Prince2 Foundation

Front 1

Recall the six aspects of project performance to be managed.

Back 1

Cost
Timescales
Quality
Scope
Benefits
Risk

Hint 1

OV 01 01

Acronym:

TeCQuila SOBer

Front 2

Recall the definition of a project and the purpose of PRINCE2

Back 2

"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.

Hint 2

OV 01 02

Front 3

Recall the 5 characteristics of a project

Back 3

Change

Unique

Cross Functional
(Involves) Uncertainty

Temporary

Hint 3

CUCUT

Front 4

Recall four integrated elements of principles, themes, processes, and the project environment upon which PRINCE2 is based.

Back 4

Principles: "guiding obligations and best practices" MANDATORY for a project to be PRINCE2.

Themes: "aspects of PM that must be addressed continually and in parallel throughout the project."

Processes: "Chronological progression through project, providing a guide to recommended activities, products, and related responsibilities.

Necessary to "tailor" PRINCE2 "to the specific context of the project."

Hint 4

OV 01 03

Acronyms:

Principles: JERSEFT

Themes: POPGRBC

Processes: SU,IP,DP,CS,MB,MW,CP

Front 5

Recall the customer/supplier context of a PRINCE2 project.

Back 5

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.

Hint 5

OV 01 4

Front 6

Recall the benefits of PRINCE2

Back 6

"Established and proven best practice and governance for PM."

Applicable to any type of project "and can easily be implemented alongside specialist, industry-specific models."

"Widely recognized and understood."

"Provides for explicit recognition of project responsibilities . . . There is a defined structure for accountability, delegation, authority, and communication."

"Product focus clarifies (for all parties) what a project will deliver, why, when, by whom, and for whom."

Meets needs of different management team levels.

Based on "management by exception."

Ensures focus on Business Case (rather than seeing the project as an end in itself).

"Defines a thorough but economical structure of reports."

Ensures proper representation of stakeholders.

"Promotes learning and continual improvement" in organizations."

"Promotes consistency of project work and the ability to reuse project assets; it also facilitates staff mobility and reduces the impact of personnel changes/handovers."

"Diagnostic tool, facilitating the assurance and assessment of project work, troubleshooting, and audits."

Existence of accredited training, consulting, and certification organizations.

Hint 6

OV 02 01

Front 7

Understand the seven principles.

Back 7

(1) Continued business justification.
(2) Learn from experience.
(3) Defined roles and responsibilities.
(4) Manage by stages.
(5) Manage by exception.
(6) Focus on products.
(7) Tailor to suit the project environment.

Hint 7

OV 02 02

Front 8

Understand the characteristics of a project.

Back 8

- Change
- Temporary
- Cross-functional
- Unique
- Uncertainty

Hint 8

OV 02 03

Front 9

Understand the difference between a project manager and project management.

Back 9

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.

Front 10

Understand the difference between an output, an outcome, and a (dis)-benefit.

Back 10

"An OUTPUT is any of the project's specialist products (whether tangible or intangible)."

"An OUTCOME is the result of the change derived from using the project's outputs."

"A BENEFIT is the measurable improvement resulting from an outcome that is perceived as an advantage by one or more stakeholders."

Dis-benefit - where the outcome is negative, usually the result of a side effect or a consequence.

Output -> Outcomes -> Benefit.

Hint 10

BC 01 01

Front 11

Understand the purpose of the Business Case theme.

Back 11

"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.

Hint 11

BC 01 02

Front 12

Understand the purpose of a Business Case and a Benefits Review Plan.

Back 12

"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:
• Desirable - that the cost/benefit/risk analysis is valid,
• Viable - that the project can deliver its products, and
• Achievable - that the product can provide the benefits." [ILX]

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.

Hint 12

BC 01 03

BC 01 04

Front 13

Recall the defined roles within the Organization theme.

Back 13

- Executive
- Senior User
- Senior Supplier
- Project Assurance
- Change Authority
- Project Manager
- Project Support
- Team Manager

Hint 13

OR 01 01

Front 14

Understand the purpose of the Organization theme.

Back 14

"The purpose of the Organization theme is to define and establish the project's structure of accountability and responsibilities."

Hint 14

OR 02 01

Front 15

Understand the three project interests and how these are represented within the three levels of the project management team structure.

Back 15

- Business (Executive)
- User (Senior User)
- Supplier (Senior Supplier)

Represented at the Directing (Project Board) level of the project management team.

Hint 15

OR 02 02

Front 16

Understand the role, responsibilities and characteristics of the Project Board.

Back 16

"Responsible for the overall direction and management of the project (DP) and the overall success of the project."
"The Project Board is the overall authority for the project and is responsible for its initiation, direction, review and eventual closure." [ILX]:
"Approve all major plans and resources. Authorize any deviation that exceeds tolerances. Approve stage completion and start of next state. Communicate with other stakeholders."

Characteristics: Authority, Credibility, Delegation and Availability.

Hint 16

OR 02 03

Front 17

Understand the role, responsibilities and characteristics of the Project Manager.

Back 17

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.

Hint 17

OR 02 03

Front 18

Understand the role, responsibilities and characteristics of Project Assurance.

Back 18

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.

NB: a MANDATORY role.

Hint 18

OR 02 03

Front 19

Understand the role, responsibilities and characteristics of the Change Authority.

Back 19

"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]

Hint 19

OR 02 03

Front 20

Understand the role, responsibilities and characteristics of the Team Manager.

Back 20

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.

Hint 20

OR 02 03

Front 21

Understand the role, responsibilities and characteristics of Project Support.

Back 21

Responsible for administrative services or advice and guidance on the use of PM tools or Configuration Management. Can also supply planning or risk management.

Hint 21

OR 02 03

Front 22

Understand what a project stakeholder is.

Back 22

Stakeholder
"Any individual, group, or organization that can affect, be affected by, or perceive itself to be affected by, an initiative (program, project, activity, risk)."

Hint 22

OR 02 04

Front 23

Understand the purpose of the Communication Management Strategy.

Back 23

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.

Hint 23

OR 02 05

Front 24

Recall the recommended quality review team roles and their responsibilities.

Back 24

Chair
Responsible for the overall conduct of the review.

Presenter
Introduces the product for review and and represents the producer(s) of the product. Also coordinates and tracks the work after the review, i.e. applying the changes to the product agreed by the team.

Reviewer
Reviews the product, submits questions, and confirms corrections and/or improvements.

Administrator
Provides administrative support for the chair and records the result and actions.

Hint 24

QU 01 01

Front 25

Understand the purpose of the Quality theme.

Back 25

"To define and implement the means by which the project will create and verify products that are fit for purpose."

ILX adds: "and satisfy the needs and expectations of the Customer."

Provides a method to help specify Quality, tests, how to get approved and to facilitate the management of Quality during the Project.

Hint 25

QU 02 02

Front 26

Understand the relationship between Quality Assurance and Project Assurance.

Back 26

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.

Hint 26

QU 02 02

Front 27

Understand the objectives of the quality review technique.

Back 27

- 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.
- To involve key interested parties in checking the product's quality and in promoting wider acceptance of the product.
- To baseline the product for change control purposes."

Hint 27

QU 02 03

Front 28

Understand the difference between Quality Process, Control, Standards and Quality Planning.

Back 28

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.

Hint 28

QU 02 04

Front 29

Understand the difference between Customer's quality expectations and acceptance criteria.

Back 29

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.

Hint 29

QU 02 05

Front 30

Understand the purpose of a Project Product Description, Quality Management Strategy, Product Description and Quality Register.

Back 30

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.

Hint 30

QU 02 06

Front 31

Recall the levels of plans recommended by PRINCE2.

Back 31

- Project Plans (Directing/high level)
- Stage Plans (Management/day-to-day level)
- Team Plans (Delivering/work level)

Hint 31

PL 01 01

Front 32

Recall four tasks of product-based planning (iterative).

Back 32

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
2. Producing a Product Breakdown Structure - listing all products that need to be created
3. Writing Product Descriptions for all identified products
4. Producing a Product Flow Diagram - show product flow and inter-dependencies.

Hint 32

PL 01 02

Front 33

Understand the purpose of the Plans theme.

Back 33

"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)."

Hint 33

PL 02 01

Front 34

Understand the levels of plans, their purpose, and the interrelationship between the Project Plan, Stage Plans, Team Plans, and an Exception Plan.

Back 34

Project plan: how time, cost, scope, and quality targets will be met, showing MAJOR products, activities, and required resources.

Stage Plan: More detailed, day-by-day level plan suitable for controlling one stage.

Team Plan: Produced by a Team Manager to facilitate the execution of one or more Work Packages.

Exception Plan - used to recover from the effect of tolerance deviation - to replace the current Stage Plan or Project Plan.

Hint 34

PL 02 02

Front 35

Understand the three types of management product: baselines, records, and reports.

Back 35

"Baseline management products are those that define aspects of the project and, once approved, are subject to change control."

"Records are dynamic management products that maintain information regarding project progress."

"Reports are management products providing a snapshot of the status of certain aspects of the project."

Baseline products, e.g.
Business Case
Project Plan

Records, e.g.
Issue/Risk/Quality Registers

Reports, e.g.
Checkpoint Report
End Project Report

Front 36

Understand the tasks within the product-based planning technique.

Back 36

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.

Hint 36

PL 02 03

Front 37

Recall the definition of a risk and the difference between a threat and an opportunity.

Back 37

Risk: "An uncertain event or set of events that, should it occur, will have an effect on the achievement of objectives."

"Threat is used to describe an uncertain event that could have a negative impact on objectives."

"Opportunity is used to describe an uncertain event that could have a favorable impact on objectives."

Hint 37

RK 01 01

Front 38

Recall the risk response types and whether they are used to respond to a threat or opportunity.

Back 38

Threat responses
- Avoid
- Reduce
- Fallback
- Transfer
- Share
- Accept

Opportunity Responses
- Exploit
- Enhance
- Share
- Reject

Hint 38

RK 01 02

Front 39

Recall the difference between a risk owner and a risk actionee.

Back 39

Risk Owner: "The person responsible for managing the risk (there can be only one risk owner per risk)."

Risk actionee: "The person(s) who will implement the action(s) described in the risk response. This may or may not be the same person as the risk owner."

Hint 39

RK 01 03

Front 40

Understand the purpose of the Risk theme.

Back 40

"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

Hint 40

RK 02 01

Front 41

Understand the five steps within the risk management procedure.

Back 41

Identify (context & risks)
Context: obtain information about the project to understand objectives at risk and to formulate the Risk Management Strategy.
Risks: "To recognize the threats and opportunities that may affect the project's objectives (in terms of cause, event and effect)."

Assess (estimate & evaluate)
Estimate: "Assess the threats and opportunities to the project in terms of their probability and impact. The risk proximity will also be of interest to gauge how quickly the risk is likely to materialize if no action were taken."
Evaluate: "assess the net effect of all the identified threats and opportunities on a project when aggregated together."

Plan
"To prepare specific management responses to the threats and opportunities identified . . . "

Implement
"Ensure that the planned risk responses are actioned, their effectiveness monitored, and corrective action taken where responses do not match expectations."

Communicate
Carried out continually and "should ensure that information related to the threats and opportunities faced by the project is communicated both within the project and externally to stakeholders."

IAPIC

Hint 41

RK 02 02

Front 42

Understand the purpose of a risk budget.

Back 42

"A sum of money included within the project budget and set aside to fund specific management responses to the project's threats and opportunities."

Hint 42

RK 02 03

Front 43

Understand the probability, impact, and proximity of a risk.

Back 43

Probability: likelihood of occurrence.

Impact: the quantifiable effect on project objectives.

Proximity: when the risk risk is likely to materialize.

Hint 43

RK 02 04

Front 44

Understand the difference between cause, event, and effect when expressing a risk.

Back 44

Pattern: "Due to (cause)… there is the risk of (event)… that could result in (effect)…." [MgmtPlaza]

Risk cause: "The source of the risk . . . often referred to as risk drivers . . . the potential triggers for risk."

Event: the thing that needs to materialize; the risk itself.

Effect: "the impact(s) that the risk would have on the project objectives should the risk materialize."

Hint 44

RK 02 05

Front 45

Understand the purpose of a Risk Management Strategy.

Back 45

"To describe how risk management will be embedded in the project management activities."

"A strategy describing the goals of applying risk management, as well as the procedure that will be adopted, roles and responsibilities, risk tolerances, the timing of risk management interventions, the tools and technique that will be used, and the reporting requirements."

Hint 45

RK 02 06

Front 46

Understand the purpose of a Risk Register.

Back 46

"A record of identified risks relating to an initiative, including their status and history."

"The purpose of the Risk Register is to capture and maintain information on all of the identified threats and opportunities relating to the project."

Hint 46

RK 02 06

Front 47

Understand the concept of risk appetite/tolerances.

Back 47

Risk appetite: "An organization's unique attitude towards risk taking that in turn dictates the amount of risk that it considers is acceptable."

Risk tolerance: "The threshold levels of risk exposure which, when exceeded, will trigger an Exception Report to bring the situation to the attention of the Project Board."

Hint 47

RK 02 07

Front 48

Recall the three types of issue.

Back 48

Request for change: "a proposal for change to a baseline."

Off-specification: "something that should be provided by the project, but current is not (or is forecast not to be) provided. This might be a missing product or a product not meeting its specification."

Problem/concern: "Any other issue that the Project Manager needs to resolve or escalate."

Hint 48

CH 01 01

Front 49

Five typical activities of a configuration management procedure

Back 49

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

Hint 49

CH 01 02

Front 50

Understand the purpose of the Change theme.

Back 50

"To identify, assess, and control any potential and approved changes to the baseline."

Hint 50

CH 02 01

Front 51

Understand the purpose of a change budget and Change Authority.

Back 51

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."

Change Authority: Optional group appointed by the Project Board "to review and approve requests for change and off-specifications."

Hint 51

CH 02 02

Front 52

Understand the purpose of a Configuration Management Strategy.

Back 52

"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.

Hint 52

CH 02 03

Front 53

Understand the purpose of a Configuration Item Record.

Back 53

"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."

Hint 53

CH 02 03

Front 54

Understand the purpose of an Issue Report.

Back 54

To capture and communicate information used for formal handling of issues.

- Issue identifier
- Issue type
- Date raised
- Raised by
- Issue Report author
- Issue description
- Impact analysis
- Recommendation
- Priority
- Severity
- Decision
- Approved by
- Decision date
- Closure date

Hint 54

CH 02 03

Front 55

Understand the purpose of an Issue Register.

Back 55

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.

- Issue identifier
- Issue type
- Date raised
- Raised by
- Issue Report author
- Issue description
- Priority
- Severity
- Status
- Closer date

Hint 55

CH 02 03

Front 56

Understand the purpose of a Product Status Account.

Back 56

"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."

Hint 56

CH 02 03

Front 57

Understand the recommended steps in the issue and change control procedure.

Back 57

- Capture
- Example
- Propose
- Decide
- Implement

Hint 57

CH 02 04

Front 58

Recall the lines of authority and reporting channels between the four levels of management

Back 58

Corp + Program Management <- Project

->Project Board<-Stage-> Project Manager <- Work Package ->

Team Manager

Tolerances are downwards and Progress and Exceptions trend upwards.

Hint 58

PG 01 01

Front 59

Recall the difference between event-driven and time-driven controls.

Back 59

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."

Time-driven controls: "Take place at pre-defined periodic intervals."

"Monitoring and reporting requires a time-based approach, whereas control (decision making) is an event-based activity."

Hint 59

PG 02 01

Front 60

Understand the purpose of the Progress theme.

Back 60

"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."

Hint 60

PG 02 02

Front 61

Understand the concept of management stages and the difference between management and technical stages.

Back 61

"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.

Hint 61

PG 02 03

Front 62

Understand the factors to consider in identifying management stages.

Back 62

From ILX:

To define the number and length of management stages a number of elements are considered.
These are:
 How far ahead is it sensible to plan
 Where are key decision points needed. These are often before large items of expenditure are sanctioned
 How much risk does the project contain? For example if the project is well understood and contains few risks a longer stage may be appropriate whereas on a large complex project carrying significant risk more stages may be required.
 Finally, consider how confident the Project Board and Project Manager are in proceeding may affect the length of a management stage but remember that too many short stages will increase the management overhead whilst too few larger stages could result in reduced control.

Hint 62

PG 02 04

Front 63

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.

Back 63

"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."

For the rest: see Table 10.1 on page 102 of the manual.

Hint 63

PG 02 05

Front 64

Understand the purpose of a Daily Log.

Back 64

"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."

Hint 64

PG 02 06

Front 65

Understand the purpose of a Work Package.

Back 65

"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."

Hint 65

PG 02 06

Front 66

Understand the purpose of a Lessons Log.

Back 66

"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.

Hint 66

PG 02 06

Front 67

Understand the purpose of an End Stage Report.

Back 67

"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.

The Project Board uses the information in the End Stage Report in tandem with the next Stage Plan to decide what action to take with the project: for example, authorize the next stage, amend the project scope, or stop the project."

Hint 67

PG 02 07

Front 68

Understand the purpose of an End Project Report.

Back 68

"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:
- Passing on of any lessons that can be usefully applied to other projects.
- Passing on of details of unfinished work, ongoing risks, or potential product modifications to the group charged with future support of the project's products in their operational life.

Hint 68

PG 02 07

Front 69

Understand the purpose of a Lessons Report.

Back 69

"The Lessons Report is used to pass on any lessons that can be usefully applied to other projects.

The purpose of the report is to provoke action so that the positive lessons become embedded in the organization's way of working, and that the organization is able to avoid any negative lessons on future projects."

Hint 69

PG 02 07

Front 70

Understand the purpose of a Checkpoint Report.

Back 70

"A Checkpoint Report is used to report, at a frequency defined in the Work Package, the status of the Work Package."

Hint 70

PG 02 08

Front 71

Understand the purpose of a Highlight Report.

Back 71

"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."

Hint 71

PG 02 08

Front 72

Understand the purpose of an Exception Report.

Back 72

"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."

Hint 72

PG 02 08

Front 73

Recall the stated purpose and triggers of the SU process.

Back 73

"To ensure that the prerequisites for Initiating a Project are in place by answering the question: do we have a viable and worthwhile project?"

Trigger: the Project Mandate.

Hint 73

SU 02 01

Front 74

Understand the objectives and context of the SU process.

Back 74

Objective: "The aim is to do the minimum necessary in order to decide whether it is worthwhile to even initiate the project."

"The objective of the SU process is to ensure that:
- There is a business justification for initiating the project (documented in an outline Business Case)
- All the necessary authorities exist for initiating the project
- Sufficient information is available to define and confirm the scope of the project (in the form of a Project Brief)
- The various ways the project can be delivered are evaluated and a project approach selected
- Individuals are appointed who will understand the work required in project initiation and/or will take significant project management roles in the project
- The work required for project initiation is planned (documented in a Stage Plan)
- Time is not wasted initiating a project based on unsound assumptions regarding the project's scope, timescales, acceptance criteria, and constraints.

Context
Projects are finite and require a defined beginning.

Hint 74

SU 02 02

SU 02 03

Front 75

Understand how the SU process supports the seven PRINCE2 principles.

Back 75

1) Do the minimum until a viable business justification is stated and agreed.
2) Considering of project approach includes examination of lessons learned on other projects.
3) Executive and PM appointed, along with the project management team.
4) Creation of an Initiation Stage Plan.
5) (not so clear on manage by exception)
6) Creation of a Project Product Description.
7) Project approach considers tailoring PRINCE2.

Front 76

Understand the purpose of a Project Brief.

Back 76

"A Project Brief is used to provide a full and firm foundation for the initiation of the project."

Hint 76

SU 02 04

Front 77

Recall the stated purpose and triggers of the DP process.

Back 77

"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."

Hint 77

DP 02 01

Front 78

Understand the objectives and context of the DP process.

Back 78

"To ensure that:
- There is authority to initiate the project.
- There is authority to deliver the project's products.
- Management direction and control are provided throughout the project's life, and that the project remains viable.
- Corporate or programme management has an interface to the project.
- There is authority to close the project.
- Plans for realizing the post-project benefits are managed and reviewed."

Context
Covers the activities of the Project Board (the management level above the PM).

Hint 78

DP 02 02

DP 02 03

Front 79

Recall the stated purpose and triggers of the IP process.

Back 79

"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."

Triggered by Project Board authority to initiate a project.

Hint 79

IP 02 01

Front 80

Understand the objectives and context of the IP process.

Back 80

Objectives
"To ensure that there is a common understanding of:"
- Reasons / benefits / risks
- Scope of activities and products
- How/when delivered & at what cost
- Who is involved in project decision making
- How to achieve required quality
- How to establish & control baselines
- How risks/issues/changes IDed, assessed, controlled
- How progress will be monitored and controlled
- Who needs info & how & when
- How PM method will be tailored

Context
"aimed at laying down the foundations in order to achieve a successful project"

Hint 80

IP 02 02

IP 02 03

Front 81

Understand the purpose of the Project Initiation Documentation (PID)

Back 81

"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."

Hint 81

IP 02 04

Front 82

Recall the stated purpose and triggers of the Controlling a Stage process.

Back 82

"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."

Hint 82

CS 02 01

Front 83

Understand the objectives and context of the CS process.

Back 83

Objectives
To ensure that:
- Attn is focused on products
- Risks/issues are controlled
- Business Case reviewed
- Agreed products are delivered acc. cost, time, effort, quality.
- PM team is focused on delivery within tolerances

Context
Describes the work of the PM in handling the day-to-day management of the stage.

Hint 83

CS 02 02

CS 02 03

Front 84

Recall the stated purpose and triggers of the Managing Product Delivery process.

Back 84

"To control the link between the PM and the Team Manager(s), by placing formal requirements on accepting, executing, and delivering project work."

Hint 84

MP 01 1

Front 85

Understand the objectives and context of the MP process.

Back 85

Objectives:
"To ensure that
- Work on products allocated to the team is authorized & agreed.
- Team Managers, team members, and their suppliers are clear as to what is to be produced and what is the expected effort, cost, or timescales.
- The planned products are delivered to expectations and within tolerance
- Accurate progress information is provided to the [PM] at an agreed frequency and to ensure that expectations are managed."

Context
MP "views the project from the Team Manager's perspective, while the [CS] process views it from the [PM's] perspective."

Hint 85

MP 02 2

Front 86

Understand how the MP process supports the seven PRINCE2 principles.

Back 86

1) ???
2) ???
3) Defined roles of PM and TM
4) Takes place within a stage
5) Tolerances in place
6) All about products
7) Implemented as per tailoring

Hint 86

MP 03 2

Front 87

Understand the activities within the MP process.

Back 87

- Accept a Work Package
- Execute a Work Package
- Deliver a Work Package

Hint 87

MP 04 2

Front 88

Understand the responsibilities within the activities of the MP process.

Back 88

Project Manager
• Authorizes Work Packages (CS process)
• Reviews Checkpoint Reports and Quality Register (CS process)
Team Manager
• Manages the development of the products
• Sends Checkpoints reports [MgmtPlaza]

Hint 88

MP 05 2

Front 89

Understand the use of the Work Package as input in the MP process.

Back 89

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.

Hint 89

MP 06 2

Front 90

Understand the use of the Product Description as input in the MP process.

Back 90

Provides the quality criteria to be me during execution of the Work Package.

Hint 90

MP 06 2

Front 91

Recall the stated purpose and triggers of the Managing a Stage Boundary (SB) process.

Back 91

"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"

Triggered near the end of the current stage. May be triggered by out-of-tolerance situation, requiring Exception Plan.

Hint 91

SB 01 1

Front 92

Understand the objectives and context of the SB process.

Back 92

Objectives
- Assure the Project Board that all products in the Stage Plan for the current stage have been completed and approved.
- Prepare the Stage Plan for the next stage.
- Review and, if necessary, update the PID
- Provide the info needed for the Project Board to assess the continuing viability of the project
- Record any info or lessons that can help later stages of this project and/or other projects
- Request authorization to start the next stage

IN CASE OF EXCEPTION:
- Prepare an Exception Plan as directed by the Project Board
- Seek approval to replace the Project Plan or Stage Plan for the current stage with the Exception Plan.

Context
"Predicated on dividing the project into management stages."

Hint 92

SB 02 2

Front 93

Understand how the SB process supports the seven PRINCE2 principles.

Back 93

1) Biz case used to assess continuing viability
2) Lessons recorded as part of process
4) Embodies stage concept
5) Defined out-of-tolerance exception handling
6) Ensures products have been completed and approved
7) Follows tailoring

Hint 93

SB 03 2

Front 94

Understand the activities within the SB process.

Back 94

- Plan the next stage
- Update the Project Plan
- Update the Business Case
- Report stage end
- Produce an Exception Plan

Hint 94

SB 04 2

Front 95

Understand the responsibilities within the activities of the SB process.

Back 95

Project Manager
• Creates or updates all SB management documents
Team Manager
• Can assist Project Manager is all planning activities [MgmtPlaza]

Hint 95

SB 05 2

Front 96

Understand the use of the PID as input in the SB process.

Back 96

Input as starting point and updated as needed (whether to strategies or controls, or to project approach).

Hint 96

SB 06 2

Front 97

Understand the use of the Project Plan as input in the SB process.

Back 97

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.

Hint 97

SB 06 2

Front 98

Understand the use of the Business Case as input in the SB process.

Back 98

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.

Hint 98

SB 06 2

Front 99

Understand the use of the Quality Management Strategy as input in the SB process.

Back 99

Used as input to determine the quality standards required during the stage.

Hint 99

SB 06 2

Front 100

Understand the use of the Risk Management Strategy as input in the SB process.

Back 100

Used to determine how risk will be controlled during the stage.

Hint 100

SB 06 2

Front 101

Understand the use of the Communication Management Strategy as input in the SB process.

Back 101

Used to determine how and with whom project information will be communicated during the stage.

Hint 101

SB 06 2

Front 102

Understand the use of the Configuration Management Strategy as input in the SB process.

Back 102

Determines how and by whom products will be versioned and controlled.

Hint 102

SB 06 2

Front 103

Understand the use of the Stage Plan as input in the SB process.

Back 103

Used as input to track progress during the stage. Updated with actuals from the stage.

Hint 103

SB 06 2

Front 104

Understand the use of the Exception Report as input in the SB process.

Back 104

If raised and agreed with the Project Board, will trigger the creation of an Exception Plan (either Project or Stage).

Hint 104

SB 06 2

Front 105

Understand the use of the Configuration Item Record as input in the SB process.

Back 105

Updated as products are created during the current stage; created (or updated) for products to be created during the next stage.

Hint 105

SB 06 2

Front 106

Understand the use of the Product Status Account as input during the SB process.

Back 106

Drives the review of quality mgmt activities for the stage and their results. Ensures all products ID'ed are completed and approved.

Hint 106

SB 06 2

Front 107

Understand the use of the Benefits Review Plan as input during the SB process.

Back 107

Used to list any benefits review activities that have to be performed.

Hint 107

SB 06 2

Front 108

Understand the use of the Issue Register as input during the SB process.

Back 108

As input, may drive corrective action. Updated as necessary in light of stage activities.

Hint 108

SB 06 2

Front 109

Understand the use of the Quality Register as input during the SB process.

Back 109

As input, lists required quality activities for the next stage. Updated to reflect activities undertaken during the current stage.

Hint 109

SB 06 2

Front 110

Understand the use of the Risk Register as input during the SB process.

Back 110

Reviewed as input to planning of next stage. Updated with risks encountered during the current stage, or to reflect actions taken during the stage.

Hint 110

SB 06 2

Front 111

Understand the use of the Lessons Log as input during the SB process.

Back 111

Reviewed to determine affect on next stage. Updated with lessons obtained during the current stage.

Hint 111

SB 06 2

Front 112

Recall the stated purpose and triggers of the Closing a Project (CP) process.

Back 112

"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.

Triggered either by approaching end or request to close prematurely.

Hint 112

CP 01 1

Front 113

Understand the objectives and context of the CP process.

Back 113

Objectives
- Verify user acceptance of the project's products
- Ensure that the host site is able to support the products when the project is disbanded
- Review the performance of the project against its baselines
- Assess any benefits that have already been realized, update the forecast of the remaining benefits, and plan for a review of those unrealized benefits
- Ensure that provision has been made to address all open issues and risks, with follow-on action recommendations.

Context
Having a finite extent (defined start and finish) makes a project a project.

Hint 113

CP 02 2

Front 114

Understand how the CP process supports the seven PRINCE2 principles.

Back 114

1) Makes sure the biz justification was met
2) Makes sure that lessons are passed on
3) ???
4) Part of the final management stage
5) Premature close is a type of exception
6) Ensures that products have been delivered and can be handled in production.
7) ???

Hint 114

CP 03 2

Front 115

Understand the activities with CP process.

Back 115

- Prepare planned closure
- Prepare premature closure
- Hand over products
- Evaluate the project
- Recommend project closure

Hint 115

CP 04 2

Front 116

Understand the responsibilities within the activities of the CP process.

Back 116

Project Manager
• Create or update all CP management documents
• End Project Report, Lessons Report, Benefits Review Plan, etc.
Project Support
• Assist the Project Manager (CIR documents, all records, etc.) [MgmtPlaza]

Hint 116

CP 05 2

Front 117

Understand the use of the Product Status Account as input in the CP process.

Back 117

Requested from Project Support to determine which products
- have been approved
- remain in dev
- given approved concessions
- have yet to be started
- need to be made safe
- may be useful to other projects
Used to make sure that products meet their requirements

Hint 117

CP 06 2

Front 118

Understand the use of the PID as input in the CP process.

Back 118

Used as input to compare final status with original, approved intention of the project. That is: used as input for project evaluation.

Hint 118

CP 06 2

Front 119

Understand the use of the Benefits Review Plan as input in the CP process.

Back 119

Checked to ensure that post-project activities are assigned and will be handled.

Hint 119

CP 06 2

Front 120

Understand the use of the Project Product Description as input in the CP process.

Back 120

Used as input to confirm that the project delivered what was promised.

Hint 120

CP 06 2

Front 121

Understand the use of the Lessons Log as input in the CP process.

Back 121

Used as input to a lessons report so that lessons can be passed on. Closed.

Hint 121

CP 06 2

Front 122

Understand the use of the Project Plan as input in the CP process.

Back 122

Input to be updated with actuals from the final stage.

Hint 122

CP 06 2

Front 123

Understand the use of the Issue Register as input in the CP process.

Back 123

Used as input to the End Project Report. Closed.

Hint 123

CP 06 2

Front 124

Understand the use of the Risk Register as input in the CP process.

Back 124

Used as input to the End Project Report. Closed.

Hint 124

CP 06 2

Front 125

Understand the use of the Quality Register as input in the CP process.

Back 125

Used as input to the End Project Report. Closed.

Hint 125

CP 06 2

Front 126

Understand the use of the Risk Management Strategy as input in the CP process.

Back 126

???

Hint 126

CP 06 2

Front 127

Understand the use of the Configuration Management Strategy as input to the CP process.

Back 127

Determines how all project information will be secured and archived.

Hint 127

CP 06 2

Front 128

Understand the use of the Communication Management Strategy as input to the CP process.

Back 128

Review to determine which organizations or interested parties need to know that the project is closing.

Hint 128

CP 06 2

Front 129

Understand the use of the Quality Management Strategy as input to the CP process.

Back 129

Reviewed to evaluate how effective the strategy was in the creation of the products.

Hint 129

CP 06 2

Front 130

What is not in scope of Prince2?

Back 130

Specialist Aspects,

Detailed Techniques,

Leadership Capability