PRINCE2 7 Foundation · Study lesson 36
Connect the whole project
Follow one fictional case across decisions, products, people and delegated authority.
12 minute study lesson · Processes · Original learning material
What you will understand
- Connect the seven processes without treating them as seven consecutive stages.
- Apply business justification, product focus and exception management to one case.
- Choose the correct owner and decision route when circumstances change.
The idea
The fictional Bracken Community Trust wants to convert an unused room into an accessible shared learning space. Its products include a fitted room, booking service, trained volunteers and operating guidance. The benefit is more residents being able to attend useful sessions. Following the decisions in this case helps connect the method rather than memorise disconnected process names.
A trustee’s mandate triggers Starting up a project. An executive and project manager clarify the need, consult residents, draw on lessons from an earlier building conversion and compare delivery approaches. They prepare the brief, outline business case and initiation stage plan. Through Directing a project, the board authorises the limited preparation needed to test the proposal. It has not yet given unrestricted permission to build.
During Initiating a project, the manager develops the business case, project plan, management approaches, roles and controls into a coherent PID. Users help define acceptance, including accessible routes and usable booking instructions. The board considers the project authorisation and first delivery stage proposal. The project will have an initiation stage and delivery stages; the processes are management activities that interact within this lifecycle, not seven stage labels.
Within an authorised stage, Controlling a stage connects the manager’s work packages, progress reviews and responses. Through Managing product delivery, the fit-out team agrees its work, creates the room and records the specified quality checks. Team checkpoint reports support the manager’s stage forecast. Highlight reports inform the board. Directing continues above these activities, while assurance gives the board an independent view of the management and evidence.
A new fire-safety requirement becomes an issue and may require an authorised baseline change. The manager assesses its implications for products, risks, cost and time. If the forecast exceeds stage tolerance, an exception report goes to the board without waiting for the next highlight. A replacement plan is prepared only when requested and becomes the new baseline only after approval. A helpful design improvement cannot justify quietly discarding mandatory acceptance criteria.
At a non-final stage boundary, the manager combines results and lessons with an updated business case and next stage plan. The board decides whether further commitment remains worthwhile. During the final stage, Closing a project prepares acceptance, handover, evaluation and the closure recommendation. Operations takes responsibility for the learning space, and named business owners review attendance benefits later. People, practices and principles shape every one of these decisions rather than appearing once and disappearing.
Read a scenario in layers
| Look for | Ask |
|---|---|
| The required result | What product, outcome or benefit is involved? |
| The management concern | Is this about quality, risk, issues, plans or another practice? |
| The authority level | Who has the right to make the next decision? |
| The lifecycle position | Which process is preparing, authorising, controlling or delivering? |
| The evidence | Which stated fact supports the answer? |
An original fictional example
Fictional case: an attractive but unusable solution
Bracken’s booking team demonstrates a polished online form. Residents with limited internet access cannot use it, and volunteer training is incomplete. The supplier calls the booking feature finished because all programmed functions work.
The decision
The manager returns to the agreed product and acceptance requirements, assesses the gaps and arranges the correct issue and delivery actions. The senior user represents usability needs, and the board receives any decision beyond delegated authority.
Why it makes sense
Technical completion alone does not establish acceptance, adoption or benefits. Product focus and people considerations connect specialist delivery to the project’s purpose and governance.
A common confusion
The mistaken idea: Each process happens once, in a fixed sequence, with no overlap.
The distinction: Direction spans the project, stage control and team delivery interact, and boundary preparation recurs where required.
Ask who is deciding what, at which level, using which evidence.
Points to remember
- Management stages and management processes are different concepts.
- The correct next action depends on authority, evidence and the forecast.
- Product acceptance and adoption connect delivery to benefits and justification.
Your takeaway
Connect the method through its decisions. Establish a worthwhile proposal, agree a management basis, control authorised work, reassess commitment and close with clear continuing ownership.
This independently written explanation is supplementary study material. It is not official examination content. Read about our content and its limitations.