In the context of the PRINCE2 7 Organizing practice, establishing a successful project management team structure relies on representing three primary stakeholder interests: Business, User, and Supplier. These interests form the core of the Project Board and are essential for balanced decision-makin…In the context of the PRINCE2 7 Organizing practice, establishing a successful project management team structure relies on representing three primary stakeholder interests: Business, User, and Supplier. These interests form the core of the Project Board and are essential for balanced decision-making.
1. **Business Interest**: This interest validates the 'Why' of the project, focusing on the question: "Is this project value for money?" It is responsible for the Business Case, ensuring the initiative aligns with corporate strategy, is affordable, and remains viable throughout its lifecycle. On the Project Board, the **Executive** represents this interest and holds ultimate accountability for the project's success or failure.
2. **User Interest**: This interest addresses the 'Who' and the 'What,' asking: "Will it work, and will we get the benefits?" It represents those who will utilize the project's outputs to generate benefits or operate them in a business-as-usual environment. They specify the requirements, constraints, and acceptance criteria. On the Project Board, the **Senior User** represents this group, ensuring the outputs are fit for purpose and that the forecasted benefits are realized.
3. **Supplier Interest**: This interest answers the 'How,' asking: "Can it be done?" It represents the providers of the necessary resources, skills, and specific expertise required to create the project's products. They are accountable for the quality of the deliverables and the technical integrity of the solution. The **Senior Supplier** represents this interest on the Project Board.
PRINCE2 mandates that these three interests must be kept in balance. If the Supplier dominates, technical gold-plating may occur; if the User dominates, scope creep is likely; and if the Business dominates, realistic delivery constraints may be ignored. Effective governance requires a unified direction derived from the consensus of these three perspectives.
Mastering the Three Project Interests in PRINCE2 Practitioner v7
What are the Three Project Interests? In PRINCE2, the Project Board is established to be accountable for the success of the project. To achieve this, the board represents three primary stakeholder interests, often abbreviated as BUS: Business, User, and Supplier. This structure ensures that the project does not become dominated by one specific viewpoint (e.g., users asking for features that are too expensive, or suppliers cutting corners to save costs).
1. Business Interest (Value for Money) This interest is concerned with the project's justification. The key question asked here is: Is this project providing value for money? The Business interest ensures the project remains desirable, viable, and achievable. Role: Represented by the Executive.
2. User Interest (Usage and Benefits) This interest represents those who will use the project's outputs to generate benefits for the organization. They specify the requirements and ultimately operate, maintain, or use the final product. The key question is: Will the product work as expected to realize the benefits? Role: Represented by the Senior User.
3. Supplier Interest (Creation and Resources) This interest represents those who provide the necessary skills, resources, and expertise to produce the project's products. They are responsible for the technical integrity of the project. The key question is: Can the product be delivered within the agreed constraints? Role: Represented by the Senior Supplier.
Why is it Important? The consensus between these three interests is the basis for the project's success. PRINCE2 states that the Project Board must not be a democracy controlled by votes, but rather a decision-making body where the Executive is the ultimate decision-maker, supported by the User and Supplier roles. This setup prevents 'gold-plating' (User dominance) or technical obsolescence (Supplier dominance).
How to Answer Questions regarding Three Project Interests In the Practitioner exam, questions regarding the Organizing practice often test your ability to link a specific scenario event or decision to the correct interest or role. Step 1: Identify the Focus. Does the question relate to funding/justification (Business), requirements/benefits (User), or technical delivery/resources (Supplier)? Step 2: Map to Roles. Once you identify the interest, map it to the specific role (Executive, Senior User, or Senior Supplier). Step 3: Check for Conflicts. Some questions describe a conflict (e.g., a supplier wants to delay delivery, a user wants a new feature). You must determine the correct PRINCE2 approach to resolve this based on the defined roles.
Exam Tips: Answering Questions on Three Project Interests Tip 1: Look for Keywords. If the scenario mentions 'Value for Money', 'Business Case', or 'Funding', think Business (Executive). If the scenario mentions 'Requirements', 'Benefits', 'Operations', or 'Maintenance', think User (Senior User). If the scenario mentions 'Design', 'Construction', 'Resources', or 'Technical Feasibility', think Supplier (Senior Supplier).
Tip 2: The Executive is Key. Remember that while all three interests sit on the board, the Executive represents the Business interest and owns the Business Case. If a decision impacts the project's viability, the Executive has the final say.
Tip 3: Multiple Users or Suppliers. In complex scenarios, there may be multiple users or suppliers. The exam may ask how to organize them. The answer is usually to appoint a representative Senior User or Senior Supplier to sit on the board to avoid it becoming too large and ineffective.