The Directing a Project process in PRINCE2 7 provides the Project Board with essential mechanisms to maintain overall control and make key decisions throughout the project lifecycle. This process operates at the strategic level, enabling senior management to govern the project through exception-bas…The Directing a Project process in PRINCE2 7 provides the Project Board with essential mechanisms to maintain overall control and make key decisions throughout the project lifecycle. This process operates at the strategic level, enabling senior management to govern the project through exception-based management rather than day-to-day involvement.
The context of Directing a Project encompasses several critical aspects. First, it establishes the framework through which the Project Board exercises its authority and accountability. The board members, including the Executive, Senior User, and Senior Supplier, use this process to provide direction, authorize work, and ensure the project remains viable and aligned with business objectives.
The process spans the entire project, from initiation through to closure. It begins when the mandate is received and continues until the project is formally closed. During this time, the Project Board makes decisions at key points, particularly at stage boundaries where they authorize progression to subsequent stages.
Key activities within this context include authorizing initiation, authorizing the project itself, authorizing stage or exception plans, providing ad-hoc direction when needed, and authorizing project closure. The board also confirms ongoing business justification by reviewing the Business Case at each decision point.
The Directing a Project process ensures that corporate or programme management receives appropriate visibility into project progress. It maintains communication channels upward to stakeholders and ensures governance requirements are met. The process also handles situations where tolerances are forecast to be exceeded, requiring the board to make decisions on exception reports.
Effective direction requires the Project Board to remain engaged yet efficient, making timely decisions based on information provided by the Project Manager. This balanced approach allows projects to proceed smoothly while maintaining appropriate oversight and control at the executive level.
Directing a Project Context - PRINCE2 Foundation V7 Complete Guide
Introduction to Directing a Project Context
The Directing a Project process is one of the seven processes in PRINCE2 and sits at the heart of project governance. Understanding its context is essential for both passing your PRINCE2 Foundation exam and applying effective project management in practice.
Why is Directing a Project Important?
Directing a Project is crucial because it:
• Provides the project board with a mechanism to exercise overall control • Ensures decisions are made at the right level of authority • Enables management by exception to function properly • Maintains accountability for project success at the executive level • Creates clear boundaries between management and direction
The project board is accountable for the project's success, and this process gives them the structured approach needed to fulfill that accountability while delegating day-to-day management to the project manager.
What is Directing a Project?
Directing a Project is the process through which the project board oversees the project and makes key decisions. It runs from project initiation until project closure and covers the entire project lifecycle.
Key characteristics include:
• It is performed by the project board, not the project manager • It operates at a strategic level rather than operational • It enables management by exception • It provides a lightweight but effective governance framework • It ensures business justification remains valid throughout
The process recognizes that senior managers have limited time, so it creates efficient decision points rather than requiring constant involvement.
How Does Directing a Project Work?
The process contains five activities:
1. Authorize Initiation The project board reviews the project brief and decides whether to invest in detailed planning. This is triggered by the project manager completing the Starting up a Project process.
2. Authorize the Project After reviewing the project initiation documentation (PID), the board decides whether to commit resources to delivery. This confirms the project is worthwhile and achievable.
3. Authorize a Stage or Exception Plan At the end of each management stage, the board reviews progress and plans for the next stage. They also authorize exception plans when tolerances are forecast to be exceeded.
4. Give Ad Hoc Direction Throughout the project, the board provides guidance, responds to issues escalated by the project manager, and makes decisions on exception reports.
5. Authorize Project Closure The board confirms that objectives have been met, approves handover, and authorizes the project to close. They also ensure lessons are captured and benefits reviews are planned.
The Role of Management by Exception
Directing a Project enables management by exception by:
• Setting tolerances for each management stage • Allowing the project manager autonomy within those tolerances • Requiring escalation only when tolerances are forecast to be exceeded • Reducing the time burden on senior executives
This creates an efficient governance model where the board is involved in decisions rather than tasks.
Key Inputs and Outputs
Main Inputs: • Project brief • Project initiation documentation • End stage reports • Exception reports • Highlight reports • End project report
Main Outputs: • Authorization to initiate • Authorization to deliver the project • Stage authorization • Ad hoc direction and decisions • Authorization to close
Exam Tips: Answering Questions on Directing a Project Context
Tip 1: Remember Who Performs This Process Questions often test whether you know that the project board performs Directing a Project activities. The project manager supports but does not direct.
Tip 2: Understand the Five Activities Be able to identify which activity applies in a given scenario. Know the triggers for each activity and what decisions are made.
Tip 3: Link to Management by Exception Many questions connect Directing a Project to management by exception. Understand how tolerances and escalation work together.
Tip 4: Know the Decision Points The board makes go or no-go decisions at key points. Understand when these occur and what information supports each decision.
Tip 5: Recognize Stage Boundaries Questions may present scenarios at stage boundaries. Know that the board authorizes each stage and can stop the project at any boundary.
Tip 6: Distinguish Between Levels PRINCE2 has four management levels. Directing a Project sits above Managing a Stage Boundary. Know how these interact.
Tip 7: Focus on Accountability The executive is accountable for business justification. The project board collectively is accountable for project success. Questions often test this understanding.
Common Exam Question Formats
• Scenario-based questions asking which Directing a Project activity applies • Questions about who makes specific decisions • Questions linking the process to management by exception • Questions about what triggers board involvement • Questions about the purpose of specific activities
Summary
Directing a Project provides the governance framework that enables the project board to maintain control while allowing the project manager to manage. Understanding its context means recognizing how it enables efficient decision-making, supports management by exception, and ensures accountability at the appropriate level. For your exam, focus on the five activities, who performs them, and how they connect to the broader PRINCE2 framework.