In the context of the PRINCE2 7 'Starting Up a Project' process, the activity 'Appoint the Executive and the Project Manager' is the foundational step that establishes the core structure of project governance and management. Before any significant planning or resource allocation occurs, the project…In the context of the PRINCE2 7 'Starting Up a Project' process, the activity 'Appoint the Executive and the Project Manager' is the foundational step that establishes the core structure of project governance and management. Before any significant planning or resource allocation occurs, the project must have a single point of accountability and a dedicated manager to drive the work.
The activity typically follows this sequence:
1. **Appoint the Executive:** Corporate, Programme Management, or the Customer appoints the Executive. This role is pivotal as the Executive holds ultimate accountability for the project’s success. They represent the business interest, chair the Project Board, and own the Business Case, ensuring the project delivers value for money and remains aligned with organizational strategy.
2. **Appoint the Project Manager:** Once in place, the Executive appoints the Project Manager. This individual is responsible for the day-to-day management of the project within the constraints set by the Project Board. Bringing the Project Manager on board immediately allows them to lead the creation of the Project Brief and plan the subsequent 'Initiating a Project' stage.
PRINCE2 7 places significant emphasis on the 'People' aspect during this activity. It requires not just naming individuals, but preparing role descriptions that confirm the appointees have the necessary authority, credibility, availability, and competence to lead. This activity prevents the common failure mode of projects starting without clear leadership. By the end of this step, the project has a decision-maker (Executive) to authorize the next steps and a manager (Project Manager) to execute the work, forming the nucleus of the Project Management Team.
Appoint Executive and Project Manager (PRINCE2 v7 Practitioner Guide)
What is it? This is the very first activity within the Starting Up a Project (SU) process. Before any planning, detailed definition, or initiation takes place, the prerequisite leadership structure must be established. This activity ensures that a single point of ultimate accountability (the Executive) and the day-to-day manager (the Project Manager) are assigned immediately upon receipt of the project mandate.
Why is it Important? PRINCE2 relies heavily on the principle of Defined Roles and Responsibilities. If these appointments are delayed: 1. There is no authority to approve the budget for the initiation stage. 2. There is no one to construct the Project Brief. 3. Projects often fail due to 'management by committee' or lack of clear ownership. This activity prevents that by establishing the hierarchy immediately.
How it Works The process flow is hierarchical and sequential: 1. Corporate, Programme Management, or the Customer provides the Project Mandate and appoints the Executive. 2. The Executive (representing the business interest) appoints the Project Manager. 3. Role descriptions for these two positions are created (using standard templates or tailored versions). 4. They review the Project Mandate to identify any immediate gaps or ambiguity. 5. The Daily Log is created. This is the diary for the Project Manager and is vital for recording immediate risks, issues, or thoughts before formal registers are set up in the Initiation stage.
Exam Tips: Answering Questions on Appoint Executive and Project Manager When facing Practitioner scenarios regarding this activity, look for the following concepts:
1. Who Appoints Whom? Be very careful with the order of events. Corporate appoints the Executive. The Executive appoints the PM. If an exam option suggests the Project Manager selects the Executive, it is incorrect.
2. The 'Daily Log' Trap Examiners often ask where the Daily Log is created. Many candidates guess the 'Initiation' stage. This is wrong. The Daily Log is created now (in Starting Up a Project) to capture initial problems and the results of early conversations.
3. Separation of Duties If a scenario asks about tailoring for a small project, remember the golden rule: The Executive and the Project Manager cannot be the same person. The Executive monitors the project, while the PM manages it. Merging these roles removes the checks and balances required for PRINCE2 compliance.
4. Outputs of this Activity If asked what is produced during this specific activity, look for 'Role Descriptions' and the 'Daily Log'. Do not select the Project Brief or Business Case yet; those are developed in subsequent activities within the SU process.