2: Business Case (BC) Theme - Seed Workshops · PRINCE2® Foundation and Practitioner Training Syllabus 1: Overview, Principles and Tailoring PRINCE2 to the Project Environment

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PRINCE2® Foundation and Practitioner Training Syllabus

1: Overview, Principles and Tailoring PRINCE2 to the Project

Environment

1.1 Six aspects of project performance to be managed 1.2 Definition of a project 1.3Four integrated elements of principles, themes, processes and the project

environment upon which PRINCE2 is based 1.4 Customer/supplier context of a PRINCE2 project 1.5 Benefits of using PRINCE2 1.6 Seven principles 1.7 Characteristics of a project

2: Business Case (BC) Theme

• Definition of a project output, an outcome, a benefit and a dis-benefit • The purpose of the Business Case theme • The purpose of a i)

Business Case

ii) Benefits Review Plan 3: Organization (OR) Theme

• Roles within the Organization theme • The purpose of the Organization theme • The three project interests and how these are represented within the three levels of

the project management team structure

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• The responsibilities and characteristics of the role of the:

i) Project Board

ii) Project Manager

iii) Project Assurance

iv) Change Authority

v) Team Manager

vi) Project Support • What a stakeholder is • The purpose of the Communication Management Strategy

4: Quality (QU) Theme

2.1 Recall the recommended quality review team roles 2.2 The purpose of the Quality theme 2.3 The difference between quality assurance and Project Assurance 2.4 The objectives of the quality review technique 2.5 The difference between quality planning, quality control and quality

assurance 2.6 The difference between customer’s quality expectations and acceptance

criteria 2.7 The purpose of a:

Project Product Description

Product Description

Quality Register

Quality Management Strategy

5: Plans (PL) Theme

• Levels of plan recommended by PRINCE2 • Four tasks of product-based planning • The purpose of the Plans theme

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

i) Project Plan

ii) Stage Plans

iii) Team Plans

iv) Exception Plan The tasks within the product-based planning technique

6: Risk (RK) Theme

• The definition of a risk and the difference between a threat and an opportunity • The recommended risk response types and whether they are used to respond to a

threat or an opportunity • The difference between a risk owner and a risk actionee • The purpose of the Risk theme • The steps within the recommended risk management procedure. This should

include:

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

Management Strategy

ii) Identify the threats and opportunities that may affect a project’s objectives

iii) Estimate risks to assess their probability, impact and proximity

iv) Evaluate the net effect of all risks on a project when aggregated together

v) Plan risk management responses

Implement planned risk management responses, identifying an appropriate

risk owner and/or risk actionee

Communicate information related to risks, both within the project and

externally to stakeholders 3.2 The purpose of a risk budget 3.3 The risk probability, risk impact and risk proximity 3.4 The difference between cause, event and effect when expressing a risk 3.5 The purpose of a:

i) Risk Management Strategy

ii) Risk Register

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• The concept of risk appetite and risk tolerance

7: Change (CH) Theme

• Three types of issue • Five typical activities of configuration management • The purpose of the Change theme • The purpose of a change budget 3.6 The purpose of a: Configuration Management Strategy Configuration Item Record Issue Report Issue Register Product Status Account 3.7 The steps in the recommended issue and change control procedure

8: Progress (PG) Theme

• Lines of authority and reporting between the four levels of management • The difference between event-driven and time-driven controls • The purpose of the Progress theme • The concept of management stages and the difference between management

and technical stages • The factors to consider in identifying management stages • Tolerance(s): when and how tolerances are set and exceptions reported, in which

management products tolerances are documented and how management by

exception applies to the different levels of management • The purpose of a:

i) Daily Log

ii) Lessons Log

iii) Work Package • The purpose of a:

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i) End Stage Report

ii) End Project Report

iii) Lessons Report

• The purpose of a:

i) Checkpoint Report

ii) Highlight Report iii) Exception Report

9: Starting up a Project (SU) Process

• Starting up a Project (SU) Process • The purpose of the SU process • The objectives of the SU process • The context of the SU process • The purpose of a Project Brief

10: Directing a Project (DP) Process

• The purpose of the DP process • The objectives of the DP process • The context of the DP process

11: Initiating a Project (IP) Process

• The purpose of the IP process • The objectives of the IP process • The context of the IP process • The purpose of a Project Initiation Documentation (PID)

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12: Controlling a Stage (CS) Process

• The purpose of the CS process • The objectives of the CS process • The context of the CS process 13: Managing Product Delivery (MP) Process • The purpose of the MP process • The objectives of the MP process • The context of the MP process 14: Managing a Stage Boundary (SB) Process

The purpose of the SB process

The objectives of the SB process

The context of the SB process

15: Closing a Project (CP) Process

• The purpose of the CP process • The objectives of the CP process • The context of the CP process

16: Summary and Directed Studies 17: Review of Key Concepts

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1. Overview, Principles and Tailoring PRINCE2 to the Project

Environment

• Difference between embedding and tailoring PRINCE2 • Context of a customer/supplier environment and how it affects the application of

the themes, processes and management products within a project

2. Business Case Theme PRINCE2® Practitioner Syllabus 5.1 The recommended composition of a

Business Case, and in which process(es) it is developed, verified,

maintained and confirmed and which roles are responsible for this

Benefits Review Plan, and in which process(es) it is developed,used

and reviewed and which roles are responsible for this 5.2 The relationship between a program’s business case and a project’s Business

Case 5.3 How to identify appropriate information, using the recommended composition, for

inclusion in the Business Case and Benefits Review Plan 5.4 Identify outputs, outcomes, benefits and dis-benefits 5.5 Analyze whether the Business Case and Benefits Review Plan, using the

recommended composition, are fit for purpose, with reasons, and whether

the appropriate roles have been involved in their development and maintenance

throughout the life of a project

3. Organization (OR) Theme

• How the four levels of the project management structure apply to the process

model • The relationship between the Communication Management Strategy and other

products and themes

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• The recommended composition of a Communication Management Strategy,

in which process(es) it is developed, used and reviewed and which roles are

responsible for this • Identify an appropriate project management team structure and role

descriptions, including acceptable role consolidations or sharing

• Identify appropriate information, using the recommended composition, for

inclusion in a Communication Management Strategy • Analyze whether the following products, using the recommended composition, are

fit for purpose, with reasons, and whether the correct roles have been involved in

their development and maintenance throughout the life of a project. Including:

i) Project management team structure

ii) Communication Management Strategy

4. Quality (QU) Theme

6.1 The PRINCE2 approach to quality - quality audit trail 6.2 The recommended composition of a

Project Product Description

Product Description

Quality Register

Quality Management Strategy

and in which process(es) they are developed, used and reviewed and

which roles are responsible for this • Identify appropriate information, using the recommended composition, for

inclusion in the Project Product Description, Product Description, Quality

Register and Quality Management Strategy • Identify appropriate actions and responsibilities when applying the quality

review technique to a given product • Identify appropriate actions and responsibilities when applying quality

planning and quality control to a given project • Analyze whether the Project Product Description, Product Description, Quality

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Register and Quality Management Strategy, using the recommended composition,

are fit for purpose, with reasons, and whether the appropriate roles have been

involved in their development and maintenance throughout the life of a project

Use of the quality review technique for a given product • Whether quality planning activities have been, or are scheduled to be,

undertaken appropriately during the execution of a project, with reasons,

and whether the appropriate roles have been involved. Including:

i) Understanding and documenting the customer’s quality expectations and

the project’s acceptance criteria in the Project Product Description

ii) Formulating a Quality Management Strategy and setting up a

Quality Register • Whether quality control activities have been, or are scheduled to be,undertaken

appropriately during the execution of a project, with reasons, and whether the

appropriate roles have been involved. Including:

i) Carrying out the quality methods

ii) Maintaining quality and approval records

iii) Gaining acceptance

5. Plans (PL) Theme

7.1 The recommended composition of a Plan, in which process(es) it is

developed, used and reviewed, and which roles are responsible for this 7.2Identify appropriate information, using the recommended composition, for

inclusion in a Plan (excluding the schedule) 7.3Identify the appropriate actions and responsibilities when applying the

product-based planning technique, including the creation of Product

Descriptions, a product breakdown structure and a product flow diagram 7.4 Analyze whether a Plan (excluding the schedule), using the recommended

composition, is fit for its purpose, with reasons, and whether the appropriate roles

have been involved in its development and maintenance throughout the life of a

project

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7.5 Whether the Product-based planning technique has been applied appropriately.

This should include analyzing the appropriate application of Product Descriptions, a product breakdown structure and a product flow diagram, with reasons

6. Risk (RK) Theme

• The recommended composition of a

i) Risk Management Strategy

ii) Risk Register

and in which process(es) they are developed, used and reviewed, and

which roles are responsible for this • The concept of inherent, secondary and residual risks • Identify appropriate information, using the recommended composition, for

inclusion in the Risk Management Strategy and Risk Register • Identify the appropriate actions and responsibilities when applying the

steps within the recommended risk management procedure • Identify primary and secondary risks and estimate inherent and residual risks • Whether the products listed in the Risk Management Strategy and Risk Register,

using the recommended composition, are fit for purpose, with reasons, and

whether the appropriate roles have been involved in their development and

maintenance throughout the life of a project • Whether activities undertaken during the execution of the recommended

risk management procedure are appropriate, with reasons, and whether the

appropriate roles have been involved

7. Change (CH) Theme

Identify in which process(es) issues are captured and managed, and which roles

are responsible Identify in which process(es) a change budget and a Change Authority are

agreed and which roles are responsible

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Identify the recommended composition of a:

1. Configuration Management Strategy

2. Configuration Item Record

3. Issue Report

4. Issue Register 5. Product Status Account and in which process(es) they are developed, used

and reviewed, and which roles are responsible for this

Identify appropriate information, using the recommended composition, for

inclusion in the products listed above Identify the appropriate type for a given issue Identify the appropriate actions and responsibilities when applying the

recommended issue and change control procedure Identify appropriate resource(s) for the role of Change Authority Identify the appropriate actions and responsibilities when applying the typical

activities of configuration management

• Analyze whether the Configuration Management Strategy, Configuration Item

Record, Issue Report, Issue Register and Product Status Account, using the

recommended composition, are fit for purpose, with reasons, and whether the

appropriate roles have been involved in their development and maintenance

throughout the life of a project

• Analyze whether activities undertaken during the execution of the

recommended issue and change control procedure are appropriate, with

reasons, and whether the appropriate roles have been involved. Including

activities associated with:

i) Capturing and analyzing to determine the type of issue and whether it

can be managed informally or formally

ii) Examining an issue to determine its impact

iii) Proposing a course of action

iv) Deciding on appropriate course of action

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v) Implementing agreed action • Analyze whether the typical activities of configuration management have been

undertaken appropriately, with reasons, and whether the appropriate roles have

been involved. Including activities associated with:

1. Planning what level of configuration management is required

2. Identifying configuration items

3. Controlling configuration items

4. Status accounting 5. Verifying and auditing configuration items

8. Progress (PG) Theme

• Identify the recommended composition of a:

i) Work Package

ii) Lessons Log

iii) Checkpoint Report

iv) Highlight Report

v) End Stage Report

vi) Exception Report

vii) End Project Report

viii) Lessons Report

and in which process(es) they are developed, used and reviewed, and

which roles are responsible for this • Identify appropriate information, using the recommended composition, for

inclusion in the products listed above • Identify the appropriate actions and responsibilities when applying the

concept of management by exception • Analyze whether the products listed above, using the recommended composition,

are fit for purpose, with reasons, and whether the appropriate roles have been

involved in their development and maintenance throughout the life of a project • Whether activities undertaken to manage by exception during the execution

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of the project were applied appropriately, with reasons, and whether the

appropriate roles have been involved.

9. Starting up a Project (SU) Process

Identify the following activities within the SU process and the responsibilities

within them:

1. Appointing the Executive and the Project Manager

2. Capturing previous lessons

3. Designing and appointing the project management team

4. Preparing the outline Business Case

5. Selecting the project approach and assembling the Project Brief

6. Planning the initiation stage • Identify how the seven themes may be applied within the SU process • Identify the recommended composition of a Project Brief and in which process(es) it

is developed, used and reviewed, and which roles are responsible • Identify appropriate information, using the recommended composition, for

inclusion in the Project Brief • Identify the recommended SU process actions when carrying out the activities

listed above • Analyze whether the Project Brief, using the recommended composition, is fit for

its purpose, with reasons, and whether the appropriate roles have been involved

in its development and maintenance throughout the SU process • Analyze whether the recommended SU process actions have been undertaken

appropriately, with reasons, and whether the appropriate roles have been involved

when carrying out the activities listed above

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10. Directing a Project (DP) Process

• Identify the following activities within the DP process and the responsibilities

within them:

i) Authorizing initiation

ii) Authorizing the project

iii) Authorizing a Stage or Exception Plan

iv) Giving ad hoc direction

v) Authorizing project closure • Identify how the seven themes may be applied within the DP process • Analyze whether the recommended DP process actions have been undertaken



11. Initiating a Project (IP) Process

• Identify the following activities within the IP process and the responsibilities

within them:

i) Preparing the Risk Management Strategy

ii) Preparing the Configuration Management Strategy

iii) Preparing the Quality Management Strategy iv) Preparing the Communication Management Strategy v) Setting up the project controls vi) Create the Project Plan vii) Refining the Business Case viii) Assembling the Project Initiation Documentation

Identify how the seven themes may be applied within the IP Process Identify the recommended composition of the Project Initiation Documentation, and

in which process(es) it is developed, used and reviewed, and which roles are

responsible Identify the recommended IP process actions when carrying out the activities

listed above

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• Analyze whether the Project Initiation Documentation, using the recommended

composition, is fit for its purpose, with reasons, and whether the appropriate roles

have been involved in its development and maintenance throughout

the IP process • Analyze whether the recommended IP process actions have been undertaken

appropriately, with reasons, and whether the appropriate roles have been

involved when carrying out the activities listed above

12. Controlling a Stage (CS) Process

• Identify the following activities within the CS process and the responsibilities

within them:

i) Authorizing a Work Package

ii) Reviewing Work Package status

iii) Receiving completed Work Packages

iv) Reviewing the stage status

v) Reporting Highlights

vi) Capturing and examining issue and risks

vii) Escalating issues and risks

viii) Taking corrective action • Identify how the seven themes may be applied within the CS process • Identify the recommended CS process actions when carrying out the

activities listed above

• Analyze whether the recommended CS process actions have been

undertaken appropriately, with reasons, and whether the appropriate

roles have been involved when carrying out the activities listed above

13. Managing Product Delivery (MP) Process

• Identify the following activities within the MP process and the responsibilities

within them:

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i) Accepting a Work Package

ii) Executing a Work Package

iii) Delivering a Work Package • Identify how the seven themes may be applied within the MP process • Identify the recommended MP process actions when carrying out the

activities listed above • Analyze whether the recommended MP process actions have been undertaken



14. Managing a Stage Boundary (SB) Process

• Identify the following activities within the SB process and the responsibilities

within them:

i) Planning the next stage

ii) Updating the Project Plan

iii) Updating the Business Case

iv) Reporting stage end

v) Producing an Exception Plan • Identify how the seven themes may be applied within the SB process • Identify the recommended SB process actions when carrying out the activities

listed above • Identify whether the recommended SB process actions have been undertaken



15. Closing a Project (CP) Process

• Identify the following activities within the CP process and the responsibilities

within them:

i) Preparing planned closure

ii) Preparing premature closure

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iii) Hand over products

iv) Evaluate the project

v) Recommend project closure

• Identify how the seven themes may be applied within the CP process • Identify the recommended CP process actions when carrying out the

activities listed above • Analyze whether the recommended CP process actions have been undertaken

appropriately, with reasons, and whether the appropriate roles have been involved when carrying out the activities listed above

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2: Business Case (BC) Theme - Seed Workshops · PRINCE2® Foundation and Practitioner Training Syllabus 1: Overview, Principles and Tailoring PRINCE2 to the Project Environment