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Chapter 1: Introduction > 1.5 INTRODUCING PRINCE2 - Pg. 4

4 | Introduction Unique Every project is unique. An organization may undertake many similar projects, and establish a familiar, proven pattern of project activity, but each one will be unique in some way: a different team, a different customer, a different location. All these factors combine to make every project unique Uncertainty Clearly, the characteristics already listed will introduce threats and opportunities over and above those we typically encounter in the course of business as usual. Projects are more risky. of project scale, type, organization, geography or culture. PRINCE2 achieves this by isolating the management aspects of project work from the specialist contributions, such as design, construction etc. The specialist aspects of any type of project are easily integrated with the PRINCE2 method and, used alongside PRINCE2, provide a secure overall framework for the project work. Because PRINCE2 is generic and based on proven principles, organizations adopting the method as a standard can substantially improve their organizational capability and maturity across multiple areas of business activity ­ business change, construction, IT, mergers and acquisitions, research, product development and so on. 1.4 Why have a projecT managemenT meThod? Project management is the planning, delegating, monitoring and control of all aspects of the project, and the motivation of those involved, to achieve the project objectives within the expected performance targets for time, cost, quality, scope, benefits and risks. 1.5.1 What does a project manager do? In order to achieve control over anything, there must be a plan. It is the Project Manager who plans the sequence of activities to build the house, works out how many bricklayers will be required and so on. It may be possible to build the house yourself ­ but being a manager implies that you will delegate some or all of the work to others. The ability to delegate is important in any form of management but particularly so (because of the cross- functionality and risks) in project management. With the delegated work under way, the aim is that it should 'go according to plan', but we cannot rely on this always being the case. It is the Project Manager's responsibility to monitor how well the work in progress matches the plan. Of course, if work does not go according to plan, the Project Manager has to do something about it, i.e. exert control. Even if the work is going well, the Project Manager may spot an opportunity to speed it up or reduce costs. Whether it is by taking corrective action or implementing measures to improve performance, the aim of PRINCE2 is to make the right information available at the right time for the right people to make the right decisions. It is the development of the project's deliverables (known as products in PRINCE2) that deliver the project's results. A new house is completed by creating drawings, foundations, floors, walls, windows, a roof, plumbing, wiring and connected services. None of this is project management ­ so why do we need project management at all? The purpose of project management is to keep control over the specialist work required to create the project's products or, to continue with the house analogy, to make sure the roofing contractor doesn't arrive before the walls are built. Additionally, given that projects are the means by which we introduce business change, and that project work entails a higher degree of risk than other business activity, it follows that implementing a secure, consistent, well-proven approach to project management is a valuable business investment. 1.5 inTroducing prince2 PRINCE2 is a non-proprietary method and has emerged worldwide as one of the most widely accepted methods for managing projects. This is largely due to the fact that PRINCE2 is truly generic: it can be applied to any project regardless 1.5.2 What is it we wish to control? There are six variables involved in any project, and therefore six aspects of project performance to be managed.