Responsibility for the management of a stage of the project is delegated by the Project Board to a Project Manager, who will then manage by exception within the constraints set by the Project Board. The PM is responsible for ensuirng that the products of a stage within the triple constraints of time, cost and quality. Most of this work will be carried out within the Controlling a Stage process.
Team Managers are responsible for delivery of products to the Project Manager. Work is allocated to the Team Manager by the Project Manager by means of Work Packages, and completed work is returned by the Team Manager to the Project Manager. The Team Manager's work will be carried out within the Managing Product Delivery process.
Management by Exception
A principle of Prince2 whereby the Project Manager is delegated management responsibility for a stage together with a set of constraints or 'tolerances'. Whilst operating within the constraints, the project manager is left to get on with it, but indications that the constraints will be exceeded require the project manager to escalate to the project board via 'exception' reporting.
Management by Exception can also be exercised between other levels of the project, maybe between Corporate & Programme Management and subsidiary Project Board, or between a Project Manager and Team Manager, by setting tolerances and having exception reporting procedures between these levels.
