The Plans Practice in PRINCE2 7 serves a fundamental purpose of enabling effective project delivery through structured planning activities. Its primary aim is to facilitate communication and control by establishing a framework that defines how the project will achieve its objectives, including the products to be delivered, the activities required, the resources needed, and the timeframes involved.

The purpose encompasses several critical functions. First, it provides a mechanism for decision-making by presenting stakeholders with clear information about what the project will deliver, when deliverables will be completed, and at what cost. This transparency allows the Project Board and other decision-makers to authorize work and allocate resources appropriately.

Second, the Plans Practice establishes baselines against which progress can be measured. These baselines serve as reference points for monitoring and controlling the project, enabling project managers to identify deviations early and take corrective action when necessary.

Third, it supports the management by stages principle by ensuring that detailed planning occurs at appropriate levels. PRINCE2 recognizes three levels of plans: Project Plan, Stage Plan, and Team Plan. Each level provides the right amount of detail for different management needs, ensuring that senior management receives summary information while team members have sufficient detail to execute their work.

Fourth, the practice ensures that planning is product-focused, meaning plans are developed based on clearly defined products and their quality requirements. This approach helps prevent scope creep and ensures all stakeholders share a common understanding of what will be delivered.

Finally, the Plans Practice integrates with other practices, particularly Risk and Business Case, ensuring that plans remain realistic, achievable, and aligned with project justification. Through effective planning, organizations can optimize resource utilization, manage expectations, and increase the likelihood of successful project outcomes.

A Work Package Description is a crucial document within the PRINCE2 7 Plans practice that provides detailed information about specific work that needs to be completed during a project. It serves as the primary means of communication between the Project Manager and Team Manager, establishing clear expectations for deliverable production.

The Work Package Description contains several essential elements that define what work must be accomplished. It includes a description of the work required, specifying the products to be delivered along with their quality requirements and tolerances. The document outlines the techniques, processes, and procedures to be used during execution.

Key components of a Work Package Description include the work package identifier, date of agreement, team manager details, and product descriptions for all products to be created. It also specifies constraints such as time limits, cost boundaries, and any dependencies on other work packages or external factors.

The description establishes reporting arrangements, indicating how progress will be communicated back to the Project Manager, including checkpoint report frequency and any specific issues that require escalation. It defines approval methods for completed products and identifies any handover requirements.

Work Package Descriptions support the manage by stages principle by breaking down stage work into manageable portions that can be assigned, monitored, and controlled effectively. They enable proper delegation while maintaining accountability and providing clear boundaries for team activities.

The document also addresses risk management considerations relevant to the work being undertaken, ensuring team members understand potential challenges and how to respond appropriately.

By clearly defining expectations, constraints, and reporting requirements, the Work Package Description ensures alignment between project management and delivery teams, reduces misunderstandings, and provides a basis for monitoring progress and quality throughout the work execution period.

The Project Product Description is a fundamental component within the PRINCE2 7 Plans practice that defines what the project must deliver. It serves as the cornerstone document that describes the principal output or final deliverable that the project aims to create.

This document is created during the Starting Up a Project process and refined during the Initiating a Project process. It provides essential clarity about what the project will produce, ensuring all stakeholders share a common understanding of the expected outcome.

Key elements typically included in a Project Product Description are:

1. Title - A clear name identifying the product

2. Purpose - Why the product is needed and what problem it solves

3. Composition - What elements or components make up the product

4. Derivation - Source materials, information, or existing products from which the final product will be developed

5. Development skills required - The expertise and competencies needed to create the product

6. Customer quality expectations - What the customer anticipates in terms of quality standards and performance

7. Acceptance criteria - Measurable definitions that must be satisfied for the product to be accepted by the customer

8. Project-level quality tolerances - Permitted deviations from quality specifications

9. Acceptance method - How the finished product will be verified and approved

10. Acceptance responsibilities - Who has authority to confirm the product meets requirements

The Project Product Description links closely to the Business Case, as it defines what will be delivered to achieve the expected benefits. It also forms the basis for creating the product breakdown structure and subsequent Product Descriptions for individual products within the project.

By establishing clear acceptance criteria early, the Project Product Description helps prevent scope creep and provides a definitive reference point for determining when the project has successfully completed its objectives.

A Project Plan is a fundamental management product within the PRINCE2 7 framework that provides a high-level overview of the entire project. It serves as the primary planning document that describes how and when the project objectives will be achieved, including the major products, activities, resources, and costs involved throughout the project lifecycle.

The Project Plan is created during the Initiating a Project process and is refined as the project progresses. It forms part of the Project Initiation Documentation (PID) and provides the baseline against which project progress and performance can be measured by the Project Board.

Key components of a Project Plan include the project schedule showing major milestones and stage boundaries, resource requirements identifying what people, equipment, and materials are needed, cost estimates and budget allocations, risk assessment considerations, quality management approaches, and assumptions and constraints that affect delivery.

The Project Plan operates at a strategic level, providing sufficient detail for the Project Board to exercise control while delegating day-to-day management to the Project Manager. It does not contain the granular detail found in Stage Plans, which break down each management stage into specific work packages and activities.

The Project Plan must align with the Business Case, demonstrating how the planned approach will deliver the expected benefits within acceptable tolerances for time, cost, scope, quality, risk, and sustainability. It should be realistic, achievable, and based on sound estimates derived from historical data, expert judgment, or estimation techniques.

Throughout the project, the Project Plan may be updated to reflect approved changes, lessons learned, or revised forecasts. Any significant deviations from the plan trigger exception reporting to the Project Board, ensuring appropriate governance and decision-making at the right organizational level.

A Stage Plan is a fundamental component of the PRINCE2 7 Plans Practice that provides detailed planning for a specific management stage within a project. It serves as the primary working document that the Project Manager uses to control and monitor day-to-day activities during that particular stage.

The Stage Plan contains a higher level of detail compared to the Project Plan, as it focuses on a shorter timeframe and specific deliverables. It typically covers a period of a few weeks to a few months, depending on the project's complexity and risk profile. This detailed planning approach allows for more accurate scheduling, resource allocation, and cost estimation.

Key elements included in a Stage Plan are the schedule of activities, resource requirements, budget allocation, risk assessment specific to that stage, and product descriptions for deliverables. The plan also identifies dependencies between activities and highlights any constraints that may affect progress.

The Project Manager creates the Stage Plan towards the end of the current stage, presenting it to the Project Board for approval during the Managing Stage Boundaries process. This rolling wave approach ensures that detailed planning occurs when more information is available, leading to greater accuracy.

Stage Plans support the management by exception principle by establishing tolerances for time, cost, scope, quality, benefits, and risk. If the Project Manager forecasts that these tolerances will be exceeded, they must escalate to the Project Board through an exception report.

The plan also serves as a baseline against which actual progress is measured, enabling the Project Manager to identify variances early and take corrective action. Regular checkpoint reports and highlight reports reference the Stage Plan to communicate progress to team members and the Project Board respectively.

This approach ensures controlled progression through the project while maintaining flexibility to adapt to changing circumstances within defined boundaries.

A Team Plan in PRINCE2 7 is a detailed plan created by a Team Manager to guide the execution of work packages assigned to their team. It represents the lowest level of planning within the PRINCE2 planning hierarchy, sitting beneath the Project Plan and Stage Plan.

The Team Plan is an optional component in PRINCE2, meaning its creation depends on the complexity of the work package and the needs of the project. When the work is straightforward or when the Project Manager is also fulfilling the Team Manager role, a separate Team Plan may not be necessary.

The primary purpose of a Team Plan is to break down work package requirements into individual activities and tasks that team members can execute. It provides the Team Manager with a tool to allocate resources, schedule work, track progress, and manage day-to-day delivery of products.

Key characteristics of a Team Plan include:

1. Scope: It covers only the work contained within a specific work package, not the entire stage or project.

2. Detail Level: It contains more granular information than Stage Plans, often breaking work down to daily or weekly activities.

3. Ownership: The Team Manager is responsible for creating and maintaining the Team Plan, though it may require approval from the Project Manager.

4. Flexibility: The format and structure can vary based on team preferences and organizational standards.

5. Integration: It must align with the Stage Plan timelines, budget constraints, and quality requirements specified in the work package.

Team Plans help ensure that work packages are delivered on time, within budget, and to the required quality standards. They enable Team Managers to monitor progress against scheduled activities and report status back to the Project Manager through checkpoint reports. This hierarchical planning approach allows PRINCE2 to maintain appropriate management oversight while delegating detailed planning to those closest to the actual work.

An Exception Plan is a crucial component within the PRINCE2 7 framework that comes into play when a project stage or the entire project is forecast to exceed its agreed tolerances. When a Stage Plan or Project Plan is predicted to deviate beyond the permitted boundaries set for time, cost, scope, quality, benefits, or risk, the Project Manager must escalate this situation to the Project Board through an Exception Report.

Once the Project Board receives the Exception Report, they have several options, one of which is to request an Exception Plan. This plan essentially replaces the current Stage Plan or Project Plan from the point of exception onwards. It provides a new baseline that accounts for the deviation and sets out how the remaining work will be completed.

The Exception Plan follows the same format and structure as the original plan it replaces. It includes revised schedules, resource allocations, costs, and any necessary adjustments to achieve the project objectives within newly agreed parameters. The plan must be approved by the Project Board before implementation can proceed.

Key characteristics of an Exception Plan include its role as a recovery mechanism, providing a formal route back to controlled project delivery. It demonstrates the PRINCE2 principle of management by exception, where higher authorities only become involved when tolerances are threatened.

The preparation of an Exception Plan involves reassessing risks, reviewing dependencies, and potentially re-negotiating with stakeholders regarding deliverables or timelines. The Project Manager develops this plan with support from Team Managers and relevant specialists.

Exception Plans ensure transparency and accountability in project governance. They provide the Project Board with visibility of how issues will be addressed while maintaining the structured approach that PRINCE2 advocates. This mechanism helps prevent uncontrolled changes and ensures that all significant deviations receive appropriate senior management attention and approval.

In PRINCE2 7, a schedule is a fundamental component of the Plans practice that provides a detailed timetable showing when project activities and events are planned to occur. It serves as a critical tool for managing time and coordinating work across the project lifecycle.

The schedule transforms the project's activities into a time-based representation, typically displayed through formats such as Gantt charts, milestone charts, or network diagrams. It establishes the sequence of activities, their dependencies, estimated durations, and planned start and finish dates.

Key elements of a PRINCE2 schedule include:

1. Activities and Tasks: The specific work items that need to be completed, broken down from the product breakdown structure and work packages.

2. Dependencies: The relationships between activities showing which tasks must be completed before others can begin, including both internal and external dependencies.

3. Resource Allocation: Assignment of team members and other resources to specific activities, ensuring workload is balanced and achievable.

4. Milestones: Significant events or checkpoints that mark important achievements or decision points within the project.

5. Time Estimates: Realistic duration estimates for each activity, often including contingency allowances for uncertainty.

Schedules exist at different levels in PRINCE2. The Project Plan contains the overall schedule, while Stage Plans provide more detailed scheduling for each management stage. Team Plans may offer even finer granularity for specific work packages.

The schedule supports effective project control by enabling the Project Manager to track progress against planned dates, identify potential delays early, and take corrective action when necessary. It also facilitates communication with stakeholders about expected delivery timeframes.

Regular monitoring and updating of the schedule ensures it remains a reliable tool for managing the project's time dimension and supports informed decision-making throughout the project's duration.

Dependencies in Planning are a crucial concept within the PRINCE2 7 Foundation framework, particularly when developing comprehensive project plans. Dependencies represent the relationships between activities, products, or events where one element relies on another for its completion or commencement.

In PRINCE2, dependencies are categorized into two main types: internal and external. Internal dependencies exist within the project itself, where one activity or product delivery depends on the completion of another task within the same project scope. For example, testing a software module requires the coding phase to be finished first. External dependencies involve relationships with factors outside the project boundaries, such as deliverables from other projects, third-party suppliers, or organizational decisions that impact project progress.

Understanding dependencies is essential for creating realistic schedules and identifying the critical path through a project. The critical path represents the longest sequence of dependent activities that determines the minimum project duration. Any delay in critical path activities will extend the overall project timeline.

When documenting dependencies, project managers should consider several factors including mandatory dependencies that are inherent to the work being performed, discretionary dependencies based on best practices or preferred sequences, and resource-based dependencies where shared resources create constraints between activities.

Effective dependency management helps teams anticipate potential bottlenecks, allocate resources appropriately, and develop contingency plans. During the planning process, dependencies should be clearly documented and communicated to all stakeholders to ensure everyone understands how their work impacts others.

PRINCE2 emphasizes that dependency identification should occur during product-based planning, where the sequence of creating products naturally reveals the relationships between them. This approach ensures that plans are realistic and achievable, supporting the overall project delivery while maintaining alignment with business objectives and stakeholder expectations.

Scope in PRINCE2 refers to the sum total of products to be delivered by a project, encompassing all the work that needs to be completed to achieve the project objectives. It defines the boundaries of what the project will and will not deliver, ensuring clarity among all stakeholders about project deliverables.

In PRINCE2 7, scope is fundamentally linked to the product-based planning approach. Rather than focusing solely on activities, PRINCE2 emphasizes defining products first, which then determines the scope. The scope is documented through several key elements:

1. **Project Product Description**: This describes the final deliverable that the project must produce, including its purpose, composition, quality criteria, and acceptance methods.

2. **Product Breakdown Structure**: This hierarchical representation shows all products required by the project, helping visualize the complete scope.

3. **Product Descriptions**: These detail individual products, specifying their quality criteria, development skills needed, and dependencies.

Scope management in PRINCE2 operates through the change control procedure. Any proposed changes to scope must be formally assessed for their impact on time, cost, quality, benefits, and risk before approval. The Project Board has authority over significant scope changes, while the Project Manager may handle minor adjustments within agreed tolerances.

The Plans practice ensures scope is defined at multiple levels: project level in the Project Plan, stage level in Stage Plans, and team level in Team Plans. Each plan clearly identifies the products within its scope.

Effective scope definition helps prevent scope creep, where unauthorized additions gradually expand project boundaries. By maintaining clear product definitions and robust change control, PRINCE2 ensures that any scope modifications are deliberate, justified, and properly authorized, keeping the project focused on delivering agreed outcomes within established constraints.

Planning Horizon is a fundamental concept within the PRINCE2 7 Plans Practice that refers to the period of time for which it is possible to plan ahead with reasonable accuracy and confidence. It represents the furthest point in the future that a project manager can effectively create detailed plans while maintaining meaningful levels of precision and reliability.

In PRINCE2 7, the planning horizon concept recognizes that uncertainty increases as you look further into the future. This principle acknowledges that detailed planning becomes less accurate and less useful when extended too far ahead, as circumstances, requirements, and external factors may change significantly over time.

The planning horizon varies depending on several factors including the nature of the project, the stability of the environment, the complexity of work involved, and the availability of information. For some projects operating in stable environments, the planning horizon might extend for months or even years. For projects in rapidly changing environments, the planning horizon might be limited to weeks.

PRINCE2 7 addresses this through its approach to different levels of plans. The Project Plan provides a high-level view across the entire project lifecycle, while Stage Plans offer more detailed planning for the current and next management stage. Team Plans may provide even more granular detail for specific work packages. This layered approach allows appropriate detail at each level based on the relevant planning horizon.

The concept encourages project managers to apply the rolling wave planning technique, where near-term activities are planned in detail while future activities remain at a higher level until they fall within the planning horizon. This approach ensures resources are not wasted on detailed planning that will likely require significant revision, while still maintaining sufficient foresight for effective project governance and decision-making.

Project Stages are fundamental time-based divisions within a PRINCE2 project that provide essential control points for management and governance. Each stage represents a distinct period during which specific work is completed, resources are committed, and progress is monitored against defined targets.

In PRINCE2 7, there are two types of stages: Management Stages and Technical Stages. Management Stages are mandatory and represent the primary control mechanism for the Project Board. They define points where the Project Board reviews progress, assesses continued viability, and authorizes commitment of resources for the next period. Technical Stages relate to the specialist work being undertaken and may overlap or run in parallel.

The number of management stages depends on project complexity, risk levels, and how far ahead planning can reasonably extend. At minimum, a PRINCE2 project has two management stages: the Initiation Stage and at least one subsequent delivery stage. Larger projects typically have multiple stages to maintain appropriate control.

At the end of each management stage, the Project Manager prepares an End Stage Report and presents the Stage Plan for the upcoming stage to the Project Board for approval. This stage boundary process enables informed decision-making about whether to proceed, provides natural breakpoints for reviewing business justification, and allows adjustment of plans based on experience gained.

Stages support the management by exception principle by establishing tolerances for time, cost, scope, quality, benefits, and risk. The Project Manager operates within these tolerances, only escalating to the Project Board when forecasts indicate tolerances will be exceeded.

Effective stage planning ensures resources are allocated appropriately, risks are managed at suitable intervals, and the project remains aligned with organizational objectives throughout its lifecycle. This structured approach provides confidence to stakeholders while maintaining flexibility to respond to changing circumstances.

Product-based Planning is a fundamental technique within PRINCE2 7 that focuses on defining and delivering the products (outputs or deliverables) required by a project rather than concentrating solely on activities or tasks. This approach ensures clarity about what needs to be produced before determining how to produce it.

The technique comprises three main components:

1. **Project Product Description**: This defines the overall end product that the project will deliver. It includes details such as the product's purpose, composition, quality criteria, and acceptance methods. This description provides a clear vision of what success looks like.

2. **Product Breakdown Structure (PBS)**: This is a hierarchical diagram that breaks down the final product into its constituent parts. It identifies all products needed to create the final deliverable, including management products, specialist products, and any external products required from third parties. The PBS provides a comprehensive view of everything the project must produce.

3. **Product Flow Diagram (PFD)**: This shows the sequence and dependencies between products. It illustrates which products must be completed before others can begin, helping to establish a logical order of delivery and identify potential bottlenecks.

Product-based Planning offers several benefits. It ensures stakeholders share a common understanding of deliverables, reduces the risk of scope creep by clearly defining boundaries, facilitates accurate estimation by focusing on tangible outputs, and improves quality management by establishing clear criteria for each product.

Once products are defined through this technique, planners can then identify the activities needed to create them, estimate resources and durations, and develop schedules. This product-first approach distinguishes PRINCE2 from activity-based planning methods and supports better project control throughout the project lifecycle.

A Product Breakdown Structure (PBS) is a fundamental planning technique within PRINCE2 7 that provides a hierarchical decomposition of the final project deliverable into its constituent parts and sub-products. It serves as a cornerstone of product-based planning, which is central to the Plans practice in PRINCE2.

The PBS starts with the overall project product at the top level and progressively breaks it down into smaller, more manageable components. Each level of decomposition reveals greater detail about what needs to be produced. This hierarchical structure resembles a family tree, showing the relationship between the main product and all its component parts.

The primary purpose of a PBS is to ensure comprehensive identification of all products required to complete the project successfully. By visualising the complete scope of work in terms of deliverables, project teams can better understand what needs to be created and avoid overlooking essential components.

Key benefits of using a PBS include improved clarity regarding project scope, enhanced communication among stakeholders, and a solid foundation for developing other planning elements such as Product Descriptions and the Product Flow Diagram. It helps teams think systematically about deliverables rather than focusing solely on activities.

When constructing a PBS, products are typically categorised as either internal products (created by the project team) or external products (sourced from outside the project but still required for project completion). This distinction helps in resource planning and procurement considerations.

The PBS feeds into subsequent planning steps where Product Descriptions are written for each identified product, defining quality criteria, composition, and other essential characteristics. Following this, dependencies between products are mapped through a Product Flow Diagram, which ultimately informs activity planning and scheduling. The PBS therefore represents an essential first step in the product-based planning approach that PRINCE2 advocates for effective project management.

A Product Flow Diagram is a visual representation used within PRINCE2 7 to illustrate the sequence and dependencies between products that need to be created during a project. It forms an essential component of the Plans practice, helping project teams understand how different deliverables relate to each other and the order in which they must be produced.

The diagram shows products as boxes or rectangles, with arrows connecting them to demonstrate the flow and dependencies. When one product requires another to be completed first, an arrow indicates this relationship. This visual approach makes it easier to identify which products can be developed in parallel and which must follow a sequential order.

Product Flow Diagrams serve several important purposes in PRINCE2 projects. First, they help planners determine the logical sequence of activities by clarifying what must be completed before other work can begin. Second, they support resource planning by revealing where parallel work streams exist. Third, they assist in identifying potential bottlenecks where multiple products converge before subsequent work can proceed.

When creating a Product Flow Diagram, teams typically start by listing all products from the Product Breakdown Structure. They then analyse each product to determine what inputs are needed and what outputs it will generate. External products, which come from outside the project scope, are usually shown with different formatting to distinguish them from project deliverables.

The diagram complements other planning techniques in PRINCE2, particularly the Product Breakdown Structure and Product Descriptions. Together, these tools provide a product-based approach to planning that focuses on deliverables rather than activities. This emphasis on products helps ensure that planning remains outcome-focused and that all necessary components are identified before scheduling and resource allocation take place.

In PRINCE2 7, tolerances are a fundamental mechanism for managing constraints within the Plans practice. Tolerances define the permissible deviation from planned targets before escalation to the next management level becomes necessary. They provide a practical framework for delegating authority while maintaining appropriate control over project delivery.

PRINCE2 establishes tolerances across six key performance targets: time, cost, quality, scope, risk, and benefits. Each tolerance level creates boundaries within which the responsible manager can operate autonomously. When a forecast indicates that tolerances may be exceeded, the manager must escalate the situation through an exception report.

The tolerance hierarchy flows through three levels. Corporate or programme management sets project tolerances for the Project Board. The Project Board then delegates stage tolerances to the Project Manager. Finally, the Project Manager may establish work package tolerances for Team Managers.

Effective use of tolerances enables management by exception, a core PRINCE2 principle. This approach allows senior management to focus on strategic decisions rather than routine project activities. Managers at each level can make decisions within their delegated authority, promoting efficiency and faster decision-making.

When setting tolerances, several factors require consideration. Tolerances should reflect the organisation's risk appetite and the project's complexity. Tighter tolerances provide greater control but require more management oversight. Looser tolerances offer flexibility but increase exposure to deviation from plans.

Practical application involves documenting tolerances in the Project Initiation Documentation for project-level constraints and in Stage Plans for stage-level boundaries. Work Package descriptions capture team-level tolerances. Regular monitoring through checkpoint and highlight reports ensures deviations are identified early.

The Plans practice emphasises that tolerances must be realistic and achievable. Setting unattainable tolerances undermines the entire control framework, leading to frequent escalations and diminished confidence in project governance.

Delivery Sustainability in Plans is a critical aspect of PRINCE2 7 that ensures projects can maintain their progress and deliver value throughout the entire project lifecycle while considering long-term impacts. This concept emphasizes creating plans that are realistic, achievable, and can be sustained over time.

In PRINCE2 7, sustainability within planning focuses on several key elements. First, it addresses resource management by ensuring that plans account for the availability and capacity of team members, equipment, and materials over the duration of the project. Plans must not overburden resources, as this leads to burnout, quality issues, and eventual project failure.

Second, delivery sustainability considers environmental and organizational factors. Plans should align with the organization's capacity to absorb change and support the project's outputs. This includes understanding dependencies on other projects, business operations, and external stakeholders.

Third, sustainable plans incorporate appropriate contingency and buffer time. Rather than creating overly optimistic schedules, PRINCE2 7 encourages realistic timeframes that account for uncertainties and potential challenges. This approach reduces the need for constant replanning and maintains team morale.

Fourth, the concept addresses the balance between delivering project outputs and ensuring those outputs can be maintained and supported after the project concludes. This means considering operational sustainability in the planning phase.

Practical application involves reviewing plans at each stage boundary to assess whether the current pace and approach remain sustainable. Project managers should monitor team workload, stakeholder engagement levels, and resource utilization to identify early warning signs of unsustainable practices.

The Plans practice in PRINCE2 7 integrates sustainability by requiring planners to consider the triple constraint of time, cost, and quality alongside human factors and organizational capacity. This holistic approach ensures projects deliver their intended benefits while maintaining healthy team dynamics and realistic expectations throughout execution.

In PRINCE2 7, the Plans practice is fundamentally connected to several core principles that guide effective project management. Understanding this relationship is essential for creating robust project plans that align with PRINCE2 methodology.

The principle of Continued Business Justification ensures that plans remain focused on delivering value throughout the project lifecycle. Every plan must demonstrate how it contributes to achieving the business case objectives, and plans are regularly reviewed to confirm ongoing viability.

Learn from Experience influences planning by requiring project teams to incorporate lessons from previous projects and phases. Historical data, past performance metrics, and documented insights should inform realistic estimates and risk assessments within plans.

The Defined Roles and Responsibilities principle ensures that plans clearly identify who is accountable for each work package and deliverable. This clarity prevents confusion and establishes proper authority for decision-making at each management level.

Manage by Stages connects closely with planning as PRINCE2 requires stage plans for detailed management control. Each stage boundary provides an opportunity to assess progress and create detailed plans for the next stage while maintaining alignment with the overall project plan.

Manage by Exception establishes tolerances within plans for time, cost, quality, scope, risk, and benefits. These tolerances define the boundaries within which managers can operate before escalation becomes necessary.

Focus on Products ensures that plans are product-based rather than activity-based. Product descriptions define quality expectations, and the product breakdown structure forms the foundation for creating accurate schedules and resource estimates.

Finally, Tailor to Suit the Project recognises that planning approaches must be scaled appropriately. Simple projects may require streamlined plans, while complex initiatives need comprehensive planning documentation. This flexibility ensures PRINCE2 remains practical across diverse project environments while maintaining governance standards.