Step 8: Secure a Good Start

You’ve now come to the step where many PRINCE2 implementation initiatives fail: A highly trained, but PRINCE2 inexperienced, core group embarks on projects deploying the new toolbox to its full extent.

Implement PRINCE2The smaller group of PRINCE2 enthusiasts can easily underestimate the resistance they will meet in the rest of the organization if the more reluctant stakeholders are bombarded with new processes and documents. Words like “bureaucratic” and “document centric” will get a foothold, and you need to be careful if this doesn’t match with the profile of your executive management team.

So what should you do?  
  • Show that you have a business centric approach.
  • Show that you have focus on what needs to be delivered.
  • Show that you are focused on making sure the project “mission” is understood and aligned.
  • Establish some “under the hood” tools that helps you stay in control.

The equivalent PRINCE2 tools would be:
  • Business CaseProduct Based Plan
  • Project Brief
  • Logs and registers
So introduce these documents and the “Starting-Up” process group with the formal approval of a project being approval of the Project Brief and the Business Case. This is something most organizations will tolerate and value if done well. Let the organization get used to these pieces before you introduce much more.

In your list of projects, you can now introduce a “status” column, giving visibility to which projects are in “starting up” and which are “approved”.

Go to implementing PRINCE2 Step 9: Control Delivery
Back to implementing PRINCE2 Step 7: Build the Toolbox

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