App For Learners Driving License

8/4/17
PRINCE2®
Practitioner Training
PRINCE2® is a registered trade mark of AXELOS Limited

The Swirl logo™ is a trade mark of AXELOS Limited
PRINCE2: History
1996: PRINCE2:
PRojects IN Controlled
1989: PRINCE: Environments 2
PRojects IN Controlled
Environments
1975: PROMPTII:
Project Resource Organization Management
and Planning Techniques
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PRINCE2 Practitioner Exam

ØTime: 2.5 hours (+0.5 hour for non-native)
ØQuestions: 80 questions
ØType: Multiple choice examination questions
ØPass Rate: 55% pass mark (45 marks required)
ØBook: OPEN book (Only AXELOS Material)
vPurpose of the Practitioner Qualification

The purpose of the foundation qualification is to confirm you have sufficient knowledge
and solid skill development of the PRINCE2 application to manage and lead project within
an environment supporting PRINCE2.
Prerequisites
In order to sit the PRINCE2 Practitioner examination you must provide proof of having
passed one of the following:
•PRINCE2 Foundation
•Project Management Professional (PMP)
•Certified Associate in Project Management (CAPM)
•IPMA Level A® (Certified Projects Director)
•IPMA Level B® (Certified Senior Project Manager)
•IPMA Level C® (Certified Project Manager)
•IPMA Level D® (Certified Project Management Associate)
Based on AXELOS PRINCE2® material. Material is reproduced under licence from AXELOS
PRINCE2 Foundation Exam

ØTime: 1 hour
Ø** 05 questions to be trial and not counted in scores but you cannot identify them.
ØBook: Closed book
vPurpose of the Foundation Qualification

and understanding of the PRINCE2 method to be able to work effectively with, or as a
member of, a project management team working within an environment supporting
PRINCE2. The foundation qualification is also a prerequisite for the Practitioner qualification.
vTarget Audience
This qualification is aimed at project managers and aspiring project managers. It is also
relevant to other key staff involved in the design, development and delivery of projects.
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PRINCE2 Foundation Exam

ØTime: 1 hour
Ø** 05 questions to be trial and not counted in scores but you cannot identify them.
ØBook: Closed book
vPurpose of the Foundation Qualification

and understanding of the PRINCE2 method to be able to work effectively with, or as a
member of, a project management team working within an environment supporting
PRINCE2. The foundation qualification is also a prerequisite for the Practitioner qualification.
vTarget Audience
This qualification is aimed at project managers and aspiring project managers. It is also
relevant to other key staff involved in the design, development and delivery of projects.
PRINCE2: Introduction
vPRINCE2 (PRojects IN a Controlled Environment)
vA structured project management methodology
What is a PROJECT? What to CONTROL?

1) Timescales
•Change 2) Scope
•Temporary 3) Costs
•Cross-functional 4) Risk
•Unique 5) Benefits
•Uncertainty 6) Quality
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PRINCE2: Introduction
PRINCE2: Structure & Benefits

qThe PRINCE2 method addresses project
management with üBest practice and governance
FOUR INTEGRATED ELEMENTS üStructured Accountability, Delegation,
Authority and Communication
The 07 The 07
PRINCIPLES THEMES üCan be applied to any type of project
üWidely recognized and understood
üRecognition of project responsibilities
ü Product focus
ü Management by exception
ü Business Case focus
ü Stakeholders representation
ü Promotes learning and continual
improvement
ü Ability to reuse project assets
The Project
PROCESSES Environment
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Themes, Principles and Processes

• PRINCE2 Themes (Pillars)
– The PRINCE2 themes describe aspects of project management that must
be addressed continually and in parallel throughout the project. The seven
themes explain the specific treatment required by PRINCE2 for various
project management disciplines and why they are necessary
• The principles (Core/ Foundation)
– These are the guiding obligations and good practices that determine
whether the project is genuinely being managed using PRINCE2. There are
seven principles and unless all of them are applied, it is not a PRINCE2
project.
• The processes
– These describe a step-wise progression through the project lifecycle
from getting started to project closure. Each process provides
checklists of recommended activities, products and related
responsibilities.
PRINCE2: 07 Principles
Tailor to suit Continued

the project business
Adoption of environment justification
these Principles
that
characterizes Focus on Learn from
whether a products experience
project is using
PRINCE2, NOT
the adoption of Defined
processes and Manage by roles and
exception responsibiliti
documents es
alone.
Manage by
stages
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Continued business justification
• There is a justifiable reason to start it
• The justification should remain valid throughout the life of the project
• The justification is documented and approved
Learn from experience

• Starting a project: Previous or similar projects should be reviewed
• During project progress: The project should continue to learn & included in all reports and reviews
• At project closure: The project should pass on lessons.
Defined roles and responsibilities

• ‘Business’ sponsors who endorse the objectives
• ‘Users’ who, after the project is completed, will use the products
• ‘Suppliers’ who provide the resources and expertise required by the project
Manage by stages
• Dividing the project into a number of management stages
• Having a high-level Project Plan and a detailed Stage Plan
• Planning, delegating, monitoring and controlling the project on a stage-by-stage basis.
Manage by exception
• Delegating authority from one management level to the next by setting tolerances
against Time, Scope, Cost, Risks, Benefits, Quality
• Setting up controls so that if those tolerances are forecast to be exceeded, they are
immediately referred up to the next management layer
• Putting an assurance mechanism in place so that each management layer can be
confident that such controls are effective.
Focus on products
• PRINCE2 is is output-oriented not activity oriented.

• PRINCE2 project uses Product Descriptions to provide such clarity by defining each
product’s purpose, composition, derivation, format, quality criteria and quality method
Tailor to suit the project environment
• Ensure the project management method relates to the project’s environment

• Ensure that project controls are based on the project’s scale, complexity, importance,
capability and risk
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PRINCE2: 07 Themes
PRINCE2: 07 Themes
Business Case: Why?
Organization: Who?
Quality: What?
Plans: How? How much?
Themes
When?
Risk: What if?
Change: What’s the impact?

Progress/ Control: Where
are we now? Where are we
going?
üAll seven themes must be applied in a project

üCan be tailored according to the scale, nature and complexity
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PRINCE2: 07 Themes
Business Case: Why?
Organization: Who?
Quality: What?
Themes
When?
Risk: What if?

going?
PRINCE2: Business Case (BC) Theme
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What? Outputs, Outcomes, Benefits & Dis-benefit
üDocumentation of the business justification vOutput is any of the project’s specialist

describing the reasons for the project based products (tangible or intangible)
on estimated costs, risks and the expected vOutcome is the result of the change
benefits. derived from using the project’s outputs
Purpose (Why?):
vBenefit is the measurable improvement
üMechanisms to judge whether the project resulting from an outcome.
is (and remains) viable and achievable,
vDis-benefit is an outcome perceived as
therefore worthwhile investing in. negative by one or more stakeholders.
When?
üThe Business Case is developed at the
Benefits Review Plan is used to define
beginning of the project. how and when a measurement of the
üFormally verified by the Project Board at achievement of the project’s benefits can be
made.
each key decision points (stages).
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The PRINCE2 approach to the Business Case:
Develop:
•At the beginning of the project
•Getting the right information upon which decisions can be made
Verify:
•Throughout the life of the project
•Assessing whether the project is (still) worthwhile
Maintain:
•By the Project Board at each key decision point
•To update the Business Case with actual costs and benefits and current forecasts for costs
and benefits
Confirm:
•Throughout the period as the benefits accrue
•Assessing whether the intended benefits have been (or will be) realized. Confirming
benefits will mostly take place post project

The contents of typical a Business Benefits Review Plan Composition
Case •The scope of the Benefits Review Plan covering
what benefits are to be measured
•An executive summary •Who is accountable for the expected benefits
•Reasons •How to measure achievement of expected
•Business options benefits, and when they can be measured
•Expected benefits •What resources are needed to carry out the review
•Expected dis-benefits work
•Timescale •Baselines from which the improvements will be
•Costs calculated
•Investment appraisal •How the performance of the project’s product will
•Major risks. be reviewed.
Executive: Responsible for the Business Case for the duration of the project.
Project Manager: Prepares the Business Case on behalf of the Executive.
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Role Responsibilities
Provide the project mandate and define any standards to which the Business Case needs to
Corporate or be developed.
programme Hold the Senior User(s) to account for realizing the post-project benefits enabled by the
management project’s products.
Responsible for the Benefits Review Plan (post-project).
Responsible for the Business Case for the duration of the project.
Responsible for the Benefits Review Plan (for the duration of the project) unless being
Executive managed by corporate or programme management.
Oversee the development of a viable Business Case, ensuring that the project is aligned with
corporate strategies, and secure the funding for the project.
Responsible for the supplier Business Case(s) (if they exist) – see section 19.6.1.1.
Senior User
Confirm that the products required can be delivered within the expected costs and are viable.
Prepare the Business Case on behalf of the Executive.
Conduct impact analysis of any new or revised issues or risks that affect the project’s
Senior Supplier
desirability, viability or achievability against the original basis for approving the project.
Assess and update the Business Case at the end of each management stage.
Prepare the Business Case on behalf of the Executive.
Conduct impact analysis of any new or revised issues or risks that affect the project’s
Project Manager desirability, viability or achievability against the original basis for approving the project.
Assess and update the Business Case at the end of each management stage.
Assess and report on project performance at project closure.

Assist in the development of the Business Case.
Verify and monitor the Business Case against external events and project progress.
Ensure the project fits with overall programme or corporate strategy.
Monitor project finance on behalf of the customer.
Ensure the value-for-money solution is constantly reassessed.
Project Assurance
Monitor changes to the Project Plan to identify any impact on the needs of the business or
the Business Case.
Review the impact assessment of potential changes on the Business Case and Project Plan.
Verify and monitor the Benefits Review Plan for alignment to corporate or programme
management.
The Business Case should have a baseline and therefore be under configuration
Project Support management. Project Support should advise the Project Manager of any proposed or actual
changes to products that affect the Business Case.
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PRINCE2: 07 Themes
Business Case: Why?
Organization: Who?
Quality: What?
Themes
When?
Risk: What if?

going?
PRINCE2: Organization (OR) Theme
Copyright © AXELOS Limited 2009. Material is reproduced under licence from AXELOS. Based on AXELOS PRINCE2® material. Material is reproduced under licence from AXELOS
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Purpose:
vTo define and establish the project’s structure of accountability and
responsibilities (the who?).
vThree project interests: The Project Board should include representation from
each of the business, user and supplier interests at all times.
Directing
Managing
Delivering
04 levels Project management team structure

Copyright © AXELOS Limited 2009. Material is reproduced under licence from AXELOS. Based on AXELOS PRINCE2® material. Material is reproduced under licence from AXELOS
PRINCE2: Organization (OR) Theme (Contd…)

• Executive, Senior User(s) and Senior Supplier(s)
Project Board • Accountable for the success or failure of the project
• Providing the resources and authorizing the funds
• The single focus for day to day management of a project
Project Manager • Manages the Team Managers and Project Support
•Monitoring all aspects of the project’s performance and products

Project independently of the Project Manager
Assurance •It is shared between Board members and other individuals (outside the board)
• Group delegated by Project Board with responsibility for the
Change consideration of requests for change or off-specifications
Authority • Authorized with a change budget
• Ensure production of project’s products allocated by the Project Manager
Team Manager • Team Manager role may be assigned to the PM or a separate person
based on size & complexity of the project.
• Providing administrative services or advice and guidance
Project Support • It can either be carried out by PM or delegated to separate individual or
group
Communication Management Strategy: Contains the means and frequency of communication

(bi-directional) to parties both internal and external to the project.
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Project Board
•Accountable to corporate or programme management for the success of the project.
•Approve: The Project Brief, Project Initiation Documentation, Stage Plan for the initiation
stage, completed products, Exception Plans
•Authorize: project initiation, start of the project, each management stage, project closure
•Provide overall guidance and direction to the project manager
•Make decisions on escalated issues
•Confirm acceptance of the project product
Composition of Communication Management Strategy:
•Introduction
•Communication procedure •Timing of communication
• Tools and techniques • Roles and
• Records • Stakeholder analysis:
• Reporting • Information needs for each interested party

Project Team structure:: Roles and responsibilities:
Executive
•Ultimate responsible for the project, supported by the Senior User and Senior Supplier. The
Executive is the ultimate decision maker in the board
•Design and appoint the project management team (in particular the Project Manager)
•Oversee: the development of the Project Brief, the detailed Business Case
•Hold the Senior Supplier to account for the quality and integrity of the products
•Hold the Senior User to account for realizing the benefits defined in the Business Case
•Monitor and control the progress of the project at a strategic level
•Escalate issues and risks to corporate or programme management
•Ensure that risks associated with the Business Case are identified, assessed and controlled
•Ensure overall business assurance of the project
Senior User
•The role represents the interests of all those who will use the project’s products (including
operations and maintenance)
•Provide the customer’s quality expectations and define acceptance criteria
•Ensure that the project produces products that will deliver the desired outcomes, and meet
•user requirements
•Resolve user requirements and priority conflicts
•Undertake Project Assurance from the user perspective
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Senior Supplier
•The Senior Supplier represents the interests of those designing, developing, facilitating,
procuring and implementing the project’s products.
•Assess and confirm the viability of the project approach
•Advise on the selection of design, development and acceptance methods
•Ensure that the supplier resources required for the project are made available
•Resolve supplier requirements and priority conflicts
•Undertake Project Assurance from the supplier perspective
The many facets of

the Project Manager
role

Corporate or Appoint the Executive and (possibly) the Project Manager.
programme Provide information to the project as defined in the Communication
management Management Strategy.
Appoint the Project Manager (if not done by corporate or programme
management).
Executive Confirm the appointments to the project management team and the
structure of the project management team.
Approve the Communication Management Strategy.
Provide user resources.

Senior User
Define and verify user requirements and expectations.
Senior Supplier Provide supplier resources.
Prepare the Communication Management Strategy.

Review and update the Communication Management Strategy.
Project Manager
Design, review and update the project management team structure.
Prepare role descriptions.
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Manage project team members.
Team Manager
Advise on project team members and stakeholder engagement.
Advise on selection of project team members.
Advise on stakeholder engagement.
Project Assurance
Ensure that the Communication Management Strategy is appropriate
and that planned communication activities actually take place.
Project Support Provide administrative support for the project management team.
PRINCE2: 07 Themes
Business Case: Why?
Organization: Who?
Quality: What?
Themes
When?
Risk: What if?

going?
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PRINCE2: Quality (QU) Theme

Purpose:
vDefine and implement the means by which the project will create and verify products that are fit for
purpose.
Quality Provide assurance to the project’s stakeholders that the project is being conducted appropriately and properly.
Assurance Not same as project assurance.
Quality Defines the products requirements, their quality criteria, quality methods and the responsibilities of those involved.
planning
Quality Fulfils the requirements for quality
control Identify ways of eliminating causes of unsatisfactory performance
Customer’s The key quality requirements for the project product
quality Any measurements that may be useful for assessment
expectations Any standards and processes that will need to be applied
Acceptance A prioritized list of measurable definitions of the attributes required
criteria
Product Understand the detailed nature, purpose, function and appearance of the product
Description Identify the level of quality required of the product
(Scope) Define the people or skills required to produce, review and approve the product.
Project special form of Product Description that defines what the project must deliver
Product Define the customer’s quality expectations
Description Define the acceptance criteria, method and responsibilities for the project.
(Deliverables)
Quality Used to summarize all the quality management activities that are planned or have taken place
Register
Quality Used to define the quality techniques and standards to be applied, and the various responsibilities for achieving the required
Management quality levels
Strategy
Quality To assess the conformity of a product against set criteria
review 4 Team roles: Chair, Presenter, Reviewer, Administrator
technique
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The PRINCE2 approach to Quality What does a typical Quality Management
• Quality planning Strategy contain?
•The customer’s quality expectations
•Acceptance criteria
•Introduction
•The Project Product Description
•The Quality Management Strategy •Quality management procedure
•Product Descriptions •Quality planning
§Quality criteria
§Quality tolerances •Quality control
§Quality responsibilities •Quality standards
•Producer
•Reviewer(s) •Quality assurance
•Approver(s) •Tools and techniques
•The Quality Register
• Quality control
•Records
• Quality methods •Reporting
• In-process’ methods
•Timing of quality management activities
• Appraisal methods
• Quality records •Roles and responsibilities
• Approval records
• Acceptance records
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Corporate or programme Provide details of the corporate or programme quality management system
management Provide quality assurance
Approve the Project Product Description
Executive Approve the Quality Management Strategy
Confirm the acceptance of the project product
Provide customer's quality expectations and acceptance criteria
Approve the Project Product Description
Approve the Quality Management Strategy
Senior User
Approve the Product Descriptions for key user products
Provide resources to undertake user quality activities and product approval
Provide acceptance of the project product
Approve the Project Product Description (when necessary)
Approve the Quality Management Strategy
Senior Supplier Approve the quality methods, techniques and tools used during product development
Provide resources to undertake supplier quality activities
Approve Product Descriptions for key specialist products
Document the customer's quality expectations and acceptance criteria
Prepare the Project Product Description (with users)
Prepare the Quality Management Strategy
Project Manager
Prepare and maintain Product Descriptions
Ensure that Team Managers implement quality controls as agreed in Product Descriptions
and Work Packages
Roles & Responsibilities

Produce products as specified in Product Descriptions
Manage quality records for the products concerned
Team Manager
Assemble quality records
Advise the Project Manager of product quality status
Advise the Project Manager on the Quality Management Strategy
Assist the Project Board and Project Manager by reviewing Product Descriptions
Project Assurance
Advise the Project Manager on suitable reviewers/approvers
Assure the Project Board on the implementation of the Quality Management Strategy
Provide administrative support for quality controls
Maintain the Quality Register and quality records
Project Support
Assist Team Managers and team members during the application of quality processes of the
project
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Compare Project Assurance and Quality Assurance
PRINCE2: 07 Themes
Business Case: Why?
Organization: Who?
Quality: What?
Themes
When?
Risk: What if?

going?
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PRINCE2: Plans (PL) Theme

Purpose:
To facilitate communication and control by defining the means of delivering the products (the where and
how, by whom, and estimating the when and how much).
Exception Plans:
3 levels of plan: üPrepared for the appropriate management level to show
1. Project Plan the actions required to recover from the effect of a tolerance
2. Stage plans deviation.
üIf approved, the Exception Plan will replace the plan that is
3. Team plans in exception
Write the Project Product Description For Project Plan only
Create the product breakdown structure
Write the Product Descriptions All levels of plan
Create the product flow diagram
Product-based planning technique

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Product Breakdown Structure
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Corporate or Set project tolerances and document them in the project mandate.
programme Approve Exception Plans when project-level tolerances are forecast to be exceeded.
management Provide the corporate or programme management planning standards.
Approve the Project Plan.
Define tolerances for each stage and approve Stage Plans.
Executive
Approve Exception Plans when stage-level tolerances are forecast to be exceeded.
Commit business resources to Stage Plans (e.g. finance).
Ensure that Project Plans and Stage Plans remain consistent from the user perspective.
Senior User
Commit user resources to Stage Plans.
Ensure that Project Plans and Stage Plans remain consistent from the supplier perspective.
Senior Supplier
Commit supplier resources to Stage Plans.
Design the plans.
Prepare the Project Plan and Stage Plans.
Decide how management and technical stages are to be applied and design Stage Plans.
Project Manager
Instruct corrective action when Work Package-level tolerances are forecast to be exceeded.
Prepare an Exception Plan to implement corporate management, programme management
or the Project Board’s decision in response to Exception Reports.

Prepare Team Plans.
Team Manager
Prepare schedules for each Work Package.
Monitor changes to the Project Plan to see whether there is any impact on the needs of
Project Assurance the business or the project Business Case.
Monitor stage and project progress against agreed tolerances.
Assist with the compilation of Project Plans, Stage Plans and Team Plans.
Project Support Contribute specialist expertise (for example, planning tools).
Baseline, store and distribute Project Plans, Stage Plans and Team Plans.
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PRINCE2: 07 Themes
Business Case: Why?
Organization: Who?
Quality: What?
Themes
When?
Risk: What if?

going?
PRINCE2: Risk (RK) Theme
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Purpose:
vTo identify, assess and control uncertainty
Threat An uncertain event that could have a negative impact on objectives
Opportunity An uncertain event that could have a favourable impact on objectives.
Risk appetite An organization’s unique attitude towards risk taking

Represent the levels of exposure that, when exceeded, will trigger an Exception Report
Risk tolerances
Threat Avoid, Reduce, Fallback, Transfer, Share, Accept
responses
Opportunity Exploit, Enhance, Share, Reject
responses
Communication Checkpoint Reports, Highlight Reports, End Stage Reports, End Project Reports, Lessons Reports.
sum of money included within the project budget and set aside to fund specific management
Risk budget responses to the project’s risks
Risk owner Responsible for the management, monitoring and control of all aspects of a particular risk
Risk actionee Assigned to carry out a risk response action

Probability: The chances of the risk to occur
Risk Scales Impact: Quantified effect of the risk should it materialize
Proximity/ Closeness: The time when risk might occur and its severity according to when it occurs
Risk Register Records of identified risks relating to the project, including their status and history

Related Registers and their components
Register Compositions
Quality Register Quality identifier, product identifier, product title, Method, Roles
and responsibility, date, results, quality record
Risk Register Risk identifier, author, date registered, risk category, risk
description, probability/impact, proximity, risk response strategy,
risk response, risk status, risk owner, risk actionee
Issue Register Issue identifier, issue type, date issue raised, raised by, issue
report author, issue description, priority, severity, Status, Closure
date
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The risk management procedure
Identify
Communicate
Implement Assess
Plan

Risk Management Strategy: Risk Register: Risk Response categories
•Introduction •Risk identifier

•Risk management Threats Opportunities
procedure •Risk author
•Tools and techniques •Date registered Avoid Enhance
•Records
•Reporting •Risk category
Reduce Exploit
•Timing of risk •Risk description
management activities
•Probability, impact and Fallback Reject
•Roles and responsibilities
•Scales expected value
•Proximity •Proximity Transfer Share
•Risk categories
•Risk response categories •Risk response categories
Accept
•Early-warning indicators •Risk response
•Risk tolerance
•Risk budget •Risk status Share
•Risk owner
•Risk actionee
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Corporate or
Provide the corporate risk management policy and risk management process guide (or
programme
similar documents).
management
Be accountable for all aspects of risk management and, in particular, ensure a project Risk
Management Strategy exists.
Executive
Ensure that risks associated with the Business Case are identified, assessed and controlled.
Escalate risks to corporate or programme management as necessary.
Ensure that risks to the users are identified, assessed and controlled (such as the impact on
Senior User
benefits, operational use and maintenance).
Ensure that risks relating to the supplier aspects are identified, assessed and controlled
Senior Supplier
(such as the creation of the project’s products).
Create the Risk Management Strategy.
Create and maintain the Risk Register.
Project Manager
Ensure that project risks are being identified, assessed and controlled throughout the
project lifecycle.
Team Manager Participate in the identification, assessment and control of risks.
Review risk management practices to ensure that they are performed in line with the
Project Assurance
project’s Risk Management Strategy.
Project Support Assist the Project Manager in maintaining the project’s Risk Register.
Responsibilities relevant to the Risk theme
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PRINCE2: 07 Themes
Business Case: Why?
Organization: Who?
Quality: What?
Themes
When?
Risk: What if?

going?
PRINCE2: Change (CH) Theme
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Purpose:
vTo identify assess and control any potential and approved changes to the baseline.
Issue: It can be a concern, query, request for change, suggestion or off specification raised during a
project.
03 Types of issues: Request for change, Off-specification, Problem/concern
Configuration Management Strategy: Defines the configuration management procedure, issue and change
control procedure, tools and techniques to use, records keeping, roles and responsibilities of configuration
management
Configuration Item (CI) Record: Provides a set of information such as the status, version and variant of
each configuration item and any details of important relationships between them.
Product Status Account: provide information about the state of the products within defined limits.
Issue Register: Issue Register captures and maintains information on all of the issues that are being
managed formally.
Issue Report: a report containing the description, impact assessment and recommendations for an issue
that need to handled formally.
PRINCE2: Change (CH) Theme (contd…)

05 Core activities of Configuration management procedure
Planning Identification Control Status accounting Verification and audit
Issue and change control procedure
Copyright © AXELOS Limited 2009. Material is reproduced under licence from AXELOS.
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Configuration management procedure
•Planning: Deciding what level of configuration management will be required and planning
how this level is to be achieved.
•Identification: Specifying and identifying all components of the project’s products (known as
configuration items) at the required level of control.
•Control: The ability to approve and baseline products and to make changes only with the
agreement of appropriate authorities.
•Status accounting: The reporting of all current and historical data concerning each product in
the form of a Product Status Account.
•Verification and audit: A series of reviews and configuration audits to compare the actual
status of all products against the authorized state of products as registered in the
Configuration Item Records.

Corporate or
programme Provide the corporate or programme strategy for change control and configuration management.
management
Determine the Change Authority and change budget.
Set the severity classification for issues.
Executive Set the priority classification for requests for change and off-specification.
Respond to requests for advice from the Project Manager.
Decide on escalated issues, focused on continued business justification.
Senior User
Decide on escalated issues, focused on the protection of the expected benefits.
Senior Supplier
Decide on escalated issues, focused on the protection of the integrity of the complete solution.
Manage the configuration management procedure, assisted by Project Support when possible.
Manage the issue and change control procedure, assisted by Project Support when possible.
Project Manager
Create and maintain the Issue Register, assisted by Project Support when possible.
Implement corrective actions.
Team Manager Implement corrective actions.
Project Assurance Advise on examining and resolving issues.
Administer the configuration management and issue and change control procedures: Maintain
Configuration Item Records.
Project Support
Produce the Product Status Accounts.
Assist the Project Manager during the maintenance of the Issue Register.
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Configuration Item Record Configuration Management Issue Register
Strategy
§Project identifier §Issue identifier
§Item identifier §Introduction §Issue type
§Current version §Configuration management §Date raised
§Item title procedure §Raised by
§Date of last status change §Issue and change control §Issue Report author
§Owner procedure §Issue description
§Location §Priority
§Tools and techniques
§Copy holders
§Records §Severity
§Item type
§Reporting §Status
§Item attributes
§Stage §Timing §Closure date
§Users §Roles and responsibilities
§Status §Scales for priority and
§Product state (if used) severity
§Variant (if used)
§Producer
§Date allocated
§Relationship with other items
§Cross-references

Issue Report Product Status Account
§Issue identifier §Report scope

§Issue type §Date produced
§Date raised §Product status
§Raised by
§Issue Report author
§Issue description
§Impact analysis
§Recommendation
§Priority
§Severity
§Decision
§Approved by
§Decision date
§Closure date
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PRINCE2: 07 Themes
Business Case: Why?
Organization: Who?
Quality: What?
Themes
When?
Risk: What if?

going?
PRINCE2: Control/Progress (PG) Theme
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Purpose:
vTo establish mechanisms to monitor and compare actual achievements against those
planned.
Event-driven controls: Take place when a specific event occurs (include organizational events that might
affect the project
Time-driven controls: Take place at predefined periodic intervals.
Daily Log: used to record informal issues, required actions or significant events not caught by other
PRINCE2 registers or logs
Lessons Log: A project repository for lessons that apply to this project or future projects
Work Package: A set of information about one or more required products collated by the Project Manager
passed to a Team Manager or team member for work or delivery.
End Project Report: used during project closure to review how the project performed
End Stage Report: used to give a summary of progress to date, the overall project situation, and sufficient
information for a Project Board to decision on what to do next.
Lessons Report: used to pass on any lessons that can be usefully applied to other projects

Checkpoint Report: Used to report, at a frequency defined in the Work Package, the status of the Work
Package.
Exception Report: produced when a Stage Plan or Project Plan is forecast to exceed tolerance levels set.
Highlight Report: used to provide the Project Board (and possibly other stakeholders) with a summary of
the stage status at intervals defined by them.
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Delegating tolerance and reporting actual and forecast progress
Corporate or programme management

Project
Project
tolerances
exceptions
Project Board
Stage
tolerances Stage
exceptions
Project Manager
Work Packages
tolerances Work Packages
exceptions
Team Manager
Based on AXELOS PRINCE2® material. Material is

reproduced under licence from AXELOS
PRINCE2: Progress (PG) Theme (contd…)

The four levels of management
• Corporate or programme management

Sits outside the project but sets the overall
The PRINCE2 approach to progress requirements and tolerance levels for the
project
1. Delegating authority • The Project Board
2. Use of management stages for Has overall control at a project level, as
control long as forecasts remain within project
3. Event-driven and time-driven tolerance, and will allocate tolerances for
controls each management stage to the Project
4. Raising exceptions Manager.
• The Project Manager
Has day-to-day control for a management
stage within the tolerance limits laid down
by the Project Board.
• The Team Manager
Has control for a Work Package, but only
within the Work Package tolerances agreed
with the Project Manager.
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The six tolerance areas by level

Corporate or Provide project tolerances and document them in the project mandate.
programme Make decisions on Exception Plans when project-level tolerances are forecast to be
management exceeded.
Provide stage tolerances.
Ensure that progress towards the outcome remains consistent from the business
perspective.
Executive Make decisions on Exception Plans when stage-level tolerances are forecast to be
exceeded.
Recommend future action on the project to corporate or programme management if
the project tolerance is forecast to be exceeded.
Ensure that progress towards the outcome remains consistent from the user
Senior User
perspective.
Ensure that progress towards the outcome remains consistent from the supplier
Senior Supplier
perspective.
Assist with the compilation of reports.
Contribute specialist tool expertise (for example, planning and control tools).
Project Support Number, record, store and distribute Issue Reports and Exception Reports.
Assist the Project Manager in maintaining the Issue Register and Risk Register.
Maintain the Quality Register on behalf of the Project Manager.
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Authorize Work Packages.
Monitor progress against Stage Plans.
Produce Highlight Reports, End Stage Reports , Lessons Reports and End Project Report.
Project Manager
Produce Exception Reports for the Project Board when stage-level tolerances are
forecast to be exceeded.
Maintain the project’s registers and logs.
Agree Work Packages with the Project Manager.
Inform Project Support of completed quality activities.
Team Manager
Produce Checkpoint Reports.
Notify the Project Manager of any forecast deviation from Work Package tolerances.
Verify the Business Case against external events and project progress.
Verify changes to the Project Plan to see whether there is any impact on the needs of
Project Assurance
the business or the Business Case.
Confirm stage and project progress against agreed tolerances.
PRINCE2:Processes
PRINCE2 is a process-based approach for project management
07
Processes
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PRINCE2:Processes
PRINCE2:Processes
Initiation Final
Pre-Project Subsequent Stages Delivery
Stage Stage
Directing a Project
Directing
SU
SB SB CP
Managing Controlling a
IP Controlling a Stage Stage
Delivering Managing Product Managing

Product
Delivery Delivery
SU = Starting up a Project
IP = Initiating a Project
SB = Managing a Stage Boundary
CP = Closing a Project Based on AXELOS PRINCE2® material. Material is reproduced under licence from AXELOS
40
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PRINCE2:Processes
PRINCE2 process model
Purpose Objective Context Activities
Activities
Activities
Actions
Actions
Actions
For Each Activity there are 03 responsibilities:
Producer – responsible for Reviewer – Ideally Approver – confirms

product’s production independent of production approval
PRINCE2:Processes
Starting Up a Project
Initiation Final
Stage Stage
Directing a Project
Directing
SU
SB SB CP

Product
Delivery Delivery
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PRINCE2: Starting up a Project (SU) Process

PURPOSE:
vThe Starting up a Project process is to ensure that the prerequisites for Initiating a Project
are in place.
vIt prevents poorly conceived projects from ever being initiated as it is about approving
the initiation of viable projects
OBJECTIVE:
vEnsures there is a business justification for initiating the project
vMakes sufficient information available to define and confirm the scope of the project
vEvaluates the various ways the project can be delivered and a project approach selected
CONTEXT:
vPRINCE2 calls the trigger for a project as project mandate.
vDuring SU process board must have enough information to make the decision to initiate the
Project.
vThis this time the outline Business case & Project Brief are assembled.
A Project Brief is used to provide a full and firm foundation

for the initiation of the project and is created in the Starting
up a Project process.
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Activities of Starting up a Project (SU) Process
Appoint the Executive and Design and appoint the

Capture previous lessons
the Project Manager project management Team
• Review the project • Create the Lessons Log • Review the Lessons Log for
mandate and check • Review related Lessons lessons related to the
understanding Reports from similar project management team
• Appoint the Executive previous Project structure
• The Executive to appoint • Review any lessons from • Design the project
the Project Manager corporate management, management team
• Create the Daily Log programme management • Appoint the project
• Consult with individuals or management team
teams with previous • If any risks are identified,
experience of similar add them to the Daily Log
projects
• If appropriate, record any
lessons identified in the
Lessons Log.

Select the project approach

Prepare the outline
and assemble the Project Plan the initiation stage
Business Case
Brief
• Executive to draft the • Evaluate the possible • Based on the project
outline Business Case delivery solutions and approach, decide upon
• Project Manager to create decide upon the project suitable management
the Project Product approach controls
Description • Assemble the Project Brief • Produce the Stage Plan for
• Review the risks captured • Use the Daily Log to record the initiation stage
in the Daily Log any new issues or risks • Review any risks in the
Daily Log and assess their
impact on the Stage Plan
• If any new risks are
identified (or existing ones
have changed), update the
Daily Log
• Request authorization to
initiate the projec
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Project Brief Composition:
•Project definition
•Outline Business Case
•Project Product Description
•Project approach
•Project management team structure
•Role descriptions
• References To any associated documents or products
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PRINCE2:Processes
Directing a Project
Initiation Final
Stage Stage
Directing a Project
Directing
SU
SB SB CP

Product
Delivery Delivery
PRINCE2: Directing a Project (DP) Process
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PURPOSE:
vTo enable the Project Board to be accountable for the project’s success by making key
decisions and exercising overall control while delegating day-to- day management of the
project to the Project Manager.
OBJECTIVE:
vTo Ensure there is authority to initiate the project
vMaking sure there is authority to deliver the project’s products
vManagement direction provided throughout the project and that the project remains viable
vCorporate or programme management has an interface to the project
vThere is authority to close the project
vPlans for realizing the post-project benefits are managed and reviewed.
CONTEXT:
vIt does not cover the day-to-day activities of the Project Manager. It is for project board.
vThe Project Board manages by exception. It monitors via reports and controls through a
small number of decision points
vThis process provides a mechanism for the Project Board to achieve such assurance without
being overburdened by project activity

Appoint the Executive and Design and appoint the

Capture previous lessons
the Project Manager project management Team
• Review the project • Create the Lessons Log • Review the Lessons Log for
mandate and check • Review related Lessons lessons related to the
understanding Reports from similar project management team
• Appoint the Executive previous Project structure
• The Executive to appoint • Review any lessons from • Design the project
the Project Manager corporate management, management team
• Create the Daily Log programme management • Appoint the project
• Consult with individuals or management team
teams with previous • If any risks are identified,
experience of similar add them to the Daily Log
projects
• If appropriate, record any
lessons identified in the
Lessons Log.
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Select the project approach

Prepare the outline
and assemble the Project Plan the initiation stage
Business Case
Brief
• Executive to draft the • Evaluate the possible • Based on the project
outline Business Case delivery solutions and approach, decide upon
• Project Manager to create decide upon the project suitable management
the Project Product approach controls
Description • Assemble the Project Brief • Produce the Stage Plan for
• Review the risks captured • Use the Daily Log to record the initiation stage
in the Daily Log any new issues or risks • Review any risks in the
Daily Log and assess their
impact on the Stage Plan
• If any new risks are
identified (or existing ones
have changed), update the
Daily Log
• Request authorization to
initiate the projec

Project Brief Composition:
•Project definition
•Outline Business Case
•Project Product Description
•Project approach
•Project management team structure
•Role descriptions
• References To any associated documents or products
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PRINCE2:Processes
Directing a Project
Initiation Final
Stage Stage
Directing a Project
Directing
SU
SB SB CP

Product
Delivery Delivery

PURPOSE:
vTo enable the Project Board to be accountable for the project’s success by making key
decisions and exercising overall control while delegating day-to- day management of the
project to the Project Manager.
OBJECTIVE:
vTo Ensure there is authority to initiate the project
vMaking sure there is authority to deliver the project’s products
vManagement direction provided throughout the project and that the project remains viable
vCorporate or programme management has an interface to the project
vThere is authority to close the project
vPlans for realizing the post-project benefits are managed and reviewed.
CONTEXT:
vIt does not cover the day-to-day activities of the Project Manager. It is for project board.
vThe Project Board manages by exception. It monitors via reports and controls through a
small number of decision points
vThis process provides a mechanism for the Project Board to achieve such assurance without
being overburdened by project activity
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Activities of Directing a Project (DP) Process
Authorize initiation
•Review and approve the Project Brief
•Review and approve the Project Product Description
•Verify that the outline Business Case demonstrates a viable project
•Review and approve the Stage Plan for the initiation stage
•Inform all stakeholders the project is being initiated
•Authorize the Project Manager to proceed with the initiation stage.
Authorize the project

•Confirm an adequate and suitable Business Case exists
•The Project Plan is adequate to deliver the Business Case
•Ensure the project’s strategies and controls support delivery of the Project Plan
•Establish the mechanisms for measuring and reviewing the projected benefits
•Review and approve the Project Initiation Documentation
•Review and approve the Benefits Review Plan
•Notify corporate or programme management that the project has been authorized
•Authorize the Project Manager to deliver the project

Activities of Directing a Project (DP) Process
Authorize a Stage or Exception Plan

• Review and approve the End Stage Report
• Review the Stage Plan or Exception Plan
• Approve the plan(s) and authorize the Project Manager to proceed
• Communicate the status of the project to corporate or programme management
Give ad hoc direction
• Responding to requests
• Responding to reports
• Responding to external influences (e.g. changes in corporate priorities)
• Responding to Project Board members’ concerns
• Responding to changes in Project Board composition
Authorize project closure
• Review the original and current versions of the Project Initiation Documentation
• Review and approve the End Project Report
• Ensure that the post-project benefits review
• Review and gain approval for the updated Benefits Review Plan
• Confirm the updated Business Case by comparing actual and forecast benefits
• Review and issue a project closure notification
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PRINCE2:Processes
Initiating a Project
Initiation Final
Stage Stage
Directing a Project
Directing
SU
SB SB CP

Product
Delivery Delivery
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PRINCE2: Initiating a Project (IP) Process

PURPOSE:
vTo establish solid foundations for the project, enabling the understanding of the work that
needs to be done to deliver the project’s products before committing to a significant spend
OBJECTIVE:
vTo Ensure there is common understanding of:
üThe reasons, the benefits expected and the associated risks of doing the project
üThe scope of what is to be done.
üHow , when and at what cost the project’s products will be delivered
üHow baselines will be established and controlled
üHow risks, issues and changes will be identified, assessed and controlled
üHow progress will be monitored and controlled
CONTEXT:
vIt is aimed at laying down the foundations in order to achieve a successful project
vAllows the Project Board to decide whether or not the project is sufficiently aligned with
corporate or programme objectives to authorize its continuation.
vAvoids committing significant financial resources to a project without full understanding
Project Initiation Documentation (PID):
•Ensure that the project has a sound basis before asking the Project Board to make any major commitment to the project
•Act as a base document against which the Project Board and Project Manager can assess progress
•Provide a single source of reference about the project
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Activities of Initiating a Project (IP) Process
Prepare the Configuration Management

Prepare the Risk Management Strategy
Strategy
• Review the Project Brief • Review the Project Brief
• Seek lessons from similar previous • Seek lessons from similar previous
projects projects
• Review the Daily Log for any issues and • Review the Daily Log for related issues
risks and risks
• Define the Risk Management Strategy • Define the configuration Management
• Consult with Project Assurance to check Strategy
that the proposed Strategy meets the • Consult with Project Assurance to check
needs that proposed Strategy meets the needs
• Create the Risk Register • Create the initial Configuration Item
• Seek Project Board approval for the Risk Records
Management Strategy • Create the Issue Register
• Update the Risk Register, Issue Register
and/or Daily Log
• Seek Project Board approval

Prepare the Communication Management

Prepare the Quality Management Strategy
Strategy
• Review the Project Product Description to • Review the Project Brief

understand the customer’s quality • Seek lessons from similar previous projects
expectations • Review the Risk Register and Issue Register for
• Review the Project Brief to find out any associated risks and issues
practices of quality management need to be • Identify and/or review stakeholders, and
applied by the project consult
• Seek lessons from similar previous projects • them for their information needs
• Review the Risk Register and Issue Register • Establish the information needs associated
• Define the Quality Management Strategy with the Quality, Risk, Configuration
• Consult with Project Assurance to check that Management Strategy
the proposed Strategy meets the needs • Define the Communication Management
• update the Risk Register, Issue Register and/or Strategy
Daily Log • Consult with Project Assurance to check that
• Seek Project Board approval proposed Strategy meets the needs
• Update the Risk Register, Issue Register
and/or Daily Log
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Set up the project controls Create the Project Plan

• Review the Project Brief, Quality, • Review the Project Brief
Configuration, Risk, Communication • Seek lessons from similar previous projects
Management Strategy to identify control • Review the Risk Register and Issue Register for
needs associated risks and issues
• Seek lessons from similar previous projects • Decide on the format and presentation of the Project
Plan
• Review the Risk Register and Issue Register • Identify any planning and control tools
• Confirm and document the management • Choose the method(s) of estimating for the project’s
stage boundaries plans
• Allocate the various levels of decision making • Review the Quality, Risk, Configuration,
required within the project Communication Management Strategy to understand
the resources, standards, methods and costs for the
• Incorporate the agreed decision-making work to be carried out
authority and responsibility into the project • Create a product breakdown structure, product flow
management team diagram
• Confirm the tolerances for the project and the • Create or update the Configuration Item Records
escalation procedures • Identify resources required, activities, timings for the
• Summarize the project controls in the PID. project controls & risks associated
• Consult with Project Assurance to check that • Consult with Project Assurance to check that
proposed Project Plan meets the needs
• the proposed project controls are consistent • Seek Project Board approval for the Project Plan

Assemble the Project Initiation

Refine the Business Case
Documentation
• Review the Project Brief, Quality, • Extract and, if necessary, revise information
Configuration, Risk, Communication from the Project Brief
Management Strategy to identify control • Reference information in the Project’s
needs management role descriptions, Business Case
• Seek lessons from similar previous projects Quality, Configuration, Risk, Communication
• Create the detailed Business Case Management Strategy, Project Plan
• Create the Benefits Review Plan • Include or reference the project controls
• Update the Risk Register, Issue Register • Assemble the Project Initiation
and/or Daily Log Documentation
• Consult with Project Assurance to check that • Carry out a cross-check of the information to
proposed Business Case and Benefits Review ensure that they are compatible
Plan meet the needs • Consult with Project Assurance to check that
• Seek Project Board approval for the Business the assembled PID meets the needs
Case and Benefits Review Plan • Prepare for the next stage
• Request authority from the Project Board to
deliver the project
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Project Initiation Documentation
Project definition: It should include:

• Background
• Project objectives and desired outcomes
• Project scope and exclusions
• Constraints and assumptions
• The user(s) and any other known interested Parties
• Interfaces
Project approach
Business Case
Project management team structure
Role descriptions
Quality Management Strategy
Configuration Management Strategy
Risk Management Strategy
Communication Management Strategy
Project Plan
Project controls
Tailoring of PRINCE2
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PRINCE2:Processes
Controlling a Stage
Initiation Final
Stage Stage
Directing a Project
Directing
SU
SB SB CP

Product
Delivery Delivery
PRINCE2: Controlling a Stage (CS) Process
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PURPOSE:
vTo assign work to be done, monitor such work, deal with issues, report progress to the
Project Board, and take corrective actions to ensure that the stage remains within tolerance.
OBJECTIVE:
vTo Ensure that:
üThe Attention is focused on delivery of the stage’s products.
üRisks and issues are kept under control
üThe Business Case is kept under review
üThe agreed products for the stage are delivered to stated quality standards & within
agreed baseline
üDelivery is within the tolerances of the stage
CONTEXT:
vDescribes the work of the Project Manager in handling the day-to-day management of the
stage.
vAuthorize, monitor, review of work packages and triggering new ones
vWatching for, and assessing issues, risks and taking any necessary corrective action

Activities of Controlling a Stage (CS) Process
Authorizing a Work Package

•Examine the Stage Plan for the current management stage
•Examine the Project Initiation Documentation
•Define each Work Package to be authorized
•Review the Work Package with the Team Manager
•Review the Team Manager’s Team Plan
•Update the Configuration Item Records, Quality, Risk, Issue Register
Reviewing Work Package status

•Collect and review progress information from the Checkpoint Report
•If necessary, update the Risk Register and Issue Register
•Update the Stage Plan for the current stage with actual to date
Receiving completed Work Packages

•Ensure that the Team Manager has completed the work defined by the Work Package
•Check that the Quality Register entries relating to the product(s) are complete
•Ensure that each product in the Work Package has gained its requisite approval
•Update the Configuration Item Record
•Update the Stage Plan to show the Work Package as completed.
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Reviewing the stage status

• Review progress for the stage
• Decide whether any actions are required
• Revise the Risk Register and Issue Register
• Update the Stage Plan
• Hand over the products (if any)
• Consider whether to review lessons now or wait until a later review
• If end of stage is approaching prepare for the next stage
Reporting Highlights
• Assemble the information from the Checkpoint Reports, Risk Register, Issue Register,
Quality Register, Lessons Log, Product Status Account
• Assemble a list of corrective actions
• Review the Highlight Report for the previous reporting period
• Produce the Highlight Report for the current reporting period
• Distribute the Highlight Report to the Project Board

Taking corrective action

• Collect any relevant information about the deviation
• Identify the potential ways of dealing with the deviation and select the most
appropriate option
• Trigger corrective action via authorizing a Work Package
• Update the Configuration Item Records of the affected products
• Update the Issue Report (if necessary) to show the status of the corrective action
• Update the Issue Register with any changes resulting from the corrective action
• Update the Risk Register with any changes resulting from the corrective action
• Update the Stage Plan for the current stage
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Is Management
Stages & Technical
Stages the same?
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PRINCE2:Processes
Managing Stage Boundary
Initiation Final
Stage Stage
Directing a Project
Directing
SU
SB SB CP

Product
Delivery Delivery
PRINCE2: Managing a Stage Boundary (SB) Process
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PURPOSE:
To enable the Project Board with sufficient information by the Project Manager so that it can
review the success of the current stage, approve the next Stage Plan, review the updated
Project Plan, and confirm continued business justification.
OBJECTIVE:
üAssure the Project Board that all products in the Stage Plan for the current stage have
been completed and approved
üPrepare the Stage Plan for the next stage
üReview and, if necessary, update the Project Initiation Documentation
üProvide the information needed for the Project Board to assess the continuing viability
of the project
CONTEXT:
vHelps predicate on dividing the project into management stages
vProvides a means by which an exception process can be implemented
vIf necessary, the project can be redirected or stopped to avoid wasting time and money.

Activities of Managing a Stage Boundary (SB) Process
Plan the next stage

•Review the components of the Project Initiation Documentation
•Produce the Stage Plan for the next stage
•Create (or update) Configuration Item Records
•Update the Issue Register and Risk Register if any new issues or risks have been identified
•Update the Quality Register for planned quality management activities
Update the Project Plan
•Check that the current Stage Plan is up to date with actual progress
•Revise the Project Plan to reflect forecasts
•Update the Issue Register and Risk Register
Update the Business Case
•Check whether there have been any changes to the risk appetite and risk capacity of the
organizations involved
•Update the Benefits Review Plan with the results from any benefits reviews undertaken during
the stage
•Examine and review: Benefits Review Plan, impact of approved changes, project risk profile,
Issue Register, costs & schedule
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Activities of Managing a Stage Boundary (SB) Process
Report stage end
•For an Exception Plan: Depending on the point within the stage when the exception occurred
produce an End Stage Report
•For a Stage Plan: Review the status of the updated Business Case, team performance, product
performance.
•create a Lessons Report
•Seek approval from the Project Board of the Exception Plan or Stage Plan
•Review the Communication Management Strategy to see whether there is a requirement to
send copies of the End Stage Report
Produce an Exception Plan
•Update the Issue Register and, if necessary, the Issue Report.

•Review and, if needed, update the Project Initiation Documentation
•Produce the Exception Plan
•Create (or update) Configuration Item Records for products to be produced by the Exception
Plan
•Update the Issue Register and Risk Register
•Update the Quality Register for planned quality management activities
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PRINCE2:Processes
Managing Product Delivery
Initiation Final
Stage Stage
Directing a Project
Directing
SU
SB SB CP

Product
Delivery Delivery
PRINCE2: Managing Product Delivery (MP) Process
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PURPOSE:
To control the link between the Project Manager and the Team Manager(s), by placing
formal requirements on accepting, executing and delivering project work.
OBJECTIVE:
vTo Ensure that:
üWork on products allocated to the team is authorized and agreed
üThe planned products are delivered to expectations and within tolerance
üAccurate progress information is provided to the Project Manager at an agreed
frequency
CONTEXT:
vViews the project from the Team Manager’s perspective
vAccepting, checking authorized Work Packages and creating a Team Plan for them
vDemonstrating that each product meets its quality criteria through the quality method(s)
vObtaining approval for completed products from the authorities

Activities of Managing Product Delivery (MP) Process
• Review the Work Package

• Produce a Team Plan
• Undertake a review of the risks against the Team Plan
Accept a Work • Update the Quality Register
Package • Agree to deliver the Work Package
• Manage the development of the required products

• Notify the Project Manager of any new issues, risks or lessons
• Obtain approvals for completed products
Execute a
• Review and report the status of the Work Package
Work Package
• Verify that all he quality activities associated with the Work Package are complete
• Verify that all the products to be delivered by the Work Package are approved
• Update the Team Plan to show that the Work Package is complete
Deliver a Work
• Notify the Project Manager that the Work Package is complete
Package
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PRINCE2:Processes
Closing a Project
Initiation Final
Stage Stage
Directing a Project
Directing
SU
SB SB CP

Product
Delivery Delivery
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PRINCE2: Closing a Project (CP) Process

PURPOSE:
vTo provide a fixed point at which acceptance for the project product is confirmed, and to
recognize that objectives set out in the original Project Initiation Documentation have been
achieved.
OBJECTIVE:
üVerify user acceptance of the project’s products
üReview the performance of the project against its baselines
üEnsure that provision has been made to address all open issues and risks, with follow-
on action recommendations.
CONTEXT:
vClosure activities should be planned as part of the Stage Plan for the final management
stage.
vEither the operational team must now take over the products from this project, or the
products become inputs into some subsequent project or larger programme
vThe project management team can be disbanded and costs should no longer be incurred
vTransfers ownership of the products to the customer and terminates the responsibility of the
project management team.
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Activities of Closing a Project (CP) Process
Prepare planned closure
• Update the Project Plan with actual from the final stage
• Request a Product Status Account from Project Support
• Confirm that the project has delivered what is defined in the Project Product Description, and that the
acceptance criteria have been met
• Seek approval to give notice to corporate or programme management that resources can be (or are
about to be) released.
Prepare premature closure

• Update the Issue Register (and, if necessary, the Issue Report)
• Update the Project Plan with actual from the final stage
• Request a Product Status Account from Project Support.
• Agree the means for recovering products that have been completed or are in progress (if appropriate)
• Seek approval to give notice to corporate or programme management that resources can be (or are
about to be) released.
Hand over products

• prepare follow-on action recommendations for the project’s products to include any uncompleted
work, issues and risks
• Check that the Benefits Review Plan includes post-project activities
• The Configuration Management Strategy should be examined in order to confirm how products are to
be handed

Activities of Closing a Project (CP) Process
Evaluate the project
•Review the project’s original intent as agreed in the initiation stage and defined by the PID
baselined at that time
•Review the approved changes as defined by the current version
•prepare an End Project Report to include: Project Manager’s summary, assessment of the
results, review of how the project performed against its planned targets, review of team
performance, review of the project’s products
•prepare a Lessons Report to include: review of what went well, what went wrong, review of
effort required to create the products
•Any useful knowledge gained regarding the tailoring of PRINCE2
Recommend project closure
•Use the Communication Management Strategy to identify any organization or interested party
who needs to know that the project is closing
•Close the project’s Issue Register, Risk Register, Quality Register, Daily Log and Lessons Log
•All project information should be secured and archived
•Prepare and send a draft project closure notification for review by the Project Board
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PRINCE2: Product Descriptions

There are 03 types of management product: baselines, records and Reports.
Records
•Configuration Item
Records Baseline management products
•Daily Log •Benefits Review Plan
•Issue Register •Business Case
•Lessons Log •Communication Management Strategy
•Quality Register •Configuration Management Strategy
•Risk Register. •Plan (covers Project, Stage and,
optionally, Team Plans)
•Product Description
•Project Brief Reports
•Project Initiation Documentation •Checkpoint Report
•Project Product Description •End Project Report
•Quality Management Strategy •End Stage Report
•Risk Management Strategy •Exception Report
•Work Package •Highlight Report
•Issue Report
•Lessons Report
•Product Status Account
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PRINCE2: Tailoring PRINCE2 to the project environment
Embedding and Tailoring
Embedding Tailoring
Done by the organization to adopt PRINCE2. Done by the project management team to
adapt the method to the context of a specific
project.
Focus on: Focus on:
•Process responsibilities •Adapting the themes (through the strategies

•Scaling rules/guidance (e.g. score card) and controls)
•Standards (templates, definitions) •Incorporating specific terms/language
•Training and development •Revising the Product Descriptions for the
•Integration with business processes management products
•Tools •Revising the role descriptions for the PRINCE2
•Process assurance. project roles
•Adjusting the processes to match the above.
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8/4/17

PRINCE2® is a registered trade mark of AXELOS Limited

PRINCE2 Practitioner Exam

vPurpose of the Practitioner Qualification

PRINCE2 Foundation Exam

vPurpose of the Foundation Qualification

PRINCE2 Foundation Exam

vPurpose of the Foundation Qualification

vA structured project management methodology

What is a PROJECT? What to CONTROL?

PRINCE2: Structure & Benefits

Themes, Principles and Processes

Tailor to suit Continued

Learn from experience

Defined roles and responsibilities

• PRINCE2 is is output-oriented not activity oriented.

Tailor to suit the project environment

• Ensure the project management method relates to the project’s environment

Change: What’s the impact?

üAll seven themes must be applied in a project

Change: What’s the impact?

PRINCE2: Business Case (BC) Theme

PRINCE2: Business Case (BC) Theme

üDocumentation of the business justification vOutput is any of the project’s specialist

PRINCE2: Business Case (BC) Theme

PRINCE2: Business Case (BC) Theme

PRINCE2: Business Case (BC) Theme

PRINCE2: Business Case (BC) Theme

PRINCE2: Business Case (BC) Theme

Change: What’s the impact?

PRINCE2: Organization (OR) Theme

PRINCE2: Organization (OR) Theme

04 levels Project management team structure

PRINCE2: Organization (OR) Theme (Contd…)

•Monitoring all aspects of the project’s performance and products

Communication Management Strategy: Contains the means and frequency of communication

PRINCE2: Organization (OR) Theme

Composition of Communication Management Strategy:

• Tools and techniques • Roles and

• Records • Stakeholder analysis:

• Reporting • Information needs for each interested party

PRINCE2: Organization (OR) Theme

PRINCE2: Organization (OR) Theme

The many facets of

PRINCE2: Organization (OR) Theme

Provide user resources.

Senior Supplier Provide supplier resources.

Prepare the Communication Management Strategy.

PRINCE2: Organization (OR) Theme

Change: What’s the impact?

PRINCE2: Quality (QU) Theme

PRINCE2: Quality (QU) Theme

PRINCE2: Quality (QU) Theme

PRINCE2: Quality (QU) Theme

PRINCE2: Quality (QU) Theme

PRINCE2: Quality (QU) Theme

Roles & Responsibilities

PRINCE2: Quality (QU) Theme

Compare Project Assurance and Quality Assurance

Change: What’s the impact?

PRINCE2: Plans (PL) Theme

PRINCE2: Plans (PL) Theme

Write the Project Product Description For Project Plan only