| PRINCE is a project management method; not | | | | products rather than activities and the use of this |
| system development, which covers the organisation, | | | | approach for the benefits. It also emphasises that |
| management and control of projects. Since its | | | | projects needs to define the ' shape' or manageable |
| introduction in 1989, PRINCE has become widely used | | | | phases of a project to promote sound business |
| in both the public and private sectors and is now the | | | | control. Stages are characterised by the production |
| UK's de facto standard for project management. | | | | of specific products. |
| Although PRINCE was originally developed for the | | | | The PRINCE model for projects is based on two |
| needs of IT projects, the method has also been | | | | main principles: |
| used on many non-IT projects. PRINCE requires a | | | | The project is a joint responsibility between users, |
| dedicated team to be established to manage and | | | | the developers and the organisation for whose |
| carry out each project. It therefore aims to provide | | | | benefit the end-product is being developed |
| a supporting framework between the current state | | | | In order for projects to succeed, a special structure |
| of affairs and the planned future state. PRINCE | | | | is demanded to manage the project throughout its |
| focuses attention on end-products rather than | | | | life - from conception through build to handover. This |
| activities, ensuring that the organisation actually gets | | | | structure is distinct from normal line management. |
| what it wants out of the project. Quality is seen as a | | | | Using these principles, the model defines three levels |
| necessary and integral part of the project and the | | | | of activity: |
| focus on end-products enables the criteria by which | | | | Overall project management and major decision |
| quality is to be judged to be specified at the outset | | | | making |
| of the project. It requires the development of a | | | | Day-to-day management |
| viable "business case" for the project at its outset | | | | Production of end-products |
| and that the business case needs to be periodically | | | | In view of the above, it is obvious that in Modern |
| reviewed. | | | | Technology, Information system helps the growing |
| In PRINCE a project is regarded as having the | | | | project to strengthen its structure by way of making |
| following characteristics:defined and unique set of | | | | required reforms which are vitally important for a |
| technical products to meet the business | | | | better economic system in a country. The above |
| needscorresponding set of activities to construct | | | | mentioned three levels of project activity are |
| those productscertain amount of resourcesfinite | | | | assigned respectively to the Project Board, to its |
| lifespanorganisational structure with defined | | | | administrative and financial stringency as well as |
| responsibilities | | | | Stage Managers, and to the Technical Teams as a |
| In PRINCE, an approach to planning based on | | | | tentative flow. |