examinations.

Trainers

Trainersmustbereaccreditedevery3yearsandundergoasurveillancecheck(eitherintheformofavisitbyan
assessortoatrainingcourseoratelephoneinterviewwhichassessestheirprofessionalknowledgeandtraining
capability)every12months.[11]

Exemptions

QualifiedPRINCE2PractitionerswhogoontostudyfortheAPMPqualificationoftheAssociationforProject
Management(APM)areexemptfromcertaintopicsofthesyllabusthatarecoveredinthePRINCE2Practitioner
qualification.[12]

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Scalability
ProjectmanagementisacomplexdisciplineanditwouldbewrongtoassumethatblindapplicationofPRINCE2
willresultinasuccessfulproject.Bythesametoken,itwouldbewrongtoassumethateveryaspectofPRINCE2
willbeapplicabletoeveryproject.Forthisreasoneveryprocesshasanoteonscalability.Thisprovidesguidance
totheprojectmanager(andothersinvolvedintheproject)astohowmuchoftheprocesstoapply.Thepositive
aspectofthisisthatPRINCE2canbetailoredtotheneedsofaparticularproject.Thenegativeaspectisthatmany
oftheessentialelementsofPRINCE2canbeomittedsometimesresultinginaPINOprojectPrinceinName
Only.Inordertocounterthis,APMGrouphavedefinedtheconceptofaPRINCE2MaturityModel.[13]

Adoption
PRINCE2,asamethodandacertification,isadoptedinmanycountriesworldwide,includingtheUK,western
Europeancountries,andAustralia.[14]

Advantagesandpitfalls
PRINCE2isastructuredapproachtoprojectmanagement.Itprovidesamethodformanagingprojectswithina
clearlydefinedframework.PRINCE2describesprocedurestocoordinatepeopleandactivitiesinaproject,howto
designandsupervisetheproject,andwhattodoiftheprojecthastobeadjustedifitdoesntdevelopasplanned.In
themethodeachprocessisspecifiedwithitskeyinputsandoutputsandwithspecificgoalsandactivitiestobe
carriedout,whichgivesanautomaticcontrolofanydeviationsfromtheplan.

Dividedintomanageablestages,themethodenablesanefficientcontrolofresources.Onthebasisofclose
monitoringtheprojectcanbecarriedoutinacontrolledandorganisedway.Thevariousmanagementrolesand
responsibilitiesinvolvedinaprojectarefullydescribedandareadaptabletosuitthecomplexityoftheprojectand
skillsoftheorganisation.

PRINCE2issometimesconsideredinappropriateforsmallprojectsorwhererequirementsareexpectedtochange,
duetotheworkrequiredincreatingandmaintainingdocuments,logsandlists.However,AXELOSclaimsthatthe
methodologyisscalableandcanbetailoredtosuitthespecificrequirementsandconstraintsoftheprojectandthe
environment.[15]

Seealso
Comparisonofprojectmanagementsoftware
Ganttchart
Listofprojectmanagementtopics
Agilesoftwaredevelopment
ProjectManagementInstitute(PMI)

References
1.Reid,Amy(20130730)."CapitaacquiresmajoritystakeinITILandPRINCE2".Associationforprojectmanagement.
Internationalprojectmanagementassociation.Retrieved20160222."AXELOShasbeenrevealedasthenameofthenew
jointventurebetweenCapitaandtheCabinetOfficesetuptomanagethebestmanagementpracticetrainingtoolsand
accreditations,includingPRINCE2,andITIL.[...]CapitaandtheCabinetOfficehaveestablisheda51:49percent
stakeintheneworganisationthatwillowntheintellectualproperty(IP)ofthisportfolioofproducts[...]"
2.OGCPRINCE2News(http://www.bestmanagementpractice.com/officialsite.asp?FO=1325692)

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8/9/2016 PRINCE2Wikipedia,thefreeencyclopedia

3."OGCbringsitsshiningquartetbackintothelimelight"(Pressrelease).OfficeofGovernmentCommerce.20051214.
4.OfficialPRINCE2website(http://www.princeofficialsite.com/)
5.OGC(OfficeofGovernmentCommerce)(2009).ManagingSuccessfulProjectswithPRINCE2(2009ed.).TSO(The
StationeryOffice).ISBN9780113310593.
6.AboutPRINCE2(http://www.princeofficialsite.com/AboutPRINCE2/AboutPRINCE2.aspx)
7.PRINCE2manual
8."PRINCE2Agile".www.axelos.com.Axelos.Retrieved6March2015.
9.[1](https://www.axelos.com/qualifications/prince2qualifications)
10.PRINCE2successfulcandidateregister(http://www.apmginternational.com/SCRQuery.aspx?exam=p2)
11.PRINCE2accreditationscheme(http://www.princeofficialsite.com/accreditation/accreditationscheme.aspx)
12.APMPforPRINCE2Practitioners(http://www.apm.org.uk/APMP2)
13.PRINCE2MaturityModel(http://www.apmginternational.com/APMGUK/Accreditation/MaturityAssessment/PRINCE
2MaturityModel.asp)
14.PRINCE2PRojectsINControlledEnvironmentsConsultingOrganisationsList(http://www.princeofficialsite.com/
ConsultingOrganisations/ConsultingOrganisationsList.asp)
15.OGCBestManagementPracticePRINCE2(http://www.bestmanagementpractice.com/KnowledgeCentre/BestPractic
eGuidance/PRINCE2/)

Externallinks
Officialwebsite(https://www.axelos.com/bestpracticesolutions/prin
ce2) WikimediaCommonshas
mediarelatedtoPRINCE2.
GuidelinesforManagingProjects(fullyconsistentwithPRINCE2)
(http://webarchive.nationalarchives.gov.uk/20090609003228/http://www.berr.gov.uk/files/file40647.pdf)
fromtheUKDepartmentforBusiness,EnterpriseandRegulatoryReform(BERR)
PRINCE2wiki(http://prince2.wiki/)
PRINCE2Agilewiki(http://prince2agile.wiki/)

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