By Step 5 you have the infrastructure in place. Now you need to build broader buy-in — from project managers, team managers, and executives who haven't yet engaged with PRINCE2 directly. Here are the three most effective arguments.
Argument 1: It Is Well-Proven
PRINCE2 is the world's most widely used project management method, applied across thousands of organisations in every sector. This is not a new, unproven framework — it has decades of real-world validation. For executives who are risk-averse, this is a compelling selling point.
Argument 2: It Is Principles-Driven
PRINCE2 is built on seven core principles rather than a rigid set of rules. This means it can be adapted to fit your organisation's size, culture and vocabulary — without losing structural integrity. The seven principles are:
- Continued business justification
- Learn from experience
- Defined roles and responsibilities
- Manage by Stages
- Manage by Exception
- Focus on products
- Tailor to suit the project context
Argument 3: It Is Scalable
PRINCE2 scales from small internal projects to large, complex programmes. You don't need to apply every document and process to a small project. The method explicitly requires you to tailor it to the context — which means it is never bureaucratic by necessity, only by poor implementation.
PRINCE2 Is Not a Product Development Methodology
A common objection from Agile teams is that PRINCE2 conflicts with how they work. It doesn't. PRINCE2 is a project management method — it governs the project level. Scrum and Agile are delivery methods — they govern how teams do their work. The two are complementary. See the PRINCE2, Scrum & Agile page for the full integration picture.
Focus on the Executive Level
When selling PRINCE2 internally, prioritise the executive audience. They control budgets and have the most to gain from better visibility and control. A Project Board that understands its role — and is supported by clear information — dramatically increases project success rates.