PRINCE is a project management method; not system development, which covers the organisation, management and control of projects. Since its introduction in 1989, PRINCE has become widely used in both the public and private sectors and is now the UK’s de facto standard for project management. Although PRINCE was originally developed for the needs of IT projects, the method has also been used on many non-IT projects. PRINCE requires a dedicated team to be established to manage and carry out each project. It therefore aims to provide a supporting framework between the current state of affairs and the planned future state. PRINCE focuses attention on end-products rather than activities, ensuring that the organisation actually gets what it wants out of the project. Quality is seen as a necessary and integral part of the project and the focus on end-products enables the criteria by which quality is to be judged to be specified at the outset of the project. It requires the development of a viable “business case” for the project at its outset and that the business case needs to be periodically reviewed.
In PRINCE a project is regarded as having the following characteristics:
defined and unique set of technical products to meet the business needs
corresponding set of activities to construct those products
certain amount of resources
organisational structure with defined responsibilities
In PRINCE, an approach to planning based on products rather than activities and the use of this approach for the benefits. It also emphasises that projects needs to define the ‘ shape’ or manageable phases of a project to promote sound business control. Stages are characterised by the production of specific products.
The PRINCE model for projects is based on two main principles:
The project is a joint responsibility between users, the developers and the organisation for whose benefit the end-product is being developed
In order for projects to succeed, a special structure is demanded to manage the project throughout its life – from conception through build to handover. This structure is distinct from normal line management.
Using these principles, the model defines three levels of activity:
Overall project management and major decision making
Production of end-products
In view of the above, it is obvious that in Modern Technology, Information system helps the growing project to strengthen its structure by way of making required reforms which are vitally important for a better economic system in a country. The above mentioned three levels of project activity are assigned respectively to the Project Board, to its administrative and financial stringency as well as Stage Managers, and to the Technical Teams as a tentative flow.