Organisation is one of the seven PRINCE2 Practices — it defines roles and responsibilities within the project governance structure. When PRINCE2 is combined with Agile delivery, the organisational model needs to accommodate both the governance requirements of PRINCE2 and the self-organising principles of Agile teams.
The Core Structure
A PRINCE2 Agile organisation requires:
- A Project Board representing three interests: Business (Executive), User (Senior User), and Supplier (Senior Supplier)
- A dedicated Project Manager role — the single point of accountability for day-to-day project management
- One or more Agile delivery teams reporting to the Project Manager
- Team Manager roles integrated within delivery teams, not external to them
Three Interface Options
PRINCE2 Agile provides three approaches for managing the relationship between the Project Manager and the Agile delivery team:
Direct Liaison
The Project Manager interacts directly with the entire Agile team. Works well for small teams where the PM can be closely involved in daily activity without disrupting team self-organisation.
Single Point of Contact
A single person — typically the Scrum Master or Product Owner — acts as the interface between the Project Manager and the team. Protects team focus while maintaining clear communication channels.
Formal Team Manager Role
A formal Team Manager role exists within the delivery team, taking full PRINCE2 Team Manager responsibilities including accepting Work Packages and reporting progress formally.
Choosing the Right Approach
Organisations should select one interface approach as their standard, then evaluate each project for necessary adaptations. The chosen approach should be documented in the Project Initiation Document and approved by the Project Board — making it an explicit, governed decision rather than an informal arrangement.