According to PRINCE2, a project is not considered part of 'business as usual'. The defining attributes of a project include it being a temporary organization that is created for a specific purpose, which contrasts with 'business as usual' that involves ongoing, routine activities within an organization.

Reference: PRINCE2 Foundation manual, PRINCE2 official resources

In PRINCE2, a project is defined as a temporary organization that is set up to deliver one or more business products according to an agreed Business Case. The temporary nature of projects highlights their finite and unique aspects, distinguishing them from regular, ongoing operations.

Reference: PRINCE2 Foundation manual, PRINCE2 official resources

The guiding obligations and good practices which determine whether a project is genuinely being managed using PRINCE2 form the 'Principles' of the method. PRINCE2 is founded on seven principles that must be present in the project management approach to consider the project being managed using PRINCE2.

Reference: PRINCE2 Foundation manual, PRINCE2 official resources

In the context of PRINCE2, the integrated elements include the principles, themes, processes, and tailoring PRINCE2 to the project environment. 'The products' are not listed as one of these integrated elements. Instead, they are outputs or deliverables that result from applying the PRINCE2 methodology to project management.

Reference: PRINCE2 Foundation manual, PRINCE2 official resources

During the Managing a Stage Boundary process, the Stage Plan for the next stage is created and submitted for approval. This plan outlines the work to be done in the upcoming stage and is a critical element for Project Board review before the next stage can commence.

Reference: PRINCE2 Foundation Training Manual; PRINCE2 2017 Foundation handbook.

During the Managing a Stage Boundary process, the Business Case is used to justify the continuing viability of the project. This involves reviewing and, if necessary, updating the Business Case to reflect any changes or new insights that might impact the project's justification. This helps the Project Board make informed decisions about the future progression of the project.

Reference: PRINCE2 7 Foundation handbook and official documents.

Within the Managing a Stage Boundary process, one of the key activities is to produce an Exception Plan. This occurs when the current stage plan cannot be completed within the agreed tolerances. An Exception Plan is needed to replace the Stage Plan for the current stage and requires approval from the Project Board before it can be executed.

Reference: PRINCE2 7 Foundation resources and study materials.

The process that ensures key roles and responsibilities are allocated before a decision is made to initiate a project is 'Starting up a Project'. This process is crucial as it involves the appointment of the project management team and ensures that there is a clear understanding of the project's initial structure and approach before formally initiating the project.

Reference: PRINCE2 7 Foundation handbook and documents.

The purpose of a Project Brief in PRINCE2 is to provide a solid basis for the initiation of the project. The Project Brief includes the outline of the project's objectives, scope, constraints, and assumptions. It is developed during the 'Starting up a Project' process and is used to ensure that a clear, concise, and feasible plan is proposed before the project is formally initiated.

Reference: PRINCE2 7 Foundation resources and materials.