An Essential Guide To PRINCE2 Documents 2025

PRINCE2 is a methodology for project management that outlines a series of project management documents called products that assist project managers in performing their responsibilities. The PRINCE2 certification course processes and themes are mapped to the documents that are used to accomplish each process. They are regarded as the methodology's core components.

1. Who Creates The PRINCE2 Documents and When?

The diagram below titled "The PRINCE2 Product Map" will help us approach project initiation documentation PRINCE2.

As you can see, if you look at the previous diagram, the highest level in the project is Corporate or Programme Management, or the Customer (CPC). Following the Project Board who directs the project. Next, there is the Project Manager, who manages the project, and then there is the Team, who actually does the work and develops the products. Therefore, we have various project labels divided into layers:

• CPC layer
• Direction layer
• Management layer
• Delivery layer

Furthermore, we have several stages which comprise the vertical lines, namely:

• Pre-Project
• Initiation Stage
• Delivery Stages
• Controlling a Stage
• Closing a Project Stage

1.1 Documentation for The Pre-Project Phase

The PRINCE2 documents templates created during the preproposal stage are the first ones to discuss. During this stage, the leftmost vertical line on the diagram represents the contents.

1.2 Project Mandate CPC Layer

A Project Mandate is created by the CPC prior to the start of the project, and you will note that this comes from outside the project and is done before the "Starting up a Project Process" phase.

1.3 Outline Business Case Project Board Layer

Next, we have the Outline Business Case, which is displayed above the gray line between the Project Manager and Project Board. A member of the Project Board should be responsible for writing this document. In more detail, the Executive is the one who is responsible for this document.

1.4 Project Manager Layer All the other documents from the SU process

In the diagram below, you can see that project managers are responsible for all other documents from the Starting Up a Project Process.

You will find the following documents here

• Project Product Description (PPD)
• Approach
• Project Management Team document (PMT)
• Project Brief (contains all of the above)
• Initiation Stage Plan
• Lessons Log
• Daily Log

During the Pre-Project Stage, you will only create these documents. Next, we will discuss the Initiation Stage, which is the first step of the process.

1.4.1 Initiation stage documents

Project Manager Layer

The first thing we see is the Business Case, which has been moved since the project manager updated the document. Project Managers might start the process in the Pre-Project phase and then add extra cost information, and that would be looked at by Executives as well.

In terms of Project Initiation Documentation (PID), we have the following documents

• Documents relating to communication, change control, etc.
• There are three components of the Project Plan the Product Breakdown Structure, the Project Descriptions, and the Flow Diagram.
• The Project Controls.
• Project Management Team Roles.
• Project Approach.

Below are some documents that are not included in the PID process

• The benefits management approach.
• The configuration item record.
• A register for each of the three categories risk, quality, and issue.

This is the last stage of the Stage Boundary process, in which the next stage will be planned.

1.4.2 Documents related to delivery stage

The Project Manager Layer involves

A decision to proceed with the project is made based on the PID documents (Project Board) exposed above. In the event that they agree to move forward with the project, the project manager will start by completing the Controlling a Stage Process. He/she must write the following documents:

• The Highlight Report is published every two weeks.
• Issue Report.
• Exceptions Report.

The following documents need to be updated:

• Risk Register.
• Issue Register.
• Lessons Log.
• Daily Log.
• Configuration item Record.
• Quality Register.

In the end, the Project Manager must create a set of Work Packages for the Project Team to implement.

The Team Manager Layer consists of:

Upon delivering all the Work Packages to the Team Manager, the following documents must be created

• Reports on checkpoints (these will be given to the PM).
• The team plan.

1.4.3 Stage Boundary documents

The layer of Project Managers

As part of the stage boundary process, the Project Manager created the following documents

• Report on the End of Stage
• Exception Plan or Next Stage Plan
• Product Status Account

The following documents must also be updated

• Analyze the business case
• Project Plan
• Benefits Management Approach

1.4.4 The Project Closing Process documents

The layer of the Project Manager

The Project Manager must create the following documents at the end of the project

• Report on the project's completion.
• Follow up on actions.
• A lesson report.
• Draft Closure Notification.

After updating these documents, the PM moves on to the next

• Approach to Benefits Management.
• Business Case, show how much the project cost.
• Project Plan, show what has been accomplished.

PRINCE2 foundation training course equips you with minute details of the PRINCE2 Documents and more.

2. List of all 26 Project Documents 

These are the documents that comprise project documents.

2.1 The Benefits Management Approach 

Projects are undertaken because of their benefits. Their value represents what the project is trying to accomplish. As projects produce products or services, those products are intended to be beneficial to the parent organization.  Benefits management must outline how the benefits will be realized to the parent organization even if the product is great. The project is still a failure if the benefits are not realized.  A management plan is necessary to achieve those benefits and measures how to measure them.

2.2 Analyze the Business Case

Identifying the business fundamentals that underlie the project is described within the business case. The document identifies the reasons for undertaking the project, the expected return on investment, and the expected benefits. This document presents several business scenarios and their financial analyses.

2.3 Change Control Analysis 

During the initiation of a project, the approach identifies policies and procedures that are applicable. Any change in the project plan, such as a change in budget, schedule, scope, etc., can be considered a change in scope.  A report detailing the reports that will be produced should a project change occur, along with who will be responsible for approving this report.

2.4. Report on Checkpoints

A team manager is responsible for producing some or all of the project's deliverables, so he or she creates this report, but the project manager is its primary audience. As needed, the project manager is updated by the team manager on progress on the project. Checkpoint reports may take any form, from verbal updates to formal reports.

2.5. Communication Management Approach 

A communication management approach explains how the project will communicate with its stakeholders. Each stakeholder will have a different need for communication, whether these needs are positive or negative.  A communications management approach identifies the type of communication, its frequency, mode of delivery, intended audience, and any other items that are necessary to establish a solid project management foundation for communication.

2.6. Configuration Item Record 

Projects need a tracking mechanism when developing new products or services, both to avoid confusion and to keep track of their progress. The configuration item record contains information such as the version number, the current status, the location, and the person responsible.

2.7. Daily log

Besides formal logs, project managers record informal items, action items, and other issues not detailed in the logs. They serve as an electronic project diary. Additionally, if neither of those has been established, it can also be used as an issue and risk register.

2.8. End project report

This report documents the project's completion. A final report includes information regarding final details, final details, and final costs.

2.9. End-stage report 

Obtaining formal approval from the project board to proceed to the next stage requires producing this report by the project manager. Besides reviewing the project's business case, a review of the completion stage, and any major risks, the report includes a discussion of any issues that might arise. A quality control analysis is carried out on the deliverables and approval records.  On the basis of the current stage's experience, the project manager forecasts the next stage's management.

2.10. Exception report 

A management stage produces an exception report when it exceeds its tolerances in a particular area. In the report, the project board is given a number of options to address the problem and one is recommended. It is also discussed how the decision will impact the business case. A stage plan for that management stage must be replaced by the exception plan when the project is experiencing an exception. Once approved by the project board, the exception plan becomes the new stage plan.

2.11. Highlight report 

The project manager prepares a highlight report to provide an update on the project status to the project board. As part of the project initiation process, the project board determines the intervals for preparing highlight reports. The report includes detailed information about the budget, schedule, scope, risks, and benefits. In it, the following reporting period is summarized, and a forecast is given for the upcoming period.  As well as highlighting any issues that have arisen, the report outlines what will be done about them.

2.12. Issue register 

An issue is any problem that occurs, regardless of whether it puts the project out of tolerance. Logging and tracking issues help ensure that they are handled promptly and decisively. It allows a project to document what issues were encountered during its life-cycle and provides lessons learned which can be applied to future projects.

2.13. Issue report 

A formal issue report is not required for all issues, but when formal changes are needed to resolve an issue, a formal report is produced that includes a description, impact assessment, and recommendations for change. A living document, the issue report is updated as the assessment or decision is made about the issue.

2.14. Lessons log 

Lessons learned from this log can be applied to future projects within the organization, or to the remainder of the project.

2.15. Lessons report 

Lessons reports are useful when lessons learned are complex, or require action within a short time frame. Additionally, they can be used to communicate improvements to stakeholders, the parent organization, or the project team.

2.16. Plans include plans for projects, stages, exceptions, and optionally, plans for a team, etc.

All the information necessary to communicate how the project intends to accomplish its goals can be found in the project plan. A schedule, budget, scope statement, benefits analysis, risk analysis, and delivery method are included. Generally, project plans are organized into three categories the main project plan, the stage plan, and the team plan.  

The project manager produces the first two, while the team manager produces the third. The project plan and stage plans are quite similar in content, but the stage plan addresses a short portion of the project. They identify the work packages (work breakdown structure) that must be completed to deliver the project deliverables.  After this, the schedule and budget for the project are determined. Various methods for controlling a project are also discussed, for example, procedures to follow in order to keep the project within budget, on schedule, and within the tolerances established by the project board.

2.17. Product Description 

A permanent owner is assigned to all projects after the product has been delivered. A project might result in providing a service, such as a training course. In addition to describing the product, product descriptions describe its purpose, composition, format, quality criteria, and any other items relevant to its development. A detailed product description will make the project team better prepared to successfully complete the project on the first attempt.

2.18. Product status account 

Detailed information on the current status of the product can be found in the product status account. Typical uses include communicating production information, testing results, and current cost status.

2.19. Project Brief 

In the project brief, it is explained what the project is intended to accomplish. A business case consists of information such as the project objectives, project scope and scope exclusions, tolerable, and any other relevant data. Starting Up a Project is the first step in the project planning process, so this document is produced first. In order for the project to be successful, the parent organization uses this document.

2.20. Project Initiation Documentation (PID) 

PRINCE2's PID is probably its most important document. Project planning is contained in this document. These components include information regarding the project's stages, schedule, budget, and quality criteria, as well as anything else necessary to its success. It provides a snapshot of the current project status and is updated regularly. A roadmap is displayed at all times, outlining the current project status. The PID is, however, preserved for purposes of evaluating the overall performance of the project. Among its parts are:

• Project definition
• Project approach
• Business case
• Project management team structure
• Role descriptions
• Quality management approach
• Change control approach
• Risk management approach
• Communication management approach
• Project plan
• Project controls
• Tailoring of PRINCE2

2.21. Project product description 

A primary component of any project is its description of the products or services it will deliver. There are times when everyone knows what is being produced, but in many situations, the product description is an essential aspect that needs to be reviewed regularly to continue to maintain focus on the end goal. A detailed discussion and analysis of the quality expectations are imperative for ensuring a quality final product. To avoid changing goalposts mid-project, the acceptability criteria for the product need to be discussed and stated in the product description. Enroll in project management training and certification programs and start writing captivating product descriptions.

2.22. Quality management approach 

Quality standards are discussed in this document as well as how they will be reached and measured. Almost every project is concerned with quality. Clients and customers expect a certain level of quality from service providers, even if they don't express it. In many cases, the expectations of the project team and the customer differ when it comes to quality - usually, it's the customer who expects a Range Rover when the project team expected to deliver a BMW.

2.23. Quality register 

A Quality Register keeps track of quality activities in order to ensure adequate project quality. Quality control (QC) is an important component of many projects, as it measures how much of a widget is out of specification at the tail end of the production process.

2.24. Risk management approach 

This approach identifies the risks and the risk management activities to be performed. The procedure for identifying and analyzing risks, probability, severity indices, and risk responses is described in detail. Organizational risk tolerances are analyzed and responsibilities for risk management plans are identified.

2.25. Risk register 

There is a Risk Register that lists the risks that may influence the project's success. There are two primary factors that determine risk probability and severity. A risk response plan is developed to address the most important risks when they occur. Each phase of the project is evaluated by the project management team in the PID, or at the end of each stage.

2.26. Work package 

Project tasks are summarized into work packages. A project task can be categorized into different work packages. The team manager is responsible for controlling work packages, according to the project manager. A management stage is a group of work packages. To ensure the work packages do not deviate from the project plan, work packages must be measured against tolerances, for example, scope and budget.  All issues occurring must be recorded in the Issue Log, and if necessary, a Project Board Issue Report should be sent out.

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To Sum-up 

Choose the documents your project needs based on its needs. You can use this guide only for guidance. Handle your project well by using the appropriate paperwork. Keep your focus on what you want, not what you need. You can use the above list as a guide for what most projects require. Know more about KnowledgeHut PRINCE2 certification course.