In PRINCE2 7, 'Give Ad Hoc Direction' is a pivotal activity within the Directing a Project (DP) process. Unlike other activities in this process that occur at specific milestones—such as authorizing a stage or closing the project—giving ad hoc direction is event-driven and can be triggered at any t…In PRINCE2 7, 'Give Ad Hoc Direction' is a pivotal activity within the Directing a Project (DP) process. Unlike other activities in this process that occur at specific milestones—such as authorizing a stage or closing the project—giving ad hoc direction is event-driven and can be triggered at any time during the project lifecycle. Its primary purpose is to ensure the Project Board exercises control via the principle of 'manage by exception,' intervening only when necessary without micromanaging the Project Manager.
This activity is typically triggered by two main scenarios: either the Project Manager escalates an issue or risk via an Exception Report or Issue Report because tolerances are forecast to be exceeded, or the Project Board receives information from external sources (such as corporate management or Project Assurance) requiring a change in direction. For example, if market conditions shift significantly, rendering the Business Case precarious, the Project Board must provide immediate guidance.
Upon receiving a request for direction, the Project Board reviews the situation with advice from Project Assurance. They have several decision paths: they can approve a proposal to handle an issue, ask for an Exception Plan to replace the current plan, or, in extreme cases where the project is no longer viable, instruct the Project Manager to initiate the 'Closing a Project' process. This activity ensures that decision-making remains agile, preventing delays that could occur if the Project Manager had to wait for a scheduled end-of-stage assessment to raise critical concerns. It maintains the communication link between the strategic layer and the delivery layer, ensuring the project remains aligned with business objectives despite changing circumstances.
Mastering Give Ad Hoc Direction in PRINCE2 Practitioner v7
What is 'Give Ad Hoc Direction'? In PRINCE2, the Project Board does not manage the day-to-day activities of a project; that is the Project Manager's job. However, the Board must be available to make decisions when things go wrong or change abruptly. Give Ad Hoc Direction is the specific activity within the Directing a Project (DP) process where the Project Board responds to requests for advice, Exception Reports, or external factors during a stage, rather than at the end of one.
Why is it Important? This activity is the embodiment of the PRINCE2 principle 'Manage by Exception'. It ensures that: 1. The Project Manager has a clear escalation route when tolerances are forecast to be exceeded. 2. The Project Board can react to external changes (e.g., corporate strategy shifts or market crashes) immediately. 3. The project remains aligned with the business case even when unexpected issues arise.
How it Works There are two main triggers for this activity: 1. Internal Triggers (From the PM): The Project Manager sends an Issue Report (for significant changes or problems) or an Exception Report (when stage or project tolerances are threatened). 2. External Triggers (From Corporate/Program): The corporate organization issues a new mandate, or external events (like a supplier going bankrupt) require Board intervention.
Outcomes: Upon reviewing the situation, the Project Board may: - Provide guidance or clarification. - Ask the Project Manager to produce an Exception Plan (Note: The creation of the plan happens in 'Managing a Stage Boundary', but the instruction comes from here). - Instruct the Project Manager to close the project prematurely if the Business Case is no longer viable.
Exam Tips: Answering Questions on Give Ad Hoc Direction When facing Practitioner scenarios, apply these specific strategies:
1. Identify the 'Exception' Level If a question asks what the Project Board should do, check the tolerances. If the Project Manager is dealing with an issue within Stage Tolerance, the Board should technically do nothing (as they manage by exception). The Board only enters 'Give Ad Hoc Direction' if Project Tolerance is threatened or if the PM explicitly requests advice.
2. Distinguish the 'Request' from the 'Authorization' A common trap is confusing this activity with Authorize a Stage or Exception Plan. - If the Board is looking at an Exception Report and telling the PM to create a new plan, that is Give Ad Hoc Direction. - If the Board is looking at the finished Exception Plan to approve it, that is Authorize a Stage or Exception Plan.
3. Look for 'highlight' vs. 'exception' The Board reviews Highlight Reports in the activity Give Ad Hoc Direction (to monitor progress), but they usually only take action if the report reveals an issue. If the scenario describes a 'crisis' meeting or an urgent decision, it is almost certainly a question about Ad Hoc Direction.
4. Stakeholder Engagement Remember that 'Direction' involves communication. The Board must ensure that any decisions made ad hoc are communicated to stakeholders (Corporate, users, suppliers). Answers suggesting the Board makes a decision without informing corporate management (if the decision impacts them) are usually incorrect.