Tailoring PRINCE2 to the project environment | case it may be necessary to modify their Product Descriptions or to provide a template for them. For everyone involved in the project, it should remain clear as to what the purpose of the management product is, what it should comprise and what the quality criteria are. For example, in a commercial environment, the Work Package may need to include purchase order details and accompanying terms and conditions. 217 should not be interpreted as the definitive approach to tailoring as it is not specific to a particular project. The practitioner should consider the pros and cons of the tailoring choices as they relate to the specific project context. For an organization that has embedded PRINCE2, the embedded version of the method still requires tailoring. 19.2.5 adapting the roles PRINCE2's organization structure needs to be carefully considered for all projects. Standard role description outlines are provided in Appendix C, but it is expected that these will need to be adapted to match individuals' actual capability and authority in the context of the project role they will be assigned. For example, for a project in a programme environment, the responsibility for the Benefits Review Plan may lie with the programme. Therefore, this responsibility should be removed from the Executive's role description. 19.4 PRojECTs IN a PRogRammE ENvIRoNmENT A programme is a temporary flexible organization structure created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits relating to an organization's strategic objectives. A programme may have a life that spans several years. The distinction between projects and programmes is that projects typically produce or change something and are then disbanded. The benefits of the undertaking are likely to be accrued after the project is completed. Programmes are typically used to help transform organizations. Therefore, the temporary programme organization tends to have a lifespan that covers the realization of the benefits ­ which could be several years. This is illustrated in Figure 19.2. Projects operating in a programme environment benefit from a number of advantages, and there are a number of ways in which PRINCE2 can be tailored for use within a programme. The following sections explain how PRINCE2 can be tailored when working in a programme environment (using OGC's Managing Successful Programmes framework) by looking at how to adapt the themes, processes and management products. 19.2.6 adapting the processes All the PRINCE2 process activities need to be done; it is just that the responsibilities for performing the activities may change (if any roles have been adapted) and any references to the management products may need to change (if any management products have been adapted). 19.3 ExamPlEs of TaIloRINg PRINCE2 Sections 19.4­19.10 provide some examples of how PRINCE2 can be tailored. The examples cover some of the environmental and project factors that are faced by many projects: Projects in a programme environment Project scale Commercial customer/supplier environment Multi-organization projects Project type Sector differences Project management Bodies of Knowledge. 19.4.1 Themes 19.4.1.1 Business Case The programme will define the standards that the project will need to use when developing the Business Case. The project Business Case will be aggregated into the overall programme Business Case and is likely The environmental and project factors shown are not exhaustive as the application of PRINCE2 is limitless. Only general guidance is provided to illustrate considerations to take into account and some tactics that can be applied. The guidance