These days, we don't Google anymore; we ask our questions to AI. ChatGPT, for example. That's not always a good idea, as becomes clear when you delve into PRINCE2 knowledge. ChatGPT always comes up with a different answer.
So we made together with Jeroen Ykema, accredited PRINCE2 trainer with 30 years of project experience, a walk through the Amersfoort forest to find out... what's going on?
First of all, Jeroen, when is something a project? And why is that important to know?
In many organizations, a task is quickly labeled a "project." But that's not always wise. A project is generally more expensive than performing the same activities within a line.
This is because there is much more to a project overhead is necessary. By overhead, I mean appointing a project manager, setting up a steering committee, arranging project support, and dedicating extra time to things like risk management and budget control. All these efforts are necessary to deal with uncertainty.
The main reason to choose a project-based approach is the level of uncertainty. Is it a complex assignment with many uncertainties? Then a project structure increases the chance of success. Is it something predictable and routine? Then it's smarter and cheaper to keep it consistent.
Are you a table nerd like interviewer Marianne? Below, you'll find all this knowledge summarized in an overview. Phew, great. 😉
When do you choose a project approach?
| Quite a project | No project |
| There is a lot uncertainty or risk → structure needed to manage and adjust | The work is predictable or routine → line process is more efficient |
| Multiple departments or stakeholders must work together → clear roles and coordination needed | Only one team is involved → complexity too low for project approach |
| It is about a one-time, temporary assignment with beginning and end | The assignment has a continuous character without demarcation |
| The assignment has major strategic or financial impact → governance needed | The change is small and local → project structure is too heavy |
| The work is complex and unique → project approach increases the chance of success | There is little risk or uncertainty → Project overhead does not deliver value |
Okay, Jeroen, that's clear so far. Let's move on to the PRINCE2 project phases. Give us the definitive answer to the question: how many project phases does PRINCE2 have?
'Minimum 2.'
At least 2? That only deepens the mystery. So… 2.48 phases of PRINCE2? Please explain.
What you just said about a project having 5, 7, or even 8 phases according to AI may all be true. But if you say "that's how it is," it's wrong again! First of all, the confusion arises because there's an important distinction between management phasing and technical phasing.
Management phasing concerns how a project is divided administratively and how often decision points are incorporated. Technical phasing, on the other hand, concerns the way the final product is developed, for example, through design, construction, testing, and acceptance phases. PRINCE2 focuses primarily on management phasing. The organization is free to determine how to divide the project technically, i.e., into how many phases.
The 2 phases you always have are:
- The initiation phase
- The implementation phase
In initiation phase You will work out exactly what the project entails. You will determine how to handle risks and finances, write the business case, and determine the objectives you want to achieve. executive phase you actually start working on what you have come up with.
The number of implementation phases depends on the complexity, duration, and the agreements you make with the steering committee. A small project, for example, can be completed in a single implementation phase, while a large or long-term project is divided into multiple phases for better management and control.
But what about monitoring a specific phase? Aren't there additional phases required for that? For example, you're implementing something and want to know if it's working. Isn't there a separate monitoring phase in that case?
"Now you're confusing things. What you mean, mapping the progress of a phase, is something a project manager does continuously. He carries out this cyclical process using the Plan-Do-Check-Act method.
The project manager develops a plan for each phase. They obtain approval from the steering committee. So, if you were to write it out: first, a plan is drawn up (Plan). Then the project manager delegates the work (Do), then progress is monitored (Check), and finally, adjustments are made or a new plan is created (Act).
Each phase goes through this cycle again. So that says something about theapproach within a phase, not about the number of phases itself.'
And when will a new phase be added according to PRINCE2?
If you just look at the PRINCE2 manual, a new phase is never added. You determine the number of phases in the initiation phase. But in practice, it's different, and I teach my students that too. When you return to your steering committee with the message that you're exceeding your tolerance, meaning you're exceeding the limits of your authority in areas such as time and money, you create a new plan. That's called an exception plan.
Such a deviation plan is a breaking point. In practice, I call it a new phase. But if you actually look at the official PRINCE2 manual, it's not described that way. That's precisely the difference between paper and practice. It's easier and clearer, both for you and the steering committee, to treat this as a new phase.
How do you determine the ideal number of phases for your PRINCE2 project?
When determining the ideal number of phases, you always seek a balance between sufficient control and minimal administrative burden. If you make your phases very large and therefore have little contact with your steering committee, you lose the mental connection and commitment. Both are crucial for the success of your project.
On the other hand, if you choose very small phases, you'll end up with an overloaded steering committee. And that's not something you want. In addition, a lot of consultation and (too) tight coordination will also cost you a lot of time as a project manager. sweetspot The number of project phases is therefore where you have sufficient involvement from your steering committee, without putting too much burden on them and yourself.
It's important to note that phasing isn't just about dividing the project. It's primarily about giving the steering committee control, direction, and decision-making power at regular intervals.
You're an experienced project manager with in-depth PRINCE2 knowledge. What's your number one tip for project managers? What do you wish you'd known sooner?
The most common mistake I see in practice is that project managers regularly underestimate the complexity of a project. Large projects are often launched all at once. But can you create a detailed plan for a year's time? And even if you could, things always go differently than expected in a year.
As a result, you lose control and overview. Your steering committee disengages, and then… there's a good chance your project will fail. By cleverly breaking your project down into smaller phases, you maintain control over progress and increase the likelihood of successful completion. So my advice: keep in mind that a project can be more complex than it initially appears. Allow for that.
Isn't the level of knowledge and involvement of the steering committee incredibly important for a project's success? Do you, as a project manager, have any influence on that?
"Haha, here it is again: on paper, you have no control over that. But in practice, it's different, if that's what you choose. How that works and the tips I give my students will be explained in a future article."
