PRINCE2® 7 – The Seven Processes at a Glance

PRINCE2® Processes

PRINCE2® Project Management Version 7 provides a structured framework for managing a project from its initial idea through to completion. The method consists of seven processes, which describe the key activities, responsibilities and decisions required to direct, manage and deliver a project successfully.

The processes provide a logical project lifecycle, while allowing the approach to be tailored to the project's size, complexity, context and delivery environment. They are supported by the PRINCE2® principles and practices and should be applied in a way that reflects the needs of the project and its people.

1. Starting Up a Project

This is the first PRINCE2® process and takes place before the project is formally initiated.

It focuses on determining whether the proposed project is viable and worthwhile before significant resources are committed. This includes identifying the project's purpose, expected outcomes, initial requirements, key stakeholders and proposed approach.

The process provides the information needed to decide whether the project should proceed to initiation.

Key question:
Is the project viable and worthwhile?

2. Directing a Project

Directing a Project provides overall governance, direction and decision-making throughout the project.

The Project Board provides oversight and makes key decisions while delegating the day-to-day management of the project to the Project Manager.

This process ensures that appropriate authority and accountability are maintained and that the project continues to align with organisational objectives, business justification and expected value.

3. Initiating a Project

Initiating a Project establishes a strong foundation for the project before significant delivery work begins.

The Project Manager develops the necessary project management approaches, plans, controls and baselines. This provides a clear understanding of what the project is expected to achieve, how it will be managed and how progress and performance will be assessed.

The process also considers the project's people, stakeholders, risks, quality requirements, sustainability and the use of digital and data.

The outcome is sufficient information for the Project Board to make an informed decision about authorising the project.

4. Managing a Stage Boundary

Managing a Stage Boundary takes place towards the end of each management stage.

The Project Manager reviews the performance of the current stage, updates relevant project information and prepares the plans and information needed for the next stage.

The Project Board uses this information to determine whether the project should continue, ensuring that business justification, risks, performance and expected benefits remain acceptable.

This provides an important opportunity to review progress and make informed decisions before committing further resources.

5. Controlling a Stage

Controlling a Stage focuses on the day-to-day management and control of the project within a management stage.

The Project Manager monitors progress, manages risks and issues, authorises work, communicates with stakeholders and takes corrective action where necessary.

The aim is to keep the stage within agreed tolerances while ensuring that the required products are delivered to the expected quality and that the project remains focused on its intended outcomes and benefits.

6. Managing Product Delivery

Managing Product Delivery provides the connection between the Project Manager and those responsible for producing the project's products.

The process focuses on agreeing the work to be undertaken, coordinating delivery and ensuring that products are developed in accordance with agreed requirements, quality criteria and expectations.

It encourages effective communication and collaboration between project management and delivery teams and supports a clear focus on what the project needs to produce.

7. Closing a Project

Closing a Project ensures that the project is brought to an orderly and controlled conclusion.

The Project Manager confirms that the required products have been completed and accepted, that appropriate handover arrangements are in place and that outstanding activities have been addressed.

The process also provides an opportunity to review project performance, capture lessons and confirm arrangements for the continued use, ownership or measurement of the project's outcomes and benefits.

Once the necessary requirements have been met, the Project Board authorises the project to close.

PRINCE2® 7 in Practice

PRINCE2® 7 provides a structured framework for managing projects, but it is designed to be flexible rather than rigid. The seven processes provide a clear project lifecycle and help project teams understand what needs to happen, when decisions need to be made and who is responsible for those decisions. However, the way these processes are applied should be adapted to reflect the specific circumstances of the project.

A key feature of PRINCE2® 7 is tailoring. This means adapting the method so that it is appropriate for the project's size, complexity, importance, risk, organisational environment, delivery approach and the capability of the people involved. A small internal project, for example, should not require the same level of documentation, governance or controls as a large, complex programme of work.

Tailoring does not mean removing the discipline of PRINCE2®. Instead, it means applying the method in a way that provides the right level of control without creating unnecessary bureaucracy.

Putting People at the Centre

PRINCE2® 7 places greater emphasis on people and recognises that projects are delivered by people working together.

Successful project management therefore requires more than plans, processes and controls. Project teams need effective leadership, clear communication, collaboration, appropriate behaviours and an understanding of the different interests and perspectives of stakeholders.

In practice, project managers should consider:

• Who needs to be involved in the project?
• What are their roles, responsibilities and levels of authority?
• Who will be affected by the project?
• What information does each stakeholder need?
• How should communication be managed?
• What leadership approach is appropriate for the project environment?
• How will the project team collaborate and resolve issues?

Understanding people and relationships helps project teams build engagement, manage expectations and create the conditions required for successful delivery.

Applying the PRINCE2® Practices

The PRINCE2® practices describe important areas of project management that need to be considered throughout the project.

These include:

• Business Case – ensuring the project remains justified and focused on delivering value.
• Organising – establishing clear roles, responsibilities and relationships.
• Plans – determining what needs to be delivered, how and when.
• Quality – ensuring products are fit for purpose and meet agreed requirements.
• Risk – identifying and managing uncertainty that could affect objectives.
• Issues – managing concerns, changes, problems and opportunities that arise during the project.
• Progress – monitoring performance and supporting informed decision-making.

These practices are not isolated activities. They are considered and updated throughout the project as circumstances change.

Managing Performance

PRINCE2® 7 recognises that project performance needs to be considered across several areas rather than focusing solely on time and cost.

Project teams should consider time, cost, quality, scope, risk, benefits and sustainability when planning and controlling the project.

For example, delivering a project on time and within budget does not necessarily mean that it has been successful if the resulting product does not meet the required quality standards or fails to deliver the expected benefits.

PRINCE2® 7 therefore encourages teams to maintain a broader view of project performance and to make decisions based on the overall objectives and expected value of the project.

Managing Risk and Uncertainty

Projects operate in environments where circumstances can change. PRINCE2® 7 provides a structured approach to recognising and responding to uncertainty.

Project teams should identify potential threats and opportunities, assess their potential impact and determine appropriate responses. Risks should be monitored throughout the project rather than being treated as a one-off exercise during initiation.

The same principle applies to issues and changes. When something unexpected occurs, the project team should assess its potential impact and make decisions based on the agreed project controls and tolerances.

Managing by Tolerance

An important feature of PRINCE2® is management by exception. This allows authority to be delegated while ensuring that senior decision-makers remain informed when a project is forecast to exceed agreed tolerances.

For example, the Project Board may delegate responsibility for managing a stage to the Project Manager within agreed limits for time, cost, scope, quality, risk and benefits.

If the Project Manager expects the project to remain within those agreed limits, they can manage the situation without unnecessary escalation. If a tolerance is forecast to be exceeded, the matter can be escalated to the appropriate level for a decision.

This approach provides control without unnecessary micromanagement.

Communication and Stakeholder Engagement

Effective communication is an essential part of PRINCE2® 7.

Different stakeholders require different types and levels of information. Project teams should therefore determine what needs to be communicated, to whom, when and through which channels.

Communication may include formal reports and meetings, but it can also involve workshops, presentations, digital collaboration tools, informal discussions and other appropriate methods.

Effective communication helps ensure that stakeholders understand:

• What the project is trying to achieve.
• What is expected of them.
• How the project is progressing.
• What decisions have been made.
• What risks, issues or changes may affect them.
• How the project will deliver value and benefits.

Digital, Data and Sustainability

PRINCE2® 7 reflects the changing environment in which modern projects operate. Digital technology and data are increasingly important to project planning, decision-making, collaboration and delivery.

Project teams should consider how digital tools and data can support effective project management while ensuring that information is accurate, accessible and appropriately managed.

Sustainability is also given greater consideration. Projects should consider the environmental, social and economic impacts that may arise from the way a project is designed, managed and delivered.

This encourages project teams to consider not only what will be delivered, but also how it will be delivered and what impact it may have.

Tailoring PRINCE2® 7 to the Project

Tailoring is one of the most important concepts to understand when applying PRINCE2® 7.

A project team may tailor:

• The level of documentation required.
• The frequency and format of reporting.
• Governance arrangements.
• Roles and responsibilities.
• Planning approaches.
• Risk and issue management arrangements.
• Communication methods.
• Controls and approval processes.
• The way products and deliverables are managed.
• The level of formality required at different stages.

For example, a small project with a limited budget, few stakeholders and low levels of risk may require relatively simple controls. A major transformation project involving multiple departments, suppliers and significant investment may require more formal governance, reporting and assurance.

The underlying principles and intent of PRINCE2® should remain intact while the application of the method is adapted to provide the appropriate level of control.

PRINCE2® 7 Across Different Delivery Approaches

PRINCE2® 7 can be applied in different project environments and can work alongside other delivery approaches.

For example, an organisation may use PRINCE2® 7 for governance and project control while using an agile approach for the development and delivery of products.

This means that PRINCE2® 7 does not necessarily dictate exactly how every piece of project work must be performed. Instead, it provides the management framework, governance, controls and decision-making structure within which different delivery

The Seven PRINCE2® 7 Principles

The seven PRINCE2® 7 principles are the fundamental rules and guiding obligations that define how a project should be managed using PRINCE2®. They provide the foundation for applying the method and are intended to guide decision-making throughout the project.

The principles are universal and should be applied to every PRINCE2® project. They provide the framework within which the project's practices and processes can be tailored to suit the project's specific circumstances.

1. Ensure Continued Business Justification

Every project should have a clear and valid reason for being undertaken.

The project should deliver sufficient value in relation to the investment, risks and resources required. The justification for the project should be reviewed throughout its lifecycle to ensure that it remains valid.

As circumstances change, the expected costs, risks, benefits or organisational priorities may also change. PRINCE2® therefore requires the project team and decision-makers to continually assess whether the project remains worthwhile.

If the project is no longer justified, continuing to invest resources may not be appropriate.

In practice, this means:

• Establishing a clear reason for undertaking the project.
• Understanding the expected benefits, costs, risks and outcomes.
• Maintaining an appropriate Business Case.
• Reviewing the Business Case throughout the project.
• Making informed decisions when circumstances change.
• Stopping or changing the project if it is no longer justified.

Key question:
Is the project still worthwhile and achievable?

2. Learn from Experience

PRINCE2® 7 recognises that projects should learn from previous experience and use that knowledge to improve performance.

Lessons can come from previous projects, from other organisations and from the project currently being delivered. Learning should not be left until the end of the project; lessons should be identified and applied throughout the project lifecycle.

In practice, this means:

• Identifying relevant lessons before the project begins.
• Capturing lessons during project delivery.
• Sharing knowledge and experience across the project team.
• Applying lessons to improve future stages.
• Recording lessons that could benefit future projects.
• Encouraging an environment where people can share learning openly.

Key question:
What can we learn from experience, and how can we use it?

3. Define Roles, Responsibilities and Relationships

Successful projects require people to understand what they are responsible for, what authority they have and how they should work with others.

PRINCE2® establishes clear project management roles and responsibilities while recognising that projects involve a wide range of people, including project sponsors, decision-makers, project managers, team members, suppliers, users and other stakeholders.

PRINCE2® 7 places particular emphasis on people, recognising that effective leadership, communication, collaboration and relationships are essential to project success.

In practice, this means:

• Clearly defining roles and responsibilities.
• Establishing appropriate levels of authority.
• Understanding who makes which decisions.
• Identifying key stakeholders and their interests.
• Establishing effective communication and working relationships.
• Creating an environment where people can contribute effectively.

Key question:
Who is responsible, who has authority, and how will people work together?

4. Manage by Stages

PRINCE2® divides a project into manageable management stages.

Rather than attempting to plan and control the entire project in detail from beginning to end, the project is managed through a series of stages. Each stage provides an opportunity to review progress, update plans, assess risks and confirm that the project remains justified.

This provides decision-makers with regular opportunities to review the project before committing further resources.

In practice, this means:

• Dividing the project into appropriate management stages.
• Developing plans for each stage.
• Reviewing stage performance.
• Making decisions at stage boundaries.
• Updating forecasts and plans as new information becomes available.
• Confirming that the project should continue before moving into the next stage.

Key question:
Are we ready to commit to the next stage?

5. Manage by Exception

PRINCE2® uses tolerances to establish clear boundaries within which people can manage without unnecessary escalation.

Authority can be delegated to the appropriate management level, while senior decision-makers retain control when agreed tolerances are forecast to be exceeded.

Tolerances can be established for areas such as:

• Time
• Cost
• Scope
• Quality
• Risk
• Benefits

This approach enables effective delegation while maintaining appropriate governance and control.

In practice, this means:

• Setting clear tolerances.
• Delegating authority to the appropriate level.
• Monitoring performance against agreed tolerances.
• Escalating issues when tolerances are forecast to be

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PRINCE2® Project Management Version 7 – Examinations

PRINCE2® Project Management Version 7 offers two certification levels: Foundation and Practitioner. Each level is designed to assess a different level of knowledge and capability.

The Foundation certification establishes an understanding of the PRINCE2® method, including its principles, practices and processes. The Practitioner certification builds on this knowledge and assesses the ability to apply and tailor PRINCE2® to a project environment. 

PRINCE2® Project Management Foundation – Version 7

The Foundation certification is the entry point to PRINCE2® Project Management Version 7. It is suitable for individuals who want to develop a sound understanding of the PRINCE2® method and how it can be applied to projects.

The Foundation examination assesses knowledge and understanding of the PRINCE2® principles, practices and processes, as well as the key concepts required to manage projects effectively. 

Foundation Examination Format

• 60 multiple-choice questions
• 60 minutes
• Closed book
• 60% pass mark
• 36 out of 60 marks required to pass

The Foundation examination is designed to confirm that candidates have sufficient knowledge of PRINCE2® to work effectively as part of a project team or in a project environment. 

PRINCE2® Project Management Practitioner – Version 7

The Practitioner certification is aimed at project management professionals and individuals who need to apply and tailor PRINCE2® within a real project environment.

The Practitioner examination goes beyond simple recall of the method. Candidates are required to demonstrate their ability to interpret project situations and apply PRINCE2® principles, practices and processes appropriately.

Particular emphasis is placed on the ability to tailor PRINCE2® to suit different project circumstances, while maintaining appropriate governance and control. 

Practitioner Examination Format

• 56 questions and sub-questions
• 70 marks available
• 150 minutes
• Open book
• 60% pass mark
• 42 out of 70 marks required to pass

The Practitioner examination uses objective testing and is designed to assess the candidate's ability to apply PRINCE2® in a project scenario. 

What Does “Open Book” Mean?

The PRINCE2® Practitioner examination is an open-book examination. Candidates may use the official PRINCE2® Project Management guidance during the examination.

For a hard-copy book, candidates may annotate and tabulate the official guidance, but loose sheets of paper and sticky notes are not permitted. PeopleCert also permits the official Core Guidance eBook for open-book examinations, subject to the applicable examination rules. 

PRINCE2® Practitioner Examination Prerequisites

There are no prerequisites for the Foundation examination. It is suitable for candidates at any career stage

To sit the Practitioner examination, candidates must hold an accepted prior qualification.

Current accepted qualifications include:

• PRINCE2® Project Management Foundation (Version 7)
• PRINCE2® 6th Edition Foundation or Practitioner
• PRINCE2® 5th Edition Foundation or Practitioner
• Project Management Professional (PMP)®
• Certified Associate in Project Management (CAPM)®
• Project Professional Qualification (PPQ)
• Project Management Qualification (PMQ)
• IPMA Levels A, B, C or D

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