PRINCE2 7 Compliance & Control Manual
PRINCE2 7 Compliance & Control Manual
Method baseline: PRINCE2 Project Management (Version 7), tailored to the Great House Farm / Tŷ Mawr recovery programme. This page defines the management method and control architecture. It does not claim external certification or assurance.
PeopleCert identifies seven principles, seven practices and seven processes in PRINCE2 Project Management Version 7, with people, project performance, digital and data management, communication and tailoring integrated into the method. The official method retains the seven processes and explicitly supports tailoring to project context.
PeopleCert — PRINCE2 Project Management Version 7
1. Architecture
The umbrella programme coordinates four separately governed projects: P1 Evidence & Archive; P2 Title, Justice & Accountability with P2-T, P2-F and P2-C streams; P3 Artefacts; and P4 Tŷ Mawr Replica Museum. PRINCE2 governance is applied at project level. Each project requires its own project definition, business case, PID, tolerances, plans, work packages, products, registers, reports and closure decision.
2. Seven principles
| Principle | Application | Control evidence |
|---|---|---|
| Continued business justification | Each project remains desirable, viable and achievable; work is stopped, changed or re-scoped when the justification no longer supports continuation. | Business Case; stage-end review; gate decision. |
| Learn from experience | Lessons are captured during work and at stage boundaries and are used to change subsequent plans or controls. | Lessons Log; Highlight Reports; End Stage Reports. |
| Defined roles, responsibilities and relationships | Executive, Senior User, Senior Supplier, Project Manager, assurance, support and work-package responsibility are explicitly assigned. | PID organisation; responsibility matrix; delegation record. |
| Manage by stages | Projects proceed through authorised stages with formal boundaries and decisions; P4 has its own stage boundaries. | Stage Plans; gate decisions; End Stage Reports. |
| Manage by exception | The Project Manager operates within approved tolerances; forecast or actual breaches are escalated instead of being silently absorbed. | Tolerance table; Exception Reports; decisions. |
| Focus on products | Work is defined by products and acceptance criteria rather than activity volume. | Project Product Description; Product Descriptions; Quality Register. |
| Tailor to suit the project | Controls are scaled to the small core team but made strict around evidence preservation, deadlines, quality, publication and change. | Tailoring statement; control manual; review at stage boundaries. |
3. Seven practices
| Practice | Required control | Project implementation |
|---|---|---|
| Business case | Maintain justification, costs, benefits, dis-benefits, risks and investment decision. | Mandate/Brief → Business Case → stage-end review → G0/G1/G2/G3. |
| Organizing | Define authority, accountability and interfaces. | Project Board roles, Project Manager, assurance, work-package ownership and external interfaces. |
| Plans | Plan at project, stage and work-package levels. | Project Plan → Stage Plan → Work Package → task. |
| Quality | Define products, quality criteria, methods and acceptance. | Evidence/provenance tests, citation checks, product acceptance and assurance. |
| Risk | Identify, assess, respond to and monitor uncertainty. | Risk Register with owner, trigger, response and residual exposure. |
| Issues | Control problems, changes, requests and exceptions. | Issue & Change Register with impact, authority, decision and baseline effect. |
| Progress | Measure performance against baselines and forecast exceptions. | HubSpot execution ledger, Analytics, Highlight Reports and stage-end reporting. |
4. Seven processes
| Process | Application here | Key management products |
|---|---|---|
| Starting Up a Project | Test mandate, definition, authority, initial justification and feasibility of initiation. | Mandate; Brief; initial Business Case. |
| Directing a Project | Executive/Project Board decisions, stage authorisation, exception decisions and closure. | Decision Log; stage approvals; exception decisions. |
| Initiating a Project | Create PID, baselines, management approaches, product definition and controls. | PID; Project Plan; approaches; registers. |
| Controlling a Stage | Authorise and monitor work packages; manage issues/risks; report progress; correct deviations. | Work Packages; tasks; registers; Highlight Reports. |
| Managing Product Delivery | Execute authorised work packages and deliver accepted products. | Product records; acceptance evidence; task completion. |
| Managing a Stage Boundary | Review stage performance, update Business Case/Plan, capture lessons and seek next-stage authorisation. | End Stage Report; next Stage Plan; updated Business Case. |
| Closing a Project | Confirm acceptance, outstanding work, benefits/handover and archive stewardship. | End Project Report; closure decision; lessons; benefits/handover. |
5. Integrated elements
| Element | Control |
|---|---|
| People | Stakeholder/relationship ownership, clear responsibilities, independent assurance and deliberate communications. |
| Project performance | Benefits, costs, time, quality, scope, sustainability and risk measured separately. |
| Digital & data | Evidence identifiers, provenance, versioning, access class and cross-links; Evidence Library for documentary source, HubSpot for execution, Wiki for public programme record. |
| Communication | Controlled correspondence log; monthly Highlight Reports; sensitive/privileged information excluded from public publication. |
| Sustainability | Long-term preservation, digital stewardship and museum sustainability considered at product and stage boundaries. |
| Tailoring | Proportionate administration, with strict controls around irreversible evidence/deadline risks. |
6. Authority model
| Role | Authority / accountability |
|---|---|
| Executive | Owns continued justification, major decisions, tolerances and stage/gate authorisations. |
| Senior User | Defines desired outcomes and benefits and confirms user-side acceptance. |
| Senior Supplier | Represents specialist supplier interests when professional/technical work is procured. |
| Project Manager | Manages day-to-day delivery within delegated tolerances and maintains controls. |
| Project Assurance | Independently checks business, user, supplier, risk, quality and evidence controls. |
| Work Package Owner / Team Manager | Delivers authorised products and reports forecast problems. |
| Project Support | Maintains scheduling, document control, configuration and administration. |
7. Mandatory control products
- Mandate, Brief and PID for each project.
- Business Case and Project Product Description.
- Project Plan and Stage Plan for every authorised stage.
- Work Packages and Product Descriptions.
- Risk Register; Issue & Change Register; Quality Register; Lessons Log; Decision Log.
- Communication/stakeholder control and records-access chronology.
- Highlight Reports and Exception Reports.
- End Stage Reports and next-stage authorisation.
- End Project Report, closure decision and benefits/handover record.
8. Tolerance and exception control
Each project and stage has tolerances for benefits, costs, time, quality, scope, sustainability and risk. The Project Manager manages within those limits. A forecast breach or matter outside delegated authority becomes an exception. The exception record states the deviation, cause, effect, options, recommendation, business-case impact and decision required. Legal limitation, court/tribunal deadlines and evidence-preservation actions are treated as zero-tolerance controls.
9. Product-based planning rule
Every controlled product has a product ID, purpose, composition, inputs, quality criteria, quality method, owner, approver, target, cost basis, evidence location and acceptance test. Activities are subordinate to the product they create or verify.
10. Evidence-quality rule
Evidence is managed separately from interpretation. Every evidence unit receives an identifier, provenance, date/source, preservation status, truth classification and proposition links where applicable. “Not found”, “not held”, “not searched”, “search incomplete” and “destroyed” are distinct states. 🕒
11. Live control pages
- Project Mandate
- Project Brief
- Project Plan
- October 2026 S0 Stage Plan & Control Register
- Delivery Breakdown
- PRINCE2 Control Registers
- Project Analytics
- Monthly Highlight Reports
Name/location reference: Great House Farm — Name & Location Variations (historical spellings and Llandough-juxta-Penarth location forms).
Recovery flywheel — operational control, 19 October 2026
The flywheel is an event-triggered control loop, not a claim of unattended background monitoring. Each run must leave a dated record stating what was checked, the inputs, changes, blockers and next review. Do not report a six-hour cycle as completed unless a run log proves it.
- Trigger: new incoming correspondence, attachment, catalogue entry, archive lead, new deadline, material contradiction, scheduled review or risk of disposal/loss.
- Preserve: save the original file/message and its metadata; retain exact source reference, date, sender/custodian, attachments and access limitations. Use a hash when available. Never overwrite the source with a summary.
- Catalogue: assign/confirm the stable Evidence Library ID; record provenance, location, preservation status and what the item does and does not establish. “Not found”, “not held”, “not searched”, “search incomplete”, “withheld/partial” and “destroyed” are different results.
- Control the work: update the authoritative HubSpot case ticket; associate the task to the relevant work-package/project where those records exist; set one owner, priority, next action and a date justified by the actual trigger or response deadline.
- Test acceptance: distinguish acknowledgement from substantive response, artifact received from artifact verified, and search result from complete search. A task closes only when its acceptance criterion is satisfied or a recorded decision says no further action is required.
- Exception and learning: same-day action if evidence may be lost or a statutory/preservation clock is threatened; raise an Exception Report for a forecast tolerance breach; update the risk/issue/decision/lessons record and the next review date.
Idempotence and safety: use source IDs, message IDs, case references and hashes to detect repeat inputs; update existing records instead of creating another task for the same next action. Similar wording alone is not a duplicate test. Never merge organisations, delete records, send correspondence or mark a task complete merely to improve dashboard figures. The original and the audit trail survive every housekeeping step.
19 October operational baseline: 305 HubSpot tasks (201 NOT_STARTED, 48 WAITING, 21 IN_PROGRESS, 35 COMPLETED); 111 open tasks flagged overdue; 72 open tasks have priority NONE; 70 tickets with 27 direct task-to-ticket associations. These are snapshot figures and must be recalculated on the next recorded run. Of 22 tasks mirroring drafts explicitly marked DON’T SEND, ten were quarantined as WAITING / LOW for review on 26 October; twelve remain to triage. Nothing was sent.
Page version & change log
Current version: 1.1.0
| Version | Date (UTC) | Editor (human or agent name) | Change | Source / evidence |
|---|---|---|---|---|
| 1.0.0 | 2026-10-18T15:20Z | Tab (for Sion Buckler) | Footer standardised; no content change | Editing Protocol, 18 Oct 2026 |
| 1.1.0 | 2026-10-19 | GPT-6 | Added deterministic preservation-first recovery flywheel and current HubSpot baseline | HubSpot live audit and programme control records, 19 Oct 2026 |
Agents and editors: follow the Editing Protocol.