Management in Projects within PRINCE2 7 Foundation focuses on how people are organised, led, and coordinated to achieve successful project outcomes. This concept recognises that effective project delivery depends heavily on the human element and how individuals work together throughout the project …Management in Projects within PRINCE2 7 Foundation focuses on how people are organised, led, and coordinated to achieve successful project outcomes. This concept recognises that effective project delivery depends heavily on the human element and how individuals work together throughout the project lifecycle.
In PRINCE2 7, management in projects encompasses several key aspects. First, it addresses the defined roles and responsibilities that provide clarity about who does what within the project structure. The Project Board, Project Manager, Team Manager, and other roles each have specific accountabilities that ensure proper governance and decision-making.
The framework emphasises that project managers must balance technical management skills with people management capabilities. This includes motivating team members, resolving conflicts, facilitating collaboration, and ensuring clear communication channels exist between all stakeholders. Effective managers create environments where team members can perform at their best.
PRINCE2 7 also highlights the importance of tailoring management approaches to suit the project context. Different projects require different leadership styles and management techniques based on factors such as complexity, team experience, organisational culture, and stakeholder expectations.
The concept addresses how managers should delegate authority appropriately while maintaining control through exception-based reporting. This means empowering team members to make decisions within defined tolerances while escalating issues that exceed those boundaries.
Communication management is another critical component, ensuring information flows effectively between the project team, stakeholders, and governance bodies. This includes formal reporting mechanisms and informal interactions that build trust and understanding.
Finally, management in projects involves creating a collaborative environment where diverse perspectives are valued, lessons are learned and shared, and continuous improvement is encouraged. This people-centric approach recognises that projects succeed when individuals are engaged, supported, and aligned toward common objectives.
Management in Projects - PRINCE2 Foundation v7 Complete Guide
Introduction to Management in Projects
Management in Projects is a fundamental concept within the PRINCE2 methodology that addresses how projects are led, directed, and controlled to achieve successful outcomes. Understanding this topic is essential for the PRINCE2 Foundation exam and for practical project management application.
Why is Management in Projects Important?
Effective management is the backbone of any successful project. Here's why it matters:
• Ensures Direction and Focus: Management provides clear guidance on what needs to be achieved and how resources should be allocated.
• Enables Decision Making: A proper management structure ensures decisions are made at the right level by the right people at the right time.
• Maintains Control: Management establishes the mechanisms to monitor progress, manage risks, and handle issues effectively.
• Facilitates Communication: Clear management roles ensure information flows appropriately between stakeholders.
• Delivers Business Value: Good management keeps the project aligned with business objectives and ensures benefits are realized.
What is Management in Projects?
In PRINCE2 v7, management in projects refers to the structured approach of planning, delegating, monitoring, and controlling all aspects of a project. It encompasses:
Three Levels of Management:
1. Corporate or Programme Management: Sits above the project and is responsible for commissioning the project, providing resources, and making key decisions about project viability.
2. Project Board (Directing Level): Accountable for the project's success. The board provides unified direction and makes decisions on exceptions and stage approvals.
3. Project Manager (Managing Level): Responsible for day-to-day management of the project within the constraints set by the Project Board.
4. Team Manager (Delivering Level): Responsible for producing the products allocated by the Project Manager to the required quality, timescale, and cost.
How Does Management in Projects Work?
PRINCE2 establishes clear management responsibilities through its organization theme and processes:
The Project Board Structure:
• Executive: Ultimately accountable for the project. Represents business interests and owns the Business Case. There must be only one Executive.
• Senior User: Represents users who will use the project's products. Responsible for specifying needs and confirming products meet requirements.
• Senior Supplier: Represents those designing, developing, and implementing the project's products. Accountable for the quality of products supplied.
Supporting Roles:
• Project Manager: Has authority to run the project on behalf of the Project Board within agreed constraints.
• Team Manager: Reports to the Project Manager and manages team members producing deliverables.
• Project Assurance: Provides independent oversight of project performance on behalf of Project Board members.
• Project Support: Provides administrative support to the Project Manager and project team.
• Change Authority: May be delegated authority to approve changes within defined limits.
Key Management Principles:
• Management by Exception: Each management level sets tolerances for the level below, allowing escalation only when tolerances are forecast to be exceeded.
• Defined Roles and Responsibilities: Everyone involved knows what they are accountable for and what authority they have.
• Manage by Stages: The project is planned, monitored, and controlled on a stage-by-stage basis.
• Focus on Products: Management attention is centered on the definition and delivery of products.
Exam Tips: Answering Questions on Management in Projects
Key Points to Remember:
1. Know the Three Interests: Business, User, and Supplier interests must all be represented on the Project Board. The Executive represents business interests.
2. Understand the Executive Role: The Executive is the single point of accountability. Questions often test whether you know there can only be ONE Executive.
3. Distinguish Between Roles: Be clear on the differences between Senior User and Senior Supplier responsibilities. Senior Users specify needs; Senior Suppliers provide resources and expertise.
4. Management by Exception: This is a core concept. Remember that it allows senior management to focus on exceptional matters while delegating day-to-day decisions.
5. Project Assurance vs Project Support: Assurance cannot be delegated by the Project Board and involves monitoring. Support is an optional administrative function.
6. Role Combinations: Know which roles can be combined and which cannot. The Executive and Project Manager roles should never be combined. The Executive can perform their own Project Assurance.
Common Question Types:
• Questions asking who is responsible for a specific activity • Questions about the purpose of a particular role • Scenarios asking which role should take a particular action • Questions testing knowledge of role combinations
Answer Strategy:
• Read the question carefully to identify which management level is being discussed • Look for keywords like 'accountable,' 'responsible,' 'authority,' or 'delegate' • Consider the context: Is it about direction, management, or delivery? • Eliminate answers that confuse roles or assign responsibilities to the wrong level • Remember that the Project Board directs but does not manage day-to-day activities
Summary
Management in Projects within PRINCE2 provides a clear structure for decision-making, accountability, and control. Success depends on having the right people in the right roles with clearly defined responsibilities. For the exam, focus on understanding who does what, the principle of management by exception, and how the three levels of management interact to deliver project success.