Overview, Principles and Tailoring PRINCE2 to the Project Environment

This module focuses on an introduction to PRINCE2, six aspects of project performance,

the definition of project, principles, themes, processes, and the project environment,
benefits of using PRINCE2, and characteristics of a project.

Business Case (BC) Theme

This chapter focuses on understanding the purpose of a business case theme, business
case, and benefits review plan.

Organization (OR) Theme

In this module, participants will learn about the purpose of the organization theme, roles
within the organization theme, the three project interests, stakeholders, and the
purpose of the communication management strategy.

Quality (QU) Theme

This module focuses on the purpose of the quality theme, the difference between
quality assurance and project assurance, objectives of quality review technique,
customer’s quality expectation, and the purpose of project product description; product
description, quality register, quality management strategy.

Plans (PL) Theme

This chapter focuses on the levels of the plan recommended by PRINCE2, four tasks of
product-based planning, the purpose of the plans theme, and the tasks within he
product-based planning technique.

Risk (RK) Theme

In this module, participants will learn about risk and the difference between a threat and
an opportunity, the recommended risk response types, the difference between risk
owner and risk actionee, the purpose of a risk theme, risk management strategy, risk
register, and the concept of risk appetite and risk tolerance.

Change (CH) Theme

This module focuses on the purpose of change theme, three types of issues, activities of
configuration management, the purpose of change budget, and the steps in the
recommended issue and change control procedure.

Progress (PG) Theme

 This chapter focuses on the lines of authority and reporting between the four levels of
management, the difference between event-driven and time-driven controls, the
purpose of the progress theme, the concept of management stages, and tolerances.

Starting up a Project (SU) Process

In this module, participants will learn about the purpose of the SU process, objectives of
SU process, the context of SU process and the purpose of a project brief.

Directing a Project (DP) Process

This module focuses on the purpose of the DP process, objectives of the DP process, and
context of the DP process.

Initiating a Project (IP) Process

This chapter focuses on the purpose of the IP process, objectives of IP process, the
context of IP process, and the purpose of project initiation documentation (PID).

Controlling a Stage (CS) Process

In this module, participants will learn about the purpose of the CS process, objectives of
CS process, and the context of the CS process.

Managing Product Delivery (MP) Process

This module focuses on the purpose of the MP process, objectives of the MP process,
and the context of the MP process.

Managing a Stage Boundary (SB) Process

This chapter focuses on the purpose of the SB process, objectives of SB process, and the
context of the SB process.

Closing a Project (CP) Process

In this module, participants will learn about the purpose of the CP process, objectives of
the CP process, and the context of the CP process.

PRINCE2 Foundation and Practitioner Training

Agenda
The daily agenda of the 4-day PRINCE2 Foundation and Practitioner Training is detailed
below:

 Day One
 Overview, Principles and Tailoring PRINCE2 to the Project Environment

 Six aspects of project performance to be managed

 Definition of a project

 Four integrated elements of principles, themes, processes and the project

environment upon which PRINCE2 is based

 Customer / supplier context of a PRINCE2 project

 Benefits of using PRINCE2

 Seven principles

 Characteristics of a project

 Business Case (BC) Theme

 Definition of project output, an outcome, a benefit and a dis-benefit

 The purpose of the Business Case theme

 The purpose of a:

o Business Case

o Benefits Review Plan

 Identify outputs, outcomes, benefits, and dis-benefits

 Organisation (OR) Theme

 Roles within the Organisation theme

 The purpose of the Organisation theme

 The three project interests and how these are represented within the three
levels of the project management team structure

 The responsibilities and characteristics of the role:

o Project Board

o Project Manager
 o Project Assurance

o Change Authority

o Team Manager

o Project Support

 What a stakeholder is

 The purpose of the Communication Management Strategy

 Quality (QU) Theme

 Recall the recommended quality review team roles

 The purpose of the Quality theme

 The difference between Quality Assurance and Project Assurance

 The objectives of the quality review technique

 The difference between quality planning, quality control, and quality

assurance

 The difference between customer’s quality expectations and acceptance

criteria

 The purpose of a:

o Project Product Description

o Product Description

o Quality Register

o Quality Management Strategy

 Plans (PL) Theme

 Levels of plan recommended by PRINCE2

 Four tasks of product-based planning

 The purpose of the Plans theme

 The levels of plans, their purpose and the interrelationship between the:

o Project Plan

o Stage Plans

o Team Plans

o Exception Plan

 The tasks within the product-based planning technique

 Day Two

 Risk (RK) Theme

 The definition of risk and the difference between a threat and an

opportunity

 The recommended risk response types and whether they are used to
respond to a threat or an opportunity

 The difference between a risk owner and a risk actionee

 The purpose of the Risk theme

 The steps within the recommended risk management procedure. This

should include:

o Identify the context and therefore the influences on a project’s Risk

Management Strategy

o Identify the threats and opportunities that may affect a project’s

objectives

o Estimate risks to assess their probability, impact, and proximity

o Evaluate the net effect of all risks on a project when aggregated

together

o Plan risk management responses

o Implement planned risk management responses, identifying an

appropriate risk owner and/or risk actionee
 o Communicate information related to risks, both within the project
and externally to stakeholders

 The purpose of a risk budget

 The risk probability, risk impact, and risk proximity

 The difference between cause, event, and effect when expressing a risk

 The purpose of a:

o Risk Management Strategy

o Risk Register

 The concept of risk appetite and risk tolerance

 Change (CH) Theme

 Three types of issues

 Five typical activities of configuration management

 The purpose of the Change theme

 The purpose of a change budget

 The purpose of a:

o Project Plan

o Stage Plans

o Team Plans

o Exception Plan

 The steps in the recommended issue and change control procedure

 Progress (PG) Theme

o Lines of authority and reporting between the four levels of

management

o The difference between event-driven and time-driven controls

o The purpose of the Progress theme

o The concept of management stages and the difference between

management and technical stages

o The factors to consider in identifying management stages

o Tolerance(s): when and how tolerances are set, and exceptions

reported, in which management products tolerances are documented and how
management by exception applies to the different levels of management

o The purpose of a:

 Daily Log

 Lessons Log

 Work Package

o The purpose of a:

 End Stage Report

 End Project Report

 Lessons Report

o The purpose of a:

 Checkpoint Report

 Highlight Report

 Exception Report

 Starting up a Project (SU) Process

 The purpose of the SU process

 The objectives of the SU process

 The context of the SU process

 The purpose of a Project Brief

 Directing a Project (DP) Process

 The purpose of the DP process

 The objectives of the DP process

 The context of the DP process

 Day Three

 Initiating a Project (IP) Process

o The purpose of the IP process

o The objectives of the IP process

o The context of the IP process

o The purpose of a Project Initiation Documentation (PID)

 Controlling a Stage (CS) Process

o The purpose of the CS process

o The objectives of the CS process

o The context of the CS process

 Managing Product Delivery (MP) Process

o The purpose of the MP process

o The objectives of the MP process

o The context of the MP process

 Managing a Stage Boundary (SB) Process

o The purpose of the SB process

o The objectives of the SB process

o The context of the SB process

 Closing a Project (CP) Process

o The purpose of the CP process

o The objectives of the CP process

o The context of the CP process

 Day Four

 Controlling a Stage (CS) Process

o The purpose of the CS process

o The objectives of the CS process

o The context of the CS process

 Managing Product Delivery (MP) Process

o The purpose of the MP process

o The objectives of the MP process

o The context of the MP process

 Managing a Stage Boundary (SB) Process

o The purpose of the SB process

o The objectives of the SB process

o The context of the SB process

 Closing a Project (CP) Process

o The purpose of the CP process

o The objectives of the CP process

o The context of the CP process