A mid-sized retail company, "GreenLeaf Home & Garden," is losing market share because their online ordering system is outdated and crashes daily. The CEO, Maria, appoints a project manager named David to deliver a new e-commerce platform in 6 months.
The principles had worked. Summary Table of the 7 Principles in the Story | Principle | In Story | Key Takeaway | |-----------|----------|----------------| | 1. Continued Business Justification | David updated the Business Case when competitor launched & new tech emerged. | Always ask: Is this still worth doing? | | 2. Learn from Experience | Read Lessons Log from past failed IT project; called Chloe. | Capture and apply lessons from day one. | | 3. Define Roles & Responsibilities | Sarah changed database; David posted RACI chart. | No role ambiguity = no finger-pointing. | | 4. Manage by Stages | Planned in 4 stages; reviewed after each before continuing. | Plan, execute, then re-evaluate at fixed points. | | 5. Manage by Exception | Cost exceeded tolerance; David escalated to Maria for decision. | Senior management sets limits; PM works within them. | | 6. Focus on Products | Used Product Description for Shopping Cart before coding. | Define what you deliver, not just what you do. | | 7. Tailor to Suit | Dropped 26 documents to 1 spreadsheet + stand-ups. | Fit the method to the project, not vice versa. |
The project must make sense financially and strategically from start to finish. No blind loyalty to a sunk cost. 2. Learn from Experience (Don't Reinvent the Wheel) The Story: On Day 1, David doesn't start planning. He visits the company's "Lessons Log" from a failed IT project three years ago. He reads: "We failed because we didn't test with real customers until the end."
Maria shows him the data: $500k in lost sales last month due to site crashes. David creates a —a living document showing the project will cost $300k but deliver $2M in benefits over two years.
Maria chooses option 2. David continues. Maria only hears about problems when tolerances are breached. She is not bothered with daily status updates. She manages the project by exception .
Use PRINCE2 as a toolkit, not a straitjacket. A small website project does not need the same controls as a nuclear power plant. Adjust the method to fit the project size, risk, and team culture. The Ending Six months later, the new platform goes live. It is stable, fast, and within budget. Maria calls David into her office.
However, he keeps the and Product Descriptions formal because those are critical for a high-risk project.
David creates a for his own project. Every week, the team asks: "What have we learned this week?" Midway through, they learn that the payment gateway provider is slow to respond. David logs this and escalates early, avoiding a two-week delay.
Maria nods. "Roll this out to all our project managers next quarter."
This story demonstrates how the 7 principles are not abstract rules—they are practical, daily tools for delivering successful projects.
He also calls a former project manager, Chloe, who tells him: "Don't let marketing change requirements mid-sprint without approval. It killed our timeline."
Three months in, a competitor launches a similar platform. David re-runs the numbers. The original $2M benefit is now only $800k. The project still makes sense, but just barely. He updates the Business Case. At month five, a new technology emerges that would cost an extra $50k but double the speed. David presents this to the board. They agree the extra benefit justifies the cost. The Business Case remains viable until the very end. If it ever became un justified, David would be mandated to stop immediately.
A mid-sized retail company, "GreenLeaf Home & Garden," is losing market share because their online ordering system is outdated and crashes daily. The CEO, Maria, appoints a project manager named David to deliver a new e-commerce platform in 6 months.
The principles had worked. Summary Table of the 7 Principles in the Story | Principle | In Story | Key Takeaway | |-----------|----------|----------------| | 1. Continued Business Justification | David updated the Business Case when competitor launched & new tech emerged. | Always ask: Is this still worth doing? | | 2. Learn from Experience | Read Lessons Log from past failed IT project; called Chloe. | Capture and apply lessons from day one. | | 3. Define Roles & Responsibilities | Sarah changed database; David posted RACI chart. | No role ambiguity = no finger-pointing. | | 4. Manage by Stages | Planned in 4 stages; reviewed after each before continuing. | Plan, execute, then re-evaluate at fixed points. | | 5. Manage by Exception | Cost exceeded tolerance; David escalated to Maria for decision. | Senior management sets limits; PM works within them. | | 6. Focus on Products | Used Product Description for Shopping Cart before coding. | Define what you deliver, not just what you do. | | 7. Tailor to Suit | Dropped 26 documents to 1 spreadsheet + stand-ups. | Fit the method to the project, not vice versa. |
The project must make sense financially and strategically from start to finish. No blind loyalty to a sunk cost. 2. Learn from Experience (Don't Reinvent the Wheel) The Story: On Day 1, David doesn't start planning. He visits the company's "Lessons Log" from a failed IT project three years ago. He reads: "We failed because we didn't test with real customers until the end."
Maria shows him the data: $500k in lost sales last month due to site crashes. David creates a —a living document showing the project will cost $300k but deliver $2M in benefits over two years. prince2 7 principles
Maria chooses option 2. David continues. Maria only hears about problems when tolerances are breached. She is not bothered with daily status updates. She manages the project by exception .
Use PRINCE2 as a toolkit, not a straitjacket. A small website project does not need the same controls as a nuclear power plant. Adjust the method to fit the project size, risk, and team culture. The Ending Six months later, the new platform goes live. It is stable, fast, and within budget. Maria calls David into her office.
However, he keeps the and Product Descriptions formal because those are critical for a high-risk project. A mid-sized retail company, "GreenLeaf Home & Garden,"
David creates a for his own project. Every week, the team asks: "What have we learned this week?" Midway through, they learn that the payment gateway provider is slow to respond. David logs this and escalates early, avoiding a two-week delay.
Maria nods. "Roll this out to all our project managers next quarter."
This story demonstrates how the 7 principles are not abstract rules—they are practical, daily tools for delivering successful projects. Summary Table of the 7 Principles in the
He also calls a former project manager, Chloe, who tells him: "Don't let marketing change requirements mid-sprint without approval. It killed our timeline."
Three months in, a competitor launches a similar platform. David re-runs the numbers. The original $2M benefit is now only $800k. The project still makes sense, but just barely. He updates the Business Case. At month five, a new technology emerges that would cost an extra $50k but double the speed. David presents this to the board. They agree the extra benefit justifies the cost. The Business Case remains viable until the very end. If it ever became un justified, David would be mandated to stop immediately.