A common question when setting up the PRINCE2 Project Board: can I have more than one Executive? The short answer is no — and the reason goes to the heart of how PRINCE2 handles accountability.
One Executive: Non-Negotiable
PRINCE2 is explicit that there must be a single Executive. The Executive role represents the commissioning organisation and is ultimately accountable for the project's Business Case — the value the project is expected to deliver. Splitting this accountability between two people creates ambiguity about who owns the decision when the two disagree.
If two business areas are jointly sponsoring the project and each wants representation at Executive level, the correct PRINCE2 answer is: agree on a single Executive, and ensure the other area's interests are represented through a Senior User or stakeholder engagement role. The Executive can delegate upwards to a Programme Board, but the project-level accountability must be singular.
Multiple Senior Users: Perfectly Fine
There is no limit on the number of Senior Users. The Senior User role represents those who will use the project's outputs and realise its benefits. If multiple business areas will be affected by the project, multiple Senior Users is entirely appropriate — and often essential for ensuring the right user perspectives inform decision-making.
Where there are multiple Senior Users, it is worth agreeing upfront how they will resolve disagreements between themselves before escalating to the Executive.
Multiple Senior Suppliers: Also Fine
Similarly, there is no rule against multiple Senior Suppliers. If the project involves multiple external suppliers or internal technical teams, each can be represented on the Project Board. What matters is that the supplier accountability for each work stream is clear — each Senior Supplier is accountable for what their team delivers.
Keeping the Board Effective
A Project Board with many members can become unwieldy. If representation is needed from many stakeholders, consider whether some should attend as advisors rather than as full board members — participating in specific decisions without having board-level accountability. A focused, accountable board is more effective than a large, consultative one.
See the Organisation Practice for full descriptions of all Project Board roles.