The Controlling a Stage process serves as the primary mechanism through which the Project Manager maintains day-to-day control over a management stage in PRINCE2 7. Its fundamental purpose is to assign work packages to teams, monitor progress and performance, handle issues and risks as they emerge, report progress to the Project Board, and take corrective actions to keep the stage within tolerance.

This process enables the Project Manager to focus on delivery by breaking down the stage plan into manageable work packages that can be delegated to Team Managers or team members. The Project Manager then monitors these work packages to ensure they are progressing according to plan and meeting quality expectations.

A key aspect of Controlling a Stage is maintaining awareness of the stage status at all times. The Project Manager reviews work package progress, compares actual performance against planned performance, and identifies any deviations that might threaten the stage objectives. This involves tracking time, cost, quality, scope, benefits, and risk.

When issues arise or risks materialize, the Controlling a Stage process provides the framework for capturing, examining, and resolving them appropriately. The Project Manager must determine whether issues can be handled within their delegated authority or whether they need to be escalated to the Project Board.

Regular reporting is another essential purpose. The Project Manager produces highlight reports at intervals defined in the Project Initiation Documentation to keep the Project Board informed of stage progress. This maintains transparency and enables governance oversight.

The process also ensures that the stage remains aligned with the business case and that any changes are properly assessed and controlled through the change control approach. By executing this process effectively, the Project Manager can steer the project through each stage while maintaining control and ensuring that products are delivered to the required quality standards within agreed tolerances.

The Controlling a Stage process in PRINCE2 7 is fundamental to maintaining day-to-day control over project work within each management stage. This process has several key objectives that ensure the project remains on track and delivers its intended benefits.

The primary objective is to authorize work packages to be executed. The Project Manager assigns work to team members or Team Managers through formal work packages, ensuring everyone understands what needs to be delivered, the constraints, and the expected standards.

Another crucial objective is monitoring progress and performance. The Project Manager continuously tracks how work is progressing against the stage plan, reviewing time, cost, quality, scope, benefits, and risk indicators. This enables early identification of potential problems.

The process aims to capture and examine issues and risks as they arise. When problems or opportunities emerge, they must be properly assessed and managed through appropriate channels, whether that involves escalation or resolution at the project level.

Taking corrective action is another essential objective. When deviations from the plan occur, the Project Manager must implement appropriate responses to bring the stage back within tolerance or escalate to the Project Board if tolerances are forecast to be exceeded.

Reporting progress to the Project Board forms a vital objective. Regular highlight reports keep the board informed about stage status, enabling them to exercise management by exception effectively.

The process also focuses on capturing and reporting any lessons learned during the stage, contributing to organizational learning and continuous improvement.

Finally, Controlling a Stage ensures that completed work packages meet quality expectations and are properly accepted. This verification confirms that deliverables align with agreed specifications before proceeding further.

Through these objectives, the Controlling a Stage process provides the Project Manager with the mechanisms needed to manage work effectively while keeping stakeholders appropriately informed throughout each management stage.

The Controlling a Stage process in PRINCE2 7 is the core day-to-day management activity that project managers undertake throughout each management stage. This process provides the framework for how work is assigned, monitored, and controlled to ensure the project remains on track and delivers its intended outcomes.

The context of Controlling a Stage centers on the project manager's responsibility to maintain control over the work being performed while keeping stakeholders informed and addressing issues as they arise. This process runs from the authorization of a stage until its completion, making it the longest-running process during project execution.

Key contextual elements include work package management, where the project manager assigns work to team managers or team members through clearly defined work packages. These packages contain all necessary information about what needs to be delivered, including quality requirements, constraints, and reporting expectations.

Progress monitoring forms another essential contextual element. The project manager continuously assesses whether the stage is proceeding according to plan by reviewing checkpoint reports, examining completed work products, and comparing actual progress against baseline plans. This enables early identification of potential problems.

The process also operates within the context of exception management. When tolerances are forecast to be exceeded, the project manager must escalate to the project board through exception reports, ensuring appropriate governance decisions are made at the right level.

Risk and issue management activities occur throughout this process, requiring the project manager to identify, assess, and respond to threats and opportunities that emerge during stage execution.

The Controlling a Stage process interfaces with other PRINCE2 processes, receiving authorization from the project board through Managing Stage Boundaries and escalating matters requiring board decisions through the Directing a Project process. This contextual positioning ensures proper governance while enabling efficient day-to-day project management.

Authorize Work Package is a critical activity within the Controlling a Stage process in PRINCE2 7. This activity involves the Project Manager formally agreeing work to be completed with the relevant Team Manager or team member through the creation and approval of a Work Package.

The Work Package serves as an agreement between the Project Manager and the Team Manager, containing all the information needed to execute, monitor, and complete the assigned work. It defines what needs to be delivered, the constraints, tolerances, reporting requirements, and approval criteria.

When authorizing a Work Package, the Project Manager must ensure several key elements are in place. First, they verify that the work aligns with the current Stage Plan and falls within approved tolerances. Second, they confirm that adequate resources are available to complete the work. Third, they establish clear interfaces and dependencies with other Work Packages or external parties.

The authorization process requires the Project Manager to communicate expectations clearly, including quality standards, timescales, cost constraints, and reporting arrangements. The Team Manager must understand and accept these requirements before work commences. This mutual agreement creates accountability and clarity for both parties.

Key components typically included in a Work Package are the product descriptions for deliverables, techniques and standards to be applied, constraints and tolerances, reporting arrangements, problem handling procedures, and approval methods. The level of formality depends on project complexity and organizational standards.

This activity supports the management by exception principle by establishing clear boundaries within which teams can operate autonomously. It also enables effective progress monitoring and provides a basis for accepting completed work later in the process.

The Authorize Work Package activity ensures controlled delegation of work while maintaining appropriate oversight, contributing to successful stage completion and overall project delivery.

Review Work Package Status is a critical activity within the Controlling a Stage process in PRINCE2 7. This activity ensures the Project Manager maintains oversight of all work being executed during a management stage, enabling effective monitoring and control of project progress.

The primary purpose of reviewing work package status is to gather accurate information about how work is progressing compared to the agreed plans. The Project Manager receives regular updates from Team Managers or team members who are executing the work packages. These updates typically include information about completed products, work in progress, time and cost expenditure, quality results, and any issues or risks that have emerged.

During this review, the Project Manager assesses whether work packages are on track to deliver their planned products within the agreed tolerances for time, cost, quality, scope, risk, and benefits. This assessment involves comparing actual progress against the baseline established in the Stage Plan and Work Package agreements.

Key information gathered during the review includes checkpoint reports, which provide regular snapshots of work package progress. The Project Manager evaluates whether products are being completed according to their quality criteria and whether any deviations require corrective action.

If the review identifies that work is progressing satisfactorily within tolerances, the Project Manager can continue with normal stage execution. However, if problems are identified, the Project Manager must decide on appropriate actions, which might include taking corrective measures, escalating issues to the Project Board through exception reports, or raising new issues for formal handling.

This review activity feeds into updating the Stage Plan and contributes to the information needed for Highlight Reports, which keep the Project Board informed of overall stage progress. Regular and thorough work package status reviews are essential for maintaining control and ensuring successful project delivery within PRINCE2's management by exception principle.

The Receive Completed Work Package activity is a crucial component within the Controlling a Stage process in PRINCE2 7. This activity occurs when a Team Manager or team member delivers finished work back to the Project Manager for review and acceptance.

When work packages are completed, the Project Manager must formally receive and evaluate them against the agreed acceptance criteria established when the work package was originally authorized. This ensures that deliverables meet the required quality standards and specifications outlined in the Product Description.

The key actions involved in receiving completed work packages include:

1. Reviewing the completed products against their quality criteria to confirm they meet the expected standards.

2. Checking that all required quality management activities have been performed, including any reviews, tests, or inspections specified in the work package.

3. Verifying that appropriate quality records and documentation have been maintained throughout the work execution.

4. Confirming that the work has been completed within the agreed tolerances for time, cost, and scope.

5. Updating project records to reflect the completion status, including the Quality Register and any relevant logs.

6. Acknowledging formal acceptance of the completed work package to the Team Manager.

If the completed work package does not meet the acceptance criteria, the Project Manager must address this situation. Options may include requesting rework, raising an issue, or escalating to the Project Board if the situation falls outside delegated tolerances.

This activity provides essential control by creating a formal handover point between execution and management levels. It enables the Project Manager to maintain accurate progress information, update plans accordingly, and report reliable status to the Project Board. The formal receipt process also supports proper configuration management by ensuring only approved products are incorporated into the project baseline.

Review Stage Status is a crucial activity within the Controlling a Stage process in PRINCE2 7. This activity ensures that the Project Manager maintains awareness of the current stage's progress and can make informed decisions about how to proceed.

The primary purpose of reviewing stage status is to compare actual progress against the planned performance. The Project Manager regularly assesses various aspects of the stage including time, cost, scope, quality, risk, and benefits. This review helps identify any deviations from the Stage Plan and determines whether the stage remains within agreed tolerances.

During this review, the Project Manager gathers information from multiple sources. Work Package status updates from Team Managers provide essential data about task completion and any emerging issues. The Project Manager also examines the Issue Register, Risk Register, and Quality Register to understand the current situation comprehensively.

Key questions addressed during the review include: Are work packages progressing as expected? Are there any new or escalating risks? Have any issues arisen that require attention? Is the stage likely to complete within tolerance? Are quality standards being maintained?

The outcome of this review informs several potential actions. If everything proceeds according to plan, the Project Manager continues monitoring. If minor deviations occur but remain within tolerance, the Project Manager may implement corrective actions at their discretion. However, if forecasts suggest tolerance will be exceeded, the Project Manager must escalate to the Project Board through an Exception Report.

This regular review cycle is fundamental to the management by exception principle in PRINCE2. It enables proactive project control rather than reactive crisis management. The frequency of reviews depends on project complexity and risk levels, with higher-risk stages requiring more frequent assessment.

Effective stage status reviews contribute to successful project delivery by ensuring problems are identified early and appropriate responses are implemented promptly.

Report Highlights is a crucial activity within the Controlling a Stage process in PRINCE2 7. This activity focuses on keeping stakeholders informed about the progress and status of work being undertaken during a management stage. The project manager is responsible for producing highlight reports at regular intervals as defined in the Communication Management approach. These reports provide a summary of the stage status and are typically sent to the project board and other relevant stakeholders. The frequency of highlight reports is usually determined during project initiation and documented in the Project Initiation Documentation. Common intervals include weekly or fortnightly reporting, though this can be adjusted based on project complexity and stakeholder requirements. A highlight report typically contains several key elements including the current period status, what was achieved during the reporting period, what is planned for the next period, any issues or risks that have emerged, and tolerance status. The report should also highlight any deviations from the stage plan and provide an overall assessment of project health. The purpose of Report Highlights is to maintain transparency and enable effective oversight by the project board. By providing regular updates, the project board can make informed decisions about the project's continuation and take corrective action if needed. This activity supports the PRINCE2 principle of managing by exception, as highlight reports help identify when tolerances might be exceeded, prompting escalation through exception reports if necessary. Report Highlights also contributes to the lessons learned throughout the project by documenting what is working well and what challenges have been encountered. This information supports continuous improvement and helps the organization develop better practices for future projects.

Capture and Examine Issues and Risks is a fundamental activity within the Controlling a Stage process in PRINCE2 7. This activity ensures that any concerns, problems, or potential threats identified during stage execution are properly recorded and assessed for their impact on the project.

When issues arise during a stage, they must be captured in the Issue Register. Issues can take three forms: a request for change, an off-specification, or a problem or concern. Each issue requires documentation including its description, severity, priority, and potential impact on the project objectives.

Risks identified during stage execution must be recorded in the Risk Register. The Project Manager examines each risk by assessing its probability of occurrence and potential impact on the project. This examination helps determine the appropriate response strategy, whether that involves avoiding, reducing, transferring, accepting, or exploiting the risk.

The examination process involves analyzing how issues and risks affect the stage plan, project plan, and business case. The Project Manager must determine whether the issue or risk can be handled within their delegated tolerance levels or whether escalation to the Project Board is necessary.

This activity supports the management by exception principle by helping identify situations that exceed tolerances. When issues or risks threaten to push the project beyond agreed parameters, the Project Manager prepares an Exception Report for the Project Board.

Effective capture and examination of issues and risks enables informed decision-making throughout the stage. It provides visibility into potential problems and allows for proactive management rather than reactive responses. The Project Manager reviews the registers regularly during stage progress assessment to identify trends and ensure appropriate actions are being taken.

This continuous monitoring ensures that the project remains viable and that stakeholders are kept informed about factors that could affect delivery of expected benefits.

Escalate Issues and Risks is a critical activity within the Controlling a Stage process in PRINCE2 7. This activity ensures that problems exceeding the Project Manager's authority are brought to the attention of the Project Board for decision-making.

When managing a stage, the Project Manager monitors progress and identifies various issues and risks that may arise. Some of these can be handled within the Project Manager's delegated tolerances, while others require escalation to higher authority levels.

The escalation process involves creating an Exception Report when tolerances are forecast to be exceeded. This report provides the Project Board with essential information about the situation, including the cause of the deviation, available options for recovery, the Project Manager's recommendation, and the impact on the Business Case, risks, and overall project objectives.

Issues that typically require escalation include those that threaten stage or project tolerances for time, cost, scope, quality, benefits, or risk. The Project Manager must assess each issue against their delegated authority and determine whether it falls within their decision-making power.

For risks, escalation occurs when a risk's potential impact exceeds what the Project Manager can manage or when the risk threatens the project's viability. The Project Board needs visibility of significant risks to make informed decisions about project continuation.

The escalation mechanism maintains the management by exception principle central to PRINCE2. It allows senior management to focus on strategic decisions rather than day-to-day management while ensuring they remain informed about significant concerns.

Effective escalation requires clear communication, timely reporting, and well-documented analysis of options. The Project Manager must provide sufficient information for the Project Board to make decisions, potentially resulting in revised stage plans, project changes, or even premature project closure if the situation warrants such action.

Take Corrective Action is a key activity within the Controlling a Stage process in PRINCE2 7. This activity is triggered when the Project Manager identifies that actual progress or forecasts deviate from the approved Stage Plan, but the deviation remains within the tolerances delegated by the Project Board.

When monitoring stage progress, the Project Manager continuously compares actual performance against planned targets for time, cost, scope, quality, benefits, and risk. If variances are detected that could potentially cause the stage to exceed its tolerances, the Project Manager must respond proactively to bring the work back on track.

The corrective action process involves several steps. First, the Project Manager analyses the issue to understand its root cause and potential impact on the stage objectives. Then, they identify possible solutions or adjustments that could resolve the deviation. These might include reallocating resources between work packages, adjusting the sequence of activities, requesting additional effort from team members, or making minor scope adjustments within agreed tolerances.

Once a suitable corrective action is identified, the Project Manager implements the necessary changes and updates the Stage Plan accordingly. This may involve issuing revised Work Packages to Team Managers or adjusting agreements with external suppliers.

The Project Manager must document all corrective actions taken and their outcomes. This information feeds into Highlight Reports, keeping the Project Board informed of how deviations are being managed. If the corrective actions prove insufficient and the stage is forecast to exceed its tolerances, the Project Manager must escalate the matter by raising an Exception Report to the Project Board.

Effective corrective action demonstrates the Project Managers authority to manage day-to-day issues while maintaining control over stage delivery. It ensures that minor problems are resolved efficiently at the appropriate management level, preventing unnecessary escalation and enabling the Project Board to focus on strategic decisions.