All projects produce products, mostly tangible (things you can kick) and some intangible (things you shouldn't). It makes sense therefore to base a project plan on the idea that products will be produced.
The PRINCE2 focus on products is one of its most powerful features (in this authors opinion). Many project managers will have suffered the problems caused by inadequate defintion of the scope of the project, and pitiful attempts at specification of acceptance criteria which lead to scope creep, argument and blame allocation as projects fail to deliver what users 'expected'.
PRINCE2 starts the planning process at exactly the right point - the definition of the products to be produced and agreement of the acceptance criteria. This is an immeasurably better starting place than sketching out a sequence of activities on a bar chart and calling it 'planning'.
