About 4 years ago I qualified as a PRINCE2 Practitioner. Returning to work the following week I was fired up and ready to get everything running in this way. And yet, some how, it never quite works like that. The projects we worked on were too small in terms of several work packages across numerous customers in a semi-agile environment. Yes PRINCE2 can be used with Agile, and in theory no project is too small, but realistically there’s too much supporting documentation and processes to keep on top of it all, especially is being a PM isn’t everything you have to doing during the day.
Nonetheless, I still cherry picked items like incident logging, daily logs etc… The key however is the Business Case, but again, when commissioned to do a piece of work for a customer the business case is their document – us accepting to do the work is more to do with service management than project management.
What interested my most was the alignment and crossover of business analysis and PRINCE2, or rather, the activities of the BA and the PM – seemingly often the same person in smaller organisations or projects. The Business Case again featuring highly for both roles. For interest I looked around for articles/papers that discuss PRINCE2 and the BA:
http://www.somos.com/resources/know/articles/11112101 (BA and PRINCE2)
And for completeness
http://eprince2.com/articles/prince2-is-agile/2011/03/17/ (PRINCE2 and Agile)