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130 Cards in this Set
- Front
- Back
- 3rd side (hint)
Recall the six aspects of project performance to be managed. |
Cost |
OV 01 01 Acronym: TeCQuila SOBer |
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Recall the definition of a project and the purpose of PRINCE2 |
"A temporary organization that is created for the purpose of delivering one or more business products according to an agreed Business Case."
Prince2 aims to seperate the management layer from the specialist work. |
OV 01 02 |
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Recall the 5 characteristics of a project |
Change Unique Cross Functional Temporary |
CUCUT |
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Recall four integrated elements of principles, themes, processes, and the project environment upon which PRINCE2 is based. |
Principles: "guiding obligations and best practices" MANDATORY for a project to be PRINCE2.
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OV 01 03 Acronyms: Principles: JERSEFT Themes: POPGRBC Processes: SU,IP,DP,CS,MB,MW,CP |
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Recall the customer/supplier context of a PRINCE2 project. |
Environment in which the customer defines the requirement, pays for the project and uses the eventual products; and in which the supplier provides the required skills and know-how to create the end-products for the customer. |
OV 01 4 |
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Recall the benefits of PRINCE2 |
"Established and proven best practice and governance for PM." |
OV 02 01
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Understand the seven principles. |
(1) Continued business justification. |
OV 02 02 |
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Understand the characteristics of a project. |
- Change |
OV 02 03 |
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Understand the difference between a project manager and project management. |
A PM sets out to achieve the project objectives using aspects of project performance (TeCQuila SoBer) and the Project Plan as a baseline.
Project Management makes use of Planning, Delegating, Monitoring and Controlling to achieve a projects objectives. |
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Understand the difference between an output, an outcome, and a (dis)-benefit. |
"An OUTPUT is any of the project's specialist products (whether tangible or intangible)."
Dis-benefit - where the outcome is negative, usually the result of a side effect or a consequence. |
BC 01 01 |
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Understand the purpose of the Business Case theme. |
"The purpose of the Business Case theme is to establish mechanisms to judge whether the project is (and remains) desirable, viable, and achievable as a means to support decision making in its (continued) investment. |
BC 01 02 |
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Understand the purpose of a Business Case and a Benefits Review Plan. |
"The Business Case is a description of the reasons for the project and the justification for its undertaking. It should provide a clear statement of the benefits that are expected from the project and the costs, risks and timescale that are entailed in achieving those benefits." [ILX]. The Business Case enables the Project Board to judge whether the project is:
Benefits Review Plan - identify the benefits and most importantly, how the benefits can be measured so that it is possible to show that they have been reached. |
BC 01 03 BC 01 04 |
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Recall the defined roles within the Organization theme. |
- Executive |
OR 01 01 |
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Understand the purpose of the Organization theme. |
"The purpose of the Organization theme is to define and establish the project's structure of accountability and responsibilities." |
OR 02 01 |
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Understand the three project interests and how these are represented within the three levels of the project management team structure. |
- Business (Executive) |
OR 02 02 |
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Understand the role, responsibilities and characteristics of the Project Board. |
"Responsible for the overall direction and management of the project (DP) and the overall success of the project." Characteristics: Authority, Credibility, Delegation and Availability. |
OR 02 03 |
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Understand the role, responsibilities and characteristics of the Project Manager. |
Responsibile for managing a project on a day-to-day basis, on behalf of the Project Board. Ensures the project products the required products in accordance with the six performance objectives. The PM provides regular Highlight Reports for the Project Board.
Characteristics: Good communication, cost management, leadership, team-building. |
OR 02 03 |
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Understand the role, responsibilities and characteristics of Project Assurance. |
Responsible for monitoring all aspects of the project performance and products independently of the Project Manager. 3 forms: Business Assurance - value for money? User Assurance - work as expected? Supplier Assurance - deliver as expected?
Characteristics: Support PM, provide an independent view, are fully aware of correct standards.
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OR 02 03 |
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Understand the role, responsibilities and characteristics of the Change Authority. |
"Responsible for agreeing to changes to the requirements or scope of the project. By default this responsibility lies with the Project Board but they may, if they wish, delegate it to another body." [ILX] |
OR 02 03 |
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Understand the role, responsibilities and characteristics of the Team Manager. |
Responsible for producing and delivering the specialist products assigned in Work Packages by the PM and for regular status updates. They will define the responsibilities for team members and create own Team Plans. Any changes raised by the TM will be raised as issues for PM. The TM will run Checkpoint meetings to raise Checkpoint records for the PM.
NB: an OPTIONAL role. |
OR 02 03 |
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Understand the role, responsibilities and characteristics of Project Support. |
Responsible for administrative services or advice and guidance on the use of PM tools or Configuration Management. Can also supply planning or risk management. |
OR 02 03 |
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Understand what a project stakeholder is. |
Stakeholder |
OR 02 04 |
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Understand the purpose of the Communication Management Strategy. |
Defines the rules of engagement for how communication should be done during the project between stakeholders (internal and external). Takes place during the IP phase, reviewed during the MS phase. |
OR 02 05 |
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Recall the recommended quality review team roles and their responsibilities. |
Chair |
QU 01 01 |
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Understand the purpose of the Quality theme. |
"To define and implement the means by which the project will create and verify products that are fit for purpose."
Provides a method to help specify Quality, tests, how to get approved and to facilitate the management of Quality during the Project. |
QU 02 02 |
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Understand the relationship between Quality Assurance and Project Assurance. |
Quality Assurance - provides a way to get an independent review of the Quality Process in a organisation. Project Assurance - focuses on the quality in a project. |
QU 02 02 |
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Understand the objectives of the quality review technique. |
- To assess the conformity of a product which takes the form of a document (or similar item, e.g. a presentation or test results) against set criteria. |
QU 02 03 |
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Understand the difference between Quality Process, Control, Standards and Quality Planning. |
Quality Process - checks to see that it complies with the company Quality Standards. Quality Standards - ensures that the quality Processes are in place. Quality Planning - defines the products, methods, criteria, acceptance criteria and responsibilities in the QMS during IP. Quality Control - techniques and activities to inspect and test methods to track Quality of products. |
QU 02 04 |
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Understand the difference between Customer's quality expectations and acceptance criteria. |
1. Customers quality expectations - requirements that will drive the choice of solution and, in turn, influence the time, cost, scope, risk and benefit performance targets of the project. Acknowledged in the Project Product Description. Contains prioritized expectations, MoSCoW, Measures & tolerances.
2. Acceptance criteria - prioritised list of attributes. First agreed between Customer and Supplier in SU process. AC will be baselined with the rest of the PID and can only be changed with Board Approval. Contains prioristied attributes, MoSCow, Yes/No. |
QU 02 05 |
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Understand the purpose of a Project Product Description, Quality Management Strategy, Product Description and Quality Register. |
3. Project Product Description - description of the main product that will be produced by the project. Created in the SU process, part of the Project Brief and may be refined in the Initiation Stage. Used by CP to help verify that the project has been delivered. Contains purpose, composition, Quality Expectations, Acceptance criteria and tolerances.
4. Quality Management Strategy - PM teams proposal in response to the customers quality expectations and acceptance criteria. Confirms quality standards, procedures, techniques, tools and strategy.
5. Product Description - created for all products as part of planning and before Project Plan. Created in IP stage. Contains identifier, title, purpose, composition and Quality (criteria, method, tolerance..).
6. Quality Register - diary of quality events planned and undertaken. Audit and assurance information relating to what was planned and agreed (in QMS and PD's) to the quality activities usually performed. |
QU 02 06 |
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Recall the levels of plans recommended by PRINCE2. |
- Project Plans (Directing/high level) |
PL 01 01 |
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Recall four tasks of product-based planning (iterative). |
A technique "to determine and fully understand all of the products (or deliverables) which the project is to create. Having done that, it will be much easier to identify and plan the activities necessary to create them. 1. Writing the Project Product Description - describe the main product |
PL 01 02 |
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Understand the purpose of the Plans theme. |
"The purpose of the Plans theme is 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)." |
PL 02 01 |
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Understand the levels of plans, their purpose, and the interrelationship between the Project Plan, Stage Plans, Team Plans, and an Exception Plan. |
Project plan: how time, cost, scope, and quality targets will be met, showing MAJOR products, activities, and required resources.
Exception Plan - used to recover from the effect of tolerance deviation - to replace the current Stage Plan or Project Plan. |
PL 02 02 |
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Understand the three types of management product: baselines, records, and reports. |
"Baseline management products are those that define aspects of the project and, once approved, are subject to change control." |
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Understand the tasks within the product-based planning technique. |
A technique "to determine and fully understand all the products (or deliverables, as they are often referred to) which the project is to create. Having done that, it will be much easier to identify and plan the activities necessary to create them." [ILX]
1. Product Planning Description - Senior User - Contains purpose, composition, Quality Expectations, Acceptance Criteria and tolerances 2. Product Breakdown Structure - Project product broken down into major products (hierarchy) 3. Product Description - Contains identifier, title, purpose, composition and Quality (criteria, method, tolerance..) 4. Product Flow - Sequence of product creation. |
PL 02 03 |
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Recall the definition of a risk and the difference between a threat and an opportunity. |
Risk: "An uncertain event or set of events that, should it occur, will have an effect on the achievement of objectives." |
RK 01 01 |
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Recall the risk response types and whether they are used to respond to a threat or opportunity. |
Threat responses |
RK 01 02 |
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Recall the difference between a risk owner and a risk actionee. |
Risk Owner: "The person responsible for managing the risk (there can be only one risk owner per risk)." |
RK 01 03 |
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Understand the purpose of the Risk theme. |
"The purpose of the Risk theme is to identify, assess, and control uncertainty and, as a result, improve the ability of the project to succeed. IAC |
RK 02 01 |
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Understand the five steps within the risk management procedure. |
Identify (context & risks) IAPIC |
RK 02 02 |
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Understand the purpose of a risk budget. |
"A sum of money included within the project budget and set aside to fund specific management responses to the project's threats and opportunities." |
RK 02 03 |
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Understand the probability, impact, and proximity of a risk. |
Probability: likelihood of occurrence. |
RK 02 04 |
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Understand the difference between cause, event, and effect when expressing a risk. |
Pattern: "Due to (cause)… there is the risk of (event)… that could result in (effect)…." [MgmtPlaza] |
RK 02 05 |
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Understand the purpose of a Risk Management Strategy. |
"To describe how risk management will be embedded in the project management activities." |
RK 02 06 |
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Understand the purpose of a Risk Register. |
"A record of identified risks relating to an initiative, including their status and history." |
RK 02 06 |
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Understand the concept of risk appetite/tolerances. |
Risk appetite: "An organization's unique attitude towards risk taking that in turn dictates the amount of risk that it considers is acceptable." |
RK 02 07 |
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Recall the three types of issue. |
Request for change: "a proposal for change to a baseline." |
CH 01 01 |
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Five typical activities of a configuration management procedure |
Planning - to what level do we do Change Management, at the Starting Up a Project phase. Identification - Coding systems to provide each product with a unique identifier Control - controlling changes during a project, to ensure no change without authorisation Status Accounting - reporting all current and historical data for each product Verification and Audit - all products are in line with the data in Configuration Items Records
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CH 01 02 |
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Understand the purpose of the Change theme. |
"To identify, assess, and control any potential and approved changes to the baseline." |
CH 02 01 |
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Understand the purpose of a change budget and Change Authority. |
Change budget: "The sum of money that the customer and supplier agree will be used to fund the cost of request for change, and possibly also their analysis costs." |
CH 02 02 |
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Understand the purpose of a Configuration Management Strategy. |
"Used to identify how, and by whom, the project's products will be controlled and protected.". Also determines how the issues and changes will be handled. |
CH 02 03 |
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Understand the purpose of a Configuration Item Record. |
"To provide a record of such information as the history, status, version, and variant of each configuration item, and any details of important relationships between them." |
CH 02 03 |
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Understand the purpose of an Issue Report. |
To capture and communicate information used for formal handling of issues. |
CH 02 03 |
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Understand the purpose of an Issue Register. |
To capture and maintain information on all of the issues that are being formally managed. Should be monitored by the PM on a regular basis. |
CH 02 03 |
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Understand the purpose of a Product Status Account. |
"Provides information about the state of products within defined limits. . . . It is particularly useful if the PM wants to confirm the version number of products." |
CH 02 03 |
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Understand the recommended steps in the issue and change control procedure. |
- Capture |
CH 02 04 |
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Recall the lines of authority and reporting channels between the four levels of management |
Corp + Program Management <- Project ->Project Board<-Stage-> Project Manager <- Work Package -> Team Manager Tolerances are downwards and Progress and Exceptions trend upwards. |
PG 01 01 |
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Recall the difference between event-driven and time-driven controls. |
Event-driven controls: "Take place when a specific event occurs. This could be, e.g., the end of a stage, the completion of the PID, or the creation of an Exception Report." |
PG 02 01 |
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Understand the purpose of the Progress theme. |
"To establish mechanisms to monitor and compare actual achievements against those planned; provide a forecast for the project objectives and the project's continued viability; and control any unacceptable deviations." |
PG 02 02 |
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Understand the concept of management stages and the difference between management and technical stages. |
"Management stages are partitions of the project with management decision points. A management stage is a collection of activities and products whose delivery is managed as a unit. As such, this stage is a subset of the project and, in PRINCE2 terms, is the element of work that the PM is managing on behalf of the Project Board at any one time." Technical stages are a way of grouping work - it may overlap, usually linked to specialist skills. |
PG 02 03 |
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Understand the factors to consider in identifying management stages. |
From ILX: |
PG 02 04 |
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Understand tolerance(s): where they may be usefully applied; in which management products they are documented and how management by exception applies to the difference levels of management. |
"Tolerances are the permissible deviation above and below a plan's target for time and cost without escalating the deviation to the next level of management." |
PG 02 05 |
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Understand the purpose of a Daily Log. |
"A Daily Log is used to record informal issues, required actions, or significant events not caught by other PRINCE2 registers or logs. It acts as the project diary for the Project Manager." |
PG 02 06 |
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Understand the purpose of a Work Package. |
"A Work Package is a set of information about one or more required products collated by the Project Manager to pass responsibility for work or delivery formally to a Team Manager or team member." |
PG 02 06 |
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Understand the purpose of a Lessons Log. |
"The Lessons Log is a project repository for lessons that apply to this project or future projects. Some lessons may originate from other projects and should be captured on the Lessons Log for input to the project's strategies and plans. Some lessons may originate from within the project -- where new experience (both good and bad) can be passed on to others via a Lessons Report. |
PG 02 06 |
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Understand the purpose of an End Stage Report. |
"An End Stage Report is used to give a summary of progress to date, the overall project situation, and sufficient information to ask for a Project Board decision on what to do next with the project. |
PG 02 07 |
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Understand the purpose of an End Project Report. |
"An End Project Report is used during project closure to review how the project performed against the version of the PID used to authorize it. It also allows the: |
PG 02 07 |
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Understand the purpose of a Lessons Report. |
"The Lessons Report is used to pass on any lessons that can be usefully applied to other projects. |
PG 02 07 |
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Understand the purpose of a Checkpoint Report. |
"A Checkpoint Report is used to report, at a frequency defined in the Work Package, the status of the Work Package." |
PG 02 08 |
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Understand the purpose of a Highlight Report. |
"A Highlight Report is used to provide the Project Board (and possibly other stakeholders) with a summary of the stage status intervals defined by them. The Project Board uses the report to monitor stage and project progress. The PM also uses it to advise the Project Board of any potential problems or areas where the Project Board could help." |
PG 02 08 |
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Understand the purpose of an Exception Report. |
"An Exception Report is produced when a Stage Plan or Project Plan is forecast to exceed tolerance levels set. It is prepared by the PM in order to inform the Project Board of the situation, and to offer options and recommendations for the way to proceed." |
PG 02 08 |
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Recall the stated purpose and triggers of the SU process. |
"To ensure that the prerequisites for Initiating a Project are in place by answering the question: do we have a viable and worthwhile project?" |
SU 02 01 |
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Understand the objectives and context of the SU process. |
Objective: "The aim is to do the minimum necessary in order to decide whether it is worthwhile to even initiate the project." |
SU 02 02 SU 02 03 |
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Understand how the SU process supports the seven PRINCE2 principles. |
1) Do the minimum until a viable business justification is stated and agreed. |
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Understand the purpose of a Project Brief. |
"A Project Brief is used to provide a full and firm foundation for the initiation of the project." |
SU 02 04 |
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Recall the stated purpose and triggers of the DP process. |
"To 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 PM." |
DP 02 01 |
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Understand the objectives and context of the DP process. |
"To ensure that: |
DP 02 02 DP 02 03 |
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Recall the stated purpose and triggers of the IP process. |
"To establish solid foundations for the project, enabling the organization to understand the work that needs to be done to deliver the project's products before committing to a significant spend." |
IP 02 01 |
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Understand the objectives and context of the IP process. |
Objectives |
IP 02 02 IP 02 03 |
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Understand the purpose of the Project Initiation Documentation (PID) |
"To define the project, in order to form the basis for its management and an assessment of its overall success. . . [G]ives the direction and scope of the project and (along with the Stage Plan) forms the 'contract' between the PM and the Project Board." |
IP 02 04 |
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Recall the stated purpose and triggers of the Controlling a Stage process. |
"To 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." |
CS 02 01 |
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Understand the objectives and context of the CS process. |
Objectives |
CS 02 02 CS 02 03 |
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Recall the stated purpose and triggers of the Managing Product Delivery process. |
"To control the link between the PM and the Team Manager(s), by placing formal requirements on accepting, executing, and delivering project work." |
MP 01 1 |
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Understand the objectives and context of the MP process. |
Objectives: |
MP 02 2 |
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Understand how the MP process supports the seven PRINCE2 principles. |
1) ??? |
MP 03 2 |
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Understand the activities within the MP process. |
- Accept a Work Package |
MP 04 2 |
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Understand the responsibilities within the activities of the MP process. |
Project Manager |
MP 05 2 |
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Understand the use of the Work Package as input in the MP process. |
Serves as the agreement between the PM and the TM: what is to be delivered, reporting requirements, constraints, procedures, and whether the WP is reasonable and can be achieved. |
MP 06 2 |
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Understand the use of the Product Description as input in the MP process. |
Provides the quality criteria to be me during execution of the Work Package. |
MP 06 2 |
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Recall the stated purpose and triggers of the Managing a Stage Boundary (SB) process. |
"To enable the Project Board to be provided 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 and acceptability of the risks" |
SB 01 1 |
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Understand the objectives and context of the SB process. |
Objectives |
SB 02 2 |
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Understand how the SB process supports the seven PRINCE2 principles. |
1) Biz case used to assess continuing viability |
SB 03 2 |
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Understand the activities within the SB process. |
- Plan the next stage |
SB 04 2 |
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Understand the responsibilities within the activities of the SB process. |
Project Manager |
SB 05 2 |
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Understand the use of the PID as input in the SB process. |
Input as starting point and updated as needed (whether to strategies or controls, or to project approach). |
SB 06 2 |
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Understand the use of the Project Plan as input in the SB process. |
Used as input to understand the products to be produced in the next stage. Updated to reflect actuals and forecasts from the current stage plan. Also updated in light of risks or issues, and to include any new or changed products authorized by the Project Board. |
SB 06 2 |
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Understand the use of the Business Case as input in the SB process. |
As input, to compare any benefit reviews taken during the stage with expectations. As input to see if there are any changes to risk appetite. Updated in light of actual product delivery during current stage. |
SB 06 2 |
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Understand the use of the Quality Management Strategy as input in the SB process. |
Used as input to determine the quality standards required during the stage. |
SB 06 2 |
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Understand the use of the Risk Management Strategy as input in the SB process. |
Used to determine how risk will be controlled during the stage. |
SB 06 2 |
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Understand the use of the Communication Management Strategy as input in the SB process. |
Used to determine how and with whom project information will be communicated during the stage. |
SB 06 2 |
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Understand the use of the Configuration Management Strategy as input in the SB process. |
Determines how and by whom products will be versioned and controlled. |
SB 06 2 |
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Understand the use of the Stage Plan as input in the SB process. |
Used as input to track progress during the stage. Updated with actuals from the stage. |
SB 06 2 |
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Understand the use of the Exception Report as input in the SB process. |
If raised and agreed with the Project Board, will trigger the creation of an Exception Plan (either Project or Stage). |
SB 06 2 |
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Understand the use of the Configuration Item Record as input in the SB process. |
Updated as products are created during the current stage; created (or updated) for products to be created during the next stage. |
SB 06 2 |
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Understand the use of the Product Status Account as input during the SB process. |
Drives the review of quality mgmt activities for the stage and their results. Ensures all products ID'ed are completed and approved. |
SB 06 2 |
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Understand the use of the Benefits Review Plan as input during the SB process. |
Used to list any benefits review activities that have to be performed. |
SB 06 2 |
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Understand the use of the Issue Register as input during the SB process. |
As input, may drive corrective action. Updated as necessary in light of stage activities. |
SB 06 2 |
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Understand the use of the Quality Register as input during the SB process. |
As input, lists required quality activities for the next stage. Updated to reflect activities undertaken during the current stage. |
SB 06 2 |
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Understand the use of the Risk Register as input during the SB process. |
Reviewed as input to planning of next stage. Updated with risks encountered during the current stage, or to reflect actions taken during the stage. |
SB 06 2 |
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Understand the use of the Lessons Log as input during the SB process. |
Reviewed to determine affect on next stage. Updated with lessons obtained during the current stage. |
SB 06 2 |
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Recall the stated purpose and triggers of the Closing a Project (CP) process. |
"To 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 (or approved changes to the objective have been achieved), or that the project has nothing more to contribute. |
CP 01 1 |
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Understand the objectives and context of the CP process. |
Objectives |
CP 02 2 |
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Understand how the CP process supports the seven PRINCE2 principles. |
1) Makes sure the biz justification was met |
CP 03 2 |
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Understand the activities with CP process. |
- Prepare planned closure |
CP 04 2 |
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Understand the responsibilities within the activities of the CP process. |
Project Manager |
CP 05 2 |
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Understand the use of the Product Status Account as input in the CP process. |
Requested from Project Support to determine which products |
CP 06 2 |
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Understand the use of the PID as input in the CP process. |
Used as input to compare final status with original, approved intention of the project. That is: used as input for project evaluation. |
CP 06 2 |
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Understand the use of the Benefits Review Plan as input in the CP process. |
Checked to ensure that post-project activities are assigned and will be handled. |
CP 06 2 |
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Understand the use of the Project Product Description as input in the CP process. |
Used as input to confirm that the project delivered what was promised. |
CP 06 2 |
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Understand the use of the Lessons Log as input in the CP process. |
Used as input to a lessons report so that lessons can be passed on. Closed. |
CP 06 2 |
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Understand the use of the Project Plan as input in the CP process. |
Input to be updated with actuals from the final stage. |
CP 06 2 |
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Understand the use of the Issue Register as input in the CP process. |
Used as input to the End Project Report. Closed. |
CP 06 2 |
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Understand the use of the Risk Register as input in the CP process. |
Used as input to the End Project Report. Closed. |
CP 06 2 |
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Understand the use of the Quality Register as input in the CP process. |
Used as input to the End Project Report. Closed. |
CP 06 2 |
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Understand the use of the Risk Management Strategy as input in the CP process. |
??? |
CP 06 2 |
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Understand the use of the Configuration Management Strategy as input to the CP process. |
Determines how all project information will be secured and archived. |
CP 06 2 |
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Understand the use of the Communication Management Strategy as input to the CP process. |
Review to determine which organizations or interested parties need to know that the project is closing. |
CP 06 2 |
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Understand the use of the Quality Management Strategy as input to the CP process. |
Reviewed to evaluate how effective the strategy was in the creation of the products. |
CP 06 2 |
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What is not in scope of Prince2? |
Specialist Aspects, Detailed Techniques, Leadership Capability
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