Fundamentals of PRINCE2 Tailoring
Why Tailoring is Essential (Not Optional)
Tailoring is a mandatory principle within the PRINCE2 project management method. It is the process of adapting the themes, processes, roles, and management products to ensure they are appropriate for the project's environment. Without tailoring, a project risks "robotic project management," where the team follows steps for the sake of compliance rather than efficiency. In an exam context, remember that the goal of tailoring is to ensure that the effort spent on management is commensurate with the project's risk and importance. If a project is managed without any tailoring, it is often referred to as a "PINO" (PRINCE2 In Name Only) project, which usually signifies a lack of understanding of the method’s flexibility. The Project Manager is responsible for proposing tailoring strategies, which the Project Board must then approve to ensure governance remains robust yet streamlined.
Key Factors Influencing Tailoring Decisions
Several environmental and project-specific factors dictate how the methodology should be adjusted. The Project Brief and the Project Initiation Documentation (PID) are the primary vehicles for documenting these decisions. Factors include the organizational culture, the complexity of the solution, the number of involved stakeholders, and the geographical spread of the team. For instance, a project involving multiple external suppliers requires more formal communication management than an internal project with a co-located team. Furthermore, the industry sector—such as construction versus software development—will influence the technical stages and the level of detail required in the Work Packages. Exam scenarios often present a specific constraint, such as a high-risk regulatory environment, and ask the candidate to determine if the risk management approach should be more or less formal as a result.
Adhering to Principles While Adapting Practices
While tailoring allows for significant flexibility in how processes are executed, the seven PRINCE2 Principles are non-negotiable. If a principle is violated, the project is no longer being managed using PRINCE2. For example, while you can simplify the Business Case, you cannot remove the requirement for Continued Business Justification. Similarly, you can combine the roles of the Project Manager and Team Manager, but you must still uphold the principle of Defined Roles and Responsibilities. Tailoring focuses on the "how" (the practices and documentation) rather than the "why" (the principles). In the Practitioner exam, questions often hinge on whether a proposed tailoring action maintains the integrity of the principles. A common rule is that tailoring should never undermine the minimum requirements specified for each theme.
Tailoring for Project Scale and Complexity
Adapting Roles and Responsibilities for Small Teams
PRINCE2 scaling for small projects often involves the consolidation of roles to reduce overhead. In a standard setup, the Project Board consists of the Executive, Senior User, and Senior Supplier. In a small project, the Executive may take on the Senior User and Senior Supplier roles, provided they have the necessary authority and knowledge. Additionally, the Project Manager might perform the duties of the Project Support and Team Manager roles. However, the one combination that is strictly forbidden is the Project Manager also acting as the Project Board (Executive or Senior User), as this destroys the essential separation between management and direction. This "checks and balances" system is a core component of PRINCE2 governance tailoring, ensuring that the person spending the money is not the same person authorizing the expenditure.
Simplifying Management Products and Reports
Management products—the documents used to manage the project—should be fit for purpose. For a small project, the Project Initiation Documentation might be a single slide deck or a brief document rather than a multi-chapter report. Reports like the Highlight Report or Checkpoint Report can be delivered as verbal updates or short emails instead of formal templates. The key is to maintain the information flow required for decision-making without creating a "paperwork mountain." In the Progress Theme, the frequency of reporting and the use of tolerances are the primary levers for tailoring. A small project may only require a single end-stage report, effectively merging the initiation and delivery stages if the risk profile allows. Exam questions will often ask you to identify which management products are essential and which can be combined or simplified based on a provided scenario.
Streamlining Processes for Straightforward Projects
Processes can be merged or simplified to match the project's lifecycle. For instance, the Starting Up a Project (SU) and Initiating a Project (IP) processes are often combined in smaller projects to move into delivery faster. The **Managing Product Delivery (MP) ** process might be simplified if the Project Manager is also the Team Manager, as formal Work Packages and Checkpoints may be replaced by direct supervision and informal check-ins. However, the Closing a Project (CP) process must always be performed to ensure that the project is formally decommissioned and lessons are captured. The Directing a Project (DP) process remains the responsibility of the Project Board throughout, though their involvement might be limited to "management by exception," only intervening when tolerances are threatened.
Tailoring PRINCE2 for Specific Environments
Integrating PRINCE2 with Agile (PRINCE2 Agile)
Learning how to tailor PRINCE2 for agile is a common requirement in modern project environments. This involves using PRINCE2 for project governance and the Agile framework (such as Scrum or Kanban) for product delivery. The Managing Product Delivery process is where the most significant tailoring occurs, with Work Packages being replaced by Sprints or Timeboxes. The Quality Theme is adapted to use "Definition of Done" and "Definition of Ready" instead of exhaustive quality specifications. Communication becomes more frequent but less formal, utilizing daily stand-ups rather than long-form Checkpoint Reports. In this context, the Agilometer tool can be used to assess the suitability of the environment for agile delivery, helping the Project Manager decide how much to flex the scope versus the time and cost.
Applying PRINCE2 in a Programme Environment
When a project is part of a larger programme, many of the PRINCE2 themes are influenced by the programme’s standards. For example, the Risk Management Approach and Communication Management Approach will likely be defined at the programme level and adopted by the project. The Project Board may report directly to the Programme Manager, and the Business Case for the project will be a subset of the programme-level Business Case. In these scenarios, the Project Manager must ensure that the project's Benefits Management Approach aligns with the programme's realization plan. This hierarchical integration ensures that project outputs contribute directly to the strategic outcomes of the programme, a relationship frequently tested in advanced exam modules regarding the Organization Theme.
Tailoring for Commercial Customer/Supplier Setups
In a commercial environment, the project involves two distinct organizations, each with its own business case and risk profile. The PRINCE2 tailoring and themes approach must account for this by recognizing that the Senior Supplier role will likely be filled by an external party. The contract between the organizations becomes a primary input for the Project Initiation Documentation. There may be two versions of certain documents: a shared version for the Project Board and a more detailed, confidential version for the supplier's internal management. The Quality Theme becomes particularly important here, as the Product Descriptions often form the basis of the legal contract and the criteria for payment milestones. Managing this relationship requires a balance between transparency and protecting the commercial interests of both parties.
The Process of Embedding PRINCE2 Organizationally
Defining the Organizational Project Management Method
Embedding PRINCE2 in an organization is a strategic initiative aimed at creating a consistent approach to project delivery across all departments. This involves taking the generic PRINCE2 framework and turning it into a bespoke organizational project management method. This method includes standardized templates, role descriptions tailored to the company's job titles, and a defined project lifecycle that aligns with the organization's financial years or procurement cycles. Embedding is successful when the language of PRINCE2 (e.g., "tolerances," "exceptions," "issues") becomes part of the everyday corporate vocabulary. This organizational-level work is usually performed by a specialized group rather than a single Project Manager, ensuring that the method is scalable for everything from minor internal changes to major infrastructure builds.
Establishing a Centre of Excellence or Project Support Office
To sustain the use of PRINCE2, organizations often establish a Centre of Excellence (CoE) or a Project Support Office (PSO). These entities act as the custodians of the methodology, providing expert advice on tailoring themes and processes to individual Project Managers. The CoE is responsible for gathering lessons learned from across the portfolio and updating the organizational method accordingly. They also provide administrative support, such as maintaining the Issue Register and Risk Register for complex projects. In the context of the PRINCE2 manual, this is part of the "Corporate, Programme Management, or Customer" layer that exists outside the project management team but provides essential guidance and oversight to the Project Board.
Practical embedding requires the provision of the right tools to the project teams. This includes developing a suite of standardized templates for management products like the Highlight Report and End Stage Report, often integrated into Project Management Software. Training is also a critical component; staff must not only be trained in the general PRINCE2 framework but also in the specific way the organization has tailored it. This might involve internal certification or workshops focused on the company's specific project types. By providing these resources, the organization reduces the "startup cost" for new projects and ensures that the data collected from different projects is comparable, allowing for better portfolio-level decision-making and resource allocation.
Common Tailoring Pitfalls and How to Avoid Them
Over-tailoring: Losing the Method's Integrity
Over-tailoring occurs when so many elements of PRINCE2 are removed or altered that the framework loses its effectiveness. A common mistake is removing the Stage Boundaries, which leads to a lack of control and prevents the Project Board from reassessing the project's viability at key intervals. If the Managing a Stage Boundary (SB) process is ignored, the project effectively becomes one long stage, increasing the risk of "scope creep" and uncontrolled spending. To avoid this, Project Managers should always justify why a component is being removed and ensure that the underlying control mechanism is addressed elsewhere. In the exam, be wary of scenarios where the proposed tailoring effectively removes the Project Board's ability to authorize or stop the project.
Under-tailoring: Creating Unnecessary Bureaucracy
Under-tailoring, or "book-following," is equally dangerous. It involves applying the full weight of PRINCE2 to a simple, low-risk project, leading to excessive documentation and slow decision-making. This often happens in organizations that have just introduced PRINCE2 and are afraid to deviate from the manual. The result is usually a backlash against the methodology, as teams perceive it as a hindrance rather than a help. To prevent this, organizations should provide "pre-tailored" versions of the method for different project tiers (e.g., Bronze, Silver, Gold). Project Managers should be encouraged to use the Principle of Proportionality, ensuring that the effort spent on the Quality Register or Configuration Item Records does not exceed the value of the products being managed.
Failing to Document Tailoring Decisions
If tailoring decisions are not documented in the Project Initiation Documentation, they cannot be audited or understood by stakeholders. This lack of transparency leads to confusion regarding roles, responsibilities, and the expected level of detail in reports. For example, if the Project Manager decides to use informal verbal updates instead of written Checkpoint Reports, this must be agreed upon and recorded in the Communication Management Approach. Without documentation, a new Project Board member might see the lack of reports as a failure of management rather than a deliberate tailoring choice. For the Practitioner exam, identifying where tailoring decisions should be recorded (usually the PID) is a frequent point of assessment.
Exam Focus: Tailoring and Embedding Questions
Scenario-Based Tailoring Decision Questions
In the PRINCE2 Practitioner exam, you will be presented with a project scenario and asked to evaluate specific tailoring choices. These questions test your ability to apply the PRINCE2 tailoring and embedding logic to complex situations. You might be asked: "Based on the fact that the project is high-risk and involves a new technology, is the decision to have weekly Project Board meetings an appropriate tailoring of the Progress Theme?" The correct answer would consider the need for closer oversight versus the Senior Management's time. You must be able to link the project's characteristics (e.g., high risk, external supplier) to the specific adaptation of the PRINCE2 process or theme (e.g., more frequent reporting, formal quality inspections).
Identifying Correct vs. Incorrect Embedding Steps
Questions regarding embedding often focus on the distinction between project-level and organizational-level activities. You may be asked to identify which action is an example of embedding PRINCE2 rather than tailoring it. Remember that embedding is the responsibility of the organization (Corporate/Programme Management) to create a supportive environment for all projects. Developing a company-wide project management handbook is an embedding activity; deciding to combine the Issue Register and Risk Register for a specific small project is a tailoring activity. Distinguishing between these two levels is vital for scoring well on questions related to the Organization Theme and the overall application of the method within a corporate structure.
Recognizing Appropriate vs. Inappropriate Adaptations
Finally, the exam will test your ability to spot "illegal" moves in PRINCE2. An inappropriate adaptation is any change that violates the seven principles. For example, a scenario might suggest that because the Project Manager is highly experienced, the Project Board has decided not to set any Tolerances and only wants to be informed when the project is finished. This is an inappropriate adaptation because it violates the principle of Manage by Exception. Another example would be skipping the Starting Up a Project process entirely without having a valid Project Brief from a programme. Understanding the boundaries of what constitutes "valid" tailoring is the difference between passing and failing the Practitioner-level assessment of the PRINCE2 project management method.