Achieving PRINCE2 Practitioner

Results are promising : Turnedpower on and no smoke detected -- this time...

Elements will be phased ingradually asthe softwarematures:It's late!

Ess

entia

lly c

ompl

ete:

It's

hal

f don

e.

We

pred

ict..

. : W

e ho

pe to

God

! S

erio

us b

ut n

ot in

surm

ount

able

pro

blem

s. :

It'll

take

a m

iracl

e...

Bas

ic a

gree

men

t has

bee

n re

ache

d. :

The

@##

$%%

's w

on't

even

talk

to u

s.

Slip: Being first at the bar

Float: Remaining Beer kitty

Milestone: Paul buys a round

Earned Value: The Pay Cheque

Barchart: Price List at the local pub

Critical Path Analysis: Shortest route

between work and the local pub

Grant me the serenity to accept the things I cannot change. the

courage to change the things I cannot accept, and the wisdom

to hide the bodies of those I had to kill today because they got

on my nerves. And also, help me to be careful of the toes I

step on today as they may be connected to the feet I may

have to kiss tomorrow. Help me to always give 100% at

work...12% on Monday 23% on Tuesday 40% on

Wednesday 2O% on Thursday 5% on Fridays.

And help me to remember...

When I'm having a really bad day, & it seems

that people are trying to wind me up,

that it take 42 muscles to frown, 28 to

smile and only 4 to extend my arm

and smack someone in the mouth!

Task force to review. : Seven

people who are

incompetent at their

regular jobs have been

loaned to the project

Not well defined at this time. :

Nobody's even

thought about it.

Still analysing the

requirements. : See

previous answer.

Not well understood. : Now

that we've thought

about it, we don't want

to think about it

anymore.

A w

oman

in a

hot

air

ballo

on w

as lo

st.

She

redu

ced

altit

ude

and

spot

ted

a m

an b

elow

. Sh

e sh

oute

d:

"Exc

use

me,

can

you

hel

p? I

pro

mise

d a

frien

d I w

ould

mee

t her

an

hour

ago

, but

I do

n't k

now

wher

e I a

m."

The

man

repl

ied:

"You

are

in a

hot

air

ballo

on h

over

ing

appr

oxim

atel

y 30

feet

abo

ve a

lkal

i des

ert s

crub

habi

tat,

2.7

mile

s w

est o

f the

Col

orad

o Ri

ver n

ear

one

of th

e re

mna

nt p

opul

atio

ns a

nd s

paw

ning

gro

unds

of th

e ra

zorb

ack

suck

er."

"You

mus

t be

a bi

olog

ist"

said

the

ballo

onis

t.

"I am

," re

plie

d th

e m

an. "

How

did

you

kno

w?"

"Wel

l," a

nsw

ered

the

ballo

onis

t, "e

very

thin

g yo

u to

ld m

e is

tech

nica

lly c

orre

ct, b

ut I

have

no

idea

wha

t to

mak

e of

your

info

rmat

ion,

and

the

fact

is I

am s

till lo

st. F

rank

ly,

you'

ve n

ot b

een

muc

h he

lp s

o fa

r."

The

man

bel

ow re

spon

ded:

"You

mus

t be

a pr

ojec

t man

ager

."

"I am

," re

plie

d th

e ba

lloon

ist,

"but

how

did

you

kno

w?"

"Wel

l, sa

id th

e m

an, "

you

don'

t kno

w w

here

you

are

or w

here

you'

re g

oing

. You

hav

e ris

en to

whe

re y

ou a

re d

ue to

a

larg

e qu

antit

y of

hot

air.

You

mad

e a

prom

ise

to s

omeo

ne

that

you

hav

e no

idea

how

to k

eep,

and

you

exp

ect m

e

to s

olve

you

r pro

blem

. The

fact

is, y

ou a

re in

exa

ctly

the

sam

e po

sitio

n yo

u we

re in

bef

ore

we m

et, b

ut

som

ehow

it's

now

my

faul

t!“

In the beginning was THE PLAN.And then came The Assumptions.And The Plan was without substance.And The Assumptions were without form.And darkness was upon the face of the Workers.

And they spoke among themselves, saying,'It is a crock of s--t, it stinks.'And the workers went unto their Supervisors, and said,'It is a pail of dung, and none may abide the odour thereof.'

And the Supervisors went unto their Managers, saying'It is a container of excrement, and it is very strong, such that none may abide it.'

And the Managers went unto their Directors, saying,'It is a vessel of fertiliser, and none may abide its strength.'

And the Directors spoke among themselves saying one to another,'It contains that which aids plant growth, and it is very strong.'

And the Directors went to the Vice-Presidents, saying unto them,'It promotes growth, and it is very powerful.'

And the Vice-Presidents went to the President, saying unto him,'This new plan will actively promote the growth andvigour of the company, with powerful effects.'

And the President looked upon The Plan, and saw thatit was good.And The Plan became policy.And that is how S--t happens.

What does a Project Manager DO?

Project Managers are a fortunate lot,

for, as everyone knows, a project manager

has nothing to do; that is, except...

To decide what is to be done; to tell somebody to

do it; to listen to reasons why it should not be done,

why it should be done by somebody else, or why it should be

done in a different way; and to prepare arguments in rebuttal that

shall be convincing and conclusive.

And then:To follow up to see if the thing has been done; to discover that it has not been

done; to enquire why it has not been done; to listen to excuses from the person

who did not do it; and to think up arguments to overcome the excuses.

And then:To follow up a second time to see if the thing has been done;

to discover that is has been done incorrectly; to point out how it shall be done;

to conclude that as long as it has been done it might as well be left as it is;

to wonder if it is not time to get rid of the person who cannot do a thing correctly;

to reflect that in all probability any successor would be just as bad, or worse.

And finally:To consider how much more simply and better the thing would have been done

had he done it himself in the first place; to reflect satisfactorily that if he had done it

himself he would have been able to do it right in 20 minutes and that as things

turned out, he himself spent two days trying to find out why it is that it has taken

somebody else three weeks to do it wrong.

To realise that such an idea would have a very demoralising effect on the project

team, because it would strike at the very foundation of the belief of all employees

that a project manager has nothing to do.

Good, but…perhaps a

little more detail here ?

Passing the

PRINCE2®Exams

Simon Harris, PMP, CGEIT, IPMA-D, P2RP etc

©Lo

gical

Mode

l Ltd

2011

Project

Skills

Series

PRINCE2® is a trademark of the Office of Government Commerce

PRINCE2® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries

Supplied with explicit notice that users should not rely on the contents herein in any way, and must satisfy themselves as to fitness for any particular purpose

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© Logical Model Ltd +44 (0) 845 2 57 57 07

Licensed for individual use without fee. A commercial licence ([email protected]) removes this note: Please report unlicensed use & share in fees levied

LogicalModel Ltd ©2011, P2:2009 5th Ed 1st Imp, Format: Hdrs, Vn:22 Assessed OTE Free [email protected]

Crammin’

• Everything you need to pass the exams is within these pages– Read this section NOW so you know the work-load

• This is the exam cram guide– Mostly it is not about running projects in real, politically rich work-

place contexts (free sources of that guidance are on our web-site)– It isn’t about tasks done out of sequence, incompletely or to

unrealistic constraints such as dates set by sales people

• This is about how you answer the exam questions

– I’d offer you ‘good luck’ but what you need is application not luck• The combination of the depth and rigour of these materials and your

attention to the work required is all you need– To pass the exams first accept “it takes work”– Then: start by understanding the basic rhythm of start middle end,

of direction, management and delivery, of plan, execute and adjust

– Then add detail like “A19-Project Brief contains…is created by…in activity…

• For the exam there is a lot of detail

• When your organisation wants to use PRINCE2® for real you will need your boss, your team and everyone else to understand how to fulfil their roles

– Achieving that is hard and has ZERO to do with exams• That is where we can help

– Come back to us for a non-exam focus if you ever want to create real capability to use PRINCE2®…

Section: 1 Page i "The Swirl logo™ is a Trade Mark of the Office of Government Commerce"


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PRINCE2® Practitioner




Section:1Pre Course Preparation

Guide

• Completing this guide BEFORE the exam course isn’t fool-proof, but is very close to an assured pass )

– Turning up unprepared is foolish and avoidable. It is possible to pass without preparation – but risky and rare

– Step 1 takes 5 mins to read the next few pages-DO IT NOW!

– Depending on your approach and study speed the whole guide could take 2 or more weeks to complete

– Start now, finish early– Don’t start on the eve of the

course!– Don’t work under pressure and

fail to finish

– Over the page tells you how to start…

Section: 1 Page ii

There are 3 ways to use these

notes:

1) As a free self-study guide

2) With my remote support for a

fee3) On my courses also for a fee

( If your given these notes on a

course with the “licensed for

individual use” please let me

know…I’ll split what I recover with

you

There are 3 ways to use these

notes:

1) As a free self-study guide

2) With my remote support for a

fee3) On my courses also for a fee

( If your given these notes on a

course with the “licensed for

individual use” please let me

know…I’ll split what I recover with

you


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Read Me First!Study Resources

• Simple steps to success!• Your first step (reading this introduction) takes 5 minutes to

read (DO it NOW!) plus 10mins to copy the diagram overleaf• You may have 2 sets of resources: These notes and the

PRINCE2® Official Manual (OM) – the Big Grey-Blue book**.– **If your doing our course then you will have the official manual– Studying them could take 15 to 30 hours or more (or less!

depending on your learning style and comfort levels)• There are two exams involved in achieving the PRINCE2®

Registered Practitioner qualification– The first is a 1hr multiple choice confirmation of your knowledge of

the om’s contents: It is entirely fact based & closed book!– The second is a 2½ hr open-book ‘objective test’ which uses more

complicated multiple choice questions to test supplicant’s ability to apply PRINCE2® to a scenario.

• This section 1.1 guides you in checking-out the resources I supply

– This is Section 1, Part 1 Page 1 or S:1.1.1. The next few pages of this part S:1.1.3 onwards describe the study resources & your study steps. Page S:1.1.9 is a diary for you to establish your study schedule targets (mile-stones and inch-pebbles along the journey)

– Page S:1.1.10 is a template to cross-reference activities & major products. Complete it as you study (or see S:3.1 where I provide a more comprehensive version – you should still write out by hand the template on page S:1.1.10 if you want to pass the exam)

– After reading Section:1.1 the next step is to read the PRINCE2®overview in S:1.2 and then the larger task is the slides in Section:2. The denser diagrams are presented A4 in S:3.2

• These complex diagrams are also downloadable as animated build-ups from the web-site

• If you received these materials on paper then you might want to download the book-marked PDF of this document. If you have the PDF I assume you’ll print at least the exam answer templates and a few other parts as implied as we proceed

S:1.1.1 • Over the page:…


http://www.logicalmodel.net

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1st PRINCE2® ModelWhole World On A Page

• Read all of S:1 then use the whole of the inside front cover of the om to hand-draw the above in landscape layout*

– Write-out each activity‡ name and leave space for products created, roles involved, major steps

• Browse S:3.1 to gauge the details that may be added as you study (Your own hand-made notes will aid recall)

– The placement of the sub-processes in the diagram above is significant for a ‘logical’ description of how activities interact, and will be used throughout the course notes

• Best to start with just names. Draw the boxes last *The exam rules state “Reference to the candidates own annotated PRINCE2 manual is permitted during the exam. No additional support material is permitted; this includes post it notes (other than tabulation of the sections of the manual) and stapled sheets.”

S:1.1.2‡PRINCE2® is made up of 7 Processes that contain 40 activities, 7 themes, 7 principles, 2 Techniques, 26 document templates and 9 management roles: All will be explained when you get into the course notes in S:2


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Step 1Study Resources

• Section:2 (S:2) of this binder contains slides designed to make reading the OM less important (irrelevant?)

– Slides that are definitive reference resources are in larger layout in Section 3.2 They demand a second, third, even fifth look after you have read section 2

– You greatly improve your chance of exam success by studying S:2 and the exam questions provided in S:4 and S:5 and maybe the official manual prior to the course

• The official manual is “the definitive statement”. It is also fragmented in its treatment of each topic, it rarely gives insight into how the bits form a whole and uses 10 words where 5 would do. For some people wordy means accessible, for others fragmented means frustrating

– S:2 is terse. It is condensed and consolidates each topic into one place. Something relevant to two contexts is said in each, but always with the minimum words. Terse may equal hard at the start

– The materials in S:1.2 give you a quick-start to assimilating the method. S:1.2 summarises the whole manual. S:1.2 is intended to provide a bridge from no knowledge to reading Section:2 without having to read 327 pages of official manual first. For some this means the manual’s greatest value is as allowable note paper in the exam!

– S:2 notes and S3.1 reference materials will be hard going if you do not draw-out the template and read S:1.2 (or the official manual first)



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Step 1 Cont.Study Resources

• S:2 notes provide over-views that link all the bits, but they are not allowed into the exam (unless written into your OM.)

– Foundation questions often require recognition of quotes from the manual (The exam checks you know its contents) so the notes in S:2 retain much of the phrasing from the official manual that occurs in exam questions

– The Reference Materials and sample questions also support your rapid gaining of the required degree of recognition



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• First you should skim all the materials - eye-ball each page, just quickly this time – less than a second per page! Get structure, don’t try to read any detail yet

• Section 1.1 & 1.2 These Pre-Course notes• Section 2 is the Course Notes• Section 3-QuickLinks Links direct to key items-PDF Only• Section 3.1 and 3.2 Reference Materials• Section 4 Sample questions: P2 Foundation• Section 5 Sample questions: P2 Practitioner

• So skim S:1 & S:2 now, serially, in 5 minutes or less!DON’T get bogged down into detail until you see the whole (Section 1.2 gives you the whole, but lacks detail while Section 3.1 is just the detail but is too terse to grasp at 1st sight)

– Each syllabus chapter in section 2 (S:2) is matched to relevant sample questions in Section 5 (S:5)

• The study materials provide many consolidated views of the PRINCE2® method that will be useful in the exam BUT you are not allowed to take them with you…unless…

… you may take the PRINCE2® manual into the exam & you may hand-write your own notes on the manual(YOU MAY NOT stick/ staple/ glue etc anything into the manual if you want to take it into the exam)



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– During the course we will discuss all the course notes. You will be able to make notes & copy simplified process models to your PRINCE2® manual. Copying the complex references is impractical during class: homework perhaps…

• Reading each chapter of the course notes (Section 2) is fairly quick, they contain bullet points not paragraphs and the print is (mostly) large fonts. S:1.2 should give background to assimilate S:2. If not then read the om instead!

–– Expect to read S:2 more than onceExpect to read S:2 more than once. First time through be quick, focus on early pages, gain an appreciation of PRINCE2®’s structure and intent. Look for who is involved and the information flows. Weave process names into a sentence in the order they areused. I.E. ignore the details of what is in which document, the inner workings of processes etc. Focus on these second time through

– Third-time through may be the time to transcribe the key summary diagrams to blank parts of the om and try linked exam questions

• Section 3 is Reference and revision materials

• In Section 4 are the ‘mock’ foundation papers. The sample questions in S:4 are in the format of the live exam

– You should practice the questions repeatedly until scoring well.There will be an overlap between them and the live questions as everything is based on the syllabus and the official manual. IE the syllabus means live-questions will test the same thing as the mocks. Mostly just the order of the words will change

S:1.1.6 • …and onward…

PR

INC

E2®

is a

Tra

dem

ark

of th

e O

ffice

of G

over

nmen

t Com

mer

ce


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Step 1 FinishedStudy Resources

• In Section 5 are sample PRINCE2® Practitioner level questions

– At the end of each chapter of S:2 you might like to do the relevant sample questions in S:5 on the material just covered! We will dothese questions in the course. There is no harm if your preparation includes trying them too!

– The course notes remind you to access our eMail support prior tothe course. Drop us a mail to let us know how you are progressing towards being ready for the course (If you haven’t subscribed to one of our courses and still want support let us know and we candiscuss options)

– Now you have a bird’s-eye view of the study materials start thinking of the schedule to cover it all

– Send an email now to say you have started preparation & I will send a suggested revision diary to match the 20 mile stones in the diary (See S:1.1.9.) – Whether you’ve bought a course or not!

• email us at [email protected] to acknowledge that you have started preparations

• To stand a realistic chance at the live exams you should have at least been through Section:2 study notes, preferably be scoring well in foundation and practitioner questions and maybe also read the official manual

– We will use the study notes and the Sample Exam questions during the course

• You have already COMPLETED step 1 !!

– Small celebration?!

– Next step is explained overleaf



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Starting Studyingin Earnest

• Step 2: Work through S:1.2 – it won’t take long either

– Then work through S:2 - the course notes - as soon as possible. There is a contents page at the start of S:2

– As you look through S:2 and its contents page estimate the work-load & assess your available time. Consider the required work-rate to complete studies in a timely manner

– Create a study schedule using the template overleaf. Build up the schedule as you better understand the resources available and the task at hand

– Reviewing study material should be regarded as iterative, quick first pass, get structure from your second pass, absorb details third pass, focus on your disconnects & confusions fourth pass

• The initial slides of S:2 describe your end point: the exam, the entirety of PRINCE2® (albeit with scant details) and key concepts.

– If you read the OM I recommend reading all the ‘Purpose’sections of the 7 themes & ‘Purpose, Objectives and Context’ of the 7 processes before reading anything else. It means you cover the breadth before the depth. These parts of the manuals are where the exam questions are drawn from.

S:1.1.8


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Create a Study Schedule

• Set your-self a schedule of achievements between now and your exam date that recognise the time you can realistically make available, the time that you feel you need to absorb the volume of information and your personal focus on succeeding

• 1st skim of the paper materials. Date completed:• I reviewed the full material set on:• I started/ finished setting my realistic schedule in place:

20

19

18

17

16

15

14

13

12

11

10

9

8

7

6

5

4

3

2

NOW!1 Read section 1.2

CompletedTarget DateAchievement Event

S:1.1.9


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Process Matrix

C = CreatedU = UpdatedS = Archived (Saved)A = AuthorisedI = InputO= OutputOthers as you need, Eg in ReportsH=Highlight, ES=EndStage

Process list is exhaustiveProduct list restricted to Apdx-A items(sort-of grouped by use/ timing)

S:1.1.10

12.4.1 Appoint the Executive and the Project Manager12.4.2 Capture previous lessons 12.4.3 Design & appoint the project management team12.4.4 Prepare the outline Business Case12.4.5 Select project approach & assemble Project Brief12.4.6 Plan the initiation stage14.4.1 Cr. Risk Management Strategy14.4.2 Cr. Configuration Management Strtgy14.4.3 Cr. Quality MS14.4.4 Cr. Communication MS14.4.5 Set up the project controls14.4.6 Create the Project Plan14.4.7 Refine the Business Case14.4.8 Assemble the Project Initiation Documentation15.4.4 Review stage status15.4.5 Report highlights15.4.6 Capture and examine issues and risks15.4.7 Escalate issues & risks15.4.8 Take corrective action15.4.1 Authorize a Work Package15.4.2 Review Work Package status15.4.3 Receive completed Work Packages13.4.1 Authorize initiation13.4.2 Authorize the project,13.4.3 Authorize a Stage or Exception Plan,13.4.4 Give ad hoc direction,13.4.5 Authorize project closure17.4.1 Plan the next stage17.4.2 Update the Project Plan17.4.3 Update the Business Case17.4.4 Report Stage End17.4.5 Produce an Exception Plan18.4.1 Prepare planned closure18.4.2 Prepare premature closure18.4.3 Hand over Products18.4.4 Evaluate the Project18.4.5 Recommend project closure17.4.1 to 5 Team Planning16.4.1 Accept a Work Package16.4.2 Execute a Work Package16.4.3 Deliver a Work Package

A1-

Ben

efits

Rev

iew

Pla

nA

2-B

usin

ess

Cas

eA

19-P

roje

ct B

rief

A20

-Pro

ject

Initi

atio

n D

ocum

enta

tion

A4-

Com

mun

icat

ion

Man

agem

ent S

trate

gyA

22-Q

ualit

y M

anag

emen

t Stra

tegy

A6-

Con

figur

atio

n M

anag

emen

t Stra

tegy

A24

-Ris

k M

anag

emen

t Stra

tegy

A21

-Pro

ject

Pro

duct

Des

crip

tion

A16

-Pla

n (P

roje

ct)

A17

-Pro

duct

Des

crip

tion

A18

-Pro

duct

Sta

tus

Acc

ount

A16

-Pla

n (S

tage

)A

9-E

nd S

tage

Rep

ort

A7-

Dai

ly L

ogA

26-W

ork

Pac

kage

A3-

Che

ckpo

int R

epor

tA

11-H

ighl

ight

Rep

ort

A5-

Con

figur

atio

n Ite

m R

ecor

dsA

25-R

isk

Reg

iste

rA

23-Q

ualit

y R

egis

ter

A12

-Issu

e R

egis

ter

A13

-Issu

e R

epor

tA

10-E

xcep

tion

Rep

ort

A14

-Les

sons

Log

A15

-Les

sons

Rep

ort

A8-

End

Pro

ject

Rep

ort


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1.2: Quick-StartOverview

Section: 1.2 Page 0


1 PRINCE2® - Two Parts: Time and Theme Page: 1 of 10

1.2.1 Red Soup Page- S:1.2.- 1 -

© Logical Model Ltd

23

23

A license removes this note: Report commercial use to [email protected] and share damages recovered

© Logical Model Ltd 0845 2 57 57 07

Process Numbers

Initiation Stage 1st Delivery Stage Last DeliveryStage

Star

ting u

p a pr

oject

-Pro

cess

IP

SB

CS SB CS CP

SU DP

Starting up a Project (SU)

Initiating a Project (IP)

Controlling a Stage (CS)

Managing a Stage Boundary (SB)

Closing a Project (CP)

Managing Product Delivery (MP)

Directing a Project (DP)


12 14 15 17 1816

13

MP© Logical Model Ltd 2010

1 PRINCE2® - Two Parts: Time and Theme When we have reach the end of these words we (you and I) will have covered all the elements of P2.

For now I’ll paraphrase the required elements as a time-view and a topical or thematic view. These two perspectives are inter-woven: the warp and weft of any initiative’s fabric. PRINCE2® also includes roles and principles.

The time-view is the process model. It says “do this and this and this, then this and this and this. The thematic view describes each ‘this’. PRINCE2® includes seven of these themes: business case and risk and quality and planning and organisation and progress and change.

When we combine process based timeline with themes we get procedural guidance. To illustrate: “Appoint the team, decide the goal and confirm approval. Then establish the controls and costs, the benefits and risks and reconfirm approval Then execute the work to produce the outputs. Then harvest the benefits”. That is in-fact the whole investment management scope. While this is a 34 word summary their upcoming full explanation takes many more.

1.1 Heartbeat The process model provides a rhythm like a heartbeat that drives project control of progress.

A PRINCE2® project implements controls tailored specifically to meet ‘this project’s’ needs for agility and rigor. Armed with an understanding of the principles it is possible to tailor the application of a methodical approach to any specific project’s needs. Skilfully used PRINCE2® is a powerful and light-weight tool. Insightful use of P2 assists any organisation embarking on the management of change.

1.2 Making Soup Applying a method is very much like the preparation and serving of a bowl of soup!

If you make vegetable soup then before the ingredients such as the carrots and tomatoes go into the pot they are clearly and discretely visible.

1.2.1 Red Soup Once the soup is made its red colour is clear indication that there are tomatoes in the melange. With the aid of a spoon it is easy to find a discreet piece of carrot and the peas but not any longer possible to isolate the salt, remove the water or see all the ingredients as the separate items that the recipe called for to be prepared and combined. Exam crams operate at the 'ingredients level'.

1.2.2 The Official Manual Is Part Description of Ingredients Part of Method A manual such as this describes discreet ingredients (EG the themes like quality and the records such as the risk register) that are combined within procedures like configuration management and the Initiation Stage that are made-up of processes, activities (management work packages), method and techniques.

Your challenge when translating any method into a practical tool is to move from ‘collection of ingredients’ and ‘collection of techniques’ to ‘soup’.

It is the assimilation of explicit facts into implicitly understood behaviours that marks transition from knowledge to skill. It is a journey from unconsciously incompetent to unconsciously competent. The first hurdle is at conscious incompetence when you may say to your self “Oh-boy there is a lot of this and it isn’t all easy!”

1.2.3 Introduction of What You Learn Most fresh graduates returning from the PRINCE2® exam have knowledge, few have skill. Cramming courses and the work environments that attendees return to both omit consideration of how to integrate the themes and techniques into daily and fluent use.

Without support for skill development the unused knowledge quickly withers. You should pause now and consider the conversations that you need with boss, peers, teams, customers et.al if you are to introduce



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improvements into your world. You might, when you are 'registered' want to contact us for assistance with those wider conversations.

1.2.4 Integration of Elements As a project is executed a single conversation such as “Hey Simon can you drop by my office this afternoon and bring Jane and Fred – we have a new product to launch by trade-expo. I’d like to rough-out a schedule, some responsibilities and the major risks” has just followed guidance (combined ingredients and procedures) for appointing the team from two of the initial three activities or ‘management work packages’ of Starting up a Project (SU) and touched on two or three themes like planning and organisation without necessarily finishing any of them entirely yet.

This simple corridor chat has set the scene for overlapping some of the project initiation work with start-up activity. In the official manual they are separate and well bounded, in the work place overlapping and merged: soup or SOOP (Simon's Observations On Projects).

1.3 Merging Separated Elements of The Guidance From a time-line perspective PRINCE2® starts management work-packages in Starting up a Project (SU) with description of appointing the team. Guidance from a topical perspective starts in the Organisation theme.

1.3.1 Separate Topics Approach These are discrete sections in the official manual and discrete items in the exam syllabus. Work-place implementation of the guidance requires one integrated set of actions. There is no discrete boundary in practice only in the chapter boundaries of the official manual.

In reality rather than exams gathering the team often drags-on past SU’s end. Maintaining the team persists through every stage (sprint, release or phase – pick your term) as the organisation theme discusses.

1.3.2 The Discrete Ingredients of ‘Method’ Within a project the ingredients to mix that will result in the soup are:

Most importantly: People – nothing happens in a project without people. Everything else is less than half the equation. • Roles – assigned collections of responsibilities and work-packages • Responsibilities – decision making limits, rights and duties,

Products - ‘Products’ has many synonyms. Products are also known as (aka) Results, aka Configuration Items, aka Deliverables, aka Outputs that lead to Outcomes aka Impacts aka change. Products all have Acceptance Criteria (Product quality specifications). Simon's Observation On Projects (SOOP): Projects (stages, sprints, phases, work-packages, tasks, jobs or any other form of activity) that don’t produce some change to the world are cost without value. Everything a project makes, amends or acquires is a ‘product

Products are not necessarily physical: a culture change is a product. Products are not necessarily deliverables: a progress report is a product.

’. Every change that results from the project is a product. The sum total of the products must totally resolve the project’s objectives aka goals.

Those products that are passed-on to the customer (the outputs) or those products passed-on to people exercising control external to the project are also project deliverables. Hopefully outputs create an impact aka an outcome

Processes - The procedures and work packages (activities) – sequenced steps of product creation and project control,

. Some products may stay within the scope of the project EG A specification received by designers, low-level test results and team member’s progress reports. The team member’s progress report may be a product that does not outlive the project, except as filed away for future audits.

Plans – forecast activities in baselines and tolerances that balance risk and reward, balance scope, resources and durations

Progress assessment and expression in reporting and escalations



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Business case – the motivating force that describes the objectives and justifies the investment of money, morale, effort, time, skill and will to create the products that resolve the goal

Contracts – agreements that define how risk and reward are shared. What procedures are triggered by what circumstances (events)

Risks – that subset of concerns that are uncertainties about rewarding result or safe project conduct Concerns – handling actual or potential off-plan situations

PRINCE2®’s term for any

1.3.3 The Complete Set Of PRINCE2® Processes

form of request for change, new potential risk or problem is project issue. Having given so broad a definition and being shy of accusations of bureaucracy the official manual then suggests some ‘issues’ be handled ‘informally’: a massive fault-line in the method’s formulation: but this is 'real-world, talk not exam preparation

A project timeline is comprised of activities IE groupings of related tasks known as work-packages. Delivery of products requires technical work-packages aka specialist work-packages while project planning and project control requires the performance of management work-packages.

The activities are grouped by the official manual in seven ‘processes’ and described in chapters 12 to 18. The process’ Purpose, Objectives, Context and activities are explained in section 1 through 4 of the seven chapters. Lots of foundation questions lie in 12.1, 12.2, 12.3, 13.1 etc to 18.3

1.3.3.1 Seven Processes in Seven Chapters The processes are divided into 40 activities or management work-packages. Not all activities are needed in all projects while some work-packages such as ‘Review Stage Status’ happen many times.

1.3.4 Product Description Groupings The 40 activities or ‘management work-packages’ create management products (recall: any work-package that doesn’t produce a result is valueless).

Not all work-package results the official manual names are defined or described by it. The ‘official’ set are contained in Appendix-A of the official manual. The 2005 manual listed 36 entries. The 2009 manual reduced these to 26 omitting some useful ones but sadly reusing the numbering leading to what was avoidable confusion in some organisations (oops real world again).

1.4 Roles With-In Activities Everything to manage a project that happens in a PRINCE2® project is performed by one of the 9 role holders within one of the 40 activities of the 7 processes.

The 40 activities are ‘management work-packages’ that create management products.

SOOP: Nothing happens in a project without people. People don’t need process to succeed, but if done right process improves the chances of success and possibly the speed of achievement and size of impact.

SOOP: Process without people (who understand and use it) is valueless.

1.4.1 The Roles People Hold We will explore the details of the role holder’s duties later. For now the defined roles they hold are:

The executive who has “the” vote in project board The

decisions, senior user(s) who say what is wanted

The senior supplier(s) who provide resources that can build what is or provides resources that can say,

specified. Together they are the project board. The project board may appoint some

project assurance staff as ‘eyes-and-ears’ to help the project board members with project over-sight duties.

They may appoint a change authority to administer the change control budget.



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The project manager

who orchestrates all day to day activity, possibly helped by some… Team managers

to oversee specialist technical team activity.

Project supporttask, and finally some

staff may help the project manager with management and admin

Technical staffof creating, acquiring and amending outputs from which the outcomes arise to

aka specialists aka subject matter experts who do the ‘real’ work

generate the benefits.

1.4.2 Missing Roles For the real world PRINCE2® omits at least one, perhaps two, key roles: the investor and sponsor. The exec may or may not be the sponsor. The sponsor may or may not be the investor.

Also sadly disjoint from reality PRINCE2® omits consideration of the portfolio of company activity, seeing only programmes as a consideration

above the project.

Those managing the project might be referred to collectively as the ‘project management team’ [ while those managing the company's portfolio of activity might be the investment management team or simply "the board" ]

1.4.3 My Diagram Conventions Often within my diagrams role-holder’s involvements are illustrated using the icons above. Technical activity and staff are red in body and mind, project control blue and business-change management is grey: portfolio considerations that span projects and operational business-as-usual are shades of grey. Business-as-usual is black. Thus the project manager must think from the business change perspective and take action to manage the project by juggling the technical activities: project managers have blue, management

bodies and grey heads, while team managers have blue, project management heads and red, technical day-job bodies. Many real-world project managers would have red-legs on most days in my diagrams!

1.4.4 Customers and Suppliers PRINCE2® describes the producers and receivers of the project’s outputs as “customer and supplier”, even if both groups are in the same organisation. Indeed even if both groups are the same people a customer supplier relationship is said to exists. Customer and supplier(s) participate in an exchange of value: contracts - Happily PRINCE2® touches on agreeing A16-Stage Plan and A26-Work Package as creating contracts.

The official manual says the exec, senior user(s), operations and maintenance staff and project manager are from the customer side of the relationship. The senior supplier(s) and team member/ managers are from the supplier side.


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2 PRINCE2®‘s View of Projects Our first view won’t be a helicopter view. It will be at jet-fighter speed (but at helicopter altitude). Two very fast perspectives of the total project terrain: one in process order, one in thematic groupings.

The PRINCE2® project has three epochs in the process model’s timeline during which the themes are active and integrated: the start, the middle and the end.

Later-on we will explore the process model’s time-line step by step. Then each time we encounter a new theme we will explore it in detail, for now just notice that everything overlaps and links to everything else.

2.1 The Jargon: A Staring Point Part of what makes PRINCE2® powerful is the assistance it provides for clear communication. People communicating complex topics develop jargon. Jargon is short hand for important concepts shared by those who are constantly involved in discussing some topic.

Jargon is great for the 'cognoscenti' - it helps develop conversations that explore subtleties: it is also a barrier when seeking to communicate to those who lack knowledge of the jargon words and phrases.

2.1.1 Breaking The Jargon Circle I have to break the circle of “To fully explain the jargon you need an understanding of the jargon”! So here is an incomplete expression of some jargon. As we go we will explore more complete definitions and definitions of more terms. For now:

A work-package is a ‘chunk’ of work, or collection of linked tasks delegated as a whole. Perhaps more properly ‘an objective and some constrained allocation of resources that is agreed between two parties to create some desired result’. Most work packages in a project allocate responsibility to subject matter experts to create project outputs that enable the benefits. The rest are the 40 PRINCE2® activities explained next.

A PRINCE2® “activity” is a project management work-package

Activities are carried out by the project management team members (One by the sponsor). An example might be the activity to [14.4.6 Create the Project Plan]. Two activities are triggered by the routine arrival at a point in time (both of these are reporting activities). All the rest are triggered reactively by events.

whose tasks accomplish some part of project planning and control.

The 7 PRINCE2® “process” are defined collections of "activities". The Processes (via the details of each 'Activity') describe the structure through time and across management layers by which the project is controlled. There are 7 processes with between three and eight defined activities within each one. The Directing a Project (DP) process covers all project board activities. The Managing Product Delivery (MP) process covers all team member/ manager activity and the other 5 cover the project management team’s planning and control activities through project start, middle and end.

A "stage" is the PRINCE2® term for a period of time

A PRINCE2® project has a minimum life-span of the Starting up a Project (SU) process plus two stages. PRINCE2® projects always have an

(and other constrains such as budget) within which the project manager has authority to operate day-to-day project control.

Initiation Stage and at least one Delivery [ Benefits Enabling ] Stage

2.1.2 A Stage Is A Collection Of Activities

.

Every stage requires the project management team to use guidance from two or more of the processes. Benefits enabling stages mostly execute the activities of Controlling a Stage (CS) and Managing Product Delivery (MP) and conclude with the activities of either Managing a Stage Boundary (SB) or if a stage is the last benefits enabling stage it will close by following the activity guidance within the process Closing a Project (CP).

PRINCE2® imposes control via tolerances and Management By Exception


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When some result is required it should be delegated in outcome terms (using a A26-Work Package and A17-Product Descriptions). Once a plan for its achievement is authorised those charged with its deliver are left to get on with the work so long as they stay within agreed tolerances. Should a tolerance become threatened by a breach then the potential exception must be escalated to the next higher level of management

PRINCE2® describes an (who may also have to escalate it).

Organisation structure that defines escalation routes across a 4 tier hierarchy. Three management levels are within the project

: project board, project manager and optionally team manager(s) and one, Corporate or Programme Management is above the project. Below team manager is a non-management technical level.


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9

9

In a Nutshell

• Project mandate P:CoPM

• ProjectOutputs

3 The Process Model Is The Heart-Beat PRINCE2® is made up of 7 processes that support 7 themes and follow 7 principles. The process model sets out the timeline through the 7 processes as grouped and repeated in the stages.

3.1.1 The Process Model in 666 Words “These 666 words summarise the entire process model within the 327 page PRINCE2® manual. Brevity is at the price of some loss of detail!

As the picture shows: PRINCE2® has some structure, some players, some sequence and some output Less obviously from the picture is that the trigger (the project mandate) is Produced (“P:”) by “CoPM”.

3.1.1.1 Start-up Arrival of a Project Mandate triggers the process Starting up a Project (SU). Creation of the mandate is outside PRINCE2®’s control so it will be in any format the producer chooses.

In SU Programme Management or Corporate Management appoint the project’s Executive and perhaps the project manager. Exec and project manager then select a team, define project end point and the route to it, outline the Business Case, and plan the planning of the project.

After SU we (here "we" means "anyone running a project") proceed into the Initiation Stage. Progression from SU to Initiation requires approval of the outline business case and plans by the project board who are Directing a Project (DP). If the project board like what they receive then they authorise the first project stage - Initiation.

3.1.1.2 The Initiation Stage In the initiation Stage the team first execute the activities of the Initiating a Project (IP) process and then the activities of the Managing a Stage Boundary (SB) process to:

1. Create four control strategies (quality, risk, change, and communications) that match the project's challenges [ Some tailoring is appropriate ]

2. Create the A16-Project and A16-Stage Plan to implement the strategies and controls

The plans describe the timings and resourcing of work that creates the project outputs required.

in a manner appropriate to this project’s needs for speed, caution, benefits targets and cost consciousness.

3. Extend the definition of the project's justification into a full Costs and timescales to refine the business case are taken from the fully developed but possibly high level

A2-Business Case

A16-Project plan4. The team working on Initiation assemble planning’s outputs into the

. A20-Project Initiation Documentation

and A16-Stage Plan5. 0.

. The baseline for all future project decisions.

3.1.1.3 ‘Delivery’ [Benefits Enabling] Stages Next, and again arrived at via project board approval, this time of the A20-Project Initiation Documention and A16-Stage Plan is the first Delivery (aka a ‘Specialist’ aka benefits) stage

Benefits enabling stages are controlled by the three internal activity cycles of Controlling a Stage (CS):

1. the project manager hands-out work-packages2. everyone

to the specialist technicians, reports

3. everyone participates in the handling of progress and concerns upwards,

concerns4. 0.

about off-plan situations.

Most of the work in a delivery stage is carried out by the technical specialists building the products the customer wants. The management of the project adds some overhead which must add more value than cost otherwise the embedding and tailoring is wrong!



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The three activities of MP are each used once per specialist A26-Work Package within a stage’s scope. Execution of a work-package results in some product or sub-product moving through some or all of its development life-cycle. Eventually the supply of A26-Work Packages is exhausted.

3.1.1.4 End of Stage and End of Project (Start of Benefits) If more than one specialist stage is needed then the activities of Managing a Stage Boundary (SB) once again define how to prepare the next request to the project board for authorisation to proceed. Preparations include refreshing the A2-Business Case, risk summary, A16-Project Plan and creating a new day-to-day level A16-Stage Plan. Controlling a Stage (CS) and Managing Product Delivery (MP) repeat.

Eventually we reach “start of benefits realisation” and management activity focuses on Closing a Project (CP). The project manager should:

1. Check the products have been accepted and handed-over2. summarises the project’s performance in an

into business-as-usual, A8-End Project Report

3. pass the and

A1-Benefits Review Plan

4. 0.

to Corporate or Programme Management to measure benefits at some future time.

Then the project board grant approval for the project to end and benefits delivery starts to repay project investment costs. Tada! 666 words”

Obviously 327 pages adds a little more detail.

The 666 words omits some products such as the end stage report and omits all discussion of how to handle concerns about off-plan situations but we will cover all of the details soon.

3.1.2 The 7 Principles and Themes Woven Through The Processes Each process (like Starting up a Project (SU)) whose guidance we apply on the journey to deliver the project's outputs will contribute to many of the continuous needs within a project. PRINCE2® calls the continuous needs "themes" and “principles”.

The official manual's separation of 7 themes and 7 principles probably just confuses by fragmenting and repeating 2/3rds of the same idea in two places. I’d say that out of 14 bullet points there are a good solid 7 and four halves in total.

The 7 principles and themes add-up to:

Define the project’s outputs at the startProducts are always defined in

. acceptance criteria terms. Verified creation and hand-over of the

project’s outputs into ‘business as usual’ not only enables the project’s ‘outcome’

Outcomes result in the ‘

but also acknowledges the supplier’s discharge of their duty.

benefits’ that are claimed in the A2-Business Case

The identification, evaluation and ongoing maintenance of the A2-Business Case and the managing of the threats and opportunities (risks) associated with it. (Business justification principle & business case and risk themes.)

to be worth the cost, time and trouble of carrying out the project. (Product focus principle, quality theme, and a touch of business case theme).

The initial development and subsequent maintenance of a team with defined reporting lines, skills, levels of authority and tolerance limits matched to the challenge of the project’s objective and uncertainties. (Define roles and responsibilities principle, Management by Exception principle, Organisation, Risk, Progress and Change themes.)

Successive creation of plans for approaching work with a monitoring and control regimen that allows us to verify status and apply corrective or perfective adjustments - whether those adjustments are minor or are serious enough to require escalation for decisions from higher authority. (Plans, progress and controls themes, stages and management by exception principles).

Plus ‘use history as a guide to the future’ (Learning from experience principle and Estimating if it were a theme as it should be).



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3.1.2.1 The Start Creates Controls, The Middle Uses Them and Maintains Them (The End Dismantles Them)

Perhaps obvious is that all “definition”, “identification” or “initial development” in the previous bullet-points occurs early in the process model (SU and IP processes). Less obvious at the moment may be that verification of the results-created is ongoing through out the Controlling a Stage (CS) process and is finalised in Closing a Project (CP).

Even less obvious may be the fact that Managing Stage Boundaries (SB) is an interim verification of performance AND a revisit to all the project definition and planning activities of the Initiation Stage. SB ensures that project justification, plans and team skills are aligned to the next cycle of product development activity.

3.1.2.2 Principles Not Made Explicit There are several principles that the official manual does not state explicitly but are none the less present. They are:

Project success depends on a project board that is involved, supportive, available and responsive when needed (and otherwise absent in order to have the bandwidth to run the enterprise).

The project board is accountability for (continued) provision of suitable resource and other Critical Success Factors.

Always work to a plan (that doesn’t mean a Gantt Chart). But this is post exam-cram real-world again.

3.1.3 Techniques The official manual gives description of only two techniques and what is described for each of them is scant:

Cursory guidance on Product Based Planning Product Based Planning (PBP) would be better named Results Based Scoping. PBP is a long way short of all the steps and techniques needed. A journey through planning includes techniques to create resource levelled schedules, time-phased budgets, cash-flows, project controls and risk responses. Product based planning doesn’t cover the scope of ‘planning’ only the scope of scoping. For what it does cover it is the best tool available

If you approach PRINCE2® hoping it will give you basic project planning and tracking skills prepare to be disappointed . PRINCE2® assumes you have these skills and gives you one possible control framework to structure their use by a management hierarchy across a project's life-cycle.

– but it is too time-intensive for proper treatment in a certificate driven cram-week so tends to be poorly understood. It is poorly explained in the official manual in reaction to a sad history of being examined with too much focus on syntax over comprehension.

Quality Review Technique The official manual describes a generic procedure for detecting concerns within, and raise comments upon, a project’s products (final or intermediary products). The official manual’s treatment is document oriented although review must be applied to all work-steps and their results.


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4 Summary PRINCE2® says:

Know the trigger (project mandate) then create a team and define the task. Use the task definition as input to framing how much time and effort it will cost to create a good project

definition. If approved create a good definition: controls and business case. If approved do successive chunks of technical work until all the deliverables are received then check all

approvals and acceptances are in place and disband the project. While following the steps you'll need to keep in mind the project's justification, its risks, the team,

authorising chunks (stages) and monitoring their status, perhaps by handling exceptions, but all that is irrelevant if the agreed product-set is not produced to quality as from time-to-time amended.




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Course Notes

Passing the PRINCE2®

Exams Project Skills Series

Section 2


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2: Course Notes• S:2.1 Objectives & Domestics

• S:2.15 Overview of Whole• S:2.37 Exam Structure• S:2.63 14 Syllabus Areas

– S:2.65 OV: Overview– S:2.75 BC: Business Case– S:2.85 OR: Organisation– S:2.106 QU: Quality– S:2.124 PL: Plans– S:2.165 RK: Risk– S:2.185 CH: Change– S:2.217 PG: Progress– S:2.257 SU: Start-Up– S:2.269 DP: Directing– S:2.273 IP: Initiating– S:2.285 SB: Stages– S:2.291 CS & MP: Real-Work– S:2.301 CP: Closing

• S:2.303 & 313 Exams

Section: 2 Page 0


Ess

entia

lly c

ompl

ete:

It's

hal

f don

e.

We

pred

ict..

. : W

e ho

pe to

God

! S

erio

us b

ut n

ot in

surm

ount

able

pro

blem

s. :

It'll

take

a m

iracl

e...

Bas

ic a

gree

men

t has

bee

n re

ache

d. :

The

@##

$%%

's w

on't

even

talk

to u

s. Task force to review. : Seven

people who are





Nobody's even

thought about it.

Still analysing the

requirements. : See

previous answer.


that we've thought


to think about it

anymore.

In the beginning was THE PLAN.And then came The Assumptions.And The Plan was without Substance.And The Assumptions were without form.And darkness was upon the face of theWorkers.

And they spoke among themselves, saying,'It is a crock of s--t, it stinks.'And the workers went unto their supervisors,and said,

'It is a pail of dung, and none may abide the odour thereof.'

And the supervisors went unto their Managers, saying'It is a container of excrement, and it is very strong, Such that none may abide it.'







little more detail here ? Simon Harris, PMP, CGEIT, IPMA-D, P2

Logi

cal M

odel

Ltd

©20

10

Project

Skills

Series










And then:

To follow up to see if the thing has been done; to discover that it has not been



And then:

To follow up a second time to see if the thing has been done;


to conclude that as long as it has been done it might as well be left as it is

;

to wonder if it is not tim

e to get rid of the person who cannot do a thing correctly;

to reflect that in all probability any Successor would be just as bad, or worse.

And finally:

To consider how much more simply and better the thing would have been done

had he done it himself in the first place; to reflect satisfactorily that if he had done

it himself he would have been able to do it right in 20 minutes and that as things

turned out, he himself spent two days trying to find out why it is that it has

taken somebody else three weeks to do it wrong.

To realise that Such an idea would have a very demoralising effect on

the project team, because it would strike at the very foundation of

the belief of all employees that a project manager has

nothing to do.

Slip

: Bei

ng fi

rst a

t the

bar

Floa

t: R

emai

ning

Bee

r kitt

yM

ilest

one:

Pau

l buy

s a

roun

d

A woman in a hot air balloon was lost. She

reduced altitude and spotted a man

below She descended a bit more and shouted

"Excuse me , can you help? I promised a friend I would

meet her an hour ago, but I don't know where I am.“

The man replied: "You are in a hot air balloon hovering approximately

30 feet above alkali desert scrub habitat, 2.7 miles west of the Colorado River

near one of the remnant populations and spawning grounds of the razorback Sucker.“

"You must be a biologist" said the balloonist. "I am," replied the man. "How did you know”?

"Well," answered the balloonist, "everything you told me is technically correct, but

I have to idea what to make of your information, and the fact is I am still lost.

Frankly, you've not been much help so far.“

The man below responded: "You must be a project manager.“

"I am,“ replied the balloonist, "but how did you know?“ "Well”,

said the man, "you don't know where you are or where you're going. You

have risen to where you are due to a large quantity of

hot air. You made a promise to someone that you

have no idea how to keep, and you expect me to solve your

problem. The fact is, you are in exactly

the same position you were in before we met, but somehow it's now my fault!"

Grant m

e the serenity to

accept the things I cannot

change. The courage to

change the things I cannot

accept, and the wisdom to hide

the bodies of those I had to kill

today because they got on my

nerves. And also, help me to be

careful of the toes I step on today as

they may be connected to the feet I m

ay

have to kiss tomorrow.

And help me to rem

ember... W

hen I'm

having a really bad day, & it seems that

people are trying to wind me up, that it takes

42 muscles to frown, 28 to sm

ile and only 4 to

extend my arm

to smack som

eone in the mouth!

Help me to always give 100%

at work...

12% on M

onday 23% on Tuesday 40%

on

Wednesday 2O

% on Thursday 5%

on Fridays.



PRINCE2®-2009 Exam Cram

PRINCE2® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries

P2 ExamCram Assessed by GRM 07032011 P2-5th Ed ©2011 Logical Model Ltd [email protected]

2

2© Logical Model Ltd 0845 2 57 57 07

Licensed for individual use without fee. A commercial licence ([email protected]) removes this note: Please report unlicensed commercial use & share in fees levied

Free Materials: My Assumption

• These materials are aimed at attendees on a 1-week PRINCE2® Exam-Cram• Any (half-decent) exam focussed course should get you through the exams, but even the best (&

these materials are among the best) do not have time to spend outside the syllabus• The Official Manual (om) and therefore the syllabus omits basic techniques and skills vital for real-

world project success such as creating schedules!, tracking progress!!, managing team members! Et.al.

• If your current focus is exam Exam EXAM! then this section (S:2) was written for your immediate needs: S:2 focuses on showing you how to answering exam questions

• The (free) animated version of the Key Processes Diagrams that slowly animates P2’s internal complexities will be a real benefit to you as well

• When your need becomes ‘real use of a rounded set of project management techniques’then our more balanced non-exam courses give in-depth insights for free

• Basic courses cover the use of techniques such as work-shops and critical path analysis, tools like the WBS, using float as a ‘resource’ and the need for, and complexities of ‘levelling’

• ‘Beyond The Basics’ classes cover topics like Estimating and Delivering Complex Projects• Overviews of the tools to use in reality and how to use them are on the webs of the

American Society for The Advancement of Project Management and PM Today

If you would like assistance with embedding PRINCE2® please drop us an eMail [email protected] or call +44 (0) 845 2 57 57 07

Please feel free to tell people you think would be interested where to get their own copy of the free materials


http://www.logicalmodel.net/index.php?option=com_content&view=category&id=15:prince2-down-loads&Itemid=12&layout=default

http://www.asapm.org/search.asp

http://www.pmtoday.co.uk/content/en/knowledge_base.aspx

http://www.logicalmodel.net/


3



Commercial Use

• If you want to use this intellectual property as a licensed, branded commercial offering that’s fine too as long as you cut me in I don’t want much !!– Pre-arranged commercial use removes this notice, gives you animated slides that build

procedures step-by-step, also step-by-step exercise files, instructor notes, suggested time-lines for delivery and gives you access to support

– For non pre-arranged commercial use (IE where you charge a fee) I hereby offer you a contract to use this materials, without prior notice at £1,000 per day or per copy which ever is the greater (that’s an ‘offer’ and notice of ‘consideration’, use will constitute ‘acceptance’ and forms contract) – as soon as I become aware of use I will start proceedings to collect fees due

– If in doubt – Ask

– If you are in a commercial context (you paid something) and are reading this then I didn’t get a cut. Let me know and I’ll split what I recover with you

© Logical Model Lt P2 ExamCram Assessed by GRM 07032011 P2-5th Ed ©2011 Logical Model Ltd [email protected]



Those who think education expensive have not yet accounted for what they pay daily for ignorance

PRINCE2®-2009

Exam Cram ForPRINCE2®-2009

• By Simon Harris, PMP, IPMA-D, CGEIT, PRINCE2®, MoR®

Good Morning

Please take any seat

Help your self to the T & Coffee

"The Swirl logo™ is a Trade Mark of the Office of Government Commerce"






PRINCE2®-2009

Exam Cram ForPRINCE2®-2009

• By Simon Harris, PMP, IPMA-D, CGEIT, PRINCE2®, MoR®

"The Swirl logo™ is a Trade Mark of the Office of Government Commerce"


6



Course Objectives

• Provide information that matches what is needed to pass the PRINCE2® Exams– Match = 15 Syllabus areas – All 7 processes, 7 themes and Overview

• Explain the official PRINCE2® 2009 (5th Ed.) manual’s idea of how to run projects†

• Explain the exam’s structure, content and conduct– Provide insight into some question answering techniques

• Provide materials to practice answering exam questions

• If, and when your interest becomes one of using PRINCE2® in a real world context please eMail or call us to discuss your needs

† P2 has some “cannot be beaten” content and some (in my humble opinion-imho) “plain wrong” content. But that is irrelevant for exams. Exams test only that you know the OM’s content: The exams purpose is to ensure two (or more) qualified individuals can discuss how ‘we’will manage ‘this’ project given our and it’s idiosyncrasies. Then knowing what is dubious etc is relevant - to tailoring & embedding choices



7



Who are we all?

• Name, rank and serial stuff• Networking hooks and interests

Intros


8



Domestics

Some pages numbers are omitted – it isn’t an error it’s my means to insert pages later without renumbering everything afterwards



9



Domestics

Your

contr

ibutio

ns

Your

contr

ibutio

ns

Every

one h

as a

Mulliga

n

Every

one h

as a

Mulliga

n

If yo

u’re f

reque

ntly 1

st to an

swer

then s

low do

wn,

add y

our v

iew af

ter yo

u’ve h

eard

from ot

hers

(you’l

l learn

more

)

If yo

u’re f

reque

ntly 1

st to an

swer

then s

low do

wn,

add y

our v

iew af

ter yo

u’ve h

eard

from ot

hers

(you’l

l learn

more

)

Be on t

ime

Be on t

ime

What is

said

stays

in th

e roo

m

What is

said

stays

in th

e roo

m

Stop m

e when

you “

lose i

t”

You c

anno

t foc

us al

l day

Stop m

e when

you “

lose i

t”

You c

anno

t foc

us al

l day

There

are n

o dum

b que

stion

s

There

are n

o dum

b que

stion

s

Ask qu

estio

ns as

we g

o

Ask qu

estio

ns as

we g

o

Give m

e fee

dbac

k befo

re the

end i

f

anyth

ing is

amiss

, so I

can f

ix it

Give m

e fee

dbac

k befo

re the

end i

f

anyth

ing is

amiss

, so I

can f

ix it


10



Style

• Several types of session– Input: explanation of tools and techniques

• 80% me, Please interrupt and question as soon and whenever you need to– Exam practice

• 100% you to start. We can debate and argue interpretation once questions are marked• This is the place to make mistakes and learn from them before they are significant

– Exam its self• 100% you, more details soon

• Types of Slide– The core message: Syllabus references and extracts from the official manual

• Focus of what you need to know or apply to pass the two exams– Reference and detail: Places were you will need to dwell, to read and to study

• Concentrated extracts from many places across the official manual– Navigational elements to give context so you know where we are going

These materials are written to be

instructor led. If you want support to

use them please call or eMailThese materials are written to be

instructor led. If you want support to

use them please call or eMail

If during your study of these materials as a free self-development resource you want support or to attend a class then please contact us for details



11



Feedback & Learning log

• Events run successfully when they use controls effectively• Our controls include your feedback

– I try hard not to offend, bamboozle or bore you, but…… I also try hard to give striking examples, jolt your current thinking and hold-up a mirror– When you have feedback let me know in whatever way is comfortable for you so I can act

• EG: Comment, in person in class/ at a break/ at the end of day or• Blu-tac a note or stick a Post-it to the back of the training room door

• While comments on the end of event form are always welcomed and acted upon they are too late to make the event better for you

– If I don’t know its unlikely I will fix it, If I do know I can at least try– Eg Course pace, Topic depth, Time given each topic, Heating/ lighting, Exercises & debrief,

Anecdotes & jokes, Catering or parking, Course notes and pens, etc etc etc without limitRevision Notes:• Slides laid-out with blank, ruled points like this are for you to log what you learn as you go• A learning log written in your own words should help make revision easier •


12



Cheese

• I had to do something to earn my current Cheese• Having Cheese makes me happy• The more important that my Cheese is to me the more I want to hold on to it• Change happens: the faceless “they” will (re)move your old Cheese• Noticing small changes in my Cheese helps me anticipate change in advance &

adapt to big changes when they arrive• Smell the Cheese often to check for small changes• The world changes, my Cheese is moved: If I do not change I will become extinct• I did things last week. I had Cheese last week. If I do things differently next week I

may not have Cheese• Thinking about not having Cheese makes me afraid• Being afraid stops me doing things differently• I have to ask myself “What would I do if I were not afraid”• When I stop feeling afraid I start feeling good• Imagining myself enjoying New Cheese is the first step leading me to it

Inspired by “Who Moved My Cheese” by Dr Spenser Johnson an excellent 45 minute read



13



Cheese

• Movement in a new direction helps me find New Cheese• The sooner I let go of stale old Cheese the sooner I find New Cheese• It is safer to search for New Cheese than remain in a Cheese-less state• Old beliefs do not lead to New Cheese• Beliefs only change when we believe that there is New Cheese to be discovered

and enjoyed• The new ideas in this (particularly this one!) or any course need conscious effort to be understood– Worse!, it takes much more effort to put them into use (particularly implementing this one!)

• Examine your Old Cheese for mould ((problems with current working)• Imagine your self enjoying your New Cheese (benefits of new practices)

– Consider the steps to move from one comfort zone to a new one• Who needs to be involved, What actions, When & What is in it for them

– Share your insights & FUD (fear uncertainty and doubt) in class • Discussing implementation challenges helps you prepare for action• Gives comfort knowing others have been & are succeeding (and helps networking)

• Promise yourself 1 action now, with a date (EG Make an appointment with the boss to discuss “using what I’ve learned”). Imagine using it, then back-cast the milestones ‘you passed’ getting there. On your return to the office plan your intended achievements with a milestone each Friday till done


14



Revision Notes

• Notes••••••••••••

As well as providing notes space these entries are pagination control






Exam Cram Confidence• Exams are based on:– The Syllabus– The elements of

PRINCE2®– The Scenario


16



Hardest Part of Exam Preparation Is…

… Believing the preparation work is everything you need to know– IT IS !– They can only ask you about what is in the syllabus or scenario– You have opportunity to practice it all; repeatedly to create recall

… Believing that you are prepared!– You will be if you follow everything !– Be calm about the exams

• Only two elements to passing:1. Knowledge of the grey-blue book2. Exam technique– I will cover it all and you may re-visit areas as often as you like



17



Every Answer Has To Be About:

• Some process – there are only 7– SU, IP, CS, MP and SB or CP and DP†

• Some management product– A1-Benefits Review Plan to A26-Work Package

• Some role – there are only 9 possible – in the organisation chapter/ Appendix C– Executive, senior user, senior supplier, project board, project manager, team member/

manager, project assurance, project support and change authority• Some theme (there are 7) or principle (also 7) or technique (only 2 in PRINCE2®)

– Business Case (BC) and Risk, Organisation, Quality, Plans, Change and Progress– BC, Learn from Experience, Stages, Manage by Exception, Products, Tailoring– Product Based Planning and Quality Review

• The scenario given for the practitioner exam

• END – Of – Options !!!• For every question: Think calmly which P,P,P,P,P,T,S is relevant…

– Process, Product, People (roles), Pheme (Theme!), Principle, Technique, Scenario

† Explanations soon: SU=Starting up a Project, IP=Initiating a Project, CS=Controlling a Stage, MP=Managing Product Delivery, SB=Managing a Stage Boundary, CP=Closing a Project and DP=Directing a Project


18



PRINCE2® Conventions

• These materials are [ in places! ] close to a plain extract from the official manual– Some conventions apply so you know what is ‘vanilla’ PRINCE2® from the manual

• “Text in quotes is important for the exam” EG may be quoted in an exam answer– “Text in quotes” is close to a literal copy from the PRINCE2® manual

• A careful paraphrasing that reduces words while maintaining content• Also used when the idea is odd, weak or even (imho†) wrong

– “Text not in quotes or [ ] ” is also explanation of the manual’s contents• Normally removing tautology and piecing fragments from several sections together

• [Text in square brackets] is commentary on or addition to the PRINCE2® manual– [Text in brackets is commentary on the manual or non-prince elements of managing

projects – Must be ignored for exam purposes]

† In My Humble Opinion



19



References To Syllabus and Official Manual

• References to the syllabus contain a Syllabus area, Exam-ID, Learning level & Item number EG “IP:P:2-7”– Initiating a Project (IP) syllabus area, Exam “P:” Practitioner (or “F:” Foundation), Level

2 item 7• Entries such as ‘10.3.2.3’ are manual section numbers

– 10.3.2.3 p3 = paragraph 3 in subsection 3.2.3 of chapter 10• “Often the boundary of the two…”

– 10.3.2 bp2 = bullet-point 2• “Give the ability to ensure…”


20



Abbreviations

• ‘A26’ is a reference to a management product in Appendix-A – The defined management products use Title Case for their names

• P#1 is a principle EG “P#5: Manage by Exception (MbE)”– Mostly references to principles use the text or an abbreviation not a number

• Roles (as described in Appendix C) – PB = Project Board, PM = Project Manager, PS = Project Support,

Exec = Executive, SU = Senior User(s)†, SS = Senior Supplier(s), PA = Project Assurance, TM = Team Manager (or Member)

• The 7 Process names EG Starting up a project (they are all of the “…ing” form)• Activity names are in [ ] use lower case and include the manual’s section #

– EG [13.4.5 Authorise project closure] except where the name includes a nounEG [12.4.1 Appoint the Executive and the Project Manager] or[14.4.8 Assemble the Project Initiation Document]

† SU may stand for Starting up a Project (SU) of for Senior User. Context will distinguish which is correct or the full expansion will be given



21



Revision Notes

• Notes••••••••••••



22



Revision Notes

• Notes••••••••••••




23



IP

SB

CS SB CS CP

SU DP

MP

The PRINCE2® Procedural Framework


Star

ting u

p a pr

oject

-Pro

cess









12 14 15 17 1816

13


24



IP

SB

CS SB CS CP

SU DP

MP

The PRINCE2® Procedural Flow-ChartProject mandate P:CoPM

Authorize initiation

Define Team

Define task: Outline

Business Case &

Approach

Plan IP

Create 4 strategies: Risk, CM, Quality,

Comms & Pj Controls

Plan 1st delivery stage & Report

on IP

Assemble PID

Decide if Pj Viable then authorise stage

DelegateWork-packages

ReceiveWork-packages

Create Results(to quality)

Reviewwork status

ReviewStage status

Report Highlights

Deliver Results

Note work completed

Apply Corrections

Plan next delivery stage

Update Pj plan & BC(IE PID)

Report on closing stage


Check ALL products approved vs AC

Handover product & Release staff

Report on Pjperformance vs PID

Close project

Escalate

Log & examine a Risk or Issue

Create Exception Plan

Premature Close

Create Pj Plan, add cost & time to BC

Ad-hoc Direction



25



The Defined Management Products:Baselines/ Records/ Reports

A1 Benefits Review PlanA2 Business CaseA4 Communication Management

StrategyA6 Configuration Management

StrategyA16 Plan (Project) (Stage) (Team)A17 Product DescriptionA19 Project BriefA20 Project Initiation DocumentationA21 Project Product DescriptionA22 Quality Management StrategyA24 Risk Management StrategyA26 Work Package

A5 Configuration Item RecordsA7 Daily LogA12 Issue RegisterA14 Lessons LogA23 Quality RegisterA25 Risk Register

A3 Checkpoint ReportA8 End Project ReportA9 End Stage ReportA10 Exception ReportA11 Highlight ReportA13 Issue ReportA15 Lessons ReportA18 Product Status Account

There are other management products whose content is not defined by PRINCE2®:2009, EG project mandatePrevious versions of PRINCE2® had 36 defined products EG the set included the project mandate!

Baselines

Rep

orts

Rec

ords


26



The 9 Roles: (Appendix C)

• Project Board: All authorisations and decisions, all dialogues in or out of the project start & end at the board– Executive: Ultimate responsibility to “get it done within authorised limits”– Senior User: Say what (all) customers need and check we get it– Senior Supplier: Produce what was asked for– Project Assurance: Check everything is plausible & everyone’s efforts are aligned

• Project Manager: Work within tolerances. Refer all other decisions upwards– Project Support†: Assist the PM

• Team Manager: Produce the products to plan within tolerance• Change Authority†: Person or group able to authorise concessions and changes

†May be a delegated responsibility or may be retained by the Project Board (Change Authority) or Project Manager (Project support)



27



Seven Principles

1. The business case is the “continued justification”* for investment and action2. “Lessons are sought, recorded and acted upon”** to learn from experience3. Define an organisation structure for duties and rights, roles and reporting lines

that “engages business, user and supplier”***4. “Plan, monitor and control” (Authorise the PM) stage by stage

5. “Define tolerances … for delegated authorities” then manage on an exception basis. IE be available as needed but not otherwise involved

6. Results not activity (defined products … that meet their acceptance criteria) are what the customer pays for: “Focus on [the] products”• Configuration management is therefore a crucial capability

7. Tailoring for “environment, size, complexity, importance, capability and risk” is essential for pragmatic application of this (and any) framework

• Combined with the themes there are really half-a-dozen elements in total

* 2.4, **2.5, ***2.6 et. seq.


28



• Seven processes– Direction– Start-up, Initiation (Planning), Stage control, Stage re-planning,

Project closure– Product development

• Seven themes– Business case (Why)– Organisation (Who)– Quality (What)– Plans (How, How much, When) – Risk, Change, Progress

• Seven principles– Business case, Lessons Learned, Roles, Stages, MBE†, Products, Tailored

Stage Report

Exec & PM

Capture R&I

Tell board

Justify-Why

OK Stage

Get work

LFE

Team

Plan IP

Brief & Approach

OK InitiationOK Project

OK CloseAdvice

Do work Deliver results

Look-back

Handover

Terminate

CloseCM

Plan

Highlights

Refine BCPID

Controls

CommsQuality

Risk

Close WPDelegate WP Monitor WP

Day Job

Escalate

Correct

Plan Recovery

Project PlanPlan Stage

BC Update

CoPM

Project Board

Project manager

Team Manager

Prep A Stage

Themes and Principles Throughout The Processes

17.4.4 Report Stage End

12.4.1 Appoint Exec & PM

15.4.6 Capture R&I

18.4.5 Tell board

12.4.4 BC

13.4.3 Authorize a Stage

16.4.1 Get work

12.4.2 LFE

12.4.3 Team

12.4.6 Plan IP

12.4.5 Brief & Approach

13.4.1 Authorize initiation

13.4.2 Authorize the project

13.4.5 Authorize close

13.4.4 Ad hoc direction

16.4.2 Do work16.4.3 Deliver results

18.4.4 Look-back

18.4.3 Handover

18.4.2 Terminate

18.4.1 Close

14.4.2 CM

14.4.6 Plan

15.4.5 Highlights

14.4.7 Refine BC

14.4.8 PID

14.4.5 Controls

14.4.4 Comms

14.4.3 Quality

14.4.1 Risk

15.4.3 Close WP

15.4.1 Delegate WP

15.4.2 Monitor WP

15.4.4 Day Job

15.4.7 Escalate

15.4.8 Correct

17.4.5 Exception Plan

17.4.2 Update PjPlan

17.4.1 Stage plan

17.4.3 Update BC

CoPM

Project Board

Project manager

Team Manager

Plan Delivery Stage

RBC PgP CQOrg

Org

Org

Org

Org

Org

BC

BC

BC

BC

BC

R

R

R

R

R

BCBC

Pg

P

C

QP

P

R

Q

Q Q Q

C

CPg

Pg

Pg

Pg

Pg

OrgR

R

R

Q

C

PC

PgP

C

† Management By Exception



29



Syllabus Areas†

The Up-Coming Contents Is…OV Overview, Principles and Themes

• 7 ThemesBC Business Case– Why: benefits versus costs OR Organization– Who: reporting lines QU Quality ( & Quality Review )– How good: SpecificationPL Plans– Who/ when/ how and baselineRK Risk– Uncertainty: “Plan-B”CH Change– Error & request: Minor re-planning PG Progress– Where are we: assessment

• 7 ProcessesDP Directing a Project– Own and oversee the projectSU Starting up a Project– Define team and taskIP Initiating a Project– Define strategies and plansCS Controlling a Stage– Day-to-day project managementMP Managing Product Delivery– Day-to-day specialist workSB Managing a Stage Boundary– Refreshing the themesCP Closing a Project– Confirming acceptance

† These materials rigorously follow the (distilled) syllabus. A complete (but still distilled to less words) rendition of the Syllabus is provided in S:3


30



Every Question Is At Some Learning Level…

• Four of 6 classic* learning levels are tested• 1) Factual knowledge – Foundation only

– Can recognise/ recall: terms, concepts, principles, themes, processes, and responsibilities in the manual – just tests your memory

• 2) Understanding of elements listed (Foundation & Practitioner)– Comprehends the roles, processes, themes, principles, and project context

– Able to explain how elements inter-relate to guide managing of a project• 3) Application to an exam scenario (Practitioner only)

– Use of the steps of a theme and creation (or critique) of management products based on a given scenario‡ – EG as applies to the processes in use at project start or end

• 4**) Evaluation versus a given project scenario‡ (Practitioner only)– Review completed products and plans and identify appropriate (or not) application of

the processes, roles, themes and principles in responses to project events

*Bloom et al, 1956, Taxonomy of Educational Objectives ** Bloom’s level 6‡ If you check S:5 you will get an idea of what a scenario looks like

Slide number included in Slide 64 Syllabus area OverviewSlide number included in Slide 64 Syllabus area Overview



31



A Syllabus Area

• Un-paraphrased in the illustration and paraphrased in the text as…– OV:- Foundation: Know

OV:F:1-1 Six aspects of project performance to be managed 1.5.2

OV:F:1-2 Definition of a project 1.3OV:F:1-3 Four integrated elements of principles,

themes, processes & the project environmentupon which PRINCE2 is based 1.5.3

OV:F:1-4 Customer/supplier context of a PRINCE2 project 5.1

– OV:- Foundation: UnderstandOV:F:2-1 Benefits of using PRINCE2 1.7OV:F:2-2 Seven principles 2OV:F:2-3 Characteristics of a project 1.3

– OV:- PractitionerOV:P:2-4 Difference between embedding and tailoring PRINCE2 19.1OV:P:2-5 How customer/supplier affects the themes, processes and management products

19.6


32



Relationship of Processes to Principle P#4 (Management By Stages)

Starting Up a Project“Process not stage”[In real-word usage the distinction ismeaningless]Pre-projectSyllabus – SUManual ch-12

Initiation stageUses 2 (or 4) processes• Initiating a Project

ProcessSyllabus – IPManual ch-13

One or more Delivery Stage(s) for specialist work

3 processes used• Controlling A Stage

Syllabus – CS, Manual ch-15

Last delivery stage

Use 3 processes• Controlling a stage• Managing Product

Delivery

• Managing Product Delivery processSyllabus – MP, Manual ch-16

• MP

• Directing a Project process Syllabus – DP, Manual ch-13 [!] (and separate OGC Manual)

• Managing StageBoundariesProcessSyllabus – SBManual ch-17

& Optionally• Controlling a Stage• Managing

Product Delivery

• Managing Stage Boundaries for all but the last stageSyllabus – SB,Manual ch-17

• May be 1st & last stageCP instead of SB

• Closing a ProjectProcessSyllabus – CPManual ch-18



33



PRINCE2® World-MapProject mandate P:CoPM

12.4.1 Appoint the Executive and the Project Manager

12.4.4 Prepare the outline Business Case

12.4.2 Capture previous lessons

12.4.3 Design and appoint the project management team

12.4.6 Plan the initiation stage

12.4.5 Select the project approach and assemble the Project Brief

14.4.7 Refine the Business Case

14.4.2 Prepare the Configuration Management Strategy

14.4.6 Create the Project Plan

14.4.8 Assemble the Project Initiation Documentation

14.4.5 Set up the project controls

14.4.4 Prepare the CommunicationManagement Strategy

14.4.3 Prepare the Quality Management Strategy

14.4.1 Prepare the Risk Management Strategy


18.4.3 Hand over Products

15.4.2 Review Work Package status

15.4.6 Capture and examine issues and risks

18.4.5 Recommend project closure

13.4.3 Authorize a Stage or Exception Plan

16.4.1 Accept a Work Package



13.4.5 Authorize project closure

13.4.4 Give ad hoc direction

16.4.2 Execute a Work Package

18.4.4 Evaluate the Project

18.4.2 Prepare premature closure

18.4.1 Prepare planned closure

15.4.5 Report highlights

15.4.3 Receive completed Work Packages

15.4.1 Authorize a Work Package

15.4.4 Review stage status

15.4.7 Escalate issues & risks

15.4.8 Take corrective action

17.4.5 Produce an Exception Plan

17.4.2 Update the Project Plan

17.4.1 Plan the next stage

17.4.3 Update the Business Case

16.4.3 Deliver a Work Package


34





14.4.7 Refine the Business Case 15.4.2 Review Work Package status

Activities (Full Names)By Management Levels & Process

12.4.1 Appoint the Executiveand

theProject Manager




CoPM

Project Board

Project Manager

Team Manager

Team Member


16.4.1 Accept a Work Package17.4.1 May include Team Planning





13.4.1 Authorize initiation 13.4.2 Authorize the project13.4.5 Authorize project closure


16.4.2 Execute a Work Package



18.4.1 Prepare planned closure14.4.2 Prepare the Configuration

Management Strategy

14.4.6 Create the Project Plan

15.4.5 Report highlights


14.4.5 Set up the project controls

14.4.4 Prepare the CommunicationManagement Strategy


14.4.1 Prepare the Risk Management Strategy










17.4.1-4 Manage Stage Boundaries

© Logical Model Ltd 2010




35



(Some) Terminology

• PRINCE2® vocabulary– *Business Case … [A description of the] justification for a project...against which

continuing viability is tested– *Customer … commissioned the work … benefit(s) from the end result– Product … everything … create(d) [acquired], or change(d)… physical or … intangible– Programme … projects that together achieve a beneficial change– Supplier … group providing specialist resources … to create the project outcome– User … use or operate the final product… customer and user may be the same– Stage … non-overlapping time periods in which the Project Manager is authorised,

within tolerances, to run the project on the project board’s behalf– Tolerance … allowed cost, time, scope, quality, benefits or risk variation from plan– Exception … the status when a deviation beyond tolerance has or may happen– Embedding …adoption of PRINCE2® across an organisation– *†Tailoring …matching the rigour of application to each specific project’s local needs

*From the glossary †§ Chapter 19 and particularly Table 19.1


36



Revision Notes

• Notes••••••••••••






2 Exams

One with 4 and One with 5 Question Formats

• Two exams: – Foundation– Practitioner

Translating an Exam-Cram’s content into practical project management is typically very hard. When you return to work ‘Registered’ & want to find out how to actually apply P2 & so need help bringing the rest of the organisation to a level of competence then please contact us to discuss your needs. The average crammer returnee needs help bringing the whole company to a point everyone has common understanding


38



Exam Conduct

• Seating will be arranged so everyone has un-overlooked work-space– Exam papers etc will be sealed until the last minute– Exams conducted in silence– Exams conducted to strict time-limits: transfer answers BEFORE TIME runs out– Everything needs your candidate number P2R/?????? written on it

• But not while the time-limited clock is ticking– Bags out-of-reach, phones off, walls (etc) cleared– You may leave early any time up to the last 15 mins if everything is submitted– Only one person out of the room at a time

• Nothing taken out/ brought in

• You must prove your ID with photographic proof• Disability and discrimination issues should be raised asap before the exam

– RSI/ Dyslexia/ Dyspraxia/ Blindness– Foreign language issues - rules based on the local business language



39



Exam Vocabulary

• Title Case Is Used For All References To Themes, Processes, Management Products and Nouns

“Should” Tailor-able obligation, good, important, recommended, consistent with PRINCE2® principlesA statement whose correctness needs assessment

“Must” Mandatory“Will” and “is” Indisputable facts about PRINCE2®“Appropriate” Matches recommended product composition given in

Appendix A or guidance presented in the Themes“True statement” Can be relied upon without cross-checking other sources

“True statements” may contradict each other“According to” A question based on PRINCE2®’s manual’s content without

regard to the scenario or realityAKA a “theoretical question”


40



Individual Use

• These materials are provided free of charge for the use of individuals studying for their own professional development– Support for these materials is available – drop us an eMail to discuss your needs– Courses using these materials are also available

• If you encounter them in a context where a reasonable person might conclude someone is using them in a money-making setting: E.g. on a training course, provided on a company network or from your boss then please email details to [email protected] and I will treat your information as confidential AND share any fees I manage to levy

• These materials are written to be instructor led– Many of the following graphics are complex when seen as a whole but much more

accessible when built-up item by item to follow a process’ time-line – an animated version of the complex process models is down-loadable from the web-site







2 Exams




42



Foundation

• Foundation “purpose” paraphrased from the syllabus is…– to confirm … sufficient … understanding … to work … with, or …[in] a project

management team [IE candidates understand]:-…structure and key terminology…characteristics and context of a project and the benefits of adopting PRINCE2…purpose of the roles, management products and themes…principles…purpose, objectives and context of the PRINCE2 processes.

• Based on words from the manual



43



Foundation Questions Are Level 1 And 2

• Theme– Level 1: Know facts, terms and concepts relating to the theme. Specifically to

identify:…• Each of the 15 syllabus areas has its own list based on corresponding chapter of the manual

– Level 2: Understand how the theme relates to the principles; the approach to the treatment of this theme; how it is applied throughout the project life-cycle and the responsibilities involved

• Process– Level 2: Understand the process and how it can be applied and tailored on a project

Specifically to identify:• Each of the 15 syllabus areas has its own list based on corresponding chapter of the manual


44



Foundation

• 1 hour, Multiple choice – Closed book– 70 live and 5 trial question - 35/70 live questions correct to pass– Trial questions are not detectable by candidates and don’t count in marking– One answer per question, Two answers will void your response – No negative marking for errors – So PPPPPT then guess– Should not be under time pressure

• Understand PRINCE2®’s terminology and the:– 7 principles, 7 themes, 7 processes, two techniques*, and 9 roles

• Know inter-actions between elements:– All management product’s purposes and usage– Composition of Business Case, Product Descriptions, Issue Report and the Issue, Risk

and Quality Registers• Simply repeating the manual: knowledge not analysis

– Questions often direct quotes from the manual

*Techniques are Product Based Planning and Quality Review TechniqueThe 56 elements (principles + themes + processes + roles + products) are coming soon!



45



4 Foundation Question StylesStandard And Negative

• Exam answer sheet needs to be‘legible’ to the marking scanner*– Fill circles completely†

– Use pencil

– Soft enough to “completely” erase if you changeyour mind

• Not following the 2 rules above “may” void your answers*– Wrong number of answers to a

question WILL void the answer

*This advice applies to the Foundation AND Practitioner exam† Or use a line that occupies 80% of the circle’s area


46



4 Foundation Question StylesMissing Word And List

• Mark your answers on the answer sheet as you go– Don’t run out of time to copy answers from exam paper to answer sheet– Most often changing an answer goes from right to wrong – Think PPPPPTS*, then when all else fails – guess!

*All question are from the syllabus so have to be about a:Person (role), Process, Product, Pheme, Principal, Technique or the Scenario See OM 4.1p5 (paragraph 5)



47



Foundation Technique

• Theories vary1. Answer the easy questions and come-back to the hard-ones when you’ve read the whole

set– All questions based on words in the book: however hard they try examiners cannot avoid some

questions being potential doubt busters for others– The exam paper says “there are no trick questions” you may not agree

2. The 3-pass approach– Pass-1 Banker questions – no doubt in your mind– Pass-2 Know the question but 50/50 on two answers– Pass-3 No idea – then eliminate what you can (PPPPPTS) and guess from the rest

1 theory is that statistically “B” is the best guess(I make no guarantee that it isn’t best to guess “C” or go for the longest!)

3. Do them in sequence, 1st impression is often best idea– No chance of forgetting to go back and fill-in an answer


48



Technique Continued

• Mostly, changing your mind losses marks– 1st responses are more often correct

– Erase corrections fully• Marked by a computer!

• Keep an eye on the time– Allow the last 2 minutes to guess the ones that are still a toss-up between 2 (or 3! Or

4!!!!) options



49



Foundation Insights

• Look out for “False”, “Not”, “All”, “Must”, “If any”, “All the above”– “Routinely”, “Frequently”, “May”: distinguishes between answers

• There may be “D - all of the above”– Do not answer any question “A” (or “B”…) without checking all options

• There may not be 4 answers givenE.G. There may only be an “A – True” or “B – False” option or A/ B/ C– Yes, the questions is a 50/50 chance not a 25/25/25/25% !!– You could get up-to 9 of these!

• Beware– An answer that starts “C) A blah blah…” is easy to record as “A” not “C” !


50



Focus Areas

• Questions asking for “Statement 1 & 2 are true/ Statement 2 & 3 are true”– Always yield to analysis

• For tough questions think:…– Which Process, Which Products, Which People (Roles), Which Pheme (theme) and

Principles or Techniques?: PPPPPT• Scenario is not relevant to the foundation

– 2nd Is this Start/ Middle/ or End of Project or Stage• Therefore which Process are involved (SU/IP or CS/MP or SB/CP)• Is it PB/ PM (“what the project is to achieve”) or PM/ TM (“how the project will deliver”)

– 3rd Which products and therefore where are they created and sent– 4th What does the above confirm in or out of the short list– 5th Guess !






2 Exams




52



Practitioner

• Practitioner “purpose” paraphrased from the syllabus is…– to confirm … sufficient …understanding … to start applying the method … to a real

project …[IE candidates understand]:-• How to apply and tailor PRINCE2 effectively …• Apply the principles, themes and processes• Create or critique management products• Understand the relationships between the roles, management products, principles, themes,

techniques and processes – Understand means ‘can create (synthesise) or state each element's purpose and

objectives’

• The registration must be reconfirmed every 5 years



53



Practitioner Questions Are At Level 2, 3 & 4

• Theme– Level 3: Be able to apply and tailor the relevant aspects of the theme to a project

scenario, when creating products or making decisions related to this theme, in any or all of the processes. Specifically to:

• Each theme has a list of elements upon which questions are based– Level 4: Able to identify, analyse and distinguish between appropriate and

inappropriate application of the theme throughout the lifecycle of a project scenario. Specifically to analyse: (theme specific list of elements)

• Process– Level 3: Be able to apply the process, tailoring the recommended activities and actions

where appropriate, to a project scenario. Specifically to: (process specific list)– Level 4:Be able to identify, analyse and distinguish between appropriate and

inappropriate application of the 7 processes to a project scenario. Specifically to analyse: (process specific list of elements)

• All exam “apply/ application” is to a given scenario


54



Practitioner

• 2.5 hour (150 minutes and 10,000 words!) Open book*– You are likely to be under time pressure

– 9 questions (topics) from 15 syllabus areas – NO Choice of questions• Each question comprised 12 ‘lines’ worth one mark each = 12 x 9 = 108• 59/108 (55%) required to pass

– Objective Test – but not ‘normal’ multiple-choice• Different question types take more / less time but all worth one mark

• Confirms you can tailor (apply) PRINCE2® to a “non-complex project”– Can apply understanding of the reasons behind & relationships between

7 processes, 7 themes, 2 technique, 9 roles and 26 management products– Alternate wording to the manual– Use of themes, process, people (roles – Apdx C) & products (Apdx A)

• Re-registration– 1 hour, 3 topics of 12 parts 20/36 (55%) to pass

*PRINCE2 manual with handwritten notes only (no attachments of any kind)There isn’t time to read anything in the exam! But there is time to look at diagrams and reference charts



55



Three Booklets

• Scenario booklet– One scenario for all questions– Specific questions may have “Additional Information”

• Questions will highlight their reliance on Additional Information but still BE CAREFUL– “Additional Information” for different questions may be contradictory– Some questions ‘contain’ all the information needed to answer them

• In these cases the scenario provides context but not relevant facts– Scenario describes: Business rationale and project objectives

• Question Booklet– 9 questions of 12 question lines grouped into 2 or 3 ‘parts’ of the same question type

• Different question types take more/ less time to decode– One question type requires more than one answer

• Answer Booklet– Fill-in the circles: answers will be void if not completed correctly


56



Syllabus Coverage

• Each exam paper will contain 7 themes and 2 process groups– Process groups are (SU & IP), (DP, SB, CP), (CS & MP)– OV questions mixed with the above



57



5 Practitioner Question TypesClassic

• All questions worth one mark– Classical multi-choice are simple – fast bang for the buck– Only one answer– 3 or 4 options: after PPPPPTS a guess should be OK!


58



Practitioner Questions - Multiple ResponseMULTIPLE RESPONSE!

• Two answers for 1 mark– More than twice as hard as classic-multi choice– Give the required (normally two) and only the required number of answers



59



Matching Question

• Column 1 Items 1-n are paired with Column 2 options A-E– A-E may be used 0, 1 or many times

• “True statements”can be taken asfacts– Different “True

statements” maycontradict eachother


60



Sequencing Question

• Matching based sequence– Start by considering the processes & activities and product & people– Effectively worth as many marks as there are parts– Getting a part out of sequence probably means minimum of two wrong answers– TAKE YOUR TIME



61



Assertion/ Reason Question

• Most complex question type: IE SLOWEST to earn marks– Two parts an “Assertion” and a “Reason”– Each independently assessed True / False– Then T/T assessed for

“Because”• Answer A means the

assertion is explainedby the reason– Answer B applies to

two correct statements NOTcausally linked

• Several common techniques– Do whole columns THEN

for any T/ T consider the “because”


62



Exam Approach

• Many theories, few conclusions– DO NOT wait to transcribe answers to the answer booklet: it takes 15mins minimum

and YOU WILL RUN OUT OF TIME• (yes I do get proved wrong 1 time in 10: are you the lucky one? sad or safe?)

– Some people say reading the scenario is (mostly) irrelevant• You will have to read it at some point – best if that is before all questions• Since before the questions you do not know what is significant skim it quickly

– Read first and last paragraphs and 1st & last line of all other paragraphs, a sentence from the middleof 5-line-plus paragraphs

• Reading the ‘Additional Information’ is necessary– But only when you get to the relevant question– Additional information applies ONLY to the question asking for it– Additional information in different questions may override the scenario and contradict each other






Syllabus Areas:OV Overview, Principles and

TailoringBC Business CaseOR OrganizationQU QualityPL PlansRK RiskCH ChangePG ProgressSU Starting up a ProjectDP Directing a ProjectIP Initiating a ProjectSB Managing a Stage

BoundaryCS Controlling a StageMP Managing Product DeliveryCP Closing a Project


64



Syllabus Area Overview

• The exam is split into 15 syllabus areas– The overview combines the official manual’s chapters 1 and 2– The other 14 areas match chapter 4 to 10 (the 7 themes) and 12 to 18 (the 7 process)

• My coding is Area: Exam: Learning Level – Item number– OV:F:1-1 = Overview: Foundation: Level 1 – Item 1– PL:P:3-2 = Planning Theme: Practitioner: Level 3 – Item 2– CP:P:4-1 = Closing a Project Process: Level 4 – Item 1

• Learning levels where given on slide• Item numbers are simply sequential within syllabus area and learning level

• In the remainder of these materials, and just for pagination purposes– Syllabus entries may be covered (slightly) out of sequence






Syllabus Themes: OV Overview, Principles and

Tailoring

OV Overview, Principles and Tailoring

BC Business CaseOR OrganizationQU QualityPL PlansRK RiskCH ChangePG ProgressSU Starting up a ProjectDP Directing a ProjectIP Initiating a ProjectSB Managing a Stage



66



OV - Overview, Principles and Tailoring PRINCE2 to the Project Environment

• OV:- Foundation: KnowOV:F:1-1 Six aspects of project performance to be managed 1.5.2OV:F:1-2 Definition of a project 1.3OV:F:1-3 Four integrated elements of principles, themes, processes and the project

environment upon which PRINCE2 is based 1.5.3OV:F:1-4 Customer/supplier context of a PRINCE2 project 5.1

• OV:- Foundation: UnderstandOV:F:2-1 Benefits of using PRINCE2 1.7OV:F:2-2 Seven principles 2OV:F:2-3 Characteristics of a project1.3

• OV:- PractitionerOV:P:2-4 Difference between embedding and tailoring PRINCE2 19.1OV:P:2-5 How customer/supplier affects the themes, processes and management

products19.6



67



OV:- Foundation-1

• OV:F:1-1 Six aspects of project performance to be managed 1.5.2– Cost/ Time/ Quality/ Scope/ Risk/ Benefits

• OV:F:1-2 Definition of a project 1.3– “a temporary organization that is created for the purpose of delivering one or more

business products according to an agreed Business Case”• OV:F:1-4 Customer/supplier context of a PRINCE2 project 5.1

– “…there will be a customer who will specify the desired result and probably pay for the project, and a supplier who will provide the resources and skills to deliver that result”


68



OV:- Foundation-2

• OV:F:1-3 Four integrated elements of principles, themes, processes and the project environment upon which PRINCE2 is based 1.5.31. Principles: The 7 ‘ideas’ you have to follow to be ‘using PRINCE2®’†

1. Continued business justification IE the A2-Business Case is developed and approved at the start and throughout the project (in SU, IP and SB)

2. Learn from experience IE Start considering other project’s successes and failures. Keep a log of and share our own

3. Defined roles and responsibilities IE a management structure of delegation authorities, reporting and escalation lines

4. Manage by stages IE Divide the project into authorised time-bound chunks during which the team ‘get on with it’

5. Manage by exception IE ‘Getting on with it’ ceases to be authorised if any pre-set limits are threatened6. Focus on products IE the project’s only purpose is to deliver some result7. Tailor to suit the project environment IE Understand the OM then apply as suits local needs*

2. Processes: The 7 procedural descriptions of the time-line through the project’s control• Starting up, Initiating, Controlling a stage, Delivering products, Managing stage boundaries, Closing a

project and Directing a project3. Themes: The 7 procedural ideas that weave in and out of the processes

• Maintain the A2-Business Case, Maintaining reporting lines and authorities, Managing Quality, Risk and Change, Creating plans and knowing current status

4. Tailoring• Merge or split management products, roles and process steps pragmatically*

† The only 2 that anyone well read in project manager could say were distinguishing rather than common are stages and exceptions and even these are well-known elsewhere

* Typically tailoring may add control/ role elements, merge them or it may de-emphasis some but should not delete any



69



OV:- Foundation-3

• OV:F:2-1 Benefits of using PRINCE2 1.7– “Best practice, suits any type of project, widely know, common vocabulary, sets out

roles and accountabilities, product focussed, plans at 3 levels matched to reader’s needs, uses management by exception to be sparing with senior manager’s time, keeps a focus on project viability, economical reporting structure, stakeholders properly represented, promotes learning and growth (see front cover!), promotes consistency and reuse, supports audit and diagnostics, accredited practitioners and trainers”

• OV:F:2-2 Seven principles 2– Continued business justification, Learn from experience, Defined roles and

responsibilities, Manage by stages, Manage by exception, Focus on products, Tailor to suit the project environment

• OV:F:2-3 Characteristics of a project 1.3– “Makes a permanent changes to business-as-usual (BAU), Is more uncertain than

BAU, Is temporary (so needs procedure for starting and ending), Involves people with differing skill sets, perspectives and motivations, Each project is unique”

Recall text in quotes is more or less a quote from the manual: the semantics are retained but the words may bereduced, amended or re-sequenced


70



OV:- Practitioner-1

• OV:P:2-4 Difference between embedding and tailoring PRINCE2 19.1– Embedding is done once to implement PRINCE2® across the organisation– Tailoring is done every project to match how PRINCE2® is applied to the project

specific circumstances • Tailoring mostly applied by the first 5 IP activities

– [14.4.1 Prepare the Risk Management Strategy]– [14.4.2 Prepare the Configuration Management Strategy]– [14.4.3 Prepare the Quality Management Strategy]– [14.4.4 Prepare the Communications Management Strategy]– [14.4.5 Set up the project controls]

• (Common) Examples of tailoring are:– To merge the Starting up a Project (SU) process and Initiation stage– To merge the A12-Issue Register and A25-Risk Register and dispense with the A13-

Issue Report

When as a freshly registered practitioner you consider “What do I need in place for the organisation to embedand use PRINCE2®?” then please contact us and we will help with implementation of the method.



71



OV:- Practitioner

• OV:P:2-5 How customer/supplier affects the themes, processes and management products 19.6– “Customer & supplier have their own reasons for engaging in the project, own

management/ governance systems, own culture– BC† – Affected by supplier’s market place and profit/ reputation objectives

Customer’s need to consider acquisition and operational costs– OR – “Key decision” is who is senior supplier and which organisation supplies the PM?

• Should the customer’s procurement staff be SS? (Exam’s #1 favourite scenario)– QU – Whose Quality Management System is used or how they are combined

† Syllabus references to the 7 theme’s interactions with the customer/ supplier contextThe closing double-quote character “ is on the next slide


72



OV:- Practitioner

• OV:P:2-5 How customer/supplier affects the themes, processes and management products 19.6– PL – Will contract award be for the whole change or stage by stage, What

arrangements will be made for payment milestones or break-points, Will contract set-up be handled in initiation, Contractor TM must report status so the PM can maintain an up to date A16-Stage Plan

– RK – Each party may maintain its own A25-Risk Register or may have a merged register

– CH – Change control over the contracts must be aligned between customer and supplier and with Change Budget/ Change authority/ Procurement procedures

– PG – Frequency, format and formality of reporting and review must be aligned”



73



OV:- Practitioner

• OV:P:2-5 How customer/supplier affects the themes, processes and management products 19.6– Processes as a whole

• For the customer: processes are probably as per official manual • For the supplier: contract award may fall mid-way through the initiation stage• Both parties must align purchase/ business winning decision making with DP activities

– Management Products• The A20-Project Initiation Documents and A26-Work Packages (customer’s and supplier’s)

may have legal significance as contracts


74



Who Are Logical Model Ltd (LML)?

• Consultancy & training in– Basic structured project management– Tools and techniques for advanced project

& programme management– Leading complex projects– Recovery of struggling projects– Creating & running PMOs– Project risk and quality management– Using Earned Value Analysis– Board briefings on project control &

governance

• Continued…– Dimension Four® Benefits Realisation

Method training and consultancy– PRINCE2® use in the real-world &

PRINCE2® Exam preparation (but only if you are sure exams are what you want. They create the wrong focus & damage PM’s value to a business and ∴PM’s reputation)

– Implementing IT Governance using the CobiT® Framework

– Implementing Benefits Realisation & Lessons Learned processes

• A niche consultancy that delivers training, mentoring and consulting services around control and governance of project based benefits realisation

– LML’s purpose is to improve the project management state of the art through popularisation of what is common-sense (which I suggest is ‘obvious after it is observed’ not necessarily ‘is widely-known’)







Syllabus Themes:BC Business Case





76



BC - Business Case (BC) Foundation-1

• BC:F:1-1 Definition of: output, outcome, benefit and dis-benefit 4.2.2, 4.3.4.4– “Output is any of the project’s specialist products (whether tangible or intangible)– Outcome is the result of the change from using the outputs– Benefit is the measurable improvement from an outcome perceived as an advantage

by one or more stakeholders”– “Dis-benefit is an outcome perceived as negative by one or more stakeholders”

• BC:F:2-1 The purpose of the Business Case theme 4.1– “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.” (sic)†

† “(sic)” added when I want to emphasise ‘it really says it just like that’. Personally I would have a full-stop and “The means…” in place of “as a means…”



77



A2-Business Case Theme

• Up to date description of the project’s merits– 4.3 Developed in SU & IP, Maintained in SB, Verified in DP & Confirmed post project– 4.2.3 Describes project outputs, the outcomes created and the benefits enabled– Customer’s and supplier’s business cases different but aligned– May address ‘compulsory’, ‘not for profit’, ‘evolving’, multi-organisation*

• The crucial thing about a project, and a PRINCE2® ‘principle’ is “continued justification” [ yet PRINCE2® :– Gives no guidance on investment appraisal – Terminates at DP5 with dissolution of roles– States the exec has the only vote on the project board yet 2009 also states the senior

user is accountable for benefits †

• The exam won’t ask about any financial appraisal skills such as IRR– Understanding the affect of interest rates on the value of money is a crucial part of preparing, evaluating

(EG in an exception) and managing a A2-Business Case in reality‡ ]

* This list mixes concepts of motive, clarity of goal and involvement† Never split decision making over resources and risk responses from accountability for results - it leads to blame and recriminations‡ See our (also free) non-PRINCE2® PM course notes for guidance on NPV/ DCF/ IRR, Payback period, non-financial evaluation etc


78



BC - Business Case (BC) Foundation-2

• BC:F:2-2 The purpose of a A2-Business Case, A1-Benefits Review PlanA.2.1 A.1.1

– A2 “document the justification…based on [comparing all] costs…benefits and risks”– A1 “define how and when to measure achievement…of benefits expected by the SU”

• BC:P:2-3 The composition of a 1. Business Case, the process(es) that develop, verify, maintain and confirm it and roles involved 2. Benefits Review Plan, ditto A.1.2, A.2.2, 4.3, 4.3.1-4, 12.4.4, 13.4.1-5, 14.4.7, 15.4.4-7, 17.4.3-4, 18.4.3-4, C/Table 4.1– See following pages



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A2-Business Case Product Description

• [ A project is a mechanism to change business-as-usual– The justification is described (not promoted) in a A2-Business Case ]

• The A2-Business Case might contain {– The trigger or motivation for undertaking the project

• Either the opportunity being pursued or the threat being avoided…… Expressed in terms that bench-mark the current status quo for post-project comparisons

– A description of how the project contributes to (affects) corporate strategies and tactics– Constraints and expectations: including but not limited to all factor subject to tolerances

• Dates for funding cycles and funds available• Non-negotiable elements of scope, Imposed project dates• Levels of resources available

– Options available for resolving the business threat or opportunity• Analysis of each option's pros and cons• Through life impacts and costs …… How development and maintenance will be supported, resourced, funded and absorbed into BAU

– Financial appraisal (EG Net Present Value) as per corporate finance standards – Recommended option with reasons for selection– Risk analysis

• Uncertainties and actions to respond that are (or could be) included– The above may include a summary* }

[ * No one should be encouraged to assess an investment based only on the summary. One reason NOT to include one. A conclusion that draws the elements of argument into one place is appropriate. A BC should be a small document (possibly with appendices).A BC should not ‘sell’ the project but describe it even-handedly ]


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A1-Benefits Review Plan Product Description

• The A1-Benefits Review Plan might contain {– Context and description of the benefits to be measured– Who, how, when and with what resources achievement of expected benefits will be

measured– How the performance of the project’s outputs will be “reviewed” (sic)

• [ I recommend you amend “reviewed” during embedding to be ‘monitored and adjusted to maximise benefits’ ]

– For each benefit claimed in the A2-Business Case[ and identified subsequently at any time ]

• Who is accountable for the expected benefits• Benefit specific measurement ‘who, how, when and with what resources’*• Pre-project baseline against which improvement is calculated }

*Multiple measures over time are appropriate – see the works of Tom Gilb – benefits often take time to ‘come-on-stream’ and then to ramp-up



81



12.4.2 Capture previous lessons1. PM Captures lessons relevant to the A2-

Business Case

14.4.6 Create the Project Plan1. PM determines costs & timescales needed for

investment appraisal by planning the project

15.4.7 Escalate issues & risks1. PM assess potential

actions to respond to a new risk or issue for their impact on the A2-BC and expresses in A10-Exception Report

17.4.2 Update the Project Plan1. PM determines revised project cost

& timescales that may affect the investment appraisal


1. Board consider if A2-BC still viable vs. latest A11-Highlight Reports

A1-Benefits Review Plan, A2-Business Case

17.4.4 Report Stage End1. PM reviews status and any benefits

in stage & expresses view on A2-BC viability in A9-End Stage Report

2. PM confirms any benefits review activity in stage is complete

3. PM Seeks Board approval of revised A1-BRP & A2-BC at 13.4.3


1. COPM


1. PM assesses new risks and issues for impact on the A2-BC

12.4.4 Prepare the outline Business Case1. If received from CoPM the Exec reviews A2-BC2. Exec drafts (delegates drafting) – inline with

Corp. standards the A2-BC with Context, Objectives, Strategic alignment, Feasibility Expected contribution, Funding, Contracts, Risks (ie uncertainties) and sensitivities to viability of benefits[SU. “accountable for benefits p35 c2.1, 4.3.3, c3”]

3. PM checks timescales (all constraints) applied to A21-Project Product DescriptionA2-BC or Pj-Mandate balance(prior to 14.4.6 cost and timescales may be “rough order of magnitude”)

4. CoPM Approve the A2-BC (Outline)12.4.5 Select the project approach and assemble the

Project Brief1. PM drafts Pj Approach defining Corp.

preference/ “best practice” for delivering the A2-BC into operational use


1. PM assess project performance vs. expected benefits in the A2-BC & reports in A8-End Project Report


1. PM updates A1-BRP if required14.4.7 Refine the Business Case

1. PM Checks A19-Pj Brief for corporate format & presentation standards

2. PM seeks lessons observed relevant to the A2-BC

3. PM adds A16-Pj Plan costs and timescales, Risks, expected benefits & tolerance per benefit to A2-BC investment appraisal

4. PM creates the A1-Benefits Review Plan (BRP) stating for each benefit how it will be measured, tolerances and timing of measurement (EG at stage ends and beyond the project) & the current status quo (a Programme may assume responsibility for this step)

5. PM seeks board approval now or defer to 13.4.2 and A20-PID

14.4.8 Assemble the Project Initiation Documentation1. PM include A2-BC (detailed) in A20-PID

15.4.4 Review stage status1. PM checks A2-BC vs.

new (and existing) risks & issues

2. PM checks A1-BRP and executes any Benefits Reviews falling due [NO! should be in the Stage plan]

17.4.3 Update the Business Case1. PM reflect external changes to

project context, updates of costs and timescales, uncertainties, risks and issues into A2-BC for the accountable exec

2. PM updates the A1-Benefits Review Plan for current outlook Results any reviews in stage just ending and need for review in approaching stage

CoPM

Project Board

Project manager

Team Manager

BC: P:2-3 1. Business Case, and in which process(es) it is developed, verified, maintained and confirmed and which roles are responsible for this2. Benefits Review Plan, and in which process(es) it is developed, used and reviewed and which roles are responsible for this

Plan Delivery Stage

NB in all cases A2-BC is of the Customer, not the Suppliers

13.4.1 Authorize initiation1. Board verify A2-

BC (outline) viable justification to invest in the Initiation Stage


1. Board verify the A2-BC (as updated) is a viable justification for continued investment

2. Board approve (updated) A1-Benefits Review Plan will address all benefits due in next Stage

13.4.5 Authorize project closure1. Exec approves, Board compares ¿confirms? original

and current versions of A2-BC [to what end?]2. Board ensure A1-Benefits Review Plan includes post-

project review of all side-effects of pj products once in operational use (side effects shared as lessons)

3. Board approve A1-BRP will cost effectively assess benefits not measurable until after the project

4. Board/ Exec transfer responsibility for A1-BRP to CoPM “to hold SU accountable for benefits from their assigned products”. Ensure resources are committed

13.4.2 Authorize the project1. Board consider if A2-BC

(Detailed) is adequate to justify the project and approve (baseline) it

2. Board (Exec) approve (IE baseline) A1-Benefits Review Plan covers all benefits, meets CoPM needs and Exec, Pgm or CoE is responsible for reviews being held


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BC - Business Case (BC) Practitioner

– BC:P:2-4 The relationship between a programme’s business case and a project’s Business Case 4.3.1, 4.3.2, 4.3.3

• Programme management may provide an approved A2-Business Case as part of the A19-Project Brief

• Will be reviewed by programme management and subject to their approval (or management)• A1-Benefits Review Plan may be produced, executed and coordinated by the programme• Responsibility for review transfers from the executive to CoPM at project close• A1-Benefits Review Plan separated from the A16-Project Plan to aid its management in the

programme• SU accountable to programme management for benefits claimed†

† In the real-world only if they are also the ultimate decision maker with control over risk appetite



83



BC - Business Case (BC) Practitioner

• BC:- Able to use/ tailor the theme to an exam scenario to maintain products and make decisions in the 7 processes

– BC:P:3-1 Identify appropriate information, (using Apdx-A), for inclusion in the products listed in BC:P:2-3

– BC:P:3-2 Identify outputs, outcomes, benefits and dis-benefits 4.2.2, 4.3.4.4• BC:- Critique theme's application to an exam scenario

– BC:P:4-1 QA and comment on theme's products and roles involved through-out their life-cycle in BC:P:2-3

• See Section 5 for BC exam questions– Ex02 – Qn 1– EX03 – Qn 5– After attempting the questions read each answer’s rationale in the exam paper

• The pdf I supply has bookmarks to make navigation easier


84



Revision Notes

• Notes••••••••••••







Syllabus Themes:OR Organization





86



OR - Organization (OR) Foundation-1 The Roles: (Appendix C)

• OR:F:1-1 Roles within the Organization theme 5.3.2– Roles apply to responsibilities and do not always mean a separate person

• May be combined, split, amended but should not be dropped– Project Board: All authorisations and decisions, all dialogues in or out of the project

start & end at the board• Collection of the next three roles

– Executive: Decision maker• Ultimate responsibility to “get it done within CoPM’s authorised limits”

– Senior User: Say what (all) customers need and check we get it• Specifies results, accountable for benefits

– Senior Supplier: Produce what was asked for• Accountable for providing expertise to create products

– Project Assurance: Check the PM is plausible & everyone’s efforts are aligned• Confirms right people involved at right time



87



OR - Organization (OR) Foundation-1 The Roles: (Appendix C)

• OR:F:1-1 Roles within the Organization theme 5.3.2– Project Manager: Day-to-day management of the project within delegated tolerances

• Refers all other decisions upwards– Project Support (Mandatory role, optionally delegated) †

• Aids PM and TM with administration such as booking meeting rooms• May provide expertise in estimating planning and tracking • May also provide skills as configuration librarian to store the task results away safely & run

change control– Team Manager (optional role): Produce the products to plan within tolerance

• Agrees and executes A26-Work Packages– Change Authority (optionally delegated)†: Person or group able to authorise

concessions and changes• Change authority : delegated decision making over changes

– Experts‡: Provide knowledge in risk assessment and estimating

†May be a delegated responsibility or may be retained by the Project Board (Change Authority) or Project Manager (Project support)‡Possibly in a Centre of Excellence (IE A project office with a fashionable “we are really good value, honest!” name) §5.3.4.2


88



In the beginning is the project mandate(a partial Project Initiation Document)…

`

Star

ting u

p a pr

oject

-Pro

cess

17.4SB

12.4SU

13.4 DP

Initia

tion S

tage14.4

IP15.CS

SU-04 F:2 The Activities Within Starting up a Project (SU)

12.4.3 Design/ appoint PMT1. Define roles (PA/ TM/ PS)

Authority/ Reporting lines/ Availability/ Competency

2. Some may not be in post3. Arrange training4. Note Risk in Daily Log

12.4.1 Appoint Executive & Project Manager

1. Based on Pj-Md8, skills & availability

2. PM starts Daily Log

A19 Project Brief {Exec role description P:CoPM, PM role descriptionP:E, A:CoPM }

• Appointed Exec P:CoPM

• Appointed PM P:E A:CoPM


A7 Daily Log P:PM

• Appointed PMT P:E A:CoPM

PMT = Project Management Team, PMTs = PMT structure, P: = Produces, R: = Reviews, A: = Approves ( ) = in another process { } = containing

A14 Lessons Log

A19 Project Brief {• PMT role descr. P:PM A:E• PMT structure P:PM, A:E}

A7 Daily Log P:PM

…and the first thing we need are:a decision maker and

someone to do the day to day management

update DoubleHeaded Create



90



Our Cast10OR:F:2-3 The responsibilities and characteristics of the role of the: 1. Project Board 2. Project Manager 3. Project Assurance 4. Change Authority 5. Team Manager 6. Project Support

5.3.2.2, 5.3.2.6, 5.3.2.3, 5.3.2.4, 5.3.2.7, 5.3.2.8


91



OR - Organization (OR) Foundation-2

• OR:F:2-1 The purpose of the Organization theme 5.1– “define and establish the project’s structure of accountability and responsibilities (the

who?)”• OR:F:2-2 The three project interests and how these are represented within the

three levels of the project management team structure 5.2.5, 5.3.2– Business: has the driving need and receives the benefits– User: uses the outputs to create the outcome– Supplier: creates or acquires the outputs

• OR:F:2-4 What a stakeholder is 5.2.5 [Emma’s typo 5.3.5]– “individuals or groups who are not part of the project management team, but who may

need to interact with the project or who may be affected by the project’s outcome”• OR:F:2-5 The purpose of the Communication Management Strategy

A.4.1, 5.3.5.3– Describes “the means and frequency of communication to parties both internal and

external to the project. It facilitates engagement with stakeholders through the establishment of a controlled and bi-directional flow of information”



92



Organisation Theme

• Accountabilities and reporting lines– 5.2.5 Three interests – Business & User plus Supplier– 5.3.1 Four levels – CoPM, Direction, Management, Delivery– 5.3.2 Nine roles – May be combined but should not be eliminated

• Described in Appendix C: Board { Exec, SU & SS }, PM, PA, PS, CA, TM• PS may be via a Centre-of-Excellence (nee Project Support Office) – 5.3.4.2

• 5.3.3 Build teams across functional specialisms– 5.3.3.3 Project team members may be full-time or part-time– 5.3.3.2 Train team members

• Engage stakeholders– 5.3.5.2 External to the project and internal– 5.3.5 Stakeholder analysis identifies stakeholders and their stakes– 5.3.5.3 A4-Communications Management Strategy defined how to engage them


93



Stakeholders Define the Goal & Approach

• [ Stakeholders have expectations: judge project success– Use workshops to define the desired end-point‡

– Meld expectations to align stakeholders to consensus Acceptance Criteria (AC)• The means by which stakeholder (dis)agreement is reached

– Cross-over point into project Scope Management

• Simple set of mechanics to explore end-points– Does not mean simple to use!

• End point is a short (20 words¿) statement in business’ own vocabulary– Says WHAT & perhaps why/ when/ where/ who but not how †

• Tested by– Describes the world after the (programme, project, phase) is complete– Tells me how I will know the ACs have been met: Benefits recognition events– Future state description always accompanied by assumptions and constraints† ]

† HOW is constraint. It may be valid at this stage‡ Details of the procedures, duties, tools and techniques for Stakeholder Analysis, Goal Setting etc are in the course materials that may be freely downloaded and some of the “why” is in my articles published elsewhere


http://www.logicalmodel.net/index.php?option=com_content&view=article&id=49&Itemid=46&d4dad6935f632ac35975e3001dc7bbe8=d885a6f5f1d366f44d126d9e6900a351


94



Changing Stakeholders

• [ Stakeholders change over time– Stakeholder management process should be constantly identifying, analysing,

planning, monitoring and controlling• Projects span customer and supplier’s business over time

– Likelihood that stakeholders will change– Promoted into or out of stakeholder group

• Be prepared with ‘induction pack’†

– History, status, major tenets– Make time to listen to them carefully– Include into existing stakeholder analysis & management plans

• Understand new stakeholder’s perspectives– Day job versus project interests (project’s conduct and project’s results) ]

† The official manual suggests the A20-Project Initiation Documentation


95




• OR:F:2-3 The responsibilities and characteristics of the role of the: 1. Project Board 2. Project Manager 3. Project Assurance 4. Change Authority 5. Team Manager 6. Project Support 5.3.2.2, 5.3.2.6, 5.3.2.3, 5.3.2.4, 5.3.2.7, 5.3.2.8– Project board: Exec, senior user and senior supplier

• Accountable to CoPM for project results• Authoritative decision makers, Ensure bi-directional communications, Visible and supportive• Direct, delegate, facilitate• Provide resources, credibility and authority

– Project manager: Authorised to run the project day-to-day within agreed tolerances• ‘Normally’ from the customer• Responsible for the PRINCE2® activities except [12.4.1 Appoint the Executive and the

Project Manager], 16.4 Managing Product Delivery and 13.4 Directing a project• Delegates to team member/ manager, liaises with project board and project assurance• Relies on (possibly shared) project support or does those jobs them self



96




• OR:F:2-3 The responsibilities and characteristics of the role of the: 1. Project Board 2. Project Manager 3. Project Assurance 4. Change Authority 5. Team Manager 6. Project Support 5.3.2.2, 5.3.2.6, 5.3.2.3, 5.3.2.4, 5.3.2.7, 5.3.2.8– Project assurance: a role of project board members often delegated to those with time

and expertise to adequately fulfil• Monitors all areas of project performance and product development• Independent of the PM, aligned to 1 or more PB roles• May be from corporate Quality Assurance function• Support the PM and team with advise and expertise on standards and who to involve

– Change authority: possibly delegated (during initiation) in whole or part by the board• Authorises (or not) Requests for Change and Off-Specifications• May be/ include the project manager, often is/ includes project assurance• Often delegated based on expertise in products required


97




• OR:F:2-3 The responsibilities and characteristics of the role of the: 1. Project Board 2. Project Manager 3. Project Assurance 4. Change Authority 5. Team Manager 6. Project Support 5.3.2.2, 5.3.2.6, 5.3.2.3, 5.3.2.4, 5.3.2.7, 5.3.2.8– Team manager: Optional role - has the expertise to produce the products to

specification• Reports/ escalates to the project manager at a frequency/ in a manner agreed when

commissioned, probably also reports, in parallel to the senior supplier• Maybe the project manager!• Receives and agrees commission via technical A26-Work Packages (which may need

planning to confirm constraints are achievable)– Project support: Mandatory role – falls to the project manager if not otherwise

resourced• May be administrative or may be expertise in quality review, risk, estimating, scheduling…• May provide configuration management capabilities (if not programme wide)• May be resourced as a shared resource from a project support office• Should be independent of project assurance



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Role Product Description

• [ PRINCE2® gives no guidance on the contents of a role description• It might contain {

– Duties to be performed• Perhaps linked to Method statements in a QMS• Perhaps linked to a capability framework*

– Decision making authority• Perhaps linked to Corporate Governance and legal accountabilities

– Resources to be provided/ Contribution expected– Competencies, skills and experience required } ]

* EG The IPMA’s Competency Baseline


99



Organisation

13.4.3 Authorize a Stage or Exception Plan1. Board ratify team appointments or changes2. Board obtain/ commit resources to deliver

stage


1. PM perform stakeholder analysis2. Consider tailoring of P2 Org

theme to split & combine roles3. Define roles & appoint SU & SS

based on project size & significance, people’s skills & time & CoPM agreement

4. Consider Project Assurance, Team managers, Project Support

5. Define reporting lines6. Consider training needs (eg

quality methods)


1. PM Adds to/ updates PMTs & roles to match Pj brief & Pjapproach

13.4.1 Authorize initiation1. Board confirm PMT members accept roles2. Board obtain/ commit resources to deliver

Initiation Stage

13.4.2 Authorize the project1. Board obtain/ commit

resources to deliver project

13.4.5 Authorize project closure1. Board advise resources providers they are being freed2. Board transfer concern for resourcing benefits review

14.4.2 Prepare the Configuration Management Strategy1. PM assigns config mgmt roles in A6-Configuration

Management Strategy2. Board consider need for Change Authority

14.4.6 Create the Project Plan1. PM Updates role descr. If needs2. Confirm resource needs (estimating skills)3. Include control duties in project plan14.4.8 Assemble the Project Initiation Documentation1. PM includes all PMT structure & role definitions

14.4.5 Set up the project controls1. PM adds control duties, authority limits to Role

descriptions2. Finalise PMTstructure (as far as can)

14.4.4 Prepare the Communication Mgmt Strategy1. PM Assigns comms roles in A4-Communications

Management Strategy

14.4.3 Prepare the Quality Management Strategy1. PM Assigns Q mgmt roles in A22-Quality

Management Strategy (consider links to Corp “QA”)

14.4.1 Prepare the Risk Management Strategy1. PM assigns risk management roles in A24-Risk

Management Strategy

17.4.4 Report Stage End1. PM reports on team

performance in A9-End Stage Report

18.4.4 Evaluate the Project1. PM reports on team

performance in A8-End Project Report



1. PM seeks approval to advises board to release resources to CoPM




1. PM acknowledges assignment complete


1. PM Assigns A26-Work Packages to Team members/ managers

17.4.5 Produce an Exception Plan1. PM Reviews changes to

the PMT structure and roles

2. PM considers resources to deliver exception plan

17.4.2 Update the Project Plan1. PM revises Pj Plan to

reflect changes to the PMT structure and roles

17.4.1 Plan the next stage1. PM Reviews changes to


2. PM assesses resources to deliver next stage

16.4.1 Accept a Work Package1. Team create A16-Team plan to confirm work

and resource constraints are in balance


1. PM considers resource utilisation, status, availability, suitability & outlook

“Roles”: 2.3, t3.1 org, 4.3.3bp5, 4.4, t4.1, , 5*, 6.3.1, p55, t6.3, 7.4, t7.1, 8.3.1/ 2, 8.3.5.1/ 4, t8.3, 9.3.1, 9.4, t9.3, 10.2.3, 10.4, t10.2, 12.1/ 2, 12.4.1x/ 3x/ 5x, 13.3, 13.4.1/ 2, 14.4.1-7, 15.3, 16.1, 17.2, 17.4.1/2/5, 19.2, t19.1, f19.1, 19.2.5/6, 19.4.1.2, p219, f19.3, f19.4, t19.2, 19.5.1.1, 19.6.1.2x, 19.8.1, 19.9.1, t19.3, Aintro, a4/ 5.2/ 8.5/ 9.5/ 15.5/ 17.5/ 19.2/ 20.2/ 20.5/ 22.2/ 22.3/ 23.2/ 24.2/ 25.2, Tb1, ApxC!, e1/4/18/45/46/95, g309-pmt/pmts/pd, 310-qrt/ps, 312-rd/ss, 313tm/12.4./s

Plan Delivery Stage

CoPM

Project Board

Project manager

Team Manager

12.4.1 Appoint the Executive and the Project Manager1. CoPM define Executive’s & project manager’s role

descriptions & appoint based on skills & availability: Exec has duty to deliver a product that will return the forecast benefits that justify the cost

OR:P:2-7 The relationship between the Communication Management Strategy and other products and themes 5.3.2.2, 5.3.5.3, 8.3.5.5, 10.3.3.4, 13.4.5, 14.4.5, 14.4.6, 14.4.8, 15.4.6, 17.4.4, 18.4.5OR:P:2-8 The composition of a Communication Management Strategy, the process(es) and roles through-out its life-cycle

A.4.2, 5.3.5.3, 13.4.2-5, 14.4.4-6, 15.4.4-6, 17.4.2, 17.4.4, 18.4.4-5, C/Table 5.1



100



A4-Communications Management Strategy Product Description

• The A4-Communications Management Strategy* might contain {– Preamble: Who is responsible for maintaining the strategy, Version numbers, Publication dates– References to corporate standards for communications

• Note project tailoring with auditable justifications– Any and all of:

• Company branding’ such as colours, logos, formats• Project branding: significant projects (especially in matrix organisations) need their own clear identity• Standards such as image or writing standards, translations, speed of distribution etc

– Roles and information needs of everyone involved in project communication• What the project needs as a receiver and the stakeholders/ roles (such as exec) who are suppliers!• What the project supplies (include how the project board communicate with CoPM) and to whom• What records are consulted and created and how records are looked after

– By reference to the A6-Configuration Management Strategy• All timings, triggers and flow• The communications procedures, methods, media, tools and techniques, and crucially…… Repetitions and parallel channels used to ensure key messages are absorbed not just received• The action the recipient is required to take on receipt• Formats for feedback, acknowledgement or follow-up that is required or beneficial• How communications management performance will be measured and reported }

* Created by the project manager in [14.4.4 Prepare the Communications Management Strategy] and updated in [17.4.1 Plan the next stage]

OR:P:2-8 The composition of a Communication Management Strategy, the process(es) and roles through-out its life-cycleA.4.2, 5.3.5.3, 13.4.2-5, 14.4.4-6, 15.4.4-6, 17.4.2, 17.4.4, 18.4.4-5, C/Table 5.1


101



A4-Communications Management Strategy

• Addresses the project board’s requirements for communication content and frequency– Consistent with CoPM standards– Created by the project manager in [14.4.4 Prepare the Communications Management

Strategy]– Consulted to [14.4.5 Set up the project controls] and [14.4.6 Create the Project Plan]

and included in the A20-Project Initiation Document• Identifies and facilitates two way communication with stakeholders (including

CoPM)– A11-Highlight Reporting contents (if tailored) timing and distribution from [15.4.5

Report highlights]– A9-End Stage Report in [17.4.4 Report Stage End] and A8-End Project Reporting in

[18.4.5 Recommend project closure]

OR:P:2-7 The relationship between the Communication Management Strategy and other products and themes 5.3.2.2, 5.3.5.3, 8.3.5.5, 10.3.3.4, 13.4.5, 14.4.5, 14.4.6, 14.4.8, 15.4.6, 17.4.4, 18.4.5OR:P:2-8 The composition of a Communication Management Strategy, the process(es) and roles through-out its life-cycle A.4.2, 5.3.5.3, 13.4.2-5, 14.4.4-6, 15.4.4-6, 17.4.2, 17.4.4, 18.4.4-5, C/Table 5.1



102



A4-Communications Management Strategy

• CoPM provide information as defined– Exec approves (possible as part of the A20-Project Initiation Document)– PM prepares, reviews and updates– PA assure

• Defines communication of risks, progress (including beyond the project)– Between project manager and Directing a project activities

• Assessed (perhaps as a delegated act by project assurance) in [13.4.2 Authorise the project] for who/ what/ when/ how/ how often/– Followed by DP2 & DP3 to communicate beyond the project– In DP4 to gather relevant data for issue and exception handling and to inform CoPM– In Closing a project and DP5 to advise of project closure

OR:P:2-7 The relationship between the Communication Management Strategy and other products and themes 5.3.2.2, 5.3.5.3, 8.3.5.5, 10.3.3.4, 13.4.5, 14.4.5, 14.4.6, 14.4.8, 15.4.6, 17.4.4, 18.4.5OR:P:2-8 The composition of a Communication Management Strategy, the process(es) and roles through-out its life-cycle A.4.2, 5.3.5.3, 13.4.2-5, 14.4.4-6, 15.4.4-6, 17.4.2, 17.4.4, 18.4.4-5, C/Table 5.1


103



5 Levels: 4 Management plus Technical


Star

ting u

p a pr

oject

-Pro

cess

MP

IP

SB

CS SB CS CP

SU DP






MP

Project board


• Instigates, Sets constraints,• Delegates project tolerance• Directs (Decides)• Delegates stage tolerance• (The Exec) Escalates to CoPM

• Specialist activities to produce products within tolerance

• Escalates to PM

• Day to Day control within tolerance

• “Doing”• Delegates team tolerance• Escalates to the Board

Corporate or Programme Management

Project manager

Team ManagerTeam Member

After a ‘exam cram’ if P2 is to be of any value to your organisation you will need the senior management to understand their role too.If you would like help with embedding and tailoring then please contact us to discuss your needs

OR:P:2-6 How the 4 levels of management applies to the processes 5.3.1



104



Organisation StructureOf The Project Board

Supplier

SupplierCustomer

Customer

CustomerProject Manager

TeamManager

Project Support

Customer specifies theoutcome

Pays for the project

(Prime) Supplier providesskilled resources to create the outcome

TeamManager

TeamManager

Change Authority

Team MembersTeam MembersTeam Members

Senior Supplier

SupplierAssurance

Executive

BusinessAssurance

Senior User

UserAssurance

After a ‘exam cram’ will you have the fluency to present the details to your senior management, peers and project team members?.If you would like help with embedding and tailoring then please contact us to discuss your needs

OR:P:2-6 How the 4 levels of management applies to the processes 5.3.1


105



OR - Organization (OR) Practitioner

• OR:- Able to use/ tailor the theme to an exam scenario to maintain products and make decisions in the 7 processes

– OR:P:3-1 Identify an appropriate project management team structure and role descriptions, including acceptable role consolidations or sharing 5.3.2, C

– OR:P:3-2 Identify appropriate information, (using Apdx-A), for inclusion in a Communication Management Strategy A.4.2

• OR:- Critique theme's application to an exam scenario– OR:P:4-1 QA and comment on: 1. Project management team structure 2.

Communication Management Strategy and roles involved through their life-cycle 5.3.2, C/Table 5.1 A.4.2

• See Section 5– EX02 Qn 2– Ex03 Qn 2






Syllabus Themes:QU Quality





107



QU - Quality (QU) Foundation

• QU:F:1-1 Recall the recommended quality review team roles 6.3.2.1– Chair: Leads the review (and may, minimally be the reviewer)

• Responsible for the review’s conduct, may be project manager or team manager– Presenter: May be the product’s producer, presents the product, coordinates post

review product changes if required– Reviewers: Raises suggestions and questions and confirms (eventually) satisfaction– Administrator: Administrative support and records actions and result



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• QU:F:2-3 The objectives of the quality review technique 6.3.2.1– To assess conformance with acceptance criteria of documents and similar items

• Involve key parties, aid team building, confirm ready for approval, baseline for change control– [ To detect missing, wrong or extra results from project activity as early as possible ]– Preparation

• Chair – Arrange venue, check product and reviewers ready, consolidate comments received• Presenter – distribute product and A17-Product Description• Reviewers – assess product, send comments to chair and presenter

– Spelling/ grammar errors may be noted on the product


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• QU:F:2-3 The objectives of the quality review technique 6.3.2.1– Meeting follows an agenda

• Introductions, Product summary { who uses product to do what } (presenter)• Global/ Major points (Chair & reviewers)• Walk-through at appropriate level of detail vs. comments and responses (presenter &

reviewers & administrator logs actions)• Summarise actions (admin)• Define result {product is fit, remedial actions without further review, remedial actions and re-

review} (chair)– Follow-up

• Presenter takes or coordinates actions• Reviewers signoff (or escalate to chair), Chair signs-off product on completion• Admin store quality records and advise management of review’s result• Presenter requests product approval from authority defined in the A17-Product Description



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• QU:F:2-1 The purpose of the Quality theme 6.1– “define and implement the means by which the project will create and verify products

that are fit for purpose”– 6.2.3 Relies on a QMS (Quality Management System)

• Roles, responsibilities, procedures and standards for products & tasks

• QU:F:2-2 Contrast quality assurance and Project Assurance 6.2.6 Tab 6.1– Project assurance is a project board responsibility to ensure right people produce right

products the right way at the right time– QA is a corporate function to check (audit) that quality control is used and useful


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• QU:F:2-4 Contrast QP, QC and QA 6.3.1, 6.3.2, 6.2.6– QP is the selection of standards when products and tasks are identified

• A17-Product Descriptions include or cross-reference product standards and acceptance criteria (AC)

• A26-Work Packages include or cross-reference process standards and process AC– QC is the following of process standards by application of craftsmanship and skill

during execution of a A26-Work Package and the use of peer reviews at handovers• “Built it right”, “Conformance To Specification (C2S)”

– QA is the independent inspection of QC audit trails to ensure QC is used and useful• Compliant with standards and policy



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Quality Control during [16.4.2 Execute a Work Package]

Quality Control during [16.4.2 Execute a Work Package]

Step & Result OK?

No

Next task, quality control & logging(Update A5-CIR, initially WIP)

Start

Apply skills to followstandards & meetacceptance criteria

Quality Control: Done Right

BaselinedProduct

A5-Configuration Item Record – “Done”

All tasks Complete?

Yes

Rework

Product identified in PBS, Defined in A17-Product DescriptionDevelopment process defined in A26-Work Package and QMS

Yes

Quality Records& A23-Quality Register

Good/ Missing/ Wrong/ Extra


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Quality Records

• Products and results (CIs) are tested as defined in their A17-Product Description– Often using a Quality Review: Walkthrough or Inspection

• The A23-Quality Register is an index to primary records of tests– Placeholders added when creating the A16-Stage Plan and A16-Team Plan– Entries for specialist product tests completed during [16.4.2 Execute a Work Package]– Entries for management products mainly completed during IP and SB– A23-Quality Register summarises the conclusions drawn– Actual test results may also be within the A23-Quality Register entries

• 6.3.2.2 Quality Review confirms CIs conform to specification– Approval records confirm Fitness For Purpose in the eyes of the approval authority at

end of [16.4.3 Deliver a Work Package]– Acceptance Records are contractual confirmations that all Approvals are in place or

covered by concessions • Gathered during [18.4.3 Hand over Products]



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• QU:F:2-5 Contrast customer’s quality expectations (CQE) and acceptance criteria (AC) 6.3.1.1, 6.3.1.2

– CQE “statement about the quality expected from the project product, captured in the Project Product Description”

• CQE may be contradictory, unachievable…: pre-politics of who’s opinion counts– AC: “prioritized list of criteria that the project product must meet before the customer will accept it,

i.e. measurable definitions of the attributes required or the set of products to be acceptable to key stakeholders”

• Post politics of who’s wants are to be satisfied

• 6.3 Customer arrive with quality expectations (CQE-6.3.1.1)– SU and IP translate CQE to agreed prioritised Acceptance Criteria* (AC-6.3.1.2)– PBS products described in A21 and A17-Product Description via AC

• Expected tests recorded in the A23-Quality Register– AC matched to QMS’ method statements and product standards– [16.4.2 Execute a Work Package] applies QC and quality reviews (QR Pg.55)

• Updates the A23-Quality Register to show results of quality control activity• Products that pass QR base-lined and stored by configuration management


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• QU:F:2-6 The purpose of a: 1. Project Product Description 2. Product Description 3. Quality Register 4. Quality Management Strategy A.21.1 A.17.1 A.23.1 A.22.1

• A17-Product Description– “Allows identification of [relevant standards], activities, people and skills to produce, review and

approve a product by specifying the purpose (appearance, users, quality* level required etc) of a product. May identify sources of information or supply”

• A21-Project Product Description– “A special Product Description that defines what the project must deliver in order to gain

acceptance. Used to gain agreement from the user on the project’s scope and requirements, explore customer’s quality expectations, define the acceptance criteria, method and responsibilities for the project.”

• A22-Quality Management Strategy– “defines the quality techniques, standards and responsibilities to be used to achieve required

quality levels, during the project”• A23-Quality Register

– An indexed summary record of all planned or executed quality reviews and tests that facilitates reporting and access to primary records

* The Guide to the PMBoK would say “grade”



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QU - Quality (QU) Practitioner 1/2

• QU:P:2-7 The PRINCE2 approach to quality -quality audit trail 6.3– Quality planning (QP) starts with a product focus– QP ensures products identified to the level required for control (via PBS and

configuration item identification)– Defined in A17-Product Description (and A26-Work Package) use by Quality Control

and Assurance (QC & QA)


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18.4.4 Evaluate the Project1. PM Reviews usefulness of A22-QMS2. PM Closes A23-Quality Register3. Include statistical insight from quality

records in A15-Lesson Report4. PM includes in A8-EPjR details of

Quality, Approval & Acceptance Records or Off-Spec & Concession


1. PM Assembles A21-PID including A22-QMS

15.4.3 Receive completed Work Packages1. PM confirms A26-WkPk complete by consulting A23-

QR and “Quality Responsibilities” of each included product’s A17-PD


1. PM includes CQE & AC (in A21)

2. Assemble A21 into A19-Project Brief

17.4.5 Produce an Exception Plan1. PM asks are CQE & AC changed2. PM creates ExPlan based on A22-QMs

for any new A17-PD in PBS3. PS amend quality reviews in A23-

Quality Register for new products and/or tests

18.4.2 Prepare premature closure1. PM Assesses via A18-PSA products

with Approval Records/ Concessions

18.4.3 Hand over Products1. PM asks if all products in A18-PSA

Approved by those named in A17-PD

2. PM checks Acceptance records or Concessions from all parties egOps+Maint

3. PM may list FOAR for concessions

18.4.1 Prepare planned closure1. PM asks if all products in A18-PSA

match AC in A17-PD or covered by a concession

2. PM Confirm AC met and A21-Project Product Description delivered

14.4.6 Create the Project Plan1. PM/ SU Update CQE/ AC if change

or refinement required since 12.4.42. PM (team) create A16-Pj Plan based

on A21-PjPdD/ AC/ CQE/ A22-QMS3. PM creates A17 for products in Pj

scope

14.4.5 Set up the project controls1. PM inc. A22-QMS needs in controls

14.4.4 Communication Management Strategy (A22-QMS)

1. PM includes A22-QMS needs in A4-Communications Management Strategy


1. PM confirms CQE & AC clear enough in A21-PjPdD, Creates A22-Quality Management Strategy

2. PS create A23-Quality Register3. PM seeks board OK now or l8r

15.4.6 Capture and examine issues and risks1. PM consults A23-QR for input to A13-Issue Report

15.4.5 Report highlights1. PM confirms quality work in period from A23-QR in

A11-Highlight Reports

15.4.1 Authorize a Work Package1. PM consults A22-QMS to create A26-Work Package2. PM includes A17-Product Descriptions in A26-WkPkg3. PS/TM may update A23-QR quality reviews planned

15.4.2 Review Work Package status1. PM assesses status of Q-reviews by consulting A23-

QR

15.4.4 Review stage status1. PM seeks Q-Issues shown by A23-QR entries2. PM confirms products accepted by those named in

their A17-PD “Responsibilities”3. PM detects stage end as A23-QR entries all complete

15.4.7 Escalate issues & risks1. PM consults A23-QR for input to update A13-Issue

Report and A10-Exception Report §Apdx-A Dervtn)


1. SU provides/ PM captures CQE & AC, Criteria/ Tolerance/ Quality Methods/ Test Skills or responsibility in A21-Project Product Description


1. Consider training needs (eg quality methods)

17.4.2 Update the Project Plan1. PM checks for change to A21-PjPdD

17.4.1 Plan the next stage1. PM reviews A20-PID and changes to

CQE/ AC2. PM/TM/SU Define AC for each A17-

Product Description per CI in the stage PBS

3. PM creates stage plan based on A22-QMS, A2-PjPdD

4. PS add quality reviews to A23-Quality Register

17.4.4 Report Stage End1. PM confirms “all done ok” by checking

A23-QR & Approval Records2. PM reports on quality in period (from

A23-QR) details of Quality records & Approval Records or Off-Spec & Concession in A9-End Stage Report

CQE (6.3.1.1), AC (6.3.1.2), A22-Quality MS (6.3.1.4), Product Descriptions (6.3.1.5), A23-Quality Register (6.3.1.6)

CoPM

Project Board

Team Manager

13.4.3 Authorize a Stage or Exception Plan1. Board approve A17-Product

Descriptions for stage plan scope

16.4.1 Accept a Work PackageTM/ PM/ PS ensure ‘best’ quality

reviews in A23-QR

13.4.1 Authorize initiation1. Board review A21 and confirm CQE & AC2. A19, A21, CQE & AC placed under

change control

13.4.2 Authorize the project1. Board confirm A22-Quality Management Strategy will achieve CQE

(benefits) & baseline2. Board approve A17-Product Descriptions for project plan scope

16.4.2 Execute a Work Package1. TM develops products following quality method for in-process development to criteria in A17-PD & record quality records2. TM/ SU conduct quality reviews/ appraisal & “assemble quality records” –to show products meet specification (if a quality

review action will exceed tolerances then raise an Issue)3. TM/ PS update A23-QR* with results: Failures are re-planned4. TM obtains & issues Approval Records from authority named in A17-PD5. TM confirms quality work in period in A3-Checkpoint Report

16.4.3 Deliver a Work Package1. TM checks approval

records in A26-WkPkg scope

• Project mandate, prepared by CoPM states CQE

Table 16.2 says (P)-PS but 15.2 omits the required P-PS

AC-Acceptance CriteriaReferences of type A99 expanded in index under “A”

Plan Delivery Stage

QU:P:2-8 The composition of a Project Product Description, Product Description, Quality Register, Quality Management Strategy and the process(es) and roles in their life-cycleA.21.2, A.17.2, A.22.2, A.23.2, 6.3.1.4, 6.3.1.5, 12.4.4-5, 13..4.1, 13.4.2, 13.4.3, 14.4.3-6, 14.4.6, 15.4.1, 15.4.1-5, 16.4.1-3, 17.4.1, 17.4.2, 17.4.4-5, 18.4.1, 18.4.4-5, C/Table 6.3



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The A21-Project Product Description

• The description of the project’s final result* {– Who will use the project's outputs in what context

• Aids planning’s trade-offs between ‘faster better cheaper’– Major products (sic) to be delivered by the project

• Cost or schedule targets • Customer [stakeholder] quality expectations (CQE) for development processes and project

management and control [what is “expected” (sic)]• Acceptance criteria [“…prioritised list of…must meet…measurable…attributes to be

acceptable" (sic)]– Project-level quality tolerances

• Quality characteristics of ‘Major product’ are best documented in their own A17-Product Description

– Competencies required to develop and verify each of the major products• Methods, Competencies and Responsibilities to Accept and Handover the project's products• Context for the project's product’s functions, size, quality, complexity, robustness etc• Product source [or cross-reference the Project Approach in the A19-Project Brief] }

* The use of Dimension4®’s Recognition Events® and Value Flashpoints® is recommended hereI have written and will post course materials at some point

QU:P:2-8 The composition of a Project Product Description, Product Description, Quality Register, Quality Management Strategy and the process(es) and roles in their life-cycle A.21.2, A.17.2, A.22.2, A.23.2, 6.3.1.4, 6.3.1.5, 12.4.4-5, 13..4.1, 13.4.2, 13.4.3, 14.4.3-6, 14.4.6, 15.4.1, 15.4.1-5, 16.4.1-3, 17.4.1, 17.4.2, 17.4.4-5, 18.4.1, 18.4.4-5, C/Table 6.3


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A17-Product Description Product Description

• What the project creates, acquires or amends might be described by {– A product ID: either a ‘code’, a name or both (based on a A5-Configuration Item Record’s ID?)– Purpose and context of the product's usage

• Aids designing quality attributes such as reliability, maintainability, speed, training needs etc• Presentational format (if relevant)

– Composition IE CIs integrated in this CI (the Product Breakdown Structure (PBS) below this CI)– Product’s source– [ Beyond PRINCE2®: For each of the remaining items in the product description consider:

• The CI’s development lifecycle with reference to product standards and method statement in customer and supplier’s Quality Management System (QMS)

• All factors that populate the estimates to include in the A26-Work Packages in the product’s life-span• The effort, materials, infrastructure, resources required per method statement/ standard operating

procedure step and the skills required to perform them• The earned value type to be used to claim progress versus baseline and each maturity test that

demonstrates value earned ]– Skill base, resources and tools to create and verify each development step:

• Quality Criteria• Quality Tolerances applied to quality criteria target values• Quality Testing Method or test type used to confirm test results are within tolerance• Quality Responsibilities }




120



A22-Quality Management Strategy Product Description

• The A22-Quality Management Strategy might contain {– Document admin: Ownership, Version control information etc– Who to advise of changes to the A22-Quality Management Strategy), – Scope and objective of the strategy

• How this project will carry out quality planning, quality control and quality assurance, who by, and when• Typically reference to organisational quality standards with audit trail of changes

– Tools and techniques to be used: EG Sampling or exhaustive testing, rigs, jigs and test beds– Procedures to be followed, triggers and timings and the records to be kept

• A23-Quality Register, Approval and Acceptance records, A3-Checkpoint Report, A11-Highlight Report, A8-End Project Report and A9-End Stage Report

– Duties, authorities, timings (roles and responsibilities) for management of quality activities• Triggers for quality activity and the time to complete them so decisions are timely

– Procedures for or reference to relevant Quality Management Systems of either the customer(s) or supplier(s) as derived from the CQE of the parties involved

– Arrangements for independent audit and escalation to the project board }



121



A23-Quality Register Product Description

• Each A23-Quality Register record could be made-up of {– Identifier: EG A26-Work Package ID and time-stamp of test run-time– Linked records

• A reference/ pointer to the test/ quality review's actual results • Reference to previous and future executions of this test or other tests CIs must clear before declared

mature• A26-Work Packages for corrective actions

– A5-Configuration Item Record IDs for the CIs under review (specialist and management)• May include names and descriptions for convenience (even if thus no longer in 3rd normal form)

– Reference to the A26-Work Package(s) in the team or A16-Stage plan that define the review• Methods that define how the CIs are to be tested…• EG: stressed to failure, model-office, field test, read-through, (link to the A17-Product Description)• Who will be/ was involved in what capacity…• IE Chair, Admin Support, CI's presenter/ producer, the reviewers or those assigned to other test methods -

EG Auditor and auditees• Schedule dates for baseline, currently intended and actual test dates• Dates of sign-off or other approvals and acceptance steps, perhaps with locations or other details

– Summary of results• Pass• Fail - IE Rework and retest needed (linked corrective action A26-Work Package and A23-Quality Register

entry)• Provisional Pass – as fail but re-test not required after corrective actions }




122



QU - Quality (QU) Practitioner 2/2

• QU:- Able to use/ tailor the theme to an exam scenario to maintain products and make decisions in the 7 processes

– QU:P:3-1 Identify information for inclusion in the products listed in QU:P:2-8– QU:P:3-2,3 Identify actions and responsibilities to apply QC/ QR to product 6.3.2.1

• QU:- Critique theme's application to an exam scenario– QU:P:4-1 QA and comment on theme's products and roles involved through-out their

life-cycle in QU:P:2-8– QU:P:4-2 Use of the quality review technique for a given product 6.3.2.1– QU:P:4-3 Critique QP activities and roles involved in managing CQE & AC in the

Project Product Description Formulating a Quality Management Strategy and setting up a Quality Register 6.3.1, 6.3.1.1, 6.3.1.2, 6.3.1.3, 6.3.1.4, 6.3.1.6

– QU:P:4-4 Analyse and comment on QC activities and roles involved involved. Including: Carrying out the quality methods Maintaining quality and approval records Gaining acceptance 6.3.2, 6.3.2.1, 6.3.2.2, 6.3.2.3, 6.3.2.4

• Relevant questions are provided in EX02 Qn 3 and EX03 Qn 3


123



Revision Notes

• Notes••••••••••••







Syllabus Themes:PL Plans

• OV Overview, Principles and Tailoring

• BC Business Case• OR Organization• QU Quality• PL Plans• RK Risk• CH Change• PG Progress• SU Starting up a Project• DP Directing a Project• IP Initiating a Project• SB Managing a Stage

Boundary• CS Controlling a Stage• MP Managing Product

Delivery• CP Closing a Project


125



PL - Plans (PL) Foundation

• PL:F:2-1 The purpose of the Plans theme 7.1– “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)”

• [ PRINCE2® omits how to plan! – PRINCE2® is about the Control Environment– If you come to PRINCE2® expecting to be shown how to manage a project your

expectations are not completely met• The PRINCE2® manual includes scant coverage of how to plan, the exam explicitly omits

planning skills, exam-cram courses omit training you in planning techniques• Ditto tracking IE assessing achievement – profoundly part of knowing how to estimate• Ditto estimating• Lots of appropriate material available for free from our web-site ]

When you want to use a product based start to planning for real (it is the BEST way to start), when you need to understand how to translate product scope to activity scope, to estimate and schedule activities, use Microsoft®Project and Earned Value (etc) then download the free course materials on our web-site or ask us for assistance




126




• PL:F:1-1 Levels of plan recommended by PRINCE2 7.2.3– Three levels of plan over several time-frames

• Matched to differing needs of the management levels– A16-Project Plan created in [14.4.6 Create the Project Plan]

• Full scope of the project, perhaps with less detail– The Initiation A16-Stage Plan created in [12.4.6 Plan the initiation stage] and

subsequent A16-Stage Plans created in [17.4.1 Plan the next stage]• Day-to-day detail for the next project time-period

– A16-Team Plans potentially created in [17.4.1 Plan the next stage] otherwise created in [16.4.1 Accept a Work Package]

• Specialist level detail appropriate to one team’s work in a stage or A26-Work Package– Exception plans may be created in SB or MP – Note also: the A1-Benefits Review Plan created in [14.4.7 Refine the Business Case]


127



Revision Notes

• Notes••••••••••••




128



Actuals

Planning Packages

Rolling Wave PlanningBefore/ After Stage Boundary

Far Term Project plan

Time Now

Near Term ActivitiesCurrent stage

Work packages

Named resourcesDetailed tasksFinal/Definitive Estimates

Generic resourcesActivitiesIndicative Estimates

Generic resourcesPhasesROM Estimates

Outline PlanningProject Plan

Detail PlanningStage Plan

Planning balances detail with distance into the future


129



Rolling Wave PlanningBefore/ After Stage Boundary



130




• PL:F:2-2 Purpose and relationship between: Project Plan, Stage Plans, Team Plans, Exception Plan 7.2.3-7– A16-Project Plan: States major products and activities that show how and when time,

cost scope and quality targets are to be achieved• Informs the A2-Business Case of cost and timescales, informs decisions for creating controls

such as stage boundaries, Project board baseline for monitoring, matches CoPM plans– A16-Stage Plan: Required for day-to-day control by the project manager– A16-Team Plan: May be an extract of the A16-Stage Plan, Covers one or more A26-

Work Package• May be any content in any format

– Exception Plan: Replaces any other plan, Same format, Duration to the end of the replaced plan, Pg 63 says “not for team-plans” which may be “similar to a stage plan”


132



Plans & Exceptions

• Project plan– Board/ product focus– Mandatory

• Stage plan– Day-to-day task focus– Required (may be within

Project plan• Team plan

– Optional• Exception Plan if required

– Replaces any level– Runs to “end of the plan it replaces”

Programme Plan

Project Plan ProjectProject Plan

Initiation Stage Plan

Only Specialist Stage’s

Plan


1st

Specialist Stage Plan

0 or MoreSpecialist Stage’s

Plan


1st

SpeciaStage

Plan

Last Specialist Stage’s

Plan

Team Plan

Team Plan

Team Plan

Team Plan

Team Plan

Team Plan

Team Plan

Team Plan

Team Plan

Team Plan

Team Plan

Exception Plan

Exception Plan

ExceptionPlan



133



The Steps of Product-Based Planning

• PL:F:1-2 Four tasks of product-based planning 7.3.3– PL:F:2-3 The tasks within the PBP technique 7.3.3.1-4, App D

• Step 1: Write [Produce] A A21-Project Product Description for the A16-Project Plan (§7.3.3.1)

• Senior user writes (causes creation of) the A21-Project Product Description• Written by the customer so the Supplier knows the required outcome• May be in the Project Mandate,• Details may be identified in workshops as part of [12.4.4 Prepare the outline Business Case]

& [12.4.5 Select the project approach and assemble the Project Brief]• Required in [14.4.3 Prepare the Quality Management Strategy] for formulation of Quality

Management Strategy

A PD of final product PBS & PDs of Sub products PFD1 2 & 3 4

Activity PlanningABDF: The world’s

snappiest mnemonic

ABDF: The world’s

snappiest mnemonic


134





• Step 2: [Decompose into] A Product Breakdown Structure (7.3.3.2)• Team* models the composition of the A21-Project Product Description or A17-Product

Description in any preferred format using a hierarchical rooted tree structure• Should be created as a team activity in a structured brainstorm• May differentiate internal and external products• As composition is defined sub-products are defined by those with relevant

expertise* in A17-Product Descriptions– Product definitions may be refined over time

* The official manual declares the project manager responsible, I’d say accountable for creation but the “what” MUST come from the customer and “how” must come from the technical experts


Activity Planning



135





• Step 3: [Create a] A17-Product Description of each (Sufficiently significant) product (7.3.3.3)

• Describe the quality characteristics of every Sub-product• Created as soon as possible after each product is identified in the PBS

• Step 4: ‡[Sequence in a] A Product Flow Diagram (7.3.3.4)• Team* models sequence of product usage and interdependencies between

them using a directed graph (effectively an activity on arrow network)

‡So the PRINCE2® manual says, but a better approach is to create a WBS then a Precedence Diagram§ my white-paper published by the American Society For The Advancement of Project Management on use of breakdown structures on www.logicalmodel.net/PublishedArticles


Activity Planning


136



Product Based Planning

• Final Product: A served cup of tea. Product Description:…– Tea with milk & sugar in a china cup with matching saucer– Water 100O, English breakfast leaf tea, 7g white sugar, fresh (skimmed) milk

PBS ServedCup of Tea

PouredTea

Product ofBrewingMilk

Tea Leaves

Hot Water

Saucer

Cup

Condiments

Consists of

Sugar

TeaSpoon

PFD

Servedcupof

Tea

Sugar

PouredTea

Product ofBrewing

HotWater

TeaLeaves

Milk

Cup

Saucer

TeaSpoon

Precedes/ Follows

Once upon a time the P2 exams score depended on including/ omitting arrow-heads in these diagrams; you may have previously registered colleagues whose impression is that PBP is overly prescriptive and who do not realise its power. Sadly a powerful but hard to master technique is now under-represented. See my article on breakdown structures noted on the last slide


http://www.asapm.org/asapmag/resources/2010-Jan.html#3

http://www.logicalmodel.net/index.php?option=com_content&view=article&id=49&Itemid=46&d4dad6935f632ac35975e3001dc7bbe8=17fd4b305d2a918c3c881d9899799d46


137



Product Based Planning:Syntax

• Products may be simple or intermediate– Simple may be

• Internal or external

– Intermediate may be• Collective or integrative• Made up of lower level intermediate or simple (internal or external) products

Simpleproduct

to beintegrated

Simpleinternal product

Externalproduct

PRINCE2® does not differentiate between “green” and “blue” simple products. A product is either internal (box) or external(ellipse). The convention in these notes is purely to aid illustration of rules governing translation from PBS to PFD

Collective Integrative


138



Simple Products

• A simple product is the lowest level of any branch– Does not need to be further broken down for control, or cannot be broken down– No difference whether parent is collective or integrative– Internal shown in a box

• Project manager responsible for [correct] acquisition, creation or amendment• Work under PM’s control; may be performed by a sub-contractor

– External shown in a ellipse• Project dependent on a product, often pre-existing that is outside of the PM’s authority &

accountability

• Have no predecessors in a Product Flow Diagram • Eg An advertising campaign requires existing logo & corporate brand standards

Simple internalproduct to be

integrated

Simpleinternalproduct

Externalproduct

External dependencies, but not resource are modelled as external product dependenciesResource dependencies are modelled in scheduling (PL5)



139



Intermediate Products:Integrative

• Intermediate products– Everything except the bottom level

(and the top which MUST be intermediate of one type or another)• Two types: Collective grouping & integrative assembly

– Integrative• A product created from lower level products

that requires work to create it from itscomponents, eg assembly or testing

• Likely requires its own Product Description andConfiguration Item Record

• Appears in the Product Flow Diagram– Necessarily after the component parts

are available

Biro

Cap SpringRefillBarrel Clicker


140



Intermediate Products:Collective

• Collective grouping– May aid top-down thinking eg “ ‘Legal documents’, now which ones apply…?”– Syntactic sugar: merely tidies up the diagram

• Bottom-up thinking groups products with similar values for some attribute of interest– Does not appear in the Product Flow Diagram

• No work associated with it– May be helpful to have a product description

if quality criteria can be specified at thecollective (super-type) level

– Also used to show a simple product movethrough “states of being”

Class’Pens

Fred’sBiro

Bill’sBiro

Jane’sBiro

Mary’sBiro

Bob’sBiro



141



Product States

• Entity states are required when:-– Each state needs its own Product Description

• Testing may need to be spelt out for state changes– Responsibility may change as states change

• States not required when a product’s development activities can be adequately described and managed during activity planning step 7.3.4

PBSFP

…

Contract

CommercialProducts

SignedContract

…

PFD

FP

…

SignedContractContract

… …State change


142



Scoping WorkshopsDetermine Deliverables: Final and management

• ‘Real planning’ looks like the white-board pictured (PBS in Red, WBS in Blue)– Results are then entered

into a software tool such asMicrosoft Project (MSPJ)

SOOPs are “Simon’s Observations on Projects” Partly born from the observation that “using a project management method is like making soup”. A paper to this effect is on the web-site www.logicalmodel.net

Planning can NEVER be done as a solitary activity BECAUSE:

SOOP: A plan is a shared consciousness that : for a given result predicts what resources will be

consumed by what activities and when to deliver the required impact



143



Deliverables

Project Plan, Reporting & Status

The Team

PjM

Team Leaders

The Team

PjM

Team Leaders

Directorate

Company Context

Ope

ratio

ns

Benefits Stream

StaffThe Team

PjM

Team LeadersProject Plan,

Reporting & Status

Projects

Pgm TeamFunctional Mgmt

DeliverablesInternal

Deliverables

Project to project

Constraints

Need BusinessChange

Regulators

Competition

Customer

Shareholder

Business Context


144



All The Deliverables = All The Work



145



Breakdown StructuresWBS or PBS or OBS or GBS or CBS…

• xBS equals ALL the x* to produce ALL the deliverables– Must include project management and control tasks

Project

FinalDeliverables

InternalDeliverables

Project Plan, Reporting & Status

Rocket

Physical-TA “How-to”-TA

Design-R Build-R Recruit-A Train-A

Astronaut

Man 2 Moon Product

OrientedProduct

Oriented

* x can be PBS=Products or Phases, WBS=Work, SBS = Stages or Services, OBS=Organisational units, G/LBS=Geographic/Location, RBS=Risk, CBS=Cost centres or other “grouping”, REBS & ROBS = Risk Event & Outcome

Quality Products

QP QP QP QP QP QP

QPQP

TasksDeliverables

Tasks or Work

Tasks or Work

Revision Res’cing Monitoring Risk/ Change

Management Products

Planning Controlling


146



• Enter the deliverables discovered in scoping sessions into MSPJ’s task list– Decompose deliverables into sub-products (MSPJ 2010 features help here)– Until no further product decomposition is useful (at this management’s level)

• Then decompose into life-cycle steps/ stages/ phases

• Use Task Information | Notes to record PBS/ WBS dictionary entries (SOO & SOW*)– Link to Quality Management System standards for products and processes

( More later )

Documenting Required Results

Channel Tunnel

2 Terminals Long TunnelTrack & Trains

* Contract appendices to define the outcome being paid for or the tasks being paid for. SOO is performance based will SOW iscompliance based – see the vast writings of the US DOD Federal Acquisition Regulations for more on this aspect



147



As Scope Evolves The Breakdown Expands

• 1st is customer oriented product scoping• 2nd use technical team’s expertise to decompose (sub-)products

– Use the DMA to resolve choices as needed

• Results of scoping session should be documented… Transferred to MSPJ? – Record the team-work!

• 3rd after product scoping sessions consider the TASKS required*– The tasks in the product’s life-cycle that

create each sub-product– The deliverable defines

the tasks, skills & resourcesrequired to gainacceptance

• As many levels as needed at ‘this’ management level to exercise control

Channel Tunnel

2 Terminals Long TunnelTrack & Trains

Track

DesignTrack

Train

Laid Track Install Trainson Track

BuiltTrain

Train Design

Signalling …

…

*See my white paper in the American Society for the Advancement of Project Management’s Newsletter Jan & Feb 2010


148



Tasks in PDM/ Network Diagrams

• Only tasks at lowest level of WBS are used in network dependency model

• Uses estimated durations to identify the Critical Path

Project

Deliverable 1 Deliverable 2 Deliverable 3

A B C I L G H KD E F J



149



Network Analysis Is Part of Social Planning Done Right, Planning Builds Teams*

• Done right planning establishes shared understanding and mutual appreciation– People have fun and fun projects get delivered

• To build a shared consciousness requirescooperative, social problem definition– Motivation results from 1) involvement

that promotes 2) understanding plusthe freedom to 3) debate the best solution

*Planning is as much about buy-in and options that were reasonable but presented no particular reason to be selected pre-project as about the plan that emerges. Shared understanding, including of the options not-selected is what facilitates adroit problem handling mid-project.

There is a white-paper published in PMToday on why conducting planning as a social activity is beneficial on our web


150



Float (aka Slack)

Dur = 3 5 3 5

3335

ES=0 3 5 10 10 13 13 EF=18

0 5 5 8 8 11 13 16

0 5 9 12 12 15 15 18

LS=2 5 5 10 10 13 13 LF=18 180A C E G

HFDB

Total Float >0 FF=0 < TF(4)

TF =0 Critical Path

• Float is a resource!– Total-float: delay that doesn’t affect project delivery dates– Free-float: delay that doesn’t affect any other task

• Tasks with float can be re-resourced and or rescheduled for resource smoothing and levelling

FF >0=TF FF =0=TF


http://www.logicalmodel.net/images/stories/publishedarticles/PMToday%20Post-It%20planning1209-12-13.pdf


151



… Quantified assessments of some project element EG resources or probability– Only two uses (or one): 1) Rationing and 2) Coordination IE Decision making– The precision required must be expressed by the recipient of the estimate!

• Degree of precision can only be matched to what is possible with what we know• Further precision requires further investment of time, cost, effort

• A defensible value based on– Previous experience, Recorded assumptions, Formula or analogy

• Every estimate must be accurate at all times…… But they will often be imprecise as a consequence– Achieved by using a range to match uncertainty

– Context will determine the possible (and desirable) precision

• Estimates take time, cost money and consume resources

Estimates Are…


152



Expressing Confidence

• Adding contingency– Task 1 B = 1, ML = 3, W = 8– Task 2 B = 2, ML = 5, W = 6– Task 3 B = 3, ML = 5, W = 11

• What is the chance of needing 3.17 ie SD1 plus SD2 plus SD3 ?– 20% * 20% * 20% = .8% or 1 / 125

• There is as much chance as SD1 minus SD2 minus SD3 !– √Σ (sdn2) = √1.172 + .672 + 1.332 = √1.36 + 0.45 + 1.77 = √3.59 = 1.89 ≈2

E = (2 + 4 * 5 + 6) / 6 = 28/6 = 4.6E = (1 + 4 * 3 + 8) / 6 = 21/6 = 3.5

E = (3 + 4 * 5 + 11) / 6 = 34/6 = 5.6E = 4.6E = 3.5

E = 5.6Sum of E = 13.7

SD = (6-2)/6 = 4/6 = 0.67SD = (8-1)/6 = 7/6 = 1.17

SD = (11-3)/6 = 8/6 = 1.33Sum of SD = 3.17 – Is this appropriate

t1 t2 t3

1SD

e

6 SD

1SD

e

6 SD

1SD

e

6 SD



153



Adding Uncertainties

B2,3,6

D4,7,11

G4,4,4

J7,8,10

L2,2,2

H8,10,15

E3,3,4

C4,5,7

F6,8,10

I2,3,3

K4,5,6

A1,4,6

• Project expected = ∑ ( e1 + e2 + e3 + e4…….• Project sd = √∑(sd1**2 + sd2**2 + sd3**2 + sd4**2 + …)

1460

0 4

3 6 86 7 98 10 12

146

5 8

5 8 106 9 118 11 13

146

4 9

11 13 15 14 16 18 16 17 1612 14 16 15 16 19 18 19 1914 16 18 18 19 21 20 21 23

5 8 106 9 118 11 13

9 17 19 22

2520

22 27

2927

27 29

2618

19 27

1814

15 19

147

8 15

107

14 17

2717

17 27


154



Calculating Contingency

1.662.23Effort & CP protectionE=63.17 CP=29.5Length of CP & Total Effort0.000.001.000.002.002.002.002.00L

0.112.000.335.006.005.004.00K0.251.000.508.1710.008.007.00J0.032.000.172.833.003.002.00I

1.361.361.001.1710.5015.0010.008.00H1.004.004.004.004.00G

0.440.441.000.678.0010.008.006.00F0.037.000.173.174.003.003.00E1.361.001.177.1711.007.004.00D

0.250.251.000.505.177.005.004.00C0.441.000.673.336.003.002.00B

0.690.691.000.833.836.004.001.00A

Schedule ProtectionSD*SDFloatCPSDeWorstMLBestTask



155



Resourcing and Levelling

• Applying resources to the “perfect schedule” normally results in unacceptable peaks and troughs of work

• Smoothing or levelling– Removing the peaks & troughs

using float (slack)– When float is insufficient to remove peaks and troughs the end date is moved to

accommodate resource availability

• In the real-world resources are almost always limited– Task start is delayed waiting

for suitable resources: the project is Resource Constrained


156



Cumulative Costs



157



A16-Plan (Project) (Stage) (Team) Product Description

• Plans exist at Project, Stage and Team level: a plan might contain {– Description of project, stage or team objectives (or exception)– References to A14-Lesson Log and A15-Lesson Report that explain approach or assumptions– All prerequisite success factors whose presence aids success– Assumptions and Risks– Technical and management products in plan’s scope– For each:- { (via cross reference to A17-Product Descriptions )

• Product Breakdown Structure (PBS) elements that model the product’s composition and life-cycle• The tasks required to acquire or create results that deliver the Senior User(s)’s requirements• Quality tasks to verify, monitor, report and control product acquisition or creation• Management tasks for planning, progress assessment, reporting, risk and quality management• Task resources requirements (materials, personnel, equipment and facilities)• At base-lining: an estimate of resources expected to be required• During tracking: resources consumed so far and those still expected to be required• Earned value type and tests to prove product maturity at each life-cycle step

– Allocations of resources (human, material, plant and machinery) to tasks• Task’s dates: Baseline early and late and actuals

– Budgets for known work, for change and contingencies for risk }

PL:P:2-4 The composition of a Plan, the processes and roles in their life-cycle A.16.2, 7.2.3, 7.3.3-7.3.8, 12.4.6, 13.4.1-13.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.1-3, 17.4.4, 18.4.1, C/ Table 7.1


158



14.4.6 Create the Project Plan1. PM considers planning lessons, A19-Pj Brief, A25-

RiskReg, 4 Strategies, planning standards & format needs of audiences (EG is a Product Checklist OK?*)

2. PM/PS Select planning & control tools, estimating methods

3. PM runs workshops to create PBS, PD, & PFD, define task & dependencies for Specialist & Management Products

4. PS Add A5-CIR5. PM adds Change budget & Risk responses into plan6. Estimate tasks & resources, calculate expenditure, time &

add to A16-Pj Plan7. PS Adds quality reviews to A23-QR8. Document plan (write any useful notes)

A16-Plan (Project) (Stage) (Team) (Exception)SU, IP, SB, CP, DP

17.4.4 Report Stage End1. PM reports achievement vs old A16-Stage Plan & expresses

view in A9-End Stage Report on meeting A16-Pj Plan


1. COPM

13.4.3 Authorize a Stage or Exception Plan1. Board approve A16 (next) Stage Plan (or

ExPlan) as viable (strategies/ constraints/ Tolerances) & commit resources to execute

2. Board reject plan & ask PM to Closes project or re-plan


1. PM Captures relevant lessons


1. PM considers if CS/MP apply to Initiation Stage

2. PM Create Init plan match constraints (egdates), address risks, set controls & tolerances


1. PM suggests an Approach to the Exec to Approve (in 13.4.1)

13.4.1 Authorize initiation1. Board Approve Pj

Approach and Init Stage Plan ( and A19-Project Brief)

2. Commit resources to execute plan

13.4.2 Authorize the project1. Board approve A16-Plan Project

as viable IE will deliver A2-Business Case, Stages appropriate, Strategies, Constraints (eg Milestones), Tolerances & controls OK


1. Board approve A8-EndPjlRptfor deviations from approved Plans

13.4.4 Give ad hoc direction1. Board respond to CoPM change to Pj

Mandate by asking PM to re-plan at 17.4.52. Board consider any Concern & instruct PM

to Submit Exception plan (or Close PJ)3. Board review A11-HiRpt vs A16-PjPlan


1. PM reports in A8-End Project Report how project performed vs plans & targets


1. At 18.4.1 Step 12. PM may create an

A16-Exception Plan for work to Salvage & Make Safe


1. PM Updates A16-Pj Plan from stage actuals (up to date A16-Stage Plan)

14.4.7 Refine the Business Case1. PM adds A16-Pj Plan info to A2-Business Case

investment appraisal14.4.8 Assemble the Project Initiation Documentation (A20-PID)1. PM integrates A16-Pj Plan to A20-PID

17.4.5 Produce an Exception Plan1. PM uses A10-Exception Report to assess current status vs. plan

in exception 2. Update relevant items: as 17.4.1 step 13. Plan as 14.4.6 steps 1,3,4,6 (Possibly Project & Stage Plan) ,7,8

17.4.2 Update the Project Plan1. PM Updates A16-Pj Plan actuals and forecasts from revised

A16-Stg Plan2. PM Applies any changes to A21-PjPdD, Pj context, PID/

Strategies/ Controls/ P2 tailoring/ Risks & Issues

17.4.1 Plan the next stage1. PM checks for changes to CQE/ AC/ PID/ Strategies/ Controls/

Role holders2. PM runs workshops to create the A16-StagePlan as per 14.4.6

steps 1,3,4*,6 (Stage not Project Plan),7,83. If last stage PM ensures Closure is planned

CoPM

Project Board

Project manager

Team Manager

Plan Delivery Stage: In a 2 stage project include A16-Stage Plan in the A16-Project Plan

17.4.3 Update the Business Case1. PM Applies A16-Pj Plan cost & timings to A2-BC justification

* A Product Checklist is a list of top level products from the Project level PBS with baseline/ expected/ actual delivery dates




159



A16-Plan (Project) (Stage) (Team) (Exception)DP-duplicated, CS, MP


1. COPM


1. PM checks A23-QR & updates A16-Stage Plan to show A26-WkPkg complete

2. PS update A5-CIR

15.4.2 Review Work Package status1. PM updates A16-Stage Plan for

progress logged to A23-QR and forecast ETCs

2. PM & TM agree status3. PS update A5-CIR for status

15.4.8 Take corrective action1. PM updates A16-StgPlan by adding or

amending A26-WkPkgs to maintain project’s progress in stage tolerances

15.4.1 Authorize a Work Package1. PM extracts Product/ Controls/ Strategies/ Reporting/

Constraints from A16-Pj/ Stage Plan (or Team Plan) & A20-PID2. PM review TM’s Team Plan and revise Stage Plan if needed3. PS add quality reviews to A23-QR4. PM/TM Agree report & escalation regime

15.4.5 Report highlights1. PM uses A16-Stage Plan in creation of



1. PM assesses R+I for impact on plans2. PM Add work-packages for selected

responses to plans

15.4.7 Escalate issues & risks1. PM assesses (actual or potential) untreated

deviation’s impact & all potential responses for impact on plans

2. PM presents concern & options to board at 13.4.4

15.4.4 Review stage status1. PM updates A16-Stage Plan actuals & forecasts using A12-IR,

A25-RR, A23-QR, A3-ChkPt, A5-CIR & A18-PSA, resourcing status and corrective actions at frequency in Stage Plan

2. PM analyses baseline vs actual to allocate new work-packages or instigate (new) corrective actions

3. PM triggers planning of next stage

CoPM

Project Board

Project manager

Team Manager










1. Board approve A8-EndPjRptfor deviations from approved Plans




16.4.1 Accept a Work Package1. TM create Team Plan to confirm constraints achievable

(may have been performed when Planning the Stage)2. SS approves Team Plan

16.4.2 Execute a Work Package1. Team work to plan2. TM updates Team Plan with actuals & ETCs3. TM Reports via A3-Checkpoint Reports

16.4.3 Deliver a Work Package1. TM updates Team Plan to

show A26-WkPkg completed

CS/DPCS/DP

CS/MPCS/MP

DayJob

DayJob



160



Revision Notes

• Notes••••••••••••




161



SU12.4

IP14.4

CS15.4 MP 16.4

7.3.3 Defining and Analysing Products (Normal starting point, Home of PBP)

1. SU ‘writes†’ the A21-Project Product Description2. Team workshop decomposes A21 in PBS

Note external products and associated risks3. Experts ‘write’ A17-Product Descriptions to state AC4. Create the PFD

7.3.4 Identifying Activities and Dependencies (iterates with 7.3.2+6)1. List activities from PFD (Activity On Arrow network) or add

Life-cycle tasks to PBS and create a WBS– Include all management, risk and quality activities

2. Show internal & external dependencies, Create a Precedence Diagram*

7.3.5 Prepare estimates1. Identify resource types and effort/

materials needed for each activity by each typeIterate to refine initial estimates of staff, money, equipment, skill levels, cost and time over timeNote assumptions, allow for inefficiencies and optimism

2. Tune estimates to plan level & project needs (eg Project: Top-Down over stages. Team or Stage Level: Bottom-up of PBS, WBS & PFD

7.3.2 Designing a Plan1. Select presentation

formats and layouts EG for approval, day-to-day use) to ensure clarity by recipients

2. Identify recipients3. Define plan levels, planning

tools, monitoring and estimating methods suited to each facet of the project

4. Agree how to include change and contingency allowances in plan

5. Follow local and supplier planning standards & any customer stipulations

Planning: Fig 7.2, Fig 7.3 and §7.3

• Dependencies

• Activity estimates - durations & resources Inc. Assumptions, margin for error & Confidence)

• All planning information so far• (Previous experience)• Estimating training

• Product Checklist

• List of Activities• Project ApproachA22-Quality Management StrategyA19-Project Brief or A20 PID• CoP Planning Standards• (Supplier Standards)

(A20 PID {A6 CMS}A22-Quality Management Strategy

SU6

• Product Breakdown Structure (PBS)• Product Flow Diagram (PFD)A.17 Product DescriptionsA.5 Configuration Item Records

• PlanDesign

A25-Risk Register

IP6 SB1 SB5 SB2 MP1

† An iterative, step-wise refinement process

* Pg.70 is flat-wrong. AON never was an Arrow Diagram. ADM is for AOA networks. Guide to the PMBoK 4th Ed. no longer even mentions them, its 6.2.2.2 Pg. 133 in the 3rd Ed. Of G-2-PMBoK



162



PL - Plans (PL) Practitioner

• PL:- Able to use/ tailor the theme to an exam scenario to an exam scenario maintain products and make decisions in the 7 processes

– PL:P:3-1 Identify appropriate information, (using Apdx-A), for inclusion in a Plan (excluding the schedule) A.16.2, 7.3.3-7.3.8

– PL:P:3-2 Identify 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 7.3.3.1-4, D

• PL:- Critique theme's application to an exam scenario– PL:P:4-1 Critique a Plan’s composition and fitness for use (excluding the schedule),

and roles involved throughout its life-cycle A.16.2, 7.3.3-7.3.8, C/Table 7.1– PL:P:4-2 Critique PBP’s Product Descriptions, PBS and PFD 7.3.3.1-4, D

• Relevant sample questions are given in– EX02 Qn 6– EX03 Qn 4



163



CS15.4

SB17.4MP 16.4

6)




• Dependencies

Activity estimates - durations & resources Inc. Assumptions, margin for error & Confidence)


cklist

• List of Activities

S)

DM is for AOA networks. Guide to the 133 in the 3rd Ed. Of G-2-PMBoK

7.3.8 Document the plan1. Using plan design: consolidate

schedule, costs, risks & countermeasures, controls & tolerances, constraints, assumptions, external dependenciesAdd explanatory narrative to describe “what is covered”, the approach to planning, execution and quality, monitoring and reporting (Checkpoint, Highlight, End Stage, End Project) & controls Format appropriatelyfor daily use or project board presentation

2. [ Quality check the plan for complete and reasonable

3. Finalise the Product Checklist ]

7.3.6 Scheduling (iterate with all 7.3 activities)1. Critical Path Analysis of the precedence network

using estimated durations (D) to establish initial schedule2. Assess resources, availability (A) & experience (productivity (P))3. Assign resources to tasks and determine

loading profile, re-estimate and re-assess durationsbased on assigned resources (D = effort (E) / (PxA))

Ensure tasks have a committed point of accountability4. Level and smooth the resource profile for activities in ascending

order of float (Critical path first). Re-assess D=E/(PxA)5. Agree control points with the project board and add product

approval and end-stage activities, resources and duration6. Define milestones [ Set dates for those properly defined!]7. Calculate resource totals and demand profiles, risk and

change budgets, tolerances, cash flows and Planned Value8. Translate to presentational form: EG Gantt, or Checklist

7.3.7 Analyse the risks(in parallel with 7.3.2-7)

1. Assess risks and address by re-performing activities 7.3.2 to 6

2. Ensure risk countermeasures are match project board’s risk appetite


• Schedule

A25-Risk Register

Resource Availability

• All currently available planning Information

Assessed Plan

Completed Plan for Approval

Plan Design

DP1DP3 DP2 DP4 CS1

Product Checklist



164



There are other free sources of our value-add on our web-site www.logicalmodel.net

• Consultancy & training in– Basic structured project management– Tools and techniques for advanced

project & programme management– Leading complex projects– Recovery of struggling projects– Creating & running PMOs– Project Risk and Quality Management– Using Earned Value Analysis– Board briefings on project control &

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Method training and consultancy– PRINCE2® Exam preparation* &

PRINCE2® use in the real-world(* But only after real-world P2)

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• For further help & assistance– [email protected] +44 (0) 84 52 57 57 07






Syllabus Themes:RK Risk





166



RK - Risk (RK) Foundation

• RK:F:1-1 Define risk, threat and opportunity 8.2.1– Uncertain event or events that may occur (probability) and would impact objectives– Threat: where impact is negative– Opportunity: where impact is favourable†

• RK:F:1-3 Contrast risk owner and a risk actionee 8.3.5.4– Owner: Person responsible for all aspects of a specified risk’s management– Actionee: Person taking risk response actions at the owner’s direction and support

• RK:F:2-1 The purpose of the Risk theme 8.1– “to [systematically and pro-actively] identify, assess and control uncertainty and, as a

result, improve the ability of the project to succeed”

† Of course in reality every event has multiple impacts and multiple observers who often have very different opinions of the sameoutcomes. PRINCE2® (and MoR® ) risk treatment should not be implemented without considering these factors. Equally events often have many possible causes – have a look at the (free) risk course on the web-site




167



Awareness Is The Key To Risk Management

• [ First risk management is a cultural awareness– Risk tolerance is personal and emotional

• Second risks are often identified as ill-formed worries– That is OK (to start with)

• Third risks must be well-formed for consideration of priority and response– Well-formed means Causes Future State Consequences for who

• Fourth Expected Value is an ‘insurance’ concept – Dangerous if not understood

• Fifth risks responses must be integrated into the day-to-day plan if they are to be managed effectively ]

When you return to the work-place and want a real, usable view of risk management first down-load the course from our web-site and if you need further help call or eMail


168



Risk Concepts

• 8.2 Threat and opportunity– Causes of a future state with probability between 0 and 1– Impact of the future state on

time, cost, quality, scope, benefits– Time to event and time to impact (proximity)

• 8.2.3 & .5 Managed by a process of:– Identify: Context and risk

• Pg.81 Well described when we know: causes, future condition (state/ result), consequences (affect)

– Assess: Estimate and evaluate un-militated & post response probabilities & impacts– Control: Add responses to plan, Implement, Communicate

• Communicated via A2-Business Case (PID), A3-Checkpoint Report, A11-Highlight Report, A9-End Stage Report, A8-End Project Report, A15-Lesson Report

• Process described in the A24-Risk Management Strategy– Results recorded in the A25-Risk Register and A16-Plan (Project) (Stage) (Team)

Probability1

(Rare)

L (Trivial)

H Seriousness (Severe)

ThreatOpp’tnty

Probability1(Rare)

L (Trivial)

H Seriousness (Severe)

99 (Common)

99 (Common)



169




• RK:F:1-2 List risk response types and appropriate use Fig 8.7, Tab 8.2– For threats†

• Avoid: Change the project so the event can’t happen or its impact is irrelevant• Reduce: Add actions to the project that decrease probability or impact• Fallback: Actions to be taken IF the event occurs (contingent upon…), reactive, may be

prepared before or after the event’s probability becomes certain• Transfer (“reduces impact only[¿], often financial”): Pass an aspect of the risk to a third-party

as in contract terms and conditions (Ts&Cs) and insurance • Accept: Decide not to take further action beyond monitoring, normally based on cost

effectiveness of reductions and contingencies enacted so far– Opportunity responses:

• Exploit: Actions that guarantee probability is 100% and impact is noticeable (aye right!)• Enhance: Actions that make the event more probable and/ or the impact more desirable• Reject: Decide not to take further action beyond monitoring

– Share: Use contract Ts&Cs to apportion actions, obligations and impacts

† Definitions for the exam, weak for the real world


170



• Assess for significance

• (the official manual says (T8.2) ) Responses include:– Threat: Avoid, Reduce, Fallback (contingency), Transfer, Accept– Opportunity: Exploit, Enhance, Share, Reject

• 8.3.6 Risk costs time and effort to:– Run the process

• [15.4.6 Capture and examine issues and risks] and [15.4.7 Escalate issue and risks]– Respond to individual risks

• Risk budget – linked to pre-specified events and actions

The Risk Analysis and Management Processes

20%x1%40%x1%60%x1%80%x1%99%x1%

20%x2%80120160200

20%x4%160240320400

20%x8%320480740800

20%*16%64096012801600

2040

40 80 16020%40%60%80%

99.9%

1% 2% 4% 8% 16%

<200 <800 >=800



171




• RK:F:2-2 The steps in the risk management procedure 8.3.5, 8.2.2 8.3.5.1, 8.2.1 8.3.5.2, 8.3.5.3, 8.3.5.4, 8.3.5.5

• Identify context and influences on the Risk Management Strategy– Risk is ‘possible affect’ on project objectives of time/ cost/ quality/ scope/ benefits and

risk(sic)– Determine the project’s politics, complexities, technical difficulties, and participants risk

appetite– Assign roles, define procedures, create assessment scales

• Identify threats and opportunities to objectives– Capture risks to the A25-Risk Register by stating causes, events and effects, warning

signs and stakeholder’s appetite for each risk and its responses• Estimate probability, impact and proximity

– Assess against relevant scales the likelihood of event(s), the magnitude of impact(s) and the timing to event occurrence and impact onset

– Assess how probability and impact may change during the project


172



Ordinal Scales

• Linear probability scale and geometric impact scales 1%, 2%, 4%, 8%, 16%• Define with visceral statements e.g. threat scale†

– 10 – 9 Government falls– 8 Make global

headlines– …– 2 Causes minor

inconvenience– 1 Affect hard to

measure• Ordinal and non-linear:

6 to 7 is notproportional to 7 to 8

Impact Scale adapted from the Project Management Body of Knowledge

Loss of crucial senior staff

Multiple loss of skilled staff

Volatile staff may resign

Some grumbles

Staff Moral

Acceptance criteria breach not-liquidatable

“Should of”items removed from delivery

Optional quality aspects reduced

Scope & Quality

Overall Project Schedule Slips >120%

Dates will miss external obligations

Overall Project Slippage15-40%

Slippage within Exec’s tolerances

Slippage within float

Schedule

Cost decision needs FD’s approval

< 5% Cost Increase

PM has authority to decide

Cost

Very High

.8

High

.4

Moderate

.2

Low

.1

Very Low.05

Project Objective

† See my PMToday article on risk management on our website’s Published Articles section for discussion of scales that include positives and building responses into the base-line


http://www.pmtoday.co.uk/

http://www.logicalmodel.net/images/stories/publishedarticles/PMToday%20Risk%20in%20Baseline.pdf


173





• Aggregate risks– Assess the overall or ‘net’ risk exposure using Expected Monetary Value†

• Multiply numerical probability by financial value of the impact

• Plan risk responses– Identify candidate risk responses, perhaps via learning from experience and select

those that stakeholders have an appetite for (perhaps because they are ‘cost-effective’)

• Implement responses– Ensure that selected responses are taken (by the actionee(s)) and adapted if results

do not matching expectations

† The official manual’s guidance on risk and EMV require supplementing with greater insights if you wish to justify project risk budgets with well informed and mathematically/ financially sound arguments


174





• ID risk owner and/or risk actionee– See RK:F:1-3

• Communicate about risks to internal and external stakeholders– Not a step: continuous, in accord with A4-Communications Management Strategy

• By use of: A3-Checkpoint Report, A11-Highlight Report, A9-End Stage Report, A8-End Project Report and A14-Lesson Log plus bulletins, dash-boards, discussion forums…

– Project risk is dynamic – continual change to risk = continual communications– Participation and networking with a wide circle of contacts improves risk management



175




• RK:F:2-3 The purpose of a risk budget 8.3.6– Funds (sic) set aside to respond to specified risks, partly sized by EMV calculations or

the use of Monte-Carlo† analysis, partly by inclusion of reserves for new/ unknown risk• RK:F:2-4 Risk probability, risk impact and risk proximity 8.3.5.2

– Probability: defined by P2 as ‘likelihood’• [ Likelihood is a compound of probability and opportunities: the two are NOT synonyms ]

– Impact: the magnitude of the change to objectives if the event does/ does not occur– Proximity: “when then might materialize” [ which should differentiate ‘time to event’ and

‘time to impact’ and recognise there are often many impacts and many events ]

† Reality requires the consideration of schedule and scope contingencies not just funding and consideration of both positive and negative allowances


176




• RK:F:2-5 Contrast cause, event and effect8.3.5.1– Cause: The trigger that creates the conditional state – Event: The condition created by the cause (“Condition” is be a better word)– Effect: The consequential impact on objectives (“Consequence” is be a better word)

• RK:F:2-6 The purpose of a: 1. Risk Management Strategy 2. Risk RegisterA.24.1 A.25.1

– A24-Risk Management Strategy: description of the specific risk management techniques, standards, procedure and responsibilities as tailored for this project

– A25-Risk Register: records the evolving history of the risks identified



177




• RK:F:2-7 Describe risk appetite and risk tolerance 8.3.2, 8.3.3– Appetite: “the organization’s attitude towards risk taking that in turn dictates the amount

of risk that it considers acceptable”– Tolerance: an expression of risk “which represent the levels of exposure that, when

exceeded, will trigger an Exception Report to bring the situation to the attention of the Project Board”

• RK:P:2-9 Describe inherent, secondary and residual risks 8.3.5.3– Inherent: exposure before action is taken to manage it– Secondary: exposure created by actions to manage risks– Residual: exposure remaining after actions are taken to manage a risk†

† Note the official manual inappropriately defines residual for threat inconsistently with its own definition of risk


178



A24-Risk Management Strategy Product Description*

• A24-Risk Management Strategy might contain {– Document pre-amble: Version, Author, Introduction, etc– Cross-reference to corporate standards

• Duties, roles, records and reporting regimen• Procedures, timings, tools and techniques• Project local extensions and exceptions

– Guidance on the identification of risks– Definition of scales to judge probability,

impact and proximity• Guidance on the use of the scales• Tolerances

– Description and definition of categories for risk causes, risk consequences, risk responses and risk warning signs

– Guidance on the project's approach to defining and managing its risk budget

* & see 8.3.3

RK:P:2-8 Composition, processes and roles involved in: Risk Management Strategy, Risk Register A.24.2, A.25.2, 8.3.3-4, 13.4.2, 13.4.5, 14.4.1-7, 15.4.1-2, 15.4.4-8, 16.4.1, 17.4.1-5, 18.4.3-5, C/Table 8.2 & 8.3



179



A25-Risk Register Product Description*

• The official manual gives contents as {– Risk identifier, Risk author, Date registered, Risk category– Risk description: cause, event, effect– Probability, Impact, Expected value, Proximity– Risk response categories

• Avoid, reduce, fallback, transfer, accept• Share - enhance, exploit, reject, share

– Risk response– Risk status– Risk owner– Risk actionee }

* & see 8.3.4



180



Revision Notes

• Notes••••••••••••




181



14.4.6 Create the Project Plan (A16-PjPlan)1. PM responds to risks that affect planning processes2. PM builds provision to manage risk into the project plan

(resources i.e. costs and timescales) [p2 mis-defines contingency]

3. PM ensures A16-PjPlan includes responses to T&O in the A25-RR

14.4.8 Assemble the Project Initiation Documentation (A20-PID)

1. PM includes A24-RMS in A20-PID(A20-PID acts as baseline for all Assessment of Risks)

A24-Risk Management Strategy, A25-Risk RegisterRisk Budget: SU, IP, CP, DP

CoPM

Project Board

Project manager

Team Manager

Most management products Such as A25-Risk Register are given in full on first use and abbreviated Subsequently eg A25-RR, those that are not can be looked-up in the Reference listOther abbreviations within the diagram (EG T&O) are expanded on first use in the diagram

ALL 40 activities include “PM logs new risks to the A25-Risk Register” * PRINCE2® uses “Event, Cause, Effect”. To my mind Event IS Cause. CCC is more meaningful –** See XREF

13.4.3 Authorize a Stage or Exception Plan1. Board assess draft A16-Stage Plan to

confirm risk exposure is tolerable and T&O responses acceptable: plan is approved and baselined

13.4.1 Authorize initiation1. Board consider T&O to

& from authorising the Initiation Stage

13.4.2 Authorize the project1. Board approve the A24-RMS as sufficient to control risks2. Board assess draft A16-Pj Plan to review threat and

opportunities (T&O) and responses are acceptable: plan is approved and baselined under change control

13.4.5 Authorize project closure1. Board compare current

A2-Business Case and Risks to original baseline


1. Board defer action on exceptions contingent on risks

12.4.2 Capture previous lessons1. PM Captures lessons relevant to risk

management in A14-Lesson Log12.4.3 Design and appoint the project

management team1. PM logs threats & opportunities (T&O) to

the A7-Daily Log in advance of creating A24-Risk Management Strategy and A25-Risk Register

2. PM may appoint PS for familiarity with risk management tools and techniques (EG Monte Carlo Analysis and estimating methods)

12.4.6 Plan the initiation stage1. PM considers T&O to Initiation stage plan

& makes provision2. PM updates risk status in A7-DL


1. PM logs any T&O to A7-DL2. [Risk drives consideration of Pj Approach] 14.4.5 Set up the project controls

1. PM considers Risk to suggest: number and placement of stage boundaries, strength, formality, timings and who is assigned to which project controls

14.4.1 Prepare the Risk Management Strategy (A24-RMS)

1. PM defines RMS’ goals, roles, procedures, reporting (Eg a Probability Impact Grid and Risk Retirement Curve**), tools, techniques, timing and tolerance based on CoPstandards noted in A19-PjBrf and lessons in A14-LL

2. PM (team) define probability, impact & proximity scales, Categories, Early warning indicators

3. PM (team) define risk tolerance thresholds for escalation between management levels

4. PM (Exec) define risk tolerances5. PM suggests risk budgets and how they

should be controlled [We don’t know how much to allow at this point]

6. PS create the A25-Risk Register and populate with T&O identified so far (IE in A7-Daily Log)

7. PM seeks board approval or defer to 13.4.2

12.4.4 Prepare the outline Business Case1. PM captures any risks to A7-DL2. Exec considers T&O and includes key in

(outline) A2-Business Case


1. PM ensures all risks are closed or Subject to FOAR, then closes the A25-Risk Register

18.4.4 Evaluate the Project1. PM compiles a

review of useful measures EG statistics on project risk management in A8-EPjRpt

18.4.3 Hand over Products1. PM prepares

Follow-On-Actions in A8-End Project Report for all open T & O on the A25-RR


1. COPM define risk capacity & appetite

14.4.2 Prepare the Configuration Management Strategy (A6-CfMS)

1. PM responds to risks that affect CfMS

14.4.7 Refine the Business Case (A2-BC)1. PM expresses aggregate (and significant individual)

T&O affects on A2-BC2. PM (Exec) justify cost & risk based on A2-BC’s benefits3. PM assess project’s sensitivity to factors in its context

(EG drivers of cost, time, benefit, confidence)

14.4.4 Prepare the Communication Management Strategy (A4-CmMS)

1. PM responds to risks that affect A4-CmMS2. PM add A24-RMS needs to project communications

14.4.3 Prepare the Quality Management Strategy (A22-QMS)1. PM responds to risks that affect A22-QMS



182



RK - Risk (RK) Practitioner

• RK:- Able to use/ tailor the theme to an exam scenario to maintain products and make decisions in the 7 processes

– RK:P:3-1 Identify appropriate information, (using Apdx-A), for inclusion in the products listed in RK:P:2-8 above

– RK:P:3-2 Who does what when in the RM, as listed in RK:F:2-2 8.3.5 C/Table 8.2&.3– RK:P:3-3 ID primary & secondary risks, estimate inherent & residual risks

8.3.5.3• RK:- Critique theme's application to an exam scenario

– RK:P:4-1 Critique RM products and roles involved through their life-cycle in RK:P:2-8– RK:P:4-2 Critique activities and who involved during the execution of RM procedure

(RK:P:2-2)8.3.5 C/Table 8.2 & 8.3• Relevant questions are

– EX02 – Qn 5– EX03 – Qn 6



183



CoPM

Project Board

Project manager

Team Manager

A24-Risk Management Strategy, A25-Risk Register,Risk Budget: CS/MP/ SB/ DP-Duplicated

16.4.1 Accept a Work Package (A26-WkPkg)1. TM advises PM of risk status and logs T or O to the A25-RR (p2 says “if appropriate”)2. TM (team) considers risk related to and within A26-WkPkg tolerances as per 15.4.6

steps 1-7 for the A16-Team Plan

16.4.2 Execute a Work Package1. TM monitors & responds to risk related actions2. TM notifies PM of new or changed risk (directly

and formally via A3-Checkpoint Reports)

16.4.3 Deliver a Work Package1. [ TM/ PM Retire unused

Risk budget ]


ALL 40 activities include “PM logs new risks to the A25-Risk Register” * PRINCE2® uses “Event, Cause, Effect”. To my mind Event IS Cause. CCC is more meaningful – ** See XREF

17.4.4 Report Stage End1. PM assesses and reports (in A9-End Stage

Report) on T&O activity in the stage ending & aggregate status

17.4.5 Produce an Exception Plan1. PM updates A25-RR as needed

17.4.2 Update the Project Plan1. PM includes risk responses into A16-Project Plan

17.4.1 Plan the next stage1. PM checks risk action owners for current T&O

status and assesses T&O affecting next stage2. PM ensures all external dependencies have a

A25-Risk Register entry3. PM includes risk responses a26-WkPkg into A16-

Stage Plan for all selected T&O responses

17.4.3 Update the Business Case (A2-BC)1. PM checks current CoPM & Board risk appetite,

capacity and tolerances2. PM updates A2-BC to reflect key & aggregate

T&O3. PM inspects A25-RR responds as required


1. Anyone at anytime: raise a risk2. PM (risk author?) record T or O’s

Condition, Cause & Consequence (CCC)* on A25-RR in accord with A24-RMS

3. PM consults and follows through-out A24-RMS & A4-CmMS to report risk status to stakeholders

4. PM (team) use scales from A24-|RMS to assess CCC for Probability, Impact and Proximity (P14.4.) vs. all plans, A2-BC and Risk Tolerance

5. PM (team) identify possible responses, log to A25-RR and assess vs. tolerances

6. PM may escalate a Tolerance threat via 15.4.7 otherwise (as-well?)

7. PM (team) select responses in tolerance and add to A16-StgPlan

15.4.5 Report highlights1. PM includes T&O Summary:

perhaps via a Probability Impact Grid and Risk Retirement Curve**

15.4.1 Authorize a Work Package (A26-WkPkg)

1. PM assign an A26-WkPkg to respond to a risk

2. PM/ TM consider T&O to/ from A24-WkPkg

3. PM/ TM agree process and tolerances for raising/ responding to/ escalating risk

15.4.4 Review stage status1. PM responds if a risk action

advisable2. PM (team) assess risk impacts on

all project aspects: especially plans, A2-BC, A1-BRP

3. PM escalates risks that create a Tolerance Threat

4. PM maintains A25-RR

15.4.7 Escalate issues & risks1. PM when triggered by a risk or

aggregation of risks that create a deviation: snap-shot full project status

2. PM (team) assess deviation’s impact on baseline and impact of each possible response

3. PM records assessment & recommendation in an A10-Exception Report & sends to the board with a request for direction

15.4.8 Take corrective action1. Board or 15.4.4 trigger action2. PM collects information on

“deviation” (concern) from Records, Reports, Logs & Registers (RRL&R), selects or devises responses and triggers via 15.4.1 and updates RRL&R EG A5-CIR













184



Revision Notes

• Notes••••••••••••






Syllabus Themes:CH Change





186



CH - Change (CH) Foundation

• CH:F:2-1 The purpose of the Change theme 9.1– “to [systematically] identify, assess and control any potential and approved changes to

the baseline” via a responsive, common approach to handling issues and changes†

– A procedure used throughout the project’s life-cycle that incorporates all consequential affects of changes to baselines (agreed balance of time, cost, [resources], scope, quality, benefits, risks)

– [ NB: PRINCE2® includes configuration management in change; most authorities include change in configuration management ]

• CH:F:1-1 Three types of issue 9.2.4, Tab 9.1– RFC: Request for change – a discretionary change whose adoption (or not) rests on its

affect on the stakeholder’s A2-Business Cases– Off-Specification: - a ‘screw-up’ for which one or parties are liable for remedy, typically

a missing product or quality short-fall– Concern: anything else anyone wants to raise at any time, any how , any etc

Usefully the route to raise new risks and ‘proper’ issues‡, sadly a trigger for an ‘informal’ escape

† A noble aim garbled in the implementation[ ‡ An issue (but not as P2 sees it) is a situation outside the current holders authority OR skills to resolve ]



187



The Purpose of Change Control

• 9.1 To identify and assess potential and approved amendment to baselines– Muddles product management and agreement management– Configuration management for management and specialist products– ‘Contract management’ for A16-Project Plan, A16-Stage Plan, and A16-Team Plans

• PRINCE2® integrates all change management within risk and issue management– Would be great if it got it right - it doesn’t

• PRINCE2® largely about procedures to forge agreement between project board and project manager, project manager and team member/ manager– Any ‘concern’ about any element of any agreement is a Project Issue– Issues any of: Request For Change, Off-Specification, Problem, Concern, Issue*, Risk

• A6-Configuration Management Strategy sets out– Steps by which products are cared for throughout their life-cycle– Steps by which Project Issues (including Requests for Change) are cared for…

* Definitions are weak or missing: Issue SHOULD be an inevitable situation outside the ‘holder’s authority or capability to resolveProblem should be an inevitable off-baseline within the holder’s authority and capability to resolve, both should match risk as having thepotential to be positive and negative. APM’s Pathways explains it correctly and the IPMA-D Exam examines it correctly


188




• CH:F:2-2 The purpose of a change budget 9.3.1.1– Funds [ time, will, skills etc ] committed between customer and supplier but initially

agreed unallocated to scope whose purpose is to avoid raising a project exception for each scope change

– May fund change control procedure and/ or implementation of changes– Authority to allocate the change budget (to RFCs and Off-specs) rests solely with the

project board who typically partially delegate decision making to a “Change Authority”



189



Change Authority And Budget (Pg. 93)

• Authority to change any base-line rests with the project board– May be delegated to a Change Authority in whole or in part

• May be the project manager and/or project assurance for stage level changes• IS the project manager for A26-Work Package level changes

• Change budget– Provision of funds, resources and time may be made to accommodate Requests for

Change– Avoids generating project level exceptions– May cover analysis as well as implementation of changes– NOT provided to handle risks and over-runs


190




• CH:F:2-4 The steps in the issue and change control procedure 9.3.3, 9.3.3.1-5– [15.4.6 Capture and examine issues and risks]

• Capture: assess for formality†, record in the A7-Daily Log or A12-Issue Register and raise an A13-Issue Report – all subsequent steps should update the records

• Examine: Assess the affect on all stakeholders at a level of rigor considered appropriate; project C/T/Q/S, A2-Business Case including benefits, Risk profile, programme perspective

– Propose: Identify possible responses, contrast their acquisition and through-life costs/ benefits and risks to all stakeholders, Raise an A10-Exception Report for responses beyond tolerance

† imho A mistaken & broken process because assessment can only happen after examine and both must follow capture. A safer procedure is to record all concerns in the A12-Issue Register. Then assess then treat with required formality. Capture must be light-weight or will be avoided. If it isn’t captured you don’t know about it and miss-assessed and individually small but frequent items are lost



191




• CH:F:2-4 The steps in the issue and change control procedure 9.3.3, 9.3.3.1-5– Decide RFCs: Place the facts in front of those authorised to decide future actions

• Approve: execute the remainder of the A26-Work Package, A16-Stage Plan or A16-Project Plan to the new baseline

• Reject: continue to execute to the old baseline• Defer: dither, Request more information: dither with a reason• Request an Exception Plan

– Decide Off-Specs: Place the facts in front of those authorised to decide future actions• Concession: Allow an Off-Spec without requiring remedial action• Instruct resolution: Require the Off-Spec to be remedied• Dither (Defer) , dither with reason (Ask for more information),• Request an Exception Plan

– Implement: [15.4.8 Take corrective action] or [17.4.5 Produce an Exception Plan]


192



The Change Management Procedure (Pg. 95)

1. Capture [15.4.6 Capture and examine issues and risks]– The official manual says decide if a formal or informal route is required – this is ‘propose’ before

‘examine’: it’s a knee-jerk fudge and is WRONG – DON’T DO IT!– Record ALL items raised in the Register of Concerns*

2. Examine [15.4.6 Capture and examine issues and risks]– Starting with the project’s objectives and benefits work through products (PBS & A17-Product

Description), tasks and resources asking “what will be different if this item is/ isn’t responded to?”3. Propose

– If beyond tolerances [15.4.7 Escalate issue and risks] then [17.4.5 Produce an Exception Plan]– Compare the currently agreed base-line and all possible ‘if we responded’ base-lines

4. Decide– Confirm the current base-line is the best balance of costs and benefits or replace with a better

candidate base-line from the Examine/ Propose steps– Where within tolerances the ‘new base-line’ is implemented simply by [15.4.8 Take corrective

action]– Where outside tolerances then via [13.4.3 Authorise a Stage or Exception Plan]

5. Implement– Follow the new base-line A16-Plan (Project) (Stage) (Team)

* Any time the Change procedure is harder than subverting it it will be subverted: then your out of control. Make recording items REALLY EASY then subject to Examination and only progress those that warrant it through the full process. Allow ‘light-weight’ handling of others from Examine onwards, not before. It is only when the same ‘minor’ symptom is recorded from 8 places in the project or when you see an ignorant response to a ticking time-bomb that you see something is bigger than trivial – RECORD them all



193



• Projects may be on-plan– & wish to follow the plan– or wish to change the plan… Change control

• When we may be off-plan… In or out of tolerance

– & wish to reflect current reality in the plan

… Change control– Or come back on plan

• With or without the skill to makethe changes required

• The off-plan may be or

Problem and Issue

Authority to Address

Know

ledge

to A

ddre

ss

Yes NoYe

sNo

ProblemRevise plans & act

Issue:Research or pass

to skilled resources

Issue:Escalate for decision

on objectives or strategy for

achievement

Issue:Escalate for decision

with recommendation


194




• CH:F:2-3 The purpose of a: Issue Report, Issue Register A.13.1/2 A.12.1/2– A13-Issue Report†

• Describes the evolving history (from identified to closed or FOAR), context, events causing and analysis of a request for change, off specification or a problem/concern to be handled formally

– A12-Issue Register: “to capture and maintain information on all of the issues that are being formally managed. The Issue Register should be monitored by the Project Manager on a regular basis”

† Passing the exam and discussion with other practitioners requires you have clarity of the official guidance. As described there are context where the generic process may require tailoring. Ch-19 highlights the need for context specific application of the generic process: contact us for help to embed something safe, simple and fit-for-purpose



195



A12-Issue Register Product Description(As Given in the Official Manual)

• PRINCE2® has long struggled with a good description of Issue and Change management– A sound observation – only 1 process is required – is muddled by an reaction to “but

that is overly bureaucratic” leading to flawed suggestions• The official manual suggests the A12-Issue Register contain {

– Issue identifier– Issue type - Request for change, Off-specification, Problem/concern– Date raised, Raised by, Issue Report author (sic!)– Issue description statement of cause and impact– Priority & Severity– Status– Closure date* }

* A repeating group of Status and Status-Date would be a better data-architecture


196



A13-Issue Report Product Description†

• Stepping beyond the official manual an A13-Issue Report might contain {– Issue identifier incorporating Issue type

• Request for change, Off-specification, Problem/concern– Issue description

• The causes and consequences (impact analysis) for all stakeholder’s business cases– Specifically the Executive’s A2-Business Case

• Response analysis and recommendations– Impact of the response on all stakeholders and response’s affect on the issue

• Seriousness and Urgency (Priority)– Status and status date:

• Date raised, Raised by, Issue Report author• Decisions made EG Approved*/ rejected/ deferred/ resolved, Who by, When

• [ The official manual suggests report content not defined in the official manual’s definition of the register– IE ‘decision, approved by etc’! Unless these are held in ‘status’!? ]

*Approved should mean a new base-line A16-Plan (Project) (Stage) (Team) incorporates responses to the Project Issue† Not needed if the A12-Issue Register is detailed enough (19.5.1.3) nor if Risk and Issue management embedded/ tailored correctly



197



Register of Concerns Product Description

• An integrated Risk and Issue Log might be more pragmatic and might then contain† {– Admin info such as the concern's ID number– A free-form description

• The condition that has or may arise, perhaps coded for reporting and aggregating– The concern's status history

• Who made each update, when, why, what was the update• The concern’s type if know at the time of update‡

• Status eg Awaiting Analysis, Awaiting a Decision, To be scheduled, In plan, In hand… Closed)• Current point(s) of contact (via A4-Communications Management Strategy’s stakeholder directory)

– As long a list of the causes of the condition as are needed to cover reality• For causes in the past if useful note trigger(s), when it was recognised and by whom• For causes in the future note time to each cause, probability as Certain, High, Medium and Low (H/M/L)*

– As long a list of impacts as needed for reality• Who the stakeholders affected are, how and when affected and seriousness (HML) versus the official 6

scales of Cost, Time…*– As long a list of responses to cause and impact as can be imagined

• Impact of the responses them-self and assessment of the response's affects on the raw concern• Reference to the A26-Work Package in the A16-Stage Plan for chosen actions (‘Plan-A’ or ‘Plan-B’)• Triggers for enacting Plan-B }

† As suggested in 19.5.1.3 and Table 19.2 merging products is useful: the register may be a few entries in the A7-Daily Log‡ Issue Type now one of: Issue, Problem, Risk, Request for change, Off-specification, Previous risk become certain…

* Use the scales defined in [14.4.1 Prepare the Risk Management Strategy]

CH:- Able to use/ tailor the theme to an exam scenario to maintain products and make decisions in the 7 processes


198



CH - Change (CH) FoundationConfiguration Management

• CH:F:1-2 Five activities of configuration management 9.3.21. Planning: Matching level of configuration item identification (from PBP and use of the

PBS) to acquisition, verification and maintenance needs• Define CM procedures and roles, CI naming and versioning standards

2. Identification: During development of PBSs capture each product in a A5-Configuration Item Record with a suitable configuration item code

3. Control: throughout the CI’s life-span record each transition in maturity level as evidenced by tests applied

• Assign version numbers, Store base-lined (ready for test/ past test) CIs safely†, Issue CIs on receipt of authority - aka perform a ‘release’

• CIs includes all physical and digital/ document items, All specialist or management items4. Status Accounting

• Report selected fields from selected Configuration management records: EG ‘WIP*’ Team-A5. Verification and Audit

• Check the status of CIs in Configuration management database and the real-world match

† Links to creation of the A17-Product Description and A26-Work Package both of which must link to QMS* Work In Progress. Generic cycle is “Not started”, {{ “WIP”, Ready for Test” }, “Tested OK”, “Integrated/ Released”}



199



CH - Change (CH) FoundationConfiguration Management

• CH:F:2-3 The purpose of a: Configuration Management Strategy, Configuration Item Record, Product Status Account A.6.1 A.5.1 A.13.1/2 A.12.1/2 A.18.1– A6-Configuration Management Strategy

• States procedures, timings and responsibilities for naming, storing and issuing the project’s management and specialist products from inception, through changes to retirement

– A5-Configuration Item Record• Records each Configuration item’s history and relationship to other CIs and to RFC’s and Off-

Specifications– A18-Product Status Account

• A report from all or some of the A5-Configuration Item Records of some or all of their contents EG Team-A CIs ready for test on July 31st


200



Purpose of Configuration Management

• 9.2.2 Configuration management cares for products throughout their life-span– Provides storage for products and control over admission to and from storage– Acceptance/ distribution based on verifiable test results from Quality Review within

authorised A26-Work Packages– A18-Product Status Account is (should be) the project manager’s most reliable

measure of real achievement• 9.3.2 Configuration management based on 5 key elements*

2. Configuration item identification: naming and versioning the ‘things’ in the PBS†

3. Control• Safe storage of products on proof of maturity • Allocation of version numbers (If relevant EG updates to intellectual item like documents)• Safe storage of collections and integrations of products (Baselines)• Provision of baselines to authorised recipients (Releases)

4. Status accounting: Reporting from the configuration management records5. Verification: Audit of the real-world versus the CM records to detect discrepancies

* Step 1 is CM Planning! As defined in the A6-Configuration Management Strategy† Planning must determine the level of control required – typically the post-project maintenance requirements dictate the solution required§ The slightly old and software oriented (but free!) CM course on the web-site’s Free-Downloads | Beyond the Basics for more details




201



CICI CI CI CIRefil Spring Cap Barrel Retraction

mechanism

Identification of Configuration Items:Our Stationary

Training Course Stationary

EveryonesPen

Fred’sPaper

EveryonesPaper

Jane’sPaper

Mike’sPaper

…Paper

Fred’sBallpoint

Jane’sBallpoint

Mike’sBallpoint

…Ballpoint

Refil Spring Cap Barrel RetractionmechanismSpring Cap Barrel Retraction

mechanismRefill

CICI CI CI

CI

CICI CI CI CI

CI

Group of CIsCI in own right? ?

CIs to the pen manufacturer, but not a conference organiser

A Configuration Item


202



Configuration Items

• A Configuration Item (CI) is:…– Any product (or Sub-product of a product) of the project– Anything & everything the project must create, amend or acquire whether eventually

delivered to the customer, archived or discarded

• Anything the activities of the project modifies as a unit– If we can change its components they are configuration items too– A hierarchical structure with items we consider atomic at the bottom– Final product(s) to be delivered to the customer are “at the top”– A Bill-of-Materials structure

• If I buy a car it’s a CI to me– Air conditioning, sat-nav and alloy wheel options are also CIs– To the dealer the light bulbs, oil-filters etc may also be CIs– To the manufacturer the engine, pistons & spark-plugs are CIs– To the dealer’s bulb maker the filament, glass-envelope and contacts are CIs



203



The Reasons For Version Control

• Provides the capability to distinguish between changes to a product– Tracks the revision history of a product– May (manual says “must”) provide access to every version of a product ever created, a

Subset or just the latest version• Always allow an audit trail of the changes made and their triggers

• The “Method” to be used in general is described in the A6-Configuration Management Strategy – A A26-Work Package may describe a product specific method

• (Customer) Version control is carried out in• Supplier version control carried out in• “… consider whether … management products [are] under … version control


204



A18-Product Status Account Product Description

• The A18-Product Status Account is a report from the configuration management database– Lists A5-Configuration Item Record details

• The A18-Product Status Account might contain {– Selection parameters used to extract relevant A5-Configuration Item Record

• Eg All un-started CIRs for team plus all dependant CIs as at date– For each CIR in scope any subset of the product's details

• Product’s Type and Name• Product’s version history covering all possible Life-cycle stages• Dates of transitions between states with planned and if appropriate actual dates• Stakeholders in each transition and their role at each transition

– EG Producer, Verified by, Worked on by, Owner of business-as-usual aspects and Owner of operational and maintenance aspects

• Those who are using (holding the item or a copy), If copied the location of any master• Linked items and the interface/ linkage• Other related records: Either CIRs, Risk, Issues etc

– Linked concerns (risks, issues, changes etc) }



205



A6-Configuration Management Strategy Product Description

• The A6-Configuration Management Strategy might contain {– Document pre-amble: Name, version, author, date– Cross ref to corporate standards, procedures, reporting regimen, rights and duties, and

roles for use of configuration management techniques and tools plus notes of local extensions and exceptions

• Triggers, timings, resources, dependencies, record formats• Information flows: the producer, data sources, analysis applied, communications triggers,

contents, timing (and repetition), format, medium, recipients and analysis duties and required responses

• Product storage locations – Documents and physical items through their life-cycles

• Assignment of personnel to roles, including assurance review and formal audit of the procedure’s effectiveness

– Change Control and Issue Management Procedures• Procedures, roles etc as noted for CM above• Change Authority and Change Budget }


206



A5-Configuration Item Record Product Description

• The A5-Configuration Item Record might contain {– CI's unique Identifier

• EG project-code, Product-id (from the A17-Product Description) CI-name or abbreviation), version number– The steps in the product’s lifecycle and for each step

• Who or what skills build it & verify it• Which product and process standards apply – Cross-reference to the Quality Management System• Who receives it (or for documents receive copies) when completing this step, and how it is delivered

– Status: which step was development in and when• Who moved it (forward – test passed or backward – test failed) on what evidence

– CIs this CI made-up from• Reference to the Product Breakdown Structure (PBS)

– Storage location: physical or logical.– Cross reference to other project records that relate to this CI and the nature of the link

• Other A5-Configuration Item Records• Project issues (especially Requests for Change and Off-Specifications) • Risks }



207



Configuration Librarian Role

• Falls to the project manager if not otherwise resourced– Realistic for project manager to do management product configuration management– Rarely realistic for project manager to do specialist product configuration management

• Receive, store/ issue and report (via PSA) status of products and Project Issues– (When authorised) Issue revised products and archive old version– Help conduct Configuration Audits

• Often primarily performed by Project Assurance

• Create & administer secure, safe product storage areas– Custodian and guardian of master copies of the project’s products

• Monitor Project Issues – Maintains the Issue Log and ensure information held reflects latest issue status

• May be part of a Project Support Office– CM of products outlives the project and hands-over to business as usual role


208



If you are interested in instructor led training we would be pleased to discuss requirements



governance


Method training and consultancy– PRINCE2® Exam preparation &

PRINCE2® use in the real-world– Implementing IT Governance using the

CobiT® Framework– Implementing Benefits Realisation &

Lessons Learned processes




209



1/3 Issues and Configuration Management SU, SB and CP, DP5

CoPM

Project Board

Project manager

Team Manager



12.4.6 Plan the initiation stage1. PM considers how Initiation

Stage will control management products prior to establishing configuration management

18.4.3 Hand over Products1. PM checks product handovers into Operations (Ops) &

Maintenance (Maint.) as per A6-CfMS2. PM ensure suitable Ops & Maint. environment and service

level agreements in place [should be 12.4./SS]3. PM transfers responsibility for products to Ops & Maint. And

secures acceptances [should be 12.4./SS/ Exec]4. PM prepares Follow-On-Action-Recommendations base on

open Issues & concessions5. PS updates CIRs [should be handed over to Maint!!]

18.4.5 Recommend project closure1. PM archives project records according to A6-CfMS2. PM confirms all issues are closed or included in FOAR, then

closes the A12-IR

18.4.4 Evaluate the Project1. PM compiles a review of useful measures EG statistics on

project issue management2. PM Summarises issue status in A8-EPjRpt including Off-

specs: product or features missing & off-spec

18.4.2 Prepare premature closure1. PM updates A12-IR (& A13-Issue Report) with board request

for an Exception Plan

17.4.4 Report Stage End1. PM assesses the A12-IR for issues marked for

assessment at stage end [17.4.1 p196 bp9)2. PM Summarises issue status in A9-ESRpt

including Off-specs: product or features missing & Concessions

17.4.5 Produce an Exception Plan1. PM updates A12-IR (& A13-Issue Report) with

board request for an Exception Plan2. PM updates A12-IR with new issues & changes

17.4.2 Update the Project Plan1. PM updates A12-IR with new issues and changes

17.4.1 Plan the next stage1. PM reviews the A12-IR for issues affecting the

next A16-StgPlan2. PM updates A12-IR with new issues and changes

17.4.3 Update the Business Case1. PM reflects issues in A2-BC update2. PM updates A12-IR with new issues and changes

13.4.5 Authorize project closure1. Board seek confirmation that product handed-overs during the

stage just closing and the project as a whole followed the A6-CfMS – specially for Ops & Maint


1. PM creates A7-Daily Log for issue capture in SU& through-out the project records ‘informal issues’ and reminders on formal issues

CH:P:2-5 The processes and roles involved in issues management SU, 15.4.6-8, C/Table 9.2 and 9.3CH:P:2-6 The processes and roles involved in agreeing a change budget and Change Authority 14.4.2, 13.4.2, C.1.1CH:P:2-7 Apdx-A entries, life-cycles and roles involved in: Issue Report, Issue Register, Configuration Management Strategy, Configuration Item Record, Product Status Account

A.6.2, A.5.2, A.18.2, A.13.2, A.12.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5, 18.4.2-5, C/Table 9.2 and 9.3

Syllabus details at the bottom!


210



CoPM

Project Board

Project manager

Team Manager

14.4.2 Prepare the Configuration Management Strategy (A6-CfMS)1. PM/ PS perform Configuration Management Planning. IE they define procedures & roles, timings,

records (EG A5-Configuration Item Record) & reporting (EG A18-Product Status Account) content & format, responsibility/ authority to decide actions for maintaining baselines (Configuration Management (CM)) and assessing impacts to baselines (Issue & Change Control (ICC)) In alignment with CoPM standards in the A6-Configuration Management Strategy (A6-CfMS)

2. PM/ PS consider if all Registers, Records and Logs are within one integrated repository/ file/ database [excel spreadsheet!]

3. Exec sets priority & severity scales* (p97)4. Exec decides if they wish to delegate some discretion to a Change Authority (C8-CA), and if so

the level of individual and aggregate impact under the CA’s control. CA may address Requests for Change (RFC) and Off-Specifications (OS). Often Project assurance form a change board with stage level authority and the PM acts as CA for A26-WkPkg

5. PM/ PS select Configuration Management tools to be used6. PS establishes the A5-Configuration Item Records and creates initial set of A5-CIRs (for the A21-

Project Product Description and management products Such as A2-Business Case!)7. Exec decides if a change budget (Money [and time]) should be allocated to fund Impact Analysis

of Request For Change (RFCs) & implementation of RFCs and if so how much any CA has discretion over (EG per change & per stage in aggregate)

8. PM integrates change procedure’s release of change budget with contract and procurement procedures

9. PS create the A12-Issue Register & populates from existing issues in A7-DL ‘needing formal treatment’

10. PM seeks board approval or defers to 13.4.2 with the A20-PID

14.4.6 Create the Project Plan1. PM includes a26-WkPkgs in A16-PjPlan appropriate for scheduling

and budgeting CM activity2. PM considers issues affecting planning, PS logs new issues to A12-

IR

14.4.7 Refine the Business Case1. PM considers & includes issues affecting the A2-BC

14.4.8 Assemble the Project Initiation Documentation1. PM includes A6-CfMS into the A20-PID

(A20-PID acts as baseline for all Impact Assessment of Issues)

14.4.5 Set up the project controls1. PM establishes controls appropriate to A6-CfMS2. PM considers issues affecting controls, PS logs new issues to A12-IR

14.4.4 Prepare the Communication Management Strategy (A4-CmMS)1. PM establishes the information & communication needs for CM

including issue management2. PM considers issues affecting the A22-CmMS, PS logs new issues to

A12-IR

14.4.3 Prepare the Quality Management Strategy A22-QMS1. PM considers issues affecting the A22-QMS, PS logs new issues to

A12-IR

Plan Delivery Stage

13.4.3 Authorize a Stage or Exception Plan1. Board seek confirmation that

product handed-overs during the stage just closing followed the A6-CfMS

13.4.2 Authorize the project1. Board approve the A6-

CfMS as adequate2. Board agree CA’s

authority limits

2/3 Issues and Configuration Management IP, DP2 & DP3


A.6.2, A.5.2, A.18.2, A.13.2, A.12.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5, 18.4.2-5, C/Table 9.2 and 9.3



211



CoPM

Project Board

Project manager

Team Manager

15.4.6 Capture and examine issues and risks1. PM follows issue handling & reporting procedure as defined

in A6-CfMS & A4-CmMS to report issue status to stakeholders

2. Anyone at anytime: raise a new issue (concern) about anything

3. PM (Issue author?) record concern on A12-IR in accord with A6CfMS [official manual say may be to A7-Daily Log if PM resolves directly]

4. PM categorises as: Problem, Concern, Request for Change (RFC) or Off-Spec (OS) – Transfer concerns discovered to be risks to A15-RR

5. PM (team) use scales from A6-CfMS to assess Priority (of RFC & OS) & Severity (Impact) on all plans, A2-BC and Tolerances

6. PM creates an Issue Report [Simon says A12-IR & A4-CmMS should be defined as sufficient*)

7. PM (team) identify possible responses, log to A12-IR and assess vs. tolerances



10. PS cross reference Issue to affected products’ A5-CIRs

16.4.1 Accept a Work Package1. TM confirms procedure to handle issues

15.4.5 Report highlights1. PM assess & report on contents of A12-Issue Register & corrective actions in period

15.4.1 Authorize a Work Package1. PM/ TM agree process & people for any product handovers as per A6-CfMS [possibly amended]2. PM/TM Agree process for TM to raise A26-WkPkg issues3. PM considers issues affecting the A26-WkPkg, PM logs new issues to A12-IR15.4.2 Review Work Package status1. PM raises any new issues

15.4.4 Review stage status1. PM checks A12-IR & acts on all affects on A2-BC & all plans2. PM raises any new issues

15.4.7 Escalate issues & risks1. PM when triggered by a Tolerance threat or breach: snap-shot full project status2. PM (team) assess deviation’s impact on baseline and impact of each possible response3. PM records assessment & recommendation in an A10-Exception Report & sends to the board [13.4.4] with

request for direction4. PM updates A12-Issue Register/ A13-Issue Report for decision

15.4.8 Take corrective action1. Board or 15.4.4 or TM trigger action2. PM collects information on “deviation” (concern) from Records, Reports, Logs & Registers (RRL&R), selects or

devises responses and triggers via 15.4.1 and updates RRL&R EG A5-CIR3. PM changes A17-PD for Off-Specs granted a concession


1. Board seek confirmation that product handed-oversduring the stage just closing followed the A6-CfMS

13.4.2 Authorize the project1. Board approve the

A6-CfMS as adequate

2. Board agree CA’sauthority limits

13.4.4 Give ad hoc direction1. CoPM/ ESUSS Raise an Issue2. Board may ask for an Issue or Exception Report to clarify PM’s request for guidance or A11-Highlight Report3. Board respond to A13-Issue Report as necessary by seeking input from CoPM, asking for an Exception Plan (via 17.4.5), a

corrective action (via 15.4.8), amending tolerances (update A16-StagePlan). Grant a concession to or demand remedy of an Off-Spec. Defer, Approve (as corrective action/ tolerance change), Reject or ask for an Exception Plan for an RFC

16.4.2 Execute a Work Package1. TM includes notes on issues in A3-

Checkpoint Report

3/3 Issues and Configuration Management DP2 &3, CS & MP, DP4


A.6.2, A.5.2, A.18.2, A.13.2, A.12.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5, 18.4.2-5, C/Table 9.2 and 9.3


212



15.4.3 Receive completed Work Packages1. PS confirm all A5-CIR in release are approved by the

authority in A17-PD

A5-Configuration Item Record†, A18-Product Status Account


1. COPM


1. PM/ Exec/ SU define A21-Project Product Description: Specialist Products are outputs whose use creates outcomes that deliver the measurable benefits that justify the project

2. PM/ PA note need for A5-CIRs for products in A21-PjPdD’s “composition & derivation”



12.4.6 Plan the initiation stage1. PM/ PS note need for

A5-CIR for management products

16.4.2 Execute a Work Package1. TM & PS update A5-CIR status (eg WIP/

Ready for Review/ Released)

16.4.3 Deliver a Work Package1. [TM & PS check status OK in A5-CIR for all

CIs to close the A26-WkPkg]

18.4.3 Hand over Products1. PS update A5-CIR for

products transferred to operations [& should transfer the actual CI records too!]


1. PM uses PSA to see which A5-CIR approved by authority in their A17-PD, have a concession, are WIP or Not started

2. PM plans work to salvage & pass-on or make safe A5-CIRs as required


1. PM uses PSA to check all A5-CIR approved by authority in their A17-PD or have a concession

14.4.2 Configuration Management Strategy1. PM/ PS define process, selection

criteria and formats of A18-Product Status Account (PSA) that snapshots A5-Configuration Item Records. A18-PSA may select by Date/ Team/ Stage & status EG Not started, Work-In-Progress (WIP) late & WIP on schedule, Ready for review, Baselined, Released etc

2. PM/ PS define A5-Configuration Item Record attributes for required A18-PSA selections

3. PS create initial A5-CIR for management products [and A21-Project Product Description and all known component parts (may be notes in A7-Daily Log for a small project)

CoPM

Project Board

Project manager

Team Manager

15.4.6 Capture and examine issues and risks1. PM uses A18-PSA to analyse product status (derived from

A5-CIR)15.4.5 Report highlights1. PM uses a18-PSA for details of products to include in A11-

Highlight Report

15.4.1 Authorize a Work Package1. PS update A5-CIR (& A17-PD) for any products in A26-

WkPkg PBS as useful EG set status = “WIP”15.4.2 Review Work Package status1. PS check A5-CIR & reality agree - update A5-CIR as useful

15.4.4 Review stage status1. PM requests a A18-PSA from PS to snap-shot A5-

Configuration Item Records and assess variance to A16-StgPlan

2. PM requests A18-PSA for any releases to check all OK3. PM requests PS perform a Configuration Audit to check all

A5-CIRs match reality (or change reality)

15.4.8 Take corrective action1. PM collect data on deviations form A5-CIR (& A12, A15, A13,

A10, A7 & Board)2. PS update affected A5-CIR

17.4.4 Report Stage End (A8-SER)

1. PM request A18-PSA for details to include in A8-SER


1. PS (sic) create/update A5-CIR (& A17-PD) for all products in exception’s scope(Scope determined in 15.4.6 by A18-PSA)

17.4.1 Plan the next stage1. PM [(sic)?] create/

update A5-CIR (& A17-PD) for all products in stage PBS(inc A16-PjPlan changes)

14.4.6 Create the Project Plan1. PS create/ update A5-CIR (& A17-PD)

for all products in project Product Breakdown Structure (PBS)

Plan Delivery Stage

The activities & roles involved in maintaining A5-Configuration Item Record and A18-Product Status Accounts

† And 9.3.1.2 & 9.3.1.3



213



CH - Change (CH) Practitioner

• CH:- Able to use/ tailor the theme to an exam scenario to maintain products and make decisions in the 7 processes– CH:P:3-1 Identify appropriate information, (using Apdx-A), for inclusion in the products

listed in CH:P:2-7 above– CH:P:3-2 Identify the appropriate type for a given issue9.2.4– CH:P:3-3 Identify the actions and roles to apply issue and change control9.3.3– CH:P:3-4 Identify appropriate resource(s) for the role of Change Authority

9.3.1.1, C.8• CH:- Critique theme's application to an exam scenario

– CH:P:4-1 QA and comment on theme's products and roles involved through-out their life-cycle in 0207

– CH:P:4-2 Critique use and roles involved in the issue and change control steps: Capturing and analyzing Issue type for formal (or not) management, Determine impact, Proposing actions, Deciding actions, Implementing actions 9.3.3, 9.3.3.1, 9.3.3.2, 9.3.3.3, 9.3.3.4, 9.3.3.5 C/Table 9.2 and 9.3


214



CH - Change (CH) Practitioner Configuration Management

• CH:- Able to use/ tailor the theme to an exam scenario to maintain products and make decisions in the 7 processes

– CH:P:3-1 Identify appropriate information, (using Apdx-A), for inclusion in the products listed in CH:P:2-7 above

– CH:P:3-5 Identify the actions and roles to apply configuration management procedure9.3.2

• CH:- Critique theme's application to an exam scenario– CH:P:4-2 Critique use and roles involved in Planning the CM level, Identifying CIs,

Controlling CIs, Status accounting Verifying and auditing configuration items9.3.2 C/Table 9.2 and 9.3

• Appropriate questions are provided in– EX02 Qn – 8 – EX03 Qn – 7



215



Revision Notes

• Notes••••••••••••


216



Revision Notes

• Notes••••••••••••






Syllabus Themes:PG Progress





218



PG - Progress (PG) Foundation

• PG:F:1-1 Reporting lines between the four levels of management 10.3.1.1, 10.3.3.4– CoPM

• Delegate project’s objectives in benefit terms and project tolerances to the Executive• Appoints exec and project manager, Receive escalations from the Executive

– Project board• Agrees with CoPM realistic constraints of cost/ time/ quality/ scope and resources (CTSQR)

for: Starting up a Project (SU), the initiation stage, for specialist product delivery, risk and change

• Delegates project outcomes in product terms and stage tolerances to the project manager (PM), Decides within tolerances if project continues, stops or change, Receives escalations from the PM

– Project manager• Agrees realistic stage CTSQR with the project board, Allocates A26-Work Packages and

tolerance to team member/ managers, decides what and when to [15.4.8 Take corrective action] within tolerances, Receives escalations from TMs

– TMs• Negotiates realistic A26-Work Package CTSQR then commits to delivery of products within

constraints, Escalates to the Project manager



219




• PG:F:2-1 Contrast event-driven and time-driven controls 10.3.3– Time-driven: Triggered by the arrival of some point in time

• Only two time-driven controls: checkpoints (that give rise to A3-Checkpoint Report) and A11-Highlight Reports (review of the A12-Issue Register and A25-Risk Register should be both event and time-driven†)

– Event-driven: triggered by an achievement or exception• EG End of initiation stage, End of ‘Delivery’ stage, End of final stage or Tolerance Threat,

Creation of a product, Passing of a Quality Review

• PG:F:2-2 The purpose of the Progress theme 10.1– “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”

† But this isn’t exam its real-world: If post-cram you want advise on how to use PRINCE2® then please contact us


220




• PG:F:2-3 Contrast management stages and technical stages 10.3.2, 10.3.2.3– Management Stages: “partitions of the project with management decision points”

• “a collection of activates and products whose delivery is managed as a unit”• Non-overlapping time-periods during which the project manager is authorised to manage the

project on a day-to-day basis within stage tolerances– Technical stage: a “grouping of work by the set of techniques used or the products

created”• A synonym for phase such as Design, may overlap• Scope of specialist phases matched to management stages by Product Based Planning

(PBP)

• PG:F:2-4 The factors to consider in identifying management stages 10.3.2.1 -3– MUST be a minimum of 2: Initiation and one for the technical work– How far ahead the team can plan, where decision points are needed, Risk level

(project board confidence and appetite), Value of control vs. overhead cost of control



221



The Difference Between Management and Technical Stages

• 2.4 “A PRINCE2 project is planned, monitored and controlled on a stage-by-stage basis”– *[The time-period a] Project Manager is managing... at the end of which the Project

Board will... decide whether to continue with the project– *“…grouping work together by the techniques used, or the products created… such as

design, build … [are] a separate concept from management stages”• Product Based Planning is used to align Management and Technical stage

boundaries

• 10.3.2.1 Stage selection balances – How far ahead it is sensible to plan– Where the key decision points need to be– The amount of risk within a project– Many small stages versus too few big ones– How confident the board & PM are

Initiation Stage

1st Specialist Stage

2nd Specialist Stage

Gathering of Customer Requirements

Concept(Work- Packages

1 to 8)

Detailed Requirement

(WP 9-19)

Sign-offReview

(WP 20&21)

Solution Design, Selection and Approval

Identify Supplier(WP 22)

Technical Options(Work Packages 22 to 29)

Testing of Business & Technology Integration

Model Office(WP 58 & 59)

Draft Test Scenarios(WP 60 to 118)

3rd SpeciStage

Agree Contract(WP30)

(WP119)

*From the glossary


222



Project Plan UpdatedProject PlanUpdatedProject Plan

Stages Are Planning Horizons

• Processes are not stages, stages contain processes• 2.4 “… minimum of two management stages: one initiation stage and …

Starting up a project

12.4.6 Plan Initiation Stage The horizon is not far off at this point in the project!

Initiation Stage

14.4.6 Creates theProject plan.

Complete but detail decreases with time to

horizon

Initiation Stage A Delivery Stage

2nd DeliveryStage

3rdStage

17.4.1 Plan Next Stage


17.4.1 Create 1st

Stage Plan Short term detail

Management Stages

17.4.1 Plan Next Stage



Update Project Plan with actuals

Managing Product Delivery (16.4.)

Delivery StageA16-Stage Plan





Not a stagePre Project

DP1Mandatory

1st

Specialist Stage(may be 1st & last)

DP3Possible

Subsequent stages

DP3Last stage

DP51st StageMandatory DP3DP2



223




• PG:F:2-5 When and how tolerance is set and exceptions reported, The management products tolerances is documented in, how management by exception applies at management levels 10.2.3, 10.3.1.1, 10.3.4– Setting tolerance [ Table 10.1 ]

• Time/ Cost/ Scope/ Risk within A16-Project Plan/ A16-Stage Plan and A26-Work Package– Scope tolerance described by “Must/ Should/ Could/ Wont”

• Quality within A21-Project Product Description and A17-Product Description• Benefits within A2-Business Case

– Reporting Exceptions• Exec to CoPM (mechanism outside P2 scope), possible with reference to an Exception Plan• PM to PB: via A13-Issue Report then A10-Exception Report from [15.4.7 Escalate issue and

risks] to [13.4.4 Give ad hoc direction], possibly then [17.4.5 Produce an Exception Plan] to [13.4.3 Authorise a Stage or Exception Plan]

• TM to PM: via the A12-Issue Register†

† Do not ‘notify’ PM like this in the real world!, fine as a record of what was raised directly earlier


224



10.2.3: Exceptions and Tolerance

• Tolerance† is the allowable variation …… between actual status (or forecast status) and agreed base-line

• Actual or threatened breach of tolerances causes an exception– PRINCE2® based on the idea of Management By Exception– Tolerance is held by the project board at project level, the project manager at stage

level and team member/ manager at A26-Work Package level• Table 10.1: Tolerance is defined in 6 aspects

– Benefits tolerance agreed at project level between CoPM and the Executive– Product quality agreed at A21-Project Product Description and A17-Product

Description between project manager and project board– Scope – the products to be delivered within a stage or the project– Time (schedule) for the project, a stage and a A26-Work Package– Cost (Budget) for the project, a stage and a A26-Work Package– Risk appetite for the project, a stage and a A26-Work Package

† Tolerance is discretion for decision making



225



Tolerance in the Roles(From Apdx-C)

• Project board– In SU and Initiation stage: confirm tolerances with CoPM– In Delivery [ specialist ] stages

• Set stage tolerance (approval of A16-Stage Plans and exception plans)

• Executive: escalates to CoPM risks and issues that threaten or breach tolerance– Provides (or delegates) overall business assurance including for tolerances

• PM: Ensure the products are produced within TCSQ Benefits & Risk tolerance– May be able to authorise changes that do not affect tolerances

• TM: Ensure team’s quality work planned and performed…within tolerances• PA: Assess aggregate risk exposure against project tolerance (sic!)

– Monitor stage and project progress vs. tolerances• [ Omitted from Apdx-C: senior user must specify/ ratify A21 & A17 tolerances and

senior supplier must confirm achievable– PM and TM must confirm A16-Stage Plan & A26-Work Package tolerances realistic


226



17.4.4 Report Stage End1. PM reports Pj objectives and

Stage objectives vs all tolerances, and forecasts tolfor rest of project in A9-End Stage Report

CoPM

Project Board

Project manager

Team Manager

Tolerances12.4.1 Appoint the Executive and the Project Manager

1. COPM Set project level tolerances


1. SU expresses Customer Quality Expectations & PM captures as driver for quality tolerance

2. PM (Exec) starts defining each benefit’s tolerances and aggregate benefits tolerance

3. PM records SU's quality tolerance (ie limits on Acceptance Criteria) in A21-Project Product Description


1. Board set Stage Tol (for last stage consider what to do with unused Tol [wrong thinking*]




1. PM documents Pjtolerances received by Exec in project mandate (or by discussion) prior to transfer to A16-Pj Plan at 14.4.6

13.4.1 Authorize initiation1. Board set tolerances (Tol)

for Initiation Stage

13.4.2 Authorize the project1. Board check Pj Tol from CoPM realistic2. Exec renegotiates Pj Tol if relevant3. Board agree project budget including cost tolerance (and risk and change

budget) and project timescales including schedule tolerance (and risk & change time-budget)

13.4.4 Give ad hoc direction1. Board consider their direction in response to a

Tolerance Threat (TT): Increase Tol., Request an Exception Plan, Defer if TT contingent on a Risk Cause (event), Reject (eh?)

16.4.2 Execute a Work Package1. TM makes corrections within WkPkg Tol or raises an Issue to the PM (to log in the A7-Daily Log and handle at 15.4.8)2. TM reports tol status in A3-Checkpoint Report


1. PM reports on Pj performance & objectives vs. tolerances in A8-End Project Report

*X-Ref correct tolerance handling** Strictly ANY forecast of an “out-of-tolerance”situation is by definition being “in Exception” and deserves 15.4.6

15.4.6 Capture and examine issues and risks1. PM create A13-Issue Report considering affect

Tols

15.4.5 Report highlights1. PM gives board confidence of operating within

Tol by regularly reporting stage status vs Tol & TT early warnings** in A11-Highlight Reports

15.4.1 Authorize a Work Package1. PM/ TM make joint agreement on A26-WkPkg

Cost/ Start & End date, Milestone, Quality (from A17-PDs) targets and A26-WkPkg tolerances (Cost/ Time/ Risk & Scope. Zero time tolerance and higher scope tolerance implies iterative/ agile methods Such as SCRUM

15.4.4 Review stage status1. PM determines from controls (project Records

Registers and Logs) any tolerance threat & Escalates via 15.4.7

15.4.7 Escalate issues & risks1. PM converts & extends A13-Issue Rpt into

A10-Exception Report giving Overview of which tolerances are threatened by how much and when and why, the consequences of each possible response (including none)

15.4.8 Take corrective action1. PM acts within Stage Tol EG to resolve A26-

WkPkg exception

17.4.5 Produce an Exception Plan1. PM creates a new A16-Stg or

Pj Plan to Suggest recovery options from Stage or Pj TT

17.4.1 Plan the next stage1. PM includes specification of

Stage Tolerances (Cost/ Time/ Scope/ Risk, not quality-See below or benefits-See 14.4.6)) in A16-Stage Plan

2. PM (team) create stage PBS and A17-PD with product quality tolerances defined (probably as attribute ranges (eg “Customer call duration between 1 and 3 minutes”)

3. PM notes scope tolerance in A17-PD and stage PBS

17.4.3 Update the Business Case1. PM Checks for change in

CoPM/ board Risk tolerance per Risk and in total

14.4.6 Create the Project Plan1. PM includes specification of Pj tolerances in A16-PjPln

(Cost/ Time/ Scope/ not quality-See below or Benefits-See A2-BC or Risk-See 14.4.1))

2. PM includes spec. of quality & scope tolerance in each A17-Product Description (& A21-PjPD)

3. PM notes scope tol in A17-PDs and project level Product Breakdown Structure (PBS)

4. PM (Exec) consider affect of part-time-teams on schedule and consider compensation in other tolerances

14.4.7 Refine the Business Case1. PM (Exec) refines quantified definition of each

benefit’s Best/ Expected/ Worst target and (as) expresses tolerances and aggregate benefits tolerance

2. PM (Exec) considers affect of timescales on benefit tolerances including delivery dates

14.4.5 Set up the project controls1. PM confirms Tol levels and escalation mechanisms

between CoPM/ board/ PM/ TM

14.4.3 Prepare the Quality Management Strategy• Q-Tol is defined in each A17-Product Description

14.4.1 Prepare the Risk Management Strategy (A24-RMS)1. PM includes Risk Tol in A24-RMS IE the thresholds for

risk escalation from management level to level, specially from PM to Board (possibly using a Probability Impact Grid or Matrix

Plan Delivery Stage16.4.1 Accept a Work Package1. As 15.4.1



227



Projects Must Link Mission, Delegation, & Escalation in Decision Making

Cascade intent &

constraintsD

elegated Authorities &

Tolerances (freedom

s)

Mission& Values

Esc

alat

e de

cisi

ons

outs

ide

auth

ority

Rep

ort,

See

k G

uida

nce

WhyWhy

What Tasks Impacts

Technical Solution Design and execution – Not P2 (Team/ Stage Planning)Needs tools P2 omits

What Goal How: TasksProject Design (Planning)PRINCE2®

What Strategy How: GoalsProgramme Design (Architectures)

What Vision How: StrategyBusiness

Design (Modus Operandi)†

† The Malcolm Baldrige National Quality Award Criteria for Performance Excellence is a good source of framework advice for governance of any enterpriseISACA’s CobIT framework is a good source of IT specific governance advise – See the course on the LML Web-site’s Free Downloads


228




• PG:F:2-5 When and how tolerance is set and exceptions reported, The management products tolerances is documented in, how management by exception applies at management levels 10.2.3, 10.3.1.1, 10.3.4– Documentation of tolerance

• A2-Business Case: Expected benefits – for each benefit• A3-Checkpoint Report: A26-Work Package tolerance status• A8-End Project Report: Review of project objectives – TCQS Benefits & Risk• A9-End Stage Report

– Review of project objectives – TCQS Benefits & Risk– Review of stage objectives – TCQS Benefits & Risk– Forecast – TCQS Benefits & Risk

• A10-Exception Report: Options – affect on tolerances• A11-Highlight Report: Project and stage tolerance status – actuals and forecast• A13-Issue Report: quality criteria ask if the issue’s affect on tolerances was considered


http://www.nist.gov/baldrige/

http://www.isaca.org/Knowledge-Center/COBIT/Pages/Overview.aspx



229




• PG:F:2-5 When and how tolerance is set and exceptions reported, The management products tolerances is documented in, how management by exception applies at management levels 10.2.3, 10.3.1.1, 10.3.4– Documentation of tolerance continued

• A16-Plan (Project) (Stage) (Team):– Tolerances – TCS and “stage or team-level Risk” (sic – see a24)– A17-Product Description included state product quality tolerances

• A17-Product Description: Quality tolerances – range within which each quality criteria is acceptable

• A19-Project Brief: Project definition (from Mandate) { …Project tolerances,… }• A20-Project Initiation Document: Project controls – summary of agreed tolerances• A21-Project Product Description: Project-level quality tolerances: apply to acceptance criteria• A24-Risk Management Strategy: Risk tolerance: Thresholds for exposures requiring

escalation between PM & PB, Exec & CoPM• A26-Work Package: Tolerances – “time and cost but may also include scope and risk (!sic)


230




• PG:F:2-5 When and how tolerance is set and exceptions reported, The management products tolerances is documented in, how management by exception applies at management levels 10.2.3, 10.3.1.1, 10.3.4– Management By Exception: Principle 2.5 – Provides for efficient use of senior

management time• Based on tolerances in TCQSBR*, Operates between each management level• Integrated into the organisation structure and selection of stages• (¿) Facilitates frank internal discussion

* Time, Cost, Quality, Scope, Benefits, Risk



231




• PG:F:2-6 Purpose of a: Daily Log, Lessons Log, Work Package A.7.1 A.14.1 A.26.1– A7-Daily Log

• “Diary” (or diaries) used by PM and TMs to record actions and events not recorded elsewhere, due soon, on the way to a register/ log

• May be all the registers and logs during SU or on a undemanding project– A14-Lessons Log

• Other project’s good and bad events and actions that inform this project’s plans and strategies

• This project’s insights to pass to others– A26-Work Package

• A [ ‘contract’ ] passing responsibility for moving one or more products through part (or all) of its life-cycle phases

• [ At PM/ TM level PRINCE2® calls them A26-Work Packages and PB/ PM A16-Stage Plans ]


232



A7-Daily Log Product Description

• The A7-Daily Log is a diary or aide-memoire for the project manager and perhaps also team member/ managers

• It might contain {– Date of entry– Points of note or reference– Parties to any discussion

• All notes on their way to a register as a result of recent, probably verbal communications……EG results of project definition workshops

– Cross-reference to a register (if relevant)……EG ‘for action today’

– What needs to be achieved by when• Who has what role, pending actions & interim points of monitoring or communications

– ‘Ear-marked pages’ As an alternate to separate registers and logs



233



A14-Lessons Log Product Description

• A PRINCE2® principle is based on Learning from Experience (LfE)– SU creates a A14-Lesson Log– Initialised with other project’s relevant observations– Used to log events to repeat or avoid in future– Passed, at project end, to ‘interested parties’– Used during the project to generate A15-Lesson Reports

• The A14-Lesson Log might contain {– What happened

• May cross-reference entries for risks and issues– Why and how it affected us or someone else– What we would do differently or the same next time– What we might do to spot and avoid future bad lessons or repeat good ones }

PG:P:2- Apdx-A entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End Project Report, Lessons Report A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2


234


Licensed for individual use without fee. A commercial licence ([email protected]) removes this note: Please report unlicensed commercial use & share in fees levied 13.4.2 Authorize the project1. Board seek evidence

previous lessons are being consulted & current documented

CoPM

Project Board

Project manager

Team Manager

A14-Lesson Log & A15-Lesson Report

17.4.4 Report Stage End1. PM creates A15-

LR of “what went well/ badly, estimates versus actuals and statistics” as appropriate, includes in A9-ESR & distributes according to A4-CmMS(A15-LR may be tailored to an audience, always(?) include Corp. QA)


1. COPM provide lessons


1. PM closes A14-LL

12.4.4 Prepare the outline Business Case1. PM considers A14-LL for Pj

justification

13.4.3 Authorize a Stage or Exception Plan1. Board review (Exec assures) A15-

LR and decide who to send to(Board ensure CoPM & CoEfunctions aware of responsibilities)

12.4.2 Capture previous lessons1. PM Install culture “Lessons Sought,

Record, Acted on” within this project(12.4.2 may be repeated during the Pj, especially if novel/ complex)

2. PM Captures (via a workshop) into A14-Lesson Log all relevant lessons from previous project’s A15-Lesson Reports, CoPM & external sources


1. PM considers how to act on observations in A14-LL for team design

12.4.6 Plan the initiation stage1. PM considers A14-LL for Init-Stage

controls

12.4.5 Select the project approach and assemble the Project Brief (A19-PjBf)

1. PM considers A14-LL for approval

13.4.5 Authorize project closure1. Board assures (sic) final A15-LR and authorises (sic) &

distributes (as part of approving (sic) A9-EPjRpt)2. (Board ensure CoPM & CoE functions aware of responsibilities)3. Board review A1-Benefits Review Plan is suitable to identify

side-effects and capture/ distribute as lessons

16.4.2 Execute a Work Package1. TM notifies PM of lessons observed or applied, dierctly and via

A3-Checkpoint Report


1. PM team identify lessons PM creates a15-LR as 17.4.4, plus reasons if premature closure Board review & CoPM approve it


1. PM includes in A1-BRP, provision for distribution of Lessons observed in Post-Project Review [!]


1. PM considers value in repeating 12.4.2

2. PM (team) consider all A14-LL as 14.4.6

CofE = Centre of Excellence, previously known as a Project Office or Pj Support Office (PSO) or Pj Management Office (PMO)

14.4.2 Configuration Management Strategy (A6-CfMS)1. PM defines how records are stored. Accessed kept safe &

distributed. Pj records are the source of lessons

14.4.6 Create the Project Plan (A16-Pj Plan)1. PM considers value in repeating 12.4.22. PM include action to capitalise on previous lessons in Plan3. PM (team) use comparative [analogous] estimating techniques

14.4.5 Set up the project controls1. PM defines records maintained (includes A14-LL)

14.4.4 Prepare Communication Manag’nt Strategy (A4-CmMS)1. PM considers how to communicate lessons to other projects,

during Pj or in CP at a minimum

14.4.3 Prepare Quality Management Strategy ((A22-QMS)1. PM includes lessons into quality approach, Define QC[?QA]

process to remove causes of unsatisfactory results, Use Q-metrics for learning & process improvements

14.4.1 Prepare Risk Management Strategy (A24-RMS)1. PM includes lessons (EG Risk Breakdown Structure

[taxonomy] & categories) into Pisk ID guidance & Impact estimating – see 14.4.6 & Response development IE ideas of effective responses

Plan Delivery Stage

14.4.X All Initiation Process activities in stage1. Seek lessons from PM team, CoPM, A14-LL & other Pj’s A15-

LR

15.4.5 Report highlights1. PM includes lessons observed and

applied

15.4.4 Review stage status1. PM captures (seek, record, act) to

A14-LL good & bad observations on P2 tailoring, tools, team & technique, Process & product from team, A26-WkPkg & all Plans/ Registers/ Records & Logs

2. PM considers holding lesson review now, later or at end of stage

3. PM includes a15-LR in A11-Highlight Reports if useful

15.4..X All CS/ 17.4./ 16.4./ CP activity in Delivery Stage

1. Seek lessons from PM team, CoPM, A14-LL & other project’s A15-LR

15.4.7 Escalate issues & risks1. PM considers lessons causing need

for A10-Exception Report


1. PM may create A13-Issue Report from a14-LL




235



A26-Work Package Product Description

• A A26-Work Package may contain {– Document control details– A description of the result required

• Specialist results/ products should have a custom A17-Product Description• Project management products should have a A17-Product Description as embedded and tailored • Who is authorised to grant final approvals • How final approvals are sought and granted

– Details of the team manager or person authorised by the agreement to the A26-Work Package• Constraints, authorities and tolerances• Tools and resources needed and who supplies each

– (Possibly) Actions, product standards and process standards required to achieve and prove required results• Cross-reference to a Quality Management System (QMS)

– Configuration management arrangements• How notice of the products’ acquisition, integration and handover occurs

– All communications interfaces or a cross-reference to the A4-Communications Management Strategy• Frequency, timing and attendance at checkpoints and of A3-Checkpoint Reports• The means and thresholds for escalation of issues, threats and opportunities• How to Inform the project manager that acceptance criteria have been met• Staff performance appraisal, or career development needs

– Technical and communications interfaces, specifications and protocols through product life– Cross-references to or extracts from A16-Stage Plan }



236




• PG:F:2-7 Purpose of a: End Stage Report, End Project Report, Lessons Report A.9.1 A.8.1 A.15.1– End Stage Report

• Summarises stage facts and PM’s view of progress to date to inform PB’s decision on “what next?” – NB decision in tandem with assessment of the next stage’s A16-Stage Plan

– End Project Report• Summarises project facts and PM’s opinions of project performance vs. the A20-Project

Initiation Documentation “used to authorise it” [ as from time to time amended ]• Passes on FOAR and lessons

– Lessons Report• Created at anytime something useful can be shared to “provoke” learning from positive and

negative experiences†

• May exist in variants (See CM) appropriate to select audiences• Is in part a part of the mechanisms to refine estimating databases and methods‡

† LfE is a four part process. No amount of logs and reports will promote LfE without appreciation of CE/ RO/ AC/ AEThere is a free course on our web-site‡ There is also a free estimating course on our web-site



237



A9-End Stage Report Product Description

• At stage end the project manager summarises the stage in an A9-End Stage Report {– Project manager’s summary of performance versus plans and tolerances

• Recognition of team’s and people’s contributions• Unusual and or unforeseen situations that arose during the stage• Lessons to be learned• Resourcing planned and provided• Project board involvement expected and received

– Project manager’s forecast for the project and the stage versus the 4 strategies• A2-Business Case’s current viability, benefits achieved and still reasonably remaining• Explanation of any revision of the A2-Business Case

– Summary of current risks and issues – Follow-On-Action-Recommendations (FOAR)*

• Outstanding risk, issues, concessions, off-specifications– Statistics and commentary on:

• Quality reviews planned, held and the results achieved – EG Off-specifications, issues raised, concessions granted, rework required

• Product approvals planned, sought and achieved • Products handed over to operations and maintenance or ready for hand-over• Expected products not produced • History of Issues: Volume and aggregate impact }

* See next slide for a suggested Product Description



238



Follow-On-Action-Recommendations (FOAR) Product Description

• Based on the 2005 manual the FOAR might contain {– Document control such as date and author– Inventory of open concerns

• Unimplemented Requests for Change that may have merit• Off-Specifications (missing products and products that do not match specification)• Currently open risks, problems or issues that may affect business-as-usual

– Project management team recommendations for:• All handover and training needs• Activities needed to take the product to the next stage of its life

– All records that could usefully accompany the recommendations }

• As FOAR are implemented the project records may be updated “transferred to Ops & Maint”



239



A8-End Project Report Product Description

• The A8-End Project Report includes a view on how effective PRINCE2® tailoring was, the effectiveness of the four strategies and performance versus A2-Business Case (so far)

• It might contain {– Document control information– Project manager’s opinion of performance in business and project process terms

• Team performance and recognition for individual’s performances• ‘Note-worthy’ events EG triggers for premature closure, Stage level exceptions etc

– Performance relative to Cost/ Time/ Scope success criteria in the initial A20-Project Initiation Document• Realism and viability of the initial and final strategies, controls, tolerances, exceptions, contingencies and change control• Realism and viability of the initial and current A2-Business Case and A1-Benefits Review Plan… Benefits delivered so far (if any) and now considered realistic

– Summary of A21-Project Product Description outputs delivered• Follow-On-Action-Recommendations (FOAR) for open Risks and Issues

– Statistics and commentary on:• A23-Quality Register entries for retests, product approvals and Off-specifications with concessions for missing products,

missing features or quality compromises• Record of acceptances and hand-overs made to users and operations and maintenance• Open Requests for Change, Risk and Issues

– A15-Lessons Report(s) for the project in total• Perhaps in multiple versions with content specific to each stakeholder community }



240



A15-Lesson Report Product Description

• Produced and distributed when something useful to share• Might contain {

– Summary, perhaps with highlights specific to different audiences– What topics, project or timeframe (eg stage) is covered in the report– Events and circumstances with a consequence worth recording:

• What were the conditions, their causes and their consequences?• How these could be spotted, anticipated, encouraged or avoided in future – perhaps against

some standard topics such as:– project management strategies and controls– use of PRINCE2® tailoring and suitability of what is embedded– technical techniques– standards– processes– tools

– Metrics or measures and responses found to be useful, or useless• Including performance versus estimates (EG task SPI/ CPI† figures}

† Schedule and Cost Performance Indices – Measures of efficiency vs. original estimates. Calculated by dividing the level of verifiable achievement to date, expressed in budgeted effort or cost by firstly intended and 2ndly actuals




241




• PG:F:2-8 Purpose of a: Checkpoint Report, Highlight Report, Exception Report A.3.1 A.11.1 A.10.1– Checkpoint Report

• Reports status of a A26-Work Package at frequency agreed between PM & TM• Results from a checkpoint (a team meeting)• [ should focus on activity and directly link to product and process standards/ quality targets ]

– Highlight Report• Reports stage status to stakeholders (typically the project board) defined in the A4-

Communications Management Strategy at agreed frequency• Mechanism for PM to ask for help and advise and “raise potential [ issues ] problems†”• Project board should monitor project and stage status [ vs. business’ evolving needs ]• [ 2009 guidance say “include activity”, wiser 2005 guidance restricted it to achievement ]

– Exception Report• Informs† the project board of a situation where tolerances are threatened or breached• Provides options and recommendations for proceeding

† as before – it is a route to failure to “inform” superiors of bad situations via reports. Reports should be a record that confirms and explains what has already been communicated. Never delay bad news searching for options, if options are available for inclusion that is a bonus, not a pre-requisite


242



• Progress is determined by comparing current status to base-lined expectation– Status is determined by measuring achievement (10.2.1)

• Assess products created using their quality criteria in the A17-Product Description– Baselines are created by planning

• PBS & A17-Product Description (users) WBS and A26-Work Package (teams) Dependencies and CPA(teams) Resourced schedule (Resource managers) Earned Value PV/ BCWS curve & Discounted Cash Flow

• When on-baseline control is allocation of thenext A26-Work Package from the A16-Stage Plan– [15.4.4 Review stage status]

[15.4.1 Authorise a Work Package]• When off-baseline control is the re-application

of planning to determine next-action– In tolerance [15.4.8 Take corrective action]– Out of tolerance [15.4.7 Escalate issue and risks]

• Plans start with Project Mandate and PID

The Purpose of Controls

Delegate

Plan

Control

MonitorPg 5



243



Control and Reporting

• MBWA* is a crucial part of project delivery– Two sorts of news

• Good news, and the stuff you find out yourself

• Three questions to ask (in this order)– How are you? – If your not sincere then it is better to omit this question– What do you need me – as the accountable party – to do for you? – What is to still to go? – with reference to the estimating pack and actuals (EV)

• ‘Formal’ (on some date, to some template) reporting should be a record of what is already known– Either because it was ‘as planned’ or it wasn’t as planned

• Never delay an issue for want of a proposed solution– Don’t escalate a problem (unless you want comfort or the boss needs comfort)– Only ever escalate the same problem type once!

*Management by wandering about – may be a virtual wander


244



Progress Report Principle

• Items for escalation and management support

• Items not carried out to plan• Current status and progress achieved• Activity planned for next period


• Items not carried out to plan• Current status and progress achieved• Activity planned for next period


• Items not carried out (within float/ tolerance)• Current status and progress achieved• Activity planned for next period


• Items not carried out (within float/ tolerance)• Current status and progress achieved• Activity planned for next period



245



A3-Checkpoint Report Product Description

• A3-Checkpoint Reports are raised for each active A26-Work Package • For progress (rather than financial) control the checkpoint report might contain {

– Document admin such as production date and period covered– Follow-ups to previous action items, particularly where project manager assistance is needed– This period:

• Products worked on/ Products completed/ Quality activity/ Lessons observed– For all products:

• Estimates should be revisited• Quantities still required for materials and skills re-assessed for what is required from now

– Earned value assessment and the audit trail to justify it– Stuff not done to plan (missing, wrong, extra) and how it was scheduled and funded!

• For ‘extras’ this may be early warning of coming issues• Material variances: Why & Return to Green Actions – should be confirmation not notification!• Immaterial variances (EG within float): Why plus any remediation

– Next period intentions• Remediation activity, Products to be worked on, Products to be completed, Quality activity planned

– Work-package status summary. Including:• Tolerance situation• Issue and risk summary• Lessons observed to be shared }

When you return to work will you be able to train your technicians in what they need to know to fulfil their roles EG creating schedule, estimating? P2 mentions these topics in chapter 7. Was the exam-cram thorough here? If you would like assistance please contact us



246



A11-Highlight Report Product Description

• A11-Highlight Report are produced by the project manager at a frequency agreed during stage planning

• The A11-Highlight Report might contain {– Document admin such as producer, production date and period covered– Project status summary

• Tolerance situation• Volume and value of changes: Request For Changes (RFCs) by status• (non-RFC) issue and risk summary

– Lessons observed to be shared– Areas where project board assistance has been requested or is needed

• IE current stage tolerance issues– This period

• Products completed/ behind plan with corrective responses where appropriate– Next period

• Products due and corrective actions• [ The 2009 the official manual suggests including work-packages*: pending, in progress,

completed this period, to be authorised, to be completed next period. For externally conducted A26-Work Packages the 2009 official manual suggests including purchase order (contract) and invoice information ]

*Pre-2009 guidance advised the Highlight Report should remain at result/ product level. IE at the level of the Project Plan. Thiswas (is) wiser advise than 2009. Don’t drag the project board into the weeds of activities unless help/ diagnosis is required




247



A10-Exception Report Product Description

• An A10-Exception Report advises the project board of a Tolerance Threat– When ever stage tolerances have been or might be breached the project manager

raises an exception to the project board– When ever a project tolerance threat emerges the executive raises an exception to

CoPM• The A10-Exception Report might contain {

– Overview of the exception• Causes and consequences for the project and more widely for sponsor and portfolio

management board– Options available– Recommendation and reason– Lessons

• Cross-Reference to the A14-Lesson Log* }

*The official 2009 manual appears to suggest the lesson is recorded in the A10-Exception Report but this would fragmentrecord keeping: put the lesson in the correct place (the A14-Lesson Log) and then cross-reference it



248



Revision Notes

• Notes••••••••••••



249



1st Delivery Stage

Star

ting u

p a pr

oject

-Pro

cess

17.4.

Initia

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tage14.4. CS

12.4. 13.4.

17.4SB

18.4.

Last

Deliv

eryS

tage

CS

16.4. 16.4.

PG:P:2-9 A26-Work PackageInterface Between CS and MP. in Detail

15.4.2 Review Work Package Status1. Update the Stage Plan from all A3-ChkPts and

Team Plans for all current A26-WkPkgs at agreed frequency and formality

2. Check A23-QR & A5-CIR3. Assess ETCs (apply EVA)

15.4.1 Authorize a Work Package1. PM & TM agree new/ amended A26: CIs created &

A17-PDs, Development process & Quality Reviews2. Agree Constraints & tolerances, Controls, Reporting,

Comms interfaces, Escalations & Handover3. Set CIRs to “WIP”

15.4.3 Receive completed Work Packages1. Check vs A17-PD & A23-QR that all

Quality Reviews are passed2. Update Stage Plan & A5-CIR status to

“Releasable”

• Stage Plan{ Product Descriptions}A20-PID {Pj Controls, A22-QMS, A6-CfgMS }• Team Plan

A5-Configuration Item RecordP-PS, A-PM, (R)-TM, R-PA

A12-Issue Register

13.4.3 Authorize a Stage or Exception Plan13.4.3 Authorize a Stage

or Exception Plan

Stage Authorisation or Exception Plan Approved

• Corrective Action • New Work-Package

A25-Risk Register

A16-Stage Plan P-PM, R-PA

16.4.3 Deliver a Work Package1. Check all quality activity noted as

“complete” in A23-Quality Register, All approvals obtained

2. Update A16-Team Plan3. Deliver products as per A26-WkPkg4. Notify PM A26-WkPkg completed

16.4.2 Execute a Work Package1. Do the Real Work! follow A26-WkPkg process & A17-PD quality

criteria2. Obtain product approvals, handover products3. Maintain comms req’d by A26-WkPkg4. Update A23-QReg & A5-CIR as specified in A26-WkPkg5. Raise issue vs. A26-WkPkg tolerance6. Raise risks or lessons observed7. Assess status vs Team Plan Hold Checkpoints, raise A3-

Checkpoint Report to PM

16.4.1 Accept a Work Package1. PM & TM agree what can reasonably be delivered in

constraints (if required, by creating a Team plan)2. Agree: reporting of WIP & completion,

Agree: Quality Reviews required,Agree: CI handover/ approval,Agree: Tolerances & escalation

3. Add any risks

Authority to deliver a A26-Wk-Pkg

A26-Wk-Pkg

A16-Team Plan A26-Work PackageNote of Completed

Work-Package

A5-Configuration Item Record

A20-PID

Approve A26-Work Package


A26-Wk-Pkg

A23-Quality Register

A16 Stage PlanA23-Quality Register

Update/Raise New Risks & IssuesA16-Team Plan

Team Plan

Created Specialist ProductsObtain Approval Records

Update A23-Quality Register


PG:P:2-9 [ Apdx-A entries,] life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End Project Report, Lessons Report A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2


250




Star

ting u

p a pr

oject

-Pro

cess

17.4.

Initia

tion S

tage14.4. CS

12.4. 13.4.

17.4. 18.4.La

st De

liver

yStag

eCS

16.4. 16.4.A26-Wk-Pkg


16.4.1 Accept a Work Package 16.4.2 Execute a Work Package Create Specialist ProductsObtain Approval Records

A26-Work PackageNotice of Completed Work-Package

A5-Configuration Item RecordUpdate A23-Quality Register

A3-Checkpoint ReportA23-Quality

Register

A16 Stage Plan


CS-MP

SimplifiedCS-MP

Simplified15.4.2 Review Work Package Status 15.4.3 Receive completed Work Packages

15.4.1 Authorize a Work Package A5 Configuration Item RecordP-PS, A-PM, (R)-TM, R-PA

A16-Stage Plan


• Stage Authorisation or Exception Plan Approved

A16-Team PlanA16-Team Plan

A16-Stage Plan{ A17-Product Descriptions}

A20-PID {Pj Controls, A22-QMS, A6-CfgMS }


update

DoubleHeaded

Create

PG:P:2-9 A11-Highlight ReportProject manager’s Day Job & Board interface in Detail

15.4.8 Take corrective action1. Assess board guidance or Issue2. Identify possible responses 15.4.4 Review stage status (At frequency defined in stage plan)

1. Check progress from A5-CIRs & A23-QR, Check resource status, Assess forecasts vs baseline & update plans as req’d,

2. Authorise new or amended A26-WkPkg3. Ensure handover of any Release of CIs fully actioned4. As triggered: Respond to the project board/ Log & Analyse

Issues or Risks, Escalate Issue, Log lessons5. Trigger Comms as per A4-CmMS6. Trigger Managing Stage Boundaries/ Closing a Project

A14-Lesson Log

A20-PID { A2-BC, A16-PjP, A1-BnftsRvwPln }• Corrective Actions

Request for Advice

A7 Daily Log

Corrective action

New Work-Package

A12-IR+A25-RR

A13 Issue Report

Project End Approaching


18.4.1-4 (18.4.)

Stage Boundary Approaching

17.4.1-4 (17.4.)

A5 Configuration Item RecordP-PS, A-PM, (R)-TM, R-PA

15.4.5 Report highlights1. Consolidate all info from [15.4.4 Review the stage status]

and [15.5..8 Take Corrective action] into a Highlight Report 2. Check outstanding items from previous report3. Distribute to list in, & at frequency in A4-CmMS

A12-IR+A25-RRA14-Lesson Log• Previous A11-Highlight ReportsA20 PID {A4-CmMs} A11 Highlight

Reports

A16 Stage Plan

A23 Quality RegisterA18 Product Status AccountA3 Checkpoint Report

Tolerance ThreatProject Bd Advise

PG:P:2-9 [ Apdx-A] entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End Project Report, Lessons Report A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2



251



Initiation Stage Delivery Stage1st Specialist Stage Last Specialist Stage

16.4.

14.4.

17.4.

CS 17.4.CS 17.4. CS 18.4.

13.4.

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12.4.

13.4.4 Give ad hoc direction DP4

13.4.4 Give ad hoc direction1. Respond to Request for advice/ Highlight Report, Issue Report/ Exception

Report/ External trigger (eg CoPM change project mandate!)/ Board role change/ Or on a Whim

2. Review trigger, Seek input from or inform relevant groups (eg CoPM) to ensure continuing validity of business case, progress to plans

3. Decide within project tolerances: request an Exception Plan/ Change stage tolerance/ Grant concession/ Address problem personally/ For RFCs: Accept (agree to resource & funds), Reject (stick with current plan, scope & benefits), Defer, Reject, Ask for clarification

4. Advise (interfere with) project manager, Eg in response to request for assistance in a Highlight Report or advise of CoPM actions

• Project manager request for advice• Exception Raised• Corporate advice & decisionsA11-Highlight ReportsA10-Exception ReportA13-Issue Report

• (raise) New Issue R-Copm, ESUSS, (P)-PM, R-PA

• Exception Plan Request• Project Board advise

• Project board request for advice

• Premature closure

Interested Parties

• Change of context




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1st Delivery Stage

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17.4.

Initia

tion S

tage14.4. CS

12.4. 13.4.

17.4. 18.4.La

st De

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yStag

eCS

16.4. 16.4.

13.4.3 Authorise a Stage or Exception Plan



A5 Configuration Item RecordP-PS, A-PM, (R)-TM, R-PANew A26-Work-PackageA20-PID {Pj Controls, A22-

QMS, A6-CfgMS }

A26-Wk-Pkg16.4.3 Deliver a Work Package




A23-Quality RegisterA3-Checkpoint Report


A16 Stage Plan


CS-MP

SimplifiedCS-MP

Simplified

15.4.2 Review Work Package Status 15.4.3 Receive completed Work Packages15.4.1 Authorize a Work Package A16-Stage Plan

A16-Team Plan

A16-Team Planupdate

DoubleHeaded

Corrective Action

PG:P:2-9 A10-Exception ReportRisk, Issue, Tolerance Threat and Board Interface

15.4.6 Capture and examine issues and risks1. Log I or R to Register or A7-Daily Log2. Assess the I or R vs Plans & A2-Business

Case3. Identify possible responses4. Schedule corrective actions or escalate

where outside PM tolerance

15.4.7 Escalate issues and risks1. Alert the project board ASAP2. Assess deviation’s outlook, possible

responses and impacts vs Plans and A2-Business Case

3. Raise an A10-Exception Report to board

A20 PID {A4-CmMS, A6-CfMS,A2-Business Case, A16-Pj Plan }

• Request for Advice

• Exception Raised

A10 Exception Report

A13 Issue Report

Project Board request for advice

CoPM

Premature close

Project Level Tolerance ThreatCapture Examine Propose Decide Implement

Exception Plan request

New Issue

or Risk

Raise New Issue

Raise New Issue

New Issue or Risk

17.4.5,2-4 (SB)

A12 Issue Register

A20-PID { A1-BnftsRvwPln }


A7 Daily Log

• Corrective Action

A13 Issue ReportA12 Issue Register

A25-Risk Register

A16 Stage Plan

A20 PID {A2-Business Case,a16-Project Plan }

A16 Stage Plan

• Tolerance Threat

15.4.4 Review stage status1. As triggered: Respond to the project

board/ Log & Analyse Issues or Risks, Escalate Issue, Log lessons

15.4.5 Report highlightsRequest for Advice

A7 Daily LogA11 old Highlight

ReportsA20 PID {A4-CmMs}A16 Stage PlanA12 Issue RegisterA15 Lesson Report

A11 Highlight Reports



18.4.1,3-5 (CP)


17.4.1-4 (SB)

A14-Lesson Log

Project Bd Advise

A3 Checkpoint ReportA23 Quality RegisterA18 Product Status Account

A5-CIR

18.4.2-5 (CP)




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PG - Progress (PG) Practitioner

• PG:- Able to use/ tailor the theme to an exam scenario to maintain products and make decisions in the 7 processes

– PG:P:3-1 Identify appropriate information, (using Apdx-A), for inclusion in the products listed in PG:P:2-9

– PG:P:3-2 Identify the appropriate actions and responsibilities when applying the concept of management by exception2.5, 10.2.3, 10.3.1, 10.3.1.1, 10.3.4, Tab 10.1

• PG:- Critique theme's application to an exam scenario– PG:P:4-1 Critique products in PG:P:2-9 and roles involved through-out their life-cycle– PG:P:4-2 Critique activities and roles involved to manage by exception 2.5, 10.2.3,

10.3.1, 10.3.1.1, 10.3.4, C/Table 10.1 & 10.2• Relevant questions are:

– EX02 – Qn 7– EX03 – Qn 8


254



Revision Notes

• Notes••••••••••••




255



Revision Notes

• Notes••••••••••••



256



Revision Notes

• Notes••••••••••••







SyllabusThe 7 Processes








Syllabus Processes:SU Starting up a Project






259



SU - Starting up a Project Foundation

• SU:- Understand the SU process and how it can be applied and tailored on a project

– SU:F:2-1,2,3The purpose, objectives & context of the SU process 12.1,2,3• Provides the minimum pre-requisites of the initiation stage, answers “do we have a viable,

worthwhile [ justified] project”, Assigns people to key roles and secures authorities, gathers information that defines project scope, suggests “how” to deliver the scope, plans initiation

• Stops poorly conceived projects from gaining momentum and wasting resources• Triggered by a ‘project mandate’ (any impetus to consider a project such as a feasibility study

or programme need), SU’s size and rigor dependant on needs: it may merge with initiation or a full feasibility study

• The project manager should always and at the least validate the commission received– SU:F:2-4 The purpose of a Project Brief A.19.1

• Created in SU to “provide full and firm foundation for the initiation [ stage ]”• Evolved from the mandate and evolves into the A20-Project Initiation Document


260



A19-Project Brief Product Description†

• The Project Brief (or the evolving PID†) describes, as succinctly as possible {– Project background: context, trigger and consequences of the ‘Do Nothing’ option– Outcome sought in goal statement and acceptance criteria terms*

• Scope and exclusions – The project's A21-Project Product Description

• All agreed acceptance criteria from all significant stakeholders (users, operations and maintenance)• Customer quality expectations: Note we must move beyond CQE to AC as soon as possible

– Project objectives expressed in terms of success criteria• IE “schedule, budget, scope, quality, risk and benefit performance goals” (sic)• Constraints and tolerance limits

– Assumptions and Risk (IE threats and opportunities)– All people allocated roles, their responsibilities, authorities and reporting obligations– All 'interfaces’

• IE dependencies on or from the project– A2-Business Case: initially an outline, refined and maintained throughout the project– Project's approach to creating the outcome sought– All other useful information capable of inclusion or a relevant cross reference }

[pg 158 but note Apdx A also says “CoPM strategies, standards, practices and controls” ]† Skip the A19-Project Brief – (19.5.1.2) [just use and evolve the A20-Project Initiation Documentation template from investment definition through benefits realisation and migration of future-state-business-as-usual to just bau]

SU:P:2-7 Apdx-A for a Project Brief, the processes and roles in its life-cycle A.19.2, 12.4.5,-6, 13.4.1, 14.4.1-8



261



Project Mandate,A19-Project Brief,A20-Project Initiation Documentation (PID)Syl P:2

17.4.4 Report Stage End1. PM actions

informed by A20-PID (especially A2-BC & A4-CmMS)


1. PM actions informed by the A20-PID


1. PM prepares A8-End Project Report of “how Pj performed vsoriginal A20-PID-a8” [and separately?] “compares the version of the A20-PID baselined at 13.4.2 and current at 13.4.5-18.4.4”


1. PM actions informed by A20-PID (especially A16-Pj Plan)



15.4.5 Report highlights1. PM reports in A11-

Highlight Report against A20-PID


1. PM extracts or cross-references A20-PID Strategies/ Controls/ Quality/ Milestones/ CfM & handover requirements

15.4.4 Review stage status1. PM actions informed

by the A20-PID


1. PM actions informed by the A20-PID, specially the A16-Pj Plan


1. PM reviews/ updates any aspect of the A20-PID in consultation with board (sic)


1. PM reviews/ updates any aspect of the A20-PID (sic)

17.4.1 Plan the next stage1. PM reviews/

updates any aspect of the A20-PID in consultation with board


1. PM updates A2-BC (part of A20-PID)

16.4.1 Accept a Work Package1. TM actions informed by (relevant extracts of)

the A20-PID

14.4.2 Prepare the Configuration Management Strategy(A6-CfMS)1. PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf

14.4.6 Create the Project Plan1. PM derives from guidance in the A19-PjBf on milestones, standards,

external dependencies, approach & assumptions

14.4.7 Refine the Business Case1. PM extends (exec oversee) outline A2-BC to full A2-BC

14.4.8 Assemble the Project Initiation Documentation1. PM extracts Pj definition (mandate’s context info) and Pj Approach

from A19-PjBf and combines with initiation products to create A20-Project Initiation Documentation to serve as basis for commitment, baseline for change assessment and induction pack for new project staff

2. PM suggests P2 tailoring for this project (based on A14-LL)

14.4.4 Prepare the Communication Management Strategy(A4-CmMS)1. PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf

14.4.3 Prepare the Quality Management Strategy (A22-QMS)1. PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf

14.4.1 Prepare the Risk Management Strategy (A24-RMS)1. PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf

Plan Delivery Stage

14.4.5 Set up the project controls1. PM uses guidance in the A19-PjBf

[manual says “summarise” reality says “detail”]

12.4.1 Appoint the Executive and the Project Manager1. COPM provides mandate in any form as long as it allows identification of

the Exec. It is the project trigger, the Instruction to, or remit or Terms of Reference for the Pj Board. Includes Pj Reason, Pj tolerance, Risks, All standards to be followed

12.4.4 Prepare the outline Business Case A2-oBC)1. Exec/ PM understand Pj reason in mandate2. PM creates (exec oversees corporate alignment)

“pre-project” outline A2-Business Case from mandate’s contents

3. Exec presents A2-oBC to CoPM4. PM checks feasibility of milestones, assumptions and

constraints from mandate5. PM/ SU/ Exec create the A21-Project Product

Description based on the mandate

12.4.2 Capture previous lessons1. PM Captures lessons relevant to the mandate into

A14-Lesson Log


1. PM refines & extends mandate to create a well defined start-point: the A19-Project Brief to known quality criteria by filling the gaps and applying A4-LL lessons. (An a programme context the A19-PjB has probably been created done by the programme)

2. PM/ SS (if in post) define project approach, Supplier standards, guidelines, procedures and development life-cycles

3. PM add mandate’s context info, project approach, A21-PjPdD & A2-oBC into A19-PjBf

12.4.1 Appoint the Executive and the Project Manager1. Exec & PM review & understand mandate2. PM log mandate’s risks to A7-Daily Log

13.4.3 Authorize a Stage or Exception Plan1. Board consider whether to re-start a project

where CoPM revise the mandate or treat as an RFC

2. CoPM review & Board re-approve (baseline) revised parts of A20-PID & PS store in CfMS

13.4.1 Authorize initiation1. Board approve the A19-

Project Brief and trigger the Initiation Stage. The mandate is archive (if it exists)

13.4.5 Authorize project closure1. Board compare original

A20-PID to final A20-PID [no guidance as to why and seemingly uncoordinated with 18.4.4!]

13.4.2 Authorize the project1. CoPM review & Board approve (baseline) A20-PID (and its component products)

& thus make a ‘contract’ that marks their commitment and authorises the project2. PM/PS archives A19-Project Brief (replaced by A20-PID)3. PM/ PS baseline A20-PID in Config. Mgmt System (CfMS) for later review vs.

state including approved changes



262



In the beginning is the project mandate(a partial Project Initiation Document)

``

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17.4SB

12.4SU

13.4 DP

Initia

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IP15.CS

SU:P:2-5,6 12.4 Starting up a Project (SU)





1. Plan Initiation Stage and define controls to conform to CoPM constraints

2. Incorporate Lessons and Risks

3. Note/ Update Risks in A7




12.4.2 Capture previous lessons1. Record every relevant

lesson from any source

12.4.5 Select project approach & assemble Project Brief

1. Define “How” to deliver PjPdtD in Pjcontext CoPM strategy & Ops needs

2. Create project definition: Assembled PjBrief

3. Risk+Issues in Daily Log





• Previous lessons reports Audits/Staff/ In- or External

A7 Daily Log P:PM


A19 Project Brief { A2 Outline Business Case P:E,

R:SU/SS/PM/PA, A:CoPMA21 Project Product Description

P:PM, R:PA, (A):E/SU/SS }

A19 Project Brief {Project approach + Add’tl role desc} P:PM R:PA (R):SUSS (A):E


A16 (init) Stage PlanP:PM, R:PA (A)ESUSS

A7 Daily Log P:PM• Request to initiate a

project

A14 Lessons Log

A7 Daily Log P:PM

update DoubleHeaded


12.4.4 Prepare outline Business Case

1. Exec drafts BC as fully as currently known 0-100%

2. PM (+SU/E) drafts PjPdtDDefine “What” is required

3. Note Risk in Daily Log

A7 Daily Log P:PM

B


A14 Lessons Log P:PM R:E(All Subsequent activities are expected to review this log)

Create These models are easier to absorb from

the animated file; it builds the sequence

These models are easier to absorb from


SU:P:2-5 The activities and responsibilities within SU 12.4.1 12.4.2 12.4.3 12.4.4 12.4.5 12.4.6SU:P:2-6 How the seven themes applied in SU 12



263



Project Approach Product Description

• The official manual no longer separately suggests the contents of the approach but based on 2005's guidance it might contain {– Solution types considered

• Normally includes: made-to-order, modification of existing product, design-from-scratch, ready-made/ off-the-shelf solution

– Delivery methods considered• Normally includes: sub-contracted, in-house staff, contracted resources

– Description of Target Operational Environment– Product’s operational context through-life

• Informs trade-off decisions between acquisition and ownership costs– Options chosen with selection and rejection reasons for conclusions }


264



Initiation Stage Delivery Stage1st Delivery Stage Last Delivery Stage

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16.4.

14.4.

17.4.

CS 17.4.CS 17.4. CS 18.4.

12.4. 13.4.

Outputs of SU (12.4) DP1 (13.4.1)

13.4.1 Authorize initiation (DP1)1. Board decide to proceed or cancel, Decision can be informal, Pm given

auditable instruction from Exec (Senior Supplier may not be in post)2. Ratify {Project definition/ constraint/ Project approach/ Role holders/ Job

descriptions/ A21-Project Product Description/ Customer quality expectations & Acceptance criteria/ outline A2-Business Case/ Initiation Stage Plan/ Risks to initiation

3. For initiation: Set tolerances, Ratify reporting and control, Commit resources

4. Broadcast that a project is being initiated and request logistical Support5. Authorize the Project Manager to proceed with the initiation stage.

• Request to initiate a projectA19 Project BriefA16 (init) Stage Plan

P:PM, R:PA (A)ESUSS

• Initiation Notification

• Authority to initiate a project

• Project Now Starts!A19 Project Brief (Approved)A16 Approved initiation

Stage Plan

P: = Produced By, R: = Reviewed By, (A) = Approved in another process by, PA=Project assurance, E=Exec, SU=Senior User(s) SS=Senior Supplier(s)



265



DP1 Is A Phase Review

• Customer and supplier both have questions to ask and answer are– Seperately and together do we have the will and the skill?

• Is the project (or parts of) runner, repeater, stranger or alien• Is the customer/ supplier mature enough to be good business?

– Do we (company) have the band-width?• Will we cancel something with lower IRR* or strategic importance?

– Did SLT & project team from both sides participate at an appropriate level in social planning to communicate “what” and “how good”

• Are goal and constraints known and accepted by all (significant?) stakeholders• Have both sides expressed appitite for risk

– Can we see them reflected in plans (contract) at a level that gives comfort?• If “no” to the above points is adequate provision made for consequences?

– Are the escalation routes to and from SLT (in both customer and supplier) known• Do WE (the SLT and our bosses) have the bandwidth!?

* Internal Rate of Return


266



SU - Starting up a Project Practitioner

• SU:- Tailor SU to a scenario– SU:P:3-1 Identify appropriate information, (using Apdx-A), for inclusion in the Project

Brief A.19.2– SU:P:3-2 Identify scenario actions appropriate to carrying out SU 12.4

• SU:- Assess if SU applied correctly to an exam scenario– SU:P:4-1 Critique the Project Brief’s match to the scenario, Apdx-A and roles

involved during SU A.19.2, 12.4– SU:P:4-2 Has SU been well applied by the right roles? 12.4

• Representative exam questions are– EX02 – Qn 4– EX03 – Qn 1



267



The only reason for a project (& training course) is to change business-as-usual for your organisation or your customer’s



governance








268



Revision Notes

• Notes••••••••••••






Syllabus Processes:DP Directing a Project





270



DP - Directing a Project (DP) ProcessFoundation & Practitioner

• DP:F:2-1,2,3 The purpose, objectives & context of the DP process 13.1,2,3– “enable the project board to be accountable for project’s success by making key

decisions…while delegating day-to-day management to the project manager” “without being overburdened by project activity”

– Ensure authority to initiate and close the project and to deliver products, provide direction, ensure continuation is only while viability remains, be CoPM’s interface

– Post-project benefits realisation plans are “managed and reviewed”, [ followed and tuned as needed ]

– “Starts on completion of Starting up a Project (SU)†”, “triggered by a request to Initiate the project”, Covers project board’s actions to monitor via reports, control via a small number of decision points (stage boundaries) and manage by exception (MbE)

• Establishes levels of authority and decision making• Removes routine meetings• (Crucially) Provides the two-way communications channel to/ from CoPM,

(who/ how/ when etc recorded in the A4-Communications Management Strategy)• Provides formal direction (exec’s opinion only) and informal advise to the Project manager

† Reality didn’t change by the publication of a new (2009) book but P2 guidance did; prior guidance recognised thatproject board involvement starts during Starting up a Project (SU).



271




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MP

IP

SB

CS SB CS CS CP

SU12.4

DP13.4

Last Delivery StageSB CS

DP:P:2-4,5 Project Board To PM

13.4.1 Authorize initiation (DP1)

• Request to initiate a project

A19 Project Brief


Initiation Notification

• Authority to initiate a project• Project Now Starts!A19 Project Brief (Approved)A16 Approved initiation Stage Plan

13.4.2 Authorize the project (DP2)

• Request to deliver a project

A14 Lessons LogA20 Project Initiation

DocumentationA1 Benefits Review

Plan

Project authorisation notification

A21 Approved Project Product Description

A1 Approved Benefits Review Plan


13.4.5 Authorize project closure (DP5))

• Closure recommendation• Draft Closure Notification

(p211)A20-PID { Updated A2-Business Case}A8-End Project Report { Lessons

report, FOAR }A1-Benefits Review Plan

Closure Notification

• approved End Project Report { Lesson Report, FOAR }

Approve updated A2-Business Case

Approve if updated A1-Benefits Review Plan

13.4.3 Authorize a Stage (or Exception) Plan (DP3)

• Request to approve next Stage Plan

• Request to approve Exception Plan

A20 Project Initiation Documentation

A9 End Stage Report {optnl. A15 Lessons

Reportoptnl Follow On Action

Recommendation }A16 (next) Stage Plan or

Exception PlanA1 Benefits Review Plan


Project Status Report

Interested Parties

Specialist product confirm approval

Stage Authorisation orException Plan AuthorisationA20 Approved if updated PIDA9 Approved (current) End Stage Report {

Distribute A15 Lessons Report, Distribute Follow On Actions R’cmdtn }

A16 Approved Stage PlanA1 Approved if updated Benefits Review Plan

13.4.4 Give ad hoc direction (DP4)

• Project manager request for advice


• Corporate advice & decisions


A10-Exception Report

A13-Issue Report


• Project board Advise


Project board request for advice

Exception Plan Request


Commercial use of these materials - EG Using

them to give a presentation to your boss/ project

board / team requires a licence. Without prior

agreed amendment I offer you a license at £1,000

per use. Use equals agreementCommercial use of these materials - EG Using




per use. Use equals agreement

DP:P:2-4 The activities within DP and the responsibilities within them13..4.1 13.4.2 13.4.3 13.4.4 13.4.5

DP:P:2-5 How the seven themes may be applied within the DP process13


272



DP - Directing a Project (DP) ProcessFoundation & Practitioner

• DP:- Assess if DP applied correctly to an exam scenario– DP:P:4-1 “Whether the recommended DP process actions have been undertaken

appropriately, with reasons, and whether the appropriate roles have been involved when carrying out the activities [ of DP ]” 13.4

• Representative exam questions are– EX02 – Qn 9– EX03 – Qn No suitable question






Syllabus Processes:IP Initiating a Project





274



IP - Initiating a Project Foundation

• IP:F:2-1,2,3 The purpose, objectives & context of the IP process 14.1,2,3– Establish the work required to create the outcome (output the products) “before

committing [ resources ] spend”, Ensure commitment is not a “leap of faith”• PM create’s the project’s controls (who decides what, from what trigger, on what information),

Tuned to the project board’s risk appetite and management attitude• Project board advises how controls (management products) will be reviewed and approved

– Create commonly understood baseline of reasons, benefits, risks, products, their quality and the scope of work to create/ verify them

• Who has what role in, how and when products are created, verified and delivered, • How progress is monitored and controlled, How risks, issues and changes are identified,

assessed and controlled• Who makes decisions based on what information, in what format at what times

– Project board assess if and guide how the project is the best ‘strategic fit’– Appropriate considerations are needed where customer and supplier are legally

separate entities with their own A2-Business Cases joined under a contract [ a court would recognise ]



275



IP - Initiating a Project Foundation

• IP:F:2-4 The purpose of a Project Initiation Documentation (PID) A.20.1– “[Living = updated as relevant] Contract” “between project board and project manager”

that “defines the project”, “basis for management and assessment of…success”– Provides sound base for project board commitment, for ongoing viability, progress and

issue assessment, Source of ‘induction details’ for new project joiners– Sets out project controls, strategies and plans matched to objectives, politics and

technical complexity as re-baselined each at each stage’s authorisation– Initial version (¿why “initial”?) used for assessment at Closing a Project (CP)


276



IP - Initiating a ProjectPractitioner

• IP:- Tailor IP– IP:P:3-1 Identify scenario actions appropriate to carrying out IP 14.4

• IP:- Assess if IP applied correctly to an exam scenario– IP:P:4-1 Critique the Project Initiation Documentation’s match to the scenario, Apdx-

A and roles involved during IP A.20.2, 14.4– IP:P:4-2 Has IP been well applied by the right roles? 14.4

• Practice exam questions– EX02 – Qn 4– EX03 – Qn 1



277



A20-Project Initiation Documentation PID’s Product Description

• The PID evolves from Project Mandate (Pre-project), through A19-Project Brief (SU)• It might contain {

– Project definition { Copied from the project mandate and A19-Project Brief• Context and cause (Why are we exploring changing the world in some way)• Goal: The business objectives and exclusions from objectives• Assumptions, Constraints and dependencies• The stakeholders and their stakes• Interfaces between stakeholders, activities and products }

– Project Approach: the strategy to create or acquire the required results– A2-Business Case– Project management team roles, reporting lines, duties and authorities– A22-Quality Management Strategy†

– A6-Configuration Management Strategy†

– A24-Risk Management Strategy†

– A4-Communications Management Strategy†

– Benefits Management Regime– A16-Project Plan– Project controls– Adaptation, extensions and exclusions applied in this project to the standard PRINCE2

implementation with reasons }

† Should be 80% ‘off-the-shelf’ 20% tailored for all but the first project run under a structured control framework

IP:P:2-7 Apdx-A for a Project Initiation Documentation, the process(es) and roles in its life-cycle A.20.2


278



Project Mandate,A19-Project Brief,A20-Project Initiation Documentation (PID)Syl P:2
















by the A20-PID












the A20-PID











Plan Delivery Stage











A14-Lesson Log



















279



Initiation Stage

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16.4.

14.4.

17.4.

CS17.4. CS

12.4. 13.4.

17.4.

IP:P:2-5,6 Activities Within 14.4 Initiating a Project (IP) Process

14.4.1 Prepare the Risk Management Strategy1. Define Who/ How/ When of Risk Mgmt to

satisfaction of PB & PA2. Create A25-Risk Register


1. Define Who/ How/ When of ConfigMgmt (Inc. Issue & Change to satisfaction of PB & PA

2. Define Priority & Severity scales3. Create & populate Issue Reg (from

Daily Log)4. Create initial set of CIRs5. Upd8 A12-IR+A25-RR+A7DL 14.4.4 Prepare the Communication

Management Strategy1. Perform stakeholder analysis2. Merge strategy’s comms needs3. Define Who/ How/ When of Comms

Mgmt to satisfaction of PB & PA4. Upd8 A12-IR+A25-RR+A7DL


1. Use CQE & AC to Define Who/ How/ When of Quality Mgmt to satisfaction of PB & PA

2. Create Quality Register3. Upd8 A12-IR+A25-RR+A7DL

A19-Pj Brief { A21-Project Product Description }

A25-Risk Register P-PS, A-PM, R-PA

• PMT Structure& Role Descr’tnsA5 Configuration Item Record

P-PS, A-PM, R-PA

A20-PID {A22-Quality Management Strategy }P-PM, (A)-ESUSS, R-PA

A19 Project BriefA14 Lesson LogA7 Daily Log A19-Project Brief

A14-Lesson Log

A4-Communications Management Strategy (in A20-PID) P-PM, (A)-ESUSS, R-PA

A24-Config Management Strategy (in A20-PID)P-PM, (A)-ESUSS, R-PA

A12-Issue Register P-PS, A-PM, R-PA

A23-Quality RegisterP-PS, A-PM, R-PA



14.4.5 Set up the project controls1. Define stage boundaries2. Confirm strategies integrate as a set and

controls match project significance & difficulties3. Allocate tolerances and decision making

authorities (& note in role descr), amend assignments as required for best use

4. Upd8 A12-IR+A25-RR+A7DL

14.4.6 Create the Project Plan1. Create PBS*/ PD/ PFD/ CIRs

(specialist and management products)2. ID the means to transfer specialist

products to BAU, Plan SLAs3. Confirm required resources4. Upd8 A12-IR+A25-RR+A7DL

A14-Lesson LogA20-PID (A22-QMS,

A6-CfgMS,A24-RMS }

A19-Project Brief

A20-PID={Pj Controls, Role Desc & PMT Structure} (P-PM A=ESUSS, R-PA)

A19-Project Brief { A21-Project Product Description, Pj Approach }

A5-Configuration Item Records(P-PS, A-PM, R-PS)

A24-Risk Management Strategy (in A20-PID)P-PM, (A)-ESUSS, R-PA

A25-Risk RegisterA12-Issue Register

Upd8 A12-IR+A25-RRA7-Daily Log

A20-PID {A4-CmMS, Project Controls }

A19-Project Brief { Outline A2-Business Case }

A20-PID { Create A2-Business Case (Detailed) }

14.4.8 Assemble the Project Initiation Document

1. Create the PID CI from component CIs

A19-Project Brief { Pj Definition, Pj Approach }

A24-RMS, A22-QMS, A6-CfMS, A4-CmMS

• Pj Controls• P2 Tailoring

A20-Project Initiation Document

• Stage boundary approaching

Request to deliver a project

17.4.1-4 (17.4.)

14.4.7 Refine the Business Case1. Do Investment analysis with Time & Costs from Project Plan2. Assess uncertainties, benefits & their tolerances3. Determine who/ when/how/ and current baseline of each

expected benefit – capture in the A1-Benefits Review Plan

Create A1-Benefits Review Plan


A12-Issue Register

A14-Lesson LogA20-PID (A22-QMS, A6-CfgMS, A24-RMS }

A25-Risk Register

A20-PID { A16-Project Plan,PMT Struct,Role Desc}(P-PM, (A)-E12.4.Ss, R-PA) }

A20-PID { A16-Project Plan }

PBS = Product Breakdown Structure, PFD = Product Flow Diagram. PD – A17-Product Description, CIR = A5-Configuration Item RecordSee XREF for details


IP:P:2-5 The activities within the IP process and the responsibilities within them14.4.1 14.4.2 14.4.3 14.4.4 14.4.5 14.4.6 14.4.7 14.4.8

IP:P:2-6 How the seven themes may be applied within the IP Process 14


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Reminder of Obligations

• These materials are provided for FREE if used for personal, individual development!!

• If you want to use this intellectual property as a commercial offering that’s fine too as long as you cut me in I don’t want much !!– Pre-arranged commercial use removes this notice, gives you animated slides that build

procedures step-by-step, also step-by-step exercise files, instructor notes, suggested time-line for delivery and support

– For non pre-arranged commercial use (IE where you charge a fee) I hereby offer you a contract to use this materials, without prior notice in a commercial context at £1,000 per day or per copy which ever is the greater (that’s an ‘offer’ and notice of ‘consideration’, use will constitute ‘acceptance’ and forms contract) – as soon as I become aware of use I will start proceedings to collect fees due





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16.4.

14.4.

17.4.

CS 17.4.CS 17.4. CS 18.4.

12.4. 13.4.


DP2 Authorize the project (13.4.2)Performed in parallel with 13.4.3 Authorising a Stage (or exception) PlanDecide if the whole proposition is attractive enough to invest in the project

1. Review/ Approve the A20-PID (Review may be delegated to Project Assurance)Adequate & tailored Strategies, Controls, Budgets, Tolerances, Commitments in place for Project Board to pursue the benefits, All roles/ rights/ duties/ limits agreed

2. A1-Benefits Review Plan acceptable to CoPM 3. Authorise the PM or close the project4. Tell the wider stakeholder community

• Request to deliver a projectA14 Lessons LogA20 Project Initiation DocumentationA1 Benefits Review Plan

• Project authorisation notification

A21 Approved Project Product DescriptionA1 Approved Benefits Review Plan

Premature closure



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DP2 Is A Phase Review

• Ask the DP1 questions again!• Do we (separately and jointly) still have the will and the skill now we know more?

– Are the parts of the project that are runner, repeater, stranger and alien matched to suitable development lifecycles, estimating methods, contingencies and tolerances

• Do still we the companies still have the band-width?– Has anyone's risk appetite changed?– Has the goal or any constraint changed?

• Do we still see them reflected in plans/ contract T&Cs at a level that gives comfort?– Are the escalation routes to and from us changed/ working

* Internal Rate of Return



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16.4 MP

IP

17.4SB

CS SB CS 17.4SB

CS 18.4CP

12.4SU

13.4 DP


13.4.3 Authorize a Stage (or Exception) Plan (DP3)1. Decide whether to continue (commit resources, set tolerances on stage) or request

a re-plan or close the project, based on:2. Review/ Approve End Stage Report (& Pass on FOAR), check any Lessons

Reports, Risk level3. Verify any product handovers (into operations and maintenance via Config

management) are sustainable in use and approve 4. Approve Stage/ Exception Plan, All new product descriptions5. Verify Project plan, Strategies, Controls and Role assignment viability, Business

Case, Benefits Review plan – Update PID if Req’d

• Request to approve next Stage Plan• Request to approve Exception PlanA20 Project Initiation DocumentationA9 End Stage Report {

optnl. A15 Lessons Reportoptnl Follow On Action



A20 Approved if updated PIDA9 Approved (current) End Stage Report {


A16 Approved Stage PlanA1 Approved if updated Benefits Review Plan Premature closure

• Stage Authorisation or• Exception Plan Authorisation

• Project Status Report Interested Parties

• Specialist Product Confirm Approval

update DoubleHeaded CreateWhen you return to work after an exam-cram will you be able to guide your Project boardmembers to fulfil their roles adequately? If you would like help please contact us


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DP3 Is A Stage Review

• Different focus• First time through also different from second time, DP2 may ask…

… Is the A16-Project Plan believable?, reflected in the A2-Business Case?• Is the A16-Stage Plan believable?

– Plan was created socially (with fun and humour?)– Participants are a team (or the time for cooprative activity is x5)

• Especially important for joiners (affect of leavers) as stages track different skill-sets across technical phases

– Estimates have audit trail• A17-Product Descriptions and estimates define how to track maturity of results• Do estimates reflect last stages CPI/ SPI (Velocity)‡

• Did Initiation stage’s quality reviews find missing/ wrong/ extra?– What has been (planned to be) done about it?– Has initiation stage’s LfE been incorporated in the current A16-Stage Plan?

‡ ‘Velocity’ is Beck and Fowler’s term for ‘ratio of progress versus plan. Earned Value calls this a ‘Performance Index’ and assesses Cost and Schedule efficiencyA Course on using Earned Value and Microsoft Project together is available on our web-site for free






Syllabus Processes:SB Managing a Stage Boundary





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SB:F:2-1,2,3 Managing a Stage BoundaryFoundation

• SB:F:2-1,2,3 The purpose, objectives & context of the SB process 17.1,2,3– A process: executed close to the end of all stage’s followed by another stage†

• Also executed in response to the project board requesting an Exception Plan‡

– An exception may occur due to changes external to the project• Establishes status of the stage’s products (IE completed & approved or not (via a A18-

Product Status Account), creates a A16-Stage Plan‡, may issue A15-Lesson Reports • Updates (if required) relevant elements of the A20-Project Initiation Document: A2-Business

Case, A16-Project Plan, project approach, 4 strategies, team structure and role’s assigned– Provides the project board with data to review a closing stage’s performance, approve

(or not) preparations for the next stage†

• By reviewing the amended elements of the A20-Project Initiation Document, the next A16-Stage Plan‡, aggregate risk exposure (noted in the A9-End Stage Report)

• SB’s outputs are reviewed by the project board at [13.4.3 Authorise a Stage or Exception Plan] to confirm the projects continues to offer the best possible return on effort invested otherwise the project is stopped or amended

– A decision to stop is not a failure, an uniformed or mis-led project board IS

† The last stage is summarised by Closing a Project (CP)[ SB could be used for everything if a sensible view was taken of starting benefits realisation]

‡ If triggered as Management By Exception the A16-Project Plan & A16-Stage Plan may both be Exception plans



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Licensed for individual use without fee. A commercial licence ([email protected]) removes this note: Please report unlicensed commercial use & share in fees levied 13.4.3 Authorise a Stage or

Exception Plan13.4.3 Authorise a Stage or

Exception Plan

1st Delivery Stage 17.4SB.

18.4CP.

Initia

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14.4IP

17.4SB.

15.4CS

15.4CS

12.4SU.

13.4DP.

16.4MP.

SB:P:2-4,5 Activities Within Managing Stage Boundaries (SB) Process

17.4.1 Plan the next stage1. Update any changes to CQE/ AC/

Strategies/ Controls/ Roles2. Create A16-Stage Plan of task & resource

schedule to create products in stage’s scope (from A16-Pj Plan)

3. Create PBS/ A17-PD/ A5-CIR4. Add risks, issues and quality records

17.4.3 Update the Business Case1. Reassess organisational risk appetite & capacity, current aggregate project

risk and tolerances2. Revise the A1-Benefits Review Plan & add any realised benefits or affect of

RFCs and changes to business context, realistic targets et.al.

17.4.2 Update the Project Plan1. Apply progress from last stage,

refinements from new stage-plan, changes to end-point, impacts of Risk, Issue & Changes, P2 tailoring needs, Strategy, Control or team changes

17.4.5 Produce an Exception Plan1. Note exception processing vs. issue records2. Update PID as useful vs. {CQE/ AC, Approach,

Strategies, Controls, Role holders }3. Consider A10-Exception Report and Create the

exception plan to cover products in scope of exception stage & create A5-CIR/ A17-PD/ A23-QR as required – perhaps update PBS/ PFD too!

4. Update A12-IR+A25-RR as required

A20 PIDA14 Lesson Log

A5 Configuration Item Records

A9 End Stage Report {A15-Lesson Report,Follow-On-Action-Recommendations }

A20-PID { A2-Business Case}

A20-PID {A16-Project Plan }

A20-PID {A4-Communications Management Strategy }

A18-Product Status AccountA14-Lesson Log

A1 Benefits Review Plan

A16-Exception Plan {A17-Product Description}

17.4.4 Report Stage End1. Seek project board approval to

continue vs. Pj Plan, A2-Business Case and risks

2. Provide comments on current stage under and over achievements: Benefits/ Team/ R+I/ Products produced, Quality Reviewed & Handed over to all noted in the A4-CmMS

3. Suggest FOARs4. Create a A15-Lesson Report if useful


A12-Issue RegisterA25-Risk Register

(next) A-16-Stage Plan {A17-Product Description }

• Request to approve [next stage/ exception] plan


A23 Quality Register

A20 PIDStage boundary

approaching




(current) A16-Stage Plan




SB:P:2-4 The activities within SB and the responsibilities within them 17.4.1 17.4.2 17.4.3 17.4.4 17.4.5SB:P:2-5 How the seven themes may be applied within the SB process 17PG:P:2-, End Stage Report, Exception Report, Lessons Report A.14.2 A.9.2 A.10.2 A.15.2, 13.4.3-5, 17.4.4, C/Table 10.2


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16.4MP

14.4IP17.4SB

15.4CS

17.4.15.4CS

17.4. CS 18.4CP

12.4SU

13.4DP

13.4.3 Authorise a Stage or Exception Plan (DP3)

13.4.3 Authorize a Stage (or Exception) Plan (13.4.3)1. Decide whether to continue (commit resources, set

tolerances on stage) or request a re-plan or close the project, based on:

2. Review/ Approve A9-End Stage Report (& Pass on FOAR), check any Lessons Reports, Risk level

3. Verify any product handovers (into operations and maintenance via Config management) are sustainable in use and approve

4. Approve Stage/ Exception Plan, All new product descriptions

5. Verify Project plan, Strategies, Controls and Role assignment viability, Business Case, Benefits Review plan – Update PID if Req’d


optnl. A15 Lessons Reportoptnl Follow On Action Recommendation }

A16 (next) Stage Plan orException Plan



• Project Status Report

Interested Parties

• Confirm Approval of Specialist Product A-E/SU/SS, (R)-PM/PA, TM-(P)


A20 Approved if updated PIDA9 Approved (current) End Stage

Report {Distribute A15 Lessons Report, Distribute Follow On Actions

R’cmdtn }A16 Approved Stage PlanA1 Approved if updated Benefits

Review Plan

update DoubleHeaded CreateIf you think embedding and tailoring to combine Project Brief and PID is a good idea, combining A12 and A25 is a good idea (Risk & Issues) we can help – please contact us



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DP3 As Subsequent Stage Review

• No parallel DP2 after the first time– Has the A16-Project Plan been updated and reflected in the A2-Business Case?– Is the A2-Business Case still more attractive than all other portfolio options†

• Did the last stage run to its A16-Stage Plan?– Has last stage’s LfE been incorporated in the current A16-Stage Plan?

• Was A11-Highlight Reporting, risk appitite etc managed to give comfort– Did last stage’s quality reviews find missing/ wrong/ extra?

• What has been (planned to be) done about it?

… and as before: Is the new A16-Stage Plan believable?– Plan was created socially (with fun and humour?)– Participants are a team (or the time for cooprative activity is x5)

• Has/ will the team change due to different skill-sets in approaching technical phases– Estimates have audit trail

• A17-Product Descriptions and estimates define how to track maturity of results• Do estimates reflect last stages CPI/ SPI (Velocity)

† Both customer and supplier (and every project participant) must address this question, and hopefully share the answer!


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SB - Managing a Stage BoundaryFoundation & Practitioner

• SB:- Tailor SB– SB:P:3-1 Identify scenario actions appropriate to carrying out SB 17.4

• SB:- Assess if SB applied correctly to an exam scenario– SB:P:4-1 Has SB been well applied by the right roles? 17.4

• Exam questions to practice are:– EX02 – Qn 9– EX03 – No suitable questions






Syllabus Processes:CS Controlling a Stage

andMP Managing Product Delivery





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Project mandate P:CoPM


Define Team

Define task: Outline Business Case & Approach

Plan IP

Create 4 strategies: R, CM, Q, C& Pj Controls

Plan 1st delivery stage & Report on IP

Assemble PID





Reviewwork status

ReviewStage status

Report Highlights

Ad-hoc Direction

Deliver Results

Note work completed

Apply Corrections Plan next delivery stage

Update PJ plan & BC(IE PID)





Report on Pj performance vs PID

Close project

Escalate


Create Exception Plan Premature Close




Define Team


Plan IP



Assemble PID





Reviewwork status

ReviewStage status

Report Highlights

Ad-hoc Direction

Deliver Results

Note work completed








Close project

Escalate






Define Team


Plan IP



Assemble PID





Reviewwork status

ReviewStage status

Report Highlights

Ad-hoc Direction

Deliver Results

Note work completed








Close project

Escalate




CS & MP: Three Distinct Related Themes

• Managing creation of products between Project Manager and team

• Reporting from team to Project Manager and PM to Project Board

• Handling Project Issues, & End of Stages (Normal or Exception based)

CS:P:2-4 The activities within CS and the responsibilities within them 15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8CS:P:2-5 How the seven themes may be applied within the CS process 15



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Delegation Occurs Over The CS / MP(and DP/SU, IP, CS, SB) Boundary

• Starts @ [15.4.1 Authorise a Work Package] and [16.4.1 Accept a Work Package]

• Parties agree the goals and constraints– Responsible person(s) do planning to gauge contradictions in goal and constraints– Accountable party enables and empowers the responsible

• Throughout the responsible ‘Do’ (and report if required*)• At the end ([15.4.3 Receive completed Work Packages] and [16.4.3 Deliver a

Work Package])– Responsible party demonstrates ‘Conformance To Specification’

• Recipient checks for ‘Fitness for Purpose’†

– Responsible party releases resources held (including unused contingencies)– Accountable party reverts to [15.4.1 Authorise a Work Package] or [17.4.1 Plan the

next stage] or [18.4.1 Prepare planned closure]

• Ditto between CoPM and project executive, project board and project manager

* EG an exception (contradiction not seen during planning) arises† All those scope management tools like PBS and A17-Product Description are aimed at the very hard trick of matching C2S and FFP


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12.4. 13.4.

17.4SB

18.4.La

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16.4. 16.4.

CS:F:2-4,5 and MP:F:2-4,5 Activities of Controlling a Stage (CS) and Managing Product Delivery (MP)









“Releasable”



A12-Issue Register


or Exception Plan



A25-Risk Register











3. Add any risks


A26-Wk-Pkg

A16-Team Plan A26-Work PackageNotice of Completed

Work-Package


A20-PID



A26-Wk-Pkg




Team Plan




CS:P:2-5, MP:P:2-4 How the seven themes may be applied within the CS & MP 15, 16CS:P:2-4 MP:P:2-5 The activities within CS & MP and the responsibilities within them 15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8 and 16.4.1 16.4.2 16.4.3



295



CS - Controlling a Stage (CS)Foundation

• CS:F:2-1,2,3 The purpose, objectives & context of the CS process 15.1,2,3– The project manager’s day-job: delegate work, monitor achievement and problems,

[15.4.8 Take corrective action], [15.4.5 Report highlights] and handle Risks, Issues and Changes

• Focus on delivery of the stage’s products to [ current† ] business needs, agreed quality/ cost/ effort/ schedule targets and tolerances, eliminate uncontrolled change†,

– CS, SB and CP processes define the project management team’s activities (management A26-Work Packages) for initiation of, day-to-day management of, and closure of stages, CS may be used to control the Initiation stage’s activities

• Routinely [15.4.2 Review Work Package status] and [15.4.4 Review stage status], after [15.4.1 Authorise a Work Package] and before [15.4.3 Receive completed Work Packages]

– Set targets and tolerances, monitor achievement and sign-offs• [15.4.6 Capture and examine issues and risks] and [15.4.7 Escalate issue and risks] as

dictated by events• Towards stage end trigger activities of SB or CP

† With appropriate Change Control


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MP - Managing Product DeliveryFoundation & Practitioner

• MP:F:2-1,2,3 The purpose, objectives & context of the MP process 16.1,2,3– A formal control procedure between project manager and team member/ manager for

accepting, executing [monitoring ] of work to progress one or more products through part or all of its life-cycle and delivery of the results

• Applies whether team is internal or external to the project manager’s organisation– Ensures A26-Work Packages’ contents (results required, constraints/ targets/

tolerances imposed, tracking/ reporting and escalation methods/ content/ triggers or frequencies) are jointly understood, agreed, authorised

– CS 1,2, and MP1,2,3 are opposite sides of the same dialogue• TM ensures products are created within targets and tolerances by: creating a A16-Team Plan

to confirm constraints are realistically balanced with CTSQ and Resources• Maintains interfaces and uses development methods specified in the A26-Work Packages,

applies process and product standards to demonstrate achievement of quality criteria via A17-Product Description’s defined quality methods & skills

• Obtains approval for completed products from authority defined in A17-Product Description and deliver [ notification of ] products to the project manager (!)



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Initia

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12.4. 13.4.

17.4. 18.4.

Last

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CS

16.4. 16.4.A26-Wk-Pkg






Register

A16 Stage Plan


CS-MP

SimplifiedCS-MP



A16-Stage Plan







update

DoubleHeaded

Create

CS:F:2-4,5 Controlling a StageProject manager’s Day Job & Board interface in Detail (CS)





A14-Lesson Log


Request for Advice

A7 Daily Log

Corrective action

New Work-Package

A12-IR+A25-RR

A13 Issue Report



18.4.1-4 (18.4.)


17.4.1-4 (17.4.)





Reports

A16 Stage Plan



CS:P:2-5 How the seven themes may be applied within the CS process 15CS:P:2-4 The activities within CS and the responsibilities within them

15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8


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16.4.

14.4.

17.4.

CS 17.4.CS 17.4. CS 18.4.

13.4.

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12.4.












Interested Parties





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1st Delivery Stage

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12.4. 13.4.

17.4. 18.4.

Last

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CS

16.4. 16.4.





QMS, A6-CfgMS }







A16 Stage Plan


CS-MP

SimplifiedCS-MP

Simplified


A16-Team Plan

A16-Team Planupdate

DoubleHeaded

Corrective Action

CS:F:2-4,5 Activities in Controlling a StageRisk, Issue, Tolerance Threat and Board Interface (CS)









o



A13 Issue Report


CoPM

Premature close

Project Level Tolerance Threat

Capture Examine Propose Decide ImplementException Plan request

New Issue

or Risk

Raise New Issue

Raise New Issue

New Issue or Risk

17.4.5,2-4 (SB)

A12 Issue Register



A7 Daily Log



A25-Risk Register

A16 Stage Plan


A16 Stage Plan










18.4.1,3-5 (CP)


17.4.1-4 (SB)

A14-Lesson Log

Project Bd Advise


A5-CIR

18.4.2-5 (CP)

CS:P:2-5 How the seven themes may be applied within the CS process 15CS:P:2-4 The activities within CS and the responsibilities within them 15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8


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CS - Controlling a Stage (CS)Practitioner

• CS & MP:- Tailor CS/ MP for an exam scenario– CS:P:3-1 Identify scenario actions appropriate to carrying out CS 15.4– MP:P:3-1 Identify scenario actions appropriate to carrying out MP 16.4

• CS & MP:- Assess if CS/ MP applied correctly to an exam scenario– CS:P:4-1 Has CS been well applied by the right roles? 15.4– MP:P:4-1Has MP been well applied by the right roles? 16.4

• Sample CS/ MP exam questions– EX02 – No suitable questions – EX03 – Qn 9






Syllabus Processes:CP Closing a Project





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CP - Closing a ProjectFoundation & Practitioner

• CP:F:2-1,2,3 The purpose, objectives & context of the CP process 18.1,2,3– “a fixed point at which acceptance of project products is confirmed, … recognize

objectives in Project Initiation Documentation [as amended] are achieved or that the project has nothing more to contribute”

– Verify user acceptance of products, post-project host-site support of results, review project vs .baseline, assess any benefits to date, pass-on FOARs

– “A defining feature is a project is finite…[better than a] slow drift into use, objectives met, run its course, products passed to someone, team disbanded, cost centres closed”



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Last DeliveryStage

15.4CS

18.4CP.

16.4MP.

CP:P:2-4,5 The Activities Within 18.4 Closing A Project (CP)

18.4.1 Prepare planned closure1. Track actuals into the Pj-Plan2. Check all products approved by authority in the

A17-Product Description or have a concession3. A21-Project Product Description’s AC met4. Advise board to release resources back to CoPM

18.4.2 Prepare premature closure1. Check A18-PSA for un-deliverable products2. Salvage what can be, make safe what cannot ,

Create an ‘exception plan’ if useful for safe & save work

3. Advise CoPM of “gap” created by project’s premature end

4. Update A12-Issue Register/ A13-Issue Report as useful

5. Track actuals into Pj-plan6. Advise board to release resources back to

CoPM

18.4.3 Hand over Products1. Prepare FoAR for incomplete products/ issues/ risks/

concessions for appropriate audiences2. Ensure A1-Benefits Review Plan covers all future

benefits3. Ensure products have or will meet A6-CfMS handover

stipulations for Support including “newly operational”peak (perhaps under an SLA – a product in pj scope!)

4. Confirm (secure records of) all acceptances eg Ops5. Transfer responsibility from the project6. Mark A5-CIRs “released”

18.4.5 Recommend project closure1. Send board closure recommendation and draft closure notification2. Communicate to stakeholders (as per A4-CmMS) for best ‘press’3. Close logs & registers, secure project records in the Config.

Management System for future audits

18.4.4 Evaluate the Project1. Compare the A20-PID as approved at [13.4.2 Authorise a Project],

the current version of the PID and Risks/ Issues etc in between2. Facilitate team discussion of events normal/ good/ bad of methods/

tools/ procedures/ strategies/ controls etc use. Record in A8-End Project Report { PM’s report, Performance vs A2-Business Case, constraints and tolerance, performance of: the team & the products (plus FoAR). Document context for premature closure

3. Record Lessons observed & agree the recipient. Inc. tailoring of P24. Capture Change, Quality & estimating statistics

Project end approaching

A20-PID { A4-CmMS }Close

A12-Issue RegisterA25-Risk RegisterA23-Quality RegisterA7-Daily LogA14-Lesson Log

A20-PID { A6-CfMS }

A5-CIRA1-Benefits Review Plan

A20-PIDA14-Lesson Log

A8-End Project Report {A15-Lesson Report }

Premature close

A20 PID { A16-Pj Plan }A18 Product Status AccountA20 PID { A16-Pj-Plan }

update DoubleHeaded




• Create Additional work estimates

A8-End Project Report { FoAR}

Obtain Acceptance record's)


13.4.5 Authorise Project Closure

Prepare Draft project closure notification

Closure recommendation

Create

CP:P:2-4 The activities within CP and the responsibilities within them 18.4.1 18.4.2 18.4.3 18.4.4 18.4.5CP:P:2-5 How the seven themes may be applied within the CP process 18PG:P:2-5 Lessons Log, End Project Report, Lessons Report A.14.2 A.8.2, 13.4.3-5, 18.4.4, C/Table 10.2


304



13.4.5 Authorize project closure (DP5)

Initiation Stage Delivery Stage1st Specialist Stage Last Delivery Stage

16.4 MP

14.4IP 17.4

SB.

15.4CS

17.4SB

15.4CS

17.4SB

15.4CS

18.4CP

12.4SU

13.4DP

Star

ting u

p a pr

oject

-Pro

cess

13.4.5 Authorize project closure1. Confirm customer has received all products within A6-Configuration Management Strategy

guidance. Products are under sustainable Support and fully accepted2. Business case and Post-project A1-Benefits Review Plan are current (update if needed),

resourced and committed3. Assess latest and original versions of PID & Business case for variances in baselines,

strategies & controls, Costs, Risks and Benefits4. Review/ Approve End Project Report: note deviations from baselines5. Confirm who receives FOAR, Lessons (Observed) Report6. Broadcast project closure notification according to A4-Comms strategy7. Disband the project teams including the project board

• Closure recommendation• Draft Closure Notification (p211)A20-PID {

updated A2-Business Case}A8-End Project Report {

Lessons reportFOAR }


• Closure Notification

approved End Project Report {Lesson Report, FOAR }

Approve updated A2-Business CaseApprove if updated A1-Benefits Review Plan




305



DP5 As Phase Review

• Different if we are just the supplier or if we are customer (too)• Supplier-side

– Have all acceptances been confirmed or covered by waivers?– Are the resources released and reassigned– Have final payments (in and out) been cleared (or are in progress)– Have A1-Benefits Review Plan, A8-End Project Report, A15-Lesson Reports Follow-

on-Action-Recommendations been passed to relevant parties• Has configuration management and all test rigs and jigs been handed over to through-life

maintenance• Are all records archived appropriately

• Customer-side– Start of benefits delivery: no different to running a project – have we a suitable A16-

Stage Plan! That covers how to bring benefits to full-flow?– Are actions to turn new reality (the arrived ‘future-state’) into just business-as-usual

known, agreed, estimated…


306



CP - Closing a ProjectFoundation & Practitioner

• CP:- Tailor CP– CP:P:3-1 Identify scenario actions appropriate to carrying out CP 18.4

• CP:- Assess if CP applied correctly to an exam scenario– CP:P:4-1 Has CP been well applied by the right roles? 18.4

• Relevant CP Questions are given in– EX02 Qn – 9 – EX03 does not contain any relevant questions



307



The End

• If your studying for the exams you should start at the beginning again– Second time through you know at the start what will be at the end– Third time through you find inter-relationships and resolve dis-connects

• Exam thoughts– They can ONLY ask about what is in the manual

• Your opinion is never asked for, only their own writings– For every question think: Process (which of 7), People (which of 9 roles), Product

(which of 26), Principle (which of 7) Pheme – a cheat for “Theme” (which of 7) applies here, Two techniques and the Scenario

• The PPPPPtS analysis may knock-out an answer or two – then Guess from the Rest!– For assertion reason questions treat as two columns of True/False. Do the right-hand

column first, then the left, then for True-True ask the “is it because” question

– Mostly changing your mind on an answer changes a right answer to a wrong one –trust me! Also examiners are statistically less likely to make the first answer correct – I used to be one!


308



Revision Notes

• Notes••••••••••••






The PRINCE2®

FoundationExam

• Writing the Foundation Exam


310



Foundation Exam

• You must complete APMG’s Candidate Details form (In blue or black ink)– The address supplied will be the one used for sending exam results

• When you have finished you must hand-in both the Exam Paper & Answer sheet– I will collect & mark papers– Results given during the course are not official until ratified by APMG

• Put your candidate number on the paper– Do not put your name anywhere on the paper– Do not open the booklet until told that you may start

• You have 1 hour– You must use pencil– You may leave in the 1st 45mins when you are ready– After that please wait till the end to leave



311



Revision Notes

• Notes••••••••••••


312



Logical Model Ltd are specialists in project management knowledge transfer to your people



governance












The PRINCE2®Registered

Practitioner Examination

The final hurdle

• Completingthe Practitioner Exam


314



Guidance

• Settle– Loo, drinks, phones off

• Only allowed reference material is the PRINCE2® manual– Please clear everything else into bags: I will come and check!

• 2.5 hrs– Only pencil for filling-in answer circles– No sno-pak or highlighters on answer books – Don’t leave in the last 15 minutes– Answer in any order– Time will be called at regular intervals

• After the exam time is called– Loo?– Candidate number on EVERYTHING– All paperwork into the plastic bag



315



Practitioner Exam

• After you are finished assemble your submission– Candidate number on everything– All paper into the plastic bags


316



Future Help & Assistance

• Consultancy & training in– Basic structured project management– Tools and techniques for advanced project &

programme management– Leading complex projects– Recovery of struggling projects– Creating & running PMOs– PRINCE2® Exam preparation & PRINCE2®

use in the real-world

• Continued…– Board briefings on project control &

governance– Implementing IT Governance using the


Lessons Learned processes– Project Risk and Quality Management– Using Earned Value Analysis

• LogicalModel provide a wide range of consultancy and [email protected] +44 845 2 57 57 07




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Simon Harris, PMP

Logic

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Revision Aids



Section 3


©Lo

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3.1-Product Cross-Refs

• The exam’s syllabus areas are the official manual’s chapters:

– OV Overview, Principles and Tailoring– 7 Themes: BC Business Case, OR

Organization, QU Quality, PL Plans, RK Risk, CH Change, PG Progress

– 7 Processes: SU Starting up a Project, DP Directing a Project, IP Initiating a Project, SB Managing a Stage Boundary, CS Controlling a Stage, MP Managing Product Delivery, CP Closing a Project

Section: 3.1 Page 0

• The exams are designed to test at four levels– Knows the facts: Can recognise/ recall terms, concepts, principles,

themes, processes, and responsibilities in the manual – just memory– Comprehends the roles, processes, themes, principles, and project

context – can explain how they are used– Use of the steps of a themes and creation of the management products

appropriate to a given scenario– Review products and plans and identify appropriate (or not) application

of the principles, processes, roles and themes


Activities in 'execution' order Activity and Management Product Names © Logical Model Ltd 2011

Abbrv Full Activity Name Abbrv Full Product NameSU1 [12.4.1 Appoint the Executive and the Project Manager]SU2 [12.4.2 Capture previous lessons] A1 Benefits Review Plan SU3 [12.4.3 Design and appoint the project management team] A2 Business Case SU4 [12.4.4 Prepare the outline Business Case] A3 Checkpoint Report

SU5[12.4.5 Select the project approach and assemble the Project Brief]

A4Communications Management Strategy

DP1 [13.4.1 Authorise initiation] A5 Configuration Item Record

IP1 [14.4.1 Prepare the Risk Management Strategy] A6 Configuration Management Strategy

IP2 [14.4.2 Prepare the Configuration Management Strategy] A7 Daily Log IP3 [14.4.3 Prepare the Quality Management Strategy] A8 End Project Report

IP4 [14.4.4 Prepare the Communications Management Strategy] A9 End Stage Report

IP5 [14.4.5 Set up the project controls] A10 Exception Report IP6 [14.4.6 Create the Project Plan] A11 Highlight Report IP7 [14.4.7 Refine the Business Case] A12 Issue Register IP8 [14.4.8 Assemble the Project Initiation Document] A13 Issue Report DP2 [13.4.2 Authorise the project] A14 Lesson Log DP3 [13.4.3 Authorise a Stage or Exception Plan] Abbrv Full Activity Name A15 Lesson Report CS1 [15.4.1 Authorise a Work Package] SB1 [17.4.1 Plan the next stage] A16 Plan (Project) (Stage) (Team) MP1 [16.4.1 Accept a Work Package] SB2 [17.4.2 Update the Project Plan] A17 Product Description MP2 [16.4.2 Execute a Work Package] SB3 [17.4.3 Update the Business Case] A18 Product Status Account CS2 [15.4.2 Review Work Package status] SB4 [17.4.4 Report Stage End] A19 Project Brief MP3 [16.4.3 Deliver a Work Package] CP1 [18.4.1 Prepare planned closure] A20 Project Initiation Document CS3 [15.4.3 Receive completed Work Packages] CP3 [18.4.3 Hand over Products] A21 Project Product Description CS4 [15.4.4 Review stage status] CP4 [18.4.4 Evaluate the Project] A22 Quality Management Strategy CS8 [15.4.8 Take corrective action] CP5 [18.4.5 Recommend project closure] A23 Quality Register CS5 [15.4.5 Report highlights] DP5 [13.4.5 Authorise project closure] A24 Risk Management Strategy CS6 [15.4.6 Capture and examine issue and risks] SB5 [17.4.5 Produce an Exception Plan] A25 Risk Register

CS7 [15.4.7 Escalate issue and risks]DP3‐exa

[13.4.3 Authorise a Stage or Exception Plan]

A26 Work Package

DP4 [13.4.4 Give ad hoc direction] CP2 [18.4.2 Prepare premature closure]

Activity and Management Product Names Page 1 of 1


P2‐2009 Product Vs. Role Cells state in which ACTIVITY what access is made,Rows = to what PRODUCT, Columns = which ROLE,

Pages group products as Misc., Role and Org., Baselines Strategy, Reports Registers, Records, Authorities

Roles and Products: A=Approves, R=Reviews, U=Updates, u-R=Reviews if updated, ??-X(ID)=ID notes X is done elsewhere but no matching entry

exists, ---- = marks last cell entry

CoPM

Executive

Senior User

Senior

Supp

lier

Project

Manager

Project

Assurance

Project

Supp

ort

Team

Manager

UndefinedPm Project Mandate SU1‐PPa Project Approach SU5‐P SU5‐RCtl Project Controls DPpid‐A DPpid‐A DPpid‐A IP5‐R

Additional work estimates ??‐A(cp2) ??‐A(cp2) ??‐A(cp2) CP2‐P CP2‐RTailoring of PRINCE2

Organogram ElementsExecutive Role Description SU1‐P

Appointed Exec SU1‐Confirm

PM Role Description SU1‐ A SU1‐PAppointed PM SU1‐A SU1‐PProject Management Team Role Descriptions SU3‐A SU3‐P

PMTs Project Management Team Structure SU3‐A, DPpid‐A

DPpid‐A DPpid‐A SU3‐P, IP6‐U IP6‐R

Appinted PMT SU3‐A SU3‐PRd Additional Role Descriptions DPpid‐A DPpid‐A DPpid‐A SU5‐P, IP6‐U SU5‐R, IP5‐R, IP6‐R

P2‐2009 Product Vs. Role© Logical Model Ltd 2011

Product Vs. RolePage: 1 of 4






CoPM

Executive

Senior User

Senior

Supp

lier

Project

Manager

Project

Assurance

Project

Supp

ort

Team

Manager

Baselines & Strategies

A1 Benefits Review PlanDP2‐A, DP3u‐A, DP5u‐A

DP2‐A, DP3u‐A, DP5u‐A

DP2‐A, DP3u‐R, DP5u‐R

DP2‐A, DP3u‐R, DP5u‐R

IP7‐P, CP3‐RuDP2‐R, DP3u‐R, DP5u‐R, IP7‐R, CP3‐R, ‐‐‐‐‐‐

A2o Outline Buiness Case SU4‐A SU4‐P SU4‐R SU4‐R SU4‐R SU4‐R

A2d Business Case DP5u‐R, ??‐R(sb3)

DP5u‐A, ??‐A(sb3)



IP7‐P, SB3‐U DP5u‐R, IP7‐R, Sb3‐R,

A4 Communication Management Strategy DPpid‐A DPpid‐A DPpid‐A IP4‐P IP4‐RA6 Configuration Management Strategy DPpid‐A DPpid‐A DPpid‐A IP2‐P IP2‐R

initiation Stage Plan DP1‐A DP1‐A DP1‐A SU6‐P SU6‐R, DP1‐RA16 Plan [Project] [Stage] [Team]A16p Projct Plan DPpid‐A DPpid‐A DPpid‐A IP6‐P, SB2‐U, CP1‐U, CP2‐U IP6‐R, SB2‐R, CP1‐R, CP2‐RA16c Stage Plan [current] CS1‐U, CS2‐U, CS3‐U, CS4‐U, CS8‐U CS1‐R, CS2‐R, CS3‐R, CS8‐R MP1‐R

Team Plan ??‐A(mp1) CS1‐R, CS2‐R, CS1‐A, ??‐R(mp3) MP1‐R, MP2‐R, MP3‐RMP1‐P, MP2‐U, MP3‐U

Exception Plan DP3‐A DP3‐A DP3‐A SB5‐P DP3‐R, SB5‐RA16n Next Stage Plan DP3‐A DP3‐A DP3‐A SB1‐P DP3‐R, SB1‐RA17 Product Description DP[A16]‐A DP[A16]‐A DP[A16]‐A IP6‐P IP6‐RA19 Project Brief DP1‐R DP1‐A DP1‐A DP1‐A SU5‐P SU5‐R, DP1‐RPd Project Brief {Project Definition}

A20 Project Initiation DocumentationDP2‐R, DP3u‐R, ??‐R(sb1), ??‐R(sb5)

DP2‐A, DP3u‐A

DP2‐A, DP3u‐A

DP2‐A, DP3u‐A IP8‐P, SB1‐U, SB5‐UDP2‐R, DP3u‐R, IP8‐R, SB1‐R, SB5‐R

A21 Project Product Description SU4‐P SU4‐RA22 Quality Management Strategy DPpid‐A DPpid‐A DPpid‐A IP3‐R IP3‐RA24 Risk Management Strategy DPpid‐A DPpid‐A DPpid‐A IP1‐P IP1‐R

A26 Work Package CS1‐P, ??‐A(mp3) CS1‐R, MP3‐R MP1‐A, MP3Pu

New A26 Work PackageCompleted Work PackageSpecialist Products DP3‐A DP3‐A DP3‐A ??R(mp2) MP2‐R MP2‐P

Approval Records ??‐R(mp2) MP2‐R MP2‐R MP2‐P[obtain]

Acceptance Records ??‐A(cp3) ??‐A(cp3) ??‐A(cp3) CP3‐P CP3‐R








CoPM

Executive

Senior User

Senior

Supp

lier

Project

Manager

Project

Assurance

Project

Supp

ort

Team

Manager

Reports & Registers

A5 Configuration Item RecordsIP2‐A, IP6‐A, CS1‐A, CS2‐A, CS3‐A, CS8‐U, SB1‐P‐CrU, SB5‐RCrU, CP3‐A

IP2‐R, IP6‐R, CS1‐R, CS2‐R, CS3‐R, SB1‐R, SB5‐RCrU, CP3‐R

IP2‐P, IP6‐P, CS1‐P, CS2‐P, CS3‐P, CS8‐R, MP2‐U, SB1‐R, SB5‐PCrU, CP3‐U

MP1‐R, MP2‐R, MP3‐R, MP2‐U

A7 Daily Log SU1‐P, SU3‐U, SU4‐U, SU5‐U, SU6‐U, CS6‐U, CS8‐U, CP5[close]

A12 Issue RegisterIP2‐A, CS1‐U, CS2‐U, CS4‐U, CS6‐U, CS7‐U, CS8‐U, SB1‐U, SB2‐U, SB3‐U, CP2‐U, CP5[close]

IP2‐R, SB1‐R, SB2‐R, SB3‐R IP2‐P

A14 Lessons Log SU2‐R, DP2‐R

DP2‐R DP2‐R SU2‐P, CS4‐U, CP5[close] DP2‐R

A23 Quality Register IP3‐A, CS1‐R, SB1‐Ru, SB5‐Ru, CP5[close] IP3‐R, CS1‐R, SB1‐R, SB5‐RuIP3‐P, CS1‐P, ??‐P(mp2), SB1‐U, SB5‐Ru

MP1‐R, MP2‐R, ??‐R(sb5u)

A25 Risk RegisterIP1‐A, CS1‐U, CS2‐U, CS4‐U, CS6‐U, CS7‐U, CS8‐U, SB1‐U, SB2‐U, SB3‐U, SB5‐U, CP5[close], ‐‐‐‐

IP1‐R, SB1‐R, SB2‐R, SB3‐R, SB5‐Ru

IP1‐P

New Issue DP4‐P DP4‐P DP4‐P DP4‐P ??‐R(mp2) MP2‐P

New Risk ??‐R(mp1/2) MP1‐P, MP2‐P

RecordsA3 Checkpoint Report CS2‐R MP2‐PA8 End Project Report DP5‐A DP5‐A DP5‐A CP4‐P DP5‐R, CP4‐RA9 End Stage Report DP3‐A DP3‐A DP3‐A SB4‐P DP3‐R, SB4‐R

Follow‐on‐Actions Recommendations DP3‐A, DP5‐A

DP3‐A, DP5‐A DP3‐A, DP5‐A SB4‐P, CP3‐PCrU DP3‐R, DP5‐R, SB4, CP3‐R

A10 Exception Report DP4‐R, ?DP4‐A?

DP4‐R DP4‐R CS7‐P DP4‐R, CS7‐R

A11 Highlight Report DP4‐R DP4‐R DP4‐R CS5‐P DP4‐R, CS5‐RA11 Highlight Report, PreviousA13 Issue Report CS4‐U, CS6‐P, CS7‐U, CS8‐U CS8‐R

A15 Lessons Report DP5‐A DP3‐A, DP5‐A, DP5‐R

DP3‐A, DP5‐A, DP5‐R


SB4‐P[distribute], CP4‐P DP3‐R, DP5‐R, SB4‐R, CP4‐R

Previous Lessons ReportsA18 Product Status Account CP1‐R, CP2‐R CP1‐R, CP2‐R CP1‐P, CP2‐P








CoPM

Executive

Senior User

Senior

Supp

lier

Project

Manager

Project

Assurance

Project

Supp

ort

Team

Manager

Communication of AuthoritiesRequest to Initiate a ProjectAuthority to initiate a projectInitiation NotificationRequest to deliver a projectProject authorisation notificationStage AuthorisationAuthority to deliver a Work PackageCorrective actionTolerance ThreatException RaisedException Plan RequestRequest to Approve Exception PlanRequest to Approve Next Stage PlanException Plan AuthorisationException Plan ApprovedStage boundary approachingProject End approachingClosure RecommendationClosure NotificationDraft project closure notification CP5‐P CP5‐RPremature closeRequest for adviceProject Board Request for AdviceCorporte Advice and DecisionPM Request for adviceProject Board Advice




Responsibilities of the Roles Within the Themes © Logical Model 2011

Role Theme Responsibility

CoPM Business Case Hold the Senior User(s) to account for realizing the post‐project benefits enabled by the project’s products.

CoPM Business Case Provide the project mandate and define any standards to which the Business Case needs to be developed.

CoPM Business Case Responsible for the Benefits Review Plan (post‐project).Exec's Business Assurance Business Case Assist in the development of the Business Case.Exec's Business Assurance Business Case Ensure the project fits with overall programme or corporate strategy.Exec's Business Assurance Business Case Ensure the value‐for‐money solution is constantly reassessed.

Exec's Business Assurance Business Case Monitor changes to the Project Plan to identify any impact on the needs of the business or the Business Case.

Exec's Business Assurance Business Case Monitor project finance on behalf of the customer.

Exec's Business Assurance Business Case Review the impact assessment of potential changes on the Business Case and Project Plan.

Exec's Business Assurance Business Case Verify and monitor the Benefits Review Plan for alignment to corporate or programme management.

Exec's Business Assurance Business Case Verify and monitor the Business Case against external events and project progress

Executive Business Case Oversee the development of a viable Business Case, ensuring that the project is aligned with corporate strategies, and secure the funding for the project.

Executive Business Case Responsible for the Benefits Review Plan (for the duration of the project) unless being managed by corporate or programme management.

Executive Business Case Responsible for the Business Case for the duration of the project.Project Manager Business Case Assess and report on project performance at project closure.Project Manager Business Case Assess and update the Business Case at the end of each management stageProject Manager Business Case Conduct impact analysis of any new or revised issues or risks that affect the project’s

Project Manager Business Case desirability, viability or achievability against the original basis for approving the project.

Project Manager Business Case Prepare the Business Case on behalf of the Executive.

Project Support Business CaseThe Business Case should have a baseline and therefore be under configuration management. Project Support should advise the Project Manager of any proposed or actual changes to products that affect the Business Case.

Senior Supplier(s) Business Case Responsible for the supplier Business Case(s) (if they exist) – see section 19.6.1.1.

Responsibilities of the Roles Within the Themes Page: 1 of 10




Senior Supplier(s) Business Case Confirm that the products required can be delivered within the expected costs and are viable.

Senior User(s) Business Case Ensure that the expected benefits (derived from the project’s outcomes) are realizedSenior User(s) Business Case Ensure that the project produces products which deliver the desired outcomes.Senior User(s) Business Case Ensure the desired outcome of the project is specified.Senior User(s) Business Case Provide actual versus forecast benefits statement at the benefits reviewsSenior User(s) Business Case Responsible for specifying the benefits upon which the Business Case is approved.





CoPM Change theme Provide the corporate or programme strategy for change control, issue resolution and configuration management.

Executive Change theme Determine the Change Authority and change budget.

Executive Change theme Make decisions on escalated issues, with particular focus on continued business justification.

Executive Change theme Respond to requests for advice from the Project Manager.Executive Change theme Set the scale for priority ratings for requests for change and off‐specifications.Executive Change theme Set the scale for severity ratings for issues.Project Assurance Change theme Advise on examining and resolving issues.Project Manager Change theme Create and maintain the Issue Register, assisted by Project Support where possibleProject Manager Change theme Implement corrective actions.

Project Manager Change theme Manage the configuration management procedure, assisted by Project Support where possible.

Project Manager Change theme Manage the issue and change control procedure, assisted by Project Support where possible.

Project Support Change theme Assist the Project Manager to maintain the Issue RegisterProject Support Change theme Maintain Configuration Item RecordsProject Support Change theme Produce Product Status AccountsProject Support Change theme Administer the configuration management and issue and change control procedures:

Senior Supplier(s) Change theme Make decisions on escalated issues, with particular focus on safeguarding the integrity of the complete solution.

Senior Supplier(s) Change theme Respond to requests for advice from the Project Manager.

Senior User(s) Change theme Make decisions on escalated issues with particular focus on safeguarding the expected benefits.

Senior User(s) Change theme Respond to requests for advice from the Project Manager.Team Manager Change theme Implement corrective actions.




Role Theme ResponsibilityCoPM Organization theme Appoint the Executive and (possibly) the Project Manager.CoPM Organization theme Provide information to the project as defined in the Communication Management Strategy.Executive Organization theme Appoint the Project Manager (if not done by corporate or programme management).Executive Organization theme Approve the Communication Management Strategy.

Executive Organization theme Confirm the appointments to the project management team and the structure of the project management team.

Project Assurance Organization theme Advise on selection of project team members.Project Assurance Organization theme Advise on stakeholder engagement.

Project Assurance Organization theme Ensure that the Communication Management Strategy is appropriate and that planned communication activities actually take place.

Project Manager Organization theme Design, review and update the project management team structure.Project Manager Organization theme Prepare role descriptions.Project Manager Organization theme Prepare the Communication Management Strategy.Project Manager Organization theme Review and update the Communication Management Strategy.Project Support Organization theme Provide administrative support for the project management team.Senior Supplier(s) Organization theme Provide supplier resources.Senior User(s) Organization theme Define and verify user requirements and expectations.Senior User(s) Organization theme Provide user resources.Team Manager Organization theme Advise on project team members and stakeholder engagement.Team Manager Organization theme Manage project team members.




Role Theme ResponsibilityCoPM Plans Approve Exception Plans when project‐level tolerances are forecast to be exceeded.CoPM Plans Provide the corporate or programme management planning standards.CoPM Plans Set project tolerances and document them in the project mandate.Executive Plans Approve Exception Plans when stage‐level tolerances are forecast to be exceededExecutive Plans Approve the Project Plan.Executive Plans Commit business resources to Stage Plans (e.g. finance).Executive Plans Define tolerances for each stage and approve Stage Plans.

Project Assurance Plans Monitor changes to the Project Plan to see whether there is any impact on the needs of the business or the project Business Case.

Project Assurance Plans Monitor stage and project progress against agreed tolerances.Project Manager Plans Decide how management and technical stages are to be applied and design Stage PlansProject Manager Plans Design the plans.

Project Manager Plans Instruct corrective action when Work Package‐level tolerances are forecast to be exceeded.

Project Manager Plans Prepare an Exception Plan to implement corporate management, programme management or theProject Board’s decision in response to Exception Reports.

Project Manager Plans Prepare the Project Plan and Stage Plans.Project Support Plans Assist with the compilation of Project Plans, Stage Plans and Team PlansProject Support Plans Baseline, store and distribute Project Plans, Stage Plans and Team PlansProject Support Plans Contribute specialist expertise (for example, planning tools).Senior Supplier(s) Plans Commit supplier resources to Stage Plans.Senior Supplier(s) Plans Ensure that Project Plans and Stage Plans remain consistent from the supplier perspectiveSenior User(s) Plans Commit user resources to Stage Plans.Senior User(s) Plans Ensure that Project Plans and Stage Plans remain consistent from the user perspectiveTeam Manager Plans Prepare schedules for each Work Package.Team Manager Plans Prepare Team Plans.





CoPM Progress theme Make decisions on Exception Plans when project‐level tolerances are forecast to be exceeded.

CoPM Progress theme Provide project tolerances and document them in the project mandate.

Executive Progress theme Ensure that progress towards the outcome remains consistent from the business perspective.

Executive Progress theme Make decisions on Exception Plans when stage‐level tolerances are forecast to be exceeded.

Executive Progress theme Provide stage tolerances.

Executive Progress theme Recommend future action on the project to corporate or programme management if the project tolerance is forecast to be exceeded.

Project Assurance Progress theme Confirm stage and project progress against agreed tolerances.

Project Assurance Progress theme Verify changes to the Project Plan to see whether there is any impact on the needs of the business or the Business Case.

Project Assurance Progress theme Verify the Business Case against external events and project progressProject Manager Progress theme Authorize Work Packages.Project Manager Progress theme Maintain the project’s registers and logs.Project Manager Progress theme Monitor progress against Stage Plans.

Project Manager Progress theme Produce Exception Reports for the Project Board when stage‐level tolerances are forecast to be exceeded.

Project Manager Progress theme Produce Highlight Reports, End Stage Reports , Lessons Reports and End Project Report.Project Support Progress theme Assist the Project Manager in maintaining the Issue Register and Risk RegisterProject Support Progress theme Assist with the compilation of reports.Project Support Progress theme Contribute specialist tool expertise (for example, planning and control tools).Project Support Progress theme Maintain the Quality Register on behalf of the Project Manager.Project Support Progress theme Number, record, store and distribute Issue Reports and Exception Reports.

Senior Supplier(s) Progress theme Ensure that progress towards the outcome remains consistent from the supplier perspective.

Senior User(s) Progress theme Ensure that progress towards the outcome remains consistent from the user perspective.Team Manager Progress theme Agree Work Packages with the Project Manager.Team Manager Progress theme Inform Project Support of completed quality activities.Team Manager Progress theme Notify the Project Manager of any forecast deviation from Work Package tolerances




Role Theme ResponsibilityTeam Manager Progress theme Produce Checkpoint Reports.




Role Theme ResponsibilityCoPM Quality Provide details of the corporate or programme quality management systemCoPM Quality Provide quality assurance.Executive Quality Approve the Project Product Description.Executive Quality Approve the Quality Management Strategy.Executive Quality Confirm acceptance of the project product.Project Assurance Quality Advise the Project Manager on suitable quality reviewers/approvers.Project Assurance Quality Advise the Project Manager on the Quality Management Strategy.Project Assurance Quality Assist the Project Board and Project Manager by reviewing the Product Descriptions.

Project Assurance Quality Assure Project Board members on the implementation of the Quality Management Strategy, i.e. the proper conduct of the project management and quality procedures.

Project Manager Quality Document customer’s quality expectations and acceptance criteria.

Project Manager Quality Ensure that Team Managers implement the quality control measures agreed in Product Descriptions and Work Packages.

Project Manager Quality Prepare and maintain the Product Descriptions.Project Manager Quality Prepare the Project Product Description (with users).Project Manager Quality Prepare the Quality Management Strategy.

Project Support Quality Assist Team Managers and members with the application of the project’s quality processes.

Project Support Quality Maintain the Quality Register and the quality records.Project Support Quality Provide administrative support for quality controls.Senior Supplier(s) Quality Approve Product Descriptions for key specialist products.Senior Supplier(s) Quality Approve the Project Product Description (if appropriate).Senior Supplier(s) Quality Approve the Quality Management Strategy.Senior Supplier(s) Quality Approve the quality methods, techniques and tools adopted in product development.Senior Supplier(s) Quality Provide resources to undertake supplier quality activities.Senior User(s) Quality Approve Product Descriptions for key user products.Senior User(s) Quality Approve the Project Product Description.Senior User(s) Quality Approve the Quality Management Strategy.Senior User(s) Quality Provide acceptance of the project product.Senior User(s) Quality Provide resources to undertake user quality activities and product approval.Senior User(s) Quality Provide the customer’s quality expectations and acceptance criteria.




Role Theme ResponsibilityTeam Manager Quality Advise the Project Manager of product quality status.Team Manager Quality Assemble quality records.Team Manager Quality Manage quality controls for the products concerned.Team Manager Quality Produce products consistent with Product Descriptions.





CoPM Risk Provide the corporate risk management policy and risk management process guide (or similar documents).

Executive Risk Be accountable for all aspects of risk management and, in particular, ensure a project Risk Management Strategy exists.

Executive Risk Ensure that risks associated with the Business Case are identified, assessed and controlled.

Executive Risk Escalate risks to corporate or programme management as necessary

Project Assurance Risk Review risk management practices to ensure that they are performed in line with the project’s Risk Management Strategy.

Project Manager Risk Create and maintain the Risk Register.Project Manager Risk Create the Risk Management Strategy.

Project Manager Risk Ensure that project risks are being identified, assessed and controlled throughout the project lifecycle.

Project Support Risk Assist the Project Manager in maintaining the project’s Risk Register

Senior Supplier(s) Risk Ensure that risks relating to the supplier aspects are identified, assessed and controlled (such as the creation of the project’s products).

Senior User(s) Risk Ensure that risks to the users are identified, assessed and controlled (such as the impact on benefits, operational use and maintenance).

Team Manager Risk Participate in the identification, assessment and control of risks.



©Lo

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3.2-Key Diagrams

• The exam’s syllabus areas are the official manual’s chapters:

– OV Overview, Principles and Tailoring– 7 Themes: BC Business Case, OR

Organization, QU Quality, PL Plans, RK Risk, CH Change, PG Progress

– 7 Processes: SU Starting up a Project, DP Directing a Project, IP Initiating a Project, SB Managing a Stage Boundary, CS Controlling a Stage, MP Managing Product Delivery, CP Closing a Project

Section: 3.2 Page 0

• The exams are designed to test at four levels– Knows the facts: Can recognise/ recall terms, concepts, principles,

themes, processes, and responsibilities in the manual – just memory– Comprehends the roles, processes, themes, principles, and project

context – can explain how they are used– Use of the steps of a themes and creation of the management products

appropriate to a given scenario– Review products and plans and identify appropriate (or not) application

of the principles, processes, roles and themes






Processesincluding Business Case






The Start& Business Case

• Mandate/ Brief/ PID• Starting up a Project (SU)• A2-Business case &

A1-Benefits Review Plan• DP1



3



Project Mandate,A19-Project Brief,A20-Project Initiation Documentation (PID)

Syl P:2
















by the A20-PID












the A20-PID











Plan Delivery Stage











A14-Lesson Log




















4



In the beginning is the project mandate(a partial Project Initiation Document)

``

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17.4SB

12.4SU

13.4 DP

Initia

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IP15.CS

SU:P:2-5,6 12.4 Starting up a Project (SU)





1. Plan Initiation Stage and define controls to conform to CoPM constraints

2. Incorporate Lessons and Risks

3. Note/ Update Risks in A7




12.4.2 Capture previous lessons1. Record every relevant

lesson from any source

12.4.5 Select project approach & assemble Project Brief

1. Define “How” to deliver PjPdtD in Pjcontext CoPM strategy & Ops needs

2. Create project definition: Assembled PjBrief

3. Risk+Issues in Daily Log





• Previous lessons reports Audits/Staff/ In- or External

A7 Daily Log P:PM


A19 Project Brief { A2 Outline Business Case P:E,

R:SU/SS/PM/PA, A:CoPMA21 Project Product Description

P:PM, R:PA, (A):E/SU/SS }

A19 Project Brief {Project approach + Add’tl role desc} P:PM R:PA (R):SUSS (A):E



A7 Daily Log P:PM• Request to initiate a

project

A14 Lessons Log

A7 Daily Log P:PM

update DoubleHeaded


12.4.4 Prepare outline Business Case

1. Exec drafts BC as fully as currently known 0-100%

2. PM (+SU/E) drafts PjPdtDDefine “What” is required

3. Note Risk in Daily Log

A7 Daily Log P:PM

B


A14 Lessons Log P:PM R:E(All Subsequent activities are expected to review this log)

Create These models are easier to absorb from


These models are easier to absorb from


SU:P:2-5 The activities and responsibilities within SU 12.4.1 12.4.2 12.4.3 12.4.4 12.4.5 12.4.6SU:P:2-6 How the seven themes applied in SU 12



Products Involved In SU © Logical Model Ltd 2011

Products In SU Page: 1 of 1

Roles and Products: A=Approves, R=Reviews, U=Updates, u-R=Reviews if

updated, ??-X(ID)=ID notes X is done elsewhere but no matching entry exists

(mostly within pid)

CoPM

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Pm Project Mandate SU1-PPa Project Approach SU5-P SU5-R

Executive Role Description SU1-PAppointed Exec SU1-

ConfirmPM Role Description SU1- A SU1-PAppointed PM SU1-A SU1-PProject Management Team Role Descriptions SU3-A SU3-P

PMTs Project Management Team Structure SU3-A, DPpid-A

DPpid-A DPpid-A SU3-P, IP6-U

IP6-R

Appinted PMT SU3-A SU3-PRd Additional Role Descriptions DPpid-A DPpid-A DPpid-A SU5-P, IP6-

USU5-R, IP5-R, IP6-R

A20 Outline Buiness Case SU4-A SU4-P SU4-R SU4-R SU4-R SU4-Rinitiation Stage Plan DP1-A DP1-A DP1-A SU6-P SU6-R, DP1-

RA19 Project Brief DP1-R DP1-A DP1-A DP1-A SU5-P SU5-R, DP1-

RA21 Project Product Description SU4-P SU4-RA7 Daily Log SU1-P, SU3-

U, SU4-U, SU5-U, SU6-U, CS6-U, CS8-U, CP5[close]

A14 Lessons Log SU2-R, DP2-R

DP2-R DP2-R SU2-P, CS4-U, CP5[close]

DP2-R



5



12.4.2 Capture previous lessons1. PM Captures lessons relevant to the A2-

Business Case

14.4.6 Create the Project Plan1. PM determines costs & timescales needed for

investment appraisal by planning the project

15.4.7 Escalate issues & risks1. PM assess potential

actions to respond to a new risk or issue for their impact on the A2-BC and expresses in A10-Exception Report

17.4.2 Update the Project Plan1. PM determines revised project cost

& timescales that may affect the investment appraisal


1. Board consider if A2-BC still viable vs. latest A11-Highlight Reports

A1-Benefits Review Plan, A2-Business Case

17.4.4 Report Stage End1. PM reviews status and any benefits

in stage & expresses view on A2-BC viability in A9-End Stage Report

2. PM confirms any benefits review activity in stage is complete

3. PM Seeks Board approval of revised A1-BRP & A2-BC at 13.4.3


1. COPM


1. PM assesses new risks and issues for impact on the A2-BC

12.4.4 Prepare the outline Business Case1. If received from CoPM the Exec reviews A2-BC2. Exec drafts (delegates drafting) – inline with

Corp. standards the A2-BC with Context, Objectives, Strategic alignment, Feasibility Expected contribution, Funding, Contracts, Risks (ie uncertainties) and sensitivities to viability of benefits[SU. “accountable for benefits p35 c2.1, 4.3.3, c3”]

3. PM checks timescales (all constraints) applied to A21-Project Product DescriptionA2-BC or Pj-Mandate balance(prior to 14.4.6 cost and timescales may be “rough order of magnitude”)

4. CoPM Approve the A2-BC (Outline)12.4.5 Select the project approach and assemble the

Project Brief1. PM drafts Pj Approach defining Corp.

preference/ “best practice” for delivering the A2-BC into operational use


1. PM assess project performance vs. expected benefits in the A2-BC & reports in A8-End Project Report


1. PM updates A1-BRP if required14.4.7 Refine the Business Case

1. PM Checks A19-Pj Brief for corporate format & presentation standards

2. PM seeks lessons observed relevant to the A2-BC

3. PM adds A16-Pj Plan costs and timescales, Risks, expected benefits & tolerance per benefit to A2-BC investment appraisal

4. PM creates the A1-Benefits Review Plan (BRP) stating for each benefit how it will be measured, tolerances and timing of measurement (EG at stage ends and beyond the project) & the current status quo (a Programme may assume responsibility for this step)

5. PM seeks board approval now or defer to 13.4.2 and A20-PID

14.4.8 Assemble the Project Initiation Documentation1. PM include A2-BC (detailed) in A20-PID

15.4.4 Review stage status1. PM checks A2-BC vs.

new (and existing) risks & issues

2. PM checks A1-BRP and executes any Benefits Reviews falling due [NO! should be in the Stage plan]

17.4.3 Update the Business Case1. PM reflect external changes to

project context, updates of costs and timescales, uncertainties, risks and issues into A2-BC for the accountable exec

2. PM updates the A1-Benefits Review Plan for current outlook Results any reviews in stage just ending and need for review in approaching stage

CoPM

Project Board

Project manager

Team Manager

BC: P:2-3 1. Business Case, and in which process(es) it is developed, verified, maintained and confirmed and which roles are responsible for this2. Benefits Review Plan, and in which process(es) it is developed, used and reviewed and which roles are responsible for this

Plan Delivery Stage

NB in all cases A2-BC is of the Customer, not the Suppliers

13.4.1 Authorize initiation1. Board verify A2-

BC (outline) viable justification to invest in the Initiation Stage


1. Board verify the A2-BC (as updated) is a viable justification for continued investment

2. Board approve (updated) A1-Benefits Review Plan will address all benefits due in next Stage

13.4.5 Authorize project closure1. Exec approves, Board compares ¿confirms? original

and current versions of A2-BC [to what end?]2. Board ensure A1-Benefits Review Plan includes post-

project review of all side-effects of pj products once in operational use (side effects shared as lessons)

3. Board approve A1-BRP will cost effectively assess benefits not measurable until after the project

4. Board/ Exec transfer responsibility for A1-BRP to CoPM “to hold SU accountable for benefits from their assigned products”. Ensure resources are committed

13.4.2 Authorize the project1. Board consider if A2-BC

(Detailed) is adequate to justify the project and approve (baseline) it

2. Board (Exec) approve (IE baseline) A1-Benefits Review Plan covers all benefits, meets CoPM needs and Exec, Pgm or CoE is responsible for reviews being held



6




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16.4.

14.4.

17.4.

CS 17.4.CS 17.4. CS 18.4.

12.4. 13.4.

Outputs of SU (12.4) DP1 (13.4.1)

13.4.1 Authorize initiation (DP1)1. Board decide to proceed or cancel, Decision can be informal, Pm given

auditable instruction from Exec (Senior Supplier may not be in post)2. Ratify {Project definition/ constraint/ Project approach/ Role holders/ Job

descriptions/ A21-Project Product Description/ Customer quality expectations & Acceptance criteria/ outline A2-Business Case/ Initiation Stage Plan/ Risks to initiation

3. For initiation: Set tolerances, Ratify reporting and control, Commit resources

4. Broadcast that a project is being initiated and request logistical Support5. Authorize the Project Manager to proceed with the initiation stage.

• Request to initiate a projectA19 Project BriefA16 (init) Stage Plan

P:PM, R:PA (A)ESUSS

• Initiation Notification


• Project Now Starts!A19 Project Brief (Approved)A16 Approved initiation

Stage Plan

P: = Produced By, R: = Reviewed By, (A) = Approved in another process by, PA=Project assurance, E=Exec, SU=Senior User(s) SS=Senior Supplier(s)






Initiation& Plans

• IP and SB• Plans• DP2 and DP3



8



Initiation Stage

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16.4.

14.4.

17.4.

CS17.4. CS

12.4. 13.4.

17.4.

IP:P:2-5,6 Activities Within 14.4 Initiating a Project (IP) Process

14.4.1 Prepare the Risk Management Strategy1. Define Who/ How/ When of Risk Mgmt to

satisfaction of PB & PA2. Create A25-Risk Register


1. Define Who/ How/ When of ConfigMgmt (Inc. Issue & Change to satisfaction of PB & PA

2. Define Priority & Severity scales3. Create & populate Issue Reg (from

Daily Log)4. Create initial set of CIRs5. Upd8 A12-IR+A25-RR+A7DL 14.4.4 Prepare the Communication

Management Strategy1. Perform stakeholder analysis2. Merge strategy’s comms needs3. Define Who/ How/ When of Comms

Mgmt to satisfaction of PB & PA4. Upd8 A12-IR+A25-RR+A7DL


1. Use CQE & AC to Define Who/ How/ When of Quality Mgmt to satisfaction of PB & PA

2. Create Quality Register3. Upd8 A12-IR+A25-RR+A7DL

A19-Pj Brief { A21-Project Product Description }

A25-Risk Register P-PS, A-PM, R-PA

• PMT Structure& Role Descr’tnsA5 Configuration Item Record

P-PS, A-PM, R-PA

A20-PID {A22-Quality Management Strategy }P-PM, (A)-ESUSS, R-PA

A19 Project BriefA14 Lesson LogA7 Daily Log A19-Project Brief

A14-Lesson Log

A4-Communications Management Strategy (in A20-PID) P-PM, (A)-ESUSS, R-PA

A24-Config Management Strategy (in A20-PID)P-PM, (A)-ESUSS, R-PA

A12-Issue Register P-PS, A-PM, R-PA

A23-Quality RegisterP-PS, A-PM, R-PA



14.4.5 Set up the project controls1. Define stage boundaries2. Confirm strategies integrate as a set and

controls match project significance & difficulties3. Allocate tolerances and decision making

authorities (& note in role descr), amend assignments as required for best use

4. Upd8 A12-IR+A25-RR+A7DL

14.4.6 Create the Project Plan1. Create PBS*/ PD/ PFD/ CIRs

(specialist and management products)2. ID the means to transfer specialist

products to BAU, Plan SLAs3. Confirm required resources4. Upd8 A12-IR+A25-RR+A7DL

A14-Lesson LogA20-PID (A22-QMS,

A6-CfgMS,A24-RMS }

A19-Project Brief

A20-PID={Pj Controls, Role Desc & PMT Structure} (P-PM A=ESUSS, R-PA)

A19-Project Brief { A21-Project Product Description, Pj Approach }

A5-Configuration Item Records(P-PS, A-PM, R-PS)

A24-Risk Management Strategy (in A20-PID)P-PM, (A)-ESUSS, R-PA


Upd8 A12-IR+A25-RRA7-Daily Log

A20-PID {A4-CmMS, Project Controls }

A19-Project Brief { Outline A2-Business Case }

A20-PID { Create A2-Business Case (Detailed) }

14.4.8 Assemble the Project Initiation Document

1. Create the PID CI from component CIs

A19-Project Brief { Pj Definition, Pj Approach }

A24-RMS, A22-QMS, A6-CfMS, A4-CmMS

• Pj Controls• P2 Tailoring

A20-Project Initiation Document

• Stage boundary approaching

Request to deliver a project

17.4.1-4 (17.4.)

14.4.7 Refine the Business Case1. Do Investment analysis with Time & Costs from Project Plan2. Assess uncertainties, benefits & their tolerances3. Determine who/ when/how/ and current baseline of each

expected benefit – capture in the A1-Benefits Review Plan

Create A1-Benefits Review Plan


A12-Issue Register

A14-Lesson LogA20-PID (A22-QMS, A6-CfgMS, A24-RMS }

A25-Risk Register

A20-PID { A16-Project Plan,PMT Struct,Role Desc}(P-PM, (A)-E12.4.Ss, R-PA) }

A20-PID { A16-Project Plan }

PBS = Product Breakdown Structure, PFD = Product Flow Diagram. PD – A17-Product Description, CIR = A5-Configuration Item RecordSee XREF for details


IP:P:2-5 The activities within the IP process and the responsibilities within them14.4.1 14.4.2 14.4.3 14.4.4 14.4.5 14.4.6 14.4.7 14.4.8

IP:P:2-6 How the seven themes may be applied within the IP Process 14


Products Involved In IP © Logical Model Ltd 2011

Products In IP Page: 1 of 2


exists (mostly within pid)

CoPM

Exec

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anag

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Ctl Project Controls DPpid-A DPpid-A DPpid-A IP5-RPMTs Project Management Team Structure SU3-A,

DPpid-ADPpid-A DPpid-A SU3-P, IP6-U IP6-R

Rd Additional Role Descriptions DPpid-A DPpid-A DPpid-A SU5-P, IP6-U SU5-R, IP5-R, IP6-R

A1 Benefits Review Plan DP2-A, DP3u-A, DP5u-A

DP2-A, DP3u-A, DP5u-A

DP2-A, DP3u-R, DP5u-R


IP7-P, CP3-Ru DP2-R, DP3u-R, DP5u-R, IP7-R, CP3-R, ------

A2d Business Case DP5u-R, ??-R(sb3)

DP5u-A, ??-A(sb3)

DP5u-A, ??-A(sb3)

DP5u-A, ??-A(sb3)

IP7-P, SB3-U DP5u-R, IP7-R, Sb3-R,

A4 Communication Management Strategy DPpid-A DPpid-A DPpid-A IP4-P IP4-RA6 Configuration Management Strategy DPpid-A DPpid-A DPpid-A IP2-P IP2-RA16p Projct Plan DPpid-A DPpid-A DPpid-A IP6-P, SB2-U, CP1-

U, CP2-UIP6-R, SB2-R, CP1-R, CP2-R

A17 Product Description DP[A16]-A DP[A16]-A DP[A16]-A IP6-P IP6-R

A20 Project Initiation Documentation DP2-R, DP3u-R, ??-R(sb1), ??-R(sb5)

DP2-A, DP3u-A

DP2-A, DP3u-A

DP2-A, DP3u-A

IP8-P, SB1-U, SB5-U

DP2-R, DP3u-R, IP8-R, SB1-R, SB5-R

A22 Quality Management Strategy DPpid-A DPpid-A DPpid-A IP3-R IP3-RA24 Risk Management Strategy DPpid-A DPpid-A DPpid-A IP1-P IP1-RA5 Configuration Item Records IP2-A, IP6-A, CS1-A,

CS2-A, CS3-A, CS8-U, SB1-P-CrU, SB5-RCrU, CP3-A

IP2-R, IP6-R, CS1-R, CS2-R, CS3-R, SB1-R, SB5-RCrU, CP3-R

IP2-P, IP6-P, CS1-P, CS2-P, CS3-P, CS8-R, MP2-U, SB1-R, SB5-PCrU, CP3-U

MP1-R, MP2-R, MP3-R, MP2-U


Products Involved In IP © Logical Model Ltd 2011

Products In IP Page: 2 of 2

A12 Issue Register IP2-A, CS1-U, CS2-U, CS4-U, CS6-U, CS7-U, CS8-U, SB1-U, SB2-U, SB3-U, CP2-U, CP5[close]

IP2-R, SB1-R, SB2-R, SB3-R

IP2-P

A23 Quality Register IP3-A, CS1-R, SB1-Ru, SB5-Ru, CP5[close]

IP3-R, CS1-R, SB1-R, SB5-Ru

IP3-P, CS1-P, ??-P(mp2), SB1-U, SB5-Ru

MP1-R, MP2-R, ??-R(sb5u)

A25 Risk Register IP1-A, CS1-U, CS2-U, CS4-U, CS6-U, CS7-U, CS8-U, SB1-U, SB2-U, SB3-U, SB5-U, CP5[close]

IP1-R, SB1-R, SB2-R, SB3-R, SB5-Ru

IP1-P



9



SU12.4

IP14.4

CS15.4 MP 16.4

7.3.3 Defining and Analysing Products (Normal starting point, Home of PBP)

1. SU ‘writes†’ the A21-Project Product Description2. Team workshop decomposes A21 in PBS

Note external products and associated risks3. Experts ‘write’ A17-Product Descriptions to state AC4. Create the PFD

7.3.4 Identifying Activities and Dependencies (iterates with 7.3.2+6)1. List activities from PFD (Activity On Arrow network) or add

Life-cycle tasks to PBS and create a WBS– Include all management, risk and quality activities

2. Show internal & external dependencies, Create a Precedence Diagram*




7.3.2 Designing a Plan1. Select presentation

formats and layouts EG for approval, day-to-day use) to ensure clarity by recipients

2. Identify recipients3. Define plan levels, planning

tools, monitoring and estimating methods suited to each facet of the project

4. Agree how to include change and contingency allowances in plan

5. Follow local and supplier planning standards & any customer stipulations


• Dependencies

• Activity estimates - durations & resources Inc. Assumptions, margin for error & Confidence)


• Product Checklist

• List of Activities• Project ApproachA22-Quality Management StrategyA19-Project Brief or A20 PID• CoP Planning Standards• (Supplier Standards)

(A20 PID {A6 CMS}A22-Quality Management Strategy

SU6

• Product Breakdown Structure (PBS)• Product Flow Diagram (PFD)A.17 Product DescriptionsA.5 Configuration Item Records

• PlanDesign

A25-Risk Register

IP6 SB1 SB5 SB2 MP1

† An iterative, step-wise refinement process

* Pg.70 is flat-wrong. AON never was an Arrow Diagram. ADM is for AOA networks. Guide to the PMBoK 4th Ed. no longer even mentions them, its 6.2.2.2 Pg. 133 in the 3rd Ed. Of G-2-PMBoK




10



CS15.4

SB17.4MP 16.4

6)




• Dependencies

Activity estimates - durations & resources Inc. Assumptions, margin for error & Confidence)


cklist

• List of Activities

S)

DM is for AOA networks. Guide to the 133 in the 3rd Ed. Of G-2-PMBoK

7.3.8 Document the plan1. Using plan design: consolidate

schedule, costs, risks & countermeasures, controls & tolerances, constraints, assumptions, external dependenciesAdd explanatory narrative to describe “what is covered”, the approach to planning, execution and quality, monitoring and reporting (Checkpoint, Highlight, End Stage, End Project) & controls Format appropriatelyfor daily use or project board presentation

2. [ Quality check the plan for complete and reasonable

3. Finalise the Product Checklist ]

7.3.6 Scheduling (iterate with all 7.3 activities)1. Critical Path Analysis of the precedence network

using estimated durations (D) to establish initial schedule2. Assess resources, availability (A) & experience (productivity (P))3. Assign resources to tasks and determine

loading profile, re-estimate and re-assess durationsbased on assigned resources (D = effort (E) / (PxA))

Ensure tasks have a committed point of accountability4. Level and smooth the resource profile for activities in ascending

order of float (Critical path first). Re-assess D=E/(PxA)5. Agree control points with the project board and add product

approval and end-stage activities, resources and duration6. Define milestones [ Set dates for those properly defined!]7. Calculate resource totals and demand profiles, risk and

change budgets, tolerances, cash flows and Planned Value8. Translate to presentational form: EG Gantt, or Checklist

7.3.7 Analyse the risks(in parallel with 7.3.2-7)

1. Assess risks and address by re-performing activities 7.3.2 to 6

2. Ensure risk countermeasures are match project board’s risk appetite


• Schedule

A25-Risk Register

Resource Availability

• All currently available planning Information

Assessed Plan

Completed Plan for Approval

Plan Design

DP1DP3 DP2 DP4 CS1

Product Checklist




11



14.4.6 Create the Project Plan1. PM considers planning lessons, A19-Pj Brief, A25-

RiskReg, 4 Strategies, planning standards & format needs of audiences (EG is a Product Checklist OK?*)

2. PM/PS Select planning & control tools, estimating methods

3. PM runs workshops to create PBS, PD, & PFD, define task & dependencies for Specialist & Management Products

4. PS Add A5-CIR5. PM adds Change budget & Risk responses into plan6. Estimate tasks & resources, calculate expenditure, time &

add to A16-Pj Plan7. PS Adds quality reviews to A23-QR8. Document plan (write any useful notes)

A16-Plan (Project) (Stage) (Team) (Exception)SU, IP, SB, CP, DP

17.4.4 Report Stage End1. PM reports achievement vs old A16-Stage Plan & expresses

view in A9-End Stage Report on meeting A16-Pj Plan


1. COPM







1. PM considers if CS/MP apply to Initiation Stage

2. PM Create Init plan match constraints (egdates), address risks, set controls & tolerances


1. PM suggests an Approach to the Exec to Approve (in 13.4.1)







1. Board approve A8-EndPjlRptfor deviations from approved Plans





1. PM reports in A8-End Project Report how project performed vs plans & targets


1. At 18.4.1 Step 12. PM may create an

A16-Exception Plan for work to Salvage & Make Safe


1. PM Updates A16-Pj Plan from stage actuals (up to date A16-Stage Plan)

14.4.7 Refine the Business Case1. PM adds A16-Pj Plan info to A2-Business Case

investment appraisal14.4.8 Assemble the Project Initiation Documentation (A20-PID)1. PM integrates A16-Pj Plan to A20-PID

17.4.5 Produce an Exception Plan1. PM uses A10-Exception Report to assess current status vs. plan

in exception 2. Update relevant items: as 17.4.1 step 13. Plan as 14.4.6 steps 1,3,4,6 (Possibly Project & Stage Plan) ,7,8

17.4.2 Update the Project Plan1. PM Updates A16-Pj Plan actuals and forecasts from revised

A16-Stg Plan2. PM Applies any changes to A21-PjPdD, Pj context, PID/

Strategies/ Controls/ P2 tailoring/ Risks & Issues

17.4.1 Plan the next stage1. PM checks for changes to CQE/ AC/ PID/ Strategies/ Controls/

Role holders2. PM runs workshops to create the A16-StagePlan as per 14.4.6

steps 1,3,4*,6 (Stage not Project Plan),7,83. If last stage PM ensures Closure is planned

CoPM

Project Board

Project manager

Team Manager

Plan Delivery Stage: In a 2 stage project include A16-Stage Plan in the A16-Project Plan

17.4.3 Update the Business Case1. PM Applies A16-Pj Plan cost & timings to A2-BC justification

* A Product Checklist is a list of top level products from the Project level PBS with baseline/ expected/ actual delivery dates




12



A16-Plan (Project) (Stage) (Team) (Exception)DP-duplicated, CS, MP


1. COPM


1. PM checks A23-QR & updates A16-Stage Plan to show A26-WkPkg complete

2. PS update A5-CIR

15.4.2 Review Work Package status1. PM updates A16-Stage Plan for

progress logged to A23-QR and forecast ETCs

2. PM & TM agree status3. PS update A5-CIR for status

15.4.8 Take corrective action1. PM updates A16-StgPlan by adding or

amending A26-WkPkgs to maintain project’s progress in stage tolerances

15.4.1 Authorize a Work Package1. PM extracts Product/ Controls/ Strategies/ Reporting/

Constraints from A16-Pj/ Stage Plan (or Team Plan) & A20-PID2. PM review TM’s Team Plan and revise Stage Plan if needed3. PS add quality reviews to A23-QR4. PM/TM Agree report & escalation regime

15.4.5 Report highlights1. PM uses A16-Stage Plan in creation of



1. PM assesses R+I for impact on plans2. PM Add work-packages for selected

responses to plans

15.4.7 Escalate issues & risks1. PM assesses (actual or potential) untreated

deviation’s impact & all potential responses for impact on plans

2. PM presents concern & options to board at 13.4.4

15.4.4 Review stage status1. PM updates A16-Stage Plan actuals & forecasts using A12-IR,

A25-RR, A23-QR, A3-ChkPt, A5-CIR & A18-PSA, resourcing status and corrective actions at frequency in Stage Plan

2. PM analyses baseline vs actual to allocate new work-packages or instigate (new) corrective actions

3. PM triggers planning of next stage

CoPM

Project Board

Project manager

Team Manager










1. Board approve A8-EndPjRptfor deviations from approved Plans




16.4.1 Accept a Work Package1. TM create Team Plan to confirm constraints achievable

(may have been performed when Planning the Stage)2. SS approves Team Plan

16.4.2 Execute a Work Package1. Team work to plan2. TM updates Team Plan with actuals & ETCs3. TM Reports via A3-Checkpoint Reports

16.4.3 Deliver a Work Package1. TM updates Team Plan to

show A26-WkPkg completed

CS/DPCS/DP

CS/MPCS/MP

DayJob

DayJob




13


Licensed for individual use without fee. A commercial licence ([email protected]) removes this note: Please report unlicensed commercial use & share in fees levied 13.4.3 Authorise a Stage or

Exception Plan13.4.3 Authorise a Stage or

Exception Plan

1st Delivery Stage 17.4SB.

18.4CP.

Initia

tion S

tage

1stSp

ecial

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Last

Spec

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Stag

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14.4IP

17.4SB.

15.4CS

15.4CS

12.4SU.

13.4DP.

16.4MP.

SB:P:2-4,5 Activities Within Managing Stage Boundaries (SB) Process

17.4.1 Plan the next stage1. Update any changes to CQE/ AC/

Strategies/ Controls/ Roles2. Create A16-Stage Plan of task & resource

schedule to create products in stage’s scope (from A16-Pj Plan)

3. Create PBS/ A17-PD/ A5-CIR4. Add risks, issues and quality records

17.4.3 Update the Business Case1. Reassess organisational risk appetite & capacity, current aggregate project

risk and tolerances2. Revise the A1-Benefits Review Plan & add any realised benefits or affect of

RFCs and changes to business context, realistic targets et.al.

17.4.2 Update the Project Plan1. Apply progress from last stage,

refinements from new stage-plan, changes to end-point, impacts of Risk, Issue & Changes, P2 tailoring needs, Strategy, Control or team changes

17.4.5 Produce an Exception Plan1. Note exception processing vs. issue records2. Update PID as useful vs. {CQE/ AC, Approach,

Strategies, Controls, Role holders }3. Consider A10-Exception Report and Create the

exception plan to cover products in scope of exception stage & create A5-CIR/ A17-PD/ A23-QR as required – perhaps update PBS/ PFD too!

4. Update A12-IR+A25-RR as required

A20 PIDA14 Lesson Log

A5 Configuration Item Records

A9 End Stage Report {A15-Lesson Report,Follow-On-Action-Recommendations }

A20-PID { A2-Business Case}

A20-PID {A16-Project Plan }

A20-PID {A4-Communications Management Strategy }

A18-Product Status AccountA14-Lesson Log


A16-Exception Plan {A17-Product Description}

17.4.4 Report Stage End1. Seek project board approval to

continue vs. Pj Plan, A2-Business Case and risks

2. Provide comments on current stage under and over achievements: Benefits/ Team/ R+I/ Products produced, Quality Reviewed & Handed over to all noted in the A4-CmMS

3. Suggest FOARs4. Create a A15-Lesson Report if useful



(next) A-16-Stage Plan {A17-Product Description }

• Request to approve [next stage/ exception] plan


A23 Quality Register

A20 PIDStage boundary

approaching




(current) A16-Stage Plan




SB:P:2-4 The activities within SB and the responsibilities within them 17.4.1 17.4.2 17.4.3 17.4.4 17.4.5SB:P:2-5 How the seven themes may be applied within the SB process 17PG:P:2-, End Stage Report, Exception Report, Lessons Report A.14.2 A.9.2 A.10.2 A.15.2, 13.4.3-5, 17.4.4, C/Table 10.2


Products Involved In SB © Logical Model Ltd 2011

Products In SB Page: 1 of 2



(mostly within pid)

CoPM

Exec

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Assu

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Chan

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Proj

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oard


DP5u-A, ??-A(sb3)

DP5u-A, ??-A(sb3)

DP5u-A, ??-A(sb3)


A16p Projct Plan DPpid-A DPpid-A DPpid-A IP6-P, SB2-U, CP1-U, CP2-U

IP6-R, SB2-R, CP1-R, CP2-R

Exception Plan DP3-A DP3-A DP3-A SB5-P DP3-R, SB5-RA16n Next Stage Plan DP3-A DP3-A DP3-A SB1-P DP3-R, SB1-RA20 Project Initiation Documentation DP2-R,

DP3u-R, ??-R(sb1), ??-R(sb5)

DP2-A, DP3u-A

DP2-A, DP3u-A

DP2-A, DP3u-A

IP8-P, SB1-U, SB5-U DP2-R, DP3u-R, IP8-R, SB1-R, SB5-R

A5 Configuration Item Records IP2-A, IP6-A, CS1-A, CS2-A, CS3-A, CS8-U, SB1-P-CrU, SB5-RCrU, CP3-A






IP2-P







IP1-P

A9 End Stage Report DP3-A DP3-A DP3-A SB4-P DP3-R, SB4-RFollow-on-Actions Recommendations DP3-A, DP5-

ADP3-A, DP5-A

DP3-A, DP5-A

SB4-P, CP3-PCrU DP3-R, DP5-R, SB4, CP3-R


Products Involved In SB © Logical Model Ltd 2011

Products In SB Page: 2 of 2

A15 Lessons Report DP5-A DP3-A, DP5-A, DP5-R

DP3-A, DP5-A, DP5-R

DP3-A, DP5-A, DP5-R

SB4-P[distribute], CP4-P DP3-R, DP5-R, SB4-R, CP4-R



14




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16.4.

14.4.

17.4.

CS 17.4.CS 17.4. CS 18.4.

12.4. 13.4.


DP2 Authorize the project (13.4.2)Performed in parallel with 13.4.3 Authorising a Stage (or exception) PlanDecide if the whole proposition is attractive enough to invest in the project

1. Review/ Approve the A20-PID (Review may be delegated to Project Assurance)Adequate & tailored Strategies, Controls, Budgets, Tolerances, Commitments in place for Project Board to pursue the benefits, All roles/ rights/ duties/ limits agreed

2. A1-Benefits Review Plan acceptable to CoPM 3. Authorise the PM or close the project4. Tell the wider stakeholder community

• Request to deliver a projectA14 Lessons LogA20 Project Initiation DocumentationA1 Benefits Review Plan

• Project authorisation notification

A21 Approved Project Product DescriptionA1 Approved Benefits Review Plan

Premature closure




15




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16.4 MP

IP

17.4SB

CS SB CS 17.4SB

CS 18.4CP

12.4SU

13.4 DP


13.4.3 Authorize a Stage (or Exception) Plan (DP3)1. Decide whether to continue (commit resources, set tolerances on stage) or request

a re-plan or close the project, based on:2. Review/ Approve End Stage Report (& Pass on FOAR), check any Lessons

Reports, Risk level3. Verify any product handovers (into operations and maintenance via Config

management) are sustainable in use and approve 4. Approve Stage/ Exception Plan, All new product descriptions5. Verify Project plan, Strategies, Controls and Role assignment viability, Business

Case, Benefits Review plan – Update PID if Req’d


optnl. A15 Lessons Reportoptnl Follow On Action



A20 Approved if updated PIDA9 Approved (current) End Stage Report {


A16 Approved Stage PlanA1 Approved if updated Benefits Review Plan Premature closure


• Project Status Report Interested Parties

• Specialist Product Confirm Approval

update DoubleHeaded CreateWhen you return to work after an exam-cram will you be able to guide your Project boardmembers to fulfil their roles adequately? If you would like help please contact us






The Middle• Controlling a Stage (CS)• Managing Product

Delivery (MP) and [13.4.4 Give ad hoc direction]



17



1st Delivery Stage

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17.4.

Initia

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tage14.4. CS

12.4. 13.4.

17.4SB

18.4.

Last

Deliv

eryS

tage

CS

16.4. 16.4.

CS:F:2-4,5 and MP:F:2-4,5 Activities of Controlling a Stage (CS) and Managing Product Delivery (MP)

PG:P:2-9 A26-Work Package









“Releasable”



A12-Issue Register


or Exception Plan



A25-Risk Register











3. Add any risks


A26-Wk-Pkg

A16-Team Plan A26-Work PackageNotice of Completed

Work-Package


A20-PID



A26-Wk-Pkg




Team Plan




CS:P:2-5, MP:P:2-4 How the seven themes may be applied within the CS & MP 15, 16CS:P:2-4 MP:P:2-5 The activities within CS & MP and the responsibilities within them 15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8 and 16.4.1 16.4.2 16.4.3PG:P:2-9 [ Apdx-A entries,] life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End Project Report, Lessons Report A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2


Products Involved In MP © Logical Model Ltd 2011

Products In MP Page: 1 of 1

Roles and Products: A=Approves, R=Reviews, U=Updates, u-

R=Reviews if updated, ??-X(ID)=ID notes X is done elsewhere but no

matching entry exists (mostly within pid)

CoPM

Exec

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Seni

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A16c Stage Plan [current] CS1-U, CS2-U, CS3-U, CS4-U, CS8-U

CS1-R, CS2-R, CS3-R, CS8-R

MP1-R

Team Plan ??-A(mp1) CS1-R, CS2-R, CS1-A, ??-R(mp3)

MP1-R, MP2-R, MP3-R MP1-P, MP2-U, MP3-U

A26 Work Package CS1-P, ??-A(mp3) CS1-R, MP3-R MP1-A, MP3PuSpecialist Products DP3-A DP3-A DP3-A ??R(mp2) MP2-R MP2-PApproval Records ??-R(mp2) MP2-R MP2-R MP2-P[obtain]

A5 Configuration Item Records IP2-A, IP6-A, CS1-A, CS2-A, CS3-A, CS8-U, SB1-P-CrU, SB5-RCrU, CP3-A








New Issue DP4-P DP4-P DP4-P DP4-P ??-R(mp2) MP2-PNew Risk ??-R(mp1/2) MP1-P, MP2-P

A3 Checkpoint Report CS2-R MP2-P



18




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17.4.

Initia

tion S

tage14.4. CS

12.4. 13.4.

17.4. 18.4.

Last

Deliv

eryS

tage

CS

16.4. 16.4.A26-Wk-Pkg






Register

A16 Stage Plan


CS-MP

SimplifiedCS-MP



A16-Stage Plan







update

DoubleHeaded

Create

CS:F:2-4,5 Controlling a Stage PG:P:2-9 A11-Highlight Report Project manager’s Day Job & Board interface in Detail (CS)





A14-Lesson Log


Request for Advice

A7 Daily Log

Corrective action

New Work-Package

A12-IR+A25-RR

A13 Issue Report



18.4.1-4 (18.4.)


17.4.1-4 (17.4.)





Reports

A16 Stage Plan



CS:P:2-5 How the seven themes may be applied within the CS process 15CS:P:2-4 The activities within CS and the responsibilities within them

15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8

PG:P:2-9 [ Apdx-A] entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End Project Report, Lessons Report A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2



19




16.4.

14.4.

17.4.

CS 17.4.CS 17.4. CS 18.4.

13.4.

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12.4.












Interested Parties






20



1st Delivery Stage

Star

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17.4.

Initia

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tage14.4. CS

12.4. 13.4.

17.4. 18.4.

Last

Deliv

eryS

tage

CS

16.4. 16.4.





QMS, A6-CfgMS }







A16 Stage Plan


CS-MP

SimplifiedCS-MP

Simplified


A16-Team Plan

A16-Team Planupdate

DoubleHeaded

Corrective Action

CS:F:2-4,5 Activities in Controlling a Stage PG:P:2-9 A10-Exception Report Risk, Issue, Tolerance Threat and Board Interface (CS)









o



A13 Issue Report


CoPM

Premature close

Project Level Tolerance Threat

Capture Examine Propose Decide ImplementException Plan request

New Issue

or Risk

Raise New Issue

Raise New Issue

New Issue or Risk

17.4.5,2-4 (SB)

A12 Issue Register



A7 Daily Log



A25-Risk Register

A16 Stage Plan


A16 Stage Plan










18.4.1,3-5 (CP)


17.4.1-4 (SB)

A14-Lesson Log

Project Bd Advise


A5-CIR

18.4.2-5 (CP)

CS:P:2-5 How the seven themes may be applied within the CS process 15CS:P:2-4 The activities within CS and the responsibilities within them 15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8

Capture Examine Propose Decide Implement



Products Involved In CS © Logical Model Ltd 2011

Products In CS Page: 1 of 2

Roles and Products: A=Approves, R=Reviews, U=Updates, u-

R=Reviews if updated, ??-X(ID)=ID notes X is done elsewhere but no

matching entry exists (mostly within pid)

CoPM

Exec

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A16c Stage Plan [current] CS1-U, CS2-U, CS3-U, CS4-U, CS8-U

CS1-R, CS2-R, CS3-R, CS8-R

MP1-R

Team Plan ??-A(mp1) CS1-R, CS2-R, CS1-A, ??-R(mp3)

MP1-R, MP2-R, MP3-R MP1-P, MP2-U, MP3-U

A26 Work Package CS1-P, ??-A(mp3) CS1-R, MP3-R MP1-A, MP3PuA5 Configuration Item Records IP2-A, IP6-A, CS1-A, CS2-

A, CS3-A, CS8-U, SB1-P-CrU, SB5-RCrU, CP3-A




A7 Daily Log SU1-P, SU3-U, SU4-U, SU5-U, SU6-U, CS6-U, CS8-U, CP5[close]



IP2-P


DP2-R DP2-R SU2-P, CS4-U, CP5[close]

DP2-R







IP1-P

A3 Checkpoint Report CS2-R MP2-PA10 Exception Report DP4-R,

?DP4-A?DP4-R DP4-R CS7-P DP4-R, CS7-R


Products Involved In CS © Logical Model Ltd 2011

Products In CS Page: 2 of 2

A11 Highlight Report DP4-R DP4-R DP4-R CS5-P DP4-R, CS5-R

A13 Issue Report CS4-U, CS6-P, CS7-U, CS8-U

CS8-R






Project Close• Closing a Project (CP)• DP5



22



Last DeliveryStage

15.4CS

18.4CP.

16.4MP.

CP:P:2-4,5 The Activities Within 18.4 Closing A Project (CP)

18.4.1 Prepare planned closure1. Track actuals into the Pj-Plan2. Check all products approved by authority in the

A17-Product Description or have a concession3. A21-Project Product Description’s AC met4. Advise board to release resources back to CoPM

18.4.2 Prepare premature closure1. Check A18-PSA for un-deliverable products2. Salvage what can be, make safe what cannot ,

Create an ‘exception plan’ if useful for safe & save work

3. Advise CoPM of “gap” created by project’s premature end

4. Update A12-Issue Register/ A13-Issue Report as useful

5. Track actuals into Pj-plan6. Advise board to release resources back to

CoPM

18.4.3 Hand over Products1. Prepare FoAR for incomplete products/ issues/ risks/

concessions for appropriate audiences2. Ensure A1-Benefits Review Plan covers all future

benefits3. Ensure products have or will meet A6-CfMS handover

stipulations for Support including “newly operational”peak (perhaps under an SLA – a product in pj scope!)

4. Confirm (secure records of) all acceptances eg Ops5. Transfer responsibility from the project6. Mark A5-CIRs “released”

18.4.5 Recommend project closure1. Send board closure recommendation and draft closure notification2. Communicate to stakeholders (as per A4-CmMS) for best ‘press’3. Close logs & registers, secure project records in the Config.

Management System for future audits

18.4.4 Evaluate the Project1. Compare the A20-PID as approved at [13.4.2 Authorise a Project],

the current version of the PID and Risks/ Issues etc in between2. Facilitate team discussion of events normal/ good/ bad of methods/

tools/ procedures/ strategies/ controls etc use. Record in A8-End Project Report { PM’s report, Performance vs A2-Business Case, constraints and tolerance, performance of: the team & the products (plus FoAR). Document context for premature closure

3. Record Lessons observed & agree the recipient. Inc. tailoring of P24. Capture Change, Quality & estimating statistics

Project end approaching

A20-PID { A4-CmMS }Close

A12-Issue RegisterA25-Risk RegisterA23-Quality RegisterA7-Daily LogA14-Lesson Log

A20-PID { A6-CfMS }

A5-CIRA1-Benefits Review Plan

A20-PIDA14-Lesson Log

A8-End Project Report {A15-Lesson Report }

Premature close

A20 PID { A16-Pj Plan }A18 Product Status AccountA20 PID { A16-Pj-Plan }

update DoubleHeaded




• Create Additional work estimates

A8-End Project Report { FoAR}

Obtain Acceptance record's)


13.4.5 Authorise Project Closure

Prepare Draft project closure notification

Closure recommendation

Create

CP:P:2-4 The activities within CP and the responsibilities within them 18.4.1 18.4.2 18.4.3 18.4.4 18.4.5CP:P:2-5 How the seven themes may be applied within the CP process 18PG:P:2-5 Lessons Log, End Project Report, Lessons Report A.14.2 A.8.2, 13.4.3-5, 18.4.4, C/Table 10.2


Products Involved In CP © Logical Model Ltd 2011

Products In CP Page: 1 of 2



(mostly within pid)

CoPM

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Additional work estimates ??-A(cp2) ??-A(cp2) ??-A(cp2) CP2-P CP2-RDraft project closure notification CP5-P CP5-R

A1 Benefits Review Plan DP2-A, DP3u-A, DP5u-A

DP2-A, DP3u-A, DP5u-A




A16p Projct Plan DPpid-A DPpid-A DPpid-A IP6-P, SB2-U, CP1-U, CP2-U

IP6-R, SB2-R, CP1-R, CP2-R

Acceptance Records ??-A(cp3) ??-A(cp3) ??-A(cp3) CP3-P CP3-RA5 Configuration Item Records IP2-A, IP6-A, CS1-A, CS2-

A, CS3-A, CS8-U, SB1-P-CrU, SB5-RCrU, CP3-A




A7 Daily Log SU1-P, SU3-U, SU4-U, SU5-U, SU6-U, CS6-U, CS8-U, CP5[close]



IP2-P


DP2-R DP2-R SU2-P, CS4-U, CP5[close] DP2-R







IP1-P

A8 End Project Report DP5-A DP5-A DP5-A CP4-P DP5-R, CP4-RFollow-on-Actions Recommendations DP3-A,

DP5-ADP3-A, DP5-A

DP3-A, DP5-A

SB4-P, CP3-PCrU DP3-R, DP5-R, SB4, CP3-R


Products Involved In CP © Logical Model Ltd 2011

A15 Lessons Report DP5‐A DP3‐A, DP5‐A, DP5‐R



SB4‐P[distribute], CP4‐P DP3‐R, DP5‐R, SB4‐R, CP4‐R

A18 Product Status Account CP1‐R, CP2‐R CP1‐R, CP2‐R CP1‐P, CP2‐P

Products In CP Page: 2 of 2



23



13.4.5 Authorize project closure (DP5)

Initiation Stage Delivery Stage1st Specialist Stage Last Delivery Stage

16.4 MP

14.4IP 17.4

SB.

15.4CS

17.4SB

15.4CS

17.4SB

15.4CS

18.4CP

12.4SU

13.4DP

Star

ting u

p a pr

oject

-Pro

cess

13.4.5 Authorize project closure1. Confirm customer has received all products within A6-Configuration Management Strategy

guidance. Products are under sustainable Support and fully accepted2. Business case and Post-project A1-Benefits Review Plan are current (update if needed),

resourced and committed3. Assess latest and original versions of PID & Business case for variances in baselines,

strategies & controls, Costs, Risks and Benefits4. Review/ Approve End Project Report: note deviations from baselines5. Confirm who receives FOAR, Lessons (Observed) Report6. Broadcast project closure notification according to A4-Comms strategy7. Disband the project teams including the project board

• Closure recommendation• Draft Closure Notification (p211)A20-PID {

updated A2-Business Case}A8-End Project Report {

Lessons reportFOAR }


• Closure Notification

approved End Project Report {Lesson Report, FOAR }

Approve updated A2-Business CaseApprove if updated A1-Benefits Review Plan







DirectingSummarised

• The DPs



25




Star

ting u

p a pr

oject

-Pro

cess

MP

IP

SB

CS SB CS CS CP

SU12.4

DP13.4

Last Delivery StageSB CS

DP:P:2-4,5 Project Board To PM

13.4.1 Authorize initiation (DP1)

• Request to initiate a project

A19 Project Brief


Initiation Notification

• Authority to initiate a project• Project Now Starts!A19 Project Brief (Approved)A16 Approved initiation Stage Plan


• Request to deliver a project

A14 Lessons LogA20 Project Initiation

DocumentationA1 Benefits Review

Plan

Project authorisation notification

A21 Approved Project Product Description

A1 Approved Benefits Review Plan


13.4.5 Authorize project closure (DP5))

• Closure recommendation• Draft Closure Notification

(p211)A20-PID { Updated A2-Business Case}A8-End Project Report { Lessons

report, FOAR }A1-Benefits Review Plan

Closure Notification

• approved End Project Report { Lesson Report, FOAR }

Approve updated A2-Business Case

Approve if updated A1-Benefits Review Plan


• Request to approve next Stage Plan

• Request to approve Exception Plan

A20 Project Initiation Documentation

A9 End Stage Report {optnl. A15 Lessons

Reportoptnl Follow On Action




Project Status Report

Interested Parties

Specialist product confirm approval

Stage Authorisation orException Plan AuthorisationA20 Approved if updated PIDA9 Approved (current) End Stage Report {


A16 Approved Stage PlanA1 Approved if updated Benefits Review Plan

13.4.4 Give ad hoc direction (DP4)

• Project manager request for advice


• Corporate advice & decisions



A13-Issue Report


• Project board Advise


Project board request for advice

Exception Plan Request


Commercial use of these materials - EG Using




per use. Use equals agreementCommercial use of these materials - EG Using




per use. Use equals agreement

DP:P:2-4 The activities within DP and the responsibilities within them13..4.1 13.4.2 13.4.3 13.4.4 13.4.5

DP:P:2-5 How the seven themes may be applied within the DP process13


Products Involved In DP © Logical Model Ltd 2011

Products In DP Page: 1 of 2


exists (mostly within pid)

CoPM

Exec

utiv

e

Seni

or U

ser

Seni

or S

uppl

ier

Proj

ect

Man

ager

Proj

ect

Assu

ranc

e

Team

Man

ager

Ctl Project Controls DPpid-A DPpid-A DPpid-A IP5-RPMTs Project Management Team Structure SU3-A, DPpid-A DPpid-A DPpid-A SU3-P, IP6-U IP6-RRd Additional Role Descriptions DPpid-A DPpid-A DPpid-A SU5-P, IP6-U SU5-R, IP5-R, IP6-RA1 Benefits Review Plan DP2-A, DP3u-A,

DP5u-ADP2-A, DP3u-A, DP5u-A





DP5u-A, ??-A(sb3)

DP5u-A, ??-A(sb3)

DP5u-A, ??-A(sb3)


A4 Communication Management Strategy DPpid-A DPpid-A DPpid-A IP4-P IP4-RA6 Configuration Management Strategy DPpid-A DPpid-A DPpid-A IP2-P IP2-R

initiation Stage Plan DP1-A DP1-A DP1-A SU6-P SU6-R, DP1-RA16p Projct Plan DPpid-A DPpid-A DPpid-A IP6-P, SB2-U, CP1-U, CP2-U IP6-R, SB2-R, CP1-R, CP2-R

Exception Plan DP3-A DP3-A DP3-A SB5-P DP3-R, SB5-RA16n Next Stage Plan DP3-A DP3-A DP3-A SB1-P DP3-R, SB1-RA17 Product Description DP[A16]-A DP[A16]-A DP[A16]-A IP6-P IP6-RA19 Project Brief DP1-R DP1-A DP1-A DP1-A SU5-P SU5-R, DP1-RA20 Project Initiation Documentation DP2-R, DP3u-R,

??-R(sb1), ??-R(sb5)

DP2-A, DP3u-A DP2-A, DP3u-A DP2-A, DP3u-A IP8-P, SB1-U, SB5-U DP2-R, DP3u-R, IP8-R, SB1-R, SB5-R

A22 Quality Management Strategy DPpid-A DPpid-A DPpid-A IP3-R IP3-RA24 Risk Management Strategy DPpid-A DPpid-A DPpid-A IP1-P IP1-R

Specialist Products DP3-A DP3-A DP3-A ??R(mp2) MP2-R MP2-PA14 Lessons Log SU2-R, DP2-R DP2-R DP2-R SU2-P, CS4-U, CP5[close] DP2-R

New Issue DP4-P DP4-P DP4-P DP4-P ??-R(mp2) MP2-PA8 End Project Report DP5-A DP5-A DP5-A CP4-P DP5-R, CP4-RA9 End Stage Report DP3-A DP3-A DP3-A SB4-P DP3-R, SB4-R

Follow-on-Actions Recommendations DP3-A, DP5-A DP3-A, DP5-A DP3-A, DP5-A SB4-P, CP3-PCrU DP3-R, DP5-R, SB4, CP3-RA10 Exception Report DP4-R, ?DP4-A? DP4-R DP4-R CS7-P DP4-R, CS7-RA11 Highlight Report DP4-R DP4-R DP4-R CS5-P DP4-R, CS5-R


Products Involved In DP © Logical Model Ltd 2011

Products In DP Page: 2 of 2

A15 Lessons Report DP5-A DP3-A, DP5-A, DP5-R

DP3-A, DP5-A, DP5-R

DP3-A, DP5-A, DP5-R

SB4-P[distribute], CP4-P DP3-R, DP5-R, SB4-R, CP4-R


Management Product vs. Activity's CRUD‐Operations

Cells define which ACTIVITY makes what ACCESS (columns) to which PRODUCT (row)"*" means all, "!?" = Not specified "{...}" = Included in or includes


Created/

Upd

ated

Review

ed

Inpu

t

Approved

UndefinedPm Project Mandate Pre‐Prince SU4Pa Project Approach SU5 IP6, IP8Ctl Project Controls IP5 IP8

Additional work estimates CP2Tailoring of PRINCE2 ?! IP8

Organogram ElementsExecutive Role Description SU1 SU3, SU5Appointed Exec SU1PM Role Description SU1 SU3, SU5Appointed PM SU1Project Management Team Role DescriptionSU3, IP2, IP5 SU5, IP8

PMTs Project Management Team Structure SU3, IP2, IP5 SU5, IP8Appinted PMT SU3

Rd Additional Role Descriptions SU5, IP2, IP5

P2‐2009 Management Product AccessesManagement Product vs. Activity's CRUD‐Operations

Page 1 of 4





Created/

Upd

ated

Review

ed

Inpu

t

Approved

Baselines & StrategiesA1 Benefits Review Plan DP3u, IP7, SB3u, CP3u DP2, DP3,DP5, SB3, SB4 DP2, DP3u, DP5u

A2o Outline Buiness Case SU4 SU5A2d Business Case IP7[Detailed] DP5, IP8 DP5uA4 Communication Management Strategy IP4 IP8, [A20: IP5, IP6, CS5, CS6, CP5 and {*}]A6 Configuration Management Strategy IP2 IP8, [A20: IP4, IP5, IP6, CS1, CS6, CP3 and {*} ]

initiation Stage Plan SU6 DP1 DP1A16 Plan [Project] [Stage] [Team]A16p Projct Plan IP6 IP5, IP8A16c Stage Plan [current] CS1u, CS2u, CS3u, CS4u, CS8u CS2, CS3, CS4, CS5, CS6, CS7, CS8, SB2, SB4, SB5

Team Plan MP1, MP2u, MP3u CS1, CS2, MP2Exception Plan SB5{A17} DP3, SB2

A16n Next Stage Plan SB5{A17} DP3, CS1{A17}, SB2 DP3A17 Product Description SB1, SB5A19 Project Brief SU1‐C, SU2‐U, SU4‐U, SU5‐Assemble DP1, IP1, IP2, IP3, IP4, IP5, IP6{Pa+A21}, IP7{A2[o]}, IP8{PjDef+Pa} DP1Pd Project Brief {Project Definition} IP8A20 Project Initiation Documentation DP3‐U, IP1{RMS}, IP2{CfMS}, IP3{QMS}, IP4{CMS},

IP5{PjCtl+ PMTs+Rd}, IP6{A16p+ PMTs+Rd}, IP7{dA2}, IP8{*}, SB1{*}, SB2u{A16p}, SB3u{A2}, SB5{*}, CP1u{A16p} CP2u{A16p}

DP2, DP3, DP5{A2}, IP4{A24+A22+A6}, IP5{4s&A16!}, IP6{4s+Pj Ctls}, IP7{A16p}, CS1{PjCtl+A22+A6}, CS4{A2+A16+A1}, CS5{A4}, CS6{A2+A16+A4+A6}, CS7{A2+A16}, MP1{*}, MP2{*}, SB1{*}, SB2{*}, SB3{A16p}, SB4{A2+A4}, SB5{*}, CP1{A16p}, CP2{A16p} CP3{A6} CP4{*} CP5{A4}

DP2, DP3‐U

A21 Project Product Description SU4 SU5, IP3, IP6A22 Quality Management Strategy IP3 IP8, [A20: IP4, IP5, IP6, CS1, and {*}]A24 Risk Management Strategy IP1 IP8, [A20: IP4, IP5, IP6 and {*}]A26 Work Package CS1u, CS2u, MP3u CS2, MP1, MP2, MP3 MP1

New A26 Work Package CS4 CS1Completed Work Package MP3 CS3Specialist Products MP2Approval Records MP2[obtain]Acceptance Records CP3[obtain]


Page 2 of 4





Created/

Upd

ated

Review

ed

Inpu

t

Approved

Reports & RegistersA5 Configuration Item Records IP2, IP6, CS1u, CS2u, CS3u, CS8u, MP2u, SB1u, SB5u, CP3u CS3, CS8, MP3

A7 Daily Log SU1, SU3,SU4, SU5, SU6, CS6u, CS8u, CP5[close] SU6, IP1, IP2, CS5, CS8A12 Issue Register IP2, CS1u, CS2u, CS4u, CS6u, CS7u, CS8u, SB1u, SB2u,

SB3u, SB5u, CP2u, CP5[close]IP3, IP4, IP5, IP6, CS4, CS5, CS7, CS8, SB1, SB3, SB4, SB5, CP3, CP4

A14 Lessons Log SU2‐PM, CS4u, CP5[close] SU2‐Exec SU3, SU4, SU5, SU6, DP2, IP1, IP2, IP3, IP4, IP5, IP6, CS5, SB1, SB4, CP4A23 Quality Register IP3, CS1u, MP1u, MP2u, SB1u, SB5u, CP5[Close] CS2, CS3, CS4, CS5, MP3, SB4, CP4A25 Risk Register IP1, CS1u, CS2u, CS4u, CS6u, CS7u, CS8u, Sb1u, SB2u,

SB3u, SB5u, CP5[close]IP2, IP3, IP4, IP5, IP6, IP7, CS2, CS4, CS5, CS7, CS8, SB1, SB3, SB4, SB5, CP3, CP4

New Issue DP4[raise], MP2[raise] CS6New Risk MP1[raise], MP2[raise] CS6Records

A3 Checkpoint Report MP2 CS2, CS4, CS5A8 End Project Report CP3{foar}, CP4{A15} DP5{A14+foar}, CP4{foar} DP5A9 End Stage Report SB4{A15+foar} DP3 DP3

Follow‐on‐Actions Recommendations SB4, CP3[A8] DP3 DP3, DP5A10 Exception Report CS7 SB5A11 Highlight Report CS5A11 Highlight Report, Previous CS5A13 Issue Report CS4u, CS6, CS7u, CS8u CS7, CS8A15 Lessons Report DP3 DP3, DP5

Previous Lessons Reports Pre‐Prince SU2A18 Product Status Account CS4, CS5, SB4, CP1, CP2, ‐‐‐‐‐‐‐‐‐‐‐‐


Page 3 of 4





Created/

Upd

ated

Review

ed

Inpu

t

Approved

Communication of AuthoritiesRequest to Initiate a Project SU6 DP1Authority to initiate a project DP1 IP1, IP2, IP3Initiation Notification DP1Request to deliver a project IP8 DP1Project authorisation notification DP2Stage Authorisation DP3 CS1Authority to deliver a Work Package CS1 MP1Corrective action CS4, CS8 CS1, CS4, CS8Tolerance Threat CS4 CS7Exception Raised CS7 DP4Exception Plan Request DP4 SB5Request to Approve Exception Plan SB4 DP3Request to Approve Next Stage Plan SB4 DP3Exception Plan Authorisation DP3Exception Plan Approved CS1Stage boundary approaching CS4 SB1Project End approaching CS4 CP1Closure Recommendation CP5 DP5Closure Notification DP5Draft project closure notification CP5[prepare]Premature close DP2, DP3, DP4 CP2Request for advice CS4, CS6Project Board Request for Advice DP4Corporte Advice and Decision DP4PM Request for advice DP4Project Board Advice DP4 CS4


Page 4 of 4






Themes• Organisation• Quality• Risk

– Risk 1 of 2– Risk 2 of 2

• Change and CM– C&CM 1/3– C&CM 2/3– C&CM 3/3– A5-CIR & A18-PSA

• Progress– Tolerance– Lessons (A14 & A15)



27



Organisation

13.4.3 Authorize a Stage or Exception Plan1. Board ratify team appointments or changes2. Board obtain/ commit resources to deliver

stage


1. PM perform stakeholder analysis2. Consider tailoring of P2 Org

theme to split & combine roles3. Define roles & appoint SU & SS

based on project size & significance, people’s skills & time & CoPM agreement

4. Consider Project Assurance, Team managers, Project Support

5. Define reporting lines6. Consider training needs (eg

quality methods)


1. PM Adds to/ updates PMTs & roles to match Pj brief & Pjapproach

13.4.1 Authorize initiation1. Board confirm PMT members accept roles2. Board obtain/ commit resources to deliver

Initiation Stage

13.4.2 Authorize the project1. Board obtain/ commit

resources to deliver project

13.4.5 Authorize project closure1. Board advise resources providers they are being freed2. Board transfer concern for resourcing benefits review

14.4.2 Prepare the Configuration Management Strategy1. PM assigns config mgmt roles in A6-Configuration

Management Strategy2. Board consider need for Change Authority

14.4.6 Create the Project Plan1. PM Updates role descr. If needs2. Confirm resource needs (estimating skills)3. Include control duties in project plan14.4.8 Assemble the Project Initiation Documentation1. PM includes all PMT structure & role definitions

14.4.5 Set up the project controls1. PM adds control duties, authority limits to Role

descriptions2. Finalise PMTstructure (as far as can)

14.4.4 Prepare the Communication Mgmt Strategy1. PM Assigns comms roles in A4-Communications

Management Strategy

14.4.3 Prepare the Quality Management Strategy1. PM Assigns Q mgmt roles in A22-Quality

Management Strategy (consider links to Corp “QA”)

14.4.1 Prepare the Risk Management Strategy1. PM assigns risk management roles in A24-Risk

Management Strategy

17.4.4 Report Stage End1. PM reports on team

performance in A9-End Stage Report

18.4.4 Evaluate the Project1. PM reports on team

performance in A8-End Project Report







1. PM acknowledges assignment complete


1. PM Assigns A26-Work Packages to Team members/ managers

17.4.5 Produce an Exception Plan1. PM Reviews changes to


2. PM considers resources to deliver exception plan

17.4.2 Update the Project Plan1. PM revises Pj Plan to

reflect changes to the PMT structure and roles

17.4.1 Plan the next stage1. PM Reviews changes to


2. PM assesses resources to deliver next stage

16.4.1 Accept a Work Package1. Team create A16-Team plan to confirm work

and resource constraints are in balance


1. PM considers resource utilisation, status, availability, suitability & outlook

“Roles”: 2.3, t3.1 org, 4.3.3bp5, 4.4, t4.1, , 5*, 6.3.1, p55, t6.3, 7.4, t7.1, 8.3.1/ 2, 8.3.5.1/ 4, t8.3, 9.3.1, 9.4, t9.3, 10.2.3, 10.4, t10.2, 12.1/ 2, 12.4.1x/ 3x/ 5x, 13.3, 13.4.1/ 2, 14.4.1-7, 15.3, 16.1, 17.2, 17.4.1/2/5, 19.2, t19.1, f19.1, 19.2.5/6, 19.4.1.2, p219, f19.3, f19.4, t19.2, 19.5.1.1, 19.6.1.2x, 19.8.1, 19.9.1, t19.3, Aintro, a4/ 5.2/ 8.5/ 9.5/ 15.5/ 17.5/ 19.2/ 20.2/ 20.5/ 22.2/ 22.3/ 23.2/ 24.2/ 25.2, Tb1, ApxC!, e1/4/18/45/46/95, g309-pmt/pmts/pd, 310-qrt/ps, 312-rd/ss, 313tm/12.4./s

Plan Delivery Stage

CoPM

Project Board

Project manager

Team Manager

12.4.1 Appoint the Executive and the Project Manager1. CoPM define Executive’s & project manager’s role

descriptions & appoint based on skills & availability: Exec has duty to deliver a product that will return the forecast benefits that justify the cost

OR:P:2-7 The relationship between the Communication Management Strategy and other products and themes 5.3.2.2, 5.3.5.3, 8.3.5.5, 10.3.3.4, 13.4.5, 14.4.5, 14.4.6, 14.4.8, 15.4.6, 17.4.4, 18.4.5OR:P:2-8 The composition of a Communication Management Strategy, the process(es) and roles through-out its life-cycle

A.4.2, 5.3.5.3, 13.4.2-5, 14.4.4-6, 15.4.4-6, 17.4.2, 17.4.4, 18.4.4-5, C/Table 5.1



28



18.4.4 Evaluate the Project1. PM Reviews usefulness of A22-QMS2. PM Closes A23-Quality Register3. Include statistical insight from quality

records in A15-Lesson Report4. PM includes in A8-EPjR details of

Quality, Approval & Acceptance Records or Off-Spec & Concession


1. PM Assembles A21-PID including A22-QMS

15.4.3 Receive completed Work Packages1. PM confirms A26-WkPk complete by consulting A23-

QR and “Quality Responsibilities” of each included product’s A17-PD


1. PM includes CQE & AC (in A21)

2. Assemble A21 into A19-Project Brief

17.4.5 Produce an Exception Plan1. PM asks are CQE & AC changed2. PM creates ExPlan based on A22-QMs

for any new A17-PD in PBS3. PS amend quality reviews in A23-

Quality Register for new products and/or tests

18.4.2 Prepare premature closure1. PM Assesses via A18-PSA products

with Approval Records/ Concessions

18.4.3 Hand over Products1. PM asks if all products in A18-PSA

Approved by those named in A17-PD

2. PM checks Acceptance records or Concessions from all parties egOps+Maint

3. PM may list FOAR for concessions

18.4.1 Prepare planned closure1. PM asks if all products in A18-PSA

match AC in A17-PD or covered by a concession

2. PM Confirm AC met and A21-Project Product Description delivered

14.4.6 Create the Project Plan1. PM/ SU Update CQE/ AC if change

or refinement required since 12.4.42. PM (team) create A16-Pj Plan based

on A21-PjPdD/ AC/ CQE/ A22-QMS3. PM creates A17 for products in Pj

scope

14.4.5 Set up the project controls1. PM inc. A22-QMS needs in controls

14.4.4 Communication Management Strategy (A22-QMS)

1. PM includes A22-QMS needs in A4-Communications Management Strategy


1. PM confirms CQE & AC clear enough in A21-PjPdD, Creates A22-Quality Management Strategy

2. PS create A23-Quality Register3. PM seeks board OK now or l8r

15.4.6 Capture and examine issues and risks1. PM consults A23-QR for input to A13-Issue Report

15.4.5 Report highlights1. PM confirms quality work in period from A23-QR in


15.4.1 Authorize a Work Package1. PM consults A22-QMS to create A26-Work Package2. PM includes A17-Product Descriptions in A26-WkPkg3. PS/TM may update A23-QR quality reviews planned

15.4.2 Review Work Package status1. PM assesses status of Q-reviews by consulting A23-

QR

15.4.4 Review stage status1. PM seeks Q-Issues shown by A23-QR entries2. PM confirms products accepted by those named in

their A17-PD “Responsibilities”3. PM detects stage end as A23-QR entries all complete

15.4.7 Escalate issues & risks1. PM consults A23-QR for input to update A13-Issue

Report and A10-Exception Report §Apdx-A Dervtn)


1. SU provides/ PM captures CQE & AC, Criteria/ Tolerance/ Quality Methods/ Test Skills or responsibility in A21-Project Product Description


1. Consider training needs (eg quality methods)

17.4.2 Update the Project Plan1. PM checks for change to A21-PjPdD

17.4.1 Plan the next stage1. PM reviews A20-PID and changes to

CQE/ AC2. PM/TM/SU Define AC for each A17-

Product Description per CI in the stage PBS

3. PM creates stage plan based on A22-QMS, A2-PjPdD

4. PS add quality reviews to A23-Quality Register

17.4.4 Report Stage End1. PM confirms “all done ok” by checking

A23-QR & Approval Records2. PM reports on quality in period (from

A23-QR) details of Quality records & Approval Records or Off-Spec & Concession in A9-End Stage Report

CQE (6.3.1.1), AC (6.3.1.2), A22-Quality MS (6.3.1.4), Product Descriptions (6.3.1.5), A23-Quality Register (6.3.1.6)

CoPM

Project Board

Team Manager

13.4.3 Authorize a Stage or Exception Plan1. Board approve A17-Product

Descriptions for stage plan scope

16.4.1 Accept a Work PackageTM/ PM/ PS ensure ‘best’ quality

reviews in A23-QR

13.4.1 Authorize initiation1. Board review A21 and confirm CQE & AC2. A19, A21, CQE & AC placed under

change control

13.4.2 Authorize the project1. Board confirm A22-Quality Management Strategy will achieve CQE

(benefits) & baseline2. Board approve A17-Product Descriptions for project plan scope

16.4.2 Execute a Work Package1. TM develops products following quality method for in-process development to criteria in A17-PD & record quality records2. TM/ SU conduct quality reviews/ appraisal & “assemble quality records” –to show products meet specification (if a quality

review action will exceed tolerances then raise an Issue)3. TM/ PS update A23-QR* with results: Failures are re-planned4. TM obtains & issues Approval Records from authority named in A17-PD5. TM confirms quality work in period in A3-Checkpoint Report

16.4.3 Deliver a Work Package1. TM checks approval

records in A26-WkPkg scope

• Project mandate, prepared by CoPM states CQE

Table 16.2 says (P)-PS but 15.2 omits the required P-PS

AC-Acceptance CriteriaReferences of type A99 expanded in index under “A”

Plan Delivery Stage

QU:P:2-8 The composition of a Project Product Description, Product Description, Quality Register, Quality Management Strategy and the process(es) and roles in their life-cycleA.21.2, A.17.2, A.22.2, A.23.2, 6.3.1.4, 6.3.1.5, 12.4.4-5, 13..4.1, 13.4.2, 13.4.3, 14.4.3-6, 14.4.6, 15.4.1, 15.4.1-5, 16.4.1-3, 17.4.1, 17.4.2, 17.4.4-5, 18.4.1, 18.4.4-5, C/Table 6.3



29



14.4.6 Create the Project Plan (A16-PjPlan)1. PM responds to risks that affect planning processes2. PM builds provision to manage risk into the project plan

(resources i.e. costs and timescales) [p2 mis-defines contingency]

3. PM ensures A16-PjPlan includes responses to T&O in the A25-RR

14.4.8 Assemble the Project Initiation Documentation (A20-PID)

1. PM includes A24-RMS in A20-PID(A20-PID acts as baseline for all Assessment of Risks)

A24-Risk Management Strategy, A25-Risk RegisterRisk Budget: SU, IP, CP, DP

CoPM

Project Board

Project manager

Team Manager


ALL 40 activities include “PM logs new risks to the A25-Risk Register” * PRINCE2® uses “Event, Cause, Effect”. To my mind Event IS Cause. CCC is more meaningful –** See XREF











12.4.2 Capture previous lessons1. PM Captures lessons relevant to risk

management in A14-Lesson Log12.4.3 Design and appoint the project

management team1. PM logs threats & opportunities (T&O) to

the A7-Daily Log in advance of creating A24-Risk Management Strategy and A25-Risk Register

2. PM may appoint PS for familiarity with risk management tools and techniques (EG Monte Carlo Analysis and estimating methods)

12.4.6 Plan the initiation stage1. PM considers T&O to Initiation stage plan

& makes provision2. PM updates risk status in A7-DL


1. PM logs any T&O to A7-DL2. [Risk drives consideration of Pj Approach] 14.4.5 Set up the project controls

1. PM considers Risk to suggest: number and placement of stage boundaries, strength, formality, timings and who is assigned to which project controls

14.4.1 Prepare the Risk Management Strategy (A24-RMS)

1. PM defines RMS’ goals, roles, procedures, reporting (Eg a Probability Impact Grid and Risk Retirement Curve**), tools, techniques, timing and tolerance based on CoPstandards noted in A19-PjBrf and lessons in A14-LL

2. PM (team) define probability, impact & proximity scales, Categories, Early warning indicators

3. PM (team) define risk tolerance thresholds for escalation between management levels

4. PM (Exec) define risk tolerances5. PM suggests risk budgets and how they

should be controlled [We don’t know how much to allow at this point]

6. PS create the A25-Risk Register and populate with T&O identified so far (IE in A7-Daily Log)

7. PM seeks board approval or defer to 13.4.2

12.4.4 Prepare the outline Business Case1. PM captures any risks to A7-DL2. Exec considers T&O and includes key in

(outline) A2-Business Case


1. PM ensures all risks are closed or Subject to FOAR, then closes the A25-Risk Register

18.4.4 Evaluate the Project1. PM compiles a

review of useful measures EG statistics on project risk management in A8-EPjRpt

18.4.3 Hand over Products1. PM prepares

Follow-On-Actions in A8-End Project Report for all open T & O on the A25-RR


1. COPM define risk capacity & appetite

14.4.2 Prepare the Configuration Management Strategy (A6-CfMS)

1. PM responds to risks that affect CfMS

14.4.7 Refine the Business Case (A2-BC)1. PM expresses aggregate (and significant individual)

T&O affects on A2-BC2. PM (Exec) justify cost & risk based on A2-BC’s benefits3. PM assess project’s sensitivity to factors in its context

(EG drivers of cost, time, benefit, confidence)

14.4.4 Prepare the Communication Management Strategy (A4-CmMS)

1. PM responds to risks that affect A4-CmMS2. PM add A24-RMS needs to project communications

14.4.3 Prepare the Quality Management Strategy (A22-QMS)1. PM responds to risks that affect A22-QMS




30



CoPM

Project Board

Project manager

Team Manager

A24-Risk Management Strategy, A25-Risk Register,Risk Budget: CS/MP/ SB/ DP-Duplicated

16.4.1 Accept a Work Package (A26-WkPkg)1. TM advises PM of risk status and logs T or O to the A25-RR (p2 says “if appropriate”)2. TM (team) considers risk related to and within A26-WkPkg tolerances as per 15.4.6

steps 1-7 for the A16-Team Plan

16.4.2 Execute a Work Package1. TM monitors & responds to risk related actions2. TM notifies PM of new or changed risk (directly

and formally via A3-Checkpoint Reports)

16.4.3 Deliver a Work Package1. [ TM/ PM Retire unused

Risk budget ]


ALL 40 activities include “PM logs new risks to the A25-Risk Register” * PRINCE2® uses “Event, Cause, Effect”. To my mind Event IS Cause. CCC is more meaningful – ** See XREF

17.4.4 Report Stage End1. PM assesses and reports (in A9-End Stage

Report) on T&O activity in the stage ending & aggregate status

17.4.5 Produce an Exception Plan1. PM updates A25-RR as needed

17.4.2 Update the Project Plan1. PM includes risk responses into A16-Project Plan

17.4.1 Plan the next stage1. PM checks risk action owners for current T&O

status and assesses T&O affecting next stage2. PM ensures all external dependencies have a

A25-Risk Register entry3. PM includes risk responses a26-WkPkg into A16-

Stage Plan for all selected T&O responses

17.4.3 Update the Business Case (A2-BC)1. PM checks current CoPM & Board risk appetite,

capacity and tolerances2. PM updates A2-BC to reflect key & aggregate

T&O3. PM inspects A25-RR responds as required


1. Anyone at anytime: raise a risk2. PM (risk author?) record T or O’s

Condition, Cause & Consequence (CCC)* on A25-RR in accord with A24-RMS

3. PM consults and follows through-out A24-RMS & A4-CmMS to report risk status to stakeholders

4. PM (team) use scales from A24-|RMS to assess CCC for Probability, Impact and Proximity (P14.4.) vs. all plans, A2-BC and Risk Tolerance

5. PM (team) identify possible responses, log to A25-RR and assess vs. tolerances



15.4.5 Report highlights1. PM includes T&O Summary:

perhaps via a Probability Impact Grid and Risk Retirement Curve**

15.4.1 Authorize a Work Package (A26-WkPkg)

1. PM assign an A26-WkPkg to respond to a risk

2. PM/ TM consider T&O to/ from A24-WkPkg

3. PM/ TM agree process and tolerances for raising/ responding to/ escalating risk

15.4.4 Review stage status1. PM responds if a risk action

advisable2. PM (team) assess risk impacts on

all project aspects: especially plans, A2-BC, A1-BRP

3. PM escalates risks that create a Tolerance Threat

4. PM maintains A25-RR

15.4.7 Escalate issues & risks1. PM when triggered by a risk or

aggregation of risks that create a deviation: snap-shot full project status

2. PM (team) assess deviation’s impact on baseline and impact of each possible response

3. PM records assessment & recommendation in an A10-Exception Report & sends to the board with a request for direction

15.4.8 Take corrective action1. Board or 15.4.4 trigger action2. PM collects information on

“deviation” (concern) from Records, Reports, Logs & Registers (RRL&R), selects or devises responses and triggers via 15.4.1 and updates RRL&R EG A5-CIR














31



1/3 Issues and Configuration Management SU, SB and CP, DP5

CoPM

Project Board

Project manager

Team Manager



12.4.6 Plan the initiation stage1. PM considers how Initiation

Stage will control management products prior to establishing configuration management

18.4.3 Hand over Products1. PM checks product handovers into Operations (Ops) &

Maintenance (Maint.) as per A6-CfMS2. PM ensure suitable Ops & Maint. environment and service

level agreements in place [should be 12.4./SS]3. PM transfers responsibility for products to Ops & Maint. And

secures acceptances [should be 12.4./SS/ Exec]4. PM prepares Follow-On-Action-Recommendations base on

open Issues & concessions5. PS updates CIRs [should be handed over to Maint!!]

18.4.5 Recommend project closure1. PM archives project records according to A6-CfMS2. PM confirms all issues are closed or included in FOAR, then

closes the A12-IR

18.4.4 Evaluate the Project1. PM compiles a review of useful measures EG statistics on

project issue management2. PM Summarises issue status in A8-EPjRpt including Off-

specs: product or features missing & off-spec

18.4.2 Prepare premature closure1. PM updates A12-IR (& A13-Issue Report) with board request

for an Exception Plan

17.4.4 Report Stage End1. PM assesses the A12-IR for issues marked for

assessment at stage end [17.4.1 p196 bp9)2. PM Summarises issue status in A9-ESRpt

including Off-specs: product or features missing & Concessions

17.4.5 Produce an Exception Plan1. PM updates A12-IR (& A13-Issue Report) with

board request for an Exception Plan2. PM updates A12-IR with new issues & changes

17.4.2 Update the Project Plan1. PM updates A12-IR with new issues and changes

17.4.1 Plan the next stage1. PM reviews the A12-IR for issues affecting the

next A16-StgPlan2. PM updates A12-IR with new issues and changes

17.4.3 Update the Business Case1. PM reflects issues in A2-BC update2. PM updates A12-IR with new issues and changes

13.4.5 Authorize project closure1. Board seek confirmation that product handed-overs during the

stage just closing and the project as a whole followed the A6-CfMS – specially for Ops & Maint


1. PM creates A7-Daily Log for issue capture in SU& through-out the project records ‘informal issues’ and reminders on formal issues


A.6.2, A.5.2, A.18.2, A.13.2, A.12.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5, 18.4.2-5, C/Table 9.2 and 9.3

Syllabus details at the bottom!



32



CoPM

Project Board

Project manager

Team Manager

14.4.2 Prepare the Configuration Management Strategy (A6-CfMS)1. PM/ PS perform Configuration Management Planning. IE they define procedures & roles, timings,

records (EG A5-Configuration Item Record) & reporting (EG A18-Product Status Account) content & format, responsibility/ authority to decide actions for maintaining baselines (Configuration Management (CM)) and assessing impacts to baselines (Issue & Change Control (ICC)) In alignment with CoPM standards in the A6-Configuration Management Strategy (A6-CfMS)

2. PM/ PS consider if all Registers, Records and Logs are within one integrated repository/ file/ database [excel spreadsheet!]

3. Exec sets priority & severity scales* (p97)4. Exec decides if they wish to delegate some discretion to a Change Authority (C8-CA), and if so

the level of individual and aggregate impact under the CA’s control. CA may address Requests for Change (RFC) and Off-Specifications (OS). Often Project assurance form a change board with stage level authority and the PM acts as CA for A26-WkPkg

5. PM/ PS select Configuration Management tools to be used6. PS establishes the A5-Configuration Item Records and creates initial set of A5-CIRs (for the A21-

Project Product Description and management products Such as A2-Business Case!)7. Exec decides if a change budget (Money [and time]) should be allocated to fund Impact Analysis

of Request For Change (RFCs) & implementation of RFCs and if so how much any CA has discretion over (EG per change & per stage in aggregate)

8. PM integrates change procedure’s release of change budget with contract and procurement procedures

9. PS create the A12-Issue Register & populates from existing issues in A7-DL ‘needing formal treatment’

10. PM seeks board approval or defers to 13.4.2 with the A20-PID

14.4.6 Create the Project Plan1. PM includes a26-WkPkgs in A16-PjPlan appropriate for scheduling

and budgeting CM activity2. PM considers issues affecting planning, PS logs new issues to A12-

IR

14.4.7 Refine the Business Case1. PM considers & includes issues affecting the A2-BC

14.4.8 Assemble the Project Initiation Documentation1. PM includes A6-CfMS into the A20-PID

(A20-PID acts as baseline for all Impact Assessment of Issues)

14.4.5 Set up the project controls1. PM establishes controls appropriate to A6-CfMS2. PM considers issues affecting controls, PS logs new issues to A12-IR

14.4.4 Prepare the Communication Management Strategy (A4-CmMS)1. PM establishes the information & communication needs for CM

including issue management2. PM considers issues affecting the A22-CmMS, PS logs new issues to

A12-IR

14.4.3 Prepare the Quality Management Strategy A22-QMS1. PM considers issues affecting the A22-QMS, PS logs new issues to

A12-IR

Plan Delivery Stage

13.4.3 Authorize a Stage or Exception Plan1. Board seek confirmation that

product handed-overs during the stage just closing followed the A6-CfMS

13.4.2 Authorize the project1. Board approve the A6-

CfMS as adequate2. Board agree CA’s

authority limits

2/3 Issues and Configuration Management IP, DP2 & DP3


A.6.2, A.5.2, A.18.2, A.13.2, A.12.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5, 18.4.2-5, C/Table 9.2 and 9.3



33



CoPM

Project Board

Project manager

Team Manager

15.4.6 Capture and examine issues and risks1. PM follows issue handling & reporting procedure as defined

in A6-CfMS & A4-CmMS to report issue status to stakeholders

2. Anyone at anytime: raise a new issue (concern) about anything

3. PM (Issue author?) record concern on A12-IR in accord with A6CfMS [official manual say may be to A7-Daily Log if PM resolves directly]

4. PM categorises as: Problem, Concern, Request for Change (RFC) or Off-Spec (OS) – Transfer concerns discovered to be risks to A15-RR

5. PM (team) use scales from A6-CfMS to assess Priority (of RFC & OS) & Severity (Impact) on all plans, A2-BC and Tolerances

6. PM creates an Issue Report [Simon says A12-IR & A4-CmMS should be defined as sufficient*)

7. PM (team) identify possible responses, log to A12-IR and assess vs. tolerances



10. PS cross reference Issue to affected products’ A5-CIRs

16.4.1 Accept a Work Package1. TM confirms procedure to handle issues

15.4.5 Report highlights1. PM assess & report on contents of A12-Issue Register & corrective actions in period

15.4.1 Authorize a Work Package1. PM/ TM agree process & people for any product handovers as per A6-CfMS [possibly amended]2. PM/TM Agree process for TM to raise A26-WkPkg issues3. PM considers issues affecting the A26-WkPkg, PM logs new issues to A12-IR15.4.2 Review Work Package status1. PM raises any new issues

15.4.4 Review stage status1. PM checks A12-IR & acts on all affects on A2-BC & all plans2. PM raises any new issues

15.4.7 Escalate issues & risks1. PM when triggered by a Tolerance threat or breach: snap-shot full project status2. PM (team) assess deviation’s impact on baseline and impact of each possible response3. PM records assessment & recommendation in an A10-Exception Report & sends to the board [13.4.4] with

request for direction4. PM updates A12-Issue Register/ A13-Issue Report for decision

15.4.8 Take corrective action1. Board or 15.4.4 or TM trigger action2. PM collects information on “deviation” (concern) from Records, Reports, Logs & Registers (RRL&R), selects or

devises responses and triggers via 15.4.1 and updates RRL&R EG A5-CIR3. PM changes A17-PD for Off-Specs granted a concession


1. Board seek confirmation that product handed-oversduring the stage just closing followed the A6-CfMS

13.4.2 Authorize the project1. Board approve the

A6-CfMS as adequate

2. Board agree CA’sauthority limits

13.4.4 Give ad hoc direction1. CoPM/ ESUSS Raise an Issue2. Board may ask for an Issue or Exception Report to clarify PM’s request for guidance or A11-Highlight Report3. Board respond to A13-Issue Report as necessary by seeking input from CoPM, asking for an Exception Plan (via 17.4.5), a

corrective action (via 15.4.8), amending tolerances (update A16-StagePlan). Grant a concession to or demand remedy of an Off-Spec. Defer, Approve (as corrective action/ tolerance change), Reject or ask for an Exception Plan for an RFC

16.4.2 Execute a Work Package1. TM includes notes on issues in A3-

Checkpoint Report

3/3 Issues and Configuration Management DP2 &3, CS & MP, DP4


A.6.2, A.5.2, A.18.2, A.13.2, A.12.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5, 18.4.2-5, C/Table 9.2 and 9.3



34



15.4.3 Receive completed Work Packages1. PS confirm all A5-CIR in release are approved by the

authority in A17-PD

A5-Configuration Item Record†, A18-Product Status Account


1. COPM


1. PM/ Exec/ SU define A21-Project Product Description: Specialist Products are outputs whose use creates outcomes that deliver the measurable benefits that justify the project

2. PM/ PA note need for A5-CIRs for products in A21-PjPdD’s “composition & derivation”



12.4.6 Plan the initiation stage1. PM/ PS note need for

A5-CIR for management products

16.4.2 Execute a Work Package1. TM & PS update A5-CIR status (eg WIP/

Ready for Review/ Released)

16.4.3 Deliver a Work Package1. [TM & PS check status OK in A5-CIR for all

CIs to close the A26-WkPkg]

18.4.3 Hand over Products1. PS update A5-CIR for

products transferred to operations [& should transfer the actual CI records too!]


1. PM uses PSA to see which A5-CIR approved by authority in their A17-PD, have a concession, are WIP or Not started

2. PM plans work to salvage & pass-on or make safe A5-CIRs as required


1. PM uses PSA to check all A5-CIR approved by authority in their A17-PD or have a concession

14.4.2 Configuration Management Strategy1. PM/ PS define process, selection

criteria and formats of A18-Product Status Account (PSA) that snapshots A5-Configuration Item Records. A18-PSA may select by Date/ Team/ Stage & status EG Not started, Work-In-Progress (WIP) late & WIP on schedule, Ready for review, Baselined, Released etc

2. PM/ PS define A5-Configuration Item Record attributes for required A18-PSA selections

3. PS create initial A5-CIR for management products [and A21-Project Product Description and all known component parts (may be notes in A7-Daily Log for a small project)

CoPM

Project Board

Project manager

Team Manager

15.4.6 Capture and examine issues and risks1. PM uses A18-PSA to analyse product status (derived from

A5-CIR)15.4.5 Report highlights1. PM uses a18-PSA for details of products to include in A11-

Highlight Report

15.4.1 Authorize a Work Package1. PS update A5-CIR (& A17-PD) for any products in A26-

WkPkg PBS as useful EG set status = “WIP”15.4.2 Review Work Package status1. PS check A5-CIR & reality agree - update A5-CIR as useful

15.4.4 Review stage status1. PM requests a A18-PSA from PS to snap-shot A5-

Configuration Item Records and assess variance to A16-StgPlan

2. PM requests A18-PSA for any releases to check all OK3. PM requests PS perform a Configuration Audit to check all

A5-CIRs match reality (or change reality)

15.4.8 Take corrective action1. PM collect data on deviations form A5-CIR (& A12, A15, A13,

A10, A7 & Board)2. PS update affected A5-CIR

17.4.4 Report Stage End (A8-SER)

1. PM request A18-PSA for details to include in A8-SER


1. PS (sic) create/update A5-CIR (& A17-PD) for all products in exception’s scope(Scope determined in 15.4.6 by A18-PSA)

17.4.1 Plan the next stage1. PM [(sic)?] create/

update A5-CIR (& A17-PD) for all products in stage PBS(inc A16-PjPlan changes)

14.4.6 Create the Project Plan1. PS create/ update A5-CIR (& A17-PD)

for all products in project Product Breakdown Structure (PBS)

Plan Delivery Stage

The activities & roles involved in maintaining A5-Configuration Item Record and A18-Product Status Accounts

† And 9.3.1.2 & 9.3.1.3



35



17.4.4 Report Stage End1. PM reports Pj objectives and

Stage objectives vs all tolerances, and forecasts tolfor rest of project in A9-End Stage Report

CoPM

Project Board

Project manager

Team Manager

Tolerances12.4.1 Appoint the Executive and the Project Manager

1. COPM Set project level tolerances


1. SU expresses Customer Quality Expectations & PM captures as driver for quality tolerance

2. PM (Exec) starts defining each benefit’s tolerances and aggregate benefits tolerance

3. PM records SU's quality tolerance (ie limits on Acceptance Criteria) in A21-Project Product Description


1. Board set Stage Tol (for last stage consider what to do with unused Tol [wrong thinking*]




1. PM documents Pjtolerances received by Exec in project mandate (or by discussion) prior to transfer to A16-Pj Plan at 14.4.6

13.4.1 Authorize initiation1. Board set tolerances (Tol)

for Initiation Stage

13.4.2 Authorize the project1. Board check Pj Tol from CoPM realistic2. Exec renegotiates Pj Tol if relevant3. Board agree project budget including cost tolerance (and risk and change

budget) and project timescales including schedule tolerance (and risk & change time-budget)

13.4.4 Give ad hoc direction1. Board consider their direction in response to a

Tolerance Threat (TT): Increase Tol., Request an Exception Plan, Defer if TT contingent on a Risk Cause (event), Reject (eh?)

16.4.2 Execute a Work Package1. TM makes corrections within WkPkg Tol or raises an Issue to the PM (to log in the A7-Daily Log and handle at 15.4.8)2. TM reports tol status in A3-Checkpoint Report


1. PM reports on Pj performance & objectives vs. tolerances in A8-End Project Report

*X-Ref correct tolerance handling** Strictly ANY forecast of an “out-of-tolerance”situation is by definition being “in Exception” and deserves 15.4.6

15.4.6 Capture and examine issues and risks1. PM create A13-Issue Report considering affect

Tols

15.4.5 Report highlights1. PM gives board confidence of operating within

Tol by regularly reporting stage status vs Tol & TT early warnings** in A11-Highlight Reports

15.4.1 Authorize a Work Package1. PM/ TM make joint agreement on A26-WkPkg

Cost/ Start & End date, Milestone, Quality (from A17-PDs) targets and A26-WkPkg tolerances (Cost/ Time/ Risk & Scope. Zero time tolerance and higher scope tolerance implies iterative/ agile methods Such as SCRUM

15.4.4 Review stage status1. PM determines from controls (project Records

Registers and Logs) any tolerance threat & Escalates via 15.4.7

15.4.7 Escalate issues & risks1. PM converts & extends A13-Issue Rpt into

A10-Exception Report giving Overview of which tolerances are threatened by how much and when and why, the consequences of each possible response (including none)

15.4.8 Take corrective action1. PM acts within Stage Tol EG to resolve A26-

WkPkg exception

17.4.5 Produce an Exception Plan1. PM creates a new A16-Stg or

Pj Plan to Suggest recovery options from Stage or Pj TT

17.4.1 Plan the next stage1. PM includes specification of

Stage Tolerances (Cost/ Time/ Scope/ Risk, not quality-See below or benefits-See 14.4.6)) in A16-Stage Plan

2. PM (team) create stage PBS and A17-PD with product quality tolerances defined (probably as attribute ranges (eg “Customer call duration between 1 and 3 minutes”)

3. PM notes scope tolerance in A17-PD and stage PBS

17.4.3 Update the Business Case1. PM Checks for change in

CoPM/ board Risk tolerance per Risk and in total

14.4.6 Create the Project Plan1. PM includes specification of Pj tolerances in A16-PjPln

(Cost/ Time/ Scope/ not quality-See below or Benefits-See A2-BC or Risk-See 14.4.1))

2. PM includes spec. of quality & scope tolerance in each A17-Product Description (& A21-PjPD)

3. PM notes scope tol in A17-PDs and project level Product Breakdown Structure (PBS)

4. PM (Exec) consider affect of part-time-teams on schedule and consider compensation in other tolerances

14.4.7 Refine the Business Case1. PM (Exec) refines quantified definition of each

benefit’s Best/ Expected/ Worst target and (as) expresses tolerances and aggregate benefits tolerance

2. PM (Exec) considers affect of timescales on benefit tolerances including delivery dates

14.4.5 Set up the project controls1. PM confirms Tol levels and escalation mechanisms

between CoPM/ board/ PM/ TM

14.4.3 Prepare the Quality Management Strategy• Q-Tol is defined in each A17-Product Description

14.4.1 Prepare the Risk Management Strategy (A24-RMS)1. PM includes Risk Tol in A24-RMS IE the thresholds for

risk escalation from management level to level, specially from PM to Board (possibly using a Probability Impact Grid or Matrix

Plan Delivery Stage16.4.1 Accept a Work Package1. As 15.4.1



36


Licensed for individual use without fee. A commercial licence ([email protected]) removes this note: Please report unlicensed commercial use & share in fees levied 13.4.2 Authorize the project1. Board seek evidence

previous lessons are being consulted & current documented

CoPM

Project Board

Project manager

Team Manager

A14-Lesson Log & A15-Lesson Report

17.4.4 Report Stage End1. PM creates A15-

LR of “what went well/ badly, estimates versus actuals and statistics” as appropriate, includes in A9-ESR & distributes according to A4-CmMS(A15-LR may be tailored to an audience, always(?) include Corp. QA)


1. COPM provide lessons


1. PM closes A14-LL

12.4.4 Prepare the outline Business Case1. PM considers A14-LL for Pj

justification

13.4.3 Authorize a Stage or Exception Plan1. Board review (Exec assures) A15-

LR and decide who to send to(Board ensure CoPM & CoEfunctions aware of responsibilities)

12.4.2 Capture previous lessons1. PM Install culture “Lessons Sought,

Record, Acted on” within this project(12.4.2 may be repeated during the Pj, especially if novel/ complex)

2. PM Captures (via a workshop) into A14-Lesson Log all relevant lessons from previous project’s A15-Lesson Reports, CoPM & external sources


1. PM considers how to act on observations in A14-LL for team design

12.4.6 Plan the initiation stage1. PM considers A14-LL for Init-Stage

controls


1. PM considers A14-LL for approval

13.4.5 Authorize project closure1. Board assures (sic) final A15-LR and authorises (sic) &

distributes (as part of approving (sic) A9-EPjRpt)2. (Board ensure CoPM & CoE functions aware of responsibilities)3. Board review A1-Benefits Review Plan is suitable to identify

side-effects and capture/ distribute as lessons

16.4.2 Execute a Work Package1. TM notifies PM of lessons observed or applied, dierctly and via



1. PM team identify lessons PM creates a15-LR as 17.4.4, plus reasons if premature closure Board review & CoPM approve it


1. PM includes in A1-BRP, provision for distribution of Lessons observed in Post-Project Review [!]


1. PM considers value in repeating 12.4.2

2. PM (team) consider all A14-LL as 14.4.6

CofE = Centre of Excellence, previously known as a Project Office or Pj Support Office (PSO) or Pj Management Office (PMO)

14.4.2 Configuration Management Strategy (A6-CfMS)1. PM defines how records are stored. Accessed kept safe &

distributed. Pj records are the source of lessons

14.4.6 Create the Project Plan (A16-Pj Plan)1. PM considers value in repeating 12.4.22. PM include action to capitalise on previous lessons in Plan3. PM (team) use comparative [analogous] estimating techniques

14.4.5 Set up the project controls1. PM defines records maintained (includes A14-LL)

14.4.4 Prepare Communication Manag’nt Strategy (A4-CmMS)1. PM considers how to communicate lessons to other projects,

during Pj or in CP at a minimum

14.4.3 Prepare Quality Management Strategy ((A22-QMS)1. PM includes lessons into quality approach, Define QC[?QA]

process to remove causes of unsatisfactory results, Use Q-metrics for learning & process improvements

14.4.1 Prepare Risk Management Strategy (A24-RMS)1. PM includes lessons (EG Risk Breakdown Structure

[taxonomy] & categories) into Pisk ID guidance & Impact estimating – see 14.4.6 & Response development IE ideas of effective responses

Plan Delivery Stage

14.4.X All Initiation Process activities in stage1. Seek lessons from PM team, CoPM, A14-LL & other Pj’s A15-

LR

15.4.5 Report highlights1. PM includes lessons observed and

applied

15.4.4 Review stage status1. PM captures (seek, record, act) to

A14-LL good & bad observations on P2 tailoring, tools, team & technique, Process & product from team, A26-WkPkg & all Plans/ Registers/ Records & Logs

2. PM considers holding lesson review now, later or at end of stage

3. PM includes a15-LR in A11-Highlight Reports if useful

15.4..X All CS/ 17.4./ 16.4./ CP activity in Delivery Stage

1. Seek lessons from PM team, CoPM, A14-LL & other project’s A15-LR

15.4.7 Escalate issues & risks1. PM considers lessons causing need

for A10-Exception Report


1. PM may create A13-Issue Report from a14-LL




37



Reminder of Obligations

• These materials are provided for FREE if used for personal, individual development!!

• If you want to use this intellectual property as a commercial offering that’s fine too as long as you cut me in I don’t want much !!– Pre-arranged commercial use removes this notice, gives you animated slides that build

procedures step-by-step, also step-by-step exercise files, instructor notes, suggested time-line for delivery and support

– For non pre-arranged commercial use (IE where you charge a fee) I hereby offer you a contract to use this materials, without prior notice in a commercial context at £1,000 per day or per copy which ever is the greater (that’s an ‘offer’ and notice of ‘consideration’, use will constitute ‘acceptance’ and forms contract) – as soon as I become aware of use I will start proceedings to collect fees due




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Simon Harris, PMP

Logic

al Mo

del L

td ©2

011


Practice Foundation Exams



Section 4


©Lo

gica

lMod

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td 2

011





4: Foundation Papers

• Contents– Foundation set 1

• 75 question exam paper• Answer-sheets (Tear them

out. You’ve got four so you can do the exam 3 times before resorting to a photocopier

• The answers• The explanation of why the

right answers are right and the wrong ones are wrong

– Foundation set 2• As above for a further 75

questions

Section: 4 Page 0

• Foundation “purpose” paraphrased from the syllabus is……to confirm … sufficient … understanding … to work … with, or …[in] a

project management team [IE candidates understand]:-…characteristics … of a project …benefits of PRINCE2 …The principles, themes, roles, processes and management products

– Understand means ‘can recognise or state each element's purpose and objectives’


The Foundation Examination

Sample Paper 1

January 2011 Release

Multiple Choice

1-hour paper

Instructions

1. All 75 questions should be attempted.

2. 5 of the 75 questions are under trial and will not contribute to your

overall score. There is no indication of which questions are under trial.

3. All answers are to be marked on the answer sheet provided.

4. Please use a pencil and NOT ink to mark your answers on the answer sheet provided. There is only one correct answer per question.

5. You have 1 hour for this paper.

6. You must get 35 or more correct to pass.

Candidate Number: .....................................…

© The APM Group Ltd 2010This paper remains the property of The APM Group (APMG). This document is not to be reproduced or re-sold without express

permission from The APM Group Ltd. PRINCE2® is a Registered Trade Mark of the Office of Government Commerce.

The Swirl logo™ is a Trade Mark of the Office of Government Commerce.PRINCE2:2010-ExamPaper-2003-GBP210FSample1-100815Sample_2011_Paper1


PRINCE2 Foundation Examination

1 Which is one of the six aspects of project performance that needs to be managed?

a) Accuracy b) Reliability c) Scope d) Ease of use

2 What theme ensures the project is desirable, viable and achievable?

a) Organization b) Progress c) Business Case d) Risk

3 What process is triggered by the Project Manager's request to initiate a project?

a) Starting up a Project b) Initiating a Project c) Directing a Project d) Managing a Stage Boundary

© The APM Group Ltd 2010This paper remains the property of The APM Group (APMG).This document is not to be reproduced or re-sold without express permission from The APM Group Ltd.

PRINCE2:2010-ExamPaper-2003-GBP210FSample1-100815Sample_2011_Paper1

2



4 The purpose of which theme is to establish mechanisms to monitor and compare actual

achievements against those planned?

a) Business Case b) Change c) Progress d) Quality

5 Which is an objective of the Closing a Project process?

a) Check that all the project's products have been accepted by the users b) Prepare for the final stage of the project c) Capture the customer’s quality expectations d) Ensure that all benefits have been achieved

6 Identify the missing words in the following sentence.

A purpose of the Managing a Stage Boundary process is to provide the Project Board with sufficient information so that it can approve the [ ? ] for the next stage.

a) Work Packages b) Exception Report c) Stage Plan d) Project Brief



3



7 Which theme provides information on what is required, how it will be achieved and by whom?

a) Organization b) Plans c) Business Case d) Quality

8 Which is recommended as a possible risk response type for an opportunity?

a) Reduce b) Transfer c) Reject d) Fallback

9 Basing projects on a 'management by exception' principle provides which benefit?

a) Promotes consistency of project work and staff mobility b) Provides a common language c) Clarity of what a project will deliver, why, when and by whom d) Efficient and cost-effective use of management time



4




The purpose of the [ ? ] process is 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.

a) Initiating a Project b) Starting up a Project c) Directing a Project d) Managing a Stage Boundary

11 Which is a purpose of the Managing Product Delivery process?

a) Controls the link between the Project Manager and the Team Manager(s) b) Tracks the progress of a stage with the help of Checkpoint Reports c) Provides a link between the work of the Project Manager and the Project Board d) Maintains a focus on the delivery of benefits throughout the stage

12 Which role is responsible for authorizing and monitoring work to be completed and for taking corrective action within a stage?

a) Project Manager b) Project Support c) Project Assurance d) Team Manager



5



13 Which fact is true of Project Assurance but not quality assurance?

a) Responsible for monitoring the conduct of the project b) Independent of the Project Manager c) Appointed as part of the project management team d) Responsible for reviewing the project for compliance with corporate standards

14 Which is NOT a characteristic of a project?

a) Has a higher degree of risk than business as usual

b) Involves people with different skills introducing a change that will impact others outside of the team

c) Has a lifespan that usually covers the delivery of the desired outcomes and the realization of all the expected benefits

d) A temporary management structure created for the implementation of business products

15 Which product forms the 'contract' between the Project Manager and the Project Board for the project?

a) Project Plan b) Project Product Description c) Project Initiation Documentation d) Project Brief



6



16 Which is an objective of the Managing a Stage Boundary process?

a) Enable the Project Board to commit resources and expenditure required for the initiation stage b) Review and, if necessary, update the Project Initiation Documentation c) Provides a break between those managing the project from those creating products d) Ensure a periodic review is held to approve the products created within the completed stage

17 How should a Team Manager escalate a suggestion for an improvement to a product?

a) Include details in a Checkpoint Report b) Include details in a Highlight Report c) Raise an issue d) Raise an Exception Report

18 Which is a purpose of the Closing a Project process?

a) Define the procedure for handing over products b) Provide a fixed point at which acceptance for the project product is confirmed c) Define formal requirements for the acceptance, execution and delivery of project work d) Confirm all project benefits have been achieved



7



19 Which is an objective of the Starting up a Project process?

a) Confirm there are no known restrictions that would prevent the project from being delivered b) Ensure all Team Managers understand their responsibilities c) Get approval for the Project Plan from corporate or programme management d) Prepare the Project Initiation Documentation for authority to initiate the project

20 Which process is used to provide an interface with corporate or programme management?

a) Managing Product Delivery b) Directing a Project c) Controlling a Stage d) Managing a Stage Boundary

21 Which is NOT a purpose of an End Project Report?

a) Compare project achievements against what was originally agreed b) Record information that will help future projects c) Prompt the Project Board to authorize the next stage

d) Pass on details of any ongoing risks for those who will maintain and operate the finished product



8



22 Identify the missing word(s) in the following sentence.

If a baselined product requires modification, the [ ? ] procedure should be applied in order to manage the modification.

a) risk management b) exception c) issue and change control d) quality control

23 Which is a purpose of a Project Brief?

a) Describe an agreed position from which the project can be started b) Describe the information needs of the project's stakeholders c) Describe the configuration management procedure that will be used by the project d) Describe the reporting requirements of the Project Board

24 Which is one of the four integrated elements within PRINCE2?

a) Quality b) Role descriptions c) Processes d) Product Descriptions



9



25 Which of the following statements apply to a Stage Plan?

1. Is produced with the knowledge of earlier stages2. Provides the basis for control by the Project Board3. Is produced close to the time when the planned events will take place4. Provides the basis for day-to-day control by the Project Manager

a) 1, 2, 3 b) 1, 2, 4 c) 1, 3, 4 d) 2, 3, 4


Because the Project Board receives regular [ ? ], there is no need for regular progress meetings.

a) End Stage Reports b) Checkpoint Reports c) Exception Reports d) Highlight Reports

27 Which is a benefit of using the product-based planning technique?

a) All the required products of the project will be delivered to time and to cost b) Clearly shows how long a project will take c) It removes the need for activity-based planning d) Reduces the risk of incorrectly scoping the project



10



28 Which of the following describe the purpose of the Risk theme?

1. Identify risks that may have an impact on the project delivering its objectives 2. Assess and evaluate the impact of the risks on the project delivering its objectives 3. Manage risks at the corporate or programme level of the organization 4. Implement risk management activities to improve the chances of the project delivering

its objectives

a) 1, 2, 3 b) 1, 2, 4 c) 1, 3, 4 d) 2, 3, 4

29 Which project management team role can trigger the premature closure of a project?

a) Project Manager b) Project Board c) Project Support d) Project Assurance

30 Which is a purpose of the Organization theme?

a) Set the tolerance on the cost of resources b) Provide project management training to those working within the project c) Define the structure of accountability and responsibilities on the project d) Implement the controls required to permit management by exception



11



31 Which process enables the Project Board to exercise overall control of a project?

a) Directing a Project b) Controlling a Stage c) Starting up a Project d) Initiating a Project

32 Which is the first plan to be created?

a) Project Plan b) Initiation Stage Plan c) Team Plan d) Exception Plan

33 What is the PRINCE2 definition of a project?

a) A number of activities managed as a unit b) A unique undertaking that requires organization and resources c) An element of work that a Project Manager agrees to deliver d) A temporary organization created for the purpose of delivering business products



12



34 Which is NOT an objective of the Managing Product Delivery process?

a) Ensure suppliers understand what is expected of them b) Ensure products of appropriate quality are delivered c) Ensure the Project Board is kept informed of progress on the products d) Ensure work for the team is agreed with the Project Manager

35 Which is an objective of the quality review technique?

a) Involve key interested parties to promote wider acceptance of the product b) Develop and improve the specification of a product through continuous assessment c) Correct any errors found in a product during the quality review meeting d) Update the status information in the Configuration Item Record when a product is signed-off

36 Which is a purpose of the Communication Management Strategy?

a) Identify how and by whom the project’s products will be controlled and protected b) Define the method of communication between the project and its stakeholders

c) Define the structure of responsibilities and accountabilities in support of effective decision making in a project

d) Identify the communications required from the Team Manager(s) to the Project Board



13




Any requests for change, which require Project Board approval, should be recorded in the [ ? ] and monitored by the Project Manager

a) Product Description b) Issue Register c) Configuration Item Record d) Quality Register

38 Which is a recommended quality review team role?

a) Senior User b) Presenter c) Project Support d) Project Assurance

39 If a product fails its quality check, which product should always be updated?

a) Risk Register b) Issue Register c) Quality Register d) Lessons Log



14



40 In what product should the Project Manager enter the details of issues that are resolved

without using the formal issue and change control procedure?

a) Stage Plan b) Daily Log c) Configuration Item Record d) Checkpoint Report

41 Which of the PRINCE2 principles uses tolerances to establish the limits of delegated authority?

a) Manage by stages b) Tailor to suit the project environment c) Focus on products d) Manage by exception

42 Which is a purpose of the Starting up a Project process?

a) Ensuring that the prerequisites for initiating the project are in place b) Establishing that the Project Plan can meet the required target dates c) Creating the Project Initiation Documentation so the project can be initiated d) Confirming to corporate or programme management that quality expectations will be met



15



43 When should the project management team be reviewed?

a) As and when new stakeholders are identified b) When planning a quality review c) When planning the next stage d) During product creation

44 Which is NOT a responsibility of the Project Board?

a) Allocate tolerances to specialist teams b) Transfer ownership of the Benefits Review Plan to corporate or programme management c) Approve the Project Product Description d) Confirm the required frequency of Highlight Reports

45 Who sets the project tolerances?

a) Project Board b) Corporate/programme management c) Executive d) Project Manager



16



46 PRINCE2 plans are carefully designed to meet the needs of the different levels in the project

organization. Why is this a benefit?

a) Ensures stakeholders are properly represented b) Improves communication and control c) Ensures that one plan will meet everyone’s needs d) Reduces the levels of management required in the project organization

47 What levels of plan are recommended by PRINCE2?

a) Project Plan b) Project Plan and Stage Plan c) Project Plan, Stage Plan and Team Plan d) Project Plan, Stage Plan, Team Plan and Exception Plan

48 Which of the following are true for a Product Description?

1. Describes the component parts of the product2. Identifies the products that are derived from this product3. Defines the skills needed to create the product4. Describes the method required to check the product

a) 1, 2, 3 b) 1, 2, 4 c) 1, 3, 4 d) 2, 3, 4



17



49 Which of the following is funded from a change budget?

a) All changes to the baseline cost of the project b) Increased tolerance required by the Project Manager to complete a stage c) Changes to approved baselined products d) The correction of an off-specification

50 What is risk appetite?

a) Part of the project budget, used to pay for any additional activities required to manage risks b) The funds the Project Board is willing to spend on the management of risk

c) Permissible deviation from planned expenditure without the need to escalate to the next higher authority

d) An organization's attitude towards risk-taking

51 Which role represents the 'delivering' level on the project management team?

a) Project Board b) Project Manager c) Team Manager d) Project Support



18



52 Which is a purpose of the Benefits Review Plan?

a) Document the justification for the undertaking of a project

b) Describe only residual benefits and those that could not be achieved during the lifecycle of the project

c) Provide a schedule for measuring the achievement of benefits d) Provide the reasons for the project, for entry into the Business Case

53 Which is a purpose of a Configuration Item Record?

a) Provide a summary of the status of all products at any one time b) Provide any details of important links between configuration items c) Support the creation of the project product breakdown structure d) Include an analysis of an issue or risk which caused the product to change

54 Which is NOT a purpose of the Controlling a Stage process?

a) Take corrective actions to control deviations from the Stage Plan b) Recommend the tolerances for the next stage c) Report progress to the Project Board d) Assign work to be done



19



55 Which is a true statement regarding stages?

a) A project can be scheduled without management stages b) There can be several management stages within a technical stage c) Several management stages can be scheduled to run concurrently d) Technical stages and management stages should always end together

56 Which is a purpose of the Risk Management Strategy?

a) Defines the techniques to be used when assessing project risks b) Summarizes exposure to strategic, programme, project and operational risks c) Recommends responses for each of the project risks d) Identifies suitable risk owners for each of the project risks

57 Which role can the Project Manager also perform?

a) Executive b) Project Assurance c) Change Authority d) Senior User



20



58 What are the three recommended types of issue?

a) Off-specification, request for change and concession b) Off-specification, request for change and problem/concern c) Request for change, problem/concern, and Issue Report d) Request for change, Issue Report and risk

59 Which is established within the Initiating a Project process?

a) The various ways in which the project can be delivered b) Those who require project information have been identified c) All of the information to develop the Project Brief is available d) Any constraints which could affect the project have been removed

60 Which term is used to describe when a risk might occur?

a) Impact b) Proximity c) Probability d) Evaluate



21



61 Within what process are Team Plans produced?

a) Initiating a Project b) Controlling a Stage c) Managing a Stage Boundary d) Managing Product Delivery


If a Project Manager has the appropriate specialist skills and knowledge, they may also perform the role of [ ? ] on the project.

a) Senior Supplier(s) b) Team Manager(s) c) Project Assurance d) Senior User(s)

63 Which statement is true for project stakeholders?

a) Some have decision-making authority within the project environment b) All are external to the corporate organization c) All are internal to the project management team structure d) None have decision-making authority within the project environment



22



64 Which of the following is funded from a risk budget?

a) Potential changes that may be required as the project progresses b) Shortfall in estimating the development costs of the project's products c) Additional activities to reduce, avoid, fallback, transfer, share or enhance project risks d) Production of a Risk Management Strategy

65 Which is NOT an objective of the Controlling a Stage process?

a) Produce the Stage Plan for the next stage b) Focus attention on delivery of the stage's products c) Escalate threats to tolerances d) Keep issues and risks under control

66 Which of the following describes an output?

a) Any of the project's specialist products b) The result of the change derived from using the project's products c) The measurable improvement resulting from an outcome d) A negative outcome



23



67 Which is a purpose of the Quality theme?

a) Define the way in which the project will ensure that all products of the project are fit for purpose

b) Define the procedures and responsibilities for the creation, maintenance and control of project products

c) Establish mechanisms to judge whether the project remains desirable and achievable d) Enable the assessment of continuing project viability

68 Which factor should influence the length of a management stage?

a) Frequency of Highlight Reports b) The level of project risk c) Availability of the Project Board d) Requirement of a specialist team for an element of the development work

69 After the first stage, when are the Stage Plans for further stages produced?

a) Near the end of the current stage b) After completion of the current stage c) When creating the Project Plan d) At the start of the initiation stage



24



70 What is a risk cause?

a) Negative consequence of a threat occurring b) Explanation of the uncertainty which, should it occur, would create a problem c) Positive consequence of an exploited opportunity d) A known situation which creates uncertainty

71 Which product is a time-driven control?

a) End Stage Report b) Exception Report c) Checkpoint Report d) Lessons Report

72 Which is a purpose of the Project Product Description?

a) Define the quality checks that will be used for the project's products b) Explain what the project must handover to achieve customer approval c) Confirm the delivery timescales for the project's products d) Document the Project Manager's responsibilities for delivering the project's products



25



73 Which is a purpose of the Change Authority?

a) Determine the change budget for a project b) Assess the impact of all requests for change c) Reduce the number of requests for change that need to be escalated to the Project Board d) Allow the Project Board to delegate the approval of all risks and Issue Reports

74 To which role does a Team Manager report an exception situation?

a) Project Manager b) Project Board c) Project Assurance d) Project Support

75 What is the first step within the recommended risk management procedure?

a) Assess b) Identify c) Implement d) Plan



26


Pagination Control


@ @

The Foundation Examination Answer BookletUse an HB PENCIL and only mark the paper where directed.

Enter your candidate number in the space provided at the bottom of the page and also in the 6 boxes on the right. Fill in the associated ovals next to the 6 boxes, e.g.for candidate 597, fill ovals 000597.

Candidate Number

++++++

Select your answers by filling in the appropriate ovals. Ovals must be darker than the grey square at the top of the page and filled between 80% - 100% as follows:

Do NOT use the following marks as they may be ignored.

+ 1. 21.

+ 2. 22.

+ 3. 23.

+ 4. 24.

+ 5. 25.

+ 6. 26.

+ 7. 27.

+ 8. 28.

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% %

01 February 2010 GB-P2FO-17-A4 Booklet 5 Page 1 Candidate Number [P2R/_________________]


Pagination Control


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41. 61. +42. 62. +43. 63. +44. 64. +45. 65. +46. 66. +47. 67. +48. 68. +49. 69. +50. 70. +51. 71. +52. 72. +53. 73. +54. 74. +55. 75. +56. +57. +58. +59. +60. +

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Pagination Control


PRINCE2 Foundation Examination Answer Key

Week ending: Exam Paper:GBP210FSample1-100815Sample_2011_Paper1

Q Ans SyllabusTopic Section Q Ans Syllabus

Topic Section Q Ans SyllabusTopic Section

1 C OV0101 1.5.2 31 A DP0201 13.1 61 D MP0203 16.3

2 C BC0201 4.1. 32 B PL0202 7.2.3 62 B OR0203.5 5.3.2.7

3 C DP0203 13.3 33 D OV0102 1.3 63 A OR0204 5.2.5

4 C PG0202 10.1 34 C MP0202 16.2 64 C RK0203 8.3.6

5 A CP0202 18.2 35 A QU0203 6.3.2.1 65 A CS0202 15.2

6 C SB0201 17.1 36 B OR0205 Appendix A 66 A BC0101 4.2.2

7 B PL0201 7.1 37 B CH0203.4 Appendix A 67 A QU0201 6.1

8 C RK0102 Table 8.2 38 B QU0101 6.3.2.1 68 B PG0204 10.3.2.2

9 D OV0202 1.7 39 C QU0206.3 6.3.1.6 / Appendix A

69 A SB0203 17.2

10 A IP0201 14.1 40 B PG0206.1 Appendix A 70 D RK0205 8.3.5.1

11 A MP0201 16.1 41 D OV0202 2.5 71 C PG0201 10.3.3

12 A CS0203 15.3 42 A SU0201 12.1 72 B QU0206.1 AppendixA

13 C QU0202 6.2.6 43 C SB0202 17.2 73 C OR0203.4 5.3.2.4 / 9.3.1.1

14 C OV0203 1.3 44 A OR0203.1 15.4.1 74 A PG0101 10.3.1.1

15 C IP0204 Appendix A 45 B PG0205 10.3.1.1 75 B RK0202 8.3.5

16 B SB0202 17.2 46 B OV0201 1.7

17 C CH0204 9.3.3 47 C PL0101 7.2.3

18 B CP0201 18.1 48 C QU0206.2 Appendix A

19 A SU0202 12.2 49 C CH0202 9.3.1.1

20 B DP0202 13.2 / 13.3 50 D RK0207 8.3.2

21 C PG0207.2 AppendixA / 18.4.5

51 C OR0202 5.3.1

22 C CH0201 9.1 52 C BC0202.2 Appendix A

23 A SU0204.1 Appendix A 53 B CH0203.2 Appendix A

24 C OV0103 1.5.3 54 B CS0201 15.1

25 C PL0202 7.2.5 55 B PG0203 10.3.2.3

26 D PG0208.2 Appendix A 56 A RK0206.1 Appendix A

27 D PL0203 7.3.3 57 C OR0101 5.3.2.4

28 B RK0201 8.1 58 B CH0101 Table 9.1

29 B CP0203 18.4.2 59 B IP0202 14.2

30 C OR0201 5.1 60 B RK0204 8.3.5.2

© The APM Group Ltd 2010

This paper remains the property of The APM Group (APMG).This document is not to be reproduced or re-sold without express permission from The APM Group Ltd.

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1 Syllabus Topic:OV0101 - Overview and Principles

Correct Answer:C Objective:LL1 - Recall the six aspects of project performance to be managed.

a) Incorrect. May be an acceptance criterion, but this is NOT one of the six aspects of

project performance that need to be managed. The six aspects are cost, timescale, scope, quality, risk and benefits. Ref 1.5.2

b) Incorrect. May be an acceptance criterion, but this is NOT one of the six aspects of


c) Correct. One of the six aspects, together with costs, timescales, quality, risk and benefits. Ref 1.5.2

d) Incorrect. May be an acceptance criterion, but this is NOT one of the six aspects of


2 Syllabus Topic:BC0201 - Business Case Theme Correct Answer:C Objective:LL2 - Understand the purpose of the Business Case theme.

a) Incorrect. The Organization theme defines and establishes the project's structure of accountability and responsibilities. Ref 5.1

b) Incorrect. The Progress theme establishes mechanisms to monitor and compare actual

achievements against those planned and provides a forecast for the project's continued viability. Ref 10.1

c) Correct. The Business Case theme drives decision-making throughout the project and is used to assess if the project remains viable and benefits can be realized. Ref 4.1

d) Incorrect. The Risk theme identifies, assesses and controls uncertainties about the project. Ref 8.1

3 Syllabus Topic:DP0203 - Directing a Project Process Correct Answer:C Objective:LL2 - Understand the context of the Directing a Project process.

a) Incorrect. The Starting up a Project process prepares for the authorization of the

initiation stage. The request to initiate the project is an action carried out during the Starting up a Project process. Ref 12.1

b) Incorrect. The Initiating a Project process prepares documentation to be submitted to the

Project Board for project authorization, but the actual authorization comes from the Directing a Project process. Ref 14.3

c) Correct. Only the Project Board can authorize project initiation, and its activities are covered in the Directing a Project process. Ref 13.3

d) Incorrect. The Managing a Stage Boundary process prepares material to request authorization of a stage from the Project Board. Ref 17.1

© The APM Group Ltd 2010This paper remains the property of The APM Group (APMG).This document is not to be reproduced or re-sold without express permission from The

APM Group Ltd. PRINCE2:2010-Rationale-2003-GBP210FSample1-100815Sample_2011_Paper1

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4 Syllabus Topic:PG0202 - Progress Theme

Correct Answer:C Objective:LL2 - Understand the purpose of the Progress theme.

a) Incorrect. The purpose of the Business Case theme is to establish mechanisms to judge

whether the project is desirable, viable and achievable as a means to support decision making in its investment. Ref 4.1

b) Incorrect. The purpose of the Change theme is to identify, assess and control any potential and approved changes to the baseline. Ref 9.1

c) Correct. The purpose of the Progress theme is 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. Ref 10.1

d) Incorrect. The purpose of the Quality theme is to define and implement the means by which the project will create and verify products that are fit for purpose. Ref 6.1

5 Syllabus Topic:CP0202 - Closing a Project Process Correct Answer:A Objective:LL2 - Understand the objectives of the Closing a Project process. a) Correct. To verify user acceptance of a project's products. Ref 18.2

b) Incorrect. The Closing a Project process occurs during the final stage, which is

prepared during the Managing a Stage Boundary process, as for any other stage, except for the initiation stage. Ref 18.3

c) Incorrect. The customer's quality expectations are defined and agreed early in the Starting up a Project process. The expectations are captured in discussions with the customer (business and user stakeholders) and then refined for inclusion in the Project Product Description. Ref 12.4.4

d) Incorrect. NOT all benefits may have been achieved before the project closes. Some will be measured post-project as part of a benefits review. Ref 18.4.3

6 Syllabus Topic:SB0201 - Managing a Stage Boundary Process Correct Answer:C Objective:LL2 - Understand the purpose of the Managing a Stage Boundary process.

a) Incorrect. Work Packages are authorized by the Project Manager during the Controlling a Stage process. Ref 15.4.1

b) Incorrect. An Exception Report may trigger the Managing a Stage Boundary process if an Exception Plan is required. Ref 15.4.7

c) Correct. A purpose of the Managing a Stage Boundary process is to provide sufficient

information to the Project Board, so that it can review the success of the current stage and approve the next Stage Plan. Ref 17.1

d) Incorrect. The Project Brief is approved by the Project Board following the Starting up a Project process, and before the Initiating a Project process. Ref 13.4.1



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7 Syllabus Topic:PL0201 - Plans Theme

Correct Answer:B Objective:LL2 - Understand the purpose of the Plans theme.

a) Incorrect. The purpose of the Organization theme is to define and establish the project's structure of accountabilities and responsibilities. Ref. 5.1

b) Correct. Planning provides all personnel in a project with information on what is required,

how it will be achieved and by whom, using what specialist equipment and resources, when events will happen and whether targets are achievable. Ref 7.1

c) Incorrect. The Business Case is used to document the justification for undertaking the project. Ref. 4.1

d) Incorrect. The purpose of the Quality theme is to define and implement the means by which the project will create and verify products that are fit-for-purpose. Ref. 6.1

8 Syllabus Topic:RK0102 - Risk Theme Correct Answer:C

Objective:LL1 - Recall the risk response types and whether they are used to respond to a threat or an opportunity.

a) Incorrect. Reduce is a proactive action taken to reduce the probability or the impact of a threat occurring, by performing some form of control. Ref Table 8.2

b) Incorrect. Transfer is where a third party takes on responsibility for some of the financial impact of a threat. Ref Table 8.2

c) Correct. Reject is where a conscious and deliberate decision is taken NOT to exploit or

enhance an opportunity, having discerned that this is more economical than to attempt an opportunity response action. Ref Table 8.2

d) Incorrect. Putting in place a fallback plan for the actions that will be taken to reduce the

impact of a threat should it occur. This is a reactive form of reduce response which has no impact on likelihood. Ref Table 8.2

9 Syllabus Topic:OV0202 - Overview and Principles Correct Answer:D Objective:LL2 - Understand the seven principles.

a) Incorrect. Consistency of project work is a benefit derived from the use of PRINCE2

project documentation and processes. It facilitates staff mobility between projects and reduces the impact of personnel changes/handovers. Ref 1.7

b) Incorrect. PRINCE2 is widely recognized and understood, and therefore provides a

common vocabulary for project participants. A common vocabulary is NOT a benefit provided by the management by exception principle. Ref 1.7 / 2.5

c) Incorrect. A PRINCE2 project's product focus provides the benefit of clarifying (for all parties) what a project will deliver, why, when, by whom and for whom. Ref 1.7

d) Correct. PRINCE2 is based on a 'management by exception' framework, providing for efficient and economic use of management time (whether at corporate, programme, Project Board or project management level). It reduces their time burden without removing their control by ensuring decisions are made at the right level in the organization. Ref 1.7 / 2.5



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10 Syllabus Topic:IP0201 - Initiating a Project Process

Correct Answer:A Objective:LL2 - Understand the purpose of the Initiating a Project process.

a) Correct. The purpose of the Initiating a Project process is 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. Ref 14.1

b) Incorrect. The purpose of the Starting up a Project process is to ensure that the

prerequisites for initiating a project are in place by answering the question: do we have a viable and worthwhile project? Ref 12.1

c) Incorrect. The purpose of the Directing a Project process is 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 Project Manager. Ref 13.1

d) Incorrect. The purpose of the Managing a Stage Boundary process is 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. Ref 17.1

11 Syllabus Topic:MP0201 - Managing Product Delivery Process Correct Answer:A Objective:LL2 - Understand the purpose of the Managing Product Delivery process.

a) Correct. The Managing Product Delivery process places formal requirements on accepting, executing and delivering project work. Ref 16.1

b) Incorrect. This is the role of the Project Manager in the Controlling a Stage process. Ref 15.4.4

c) Incorrect. This is an objective of the Controlling a Stage process. Ref 15.1

d) Incorrect. This is the role of the Project Manager in the Controlling a Stage process. Ref 15.2

12 Syllabus Topic:CS0203 - Controlling a Stage Process Correct Answer:A Objective:LL2 - Understand the context of the Controlling a Stage process.

a) Correct. The Project Manager is responsible for controlling the day-to-day activities of the stage. Ref 15.3

b) Incorrect. Project Support provides administrative support to the Project Manager, but is NOT responsible for authorizing the work. Ref 5.3.2.8

c) Incorrect. Project Assurance reviews the activities of the stage, but is NOT responsible for authorizing the work. Ref 5.3.2.3

d) Incorrect. The Team Manager agrees work with the Project Manager to be delivered as part of a Work Package. Ref 5.3.2.7



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13 Syllabus Topic:QU0202 - Quality Theme

Correct Answer:C Objective:LL2 - Understand the difference between quality assurance and Project Assurance.

a) Incorrect. Both Project Assurance and quality assurance are responsible for monitoring

the project's conduct. Project Assurance reports to the project's stakeholders. Quality assurance reports to the wider community. Ref 6.2.6

b) Incorrect. They are both independent of the Project Manager. Ref 6.2.6

c) Correct. Quality assurance is a function within the organization. Project Assurance is a temporary role within the project management team. Ref 6.2.6

d) Incorrect. Both Project Assurance and quality assurance are responsible for assuring that applicable standards are being used. Ref 6.2.6

14 Syllabus Topic:OV0203 - Overview and Principles Correct Answer:C Objective:LL2 - Understand the characteristics of a project.

a) Incorrect. Projects introduce threats and opportunities over and above those we typically encounter in the course of stable business operations. Projects are more risky. Ref 1.3

b) Incorrect. The project environment involves a temporary team of people with different skills working together to introduce change within the business environment. Ref 1.3

c) Correct. These are characteristics of a programme. Whilst projects do deliver outcomes and benefits, many will NOT be realized until after the project has closed. Ref 19.4

d) Incorrect. Projects are temporary in nature. Once the change has been implemented the need for the project is removed. Ref 1.3

15 Syllabus Topic:IP0204 - Initiating a Project Process Correct Answer:C Objective:LL2 - Understand the purpose of the Project Initiation Documentation.

a) Incorrect. A Project Plan states how and when the objectives will be achieved but is NOT

an agreement on what is to be delivered. That is defined in the Project Initiation Documentation. Ref A.16

b) Incorrect. The Project Product Description is used in the Closing a Project process to

verify that the project has delivered what was expected, but is NOT a contract between the Project Manager and the Project Board. Ref A.21

c) Correct. The Project Initiation Documentation forms the basis for the management and

overall success of the project and as such is the 'contract' between the Project Manager and the Project Board. Ref A.20

d) Incorrect. Information in the Project Brief is NOT confirmed or detailed enough to form a

firm agreement and, after use in creating the Project Initiation Documentation, it is NOT maintained. Ref A.19



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16 Syllabus Topic:SB0202 - Managing a Stage Boundary Process

Correct Answer:B Objective:LL2 - Understand the objectives of the Managing a Stage Boundary process.

a) Incorrect. Commencement of the initiation stage is approved by the Project Board during

the Directing a Project process, at the end of start up. This is NOT a stage boundary. Ref 13.4.1

b) Correct. Review and, if necessary, update the Project Initiation Documentation (in

particular the Business Case, Project Plan, project approach, strategies, project management team structure and role descriptions). Ref 17.2

c) Incorrect. It is the Managing Product Delivery process that provides the break between the Project Manager and the teams delivering the products. Ref 16.1

d) Incorrect. Products are assessed and approved as and when they are completed during

the Managing Product Delivery process. These quality checks are NOT left until the end of the stage. Ref 16.4.2

17 Syllabus Topic:CH0204 - Change Theme Correct Answer:C

Objective:LL2 - Understand the recommended steps in the issue and change control procedure.

a) Incorrect. This is a request for change. Although a Team Manager may refer to it in a Checkpoint Report it is NOT the vehicle to deal with a change. Ref 9.3.3

b) Incorrect. The Team Manager does NOT produce Highlight Reports. Ref 10.3.3.4

c) Correct. A Team Manager will raise it as an issue, but it is the Project Manager who determines whether this should be dealt with as a formal Issue Report. Ref 9.3.3

d) Incorrect. The Team Manager does NOT raise Exception Reports. Ref 10.3.4

18 Syllabus Topic:CP0201 - Closing a Project Process Correct Answer:B Objective:LL2 - Understand the purpose of the Closing a Project process.

a) Incorrect. This is done in the Initiating a Project process as part of defining the Configuration Management Strategy. Ref 14.4.2

b) Correct. This is a purpose of the Closing a Project process. Ref 18.1 c) Incorrect. This is a purpose of the Managing Product Delivery process. Ref 16.1 d) Incorrect. NOT all project benefits will have been achieved at project closure. Ref 18.4.4



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19 Syllabus Topic:SU0202 - Starting up a Project Process

Correct Answer:A Objective:LL2 - Understand the objectives of the Starting up a Project process.

a) Correct. An objective of the Starting up a Project process is to ensure time is NOT wasted on initiating any projects that are based on unsound constraints etc. Ref 12.2

b) Incorrect. The project management team is designed during the Starting up a Project

process, but the actual Team Managers may NOT be appointed until the Managing a Stage Boundary process. Ref 12.4.3

c) Incorrect. The Project Plan is created in the Initiating a Project process and approved by the Project Board in the Directing a Project process. Ref 14.4.6 / 13.4.2

d) Incorrect. The Project Initiation Documentation is prepared in the Initiating a Project process. Ref 14.3

20 Syllabus Topic:DP0202 - Directing a Project Process Correct Answer:B Objective:LL2 - Understand the objectives of the Directing a Project process.

a) Incorrect. This process is used by Team Manager(s) to communicate with the Project Manager within the Controlling a Stage process. Ref 16.1

b) Correct. This process ensures that corporate or programme management has an

interface to the project. It is a key role for the Project Board to engage with corporate or programme management and to act as a communication channel. Ref 13.2 / 13.3

c) Incorrect. The Project Manager should report to and receive information from the Project Board within this process. Ref 15.1

d) Incorrect. Products from this process will be provided to the Project Board in the

Directing a Project process for it to communicate with corporate/programme management. Ref 17.1

21 Syllabus Topic:PG0207.2 - Progress Theme Correct Answer:C Objective:LL2 - Understand the purpose of an End Project Report.

a) Incorrect. The End Project Report includes a comparison of project performance against the original Project Initiation Documentation. Ref A.8.1

b) Incorrect. An End Project Report includes the Lessons Report which will help future projects by their learning from these lessons. Ref A.8.1

c) Correct. The Project Board would use 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. Ref A.9.1

d) Incorrect. The End Project Report includes any follow-on action recommendations, which

will contain any risks for the attention of those who will maintain and operate the finished product. Ref A.8.1



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22 Syllabus Topic:CH0201 - Change Theme

Correct Answer:C Objective:LL2 - Understand the purpose of the Change theme. a) Incorrect. This procedure assesses and controls uncertainty, NOT change. Ref 8.3.5 b) Incorrect. This procedure monitors and evaluates achievements, NOT change. Ref 10.3.4

c) Correct. This is the procedure that identifies and controls changes to baselined products. It is part of the Change theme. Ref 9.1

d) Incorrect. This procedure defines and produces products that are fit-for purpose. Ref 6.3.2

23 Syllabus Topic:SU0204.1 - Starting up a Project Process Correct Answer:A Objective: LL2 - Understand the purpose of the Project Brief.

a) Correct. One of the purposes of the Project Brief is to ensure the project has a well-defined start point. Ref A.19.1

b) Incorrect. This is a purpose of the Communication Management Strategy. Ref A.4.1 c) Incorrect. This is a purpose of the Configuration Management Strategy. Ref A.6.1

d) Incorrect. This is part of setting up the project controls, performed in the Initiating a Project process, NOT the Project Brief. Ref A.20.1 / 14.4.5

24 Syllabus Topic:OV0103 - Overview and Principles Correct Answer:C Objective:LL1 - Recall the four integrated elements.

a) Incorrect. Quality is an aspect of project performance that needs to be managed. The

integrated elements are the seven principles, seven themes, seven processes and tailoring. Ref 1.5.3

b) Incorrect. Role descriptions help to agree and communicate project management team

roles and responsibilities. The integrated elements are the seven principles, seven themes, seven processes and tailoring. Ref 1.5.3

c) Correct. Principles, themes, processes and tailoring are the four integrated elements. Ref 1.5.3

d) Incorrect. Product Descriptions support the focus on products but the four integrated

elements are the seven principles, seven themes, seven processes and tailoring. Ref 1.5.3



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Correct Answer:C

Objective:LL2 - Understand the levels of plan, their purpose and the interrelationship between them.

a) Incorrect. (4) A Stage Plan is created at the level of detail needed to enable the day-to-day control by the Project Manager. Ref 7.2.5

b) Incorrect. (3) A Stage Plan is created towards the end of the preceding stage. Ref 7.2.5

c) Correct. (2) The Stage Plan provides the basis for the Project Manager's control. The Project Board monitors against the Project Plan. Ref 7.2.4

d) Incorrect. (1) A Stage Plan is produced towards the end of the preceding stage and can therefore be written with the knowledge of previous stages. Ref 7.2.5

26 Syllabus Topic:PG0208.2 - Progress Theme Correct Answer:D Objective:LL2 - Understand the purpose a Highlight Report.

a) Incorrect. End Stage Reports are NOT regular and may be too far apart for good reporting. Ref A.9.1

b) Incorrect. These are from the Team Manager to the Project Manager. Ref A.3.1 c) Incorrect. These are NOT regular progress reports. Ref A.10.1

d) Correct. These are sent on a regular basis by the Project Manager to the Project Board. Ref A.11.1

27 Syllabus Topic:PL0203 - Plans Theme Correct Answer:D Objective:LL2 - Understand the product-based planning technique.

a) Incorrect. The scope will be clear, but the time and effort taken to deliver them is NOT affected. Ref 7.3.3

b) Incorrect. Product-based Planning does NOT involve any estimates, and cannot therefore identify how long a project will take. Ref 7.3.3

c) Incorrect. Whilst the technique focuses on identifying the products required of the

project, the activities required to create or change each of the planned products may need to be identified to give a fuller picture of the plan's workload. Ref 7.3.3

d) Correct. Clearly and consistently identifying and documenting the plan's products and

interdependencies between them reduces the risk of important scope aspects being neglected or overlooked. Ref 7.3.3



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28 Syllabus Topic:RK0201 - Risk Theme

Correct Answer:B Objective:LL2 - Understand the purpose of the Risk theme.

a) Incorrect. (4) The Risk Management Strategy defines activities that should be implemented to control risks on the project. Ref 8.1

b) Correct. (3) The purpose of the Risk theme is to manage project risks, NOT at the corporate or programme level. Ref 8.1

c) Incorrect. (2) The purpose of the Assess step is to assess the impact of risks on the project objectives. Ref 8.1

d) Incorrect. (1) The purpose of the Identify risks step is to identify risks to the project. Ref 8.1

29 Syllabus Topic:CP0203 - Closing a Project Process Correct Answer:B Objective:LL2 - Understand the context of the Closing a Project process.

a) Incorrect. The Project Manager does NOT have the required level of authority. They will implement premature closure on the request of the Project Board. Ref 18.4.2

b) Correct. The Project Board triggers premature closure from the Directing a Project process. Ref 18.4.2 / 13.4.4

c) Incorrect. Project Support may supply management information to support a premature

project closure, but the closure can only be triggered from within the project management team by the decision-making authority of the Project Board. Ref 18.4.2

d) Incorrect. The Project Board may appoint Project Assurance to undertake some of the reviewing and assessing actions during the Closing a Project process, but Project Assurance does NOT have the required level of authority to trigger premature closure. Ref 18.4.2 / 13.4.5

30 Syllabus Topic:OR0201 - Organization Theme Correct Answer:C Objective:LL2 - Understand the purpose of the Organization theme. a) Incorrect. This is covered by the Progress theme. Ref 10.1

b) Incorrect. At the start of the project, team members may need training. The Project

Manager should ensure that training needs are built into the appropriate plans. Ref 5.3.3.2

c) Correct. The purpose of the Organization theme is to define and establish the project's structure of accountability and responsibilities (the who?). Ref 5.1

d) Incorrect. Management by exception requires the setting of stages, targets against the 6 objectives and tolerance for each. This is all covered within the Progress theme. Ref 10.1



11



31 Syllabus Topic:DP0201 - Directing a Project Process

Correct Answer:A Objective:LL2 - Understand the purpose of the Directing a Project process.

a) Correct. The purpose of the Directing a Project process is 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 Project Manager. Ref 13.1

b) Incorrect. The Controlling a Stage process enables the Project Manager to assign work

to be done, monitor such work, deal with issues, report progress to the Project Board and take corrective action. Ref 15.1

c) Incorrect. The Starting up a Project process ensures the prerequisites are in place for initiating a project. Ref 12.1

d) Incorrect. The Initiating a Project process establishes solid foundations for the project. Ref 14.1

32 Syllabus Topic:PL0202 - Plans Theme Correct Answer:B

Objective:LL2 - Understand the levels of plans, their purpose and the interrelationship between the Project Plan, Stage Plans, Team Plans and an Exception Plan.

a) Incorrect. The Project Plan is created in the Initiating a Project process, but the Stage Plan for the initiation stage is created before this. Ref 7.2.3

b) Correct. The Stage Plan, for the initiation stage, contains the creation of the Project

Initiation Documentation. This is the first plan to be created in the PRINCE2 processes. Ref 7.2.3

c) Incorrect. Team Plans are optional and are NOT produced until the Managing Product

Delivery process. This process may be optionally used during the initiation of a project, but the Stage Plan for the initiation stage is created before entering initiation. Ref 7.2.3

d) Incorrect. An Exception Plan CANNOT be created until there are set targets against which progress can be measured. These targets are defined in the Project Plan and subsequent Stage Plans. However, none of these precede the Stage Plan for the initiation stage. Ref 7.2.3

33 Syllabus Topic:OV0102 - Overview and Principles Correct Answer:D Objective:LL1 - Recall the definition of a project. a) Incorrect. See rationale for option D. b) Incorrect. See rationale for option D. c) Incorrect. See rationale for option D.

d) Correct. A project is a temporary organization that is created for the purpose of delivering one or more business products according to an agreed Business Case. Ref 1.3



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34 Syllabus Topic:MP0202 - Managing Product Delivery Process

Correct Answer:C Objective:LL2 - Understand the objectives of the Managing Product Delivery process.

a) Incorrect. The Work Package ensures that everyone in the team, including suppliers, understands what they have to do. Ref 16.2

b) Incorrect: The Work Package should contain Product Descriptions that describe the product(s) required, including the quality criteria. Ref 16.2

c) Correct. The Managing Product Delivery process does NOT have any communications

with the Project Board. Informing the Project Board of progress on the products is part of Controlling a Stage. Ref 16.2

d) Incorrect: Ensuring that work for the team is agreed with the Project Manager is part of the Accept a Work Package activity. Ref 16.2

35 Syllabus Topic:QU0203 - Quality Theme Correct Answer:A Objective:LL2 - Understand the objective of the quality review technique.

a) Correct. Involvement of key interested parties in checking a product's quality promotes wider acceptance of the project’s products. Ref 6.3.2.1

b) Incorrect. Any change to a product specification must go through formal change control. Ref 9.1

c) Incorrect. Errors should be noted as follow-up actions to be completed outside of the meeting. Ref 6.3.2.1

d) Incorrect. This is NOT part of the quality review technique. Results of the review are

communicated to the appropriate managers/support personnel who will update this information. Ref 15.4.2

36 Syllabus Topic:OR0205 - Organization Theme Correct Answer:B Objective:LL2 - Understand the purpose of the Communication Management Strategy.

a) Incorrect. This is the purpose of the Configuration Management Strategy NOT the Communication Management Strategy. Ref A.6.1

b) Correct. This is a key element in the use of the Communication Management Strategy. Ref A.4.1

c) Incorrect. This reflects the purpose of the Organization theme in PRINCE2 NOT the Communication Management Strategy. Ref 5.1 / A.4.1

d) Incorrect. Team Managers communicate with the Project Manager NOT the Project Board. Ref 5.3.2.7 / A.4.1



13



37 Syllabus Topic:CH0203.4 - Change Theme

Correct Answer:B Objective:LL2 - Understand the purpose of the Issue Register.

a) Incorrect. The Product Description will be updated to reflect requests for change, if those

requirements are approved via change control. The Product Description does NOT contain details of status. Ref A.17.2

b) Correct. Requests for change should be defined in Issue Reports which should be

recorded in the Issue Register, and their status monitored by the Project Manager. Ref A.12.1

c) Incorrect. This shows the status of a product and a cross-reference to any Issue Reports. It does NOT show the status of requests for change. Ref A.5.2

d) Incorrect. If requests for change are identified during a quality review, these would be

raised as Issue Reports and added to the Issue Register. The Quality Register does NOT show the status of Issue Reports. Ref A.23.2

38 Syllabus Topic:QU0101 - Quality Theme Correct Answer:B Objective:LL1 - Recall the recommended quality review team roles.

a) Incorrect. Although the Senior User may participate in a quality review, possibly as a reviewer, Senior User is NOT a recommended quality review role. Ref 6.3.2.1

b) Correct. This role introduces the product for review and represents the producer(s) of the

product. The presenter also coordinates and tracks the work after the review, i.e. applying changes to the product agreed by the team. Ref 6.3.2.1

c) Incorrect. Although Project Support may participate in a quality review, possibly as an administrator, Project Support is NOT a recommended quality review role. Ref 6.3.2.1

d) Incorrect. Although Project Assurance may participate in a quality review, possibly as a

reviewer, and are responsible for identifying appropriate people to fulfil this role, Project Assurance is NOT a recommended quality review role. Ref 6.3.2.1

39 Syllabus Topic:QU0206.3 - Quality Theme Correct Answer:C Objective:LL2 - Understand the purpose of a Quality Register.

a) Incorrect. This event has already happened. There is no uncertainty about its occurrence, therefore it is NOT a risk. Ref 8.2.1 / A.25.1

b) Incorrect. This may be raised as an issue (Off-specification) and formally managed if, for example, the failure is likely to lead to an exception situation. However, the product that should always be updated with the result of the quality activities is the Quality Register. Ref 6.3.1.6 / A.23.1

c) Correct. The Quality Register records the results of all quality management activities. Ref 6.3.1.6 / A.23.1

d) Incorrect. Whilst there may be a recommendation on how this product should be

developed to avoid this experience on future projects, this statement does NOT provide evidence of this. Ref 6.3.1.6 / A.14.1



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40 Syllabus Topic:PG0206.1 - Progress Theme

Correct Answer:B Objective:LL2 - Understand the purpose of a Daily Log.

a) Incorrect. The Stage Plan is used to record the activities and products planned for the stage. Ref 7.2.5

b) Correct. The Project Manager can deal with issues informally, but these should be entered in the Daily Log. Ref A.7.1

c) Incorrect. A Configuration Item Record contains information on the status of each product. Ref A.5.1

d) Incorrect. A Checkpoint Report is produced by the Team Manager providing progress on a Work Package. Ref A.3.1

41 Syllabus Topic:OV0202 - Overview and Principles Correct Answer:D Objective:LL2 - Understand the seven principles

a) Incorrect. This requires that the project be broken into manageable stages with control or decision points. Ref 2.4

b) Incorrect. This requires that a decision be made as to how the project management method is to be applied. Ref 2.7

c) Incorrect. This requires that the full scope of the project is understood and that all deliverables are fully defined. Ref 2.6

d) Correct. Accountability is established by delegating authority from one management

level to the next by setting tolerances against the six objectives for the respective level of the plan: time, cost, quality, scope, risk, benefit. Ref 2.5

42 Syllabus Topic:SU0201 - Starting up a Project Process Correct Answer:A Objective:LL2 - Understand the purpose of the Starting up a Project process.

a) Correct. The purpose of the Starting up a Project process is to ensure that the question

'do we have a viable and worthwhile project' can be answered. This is achieved by ensuring the prerequisites for initiating the project are in place. Ref 12.1

b) Incorrect. The Project Plan is created in the Initiating a Project process NOT the Starting up a Project process. Ref 14.4.6

c) Incorrect. The Project Initiation Documentation is created in the Initiating a Project process NOT the Starting up a Project process. Ref 14.4.8

d) Incorrect. The customer's quality expectations are captured and documented in the Project Product Description during the Starting up a Project process. There is no confirmation that these will be met at this point in time as they are a target objective. Ref 12.4.4



15




Correct Answer:C Objective:LL2 - Understand the objectives of the Managing a Stage Boundary process.

a) Incorrect. New stakeholders may be identified at any time and will need to be added to

the Communication Management Strategy, NOT to the project management team structure. Ref A.4.2

b) Incorrect. The individuals nominated to take the roles within a quality review are NOT

recorded in the project management team structure. They will be recorded in the Quality Register and on the associated Product Descriptions. Ref A.23.2 / A.17.2

c) Correct. New Team Managers may be required for the next stage, different Project Assurance may be required due to the nature of the next stage, etc. Ref 17.2 / 17.4.1

d) Incorrect. The project management team structure includes the Team Manager, but NOT the team members. This detail would be amended in the Team Plan. Ref 16.4.2

44 Syllabus Topic:OR0203.1 - Organization Theme Correct Answer:A Objective:LL2 - Understand the role of the Project Board.

a) Correct. Tolerance is allocated to the Project Manager by the Project Board when

authorizing the next stage. Tolerance is allocated to specialist teams by the Project Manager, NOT the Project Board. Ref 15.4.1

b) Incorrect. As the Benefits Review Plan includes resources beyond the life of the project,

ownership of this plan needs to transfer to corporate or programme management when authorizing project closure. Ref 13.4.5

c) Incorrect. The Project Product Description is incorporated within the Project Brief which is approved by the Project Board when authorizing initiation. Ref 13.4.1

d) Incorrect. The Project Board agree the frequency of Highlight Reports with the Project

Manager at the end of each stage, when authorizing a Stage Plan or Exception Plan. Ref 10.3.3.4

45 Syllabus Topic:PG0205 - Progress Theme Correct Answer:B Objective:LL2 - Test understanding of the setting of project level tolerances.

a) Incorrect. The Project Board has overall control at a project level, as long as forecasts

remain with project tolerance, and will allocate tolerances for each management stage to the Project Manager. Ref 10.3.1.1

b) Correct. Corporate/programme management sits outside the project but sets the overall requirements and tolerance levels of the project. Ref 10.3.1.1

c) Incorrect. The Executive forms part of the Project Board. Project tolerance is set by the corporate/programme management for the Project Board. Ref 10.3.1.1

d) Incorrect. The Project Manager agrees Work Package tolerance with the Team Manager(s). Ref 10.3.1.1



16




Correct Answer:B Objective:LL2 - Understand the benefits of using PRINCE2. a) Incorrect. Stakeholders are NOT represented in plans. They may receive copies. Ref 1.7

b) Correct. PRINCE2 plans are designed to meet the needs of the different levels in the

project organization and assist in communication and control by being regularly updated and copied to the necessary levels. Ref 1.7

c) Incorrect. One plan is unable to meet the needs of all levels in the project organization. Ref 7.2.3

d) Incorrect. The levels of management in a project organization are recommended within

the PRINCE2 method. The recommended plans do NOT affect the levels of management required. Ref 5.3.1

47 Syllabus Topic:PL0101 - Plans Theme Correct Answer:C Objective:LL1 - Recall the levels of plan recommended by PRINCE2.

a) Incorrect. In addition there are two further levels: the Stage Plan and Team Plan. Ref 7.2.3

b) Incorrect. In addition there is a further level of Team Plan. Ref 7.2.3

c) Correct. Project Plan, Stage Plan and Team Plan (Exception Plan replaces one of these). Ref 7.2.3

d) Incorrect. Project Plan, Stage Plan and Team Plan (Exception Plan replaces one of these). Ref 7.2.3

48 Syllabus Topic:QU0206.2 - Quality Theme Correct Answer:C Objective:LL2 - Understand the purpose of a Product Description.

a) Incorrect. (4) By understanding the quality method and quality skills needed, the review activities can be planned for and scheduled. Ref A.17.1

b) Incorrect. (3) The skills needed to develop the product will aid resource planning. Ref A.17.1

c) Correct. (2) The Product Description includes products on which this one is dependant but NOT vice versa. Ref A.17.1

d) Incorrect. (1) The composition will identify the parts of a product giving an indication of its 'size' to assist estimating. Ref A.17.1



17




Correct Answer:C Objective:LL2 - Understand the purpose of a change budget.

a) Incorrect. Any changes to the project costs will come from Corporate Management unless it is allowed for in the Project Board tolerance. Ref 10.3.3.1

b) Incorrect. The cost tolerance is given to the Project Manager for each stage. Any

increase would require an Exception Report that the Project Board would review and if necessary fund from the project's tolerance. Ref 10.3.4

c) Correct. This is a sum of money the customer and supplier agree will fund any request for change. It is given to a Change Authority to manage and control. Ref 9.3.1.1

d) Incorrect. The change budget does NOT pay for corrections to off-specifications. Ref 9.3.1.1

50 Syllabus Topic:RK0207 - Risk Theme Correct Answer:D Objective:LL2 - Understand the concept of risk appetite/tolerances.

a) Incorrect. This is 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. Ref 8.3.6

b) Incorrect. This is a risk budget, the mechanisms for control of and access to which should be detailed in the Risk Management Strategy. Ref 8.3.6

c) Incorrect. This describes cost tolerance, NOT risk appetite. Ref 10.2.3

d) Correct. An organization's unique attitude towards risk-taking that in turn dictates the amount of risks it considers acceptable. Ref 8.3.2

51 Syllabus Topic:OR0202 - Organization Theme Correct Answer:C

Objective:LL2 - Understand the three project interests and how these are represented within the three levels of the project management team structure.

a) Incorrect. The Project Board represents the 'directing' level. Ref 5.3.1 b) Incorrect. The Project Manager represents the 'managing' level. Ref 5.3.1

c) Correct. The 'delivering' level relates to the Team Manager responsible for delivering the project's products which they do via the Managing Product Delivery process. Ref 5.3.1

d) Incorrect. Project Support does NOT represent a level on the project management team. Ref 5.3.1



18



52 Syllabus Topic:BC0202.2 - Business Case Theme

Correct Answer:C Objective:LL2 - Understand the purpose of a Benefits Review Plan. a) Incorrect. This is a purpose of the Business Case. Ref A.2.1

b) Incorrect. The Benefits Review Plan includes all benefits, NOT just those which can be measured after the project has closed. Ref A.1.1

c) Correct. The Benefits Review Plan is used to cover the assessment of benefits. Ref 4.3.3 / A.1.1

d) Incorrect. The reasons for the project are derived from the project mandate and

documented in the outline Business Case during the Starting up a Project process. Ref. 12.4.4

53 Syllabus Topic:CH0203.2 - Change Theme Correct Answer:B Objective:LL2 - Understand the purpose of a Configuration Item Record.

a) Incorrect. This describes the Product Status Account. Each version of a product has a different Configuration Item Record. Ref A.18.1

b) Correct. Contains the relationship with other items which may be affected by any changes to the product. Ref 9.3.1.2 / A.5.1

c) Incorrect. The maximum level of control possible is determined by breaking down the project's products until the level reached at which a component can be independently installed, replaced or modified. The product breakdown structure can therefore support configuration management. Ref 9.3.2

d) Incorrect. Configuration Item Records include a cross-reference to any issues or risks

which caused the product to change, it does NOT contain details of the issues/risks themselves. Ref A.5.2

54 Syllabus Topic:CS0201 - Controlling a Stage Process Correct Answer:B Objective:LL2 - Understand the purpose of the Controlling a Stage process.

a) Incorrect. The Project Manager takes corrective actions to ensure the stage remains within tolerance. Ref 15.1 / 15.4.8

b) Correct. The recommendation of stage tolerances is done while planning the stage in the Managing a Stage Boundary process. Ref 17.4.1 / 13.4.3

c) Incorrect. The Project Manager will report progress to the Project Board using Highlight Reports. Ref 15.1 / 15.4.5

d) Incorrect. The Project Manager will assign work to be done in Work Packages. Ref 15.1 / 15.4.1



19




Correct Answer:B

Objective:LL2 - Understand the concept of management stages and the difference between management and technical stages.

a) Incorrect. PRINCE2 mandates a minimum of two management stages, initiation and the rest of the project. Ref 10.3.2.1

b) Correct. A technical stage can span over more than one management stage. Ref 10.3.2.3

c) Incorrect. Management stages do NOT overlap, technical stages do. Ref 10.3.2.2

d) Incorrect. Management stages and technical stages can be scheduled to coincide, but this is NOT true of all stages. Ref 10.3.2.2

56 Syllabus Topic:RK0206.1 - Risk Theme Correct Answer:A Objective:LL2 - Understand the purpose of the Risk Management Strategy.

a) Correct. The Risk Management Strategy describes the specific risk management

techniques and standards to be applied, and the responsibilities for achieving an effective risk management procedure. Ref A.24.1

b) Incorrect. Exposure to risk is summarized in the risk profile. This procedure is defined in the Risk Management Strategy. Ref A.24

c) Incorrect. The Risk Management Strategy defines the different categories of risk

responses which can be used to identify suitable actions for each risk. It does NOT define the specific response actions appropriate for each risk. Ref A.24

d) Incorrect. Risk owners are identified and recorded in the Risk Register. Ref A.25.2

57 Syllabus Topic:OR0101 - Organization Theme Correct Answer:C Objective:LL1 - Recall the roles within the Organization theme.

a) Incorrect. The Project Manager CANNOT perform the role of the Executive, the two roles must be independent. Ref 5.3.2.1

b) Incorrect. The Project Assurance role CANNOT be delegated to the Project Manager, the roles must remain independent. The Project Assurance role is owned by the Project Board members and can be delegated by them but NOT to the Project Manager. Ref 5.3.2.3

c) Correct. The Change Authority role can be delegated by the Project Board to the Project Manager. Ref 5.3.2.4

d) Incorrect. The Senior User role can be combined with the Executive role but CANNOT be

performed by the Project Manager, the Project Manager and any Project Board role are always separate. Ref 5.3.2.1



20




Correct Answer:B Objective:LL1 - Recall the three types of issue.

a) Incorrect. A concession is an off-specification which has been accepted without corrective action. Ref Table 9.2

b) Correct. Each of these is a type of issue. Ref Table 9.1

c) Incorrect. An Issue Report contains the description, impact assessment and

recommendations for a request for change, off-specification or a problem/concern. It is only created for those issues that need to be handled formally. Ref 9.3.1.6

d) Incorrect. An Issue Report contains the description, impact assessment and recommendations for a request for change, off-specification or a problem/concern. It is only created for those issues that need to be handled formally. Ref 9.3.1.6. A risk is NOT a type of issue. Ref Table 9.1

59 Syllabus Topic:IP0202 - Initiating a Project Process Correct Answer:B Objective:LL2 - Understand the objectives of the Initiating a Project process.

a) Incorrect. The available project approaches are evaluated in the Starting up a Project process. Ref 12.2 / 12.4.5

b) Correct. An objective of the Initiating a Project process is to ensure that there is

common understanding of who needs information, in what format, and at what time. Ref 14.2 / 14.4.4

c) Incorrect. The Project Brief is developed in the Starting up a Project process NOT the Initiating a Project process. Ref 12.2

d) Incorrect. A focus of the Initiating a Project process is to understand and put strategies in place to manage constraints, NOT to remove them. Ref 14.2

60 Syllabus Topic:RK0204 - Risk Theme Correct Answer:B Objective:LL2 - Understand the probability, impact and proximity of a risk.

a) Incorrect. The impact of each risk is measured in terms of the project objectives. The impact identifies what the outcome would be if the risk occurs. Ref 8.3.5.2

b) Correct. The point in time, or within the project, when the risks might materialize. Ref 8.3.5.2

c) Incorrect. The likelihood of the risk occurring - is it highly likely or NOT very likely. Ref 8.3.5.2

d) Incorrect. This activity assesses the net effect of all the identified risks on a project when aggregated together. Ref 8.3.5.2



21




Correct Answer:D Objective:LL2 - Understand the context of the Managing Product Delivery process.

a) Incorrect. Team Plans are produced by the Team Manager during the Managing a Product Delivery process. Ref 16.3

b) Incorrect. Team Plans are produced by the Team Manager during the Managing a Product Delivery process. Ref 16.3

c) Incorrect. Team Plans are produced by the Team Manager during the Managing a Product Delivery process. Ref 16.3

d) Correct. Team Plans are produced by the Team Manager during the Managing a Product Delivery process. Ref 16.3

62 Syllabus Topic:OR0203.5 - Organization Theme Correct Answer:B Objective:LL2 - Understand the role of the Team Manager.

a) Incorrect. The Project Manager CANNOT take on the role of Senior Supplier. This would

prove to be a conflict of interests. Supplier assurance must remain independent of/CANNOT be delegated to the Project Manager. Ref 5.3.2.3

b) Correct. The appointment of separate Team Managers is optional. If the Project Manager

has the appropriate knowledge, coverage, etc, they may manage the teams directly. Ref 5.3.2.7

c) Incorrect. Project Assurance is the responsibility of the Project Board and must remain independent of/CANNOT be delegated to the Project Manager. Ref 5.3.2.3

d) Incorrect. The Project Manager CANNOT take on the role of Senior User. This would

prove to be a conflict of interests. User assurance must remain independent of/CANNOT be delegated to the Project Manager. Ref 5.3.2.3

63 Syllabus Topic:OR0204 - Organization Theme Correct Answer:A Objective:LL2 - Understand what a stakeholder is.

a) Correct. Project Board members are stakeholders. Those with a role on the Project Board will have an interest in, and influence over the project. Project Board members are decision-makers representing stakeholders, i.e. business, user and supplier interests. Ref 5.2.5

b) Incorrect. Stakeholders are both internal and external to the corporate organization.

Primary stakeholders are represented on the Project Board, others are external to the project management team. Ref 5.3.5.2

c) Incorrect. Corporate and/or programme management are stakeholders within a project but do NOT sit within the project management team structure. Ref 5.3.1

d) Incorrect. Project Board members are stakeholders. Those with a role on the Project Board will have an interest in, and influence over the project. Project Board members are decision-makers representing stakeholders, i.e. business, user and supplier interests. Ref 5.2.5



22




Correct Answer:C Objective:LL2 - Understand the purpose of a risk budget. a) Incorrect. These would be funded by a change budget, NOT the risk budget. Ref 9.3.1.1 b) Incorrect. This would be funded from any cost tolerance. Ref Table 10.1

c) Correct. The risk budget is set aside to fund specific management responses to the project's threats and opportunities. Ref 8.3.6

d) Incorrect. The use of a risk budget is defined within the Risk Management Strategy, during the Initiating a Project process. Ref A.25.2 / 8.3.6

65 Syllabus Topic:CS0202 - Controlling a Stage Process Correct Answer:A Objective:LL2 - Understand the objectives of the Controlling a Stage process.

a) Correct. The Stage Plan is produced in the Managing a Stage Boundary process,

towards the end of a stage, and is NOT an objective of the Controlling a Stage process. Ref. 15.2 / 17.4.1

b) Incorrect. Any movement away from the direction and products agreed at the start of the

stage is monitored to avoid uncontrolled change ('scope creep') and a loss of focus. Ref 15.2

c) Incorrect. The project management team is focused on delivery within the tolerances laid

down. The stage should NOT exceed the tolerances agreed with the Project Board. Ref 15.2

d) Incorrect. Throughout a stage, the project management team should be watching for, assessing and dealing with issues and risks. Ref 15.2 / 15.3

66 Syllabus Topic:BC0101 - Business Case Theme Correct Answer:A Objective:LL1 - Recall the definition of a project output, an outcome, a benefit and a dis-benefit. a) Correct. This is an output - a specialist product (whether tangible or intangible). Ref 4.2.2 b) Incorrect. This is an outcome. Ref 4.2.2 c) Incorrect. This is a benefit. Ref 4.2.2 d) Incorrect. This is dis-benefit. Ref 4.3.4.4



23



67 Syllabus Topic:QU0201 - Quality Theme

Correct Answer:A Objective:LL2 - Understand the purpose of the Quality theme.

a) Correct. The Quality theme defines the PRINCE2 approach to ensuring that the project's products meet business expectations. Ref 6.1

b) Incorrect. This is covered by the Change theme. Ref 9.1 c) Incorrect. This is covered by the Business Case theme. Ref 4.1 d) Incorrect. This is a purpose of the Progress theme. Ref 10.1

68 Syllabus Topic:PG0204 - Progress Theme Correct Answer:B Objective:LL2 - Understand the factors to consider in identifying management stages.

a) Incorrect. The frequency of Highlight Reports will be considered when planning each

stage. It is NOT an influence when deciding on the duration of a stage. Ref 10.3.2.2 / 10.3.1.2

b) Correct. Stage breaks can be inserted at key points when risks to the project can be reviewed before major commitments of money or resources. Ref 10.3.2.2

c) Incorrect. Management stages will be set according to the confidence of the Project

Board and Project Manager in proceeding. Management stages are NOT set according to the availability of the Project Board. Ref 10.3.2.2 / 10.3.1.2

d) Incorrect. Technical stages are typified by the use of a particular set of specialist skills.

Management stages equate to commitment of resources and authority to spend. Ref 10.3.2.2 / 10.3.1.3

69 Syllabus Topic:SB0203 - Managing a Stage Boundary Process Correct Answer:A Objective:LL2 - Understand the context of the Managing a Stage Boundary process.

a) Correct. The Stage Plan for the next stage should be planned near the end of the current stage when managing a stage boundary. Ref 17.2 / 17.3 / 17.4.1 / 7.2.5

b) Incorrect. The Stage Plan for the next stage should be planned near the end of the

current stage when managing a stage boundary, so that it can be approved by the Project Board and the next stage can commence. Ref 17.4.1

c) Incorrect. The Project Plan is produced in the Initiating a Project process. Ref 14.4.6

d) Incorrect. The plan for the second stage of a project may be produced towards the end of initiation, but this is NOT when Stage Plans for further stages are produced. Ref 7.2.5



24




Correct Answer:D

Objective:LL2 - Understand the difference between cause, event and effect when expressing a risk.

a) Incorrect. This is describing a risk effect. The risk effect should describe the impact

(s) that the risk would have on the project objectives should the risk materialize. Ref 8.3.5.1

b) Incorrect. This is describing a risk event. The risk event should describe the area of uncertainty in terms of the threat or the opportunity. Ref 8.3.5.1

c) Incorrect. This is describing a risk effect. The risk effect should describe the impact

(s) that the risk would have on the project objectives should the risk materialize. Ref 8.3.5.1

d) Correct. This is describing a risk cause. The risk cause should describe the source of

the risk, i.e. the situation that gives rise to the risk. These are often referred to as risk drivers. Ref 8.3.5.1

71 Syllabus Topic:PG0201 - Progress Theme Correct Answer:C Objective:LL2 - Understand the difference between event-driven and time-driven controls.

a) Incorrect. The end of a stage is NOT a periodic control, i.e. it does NOT occur weekly or monthly. Ref 10.3.3

b) Incorrect. Exception situations are NOT a periodic control, i.e. you CANNOT plan for them. Ref 10.3.3

c) Correct. Time-driven controls take place at predefined periodic intervals. The frequency and format of the Checkpoint Reports will be agreed in the Work Package. Ref 10.3.3

d) Incorrect. Produced at the end of a stage and the end of the project, these are NOT periodic controls, i.e. it does NOT occur weekly or monthly. Ref 10.3.3

72 Syllabus Topic:QU0206.1 - Quality Theme Correct Answer:B Objective:LL2 - Understand the purpose of a Project Product Description. a) Incorrect. This is a purpose of the Quality Management Strategy. Ref A.22.1

b) Correct. A purpose of the Project Product Description is to define what the project must deliver in order to gain customer acceptance. Ref A.21.1

c) Incorrect. This is the purpose of the Project Plan. Ref 7.2.4

d) Incorrect. The Project Manager's responsibilities are defined by the Executive in the

Starting up a Project process and they are NOT documented in the Project Product Description. Ref A.21.1 / 12.4.1



25



73 Syllabus Topic:OR0203.4 - Organization Theme

Correct Answer:C Objective:LL2 - Understand the role of a Change Authority.

a) Incorrect. If there is to be a change budget, this will be determined by the Project Board, as part of the overall project budget. Ref 9.3.1.1 / 13.4.2

b) Incorrect. This is the role of the Project Manager, NOT the Change Authority. Ref 9.3.3.2 / 9.3.1.1

c) Correct. Within the limits of authority set by the Project Board, changes can be

approved by the Change Authority without the need for escalation. Ref 5.3.2.4 / 9.3.1.1 / C.8.

d) Incorrect. The Change Authority deals with requests for change and off-specifications,

NOT risks. There should be a limit to the delegated authority in terms of the characteristics of changes which can be approved by the Change Authority. Ref 9.3.1.1

74 Syllabus Topic:PG0101 - Progress Theme Correct Answer:A

Objective:LL1 - Recall the lines of authority and reporting between the four levels of management.

a) Correct. The Team Manager has control for a Work Package, within the Work Package tolerances agreed with the Project Manager. During execution of the Work Package, if any forecasts indicate that it is likely to exceed the agreed tolerances, then the deviation should be referred to the Project Manager by the Team Manager in order to get a decision on corrective action. Ref 10.3.1.1

b) Incorrect. If a Team Manager forecasts an exception situation, it should be escalated to the Project Manager via an issue. See rationale A.

c) Incorrect. If a Team Manager forecasts an exception situation, it should be escalated to the Project Manager via an issue. See rationale A.

d) Incorrect. If a Team Manager forecasts an exception situation, it should be escalated to the Project Manager via an issue. See rationale A.

75 Syllabus Topic:RK0202 - Risk Theme Correct Answer:B Objective:LL2 - Understand the five steps within the risk management procedure. a) Incorrect. If the risk has NOT been identified, it CANNOT be assessed. Ref 8.3.5

b) Correct. The risk must first be identified before it can be assessed, and responses planned and then implemented. Ref 8.3.5

c) Incorrect. If the risk has NOT been identified, it CANNOT be assessed. Therefore responses CANNOT be planned or implemented. Ref 8.3.5

d) Incorrect. If the risk has NOT been identified, it CANNOT be assessed. Therefore responses CANNOT be planned or implemented. Ref 8.3.5



26


Pagination Control



Sample Paper 2


Multiple Choice

1-hour paper

Instructions

1. All 75 questions should be attempted.

2. 5 of the 75 questions are under trial and will not contribute to your

overall score. There is no indication of which questions are under trial.

3. All answers are to be marked on the answer sheet provided.

4. Please use a pencil and NOT ink to mark your answers on the answer sheet provided. There is only one correct answer per question.

5. You have 1 hour for this paper.

6. You must get 35 or more correct to pass.

Candidate Number: .....................................…



The Swirl logo™ is a Trade Mark of the Office of Government Commerce.PRINCE2:2010-ExamPaper-2002-GBP210FSample2-100803Sample_2011_Paper2



1 Which is one of the six aspects of project performance that needs to be managed?

a) Customers b) People c) Benefits d) Processes

2 What is a trigger for the Starting up a Project process?

a) Project Brief b) Project Plan c) Project mandate d) Outline Business Case

3 Which is a purpose of the Business Case theme?

a) Establish mechanisms to monitor and compare actual achievements against those planned b) Establish methods to judge whether the ongoing project is justified c) Assess and control uncertain events or situations d) Describe how, when and at what cost products can be delivered



2



4 Which role is responsible for creating a Team Plan in the Managing Product Delivery process?

a) Project Manager b) Team Manager c) Project Support d) Senior User

5 The incorporation of the primary stakeholders on the project management team supports which principle?

a) Continued business justification b) Defined roles and responsibilities c) Manage by stages d) Learn from experience

6 Which describes risk appetite?

a) An organization's attitude towards risk-taking b) Probable effect on the project delivering its objectives c) Probable timeframe within which a risk may occur d) Level of risk exposure that, when exceeded, triggers an exception



3




If the Project Manager needs to know the results of a quality review, the [ ? ] will provide a summary together with the date of any follow-up meeting.

a) Stage Plan b) Issue Register c) Daily Log d) Quality Register

8 How is the Project Initiation Documentation used during the Closing a Project process?

a) As the basis for comparing the original aim of the project against what was actually achieved b) Provides the controls for the final stage of the project c) Updated to include relevant lessons from previous projects d) Provides the Project Product Description for approval by the Project Board

9 Which role agrees the techniques, products and constraints for a Work Package with the Project Manager?

a) Executive b) Project Assurance c) Senior Supplier d) Team Manager



4



10 Identify the missing word in the following sentence.

PRINCE2 recommends three levels of [ ? ] to reflect the needs of the different levels of management involved in a project.

a) product b) activity c) plan d) benefit

11 Which is a purpose of a Configuration Item Record?

a) Record quality issues found in a quality test of the product

b) Explain which procedure should be used for updating the Configuration Item Records of products completed in the stage

c) Explain which procedure should be used for transferring completed products into the operational and maintenance environment

d) Record the development status of products in a completed Work Package

12 When authorizing a stage, in which product would the Project Board look for an explanation of any deviations from the approved plans that are within tolerance?

a) Lessons Report b) End Stage Report c) Benefits Review Plan d) Project Initiation Documentation



5



13 Which of the following are a purpose of the Benefits Review Plan?

1. Define how a measurement of the achievement of the project's benefits can be made 2. Define what benefits assessments need to be undertaken 3. Define the project, in order to form the basis for its management and an assessment of

its overall success 4. Define the activities required to measure the expected project's benefits

a) 1, 2, 3 b) 1, 2, 4 c) 1, 3, 4 d) 2, 3, 4

14 Which is a purpose of the Organization theme?

a) Define the total resource requirements of the project b) Capture the project acceptance criteria c) Define the responsibilities for managing teams d) Establish mechanisms to judge whether the project is desirable and achievable

15 Which is a purpose of a Project Brief?

a) Define how and when a measurement of the achievement of the project's benefits can be made b) Define any lessons from previous projects and how they may affect this project

c) Communicate the quality techniques and standards to be applied to achieve the required quality levels

d) Provide sufficient information for the decision on whether to initiate the project



6



16 Which is a purpose of a Risk Management Strategy?

a) Communicate how risk management will be implemented throughout the wider corporate organization

b) Capture and maintain information on all identified risks relating to the project c) Document specific actions for responding to risks d) Describe the procedures and techniques for managing project risks

17 Which is NOT a purpose of the Plans theme?

a) Facilitate communication b) Establish the project's structure of accountability c) Define the means of delivering the products d) Ensure targets are achievable

18 Which is a purpose of the Directing a Project process?

a) Enable the Project Board to exercise overall control of a project b) Document a solid foundation for the project c) Establish the prerequisites for the initiation of a project d) Assign Work Packages



7



19 What takes place within the Managing a Stage Boundary process?

a) Periodic review of progress against the Stage Plan b) Obtain approvals for all completed products c) Escalation of Issue Reports created during the current stage d) Review of the business justification for the project

20 Which is a type of issue?

a) Problem/concern b) Follow-on action recommendation c) Exception Report d) Identified threat

21 Which is a characteristic of a project?

a) Low risk b) Avoids stresses and strains between organizations c) Business as usual d) Cross-functional



8



22 Which is NOT a recommended response type to respond to a threat?

a) Avoid b) Reject c) Share d) Transfer

23 Which is an objective of the Managing a Stage Boundary process?

a) Request authorization to start the next stage b) Ensure that all threats and opportunities for the current stage have been closed

c) Make certain that work on products allocated to the team for the next stage is authorized and agreed

d) Implement actions to resolve tolerance deviations from the Stage Plan

24 In which process are the project’s risk management techniques and standards defined?

a) Starting up a Project b) Directing a Project c) Initiating a Project d) Managing Product Delivery



9



25 Which is a purpose of a Daily Log?

a) Record the products and activities planned for the stage b) Record informal issues c) Record and track the status of all products produced during a stage d) Update the Project Board on the progress of a stage

26 Which is an objective of the quality review technique?

a) Determine whether a product has been created b) Agree the quality method that will be applied to a product c) Formulate ideas on how the product will be developed d) Provide consultation with a range of interested parties on a product's fitness for purpose

27 When does the Directing a Project process start?

a) On completion of the Starting up a Project process b) On completion of the Initiating a Project process c) When the Starting up a Project process commences d) After the project has been authorized



10



28 Which plan is mandatory?

a) Team Plan b) Exception Plan c) Project Plan d) Programme Plan

29 On which environment is PRINCE2 based?

a) Information technology b) Customer/supplier c) Procurement d) Programme

30 Which theme assesses and controls uncertainty within a project?

a) Progress b) Risk c) Change d) Plans



11



31 Which of the following is funded from a change budget?

a) Fallback plan b) Request for change c) Action to reduce a threat d) Change Authority

32 Which is an aim of the Starting up a Project process?

a) Understand how and when the project's products will be delivered and at what cost b) Ensure that there is authority to deliver the project's products

c) Do the minimum necessary in order to decide whether it is worthwhile to even initiate the project

d) Create the set of management products required to control the project

33 Which is a responsibility of the Project Manager?

a) Delegating responsibility for changes to the Change Authority b) Documenting the Communication Management Strategy c) Approving stage tolerances d) Approving the customer's quality expectations



12



34 Which is NOT a factor to consider when defining management stages?

a) How long the project is b) When Team Managers are available c) When key decisions are required on the project d) The amount of risk within the project

35 Which process ensures that plans for achieving the expected benefits are managed and reviewed?

a) Managing Product Delivery b) Initiating a Project c) Directing a Project d) Starting up a Project

36 Which of the following are a purpose of an Issue Report?

1. Document an off-specification2. Record an issue's resolution3. Capture all problems or concerns within the project 4. Capture recommendations for handling a request for change

a) 1, 2, 3 b) 1, 2, 4 c) 1, 3, 4 d) 2, 3, 4



13



37 Which product establishes the baseline against which the project's actual performance is

compared?

a) Project Brief b) Product Status Account c) Project Initiation Documentation d) Configuration Item Record

38 Which is NOT identified when creating a product breakdown structure?

a) Products to be created by internal resources b) Products to be modified c) Resources required to produce the products d) Products to be created by an external third party

39 Which statement regarding a project's outputs, outcomes and benefits is correct?

a) All outputs have tangible benefits b) Outcomes are the long term results of benefits c) Outputs are changes in the way the project's products are used d) Benefits are improvements resulting from project outcomes



14



40 What process covers the acceptance and execution of project work by external suppliers?

a) Controlling a Stage b) Managing a Stage Boundary c) Managing Product Delivery d) Directing a Project

41 Which is NOT a PRINCE2 integrated element?

a) The principles b) The techniques c) The themes d) Tailoring to the project environment

42 What is the goal of the 'Identify context' step within the risk management procedure?

a) Identify responses to risks identified in the Business Case b) Understand the specific objectives that are at risk c) Gather information about risks for inclusion in Highlight Reports to the Project Board d) Identify the threats and opportunities that may affect the project's objectives



15



43 Which is a purpose of the Project Product Description?

a) Defines the reporting structure to be used by the project b) Provides information on what the project is about and how it is being managed c) Describes what the project has to produce to obtain customer acceptance d) Provides input to the creation of the project mandate

44 Which is a purpose of the Controlling a Stage process?

a) Agree, perform and deliver project work b) Draft a plan for the next stage c) Agree stage tolerances d) Take action to make sure that the stage remains within tolerance

45 Which of the following roles can the Project Manager also perform?

1. Change Authority 2. Project Assurance 3. Project Support 4. Team Manager

a) 1, 2, 3 b) 1, 2, 4 c) 1, 3, 4 d) 2, 3, 4



16



46 What defines the sequence in which the products of a plan should be developed?

a) Product Description b) Product breakdown structure c) Project Product Description d) Product flow diagram

47 If a Work Package is forecast to exceed its tolerances, how should a Team Manager inform the Project Manager?

a) Raise an Exception Report b) Issue an Exception Plan c) Raise an issue d) Raise a risk

48 Which process enables an organization to understand the work to be done on a project before the project's approval?

a) Directing a Project b) Initiating a Project c) Starting up a Project d) Controlling a Stage



17



49 Which is a responsibility of the Project Assurance role?

a) Inform the Project Manager about the status of the project's products b) Document the Project Board's reporting needs c) Ensure the Project Manager is aware of the need to use any existing corporate standards d) Inform corporate or programme management about the project's status

50 When is it confirmed if a project's objectives have been achieved?

a) During the Closing a Project process b) During the final end stage assessment c) During the post-project review d) During the Managing Product Delivery process

51 Which is a definition of a risk cause?

a) The impact of a risk on the stage and project tolerance b) The source of a risk c) The overall effect of a risk on the Business Case d) How likely a risk is to occur in a given project situation



18



52 When would the Team Manager be required to produce a Checkpoint Report?

a) When a Work Package is being negotiated b) At the frequency agreed in the Work Package c) On completion of the quality-checking activities for each product d) When reviewing how a stage is progressing

53 Which is a recommended quality review team role?

a) Project Manager b) Presenter c) Project Support d) Producer

54 Which PRINCE2 principle supports planning only to a level of detail that is manageable and foreseeable?

a) Continued business justification b) Manage by exception c) Focus on products d) Manage by stages



19



55 In which situation might the Controlling a Stage process be used?

a) Managing a long initiation stage of a complex project b) Managing the activities of a complex programme

c) Managing support activities following the handover of the products to the operational environment

d) Creating an Exception Plan to replace the current Stage Plan

56 Which is a responsibility of the business representative on the Project Board?

a) Setting tolerance levels for the project b) Ensuring the project represents value for money c) Confirming the project delivers the required functionality d) Checking the required quality levels are achieved by the project's products

57 Which statement correctly describes the relationship between Project Assurance and quality assurance?

a) Project Assurance provides assurance to the project's stakeholders whereas quality assurance provides assurance to the wider corporate or programme organization

b) They are both the responsibility of the Project Board, but Project Assurance may be delegated.

c) They are both independent of the project

d) Project Assurance and quality assurance are both the responsibility of corporate or programme management



20



58 Which of the following assists the Project Board in assessing project viability at certain points

as defined in the Project Plan?

a) Receiving regular Checkpoint Reports b) Authorizing one stage at a time c) Creating Exception Reports when tolerances are threatened d) Authorizing project closure

59 Which is a purpose of the Change theme?

a) Prevent change to anything agreed in the Project Initiation Documentation b) Ensure any potential changes to baselined products are controlled c) Assess and control uncertainty d) Assess changes to only the specialist products

60 Which product would confirm the version numbers of all products being developed within a given stage?

a) Configuration Item Record b) Product Status Account c) Stage Plan d) Work Package



21



61 Which is a benefit of using PRINCE2?

a) Stakeholders are kept out of planning and decision-making b) Participants understand each other's roles and needs c) Stakeholders are not involved in assuring the project work d) All problems are escalated to all stakeholders

62 In which product would a product's quality tolerance be defined?

a) Project Product Description b) Product Description c) Stage Plan d) Quality Management Strategy

63 When should the Managing a Stage Boundary process be undertaken?

a) Close to the end of a management stage b) After the completion of each management stage c) At the end of the final stage d) At the end of project start-up



22



64 What is a purpose of a risk budget?

a) To fund risk management activities defined in the risk management procedure b) To fund the cost of analyzing requests for change while executing a Work Package c) Funds set aside from the project budget to cover the costs of implementing risk responses d) Funds set aside from the project budget to cover the costs of identifying risks to the project

65 Which role is part of the project management team?

a) Corporate or programme management b) Quality assurance c) Stakeholder d) Business assurance


PRINCE2 management stages relate to the [ ? ], which is a factor that differentiates them from technical stages

a) use of a particular set of technical skills b) use of a specific set of Team Managers c) authorization from corporate or programme management d) commitment of resources



23



67 Which principle is supported by the Project Product Description?

a) Continued business justification b) Focus on products c) Learn from experience d) Manage by stages

68 Identify the missing word(s) in the following sentence.

Quality planning provides the definition of the required products with their [ ? ] as a foundation for Project Board agreement.

a) customer's quality expectations b) quality test results c) quality criteria d) owners

69 Which is a definition of risk probability?

a) Scale of the risk should it occur b) Probable effect on the project delivering its objectives c) Probable timeframe within which the risk may occur d) A measure of the likelihood of the risk occurring



24



70 Which is NOT an event-driven control?

a) Highlight Report b) Exception Report c) Project Initiation Documentation d) End of a stage


The Project Board will allocate tolerances [ ? ] to the Project Manager.

a) for each Work Package b) for the project c) for each management stage d) for each technical stage

72 Which is NOT a purpose of a Product Description?

a) Define the time and cost needed to produce the product b) Define the quality skills required to check the product c) Define the function and appearance of the product d) Define the development skills required to produce the product



25



73 Which is a purpose of a Communication Management Strategy?

a) Ensuring the project team can use the required reporting tools b) Producing reports for the Project Board

c) Defining the communication method between the Project Board and corporate or programme management

d) Ensuring stakeholders are aware of their responsibilities


During the Controlling a Stage process, the [ ? ] is checked for any new or revised threats and their possible impact on the Business Case.

a) Benefits Review Plan b) End Stage Report c) Risk Register d) Risk Management Strategy

75 In which plan should project closure activities be planned?

a) Closure Stage Plan b) Stage Plan for the final management stage c) Initiation Stage Plan d) Team Plan



26


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41. 61. +42. 62. +43. 63. +44. 64. +45. 65. +46. 66. +47. 67. +48. 68. +49. 69. +50. 70. +51. 71. +52. 72. +53. 73. +54. 74. +55. 75. +56. +57. +58. +59. +60. +

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+ 14. 34.

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41. 61. +42. 62. +43. 63. +44. 64. +45. 65. +46. 66. +47. 67. +48. 68. +49. 69. +50. 70. +51. 71. +52. 72. +53. 73. +54. 74. +55. 75. +56. +57. +58. +59. +60. +

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41. 61. +42. 62. +43. 63. +44. 64. +45. 65. +46. 66. +47. 67. +48. 68. +49. 69. +50. 70. +51. 71. +52. 72. +53. 73. +54. 74. +55. 75. +56. +57. +58. +59. +60. +

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41. 61. +42. 62. +43. 63. +44. 64. +45. 65. +46. 66. +47. 67. +48. 68. +49. 69. +50. 70. +51. 71. +52. 72. +53. 73. +54. 74. +55. 75. +56. +57. +58. +59. +60. +

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PRINCE2 Foundation Examination Answer Key

Week ending: Exam Paper:GBP210FSample2-100803Sample_2011_Paper2

Q Ans SyllabusTopic Section Q Ans Syllabus

Topic Section Q Ans SyllabusTopic Section

1 C OV0101 1.5.2 31 B CH0202 9.3.1.1 61 B OV0201 1.7

2 C SU0203 12.3 32 C SU0201 12.1 62 B QU0206.2

AppendixA /

6.3.1.5 / Table10.1

3 B BC0201 4.1 33 B OR0203.2 5.3.5.3 63 A SB0201 17.1

4 B MP0203 16.3 34 B PG0204 10.3.2 64 C RK0203 8.3.6

5 B OV0202 2.3 / 5.2.5 35 C DP0202 13.2 65 D OR0101 5.3.2.3

6 A RK0207 8.3.2 36 B CH0203.3 Appendix A 66 D PG0203 10.3.2.3

7 D QU0206.3 Appendix A 37 C IP0204 Appendix A 67 B OV0202 2.6

8 A CP0202 18.2 38 C PL0203 7.3.3.2 68 C QU0204.1 6.3.1

9 D OR0203.5 5.2.3.7 39 D BC0101 4.2.2. 69 D RK0204 8.3.5.2

10 C PL0101 7.2.3 40 C MP0201 16.1 70 A PG0201 10.3.3

11 D CH0203.2 Appendix A 41 B OV0103 1.5.3 71 C PG0101 10.3.1.1

12 B PG0207.1 Appendix A & 13.4.3

42 B RK0202 8.3.5.1 72 A QU0206.2 AppendixA

13 B BC0202.2 Appendix A 43 C QU0206.1 Appendix A 73 C OR0205 AppendixA

14 C OR0201 5.1 44 D CS0201 15.1 74 C CS0203 15.3

15 D SU0204 Appendix A 45 C OR0203.2 5.3.2.3 75 B CP0203 18.3

16 D RK0206.1 Appendix A 46 D PL0203 7.3.3.4

17 B PL0201 7.1 47 C PG0205 10.3.4

18 A DP0201 13.1 48 B IP0201 14.1

19 D SB0203 17.3 49 C OR0203.3 5.3.2.3

20 A CH0101 9.2.4 / Table 9.1

50 A CP0201 18.1

21 D OV0203 1.3 51 B RK0205 8.3.5.1

22 B RK0102 Table 8.2 52 B MP020216.2 /

10.3.3.4 / 16.4.2

23 A SB0202 17.2 53 B QU0101 6.3.2.1

24 C IP0202 14.2 54 D OV0202 2.4

25 B PG0206.1 10.3.3.2 / Appendix A

55 A CS0203 15.3

26 D QU0203 6.3.2.1 56 B OR0202 5.3.2.2

27 A DP0203 13.3 57 A QU0202 Table 6.1

28 C PL0202 7.2.6 58 B PG0203 10.3.2

29 B OV0104 5.1 / 19.6 59 B CH0201 9.1

30 B RK0201 8.1 60 B CH0203.5 Appendix A

© The APM Group Ltd 2010

This paper remains the property of The APM Group (APMG).This document is not to be reproduced or re-sold without express permission from The APM Group Ltd.


PRINCE2:2010-AnswerKey-2002-GBP210FSample2-100803Sample_2011_Paper2Supplied with explicit notice that users should not rely on the contents herein in any way, and must satisfy themselves as to fitness for any particular purpose


Rationale

Sample Paper 2




The Swirl logo™ is a Trade Mark of the Office of Government Commerce.PRINCE2:2010-Rationale-2002-GBP210FSample2-100803Sample_2011_Paper2




Correct Answer:C Objective:LL1 - Recall the six aspects of project performance to be managed. a) Incorrect. This is NOT one of the six aspects of project performance. Ref 1.5.2 b) Incorrect. This is NOT one of the six aspects of project performance. Ref 1.5.2

c) Correct. The Project Manager has to have a clear understanding of the purpose of the

project as an investment and make sure that what the project delivers is consistent with achieving the desired outcome. Ref 1.5.2

d) Incorrect. This is NOT one of the six aspects of project performance. Ref 1.5.2

2 Syllabus Topic:SU0203 - Starting up a Project Process Correct Answer:C Objective:LL2 - Understand the context of the Starting up a Project process. a) Incorrect. This is an output of the Starting up a Project process. Ref 12.4.5 b) Incorrect. This is created in the Initiating a Project process. Ref 14.4.6

c) Correct. This is the trigger for the Starting up a Project process. It is typically created

by corporate or programme management prior to the start of any project activity. Ref 12.3

d) Incorrect. This is an output of the Starting up a Project process. Ref 12.4.4

3 Syllabus Topic:BC0201 - Business Case Theme Correct Answer:B Objective:LL2 - Understand the purpose of the Business Case theme. a) Incorrect. This is a purpose of the Progress theme. Ref 10.1

b) Correct. This is a purpose of the Business Case theme, i.e. allows decisions regarding continued project investment and benefit achievement to be made. Ref 4.1

c) Incorrect. This is a purpose of the Risk theme. Ref 8.1 d) Incorrect. This is a purpose of the Plans theme. Ref 7.1



2




Correct Answer:B Objective:LL2 - Understand the context of the Managing Product Delivery process.

a) Incorrect. The Project Manager is NOT responsible for creating a Team Plan. This is a responsibility of a Team Manager in the Managing Product Delivery process. Ref 16.4.1

b) Correct. A Team Manager is responsible for creating a Team Plan in the Managing Product Delivery process. Ref 16.3

c) Incorrect. Project Support is NOT responsible for creating a Team Plan. This is a responsibility of a Team Manager in the Managing Product Delivery process. Ref 16.4.1

d) Incorrect. The Senior User is NOT responsible for creating a Team Plan. This is a responsibility of a Team Manager in the Managing Product Delivery process. Ref 16.4.1

5 Syllabus Topic:OV0202 - Overview and Principles Correct Answer:B Objective:LL2 - Understand the seven principles.

a) Incorrect. The incorporation of the primary stakeholders on the project management team does NOT support the continued business justification principle. This principle requires that a project has a documented justifiable reason to start which should remain valid throughout the life of the project. Ref 2.1

b) Correct. The incorporation of the primary stakeholders on the project management team ensures they are allocated project roles and responsibilities. This principle requires that a project has defined and agreed roles and responsibilities within an organization structure that engages the business, user and supplier stakeholder interests. Ref 2.3 / 5.2.5

c) Incorrect. The incorporation of the primary stakeholders on the project management

team does NOT support the manage by stages principle. This principle requires that a project is planned, monitored and controlled on a stage-by-stage basis. Ref 2.4

d) Incorrect. The incorporation of the primary stakeholders on the project management team does NOT support the learn from experience principle. This principle requires a project team to learn from experience: lessons are sought, recorded and acted upon throughout the life of the project. Ref 2.2

6 Syllabus Topic:RK0207 - Risk Theme Correct Answer:A Objective:LL2 - Understand the concept of risk appetite and risk tolerance.

a) Correct. An organization's risk appetite is its unique attitude towards risk taking that in turn dictates the amount of risk that it considers acceptable. Ref 8.3.2

b) Incorrect. This is the impact of the risk occurring. Ref 8.3.5.2 c) Incorrect. This is a definition of the risk proximity. Ref 8.3.5.2 d) Incorrect. This is risk tolerance. Ref 8.3.3



3



7 Syllabus Topic:QU0206.3 - Quality Theme

Correct Answer:D Objective:LL2 - Understand the purpose of the Quality Register.

a) Incorrect. The Stage Plan will contain a schedule of the planned dates of the quality

checks. This will need to be updated with any further activities identified as a result of the checks carried out. It will NOT provide a summary of the results. Ref A.16.2

b) Incorrect. The Issue Register contains a summary of the Issue Reports raised, some of

which may be as a result of a quality check. This will NOT provide a summary of all quality checks. Ref A.12.2

c) Incorrect. The Daily Log is used to record problems, required actions or significant

events NOT caught by other registers. This would NOT provide a summary of all quality checks. Ref A.7.1

d) Correct. The Quality Register records the results from the quality activities. Ref. A.23.1

8 Syllabus Topic:CP0202 - Closing a Project Process Correct Answer:A Objective:LL2 - Understand the objective of the Closing a Project process.

a) Correct. The Project Initiation Documentation, baselined in the Initiating a Project

process, is used as the benchmark to review how the project actually performed against its planned targets and tolerances. Ref 18.2 / 18.4.4

b) Incorrect. The controls for the final stage are contained in the Stage Plan rather than the PID. Ref 17.4.1

c) Incorrect. The Lessons Log and Lesson Report are NOT part of the Project Initiation Documentation. Ref A.20.2

d) Incorrect. This is done when authorizing initiation. Ref 13.4.1

9 Syllabus Topic:OR0203.5 - Organization Theme Correct Answer:D Objective:LL2 - Understand the role of a Team Manager.

a) Incorrect. The Executive is NOT involved in agreeing Work Packages, the role is focused on ensuring the project delivers the expected benefits. Ref C.2

b) Incorrect. Project Assurance may review aspects of the Work Package, but does NOT agree it. Ref C.7

c) Incorrect. The Senior Supplier provides resources to deliver the Work Package. Ref C.4

d) Correct. The Work Package is an agreement to deliver one or more products between the Project Manager and the Team Manager. Ref 5.3.2.7 / 16.4.1



4




Correct Answer:C Objective:LL1 - Recall the levels of plan recommended by PRINCE2. a) Incorrect. PRINCE2 does NOT recommend three levels of product. Ref 7.3.3 b) Incorrect. PRINCE2 does NOT recommend three levels of activity. Ref 7.3.4.1

c) Correct. The three levels of plan recommended by PRINCE2 are the Project Plan, Stage

Plan and Team Plan to reflect the different levels of management involved in a project. Ref 7.2.3

d) Incorrect. PRINCE2 does NOT recommend three levels of benefit. Ref 4.2.2

11 Syllabus Topic:CH0203.2 - Change Theme Correct Answer:D Objective:LL2 - Understand the purpose of a Configuration Item Record.

a) Incorrect. Quality issues are recorded in the quality records of a product, referenced in the Quality Register. A.23.1

b) Incorrect. This information is documented in the Configuration Management Strategy. Ref A.6.1

c) Incorrect. Handover procedures are documented in the Configuration Management Strategy. Ref A.6.1

d) Correct. The Configuration Item Record should be checked to ensure that all records

have been updated and products approved, as suggested in the completed Work Package. A.5.1

12 Syllabus Topic:PG0207.1 - Progress Theme Correct Answer:B Objective:LL2 - Understand the purpose of an End Stage Report.

a) Incorrect. If required, the Project Board reviews the Lessons Report and agrees who should receive it. This may NOT explain any deviations. Ref. 13.4.3.

b) Correct. The Project Board would ascertain the performance of the project to date, asking the Project Manager to explain any deviations from the approved plans and to provide a forecast of project performance for the remainder of the project. Ref. A.9.1 / 13.4.3.

c) Incorrect. The Benefits Review Plan is reviewed and approved to ensure that any benefits

planned to be achieved within the next stage will be measured and reviewed. The Benefits Review Plan does NOT explain deviations from plans. Ref. 13.4.3.

d) Incorrect. The strategies and project controls in the (updated) Project Initiation

Documentation will be confirmed as adequate for the remainder of the project. These will NOT explain deviations from plans. Ref. 13.4.3.



5



13 Syllabus Topic:BC0202.2 - Business Case Theme

Correct Answer:B Objective:LL2 - Understand the purpose of the Benefits Review Plan.

a) Incorrect. (4) Defines how and when a measurement of the achievement of the project's benefits, expected by the Senior User, can be made. Ref A.1.1

b) Correct. (3) This is a purpose of the Project Initiation Documentation. Ref A.20.1

c) Incorrect. (2) The Benefits Review Plan identifies the reviews needed to capture the actual benefits realized both during the project and after project closure. Ref A.1.1

d) Incorrect. (1) The plan has to cover the activities to find out whether the expected

benefits of the products have been realized and how the products have performed when in operational use. Ref A.1.1

14 Syllabus Topic:OR0201 - Organization Theme Correct Answer:C Objective:LL2 - Understand the purpose of the Organization theme.

a) Incorrect. Resources should include human and non-human resources. A definition of total resource requirements is NOT part of the Organization theme. The theme defines the roles and responsibilities NOT the resource needs. Resource needs are defined within the Plans theme. Ref 7.3.6.3 / 7.3.6.7

b) Incorrect. The project acceptance criteria are captured in the Project Product Description, defined in the Quality theme. Ref 6.3.1.3

c) Correct. The Organization theme does establish responsibilities for managing teams (along with accountability). Ref 5.1

d) Incorrect. 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. Ref 4.1

15 Syllabus Topic:SU0204 - Starting up a Project Process Correct Answer:D Objective:LL2 - Understand the purpose of a Project Brief. a) Incorrect. This is a purpose of the Benefits Review Plan. Ref A.1.1

b) Incorrect. The Lessons Log is created during the Starting up a Project process and is

updated throughout the project. This may contribute to, but is NOT a purpose of, the Project Brief. Ref 12.4.2

c) Incorrect. The Quality Management Strategy provides this information. Ref 14.4.3

d) Correct. A Project Brief is used to provide a full and firm foundation for the initiation of the project. A.19.1



6



16 Syllabus Topic:RK0206.1 - Risk Theme

Correct Answer:D Objective:LL2 - Understand the purpose of a Risk Management Strategy. a) Incorrect. This is defined in an organization's risk management policy. Ref 8.3.2 b) Incorrect. This is a purpose of the Risk Register. Ref 8.3.4

c) Incorrect. Specific risk responses are decided in the Plan step of the risk management procedure. Ref 8.3.5.3

d) Correct. The Risk Management Strategy describes the specific risk management

techniques and standards to be applied and the responsibilities for achieving an effective risk management procedure. Ref A.24.1

17 Syllabus Topic:PL0201 - Plans Theme Correct Answer:B Objective:LL2 - Understand the purpose of the Plans theme.

a) Incorrect. 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). Ref 7.1

b) Correct. This is a purpose of the Organization theme. Ref 5.1

c) Incorrect. The purpose of the Plans theme is to facilitate communication and control by


d) Incorrect. The purpose of the Plans theme is to facilitate communication and control by


18 Syllabus Topic:DP0201 - Directing a Project Process Correct Answer:A Objective:LL2 - Understand the purpose of the Directing a Project process.

a) Correct. The purpose of the Directing a Project process is 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 Project Manager. Ref 13.1

b) Incorrect. The Initiating a Project process establishes solid foundations for the project. Ref 14.1


d) Incorrect. The Controlling a Stage process enables the Project Manager to assign work




7




Correct Answer:D Objective:LL2 - Understand the context of the Managing a Stage Boundary process.

a) Incorrect. Reviewing stage status takes place in the Controlling a Stage process. Ref 15.4.4

b) Incorrect. Approvals for completed products should be obtained during the Managing Product Delivery process. Ref 16.4.2

c) Incorrect. This happens throughout the Controlling a Stage process and is ad-hoc, as

and when an Issue Report arises. Escalation is NOT left until the end of the stage. Ref 15.4.7

d) Correct. The Business Case may be updated in light of any changes from the previous

stage, and to reflect any changes in the original estimated costs and timescales of the next Stage Plan. Ref 17.3

20 Syllabus Topic:CH0101 - Change Theme Correct Answer:A Objective:LL1 - Recall of the 3 types of issue.

a) Correct. This can often be dealt with informally. Problems or concerns may later be

transferred to the Issue Register if after examining them it is decided they need to be treated more formally. Ref 9.2.4 / Table 9.1

b) Incorrect. This is NOT a type of issue. Ref Table 9.1. Follow-on action recommendations

are recommended actions related to unfinished work, ongoing issues and risks, and any other activities needed to take a product to the next phase of its life. Ref 18.4.3

c) Incorrect. An Exception Report may be raised as a result of an issue. This is NOT a type of issue. Ref Table 9.1.

d) Incorrect. This is NOT a type of issue. This is a risk. Ref Table 9.1 / 8.2.1

21 Syllabus Topic:OV0203 - Overview and Principles Correct Answer:D Objective:LL2 - Understand the characteristics of a project

a) Incorrect. Projects introduce threats and opportunities over and above those we typically encounter in the course of business as usual. Ref 1.3

b) Incorrect. Projects often cross the normal functional divisions within an organization and

sometimes span entirely different organizations. This frequently causes stresses and strains. Ref 1.3

c) Incorrect. A project is a temporary organization that is created for the purpose of

delivering one or more business products. There are a number of characteristics of project work that distinguishes it from business as usual. Ref 1.3

d) Correct. Projects involve a team of people with different skills working together to introduce a change that will impact others outside the team. Ref 1.3



8




Correct Answer:B Objective:LL1 - Recall the risk response types for a threat. a) Incorrect. This is a recommended response type used to avoid a threat. Ref Table 8.2 b) Correct. This is a recommended response type used for an opportunity. Ref Table 8.2

c) Incorrect. This is a recommended response type used for either a threat or an opportunity in a pain/gain formula. Ref Table 8.2

d) Incorrect. This is a recommended response type used to transfer a threat to a third party. Ref Table 8.2

23 Syllabus Topic:SB0202 - Managing a Stage Boundary Process Correct Answer:A Objective:LL2 - Understand the objectives of the Managing a Stage Boundary process.

a) Correct. An objective of the Managing a Stage Boundary process is for the Project

Manager to request authorization from the Project Board to start the next stage. Ref 17.2

b) Incorrect. Risks do NOT have to be closed at the end of a stage. During each of the

activities within the Managing a Stage Boundary process, the Issue Register and Risk Register are updated as necessary. Ref 17.4

c) Incorrect. This is an objective of the Managing Product Delivery process, which ensures

that work on products allocated to a team is authorized and agreed in a Work Package. Ref. 16.2

d) Incorrect. An Exception Plan may be prepared in this process to show how to recover from a tolerance deviation, but selecting and putting into force actions to resolve the deviation would occur when taking corrective action in the Controlling a Stage process. Ref. 15.4.8

24 Syllabus Topic:IP0202 - Initiating a Project Process Correct Answer:C Objective:LL2 - Understand the objectives of the Initiating a Project process.

a) Incorrect. In the Starting up a Project process the project is verified as worthwhile and

viable, but the Risk Management Strategy is prepared in the Initiating a Project process. Ref 12.1

b) Incorrect. The Directing a Project process does NOT cover management of risk, it is a Project Board decision-making process. Ref 13.1

c) Correct. The Risk Management Strategy prepared in the Initiating a Project process identifies the risk techniques and standards to be used. Ref 14.2 / 14.4.1

d) Incorrect. The Managing Product Delivery process is used to deliver project work and does NOT describe risk management techniques. Ref 16.1



9



25 Syllabus Topic:PG0206.1 - Progress Theme

Correct Answer:B Objective:LL2 - Understand the purpose of the Daily Log. a) Incorrect. This information is captured in the Stage Plan. Ref A.16.2

b) Correct. The Project Manager should record issues that are being managed informally in the Daily Log. Ref 10.3.3.2 / A.7.1

c) Incorrect. This information is captured in a Product Status Account and Configuration Item Records, NOT the Daily Log. Ref A.18.2 / A.5.2

d) Incorrect. This information is captured in a Highlight Report. Ref A.11.2

26 Syllabus Topic:QU0203 - Quality Theme Correct Answer:D Objective:LL2 - Understand the objectives of the quality review technique. a) Incorrect. This is a project control exercise. Ref 6.3.2 b) Incorrect. This is part of quality planning. Ref 6.2.4 c) Incorrect. The product is developed before a quality review is conducted. Ref 6.3.2

d) Correct. This is a defined objective of the quality review technique. An objective of all

quality methods is to involve the people who are interested in the product to gain their acceptance. Ref 6.3.2.1

27 Syllabus Topic:DP0203 - Directing a Project Process Correct Answer:A Objective:LL2 - Understand the context of the Directing a Project process.

a) Correct. The Directing a Project process starts on completion of the Starting up a Project process and is triggered by the request to initiate a project. Ref 13.3

b) Incorrect. The Directing a Project process starts on completion of the Starting up a Project process and is triggered by the request to initiate a project. Ref 13.3

c) Incorrect. The Directing a Project process starts on completion of the Starting up a Project process and is triggered by the request to initiate a project. Ref 13.3

d) Incorrect. The Directing a Project process starts on completion of the Starting up a Project process and is triggered by the request to initiate a project. Ref 13.3



10




Correct Answer:C

Objective:LL2 - Understand the levels of plans, their purpose and the interrelationships between the Project Plan, Stage Plans, Team Plans and an Exception Plan.

a) Incorrect: This plan is optional depending on the size and complexity of the project and the number of resources required. Ref 7.2.6

b) Incorrect. This plan replaces a Project, Stage or Team Plan that is in exception. Ref 7.2.7

c) Correct. All projects should have a Project Plan, even if this simply comprises of Product Descriptions and a schedule. Ref 19.5.1.1

d) Incorrect. NOT all projects are part of a programme. Ref 7.2.3

29 Syllabus Topic:OV0104 - Overview and Principles Correct Answer:B Objective:LL1 - Recall the customer/supplier context of a PRINCE2 project a) Incorrect. PRINCE2 is NOT IT orientated. Ref 5.1 b) Correct. PRINCE2 is based on a customer/supplier environment. Ref 5.1 c) Incorrect. PRINCE2 does NOT cover procurement projects to any depth. Ref 5.1 d) Incorrect. A project may be stand-alone. Ref 5.1

30 Syllabus Topic:RK0201 - Risk Theme Correct Answer:B Objective:LL2 - Understand the purpose of the Risk theme.

a) Incorrect. The Progress theme establishes mechanisms to monitor and compare achievements against planned. Ref 10.1

b) Correct. The purpose of the Risk theme is to identify, monitor and control uncertainty and, as a result, improve the ability of the project to succeed. Ref 8.1

c) Incorrect. The Change theme assesses and controls potential and approved changes to the baseline. Ref 9.1

d) Incorrect. The Plans theme defines the means of delivering the products. Ref 7.1



11




Correct Answer:B Objective:LL2 - Understand the purpose of a change budget. a) Incorrect. This is risk response and should be funded from a risk budget. Ref 8.3.6

b) Correct. A change budget is a sum of money that the customer and supplier agree will

be used to fund the cost of requests for change, and possibly also their analysis costs. Ref 9.3.1.1

c) Incorrect. A risk reduction action should be funded from the risk budget. Ref 8.3.6

d) Incorrect. The Change Authority is a project management team role, funded from the project budget along with other members of the team. Ref 9.3.1.1

32 Syllabus Topic:SU0201 - Starting up a Project Process Correct Answer:C Objective:LL2 - Understand the purpose of the Starting up a Project process. a) Incorrect. This is an objective of the Initiating a Project process. Ref 14.1 b) Incorrect. This is an objective of the Directing a Project process. Ref 13.1

c) Correct. The Starting up a Project process is a lighter process compared to the more detailed and thorough Initiating a Project process. Ref 12.1

d) Incorrect. The suite of management products make up the Project Initiation Documentation which is created during the Initiating a Project process. Ref 14.3

33 Syllabus Topic:OR0203.2 - Organization Theme Correct Answer:B Objective:LL2 - Understand the role of the Project Manager.

a) Incorrect. The Project Board is responsible for change control and only they can decide to delegate responsibility for this. Ref 9.3.1.1

b) Correct. The Project Manager is responsible for documenting the Communication Management Strategy during the Initiating a Project process. Ref 5.3.5.3

c) Incorrect. Setting of stage tolerance is a Project Board responsibility. Ref 10.3.1.1

d) Incorrect. The Project Manager will document the customer's quality expectations in the

Starting up a Project process, but they are approved by the Project Board NOT the Project Manager. Ref 12.4.4 / 13.4.1



12




Correct Answer:B Objective:LL2 - Understand the factors in identifying management stages.

a) Incorrect. The number of management stages required will be dictated by the nature and

duration of the project. For short-duration projects, the introduction of multiple stages could result in unnecessary overheads and additional costs. Ref 10.3.2.1

b) Correct. The availability of Team Managers is NOT a consideration when defining

management stages. Management stages equate to commitment of resources and authority to spend. Ref 10.3.2.3

c) Incorrect. Defining management stages is fundamentally a process of balancing where the key decision points need to be on the project. Ref 10.3.2.1

d) Incorrect. Management stages can be very useful as a means of bringing Project Board

control to risky projects. Stage breaks can be inserted at key points when risks to the project can be reviewed before major commitment of money or resources. Ref 10.3.2.2

35 Syllabus Topic:DP0202 - Directing a Project Process Correct Answer:C Objective:LL2 - Understand the objectives of the Directing a Project process.

a) Incorrect. The Managing Product Delivery process is focused on accepting, executing and delivering the product work. Ref 16.1

b) Incorrect. The Benefits Review Plan is created in this process, but it is a Project Board

responsibility to ensure that it is managed and reviewed within the Directing a Project process. Ref 14.4.7 / 13.2

c) Correct. Plans for achieving the expected benefits should be created in the Initiating a

Project process, but it is an objective of the Directing a Project process to ensure that the plan is managed and reviewed. Ref 14.4.7 / 13.2

d) Incorrect. This is too early as the Benefits Review Plan has NOT been created at this

point in the project. The Benefits Review Plan is created in the Initiating a Project process, which follows the Starting up a Project process. Ref 13.2

36 Syllabus Topic:CH0203.3 - Change Theme Correct Answer:B Objective:LL2 - Understand the purpose of an Issue Report.

a) Incorrect. (4) An Issue Report is a report containing the description, impact assessment

and recommendations for a request for change, off-specification or problem/concern. Ref A.13.1

b) Correct. (3) An Issue Report is only created for those issues that need to be handled formally. Ref A.13.1

c) Incorrect. (2) The Issue Report is amended in order to record the option decided upon,

and finally updated when the implementation has been verified and the issue is closed. Ref A.13.1

d) Incorrect. (1) Any off-specification that the Project Manager wishes to manage formally

should be added to the Issue Register and an Issue Report created for it to capture details already known about the issue. Ref A.13.1/ 9.3.3.1



13



37 Syllabus Topic:IP0204 - Initiating a Project Process

Correct Answer:C Objective:LL2 - Understand the purpose of the Project Initiation Documentation.

a) Incorrect. In the Initiating a Project process, the Project Brief is extended and refined in

the Project Initiation Documentation, after which the Project Brief is no longer maintained. Ref A.19.1

b) Incorrect. The Product Status Account provides information about the status of products. Ref A.18.1

c) Correct. The purpose of the Project Initiation Documentation is to define the project, in

order to form the basis for its management and an assessment of its overall success. Ref A.20.1

d) Incorrect. A Configuration Item Record records the history, status, version and variant of each configuration item. Ref A.5.1

38 Syllabus Topic:PL0203 - Plans Theme Correct Answer:C Objective:LL2 - Understand the product-based planning technique.

a) Incorrect. All major products are shown in the product breakdown structure: those that

are to be created by internal resources, and those to be created by an external third party supplier. Ref 7.3.3.2

b) Incorrect. The product breakdown structure should identify all those products that are within the scope of the plan. Ref 7.3.3.2

c) Correct. A product breakdown structure does NOT identify resources required to produce the products. Ref 7.3.3.2

d) Incorrect. All major products are shown in the product breakdown structure: those that

are to be created in the project, and those to be created by an external third party supplier. Ref 7.3.3.2

39 Syllabus Topic:BC0101 - Business Case Theme Correct Answer:D Objective:LL1 - Recall the definition of a project output, an outcome, a benefit and a dis-benefit.

a) Incorrect. An output is any of the project's specialist products and can be either tangible or intangible. Ref 4.2.2

b) Incorrect. An outcome is derived from using the project outputs, whereas benefits may NOT be realized for some time after project closure. Ref 4.2.2

c) Incorrect. An output is any of the project's specialist products, and the way they are used is part of the outcome. Ref 4.2.2

d) Correct. A benefit is the measurable improvement resulting from an outcome that is perceived as an advantage by one or more stakeholders. Ref 4.2.2



14




Correct Answer:C Objective:LL2 - Understand the purpose of the Managing Product Delivery process. a) Incorrect. This is where work is assigned and monitored. Ref 15.1

b) Incorrect. This is where a project is reviewed and its continued viability confirmed. Ref 17.1

c) Correct. This is a purpose of Managing Product Delivery. Ref 16.1 d) Incorrect. This is where a project is given approval to proceed. Ref 13.1

41 Syllabus Topic:OV0103 - Overview and Principles Correct Answer:B Objective:LL1 - Recall the 4 integrated elements.

a) Incorrect. Principles is one of the integrated elements, being the core on which PRINCE2 is based. Ref 1.5.3

b) Correct. Techniques is NOT one of the integrated elements. Ref 1.5.3 c) Incorrect. Themes is one of the integrated elements. Ref 1.5.3

d) Incorrect. Tailoring the method to suit the environment is one of the integrated elements. Ref 1.5.3

42 Syllabus Topic:RK0202 - Risk Theme Correct Answer:B Objective:LL2 - Understand the steps within the recommended risk management procedure.

a) Incorrect. This is part of the risk management procedure activity to plan responses to the risk. Ref 8.3.5.3

b) Correct. The primary goal of the 'Identify context' step is to obtain information about the

project in order to understand the specific objectives that are at risk and to formulate the Risk Management Strategy for the project. Ref 8.3.5.1

c) Incorrect. This is done in when reporting highlights as part of the risk management procedure to communicate risks. Ref 8.3.5.5

d) Incorrect. This is part of the 'Identify Risks' step, rather than the 'Identify Context' step. Ref 8.3.5.1



15



43 Syllabus Topic:QU0206.1 - Quality Theme

Correct Answer:C Objective:LL2 - Understand the purpose of the Project Product Description.

a) Incorrect. This is recorded in the controls section of Project Initiation Documentation. Ref A.20.1

b) Incorrect. This is a purpose of the Project Initiation Documentation. Ref A.20.1

c) Correct. The purpose of the Project Product Description is to define what the project has to deliver in order to gain acceptance. Ref A.21.1

d) Incorrect. The project mandate is the trigger for the project and it provides input to the creation of the Project Product Description. Ref 12.4.4

44 Syllabus Topic:CS0201 - Controlling a Stage Process Correct Answer:D Objective:LL2 - Understand the purpose of the Controlling a Stage process. a) Incorrect. This is a purpose of the Managing Product Delivery process. Ref 16.1 b) Incorrect. This is a purpose of the Managing a Stage Boundary process. Ref 17.1

c) Incorrect. The Stage Plan for the next stage is created in the Managing a Stage Boundary process and approved in the Directing a Project process. Ref 17.1 / 13.4.3

d) Correct. The purpose of the Controlling a Stage process is to assign work, monitor it,

deal with issues, report progress and take corrective action to ensure that the stage remains within tolerance. Ref 15.1

45 Syllabus Topic:OR0203.2 - Organization Theme Correct Answer:C Objective:LL2 - Understand the role of Project Assurance.

a) Incorrect. (4) The Project Manager can also perform the role of Team Manager if no additional Team Manager staff are used. Ref 5.3.2.7

b) Incorrect. (3) The Project Manager can also perform the role of Project Support if no additional Project Support staff are used. Ref 5.3.2.8

c) Correct. (2) The Project Manager CANNOT perform the role of Project Assurance; these two roles must always be kept independent of each other. Ref 5.3.2.3

d) Incorrect. (1) The Project Manager can also perform the role of Change Authority if delegated to them by the Project Board. Ref 5.3.2.4



16




Correct Answer:D Objective:LL2 - Understand the product-based planning technique.

a) Incorrect. This describes a product, NOT the sequence of development of products. Ref 7.3.3.3

b) Incorrect. This is a hierarchical structure which shows the Project Product Description broken down into its major products which are then further broken down until an appropriate level of detail is reached. It does NOT show the sequence of development of products. Ref 7.3.3.2

c) Incorrect. This is a special form of Product Description that defines what the project has

to deliver in order to gain customer acceptance. It does NOT show the sequence of development of products. Ref 7.3.3.1

d) Correct. This defines the sequence in which the products of the plan will be developed, and any dependencies between them. Ref 7.3.3.4

47 Syllabus Topic:PG0205 - Progress Theme Correct Answer:C Objective:LL2 - Understand when and how tolerances are set and exceptions reported.

a) Incorrect. If a Team Manager is forecast to exceed tolerances agreed in a Work

Package, they should raise an issue to the Project Manager. The Project Manager will then advise on corrective actions required. Ref 10.3.4

b) Incorrect. If a Team Manager is forecast to exceed tolerances agreed in a Work


c) Correct. If a Team Manager is forecast to exceed tolerances agreed in a Work Package,

they should raise an issue to the Project Manager. The Project Manager will then advise on corrective actions required. Ref 10.3.4

d) Incorrect. If a Team Manager is forecast to exceed tolerances agreed in a Work


48 Syllabus Topic:IP0201 - Initiating a Project Process Correct Answer:B Objective:LL2 - Understand the purpose of the Initiating a Project process.

a) Incorrect. The purpose of the Directing a Project process is 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 Project Manager. Ref 13.1

b) Correct. The Initiating a Project process establishes solid foundations for the project. Ref 14.1


d) Incorrect. The Controlling a Stage process enables the Project Manager to assign work




17



49 Syllabus Topic:OR0203.3 - Organization Theme

Correct Answer:C Objective:LL2 - Understand the role of Project Assurance.

a) Incorrect. This is a Team Manager responsibility NOT a Project Assurance responsibility. Ref 5.3.2.7

b) Incorrect. The Project Board reporting needs are agreed between the Project Board and the Project Manager and then documented by the Project Manager. Ref 5.3.2.6

c) Correct. Project Assurance have the responsibility to ensure the Project Manager is aware of any corporate standards that apply to the project. Ref 5.3.2.3

d) Incorrect. This is an Executive responsibility NOT a Project Assurance one. Ref 5.3.2.2

50 Syllabus Topic:CP0201 - Closing a Project Process Correct Answer:A Objective:LL2 - Understand the context of the Closing a Project process.

a) Correct. The purpose of the Closing a Project process is to provide a fixed point at which acceptance of the project product is confirmed, and to recognize that objectives set out in the original Project Initiation Documentation have been achieved, or that the project has nothing more to contribute. Ref 18.1

b) Incorrect. There is NOT an end stage assessment at the end of the final stage. Ref 18.3. See rationale A.

c) Incorrect. The post-project review occurs after the project has closed. Ref 18.3. See rationale A.

d) Incorrect. The Managing Product Delivery process is used to control delivery of the

project's products at Work Package level and interfaces with the Controlling a Stage process. Ref 16.1. See rationale A.

51 Syllabus Topic:RK0205 - Risk Theme Correct Answer:B Objective:LL2 - The difference between the cause, event and effect of a risk.

a) Incorrect. Risk cause is the trigger of the risk and does NOT describe risk impact. Also

risk impact is the effect on the delivery of the project objectives, NOT tolerance. Ref 8.3.5.1

b) Correct. The cause should describe the source of the risk, i.e. the event or situation that gives rise to the risk. Ref 8.3.5.1.

c) Incorrect. This is a definition of the risk effect which is the impact on objectives. Ref 8.3.5.1

d) Incorrect. Likelihood describes the probability of the risk. Ref 8.3.5.2



18




Correct Answer:B Objective:LL2 - Understand the objectives of the Managing Product Delivery process..

a) Incorrect. This is where the Project Manager and Team Manager agree the timing of Checkpoint Reports. Ref 10.3.3.4 / 16.4.1

b) Correct. A Team Manager is required to provide Checkpoint Reports at the frequency

agreed with the Project Manager in the relevant Work Package. Ref 16.2 / 10.3.3.4 / 16.4.2

c) Incorrect. Checkpoints are a time-driven control and done at a frequency agreed in the

Work Package, NOT driven by such events as completing quality-checking activities. Ref 10.3.3.4 / 16.4.2

d) Incorrect. The Team Manager is NOT involved in this activity. Ref 10.3.3.2 / 15.4.4

53 Syllabus Topic:QU0101 - Quality Theme Correct Answer:B Objective:LL1 - Recall the recommended quality review team roles.

a) Incorrect. The recommended quality review roles are Chair, Presenter, Reviewer and Administrator. Ref 6.3.2.1

b) Correct. The recommended quality review roles are Chair, Presenter, Reviewer and Administrator. Ref 6.3.2.1

c) Incorrect. The recommended quality review roles are Chair, Presenter, Reviewer and Administrator. Ref 6.3.2.1

d) Incorrect. The recommended quality review roles are Chair, Presenter, Reviewer and Administrator. Ref 6.3.2.1

54 Syllabus Topic:OV0202 - Overview and Principles Correct Answer:D Objective:LL2 - Understanding of the seven principles.

a) Incorrect. The continued business justification principle supports the need for a

documented justification for the start, continuation and termination of a project. It ensures that decisions are made based on business justification. Ref 2.1

b) Incorrect. The manage by exception principle supports the need for defined tolerances

for each project objective to establish limits of delegated authority. It ensures that decisions are made at the right level in the organization. Ref 2.5

c) Incorrect. The focus of products principle supports focusing on the definition and delivery

of products, in particular their quality requirements. It ensures there is a common understanding of what is to be delivered. Ref 2.7

d) Correct. A PRINCE2 project is planned, monitored and controlled on a stage-by-stage

basis. An outline plan is prepared for the long term, while a detailed plan is only valid for the short term. Ref 2.4



19



55 Syllabus Topic:CS0203 - Controlling a Stage Process

Correct Answer:A Objective:LL2 - The context of the Controlling a Stage process.

a) Correct. For complex projects with a large initiation stage, the Controlling a Stage process can be used to control the activities. Ref 15.3

b) Incorrect. The Controlling a Stage process is used by the Project Manager to manage the day-to-day activities of a stage, NOT a programme. Ref 15.3

c) Incorrect. Support activities are business as usual. Controlling a Stage is a project process. Ref 15.3

d) Incorrect. Creating an Exception Plan is an activity within the Managing a Stage Boundary process. Ref 17.4

56 Syllabus Topic:OR0202 - Organization Theme Correct Answer:B Objective:LL2 - Understand the three project interests.

a) Incorrect. Project tolerance levels are set by corporate or programme management. The Project Board sets stage tolerance levels. Ref 5.3.1

b) Correct. The Executive is appointed to ensure that the project is focused on achieving

and delivering a product that will achieve the forecast benefits and will deliver value for money. Ref 5.3.2.2 / 5.2.5

c) Incorrect. This is part of the responsibilities/focus of the Senior User who is appointed by the Executive. Ref 5.3.2.2

d) Incorrect. This is part of the responsibilities/focus of the Senior Supplier who is appointed by the Executive. Ref 5.3.2.2

57 Syllabus Topic:QU0202 - Quality Theme Correct Answer:A Objective:LL2 - Understand the relationship between quality assurance and Project Assurance.

a) Correct. Quality assurance provides assurance to corporate or programme management on the project's compliance with corporate standards and policies. Project Assurance provides assurance to the project's stakeholders that the project is being conducted properly. Ref Table 6.1

b) Incorrect. Quality assurance is the responsibility of the programme or corporate organization. Ref 6.2.6

c) Incorrect. Quality assurance is independent of the project, Project Assurance is independent of the Project Manager but NOT the project. Ref Table 6.1

d) Incorrect. Project Assurance is the responsibility of the Project Board. Quality assurnace is the responsibility of corporate or programme management. Ref Table 6.1



20




Correct Answer:B

Objective:LL2 - Understand the concept of management stages and the difference between management stages and technical stages.

a) Incorrect. These are sent by a Team Manager to the Project Manager, so they do NOT provide the Project Board with an indication of project viability. Ref 10.3.3.4

b) Correct. Management stages provide review and decision points, giving the Project

Board the opportunity to assess the project viability at regular intervals, rather than let it run on in an uncontrolled manner. Ref 10.3.2

c) Incorrect. Exception situations are NOT pre-planned within the Project Plan. Ref 10.3.4

d) Incorrect. The authorization of project closure is a Project Board control, planned to take

place after the Closing a Project process. This is too late to assess project viability. Ref 10.3.1.2

59 Syllabus Topic:CH0201 - Change Theme Correct Answer:B Objective:LL2 - Understand the purpose of the Change theme. a) Incorrect. Change is NOT prevented. It is controlled. Ref 9.1

b) Correct. The aim of change control is NOT to prevent change; it is to ensure that every change is agreed by the relevant authority before it takes place. Ref 9.1

c) Incorrect. This is a purpose of Risk theme. Ref 8.1 d) Incorrect. Change can affect management and specialist products. Ref 9.3.2

60 Syllabus Topic:CH0203.5 - Change Theme Correct Answer:B Objective:LL2 - Understand the purpose of a Product Status Account. a) Incorrect. This records details for a single configuration item. Ref A.5.1

b) Correct. The Product Status Account provides information about the state of products within defined limits. The limits can vary, e.g. the report could cover the entire project, a particular stage, a particular area of the project, or the history of a specific product. Ref A.18.1

c) Incorrect. Does NOT include version numbers of all products being developed. Ref A16.1 d) Incorrect. Does NOT include version numbers of all products being developed. Ref A.26.1



21




Correct Answer:B Objective:LL2 - Understand the benefits of PRINCE2. a) Incorrect. Exclusion of stakeholders is NOT a PRINCE2 concept. Ref 1.7

b) Correct. The allocation of roles and responsibilities helps participants to understand who makes what decisions. Ref 1.7

c) Incorrect. PRINCE2 ensures that stakeholders are involved in assuring project work through roles and the Communication Management Strategy. Ref 1.7

d) Incorrect. Problems are escalated to the appropriate level. Minor ones are unlikely to require escalation to stakeholders. Ref 1.7

62 Syllabus Topic:QU0206.2 - Quality Theme Correct Answer:B Objective:LL2 - Understand the purpose of a Product Description.

a) Incorrect. The Project Product Description defines the customer's quality expectations

and acceptance criteria. It does NOT contain the quality tolerance of individual products. Ref 6.3.1.3 / Table 10.1

b) Correct. Each Product Description defines the quality tolerance for that product. Ref A.17.1 / 6.3.1.5 / Table 10.1

c) Incorrect. There is no mention of quality tolerance in a Stage Plan. Table 10.1

d) Incorrect. The Quality Management Strategy does NOT define an individual product's quality tolerance. Ref 6.3.1.5 / Table 10.1

63 Syllabus Topic:SB0201 - Managing a Stage Boundary Process Correct Answer:A Objective:LL2 - Understand the purpose of the Managing a Stage Boundary process.

a) Correct. The process should be executed at, or close to the end of, each management stage. Ref 17.1

b) Incorrect. The activities to manage a stage boundary should be planned to take place at, or close to the end of, each management stage. Ref 17.1

c) Incorrect. The activities to manage a stage boundary should be planned to take place at, or close to the end of, each management stage. Ref 17.1

d) Incorrect. The Starting up a Project process is NOT a management stage and therefore does NOT use the Managing a Stage Boundary process. Ref 12.3



22




Correct Answer:C Objective:LL2 - Understand the purpose of a risk budget.

a) Incorrect. Activities defined in the risk management procedure will be funded by the normal project budget, NOT the risk budget.

b) Incorrect. The cost of analyzing a request for change is taken from the change or normal project budget, NOT the risk budget. Ref 9.3.1.1

c) Correct. A risk budget is used to fund specific responses to risks. Ref 8.3.6 d) Incorrect. The activity of identifying risks will be paid for from the normal project budget.

65 Syllabus Topic:OR0101 - Organization Theme Correct Answer:D Objective:LL1 - Recall roles within the Organization theme.

a) Incorrect. Corporate or programme management is discussed as a level of management which is pre-existing but is NOT part of the project management team. Ref 5.3.1

b) Incorrect. Quality assurance activities are outside the scope of PRINCE2 as it is the responsibility of the corporate or programme organization. Ref 6.2.6.

c) Incorrect. A stakeholder is described as any individual, group or organization that can

affect, be affected by, or perceive itself to be affected by, an initiative (programme, project, activity, risk). Ref 5.3.5

d) Correct. The Project Board is responsible, via its Project Assurance role, for monitoring all aspects of the project's performance and products independently of the Project Manager. Project Board members are responsible for the aspects of Project Assurance aligned to their respective areas of concern. The Executive is responsible for the business assurance role, which they may appoint a separate individual to perform. Ref 5.3.2.3

66 Syllabus Topic:PG0203 - Progress Theme Correct Answer:D Objective:LL2 - Understand the difference between management and technical stages. a) Incorrect. These would relate to technical stages. Ref 10.3.2.3

b) Incorrect. PRINCE2 does NOT insist on the use of Team Managers. Team Managers

relate to technical work, which need NOT coincide with management stages. Ref 10.3.2.3

c) Incorrect. The authorization from corporate has nothing to do with the differentiation from technical stages. Ref 10.3.2

d) Correct. Technical stages may be combined or split into management stages for the purpose of commitment of resources. Ref 10.3.2.3



23




Correct Answer:B Objective:LL2 - Understand the seven principles.

a) Incorrect. The continued business justification principle is followed through regular

planned reviews of the Business Case during the life of the project to confirm its continued viability. Ref 2.1

b) Correct. The Project Product Description supports the focus on products principle

through clearly defining the project's products, the customer's quality expectations and acceptance criteria. Ref 2.6 / A.21.1

c) Incorrect. The learn from experience principle is used to ensure that project teams learn

from previous experience: lessons are sought, recorded and acted upon throughout the life of the project. Ref 2.2

d) Incorrect. The manage by stages principle enables the extent of senior management

control over projects to be varied according to the business priority, risk and complexity involved. Ref 2.4

68 Syllabus Topic:QU0204.1 - Quality Theme Correct Answer:C

Objective:LL2 - Understand the difference between quality planning, quality control and quality assurance.

a) Incorrect. Customer's quality expectations relate to the overall project, NOT individual products. Ref 6.3.1.1

b) Incorrect. Quality test results are NOT determined until the quality check has taken place, so are NOT part of quality planning. Ref 6.3.2

c) Correct. As defined in the respective Product Descriptions given in the Stage Plan approved by the Project Board. Ref 6.3.1

d) Incorrect. Determining who will own a product is NOT the subject of Project Board

agreement during quality planning. This is defined in the individual Configuration Item Records. Ref A.5

69 Syllabus Topic:RK0204 - Risk Theme Correct Answer:D Objective:LL2 - Understand the risk probability, risk impact and risk proximity. a) Incorrect. The scale or effect of the risk is referred to as its impact. Ref 8.3.5.2 b) Incorrect. This is the impact of the risk occurring. Ref 8.3.5.2 c) Incorrect. This is a definition of the risk proximity. Ref 8.3.5.2 d) Correct. Probability measures the likelihood of the risk occurring. Ref 8.3.5.2



24




Correct Answer:A Objective:LL2 - Understand the difference between event-driven and time-driven controls. a) Correct. A Highlight Report is time-driven. Ref 10.3.3

b) Incorrect. An Exception Report is only produced when a Project Manager believes that a stage or the project is likely to exceed tolerances. Ref 10.3.3

c) Incorrect. The Project Initiation Documentation is produced by the final event in initiating a project. Ref 10.3.3

d) Incorrect. The end of a stage is driven by a stage coming to an end and the next stage needing authorization. Ref 10.3.3

71 Syllabus Topic:PG0101 - Progress Theme Correct Answer:C

Objective:LL1 - Recall the lines of authority and reporting between the four levels of management.

a) Incorrect. Work Package tolerances are agreed between the Project Manager and Team Manager. Ref 10.3.1.1

b) Incorrect. Project tolerances are allocated by corporate or programme management. Ref 10.3.1.1

c) Correct. The Project Board has overall control at project level, as long as forecast remain

within project tolerance, and will allocate tolerances for each management stage to the Project Manager. Ref 10.3.1.1

d) Incorrect. The Project Board has overall control at project level, as long as forecast

remain within project tolerance, and will allocate tolerances for each management stage to the Project Manager. Ref 10.3.1.1

72 Syllabus Topic:QU0206.2 - Quality Theme Correct Answer:A Objective:LL2 - Understand the purpose of the Product Description.

a) Correct. Forecast duration and cost are recorded in the plan containing the Product Description. Ref A.17.1

b) Incorrect. The Product Description contains the skills required to undertake quality control. Ref. A.17.1

c) Incorrect. The Product Description contains its purpose, function and appearance. Ref. A.17.1

d) Incorrect. The Product Description contains the skills required to produce the product. Ref. A.17.1



25



73 Syllabus Topic:OR0205 - Organization Theme

Correct Answer:C Objective:LL2 - Understand the purpose of the Communication Management Strategy.

a) Incorrect. The Communication Management Strategy does NOT ensure this. It informs

the project team what reporting is required but it does NOT ensure they can use the required tools. Ref A.4.1

b) Incorrect. The Communication Management Strategy does NOT produce any reports, it defines reporting requirements. Ref A.4.1

c) Correct. The Communication Management Strategy contains a description of the means

and frequency of communication to parties both internal and external to the project. Ref A.4.1

d) Incorrect. The Communication Management Strategy documents who the project

stakeholders are and what information they require, but it does NOT ensure they are aware of their responsibilities. Ref A.4.1

74 Syllabus Topic:CS0203 - Controlling a Stage Process Correct Answer:C Objective:LL2 - Understand the context of the Controlling a Stage process.

a) Incorrect. The Benefits Review Plan does NOT record the threats (risks) to the project and their possible impact on the Business Case. The Benefits Review Plan may be checked during the Controlling a Stage process to see whether any benefits reviews are due, and execute them as necessary. Ref A.1.1 / 15.4.4

b) Incorrect. An End Stage Report is produced during the Managing a Stage Boundary process and should be reviewed by the Project Board during the Directing a Project process. Any new or revised risks identified within the End Stage Report should have been added to the Risk Register during the Managing a Stage Boundary process. Ref 17.4.4

c) Correct. The Risk Register is checked for any new or revised risks and their possible impact on the Business Case. Ref 15.3 / 15.4.4

d) Incorrect. The Risk Management Strategy may be reviewed during the Controlling a Stage process for guidance on the risk management procedure. The Risk Management Strategy does NOT record the threats (risks) to the project and their possible impact on the Business Case. Ref 15.4.6 / A.24.2

75 Syllabus Topic:CP0203 - Closing a Project Process Correct Answer:B Objective:LL2 - Understand the context of the Closing a Project process. a) Incorrect. Closure is NOT a stage. Ref 18.3

b) Correct. Activities are planned in the Stage Plan for the stage in which they are undertaken. Ref 18.3

c) Incorrect. Project closure does NOT take place during the initiation stage. Ref 18.3

d) Incorrect. A Team Manager is NOT responsible for closing a project. The Project

Manager is responsible for closing a project. Their way of controlling the day-to-dayprogress of the stage is via the Stage Plan. Ref 18.3



26




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5: Practitioner Papers

• Contents– Practitioner Paper 1

• Exam scenario booklet and ‘Additional information’

• 9 practitioner questions in 12 parts each

• The correct answers• 2 Answer booklets also with

pagination control to aid removal• Why the right are right and the

wrong are wrong– Practitioner paper 2

• As above for a further 9 questions

Section: 5 Page 0

• Practitioner “purpose” paraphrased from the syllabus is…– to confirm … sufficient …understanding … to start applying the

method … to a real project …[IE candidates understand]:-• How to apply and tailor PRINCE2 effectively …• Apply the principles, themes and processes• create or critique management products• Understand the relationships between the roles, management

products, principles, themes, techniques and processes – Understand means ‘can create (synthesise) or state each element's

purpose and objectives’


The Practitioner Examination

EX02Scenario BookletThis is a 2.5-hour objective test examination. This booklet contains the Project Scenario upon which this exam paper is based. All questions are contained within the Question Booklet.

Additional information is provided within this Scenario Booklet for a number of questions. Where reference should be made to additional information, this is clearly stated within the question to which it is relevant. All information provided within a question must only be applied to that question.

Each of the nine questions is worth 12 marks, giving a maximum of 108 marks in the paper. The pass mark is 55% (59 marks). Within each question the syllabus area to which the question refers is clearly stated. The exam is to be taken with the support of the PRINCE2 Manual only, i.e. no material other than the Question Booklet, the Scenario Booklet, the Answer Booklet and the PRINCE2 Manual is to be used. Candidate Number: ........................................

PRINCE2-GB--EX02-V1.15 Page 1 of 9 Document Owner - Chief Examiner© The APM Group Ltd 2010. This document is not to be re-produced or re-sold without express permission from The APM Group Ltd. PRINCE2® is a

Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries. The Swirl logo™ is a Trade Mark of the Office ofGovernment Commerce.


This is a blank page




Project ScenarioCalendar Project (Note: The companies and people within the scenario are fictional.)

There has been a reduction in the number of orders at the MNO Manufacturing Company due in part to the increased marketing activities of its competitors. To help counter this, the company has decided to create a promotional calendar for next year for all its current and prospective customers.

The end product of this project will be a prepared calendar pack, ready for printing. The design of the calendar will be similar to one sent out previously, and must reflect the company image as described in the existing corporate branding standards. Another project is currently producing a new company logo which is to be printed on each page of the promotional calendar. The prepared calendar pack will consist of:

● Design for each month - correctly showing all public holidays and new company logo ● Selected photographs - 12 professionally-produced photographs, showing different members of

staff ● Selected paper and selected envelope - for printing and mailing the calendar ● Chosen label design - a competition to design a label will be held as part of this project ● List of customers - names and addresses of customers to whom the calendar will be sent.

The project is currently in initiation and will have two further stages:

Stage 2 will include the activities to:

● create the customer list using information from the Accounts and Marketing departments ● confirm compliance with the Data Protection Legislation ● create a design for each month - this will be done by the internal creative team ● select and appoint a professional photographer ● gather photograph design ideas from previous project and agree photographic session

schedule ● prepare a production cost forecast ● select paper and envelope.

Stage 3 will include the activities to:

● produce and select the professionally-taken photographs ● hold the label design competition and choose the label design ● assemble the prepared calendar pack.

A production cost forecast, based on the options and costs for the paper, envelope, printing and mailing of the calendar is to be produced in stage 2. However, the actual production and distribution of the calendars is not within the scope of this project. The production cost forecast will be reviewed by the Project Board to determine whether the project should continue. It is now 05 October and the prepared calendar pack must be delivered to the print company by 30 November, to enable printing and distribution of the calendar in time for Christmas. The cost of the activities to develop the specialist products and the cost of the project management activities are estimated to be £20,000. There is a project time tolerance of +1 week / -2 weeks and a project cost tolerance of +£6,000 / -£6,000. A change budget of £500 has been allocated but there is no risk budget.




During the initiation stage the Project Manager met with the Marketing Director to find out more about the requirements of the promotional calendar and recorded the following notes: There has been a reduction in the number of orders at the MNO Manufacturing due in part to the increased marketing activities of its competitors. 10% of customers have not re-ordered in this financial year and staff morale is poor. A number of skilled staff have left as a result and replacement staff have not been recruited due to the reduced operation. If the project is successful, a recruitment campaign will be required to fill the existing staff vacancies and there may be a requirement for additional staff. Operational costs are likely to increase because skilled staff are expensive and difficult to find. In financial terms, there were a total of 1,500 orders in the last financial year, each with an average profit of £2,000. The Marketing department believes that sending a promotional calendar to the company's current and prospective customers would increase orders by at least 10%, with a minimum of 10 further orders from the list of prospective customers within 12 months from the date of distribution. The Marketing Director will be funding the project from the business marketing budget. She believes that the effect of a good company image portrayed by a successful calendar would last into a second year. She has forecast the same increase in orders for a second year and predicts that the annual employee satisfaction survey will show a measurable improvement in staff morale. A number of alternatives were explored, including:

● 20% discount for all repeat customers - not cost-effective and very short term ● A promotional calendar as a free Christmas gift - would target current and prospective

customers and the benefits would last into a second year ● A series of television and press advertisements - would be too expensive ● Creation of an internet website - would not suit all customers.

The calendar is seen as the favoured option, as long as the company's competitors do not increase their marketing activity. Whilst the Marketing department wants a very high quality, glossy product, the project management team must be aware of the cost this will incur.

Question 1: Business Case Theme - Additional Information




Chief Executive Officer (CEO): He started the company 25 years ago and knows his job very well. He injured his leg two years ago which has restricted his visits to the engineering area. As CEO he has an overall perspective of the business strategic requirements and the authority to commit resources as required.

Marketing Director: She has been with the company for three years, following a successful career with a publicity company. She has the ability to represent the needs of the business, particularly as this is a marketing project. She has the authority to commit the annual business marketing budget, from which the project will be funded, as she sees appropriate. She will be responsible for monitoring the expected benefits of the calendar, in particular the improvement of the company's image.

Engineering Manager: He has been responsible for many engineering innovations in the company and is still as keen and energetic as the day he started. Whilst he will not be part of the project team, his staff will feature in the photographss for the promotional calendar.

Central Records: This group of five staff looks after all company records and document control. They now maintain all project files.

Bright Lights: This is the local office supplies company. It supplies all the stationery and office equipment needs of the company and will supply the stationery for this project.

Portraits Ltd: This is a professional photographic company with a number of excellent photographers and a history of successful work. This company has been selected to take the photographs for the company calendar. It has yet to be decided which of the photographers to use.

Question 2: Organization Theme - Additional Information




Extract from the Project Product Description (with errors)

Composition 1. Design for each month

2. 100gsm glossy paper3. Full colour4. Selected envelope5. Chosen label design6. List of customers7. Selected photographs8. Photographic session schedule

Derivation 9. New company logo design10. Previous calendar designs11. Internal creative team12. Production cost forecast

Developmentskills required

13. Photographer14. Internal creative team15. Print company

Customer’s qualityexpectations

16. Professional photographs17. 10% more calendars than required should be

printed to allow for any late additions to the list of customers

18. Compliance with applicable corporate standards19. The calendar should reflect the company image

as described in the corporate branding standards20. The calendar will increase orders by at least 10%

with a minimum of 10 further orders from the list of prospective customers within 12 months

Acceptancecriteria

21. Appearance: each photograph should be sufficiently attractive and humorous that the customer wants to display it

22. Appearance: new company logo promotes strong image

23. Security: complies with Data Protection Legislation

24. Accuracy: public holidays match the list supplied by Marketing

Question 3: Quality Theme - Additional Information




A photographer from Portraits Ltd, a professional photographic company, has taken on the role of Team Manager after taking some time to understand the requirements of the project. A contract for his services has been set up and is being monitored by the Purchasing Manager, and a Work Package has been agreed. This contract specifies that the photographer must arrange a meeting with the Engineering Manager to establish a schedule for the photographic sessions to minimize the impact on the Engineering staff. This meeting should have occurred a week ago. The photographic sessions are scheduled to take place in two days time.

The Engineering Manager was made aware of this requirement. However, when asked by the Project Manager, he reported that he had received no communication from the photographer. The Project Manager has tried to call the photographer and has had no response. The Project Manager believes there is a risk that Portraits Ltd are overbooking work and prioritizing other clients’ work. If Portraits Ltd do not deliver on schedule the project will be delayed and the expected benefits will be reduced.

The contract is to be reviewed and Portraits Ltd reminded of their agreement.

Question 5: Risk Theme - Additional Information




Product Summary

A list of customers will be collated. This will use existing information from the Accounts department about current customers, and existing information from the Marketing department about prospective customers. Using the tariff of mailing costs available from the Post Office, a production cost forecast will be produced to allow the CEO and the Marketing Director to decide whether to continue with the project. If they decide to continue, they will give the approval to launch the internal label design competition. Competition rules will be drawn up and details of the competition will be communicated to staff. The label design will then be chosen from the competition entries. The photographs for the calendar must be based on existing photograph design ideas available from the Marketing department. Designs for each month will be created to show the required layout of each page. Additional Information continues on next page.

Question 6: Plans Theme - Additional Information




continued.

Question 6: Plans Theme - Additional Information Extract from Stage Plan for stage 3. (All entries are true statements but may not be shown under the correct heading or in the correct document).

Plan description

1. Stage 3 is the final stage of the project and will deliver the photographs, the label design competition entries, the winning label design and the prepared calendar pack.

Plan prerequisites

2. Increase in orders and improved company image.3. The production cost forecast must be acceptable to the

Project Board if the photography and the label design competition are to go ahead.

4. The customer list is accurate and complete.

External dependencies

5. A separate project has been reviewing the company's branding. The company logo, required for the label design competition, is being updated. The new company logo is to be supplied by the other project in two weeks time.

6. Customer details will be supplied from the Accounts department and the Marketing department customer databases for the customer list.

7. The label design must contain the new company logo.

Planning assumptions

8. A suitable entry will be received from the label design competition.

9. The photographic session schedule created two weeks ago correctly reflects the availability of the engineering staff.

10. Each photograph must feature different members of the Engineering team.

Monitoring and control

11. The Project Plan is to be updated with actuals throughout the stage.

12. A Highlight Report will be created every two weeks.13. The Stage Plan will be reviewed at the end of each day, to

assess forecast against actuals.14. Product Status Accounts will be produced by Project

Support, at the request of the Project Manager, to summarize current and historical data concerning each of the project’s products.

Budgets 15. Cost £5,000 for specialist products16. Time 4 weeks17. Risk £0







EX02

Question Booklet Candidate Number: ........................................








Syllabus areas covered: Question 1 - Business Case Theme Question 2 - Organization Theme Question 3 - Quality Theme Question 4 - Starting Up a Project + Initiating a Project Processes Question 5 - Risk Theme Question 6 - Plans Theme Question 7 - Progress Theme Question 8 - Change Theme Question 9 - Directing a Project + Managing a Stage Boundary + Closing a Project Processes




Question Number 1Syllabus Area Business Case Theme

Syllabus Area Question Number Part MarksBusiness Case Theme 1 A 7

Using the Project Scenario and the additional information provided for this question in the Scenario Booklet, answer the following 7 questions. Each question provides a list of true statements about the Calendar project, but only 2 statements are appropriate entries for that heading of the Business Case. Remember to limit your answers to the number of selections requested in each question.

1 Which 2 statements should be recorded under the Reasons heading?

A The Marketing department believes that sending a promotional calendar to current and prospective customers will increase orders by at least 10%.

B 10% of customers have not re-ordered in this financial year.

C 1,500 orders are expected, each with an average profit of £2,000.

D The Marketing department believes that the effect of a good company image, portrayed by a successful calendar, will last into a second year.

E MNO Manufacturing is experiencing a reduction in orders numbers due in part to the increased marketing activities of its competitors.

2 Which 2 statements should be recorded under the Business options heading?

A Produce a promotional calendar as a free Christmas gift to current and prospective customers.

B Use a professional photographer to create the photographs for the calendar.

C Create the photographs for the calendar internally.

D Outsource the creation of the calendar to a professional marketing company.

E Do nothing.

3 Which 2 statements should be recorded under the Expected benefits heading?

A Increase orders by at least 10% with a minimum of 10 further orders from the list of prospective customers within 12 months.

B The calendar will be similar to calendars sent out in previous years.

C The Marketing department believes that the benefits of a good company image, as portrayed by a successful calendar, will last into a second year and bring the same increase in orders.

D The calendar will contain photographs of both staff and company products.

E The Marketing department want a very high quality, glossy product as they believe this will be more appealing to customers.

Question continues on next page




Question continued

4 Which 2 statements should be recorded under the Expected dis-benefits heading?

A A high quality, glossy product will involve additional costs.

B Individuals in the engineering team who are not selected to appear in the calendar photographs will become de-motivated.

C The calendar may not result in the expected 10% increase in orders.

D As the Calendar project is a priority for the MNO Manufacturing Company, the delivery of other projects within the Marketing department will be delayed.

E The calendar may not result in the 10 further orders from the list of prospective customers in 12 months.

5 Which 2 statements should be recorded under the Timescale heading?

A Benefits will be lost if the project is not completed on time.

B A recruitment campaign to fill the existing staff vacancies will need to take place in the next 12 months.

C Additional 10% increase in orders in year two.

D The prepared calendar pack must be delivered by the first week in December.

E The print company requires a 2-week notification period of the calendar pack delivery.

6 Which 2 statements should be recorded under the Costs heading?

A The MNO marketing budget this year is £120,000.

B The project will be funded from the business marketing budget.

C 10 further orders with an average profit of £2,000 will deliver a benefit of £20,000 in the first year.

D The new company logo is estimated to cost £4,000.

E Project costs are estimated to be a total of £26,500.

7 Which 2 statements correctly define a Business Case risk which should be recorded under the Major risks heading?

A Operational costs will increase as a result of the recruitment campaign.

B The prepared calendar pack is to be delivered to the print company by the first week in December.

C If the calendar quality is poor customers will not use it, creating the reverse effect and reducing orders further.

D If any competitors launch a calendar at the same time this will reduce the impact of the MNO calendar and benefits will be reduced.

E Staff morale will improve as a result of the promotional calendar.




Syllabus Area Question Number Part MarksBusiness Case Theme 1 B 5

Using the Project Scenario and the additional information provided for this question in the Scenario Booklet, answer the following question. Lines 1 to 5 in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all.

Option Assertion Reason

A True True AND the reason explains the assertion

B True True BUT the reason does not explain the assertion

C True False

D False True

E False False

Assertion Reason

1 If the calendar option is changed there should be a review of, and possible changes to, the Business Case.

BECAUSE The Business Case includes options for the delivery of the chosen solution.

2 The Business Case will no longer be viable if the prepared calendar pack is not available for printing until the first week of December.

BECAUSE The Business Case is no longer viable if stage tolerances are exceeded during the project.

3 The fact that the project’s aim is to try to counter the fall in orders should be documented in the Project Brief.

BECAUSE The outline Business Case contains the reasons why the project is needed and forms part of the Project Brief.

4 The Benefits Review Plan should include an assessment in 12-months time of the increase in orders.

BECAUSE The Benefits Review Plan contains details of benefits reviews to be conducted during the project.

5 The expected improvement in staff morale should NOT be recorded as a benefit in the Business Case.

BECAUSE Only those benefits that can be measured in financial terms should be defined in the Business Case.




Question Number 2Syllabus Area Organization Theme

Syllabus Area Question Number Part MarksOrganization Theme 2 A 7

The following 7 questions include true statements about an individual from the project organization. Only 2 statements explain why, in the context of roles and responsibilities within a PRINCE2 organization structure, the individual is a suitable candidate for that role.

Remember to limit your answers to the number of selections requested in each question.

1 Which 2 statements explain why the Marketing Director would be appropriate as the Executive for this project?

A She has been with the company for three years.

B She previously had a successful career in publicity.

C She is able to represent the business needs of MNO Manufacturing.

D She has authority to commit the marketing budget, from which the project will be funded.

E She requires more experience working with the engineering industry.

2 Which 2 statements explain why the CEO would be appropriate as the Executive for this project?

A He started the company 25 years ago.

B He knows his job very well.

C He restricts his visits to the engineering area.

D He has the authority to commit resources as required.

E He has an overall perspective of the business's strategic requirements.

3 Which 2 statements explain why the Marketing Director would be appropriate in a Senior User role for this project?

A She can represent the Marketing department.

B She previously had a successful career in publicity.

C The Marketing department will help to deliver the benefits of this project.

D The project will be funded from the business marketing budget.

E A number of the products will be produced by the Sales department and the Marketing department.





Question continued

4 Which 2 statements explain why the Sales Manager would be appropriate in a Senior User role for this project?

A He joined the company last year with huge enthusiasm.

B He would like to move into the Marketing department in the future and sees this as an opportunity to work closely with the Marketing Director.

C The launch of a company calendar will impact the Sales department.

D He reports directly to the Marketing Director.

E He is able to represent current and prospective customer interests.

5 Which 2 statements explain why the Purchasing Manager would be appropriate in a Senior Supplier role for this project?

A He is responsible for advising on the acceptance methods to be included in supplier contracts.

B He will procure the resources and materials required for the project's products.

C He was an engineer and worked in that area before taking up his current position.

D He can influence the external supplier's Business Case.

E He is not appropriate for the role of Executive or Senior User.

6 Which 2 statements explain why the Sales Manager would be appropriate in a user assurance role for this project?

A He joined the company last year with huge enthusiasm and is keen to increase sales.

B He can provide an evaluation of the potential impact the calendar will have on sales.

C He is able to advise on suitable stakeholder engagement of current and prospective customers.

D He would like to move into the Marketing department in the future and sees this as an opportunity to work closely with the Marketing Director.

E He can resolve any conflict in requirements between the Sales department and the Marketing department.

7 Which 2 statements explain why Central Records would be appropriate in a Project Support role for this project?

A They have knowledge of specialist tools and techniques that are required for this project.

B The department already exists within the organization and its staff members have been with the company for many years.

C They will ensure compliance with all company policies and procedures.

D They perform a quality assurance function across all projects.

E They have knowledge of the organizational standards that will be applicable to the project.




Syllabus Area Question Number Part MarksOrganization Theme 2 B 5

Using the additional information provided for this question in the Scenario Booklet, answer the following question. Lines 1 to 5 in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all.




C True False

D False True

E False False

Assertion Reason

1 The Executive role should be shared by the CEO and the Marketing Director.

BECAUSE The Executive is responsible for securing the funding for the project.

2 The Senior User role should be shared by the Marketing Director and the Engineering Manager.

BECAUSE Those who provide specialist resources to the project development teams should perform a Senior User role.

3 Bright Lights and Portraits Ltd are both stakeholders on the Calendar project.

BECAUSE Anyone who can affect a project is a stakeholder on that project.

4 A single member of Central Records should NOT perform both a Project Support and a Project Assurance role on this project.

BECAUSE It is necessary to keep Project Support and Project Assurance responsibilities separate.

5 The Engineering Manager should be included in the Communication Management Strategy.

BECAUSE The Communication Management Strategy describes the communication tools to be used.




Question Number 3Syllabus Area Quality Theme

Syllabus Area Question Number Part MarksQuality Theme 3 A 3

Column 1 is a list of objectives. For each objective in Column 1, select from Column 2 the quality activity that addresses it. Each selection from Column 2 can be used once, more than once or not at all.

Column 1 Column 2

1 Understanding the customer’s quality expectations. A Quality assurance

B Quality control

C Quality planning

2 Approval of the project's products.

3 Confirmation that corporate management standards and policies are being adhered to.




Syllabus Area Question Number Part MarksQuality Theme 3 B 4

An address label is required for the envelope. The design of the label will be selected from entries to an internal label design competition. The winning label design will be included in the prepared calendar pack given to the printing company. The label should be half the size of the selected envelope (+5% / -5%), and use an attractive, large font for the customer’s name and address. The new company logo must be integrated into the label design. The Project Board will be asked to review all entries and select the winning label design. The information in Column 1 may be entered in the Product Description for the chosen label design. Column 2 is a list of the quality headings (excluding Quality Method) in a Product Description. For each entry in Column 1 decide if it should be included under one of the Product Description headings shown and select the appropriate answer from Column 2. Each selection from Column 2 can be used once, more than once or not at all.

Column 1 Column 2

1 Half the size of the selected envelope. A NOT included

B Quality criteria

C Quality tolerance

D Quality skills required

E Quality responsibilities

2 Attractive large font.

3 Project Board.

4 +5% / -5% of the required label size.




Syllabus Area Question Number Part MarksQuality Theme 3 C 5

Using the Project Scenario and the additional information provided for this question in the Scenario Booklet, answer the following 5 questions about the Project Product Description. Remember to limit your answers to the number of selections requested in each question.

1 Which 2 statements apply to the Composition section?

A Amend entry 2 to 'Selected paper'.

B Delete entry 3 because this is NOT a major product to be delivered by this project.

C Move entry 6 to Derivation because this product already exists.

D Delete entry 7 because these will be produced by the photographer.

E Add 'Calendars distributed to customers'.

2 Which 2 statements apply to the Derivation section?

A Move entry 9 to Composition because this is within the scope of the project.

B Delete entry 10 because this is NOT a source product for this project.

C Delete entry 11 as this is already correctly shown under Development Skills required.

D Move entry 12 to Composition, because this is within the scope of this project.

E Add 'Professional photographer’.

3 Which 2 statements apply to the Development skills required section?

A Move entry 13 to Composition because the appointment of the photographer is within the scope of this project.

B Move entry 13 to Derivation because this is a source of information for this project.

C Delete entry 14 because this skill is NOT required within this project.

D Delete entry 15 because this skill is NOT required within this project.

E Add 'Knowledge of Data Protection Legislation'.

4 Which 2 statements apply to the Customer's quality expectations section?

A Delete entry 16 because this should be shown on the Product Description for the photos.

B Delete entry 17 because this is beyond the scope of this project.

C Delete entry 18 because standards should NOT be shown here.

D Delete entry 19 because this should appear in the Product Description for the calendar and not the Project Product Description.

E Delete entry 20 because this is an expected benefit and should be recorded in the Business Case.





Question continued

5 Which 2 statements apply to the Acceptance criteria section?

A Amend entry 21 to ’Appearance - 12 photographs each showing different members of staff’.

B Move entry 21 to Composition because the photographss are part of the project product.

C Delete entry 22 because the development of the new company logo is not within the scope of the Calendar project.

D Move entry 23 to Derivation because the Data Protection Legislation already exists.

E Delete entry 24 because this is NOT a suitable acceptance criteria for this project.




Question Number 4Syllabus Area Starting Up a Project + Initiating a Project Processes

Syllabus Area Question Number Part MarksStarting Up a Project + Initiating a Project Processes 4 A 3

Column 1 is a list of decisions to be made within the project. For each decision in Column 1, decide whether or not it is made in the Starting up a Project process and indicate in which order the decisions will occur.

Column 1 Column 2

1 Approval of the feasibility study by the Project Board before any work on the project can commence.

A Not made in the Starting up a Project process

B First

C Second

D Third

2 Assess which parties should be involved during the project, as suggested by previous development projects.

3 Evaluate possible candidates for Project Manager and decide which should be appointed.




Syllabus Area Question Number Part MarksStarting Up a Project + Initiating a Project Processes 4 B 3

Using the Project Scenario answer the following 3 questions. The Project Manager has been asked to prepare the Project Brief for the Calendar project. Each question includes a list of true statements about the project, but only one statement is an appropriate entry for that heading of the Project Brief.

1 Which statement should be recorded under the Project definition heading?

A This project must interface with the project that is producing a new company logo.

B The design of the calendar will be derived from the design used to create previous calendars.

C The calendar will be designed by the internal creative team.

D A professional photographer will be commissioned to take the photographs.

2 Which statement should be recorded under the Outline Business Case heading?

A 10% more calendars than required should be printed to allow for any late additions to the list of customers.

B A production cost forecast will be reviewed by the Project Board to determine whether the project should continue.

C There has been a reduction in the number of orders due in part to the increased marketing activities of competitors.

D The Project Board have stated that the project cost tolerance can be used to speed up the project if necessary.

3 Which statement should be recorded under the Project approach heading?

A The end product of this project will be a prepared calendar pack, ready for printing.

B The photography for the calendar is to be outsourced to a professional photographer.

C A production cost forecast, based on the costs for the materials, printing and mailing is to be produced in stage 2.

D The actual production and distribution of the calendars is not within the scope of this project.




Syllabus Area Question Number Part MarksStarting Up a Project + Initiating a Project Processes 4 C 6

Using the Project Scenario, answer the following 6 questions about the Starting up a Project and the Initiating a Project process.

Decide whether the actions taken represent an appropriate application of PRINCE2 for this project and select the response that supports your decision.

1 When designing the project management team, the Project Manager created a Team Manager role description for the Team Manager role which the professional photographer will perform in stage 3.Is this an appropriate application of PRINCE2 for this project?

A No, because the professional photographer should create their own role description when they are appointed in stage 2.

B No, because the professional photographer is external to the corporate organization.

C Yes, because role descriptions help to identify candidates for each of the project management team roles, and can be used when proposing the most appropriate people for them.

D Yes, because the Project Manager should create role descriptions for all members of the project management team.

2 When creating the Project Plan, the Project Manager identified the new company logo as an external dependency.Is this an appropriate application of PRINCE2 for this project?

A No, because the new company logo should be identified in the Business Case as part of the reasons for undertaking the project.

B No, because the new company logo should be identified in the Project Plan as an internal dependency.

C Yes, because the new company logo is required to produce the calendar and is being produced by another project.

D Yes, because the production of the new company logo will need to be controlled by the Project Manager.

3 During the initiation stage, the Project Manager created the Product Description for the designs for each month.Is this an appropriate application of PRINCE2 for this project?

A No, because all Product Descriptions should be created during the Managing a Stage Boundary process, when preparing the Stage Plan.

B No, because it is the Project Product Description that should be created to define what the project must deliver in order to gain acceptance.

C Yes, because the Project Manager should create Product Descriptions for all of the products to be delivered by the project as part of the Project Plan.

D Yes, because Product Descriptions for the major products of the project should be created when preparing the Project Plan.





Question continued

4 When setting up the project controls, the Project Manager identified dates for two end stage assessments, one for each of the management stages following initiation. Is this an appropriate application of PRINCE2 for this project?

A No, because the Closing a Project process is used at the end of the final stage.

B No, because there are three stages in this project.

C Yes, because the Project Manager needs to report how the stage performed and provide an update on the Business Case.

D Yes, because the Project Board needs to be made aware of these dates so as to ensure its availability.

5 The Project Manager has now completed the Project Plan which contains the Work Packages for each of the project's products.Is this an appropriate application of PRINCE2 for this project?

A No, because Work Packages should be created during the Starting up a Project process to support the Project Product Description.

B No, because the Project Plan does not contain the content of each Work Package.

C Yes, because the tolerance(s) set in the Project Plan are derived from the Work Package tolerance(s).

D Yes, because the Project Board will require this information in order to set tolerance(s) for the Team Manager(s).

6 At the end of the initiation stage, the Project Manager has updated the Project Plan to show how and when all of the expected benefits of the promotional calendar will be measured and captured.Is this an appropriate application of PRINCE2 for this project?

A No, because any changes to the Project Plan should be approved by the Project Board.

B No, because most of the expected benefits will be achieved after the project has closed.

C Yes, because it is important to define each benefit in quantifiable terms so that measurable improvements can be made.

D Yes, because the expected benefits of the promotional calendar can be measured during the life of the project.




Question Number 5Syllabus Area Risk Theme

Syllabus Area Question Number Part MarksRisk Theme 5 A 6

The project is now in stage 2. The Project Manager has heard about the possibility of a competitor also producing a calendar to be delivered earlier than the target date for this project. There is a threat that the early release of a competitor's calendar may weaken the impact of the MNO Manufacturing Company calendar, thereby reducing the anticipated benefits of the Calendar project. Column 1 contains a number of risk responses identified by the Project Manager following an assessment of this risk. Column 2 contains a list of threat response types. For each risk response in Column 1, select from Column 2 the type of response it represents. Each option from Column 2 can be used once, more than once or not at all.

Column 1 Column 2

1 Record the risk in the Risk Register and monitor the situation. A Avoid

B Reduce

C Fallback

D Transfer

E Accept

F Share

2 Decide not to compete and cancel the project.

3 Bring the target date of this project forward.

4 Wait for confirmation of the rival’s calendar and, if required, include additional gifts with the calendar as an extra incentive.

5 Carry on with the project as planned on the basis that the MNO Manufacturing Company calendar is believed to be of better quality.

6 Add a unique reference number to every calendar and hold a prize draw each month.




Syllabus Area Question Number Part MarksRisk Theme 5 B 6

Using the additional information provided for this question in the Scenario Booklet, answer the following question. Lines 1 to 6 in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all.




C True False

D False True

E False False

Assertion Reason

1 The fact that there has been no contact with the photographer should have been raised as an issue.

BECAUSE Any forecast to exceed the agreed stage tolerances should be escalated to the Project Board.

2 As the person monitoring the contract, the Purchasing Manager would be an appropriate owner for the risk.

BECAUSE A risk actionee should be the person most capable of managing the risk.

3 The photographer should have raised any concerns about their availability for the work as a risk before accepting the Work Package.

BECAUSE A separate Risk Register should be created for each Work Package to monitor specialist risks associated with the creation of specialist products.

4 If estimation of the risk shows that it is likely to impact upon time, the Project Manager will need to raise an Issue Report.

BECAUSE When the impact of a risk has been identified, an Issue Report will be required to implement any agreed risk actions.

5 Regular Checkpoint Reports from the photographer will help the Project Manager manage the risk.

BECAUSE Checkpoint Reports should provide early warning of any delay in the photographer’s work.

6 As a Work Package has been agreed with the photographer, responsibility for the risk will automatically have been transferred to this third party.

BECAUSE When selecting the most appropriate risk response to take, the best option is usually the least expensive.




Question Number 6Syllabus Area Plans Theme

Syllabus Area Question Number Part MarksPlans Theme 6 A 2

Answer the following 2 questions about plans. Remember to limit your answers to the number of selections requested in each question.

1 During which 2 activities should a plan be produced?

A When a Work Package is authorized, in the Controlling a Stage process.

B When preparing for planned closure, in the Closing a Project process.

C When a Work Package is accepted, in the Managing Product Delivery process.

D When escalating issues and risks, in the Controlling a Stage process.

E When planning project closure, in the Managing a Stage Boundary process.

2 Which 2 statements concerning responsibility for creating plans are correct?

A The Team Manager is responsible for creating Stage Plans.

B The Team Manager is responsible for creating Team Plans.

C Project Support is responsible for creating Team Plans.

D The Project Board is responsible for creating the Project Plan.

E The Project Manager is responsible for creating the Project Plan.




Syllabus Area Question Number Part MarksPlans Theme 6 B 5

Using the Project Scenario and the Product Summary provided as additional information for this question in the Scenario Booklet, answer the following 5 questions about the plan for this project. Decide whether the statements reflect an appropriate application of the product-based planning technique for this project and select the response that supports your decision.

1 'Production cost forecast' has been shown as an external product in the product flow diagram. Is this an appropriate application of product-based planning for this project?

A Yes, because the 'production cost forecast' is dependent on an external product.

B Yes, because the 'production cost forecast' is required for making a decision.

C No, because the 'production cost forecast' is required for making a decision.

D No, because the 'production cost forecast' is being created within the scope of the plan.

2 'Tariff of mailing costs' has been shown in the product breakdown structure as a product to be created or modified by the project.Is this an appropriate application of product-based planning for this project?

A Yes, because the 'tariff of mailing costs' will be used to create the 'production cost forecast'.

B Yes, because the project costs may change.

C No, because the 'tariff of mailing costs' is being supplied by the Post Office.

D No, because the 'tariff of mailing costs' already exists.

3 'Accounts information' has been shown on the product flow diagram as an external dependency for the 'list of customers'.Is this an appropriate application of product-based planning for this project?

A Yes, because 'accounts information' is being supplied by the Accounts department.

B Yes, because 'accounts information' already exists and will be required to produce the 'list of customers'.

C No, because 'accounts information' already exists and should not be shown on the product flow diagram.

D No, because the 'accounts information' should be shown as an internal dependency for the 'list of customers'.

4 'Choose label design' has been shown on the product breakdown structure as a product to be created or modified by the project.Is this an appropriate application of product-based planning for this project?

A Yes, because the label design will be chosen from entries to the competition.

B Yes, because the competition entries are within the scope of the plan.

C No, because 'choose label design' is an activity.

D No, because the competition entries are external to the scope of the plan.





Question continued

5 'Prepared calendar pack' has been shown as the final product on the product flow diagram.Is this an appropriate application of product-based planning for this project?

A Yes, because 'prepared calendar pack' is the final product of the project.

B Yes, because all other products are dependent on the 'prepared calendar pack'.

C No, because the 'prepared calendar pack' should appear as the first product at the top of the product breakdown structure.

D No, because the calendars still require printing.




Syllabus Area Question Number Part MarksPlans Theme 6 C 5

Using the Project Scenario and the Extract from Stage Plan for stage 3 provided as additional information for this question in the Scenario Booklet, answer the following 5 questions.

The Stage Plan for stage 3 has been produced.

The Engineering Manager insists that there are to be no interruptions to operations whilst photographs are being taken of the engineering staff performing their everyday duties and operating machinery. Two weeks ago the professional photographer produced the photographic session schedule based on the operational staff schedule. The operational staff schedule is produced weekly and maintained by the Engineering Manager.

None of the £500 change budget has been used to date and this is available for the stage.


1 Which 2 statements apply to the Plan prerequisites section?

A Delete entry 2 because these are project benefits not prerequisites of the stage.

B Delete entry 3 because the production cost forecast is a deliverable of stage 2, not a prerequisite for stage 3.

C Delete entry 4 because the customer list is NOT required for stage 3.

D Add 'Engineering team must be made available for photographs'.

E Add ‘Compliance with the Data Protection Legislation’.

2 Which 2 statements apply to the External dependencies section?

A Delete entry 5 because the new company logo is being delivered by a separate project and will be detailed in the plans for that project.

B Move entry 5 to Plan prerequisites because the new company logo will influence the label designs.

C Move entry 5 to Plan description because the new company logo will be delivered during stage 3.

D Delete entry 6 because the customer details were used in stage 2 to create the customer list.

E Delete entry 7 because it should be shown in the Product Description for the label design.





Question continued

3 Which 2 statements apply to the Planning assumptions section?

A No change to entry 8 because this cannot be confirmed until all of the label designs entries have been received and an assessment made.

B Move entry 8 to External dependencies because the label designs are created outside of the scope of the project.

C Delete entry 9 because the photographic session schedule should have been approved as part of stage 2.

D Move entry 9 to External dependencies because the photographic session schedule is created by the professional photographer.

E Delete entry 10 because the inclusion of different members from the Engineering team in each photo should be shown in the Product Description for the photographs.

4 Which 2 statements apply to the Monitoring and control section?

A Delete entry 11 because this relates to the monitoring and controlling of the Project Plan, not the Stage Plan.

B No change to entry 12 because this describes how the Project Board will control the stage.

C Move entry 12 because the Highlight Reports are deliverables of this stage and should be shown under Product descriptions.

D Delete entry 13 because this is part of the Controlling a Stage process.

E Delete entry 14 because the Product Status Account is NOT an ad-hoc report. It is produced at the end of each stage to identify any variations between planned status, reported status and actual status of the stage's products.

5 Which 2 statements apply to the Budgets section?

A Amend entry 15 because it should also include the cost of management activities.

B Delete entry 16 because timescales should NOT be shown under the heading of budgets.

C Delete entry 17 because the risk budget should be shown in the Risk Management Strategy.

D Add ‘Change budget - £500’.

E Add ‘Cost tolerance - +£6,000 / -£6,000’.




Question Number 7Syllabus Area Progress Theme

Syllabus Area Question Number Part MarksProgress Theme 7 A 6

Using the Project Scenario, answer the following 6 questions about the use of PRINCE2 controls in this project.

1 At the end of initiation there is +1 week / -2 weeks time tolerance for this project. Which statement is true?

A There can be no time tolerances for any of the stages.

B All of the project level time tolerance can be allocated to stage 2.

C The Stage Plan for stage 2 could create some additional project time tolerance by allowing no time tolerance in Team Plans.

D Additional time tolerance for the project could be found by adding extra resources without affecting other tolerances.

2 During stage 2, if the Project Manager decides to recommend that the Project Plan is revised to finish three weeks later, which statement is correct?

A The tolerances stated in the Project Plan CANNOT be changed.

B The Executive needs to seek formal approval from corporate management to implement this change.

C The current project must close prematurely and be restarted with a new Project Plan, a new Business Case and new Risk Register.

D The revision of the Project Plan would have to wait until the end stage assessment of stage 2.

3 During stage 2, an early review of the photograph design ideas from the Marketing department has highlighted the need for engineering machinery to be operating in the background during the photographic sessions. This requires a change to the baselined Product Description for the photographs. What action should the Project Manager take?

A Log the change in the Issue Register as a request for change.

B Raise an Exception Report to the Project Board.

C Revise the Product Description for the photographs and issue it to the Engineering Manager to ensure that the machinery will be operating during the photographic sessions.

D Include this requirement on the next Checkpoint Report to the photographer.





Question continued

4 As the project approaches the end of stage 2, the Project Manager has requested a Product Status Account to ensure that all products are at their expected point of development. Although the list of customers has been quality reviewed, it has not been baselined because the Marketing department have not provided all of the prospective customers' details. What initial action should the Project Manager take?

A Delay producing the End Stage Report until the list of customers has been baselined.

B Raise an Exception Report to the Project Board to highlight the issue.

C Check the target sign-off date for the list of customers.

D Update the product status to 'baselined' and obtain a commitment from the Marketing department to finish this work within the next few days.

5 Whilst identifying the mailing costs for the calendars the Project Manager was surprised to find the costs could vary considerably depending on the size of the package and the delivery service used. For the purpose of this project, the Project Manager has selected an appropriate service but feels that a corporate standard for postage would have reduced the time and effort invested. It could reduce the company's overheads by up to £20,000 per year. How should the Project Manager record this observation within the project?

A Produce a project mandate, outlining the potential savings to be achieved by the introduction of a corporate standard.

B Make a note of the observation in the Daily Log to be transferred to a Benefits Review Plan at the end of the project.

C Record the observation in an Exception Report to the Project Board.

D Make an entry in the Lessons Log for future consideration by corporate management.

6 The team member collating the list of customers has now forecast that it will NOT be complete by the end of this stage as originally planned, due to a number of new prospective customers' details not yet being available. What action should the team member take?

A Report the forecast delay in the next Checkpoint Report to the Executive.

B Add the product to the next Stage Plan in order to allocate additional resources and complete the work.

C Make an entry in the Risk Register so the Project Manager can decide on appropriate action.

D Raise an issue to inform the Project Manager.




Syllabus Area Question Number Part MarksProgress Theme 7 B 6

Using the Project Scenario, answer the following question. Lines 1 to 6 in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all.




C True False

D False True

E False False

Assertion Reason

1 The label design competition should be planned and managed as two management stages.

BECAUSE A decision can only be made by the Project Board at the end of a management stage.

2 Quality tolerances allocated to the photographs can be used to remedy a forecast threat to cost tolerance.

BECAUSE Any forecast threat to cost tolerance should first be resolved by use of any available quality tolerance.

3 A suitable point for a stage boundary would be after the production cost forecast has been produced.

BECAUSE A stage boundary represents a go/no go decision point.

4 With +1 week / -2 weeks time tolerance, the project is permitted to finish two weeks later than 30 November.

BECAUSE A negative project time tolerance indicates the total permissible delay to a project schedule before an exception situation occurs.

5 If the project is forecast to exceed the cost tolerance of +£6,000, the Project Manager should send an Exception Report straight to corporate management.

BECAUSE If the forecast is for project tolerances to be exceeded, the Project Board no longer has the authority to continue with the project.

6 The production cost forecast should be reviewed by the Project Board during the Directing a Project process to determine whether the project should continue.

BECAUSE The Project Board reviews all products at the end of each stage.




Question Number 8Syllabus Area Change Theme

Syllabus Area Question Number Part MarksChange Theme 8 A 6

Using the Project Scenario, answer the following question. The Plan for stage 3 has been approved and work has commenced.

Column 1 contains a number of issues for this project. Select from Column 2 the appropriate category for each issue. Each selection from Column 2 can be used once, more than once or not at all.

Column 1 Column 2

1 Although NOT previously considered, the Engineering Manager now wants to amend the Product Description for the photographs to include images of his latest production machinery.

A Problem or concern

B Request for change

C Off-specification

2 The Marketing Director feels that the calendar may NOT be of sufficient quality to achieve the projected benefits.

3 The Marketing department have identified some new customers and want to include them in the approved list of customers.

4 The photographer has ignored the agreed photographic session schedule. He has interrupted the work of the engineering staff to take the photographs for the calendar.

5 The chosen label design has been signed-off in error as the old company logo has been used. Inclusion of the new company logo was specified.

6 The Project Manager has received notification of a postal strike occurring in December.




Syllabus Area Question Number Part MarksChange Theme 8 B 6

There is a major concern over an apparent lack of control of project documentation.

For each concern listed in Column 1, select from Column 2 the configuration management task that could help address the problem. Each selection from Column 2 can be used once, more than once or not at all.

Column 1 Column 2

1 As a number of people are involved in the project it is becoming increasingly difficult to keep track of what documentation each person has.

A Produce a Product Status Account

B Maintain a record of all copies issued

C Record the link between a version and the Issue Report that caused its change

D Notify copy holders of any changes

E Recall and archive superseded product copies

F Retain master products, issuing copies only

G Maintain records of relationships between configuration items

2 Both current and previous versions of the photographic session schedule are in circulation.

3 A revised list of customers has been issued but it is not clear what was wrong with the previous one.

4 The Marketing department has lost the chosen label design and no copy was made.

5 The Marketing department staff cannot say with any certainty which photographs were approved and which still require work.

6 The Marketing Director has complained that the accounts information has been changed and that no consideration has been given to the impact this will have on the list of customers.




Question Number 9Syllabus Area Directing a Project + Managing a Stage Boundary + Closing a Project Processes

Syllabus Area Question Number Part MarksDirecting a Project + Managing a Stage Boundary + Closing a Project Processes 9 A 6

Using the Project Scenario, answer the following 6 questions.

It is now late October and the project is in stage 3. The label design competition has been held and the photos of the staff have been taken. The CEO and Marketing Director still need to choose the winning label design and the 12 photographs for the calendar.

The Executive has learned that two competitors are issuing calendars to MNO's customers by the middle of November. After analysing the impact of this issue, one of the options the Project Manager has presented to the Project Board is to close the project prematurely. There are a number of key facts relating to this project that would need to be recorded if the project were to be closed early.

Column 1 contains key facts recorded in the project’s Daily Log. For each fact in Column 1, select from Column 2 the activity within the Closing a Project process, which, if applied appropriately, should capture this fact. A selection from Column 2 may be used once, more than once or not at all.

Column 1 Column 2

1 The staff photographs are suitable for use in future promotional materials. The photographer will be asked to provide all photographs into a useable format before this Work Package is approved.

A Prepare planned closure.

B Prepare premature closure.

C Hand over products.

D Evaluate the project.

E Recommend project closure.

2 Staff photographic sessions were disruptive to the Engineering Department as they had been scheduled during peak work times without consultation with the Engineering Manager.

3 If anybody has any remaining resource costs to be charged to the project, they should ensure this is done by 10 November.

4 The project has not achieved the objectives defined in the Project Initiation Documentation.

5 Staff morale will be further affected if a winning label design is not selected and announced. This should be completed before the project is closed.

6 The risk of a competitor producing a calendar at the same time was identified at the beginning of the project but the assessment and management of this risk was poor.




Syllabus Area Question Number Part MarksDirecting a Project + Managing a Stage Boundary + Closing a Project Processes 9 B 6

Using the Project Scenario, answer the following question.

The Calendar project was delivered as originally planned, and is now preparing for planned closure. Lines 1 to 6 in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all.




C True False

D False True

E False False

Assertion Reason

1 Whether the calendar achieves its objective of countering the decline in orders will be confirmed in the Closing a Project process.

BECAUSE The Benefits Review Plan is created in the Closing a Project process.

2 A formal quality review meeting, chaired by the Project Manager, should be held for the Project Board to compare the final deliverable against the Project Product Description.

BECAUSE The Project Product Description is used by the Closing a Project process to verify that the project has delivered what was expected of it.

3 The End Project Report must be completed before 30 November.

BECAUSE An End Project Report should be produced before a project closes.

4 The Stage Plan for stage 3 should contain details of the products to be created or updated during the Closing a Project process.

BECAUSE Closure activities should be planned as part of the Stage Plan for the final management stage.

5 As part of the handover of the final product, a contract should be agreed with Marketing for ongoing support of this product.

BECAUSE A service agreement or maintenance contract should always be included as a product of the final stage.

6 At the end of stage 3, the Managing a Stage Boundary process should be used to update the Project Plan with actuals from the final stage.

BECAUSE An objective of the Managing a Stage Boundary process is to review, and if necessary, update the Project Initiation Documentation.




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Marking Scheme

Note: For Multiple Response (MR) questions, 1 point is scored if and only if all correct options are selected. Otherwise 0 points are scored.

Exam Paper: GB-EX02-1.15

Question Part Type Response A B C D E F G H I

1 (BC) A MR 1 0 1 0 0 1

2 1 0 0 0 1

3 1 0 1 0 0

4 0 1 0 1 0

5 0 0 1 1 0

6 0 1 0 0 1

7 0 0 1 1 0

B AR 1 0 0 1 0 0

2 0 0 0 0 1

3 1 0 0 0 0

4 0 1 0 0 0

5 0 0 0 0 1


2 (OR) A MR 1 0 0 1 1 0

2 0 0 0 1 1

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5 1 1 0 0 0

6 0 1 1 0 0

7 1 0 0 0 1

B AR 1 0 0 0 1 0

2 0 0 0 0 1

3 1 0 0 0 0

4 1 0 0 0 0

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4 0 0 1 0 0

C MR 1 1 1 0 0 0

2 0 0 1 1 0

3 0 0 0 1 1

4 0 1 0 0 1

5 1 0 1 0 0



4 (SI) A MG 1 1 0 0 0

2 0 0 1 0

3 0 1 0 0

B CL 1 1 0 0 0

2 0 0 1 0

3 0 1 0 0

C CL 1 0 0 1 0

2 0 0 1 0

3 0 0 0 1

4 1 0 0 0

5 0 1 0 0

6 0 1 0 0


5 (RK) A MG 1 0 0 0 0 1 0

2 1 0 0 0 0 0

3 0 1 0 0 0 0

4 0 0 1 0 0 0

5 0 0 0 0 1 0

6 0 1 0 0 0 0

B AR 1 0 1 0 0 0

2 0 0 1 0 0

3 0 0 1 0 0

4 0 0 0 0 1

5 1 0 0 0 0

6 0 0 0 0 1


6 (PL) A MR 1 0 0 1 0 1

2 0 1 0 0 1

B CL 1 0 0 0 1

2 0 0 0 1

3 0 1 0 0

4 0 0 1 0

5 1 0 0 0

C MR 1 1 0 1 0 0

2 0 0 0 1 1

3 1 0 0 0 1

4 1 1 0 0 0

5 1 0 0 1 0



7 (PG) A CL 1 0 1 0 0

2 0 1 0 0

3 1 0 0 0

4 0 0 1 0

5 0 0 0 1

6 0 0 0 1

B AR 1 0 0 0 0 1

2 0 0 1 0 0

3 1 0 0 0 0

4 0 0 0 0 1

5 0 0 0 1 0

6 0 0 1 0 0


8 (CH) A MG 1 0 1 0

2 1 0 0

3 0 1 0

4 1 0 0

5 0 0 1

6 1 0 0

B MG 1 0 1 0 0 0 0 0

2 0 0 0 0 1 0 0

3 0 0 1 0 0 0 0

4 0 0 0 0 0 1 0

5 1 0 0 0 0 0 0

6 0 0 0 0 0 0 1


9 (DC) A MG 1 0 1 0 0 0

2 0 0 0 1 0

3 0 0 0 0 1

4 0 0 0 1 0

5 0 1 0 0 0

6 0 0 0 1 0

B AR 1 0 0 0 0 1

2 0 0 0 1 0

3 0 0 0 1 0

4 1 0 0 0 0

5 0 0 0 0 1

6 0 0 0 1 0


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The Practitioner Examination Answer Booklet

Use an HB PENCIL and only mark the paper where directed.


Candidate Number

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Instructions

You should attempt to answer all questions.


If you wish to change an answer, completely erase your original mark and place a mark in your preferred answer.

All questions require one answer unless stated otherwise. Do NOT give more answers than required. If you do, the question will score zero.


Do NOT write or make marks in other areas of the booklet.

Do NOT use coloured pens or highlighters.

Do NOT use correction fluid.

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Rationale Exam Paper: GB-EX02-1.15


Question: 1, Syllabus: BC, Part: A, Type: MR, SyllabusRef: BC0301, Level: 3

1 A Incorrect: This is an Expected Benefit of this project. The Reasons should show why the project outcome is needed, the background. Ref. A.2.1 / 4.3.4.1.

B Correct: This is an explanation of why the project is required. Ref. A.2.1 / 4.3.4.1.C Incorrect: This is the total number of orders last year, the position to measure against. It is

not the expected benefit for this project. Ref. Scenario Booklet / 4.3.4.3.D Incorrect: This is an Expected Benefit of this project. The Reasons should show why the

project outcome is needed, the background. Ref. A.2.1 / 4.3.4.1.E Correct: This is an explanation of why the project is required. Ref. A.2.1 / 4.3.4.1.

2 A Correct: This is one of the options considered to achieve the project outcome. Ref. 4.3.4.2 / A.2.1.

B Incorrect: This is an approach to deliver the required products and should therefore be documented in the Project Brief. Ref. A.19.2.

C Incorrect: This is an approach to deliver the required products and should therefore be documented in the Project Brief. Ref. A.19.2.

D Incorrect: This is an approach to deliver the required products and should therefore be documented in the Project Brief. Ref. A.19.2.

E Correct: This option is always considered in the Business Case as a starting point to act as a comparison for other options. Ref. 4.3.4.2 / A.2.1.

3 A Correct: This is a stated measurable benefit anticipated from this project. Ref. 4.3.4.3 / A.2.1.

B Incorrect: Using a similar format to previous years may have contributed to the selection of the business option but it is a not project benefit. Ref. 4.3.4.3 / A.2.1.

C Correct: This is a stated measurable benefit anticipated from this project. Ref. 4.3.4.3 / A.2.1.

D Incorrect: The Business Case does not contain a breakdown of the products to be delivered within the project. This would be documented under 'Composition' in the associated Product Description. Ref. A.17.2.

E Incorrect: This is a requirement of the project product which should be stated in the Project Product Description. Ref. A.21.2.

4 A Incorrect: This relates to the cost of quality within the deliverables. It is NOT a negative consequence of the project. Ref. 4.3.4.4.

B Correct: This is a negative consequence of the calendar project. Ref. 4.3.4.4 / A.2.1.C Incorrect: This is a threat to the expected benefits, NOT a negative consequence of the

project. Ref. 4.3.4.4 / 8.2.1.D Correct: This is a negative consequence of the calendar project. Ref. 4.3.4.4 / A.2.1.E Incorrect: This is a threat to the expected benefits, NOT a negative consequence of the

project. Ref. 4.3.4.4 / 8.2.1.5 A Incorrect: This is a risk. It has not happened yet, but the impact should be considered and

recorded under ‘Major Risks'. Ref. 8.2.1.B Incorrect: The recruitment campaign is likely to be a follow-on action that is not within the

scope of this project. Ref. 18.4.4.C Correct: When benefits are expected to be achieved should be stated under the

Timescale heading in the Business Case. Ref. 4.3.4.5 / A.2.1.D Correct: This is the timescale for project delivery and should be stated here under the

heading of Timescale. Ref. 4.3.4.5 / A.2.1.E Incorrect: This is not a timescale for project delivery. Ref. 4.3.4.5 / A.2.1.

6 A Incorrect: The fact that MNO have allocated £120k to the marketing budget for this year is


not a cost of the project. Ref. 4.3.4.6 / A.2.1.B Correct: The Business Case should show the funding arrangements under the heading of

Costs within the Business Case. Ref. 4.3.4.6 / A.2.1.C Incorrect: This is an Expected Benefit, it is not a cost of the project, i.e. expected income

rather than outgoings. Ref. 4.3.4.3 / A.2.1.D Incorrect: The new company logo is not within the scope of this project. Ref. Scenario

Booklet.E Correct: The costs section of the Business Case should include the total of forecast

costs, including allocated tolerances, risk and change budgets. Ref. 4.3.4.6 / A.2.1.

7 A Incorrect: This is a dis-benefit of the project outcome, not a risk to the project. Ref. 4.3.4.4 / 8.2.1.

B Incorrect: This is not a risk, this is stated as fact in the Project Scenario. Ref. Project Scenario / 8.2.1.

C Correct: This is a risk to the project. Risks facing the project can either reduce/enhance the benefits or reduce/increase the cost. Ref. 4.3.4.8 / A.2.1.

D Correct: This is a risk to the project. Risks facing the project can either reduce/enhance the benefits or reduce/increase the cost. Ref. 4.3.4.8 / A.2.1.

E Incorrect: This is stated as a fact and not an uncertainty/potential threat. Ref. 8.2.1.

Question: 1, Syllabus: BC, Part: B, Type: AR, SyllabusRef: BC0401, Level: 4

1 True: Each option considered within the Business Case would represent a different project and investment Ref 4.3.4.3 / 9.3.3.2

False: Options considered for the delivery of the chosen solution should be covered in the project approach (Project Brief). The business options in the Business Case refer to the various solutions considered. Ref. A.2.2 / A.19.2.

2 False: Printing within the first week of December remains within the project’s time tolerance of +1 week. Ref. 10.2.3 / 4.3.4.6.

False: Further tolerance may be available for the stage in which case the Business Case may still be viable. Ref. 10.2.3.

3 True: The outline Business Case contains the reasons why the project is needed and forms part of the Project Brief. Ref. 4.3.1 / A.19.2.

True: The Project Brief includes high-level information on what needs to be done, why, who will need to be involved, and how and when it will be done. This reason explains the assertion, therefore the answer is A. Ref. A.19.2.

4 True: The Benefits Review Plan is used to define for the Executive how and when a measurement of the achievements of the project’s benefits can be made. Ref. A.1.2.

True: At the end of each stage the Benefits Review Plan will be examined and reviewed for the results of any benefits reviews undertaken during the stage. The assertion refers to sometime after the project has closed. Therefore the answer is B. Ref. 17.4.3.

5 False: This is a positive consequence of the Calendar project which is measureable and should therefore be recorded in the Business Case. A.2.2 / 4.3.4.3.

False: All benefits, both financial and non-financial, should be recorded in the Business Case. Ref. A.2.2.


Question: 2, Syllabus: OR, Part: A, Type: MR, SyllabusRef: OR0301, Level: 3

1 A Incorrect: The length of service of an individual is not a PRINCE2 reason for the appointment of an Executive. Ref. 5.3.2.2.

B Incorrect: Although this may be useful from a specialist knowledge point of view, this is not a PRINCE2 reason for the appointment of an Executive. Ref 5.3.2.2.

C Correct: An Executive should be able to represent the business interests on a project. Ref. 5.3.2.2.

D Correct: The Executive should be able to commit resources to the project and make decisions on behalf of the business. Ref. 5.3.2.2.

E Incorrect: The development needs of an individual is not a PRINCE2 reason for the appointment of an Executive. Ref 5.3.2.2.

2 A Incorrect: The length of service of an individual is not a PRINCE2 reason for the appointment of an Executive. Ref. 5.3.2.2.

B Incorrect: Knowledge of a functional position is not a PRINCE2 reason for the appointment of an Executive. Ref. 5.3.2.2.

C Incorrect: Physical involvement is not a PRINCE2 reason for the appointment of an Executive. Ref. 5.3.2.2.

D Correct: The Executive should be able to commit resources and make decisions on behalf of the business. Ref. 5.3.2.2.

E Correct: The Executive has knowledge of the business strategic requirements and a responsibility to ensure that the project is aligned to these strategies. Ref. 5.3.2.2.

3 A Correct: The Senior User should be able to make decisions on behalf of the users and, as a representative of the main users of the deliverable from the project, the Marketing Director would be suitable for this role. Ref. 5.3.2.2.

B Incorrect: This would be useful for the role responsible for supplying the specialist knowledge for this project. The Senior User role does not require specialist knowledge. Ref. 5.3.2.2.

C Correct: The Senior User should represent those for whom the product will achieve an objective or those who will use the products to deliver benefits. Ref. 5.3.2.2.

D Incorrect: The Executive role represents the funding of the project, not the Senior User. Ref. 5.3.2.2.

E Incorrect: Those producing the products within the project are suppliers and should be represented by the Senior Supplier. Ref. 5.3.2.2.

4 A Incorrect: The length of service and motivation of an individual are not PRINCE2 reasons for the appointment of a Senior User. Ref. 5.3.2.2.

B Incorrect: The development needs of an individual are not a PRINCE2 reason for the appointment of a Senior User. Ref. 5.3.2.2.

C Correct: The Senior User should represent those who are affected by the project. Ref. 5.3.2.2.

D Incorrect: PRINCE2 does not recognise reporting structures within the business or hierarchies. The reporting structure within the project will be agreed within the project. Ref. 5.3.2.2.

E Correct: The Senior User should represent the interests of those who will use the final product(s) of the project. Ref. 5.3.2.2.

5 A Correct: The Senior Supplier role is responsible for advising on the selection of design, development and acceptance methods. Ref. C.4.1.

B Correct: The Senior Supplier role is responsible for ensuring that supplier resources required for the project are made available. Ref. C.4.1. The Senior Supplier(s)


represents the interests of those designing, developing, facilitating, procuring, and implementing the project’s products. Ref 5.3.2.2.

C Incorrect: The Purchasing Manager's experience of Engineering has no bearing on the project or the role of Senior Supplier within the project. Ref. 5.3.2.2.

D Incorrect: It is highly unlikely that an external supplier would let a customer organization influence their Business Case. Ref. 5.3.2.2.

E Incorrect: Just because an individual is not appropriate for the role of Executive or Senior User, does not make them appropriate as a Senior Supplier. Ref. 5.3.2.2.

6 A Incorrect: The length of service and motivation of an individual are not PRINCE2 reasons for the appointment of a Project Assurance role. Ref. 5.3.2.2.

B Correct: As a user of the project's product(s), the Sales Manager would be well placed to evaluate the impact of potential changes from the user point of view on behalf of the Senior User, which is a Project Assurance responsibility. Ref. 5.3.2.2.

C Correct: Current and prospective customers are stakeholders within the project and the Sales Manager is well placed to advise on how best to communicate with them, a role of the User Assurance. Ref. 5.3.2.2.

D Incorrect: The development needs of an individual are not a PRINCE2 reason for the appointment of a Project Assurance role. Ref. 5.3.2.2.

E Incorrect: The resolution of conflicts between users is a responsibility of the Senior User, not Project Assurance. Ref. 5.3.2.2.

7 A Correct: One of the key competencies required of Project Support is the knowledge of specialist tools and techniques. Having this knowledge makes Central Records an appropriate resource for this role. Ref. C.9.2.

B Incorrect: The length of service and general existence are not PRINCE2 reasons for the appointment of a Project Support role. Ref. 5.3.2.8.

C Incorrect: This is a quality assurance responsibility which may be delegated to Project Assurance, but NOT Project Support. Ref. 6.2.6.

D Incorrect: The quality assurance function may be delegated to Project Assurance, but NOT Project Support. Ref. 6.2.6.

E Correct: This is a competency required of Project Support. Ref. C.9.2.


Question: 2, Syllabus: OR, Part: B, Type: AR, SyllabusRef: OR0401, Level: 4

1 False: The Executive role is vested in one individual so that there is a single point of accountability for the project. Ref. 5.3.2.2.

True: The Executive is ultimately responsible for the project and would seek approval for the investment from corporate or programme management. Ref. C.2.1.

2 False: The Senior User role can be shared by more than one individual, but the Engineering Manager does not represent a user on this project. Ref. 5.3.2.2.

False: The Senior User commits user resources for the purpose of quality checking. It is the Senior Supplier role that provides specialist resources for the design and development of the project's products. Ref. 5.3.2.2.

3 True: They each need to interact with the project and can affect the project outcome. They are therefore stakeholders. Ref. 5.3.5.1.

True: The term 'Stakeholder' applies to any individual, group or organization that can affect, be affected by, or perceive itself to be affected by, a project. Ref Glossary. Bright Lights and Portraits Ltd will interact with, and may affect, the project. This is the reason for the assertion. The answer is therefore A.

4 True: Project Support and Project Assurance roles should be kept separate in order to maintain the independence of Project Assurance. Ref. 5.3.2.8.

True: Project Assurance must be kept separate from Project Support in order to maintain their independece. This is an explanation of the assertion, therefore the answer is A. Ref. 5.3.2.8.

5 True: The Engineering Manager is a stakeholder from within the organization, but external to the project management team. He is not a supplier or a user, but he does have an interest and some influence. Ref. 5.3.5.3.

True: The Communication Management Strategy describes the tools to be used for each step in the communication process. This is not why the Engineering Manager should be included, therefore the answer is B. Ref. A.4.2.

Question: 3, Syllabus: QU, Part: A, Type: MG, SyllabusRef: QU0204, Level: 2

1 Correct [C]: Quality Planning – This covers agreement on overall quality expectations, the products required with their associated quality criteria, the means by which quality will be achieved and assessed. Ref 6.3.1.

2 Correct [B]: Quality Control – This covers the activities undertaken by the project team to ensure that the products meet their respective quality criteria. Ref 6.3.2.

3 Correct [A]: Quality Assurance – This activity manages the organization's Quality Management System, not part of the project. Ref 6.2.6.

Question: 3, Syllabus: QU, Part: B, Type: MG, SyllabusRef: QU0301, Level: 3

1 Correct [B]: This states a measurable requirement of the product and should be noted under Quality Criteria. Ref A17.2.

2 Correct [A]: This is not measurable as a quality criteria, it provides no details of what would be an acceptable deviation from this (tolerance) and does not refer to any skills of people required. It is therefore Not included. Ref A17.2.

3 Correct [E]: The Project Board will be asked to review the label entries and will therefore appear as reviewer under quality responsibilities. Ref A17.2.

4 Correct [C]: Given the quality criteria, this is a measure of what would be acceptable as a quality tolerance. Ref A17.2.


Question: 3, Syllabus: QU, Part: C, Type: MR, SyllabusRef: QU0401, Level: 4

1 A Correct: The product is selected paper, and not the paper itself. Ref A.21.2.B Correct: This is not a major product to be delivered by this project. Ref A.21.2.C Incorrect: This is a major product to be delivered by this project, derived from Marketing

and Accounts information. Ref A.21.2.D Incorrect: Regardless of the source, this is a major product to be delivered by the project.

Ref A.21.2.E Incorrect: This is beyond the scope of this project. The final product will be the prepared

calendar pack. Ref A.21.2.2 A Incorrect: The new logo design is being created by another project and therefore is not

within scope. Ref A.21.2.B Incorrect: This already exists and it provides the basis upon which this calendar will be

designed. The design of the calendar will incorporate the design of the new logo. It is therefore a derivation and should not be moved. Ref A.21.2.

C Correct: The Internal Creative team will be required to create products and are therefore already correctly shown under Development skills required. Ref A.21.2

D Correct: This is a product to be delivered by this project. Ref A.21.2.E Incorrect: This is not a source product from which the project is derived. Ref A.21.2.

3 A Incorrect: This is a supplier to this project, it is not a major product to be delivered by this project. Ref A.21.2.

B Incorrect: This is a supplier to this project, it is not a derivation or source of information for this project. Ref A.21.2.

C Incorrect: This skill is required in the project. Ref A.21.2.D Correct: The printing of the calendar is outside of the scope of this project. Ref A.21.2.E Correct: This skill/person/group is required to help create the customer list. Ref A.21.2.

4 A Incorrect: This is one of the quality expectations stated, the photos are to be professional. Ref A.21.2.

B Correct: Printing is beyond the scope of this project. Ref A.21.2.C Incorrect: Customer's quality expectations is a description of the quality expected of the

Project Product and the standards and processes that will need to be applied to achieve that quality. Ref A.21.2.

D Incorrect: This is stated as a customer quality expectation, a description of the quality expected of the Project Product and the standards and processes that will need to be applied to achieve that quality. Ref A.21.2.

E Correct: This is an expected benefit (positive consequence) of this project and should not be recorded under customer's quality expectations. Ref A.21.2.

5 A Correct: The existing entry is not measurable, 'attractive' and 'humorous' are not defined. This amendment is a measurable definition of the attributes that must apply to the set of products to be acceptable to key stakeholders. Ref A.21.2.

B Incorrect: Acceptance criteria can be expressed as many things, including appearance. This is not composition item. Ref A.21.2.

C Correct: The new company logo is being produced by another project. It is required for inclusion within the Calendar project but the quality of it will not be assessed during this project. Ref A.21.2.

D Incorrect: This is a measurable definitions of the criteria that the Project Product must meet before the customer will accept. Derivation provides the source from which the product will be created. Ref A21.2.

E Incorrect: Acceptance criteria can be expressed as many things, including accuracy, as


long as it is measurable. Dates are to be shown correctly as stated in the Scenario Ref A.21.2.

Question: 4, Syllabus: SI, Part: A, Type: MG, SyllabusRef: SU0205, Level: 2

1 Correct [A]: The term project mandate applies to whatever information is used to trigger the project, be it a feasibility study or the receipt of a ‘request for proposal’ in a supplier environment. The project mandate is what triggers the Starting up a Project process. Ref 12.3/19.8.3

2 Correct [C]: Capturing previous lessons is the responsibility of the Project Manager during the Starting up a Project process. The Project Manager must therefore have been appointed prior to this activity. Ref 12.4.2

3 Correct [B]: The appointment of the Project Manager allows for the project to be managed on a day-to-day basis on behalf of the Executive. Ref 12.4.1

Question: 4, Syllabus: SI, Part: B, Type: CL, SyllabusRef: SU0301, Level: 3

1 A Correct: The Project definition includes interfaces. Ref A.19.2B Incorrect: This information should be recorded in the Product Description for the calendar

design. Ref A.17.2C Incorrect: This should be recorded under the Project approach heading. Ref A.17.2D Incorrect: This should be recorded under the Project approach heading. Ref A.19.2

2 A Incorrect: The printing of the calendars is not within the scope of the project. Project scope, and any scope tolerance, should be recorded under the Project definition heading. Ref A.19.2

B Incorrect: This information would be captured in the Project Plan, during the Initiating a Project process. Ref A.16.2

C Correct: This is the reason why the project is needed and should be recorded under the Outline Business Case heading. Ref A.19.2

D Incorrect: This relates to the Project controls and should be recorded in the Project Initiation Documentation. Ref A.20.2

3 A Incorrect: This is the required outcome and should be recorded under the Project definition heading. Ref A.19.2

B Correct: To define the choice of solution that will be used within the project to deliver the selected business option, taking into consideration the operational environment into which the solution must fit. Ref A.19.2

C Incorrect: This is a deliverable within the project – it may be recorded under Project definition heading, as part of Project scope and exclusions. Ref A.19.2

D Incorrect: This should be recorded under the Project definition heading, as part of Project scope and exclusions. Ref A.19.2


Question: 4, Syllabus: SI, Part: C, Type: CL, SyllabusRef: SU0402 IP0402, Level: 4

1 A Incorrect: When designing and appointing the project management team, consideration should be given to whether or not separate Team Managers are needed, or whether the Project Manager will be filling this role. If appropriate, role descriptions should be created. Ref. 12.4.3. It is the responsibility of the Project Manager and the Executives to produce project management team role descriptions. Ref 12.4.3

B Incorrect: If selected as a Team Manager, the professional photographer will become a member of the project management team. Both internal and external resources can be members of the project management team. Ref. 5.3.2.2

C Correct: Consideration should be given to whether or not separate Team Managers are needed, or whether the Project Manager will be filling this role. If appropriate, role descriptions should be created. Ref. 12.4.3.

D Incorrect: The Executive is responsible for preparing a role description for the Project Manager. Ref. 12.4.1.

2 A Incorrect: The Business Case should contain the reasons for undertaking the project and explain how the project will enable the achievement of corporate strategies and objectives. Ref. A.2.2. The production of a new company logo by another project is not the reason for the Calendar project. Ref. Project Scenario.

B Incorrect: Internal dependencies are those under the control of the Project Manager. The new company logo is being produced by another project and is therefore an external dependency. Ref. Glossary / Project Scenario.

C Correct: When creating the Project Plan, the Project Brief should be checked for understanding of any prerequisites, external dependencies, constraints and assumptions. Ref. 14.4.6. / A.16.2. External dependencies are those dependencies outside the control of the Project Manager - for example, the delivery of a product required by this project from another project. Ref. Glossary / Project Scenario.

D Incorrect: External dependencies are those dependencies outside the control of the Project Manager - for example, the delivery of a product required by this project from another project. Ref. Glossary / Project Scenario.

3 A Incorrect: When producing the Project Plan, during initiation, Product Descriptions for the major products of the project should be created. If necessary, these are then updated when planning the relevant stage. Ref. 14.4.6.

B Incorrect: The Project Product Description should be created during the Starting up a Project process. However, when producing the Project Plan, during initiation, Product Descriptions for the major products of the project should be created. Ref. 14.4.6 / 14.4.7.

C Incorrect: When producing the Project Plan, during initiation, Product Descriptions for the major products of the project should be created. Ref. 14.4.6. When producing the Stage Plan for the next stage, Product Descriptions are created or updated for the products to be delivered by the next stage. Ref. 17.4.1.

D Correct: When producing the Project Plan, during initiation, Product Descriptions for the major products of the project should be created. If necessary, these are then updated when planning the relevant stage. Ref. 14.4.6.

4 A Correct: The Managing a Stage Boundary process is used at the end of the initiation stage and repeated at the end of each subsequent stage, except the final stage. The end of the final stage is managed by the activities of the Closing a Project process. Ref. Fig. 11.1 / 11.2.4.

B Incorrect: The end of the initiation stage is recorded in the Initiation Stage Plan and agreed prior to commencing initiation. It is only the remaining end stage assessments that need to be agreed during initiation. Also, the end of the final


stage will be managed by the Closing a Project process. Fig 11.1 / 12.4.6.C Incorrect: Towards the end of each management stage, except for the final one, the

Project Manager provides information to the Project Board in order for it to assess the continuing viability of the project and make a decision to authorize the next stage. During the final stage, this information is provided within the closure activities which are planned and approved as part of the stage approval for the final stage. Ref. 11.1 / 11.2.4.

D Incorrect: The Project Board does need to schedule these dates and be available. However, there is only one end stage assessment to be scheduled following initiation. Ref Project Scenario. The end of the final stage is managed by the activities of the Closing a Project process. Ref 11.1 / 11.2.4

5 A Incorrect: Work Packages are agreed between the Project Manager and Team Manager(s) during the Controlling a Stage process and Managing Product Delivery process. Ref 15.4.1 / 16.4.1. A Work Package is used, by the Project Manager, to define and control the work to be done, and also to set the tolerances for the Team Manager(s).

B Correct: The Project Board does not require Work Packages as part of the Project Plan. Work Packages are agreed between the Project Manager and Team Manager(s) during the Controlling a Stage process and Managing Product Delivery process. Ref 15.4.1 / 16.4.1.

C Incorrect: Project tolerances are set by corporate or programme management. Ref 10.3.1.1. Project tolerances should be derived from the project mandate and documented in the Project Brief. Ref 12.4.5.

D Incorrect: Work Packages are agreed between the Project Manager and Team Manager(s) during the Controlling a Stage process and Managing Product Delivery process. Ref 15.4.1 / 16.4.1. A Work Package is used, by the Project Manager, to define and control the work to be done, and also to set the tolerances for the Team Manager(s).

6 A Incorrect: Once approved, any changes to a baselined document should be approved by the Project Board, or delegated Change Authority. The Project Manager should review the Business Case to create the Benefits Review Plan. This should contain details of how and when benefits are to be measured. Ref. 14.4.7.

B Correct: During initiation, the Project Manager should review the Business Case to create the Benefits Review Plan. This should contain details of how and when benefits are to be measured. Ref. 14.4.7.

C Incorrect: During initiation, the Project Manager should review the Business Case to create the Benefits Review Plan. This should contain details of how and when benefits are to be measured. Ref. 14.4.7.

D Incorrect: Projects benefits may be measured during the life of a project. However, on this project the calendar is not despatched until after the project has closed. Therefore, any benefits will be achieved after the project has closed. Ref. Scenario Booklet / 4.3.3.


Question: 5, Syllabus: RK, Part: A, Type: MG, SyllabusRef: RK0302, Level: 3

1 Correct [E]: ‘Accept’ - A conscious decision to do nothing but monitor and ensure that the threat remains tolerable. Ref Table 8.2.

2 Correct [A]: ‘Avoid’ - By not completing the project or changing some aspect of the project so that the threat can no longer have an impact or can no longer happen. Ref Table 8.2.

3 Correct [B]: ‘Reduce’ - Bringing the delivery date forward is a form of proactive action taken to reduce the probability and/or the impact of the event should it occur. Ref Table 8.2.

4 Correct [C]: ‘Fallback’ - Waiting to see if a rival calendar is produced and developing a plan for extra incentives to be implemented after the risk occurs will reduce the impact, but not the probability. Ref Table 8.2.

5 Correct [E]: ‘Accept’ - A conscious decision to do nothing but monitor and ensure that the threat remains tolerable. Ref Table 8.2.

6 Correct [B]: ‘Reduce’ - This does not stop the risk from occurring but is a form of proactive action taken to reduce the probability and/or the impact of the event should it occur. Ref Table 8.2.

Question: 5, Syllabus: RK, Part: B, Type: AR, SyllabusRef: RK0402, Level: 4

1 True: This could have an effect on the project and should therefore be recorded as an issue (problem). Ref 9.2.4.

True: At stage level, exception situations should be escalated to the Project Board in an Exception Report. This does not explain the assertion, the answer is therefore B. Ref 10.3.4.

2 True: The Purchasing Manager should be monitoring the contract situation and is therefore the person best situated to manage, monitor and control this risk. Ref 8.3.5.4.

False: The person most capable of managing the risk is the risk owner, not the risk actionee. Ref. 8.3.5.4.

3 True: When accepting a Work Package a Team Manager should perform a risk analysis identifying any risks, and the means of managing them. Ref 16.4.1.

False: There is only one Risk Register for the project, created during Initiating a Project. Ref 14.4.1.

4 False: If a risk is likely to impact upon time, the proposed risk response should mitigate this. Only when the risk occurs, does it become an Issue Report. Ref 8.3.5.

False: Risk action may be implemented within tolerance or risk budget if there is one. An Issue Report would be required if the cost of the risk action were to exceed tolerance. Ref 8.3.5.

5 True: The Checkpoint Report is a major data-gathering tool for the Project Manager and should contain a summary of the risk status. Ref 8.3.5.5 / 16.4.1.

True: The Checkpoint Report will provide a summary of actual and forecast progress, highlighting any potential areas for concern. This explains the assertion, the answer is therefore A. Ref A.3.

6 False: Transfer is a risk response where a third party takes on the responsibility for some of the financial impact of a threat. Agreeing a Work Package does not automatically transfer the responsibility for a risk. Ref. Table 8.2.

False: When selecting the risk response, it is a question of balancing the cost of taking that response against the likelihood and impact of allowing the risk to occur. Ref 8.3.5.3.


Question: 6, Syllabus: PL, Part: A, Type: MR, SyllabusRef: PL0204, Level: 2

1 A Incorrect: Only the Work Package is authorized by the Project Manager during the Controlling a Stage process. Team Plans are created during the Managing Product Delivery process. Ref 15.4.1

B Incorrect: The Project Plan should be updated with actuals, but no plan is produced. Ref 18.4.1

C Correct: The Team Manager will produce a Team Plan while accepting a Work Package during the Managing Product Delivery process. Ref 16.4.1

D Incorrect: An Exception Report and Issue Report is used to escalate issues and risks in the Controlling a Stage process. Ref 15.4.7. If the Project Board requires an Exception Plan, this is produced during the Managing a Stage Boundary process. Ref 17.4.5

E Correct: The Stage Plan for the next stage is produced near the end of the current stage. Closure activities should be planned as part of the Stage Plan for the final stage. Ref 17.4.1 / 18.3

2 A Incorrect: The Project Manager is responsible for producing the Stage Plans, but this is not something that is done in isolation from other project management team members. Ref 17.4.1 / C.5.1

B Correct: The Team Manager will produce a Team Plan while accepting a Work Package during the Managing Product Delivery process. Ref. 16.4.1 / 7.2.6

C Incorrect: Project Support may contribute expertise in specialist planning tools and techniques, but they are not responsible for the creation of any plans. Ref C.9.1. The Team Manager will produce a Team Plan while accepting a Work Package during the Managing Product Delivery process. Ref. 16.4.1 / 7.2.6

D Incorrect: The Project Manager is responsible for producing the Project Plan, but this is not something that is done in isolation from other project management team members. Ref 14.4.6 / C.5.1

E Correct: The Project Manager is responsible for producing the Project Plan, but this is not something that is done in isolation from other project management team members. Ref 14.4.6 / C.5.1


Question: 6, Syllabus: PL, Part: B, Type: CL, SyllabusRef: PL0402, Level: 4

1 A Incorrect: The 'production cost forecast' is dependent on the 'tariff of mailing costs', but it is being produced within the scope of the project and is not therefore external. External products already exist or are being created or updated outside of the scope of the project. Ref 7.3.3.2

B Incorrect: The 'production cost forecast' is required to allow the CEO and Marketing Director to decide whether to continue with the project, but this does not make it an external product. External products already exist or are being created or updated outside of the scope of the project. Ref 7.3.3.2

C Incorrect: The 'production cost forecast' is required to allow the CEO and Marketing Director to decide whether to continue with the project, but this does not determine whether or not it an external product. External products already exist or are being created or updated outside of the scope of the project. Ref 7.3.3.2

D Correct: The 'production cost forecast' is being created within the scope of the project and does not already exist. It should not therefore be shown as an external product. Ref 7.3.3.2

2 A Incorrect: An external product is one that already exists or is being created or updated outside the scope of the plan and are required in order to create one or more of the plan's products. The 'tariff of mailing costs' already exists and should therefore be shown as an external product. Ref 7.3.3.2

B Incorrect: The 'tariff of mailing costs' already exists and is being supplied by the Post Office. The Project Manager is not accountable for the creation of this product. Ref 7.3.3.2

C Incorrect: Although the 'tariff of mailing costs' is being supplied by a third party, this is not the reason that it should be shown as an external product. Products both within and external to the plan can be supplied by a third party. External products already exist or are being created or updated outside of the scope of the plan. Ref 7.3.3.2

D Correct: If a product already exists or is being created or updated outside the scope of the plan, it should be shown as an external product. Ref 7.3.3.2

3 A Incorrect: Products being produced both within and external to the plan can be supplied by third party suppliers. It is not the fact that a product is being supplied by a third party that makes it an external product. Ref 7.3.3.2

B Correct: 'Accounts information' already exists (external product) and will be required to produce the 'list of customers' (dependency). This is correctly shown. Ref 7.3.4.2 / Glossary

C Incorrect: All of the products of the plan should appear on the product flow diagram. The product flow diagram also identifies dependencies on any products outside of the scope of the plan. Ref 7.3.3.4

D Incorrect: Internal dependencies are those within the control of the Project Manager. External dependencies are those outside the control of the Project Manager. The 'accounts information' is not being created or updated within the plan, but it is required by the project in order to produce one or more project products. It is therefore an external dependency. Ref 7.3.4.2 / Glossary

4 A Incorrect: 'Choose label design' is an activity and therefore not a product. The product would be 'chosen label design'. Ref 7.3.3

B Incorrect: Although the 'label design competition' is within the scope of the plan, the Project Manager has no control over the creation and submission of the 'label design entries'. The entries should be shown as external products. Ref 7.3.3.2.

C Correct: 'Choose label design' is an activity and therefore not a product. The product would be 'chosen label design'. Ref 7.3.3


D Incorrect: The entries would be external products, in that they are outside of the scope of the plan and are not controlled by the Project Manager. However, the 'chosen label design' is within the scope of the plan and within the control of the Project Manager. 'Choose label design' is an activity and therefore not an appropriate application of product-based planning. Ref 7.3.3

5 A Correct: The 'prepared calendar pack' is the final project product and should be shown as the exit on the product flow diagram. Ref 7.3.3.4

B Incorrect: The 'prepared calendar pack' is dependent on all of the other project products. It is the final project product. Ref 7.3.3.4

C Incorrect: The 'prepared calendar pack' should appear as the top level product on the product breakdown structure for this project, and it should also appear as the final deliverable in product flow diagram. Ref 7.3.3.2 / 7.3.3.4 / Scenario

D Incorrect: The final deliverable of this project is the 'prepared calendar pack'. Ref. Scenario.


Question: 6, Syllabus: PL, Part: C, Type: MR, SyllabusRef: PL0401, Level: 4

1 A Correct: Whilst the Project Board would, in Directing a Project, assess whether the planned benefits could still be achieved, the actual benefits themselves are clearly not a prerequisite for the stage. Ref A16.2.

B Incorrect: Whilst this is a deliverable of stage 2, the Project Board must agree to this in their decision to progress to stage 3. It is a major product of this project and the reason for the stage boundary. It is a pre-requisite of stage 3. Ref A16.2.

C Correct: This is not a plan prerequisite for stage 3. As a product of stage 2 this should have been quality-checked and signed-off, but work can commence on stage 3 even if this product is incomplete. Ref A16.2.

D Incorrect: This is not a prerequisite of the stage. The stage can commence without the engineering staff, but may be delayed if they are not available when required. This may be identified as a risk. Ref A16.2.

E Incorrect: This is confirmed during stage 2. The results of this check are not a prerequisite for stage 3. Work can commence without this. Ref A16.2.

2 A Incorrect: This is a deliverable that is not created within the scope of this project, but may influence the plan, it is therefore an external dependency. Ref A16.2.

B Incorrect: This is not required for the stage 3 to start. This is a deliverable that is not created within the scope of this project, but may influence the plan. Ref A16.2.

C Incorrect: The logo is required during stage 3, but is not created within the scope of this project. Ref A16.2.

D Correct: This is within the scope of this project and as a product of stage 2 this should have been quality checked and signed-off. Ref 16.4.2 / A16.2.

E Correct: Whilst the company logo is an external dependency, the composition of the label design should be shown in the relevant Product Description. Ref A17.2.

3 A Correct: The label designs are to be delivered during this stage, however, the results of the competition are unknown and cannot be qualified. This is therefore an assumption. Ref A16.2.

B Incorrect: The label designs are within the scope of this project. If external resources are required to create a product, the product does not then become external, it is still within the scope of this project. Ref 7.3.3.2.

C Incorrect: The operational staff schedule on which the photographic session is based is updated weekly. The availability of staff shown in the photographic session schedule may now be incorrect. Ref A16.2.

D Incorrect: This product is produced by an external resource, within the scope of this project. It is not an external dependency. Ref 7.3.3.2.

E Correct: Whilst this is a requirement, the composition of the photographs should be shown in the relevant Product Description. Ref A16.2.

4 A Correct: It is the Stage Plan that is updated with actuals throughout the stage. Ref 15.4.4. The Project Plan is updated at the end of each stage. Ref 17.4.2.

B Correct: The Stage Plan covers the products, resources, activities and controls specific to the stage and is used as a baseline against which to monitor stage progress. The Highlight Report is a control for the Project Board. Ref A.16.2

C Incorrect: The Highlight Report is a management product. The Product Descriptions section shows the specialist products of the plan. A16.2.

D Incorrect: The frequency at which the stage will be reviewed should be recorded here. Ref A16.2.

E Incorrect: Product Status Account can be requested by the Project Manager at any time. This is likely to be required to support the Highlight Report. Ref 15.4.5.

5 A Correct: The stage budget should cover both the costs of products and the resources and


management required to deliver them. A16.1.B Incorrect: The budgets section of the Stage Plan covers time and cost, including

provisions for risks and changes. Ref 16.2.C Incorrect: The budgets section of the Stage Plan covers time and cost, including

provisions for risks and changes. Ref A16.2.D Correct: The budgets section of the Stage Plan covers time and cost, including

provisions for risks and changes. Ref A16.2.E Incorrect: Time, cost and scope tolerances for the level of plan should be shown under a

separate heading of ‘Tolerances’. Ref A16.2.

Question: 7, Syllabus: PG, Part: A, Type: CL, SyllabusRef: PG0302, Level: 3

1 A Incorrect: There is a positive tolerance of 1 week which can be allocated to any of the stages, as appropriate. Ref 10.3.1.2.

B Correct: Tolerance is allocated based on the level of risk and confidence of estimates for any given stage. All project tolerance can be allocated to a single stage, but the risk of doing so must be assessed. Ref 10.3.1.2.

C Incorrect: The project tolerance is approved by corporate/programme management. This cannot be affected by early completion of stages or Work Packages. Ref 10.3.1.1.

D Incorrect: If a project has +1 week tolerance (e.g. its target completion date is 4 February, but 11 February would be acceptable), it doesn't matter how much extra resource is used. The target date for the project and the allowable deviation does not change. Ref 15.4.8

2 A Incorrect: Tolerances stated in the Project Plan can be changed through formal change control and approval of corporate/programme management. Ref 10.3.4.

B Correct: Tolerances stated in the Project Plan can be changed through formal change control and approval of corporate/programme management. Ref 10.3.4.

C Incorrect: Where tolerance is forecast to be exceeded, the exception procedure is followed and an Exception Plan created to replace the Project Plan. Ref 10.3.4.

D Incorrect: Exception situations are dealt with as they occur and not left until the end of the stage. An exception assessment would be scheduled. Ref. 10.3.4.

3 A Correct: A Product Description should be baselined when the plan containing the creation of that product is baselined. If the product is later changed, the Product Description must also pass through change control. Ref 7.3.3.3

B Incorrect: The project is not forecast to exceed tolerance. Ref 10.3.4.C Incorrect: Any change to a baselined product should first pass through change control. Ref

9.3.2D Incorrect: Checkpoint Reports are created by the Team Manager, not the Project

Manager. Ref 10.3.3.4.4 A Incorrect: If a product has not been delivered to agreed timescales as a result of rework,

the stage should not be delayed, the rework should be planned into the next stage. Ref 17.4.4.

B Incorrect: There is no indication that the stage is forecast to exceed tolerance. Ref 10.3.4.C Correct: By checking the target sign-off date the Project Manager will know if there is an

actual delay or whether the Marketing department has exceeded the time allocated for follow-up actions. Ref 17.4.4 / 10.3.3.2.

D Incorrect: No products should be baselined until they are signed-off. Ref 9.3.2.5 A Incorrect: There is no indication that a further project has been agreed and the production

of a project mandate is not within the scope of the Calendar project.


B Incorrect: This is not an expected benefit of this project and would not therefore appear in the Benefits Review Plan. Also, the Benefits Review Plan is updated at the end of each stage, not just the end of the project. Ref A1.

C Incorrect: Exception Reports provide information to the Project Board when tolerance is forecast to be/or has been exceeded. Ref 10.3.4.

D Correct: The Lessons Log captures lessons learned during the project that can usefully be applied to other projects. Notes should be made of any good and bad experiences in the use of the management and specialist products and tools as they occur. Ref 10.3.3.3.

6 A Incorrect: Checkpoint Reports are provided to the Project Manager, not the Executive. Also, an issue should be raised to the Project Manager if tolerance is forecast to be exceeded. Ref 10.3.3.4. / 10.3.4.

B Incorrect: Team members do not have the authority to change a Stage Plan. If a product is late, the Project Manager may plan the remaining work into the next stage and amend the Work Package accordingly. Ref 10.3.3.1.

C Incorrect: The Team Manager should raise this as an issue. If the Project Manager determines it is a project risk, the Project Manager should record it in the Risk Register. Ref 10.3.3.4.

D Correct: All problems, questions and queries should be raised as an issue. Ref 10.3.4.

Question: 7, Syllabus: PG, Part: B, Type: AR, SyllabusRef: PG0402, Level: 4

1 False: Management stages are determined primarily by the level of risk, major decision points and commitment of resources. The label design competition does not justify this level of control. Ref 10.3.2.1.

False: The Project Board can make a decision whenever it needs to do so. Ref 13.4.4.

2 True: It may be cheaper to produce black and white photographs, rather than full colour, thus reducing quality but saving cost. Ref 15.4.8.

False: The use of one tolerance to resolve the issues with another tolerance will depend on the objectives of the project. If quality is the focus then this will not be the first to go.

3 True: Stage boundaries should be scheduled around key decision points for the Project Board. Ref 10.3.2.1.

True: The production cost forecast provides a key decision point for the Project Board whether to continue with the project. This reason explains the assertion, therefore the answer is A. Ref 10.3.2.

4 False: There is +1 week project tolerance, indicating the project can complete one week later than planned, NOT two, and still remain within tolerance.

False: Negative project time tolerance does NOT indicate the latest permissible date, it indicates the earliest acceptable completion date, before exceeding tolerance. Ref 10.3.4.

5 False: The Project Manager should first escalate exception situations to the Project Board. They may then need to escalate to corporate management. Ref 10.3.1.1.

True: Project tolerance is set by corporate or programme management. Any forecast to exceed this must be escalated accordingly. Ref 10.3.1.1.

6 True: The projected costs will influence the Project Board decision to proceed with stage 3. All Project Board decisions are made during the Directing a Project process. Ref 10.3.1.2.

False: Products are reviewed and approved by nominated parties as and when they are completed. Not at the end of each stage. Ref 16.4.2.


Question: 8, Syllabus: CH, Part: A, Type: MG, SyllabusRef: CH0302, Level: 3

1 Correct [B]: The Plan is approved, this includes the PD for the photographs. This requirement was not included within the original composition of the photographs, it is therefore a request for change. Ref. Tab 9.1

2 Correct [A]: ‘May’ tells us this has not yet happened, and is therefore a concern at this time. A problem or concern is any other issue (not an Off-specification or a RFC) that the Project Manager needs to resolve or escalate. Ref Table 9.1.

3 Correct [B]: The list of customers has been approved. Once approved a product should not be changed without an authorized request for change. Ref Table 9.1.

4 Correct [A]: There is not a problem with the schedule, this is not off-specification. There is an issue with the performance of a team member. This is a problem that needs to be addressed by the Project Manager. Ref Table 9.1.

5 Correct [C]: The chosen label design is off-specification because the product does not contain the correct data, as specified. Ref Table 9.1.

6 Correct [A]: The probability of this risk is 100%. This is neither a request for change nor an off-specification. It is therefore a problem. A problem or concern that the Project Manager needs to resolve or escalate. Ref Table 9.1.

Question: 8, Syllabus: CH, Part: B, Type: MG, SyllabusRef: CH0305, Level: 3

1 Correct [B]: Maintaining a record of all copies issued will provide a list of who has been issued products and which versions they have. Ref 9.3.2.

2 Correct [E]: The recall of superseded versions from all copyholders would ensure that only the correct products are in circulation. Ref 9.3.2.

3 Correct [C]: The Record of links between version and the Issue Report that caused its change will provide an audit between each version of a product and a reference to further information regarding the change. Ref A5.2

4 Correct [F]: The Retention of all master copies ensures that the original is protected, traceable and always available. Ref 9.3.2.

5 Correct [A]: The Product Status Account tracks products through their design, development, review and approval, providing a summary of product status. Ref 9.3.1.3

6 Correct [G]: Maintaining a record of relationships between configuration items ensures that no product is changed without being able to check for possible impacts on related products. Ref 9.3.1.2.


Question: 9, Syllabus: DC, Part: A, Type: MG, SyllabusRef: CP0301, Level: 3

1 Correct [B]: Work is not simply abandoned. The means for recovering products that have been completed or are in progress is agreed. Ref 18.4.2

2 Correct [D]: Nothing can be done to resolve this now, but future projects may learn from this experience. A review of what went well, what went badly and any recommendations for corporate/programme management consideration are recorded in the Lessons Report during the Evaluate the project activity. Ref 18.4.4

3 Correct [E]: The Project Board advises those who have provided the support infrastructure and resources for the project that these can now be withdrawn. This should indicate a closing date for costs being charged to the project. (13.4.5/18.4.5)

4 Correct [D]: An End Project Report is created during the Evaluate the project activity to review how the project performed against the version of the Project Initiation Documentation used to authorize the project. A review of the project objectives are recorded in the End Project Report. Ref 18.4.4

5 Correct [B]: When closing a project prematurely the Project Manager must ensure that work in progress is not simply abandoned. The project should salvage anything of value created to date. Ref 18.4.2

6 Correct [D]: Future projects may learn from this experience. A review of what went well, what went badly and any recommendations for corporate/programme management consideration are recorded in the Lessons Report during the Evaluate the project activity. Ref 18.4.4


Question: 9, Syllabus: DC, Part: B, Type: AR, SyllabusRef: CP0401, Level: 4

1 False: Countering the decline in orders is a positive consequence (benefit) of this project that cannot be measured until 12 months after the project has closed.

False: The Benefits Review Plan is created in the Initiating A Project process. Ref 14.4.7. It is reviewed and may be updated at the end of each stage and during the Closing a Project process. Ref 18.4.3.

2 False: The Acceptance Method in the PPD will state the means by which the acceptance will be confirmed. This could simply be done by confirming all the products have been approved.

True: The PPD contains the Acceptance Criteria of the Project Product and the standards and processes that will need to be applied to achieve this. Ref A21.1 / 18.4.1.

3 False: The Project Scenario explains that the prepared calendar pack must be ready by 30 November, but there is also a time tolerance of +1 week.

True: This report is produced by the Project Manager toward the end of the project, during the Closing a Project process, and is used by the Project Board to evaluate the project and authorize closure. Ref A8.1.

4 True: The final management stage of a PRINCE2 project should include the products of project closure. The Closing a Project process takes place within the final management stage. Ref 11.2.4.

True: The Closing a Project process takes place towards the end of the final management stage. Closure is not a stage, it is a process. This is the reason for the assertion. the answer is A. Ref 18.3.

5 False: Whilst handover of responsibility for the products is necessary during the Closing a Project process, this contract is not in the scope of this project. The product should be handed over to the Marketing department.

False: Where a product requires a lot of potentially expensive support and maintenance, the Project Manager should ensure that a suitable service agreement or contract is in place. Ref 18.4.3.

6 False: The Closing a Project process should be followed at the end of stage 3, rather than the Managing a Stage Boundary process, as this is the final stage. Ref 17.2 / 18.3

True: At the end of each stage the Project Manager should update the Project Initiation Documentation (e.g. the Business Case, Project Plan, project approach, strategies, project management team structure and role descriptions). Ref 17.2.



EX03Scenario BookletThis is a 2.5-hour objective test examination. This booklet contains the Project Scenario upon which this exam paper is based. All questions are contained within the Question Booklet.

Additional information is provided within this Scenario Booklet for a number of questions. Where reference should be made to additional information, this is clearly stated within the question to which it is relevant. All information provided within a question must only be applied to that question.

Each of the nine questions is worth 12 marks, giving a maximum of 108 marks in the paper. The pass mark is 55% (59 marks). Within each question the syllabus area to which the question refers is clearly stated. The exam is to be taken with the support of the PRINCE2 Manual only, i.e. no material other than the Question Booklet, the Scenario Booklet, the Answer Booklet and the PRINCE2 Manual is to be used. Candidate Number: ........................................








Project ScenarioThe Restructuring Project (Note: The companies and people within the scenario are fictional.)

A government department, the Ministry of Food Hygiene (MFH), faces increasing pressure to cut costs, and deal with the problems caused by inadequate internal controls and outdated technology.

External consultants were employed from Teamtech, a recruitment agency that provides specialist resources to government departments. These consultants conducted a feasibility study to identify options for addressing the problems. The following options were considered:

· Do nothing · Restructure selected business functions · Shut down selected business functions and contract external suppliers to provide these

services.

The feasibility study concluded that there was a case for restructuring the services currently delivered by two business functions: Facilities (responsible for maintenance of buildings and grounds) and Information Technology (IT). The recommendations were:

· Restructure Facilities services and reduce the number of Facilities staff by 20%. · Restructure IT services and replace the existing IT system with a new hardware and software

solution.

The feasibility study contained a high-level summary of the existing Facilities staffing structure and the existing IT system, plus an outline Business Case for the required project. The external consultants from Teamtech also made the following recommendations for the management of the project:

· Use PRINCE2 · Set up the project with 4 management stages:

o Stage 1: Standard PRINCE2 initiation activitieso Stage 2: Create a detailed design for the future Facilities staffing structure and a

specification of the new hardware and software solution. Prepare a contract for the supply and installation of the new hardware and software solution

o Stage 3: Create request for tender and evaluate proposals. Select supplier and agree contract

o Stage 4: Implement the new Facilities staffing structure, install new hardware and software solution, and run a trial period.

Initial estimates indicated that the project would cost £2.5m and take two years to complete. There is an expected saving of £20m over 10 years. MFH senior management accepted the recommendations as a basis for the project. However, any event that may result in a loss of MFH data must be escalated to them immediately.

The Restructuring project has completed the Starting up a Project process and is now in the initiation stage. Owing to the strategic importance of the project, the MFH Chief Executive Officer has taken the role of Executive. A PRINCE2-experienced Project Manager has been appointed from within MFH. Staff within the business functions being restructured will work with the external consultants who conducted the feasibility study to create the detailed design and specification.




Resources who could be involved in the project:

Teamtech Account Manager: He represents Teamtech, a recruitment agency that provides specialist resources to government departments. Teamtech provided the consultants who carried out the feasibility study. They will not be developing any of the project’s products. However, the same consultants will be made available for support and guidance to the Information Technology and Facilities teams during the Restructuring project.

Chief Finance Officer: She was transferred from Information Technology 12 months ago. She is responsible for ensuring a cost-effective approach is adopted in all operational and project activities across the Ministry of Food Hygiene.

Hardware Manager: He reports to the Director of Information Technology. He maintains the computer hardware and software for all business functions.

Payroll Manager: He reports to the Chief Finance Officer. He is a very experienced and efficient accountant who is responsible for running part of the Finance Division on behalf of the Chief Finance Officer. He has been involved in drafting the Ministry’s business strategy and assisting in a full business risk assessment. He also drafted the corporate Business Case standards.

Director of Research and Development: She manages a large team who are always incredibly busy. Many of her research and development processes require input from the Information Technology and Facilities teams on a daily basis. She has an excellent understanding of what each team requires in order to operate effectively.

Question 2: Organization Theme - Additional Information




Product Description for the contract

Additional Information continues on next page.

Title · Contract.

Purpose · This agreement specifies the MFH requirements for the supply and installation of a hardware and software solution. It provides measurable criteria against which the selected external supplier's performance will be assessed.

Composition · Responsibilities of MFH and selected external supplier. · Mechanisms for monitoring and reporting performance

levels.· MFH Dispute resolution process. · Confidentiality provisions. · Conditions for termination of contract. · Glossary of all technical terms contained in the contract.

Format and presentation

· A4, Word document, printed both sides in black and white. · Font: Arial, 12pts.

Quality criteria · Contains all composition items listed above. · Not more than 60 pages. · Complies with MFH corporate branding standards. · No typographical errors.

Quality skills required · Proof-reading skills.

Quality responsibilities · Producer/Presenter: Director of Information Technology. · Chair: Project Manager. · Reviewer: Hardware Manager and Chief Finance Officer. · Approver: Chief Executive Officer.

Question 3: Quality Theme - Additional Information




continued.

Quality notes from the Daily LogThe contract between MFH and the selected external supplier will specify the type and quality of service required. The selected external supplier must follow the industry quality standards for delivering hardware and software solutions.

The MFH quality management system (QMS) has been certified to be in accordance with ISO (International Organization for Standardization) standards. The QMS contains policies and procedures for 80% of MFH business processes. One of these processes covers the production of employment contracts.

The QMS also contains document standards that need to be applied to all documentation. There is no documented change control procedure.

All project documents will be subject to a quality review. Some products will require a formal quality record which is to be signed-off by the quality review chair.

Extract from the draft Quality Management Strategy (may contain errors)

Introduction1. This document defines the approach to be taken to achieve the required quality

levels during the project.2. The Project Board will have overall responsibility for the Quality Management

Strategy.3. Project Assurance will provide assurance on the implementation of the Quality

Management Strategy.

Quality management procedure - Quality standards 4. Industry quality standards for delivering hardware and software solutions.5. MFH document standards.

Records6. A Quality Register will be maintained to record the planned quality events and the

actual results from the quality activities.7. Configuration Item Records will be maintained for each product to describe its

status, version and variant.8. Quality records for products that require them will be stored in the quality database.

Roles and responsibilities9. Team Managers will provide details of quality checks that have been carried out.10. Team Managers will ensure that the Quality Register is updated with the names of

team members who are involved in the review process.11. The Senior User will review the Product Descriptions of the products to be produced

by the selected external supplier to ensure that they can be achieved.




The project is three weeks into stage 3. There are 41 weeks remaining in this stage. The request for tender has been approved but has not yet been distributed to the list of external suppliers. The Chief Executive Officer (CEO) of the Ministry of Food Hygiene (MFH) has called an emergency meeting because a new Government initiative to centralize all Facilities services has been announced. All existing projects affecting Facilities services are to stop immediately. The Project Manager has created an Issue Report as the Restructuring project may need to be de-scoped to remove the restructuring of Facilities services. There is £70,000 in the project’s change budget, +6 weeks / -6 weeks project time tolerance and +£350,000 / -£500,000 project cost tolerance remaining. Reducing the number of staff in Facilities and updating the MFH hardware and software solution is planned to cost £2.5m. This is expected to deliver a saving in yearly operating costs of £2m, or £20m over 10 years. The work required to reduce the project scope and deliver just the MFH hardware and software solution would cost £1.25m, and deliver a saving in yearly operating costs of £1m or £10m over 10 years. The timescale of two years will remain unchanged. However, the Project Manager is concerned that the specification for the new software solution was designed to include the requirements of the restructured Facilities processes, not the existing processes. To remove the restructuring of Facilities services from the Restructuring project would require revision of all those products which relate to the implementation of the new Facilities staffing structure. A full analysis has been done. It is forecast that implementing these changes will delay stage 3 by three weeks and increase the cost of stage 3 by £100,000. There is £54,000 of stage 3 cost tolerance remaining. The Government initiative to centralize all Facilities services should deliver a saving in operating costs of £15m over 10 years. The Centralization project is estimated to cost £1.5m.

Question 7: Change Theme - Additional Information




The following extract is from the Work Package provided to the IT Team Manager for the installation of a new hardware and software solution provided by the selected external supplier. It was prepared by the Project Manager.

The transfer of data from the existing systems to the new software must occur with minimum disruption to current services. At the same time, the Facilities services will be restructured. During the transfer of data, the IT Team Manager will need to work with the Facilities Team Manager to ensure that their work is synchronized and their products are compatible. Completion of this work is scheduled for the end of week 24 of stage 4. The project information contained in the document extract below is true, but it may NOT be recorded under the right heading or in the correct document.

Draft Work Package

Techniques, processes and procedures1. Any threat that may result in a loss of MFH data must be escalated immediately. Joint agreements2. Work is to start at the beginning of week 2 (Stage 4).3. The project will take 2 years to complete, at an estimated cost of £2.5m.

Tolerances 4. None. Constraints5. MFH staff must not be involved in any heavy lifting during the removal of existing IT equipment.6. Installation work must take place during MFH normal working hours.7. +£10,000 / -£25,000. Reporting arrangements8. Highlight Report every Monday by 10.00 am.9. The report must contain a summary of all products worked on during the previous week.10. Project Manager must be notified of any issues immediately by telephone. Problem handling and escalation11. Impact analysis of all issues must be completed within 24 hours. Extracts or references12. The Stage Plan for stage 4 is available from Project Support. Approval method13. Project Assurance will review the completed Work Package and confirm completion.

Question 8: Progress Theme - Additional Information





EX03

Question Booklet Candidate Number: ........................................








Syllabus areas covered: Question 1 - Starting Up a Project + Initiating a Project Processes Question 2 - Organization Theme Question 3 - Quality Theme Question 4 - Plans Theme Question 5 - Business Case Theme Question 6 - Risk Theme Question 7 - Change Theme Question 8 - Progress Theme Question 9 - Controlling a Stage + Managing Product Delivery Processes




Question Number 1Syllabus Area Starting Up a Project + Initiating a Project Processes

Syllabus Area Question Number Part MarksStarting Up a Project + Initiating a Project Processes 1 A 4

Column 1 contains entries recorded in the Daily Log during the Starting up a Project process. For each entry in Column 1, select the activity, if applied appropriately, where this information should have been captured. Each selection from Column 2 can be used once, more than once or not at all.

Column 1 Column 2

1 Two outsourcing companies have proved to be unreliable on other projects and should not be included as potential service providers.

A Appoint the Executive and the Project Manager

B Capture previous lessons

C Design and appoint the project management team

D Prepare the outline Business Case

E Select the project approach and assemble the Project Brief

F Plan the initiation stage

2 MFH faces increasing pressure to cut costs, and deal with the problems caused by inadequate internal controls and outdated technology.

3 The new hardware will be selected from a choice of commercial off-the-shelf solutions. The software solution will be designed and developed specifically for MFH.

4 It is assumed that the external Teamtech consultants will be available at the start of the initiation stage.




Syllabus Area Question Number Part MarksStarting Up a Project + Initiating a Project Processes 1 B 4

Using the Project Scenario, answer the following 4 questions. Decide whether the actions taken during the Starting up a Project process represent an appropriate application of PRINCE2 for this project, and select the response that supports your decision.

1 When designing and appointing the project management team, the Project Manager produced a role description for the Executive.Was this an appropriate application of PRINCE2 for this project?

A Yes, because role descriptions should be created for all Project Board roles.

B Yes, because the Project Manager is responsible for this activity.

C No, because the responsibilities of the Executive should be established before this activity.

D No, because the creation of role descriptions is NOT the responsibility of the Project Manager.

2 When designing and appointing the project management team, the Project Manager recorded the following statement as a risk in the Daily Log: ‘Experience of the Purchasing Officer suggests that delays usually occur when contracts with external suppliers do not include the timescale within which readiness for service is expected’. Was this an appropriate application of PRINCE2 for this project?

A Yes, because the Daily Log should be used as a repository for project information that is not yet being captured elsewhere.

B Yes, because the Project Manager is responsible for identifying all risks associated with the appointment of external suppliers.

C No, because this is a lesson that can be applied to this project and should be recorded in the Lessons Log.

D No, because all risks should be recorded in the Risk Register.

3 When preparing the outline Business Case, the Executive asked the MFH Chief Finance Officer to set aside £2,500,000 to fund the project. Was this an appropriate application of PRINCE2 for this project?

A Yes, because the Executive is responsible for securing project funding.

B Yes, because all project funding must be available before the project can be authorized.

C No, because the full cost of the project is not yet known.

D No, because this activity is the responsibility of the Project Manager.





Question continued

4 When preparing the Initiation Stage Plan, the Project Manager defined the reporting and control arrangements to be applied for the duration of the project.Was this an appropriate application of PRINCE2 for this project?

A Yes, because two of the principles of PRINCE2 are 'manage by stages' and 'continued business justification'.

B Yes, because monitoring and control of the project enables the assessment of ongoing viability.

C No, because this is the role of the Executive.

D No, because the reporting and control arrangements in the Initiation Stage Plan should be for the initiation stage.




Syllabus Area Question Number Part MarksStarting Up a Project + Initiating a Project Processes 1 C 4

Using the Project Scenario, answer the following 4 questions about the Initiating a Project process. Decide whether the actions taken by the Project Manager represent an appropriate application of PRINCE2 for this project and select the response that supports your decision.

1 The Project Manager decided to delay the creation of the Risk Management Strategy until stage 4, when the selected external supplier's risk management procedures can be used.Is this an appropriate application of PRINCE2 for this project?

A Yes, because all strategies should be developed using lessons from external organizations.

B Yes, because the selected external supplier will be the owner of all project risks associated with the specialist deliverables.

C No, because effective risk management should be performed throughout the life of the project.

D No, because the supplier is external to the corporate organization.

2 While preparing the Configuration Management Strategy, the Project Manager decided to recommend that the selected external supplier be authorized to approve and implement all changes.Is this an appropriate application of PRINCE2 for this project?

A Yes, because the selected external supplier will be delivering products for this project.

B Yes, because it is the role of the Senior Supplier(s) to safeguard the integrity of the completed solution.

C No, because the selected external supplier does NOT represent the users.

D No, because the Change Authority should be independent of the project.

3 While preparing the Quality Management Strategy, the Project Manager noticed that the corporate quality management system does not specifically cover project management. The Project Manager has asked Project Assurance for their advice.Is this an appropriate application of PRINCE2 for this project?

A Yes, because Project Assurance is responsible for checking that the Quality Management Strategy meets the needs of the Project Board.

B Yes, because Project Assurance is responsible for specifying the customer's quality expectations and acceptance criteria for the project.

C No, because the Project Manager should update the corporate quality management system with the missing project management processes.

D No, because Project Assurance reports directly to the Project Board.

4 The Project Manager has recommended that Exception Reports should be sent to MFH corporate management when any level of tolerance is forecast to be exceeded.Is this an appropriate application of PRINCE2 for this project?

A Yes, because any forecast to exceed tolerance should be escalated to the next level of management.

B Yes, because corporate management sets the overall tolerance levels for the project.

C No, because project controls should be recorded in the Configuration Management Strategy.

D No, because any forecast deviation from tolerance should be escalated to the next level of management.




Question Number 2Syllabus Area Organization Theme

Syllabus Area Question Number Part MarksOrganization Theme 2 A 6

Using the Project Scenario, answer the following 6 questions.

Each question proposes alternative candidates for a role, supported by a true statement about each. Select the 2 suggestions which, in the context of PRINCE2 recommended roles and responsibilities, provide an appropriate evaluation of, or alternative to, the candidate originally proposed for that role.


1 The Chief Executive Officer has been appointed to the role of Executive for this project. Which 2 suggestions are appropriate for this appointment?

A Retain because he accepts that restructuring is the best solution.

B Replace with 'Chief Finance Officer' because she can ensure a cost-effective approach to the project.

C Retain because he has the right level of authority to be able to control the strategic nature of the Restructuring project.

D Add 'Chief Finance Officer' because she understands the operational environment.

E Replace with 'Payroll Manager' because he is a very experienced and efficient accountant.

2 The Teamtech Account Manager has been appointed to the role of Senior User for this project. Which 2 suggestions are appropriate for this appointment?

A Retain because he provides the specialist resources required to support the project.

B Replace with 'Director of Research and Development' because she deals with Information Technology and Facilities and can make sure the user's needs are specified.

C Replace with Teamtech consultant because they interface directly with the users.

D Add 'Hardware Manager' because he maintains computer hardware for all business functions.

E Retain because he will be providing support to the Facilities team during the project.

3 The Director of Information Technology has been appointed to the role of Senior Supplier for this project. Which 2 suggestions are appropriate for this appointment?

A Retain because she is responsible for the design of the future Information Technology working practices.

B Add 'Director of Facilities' because he is responsible for designing the future Facilities staffing structure.

C Add 'Hardware Manager' because the outcome of the project will have an impact on him.

D Remove because she only represents Information Technology.

E Replace with 'Director of Facilities' because he supports the initiative.





Question continued

4 The Payroll Manager has been appointed to the role of Business Project Assurance for this project. Which 2 suggestions are appropriate for this appointment?

A Remove because the project will have an impact on him and he therefore represents a user.

B Replace with 'Project Manager' because this is a simple project that does not require additional assurance.

C Add 'Teamtech Consultants' because they carried out the feasibility study.

D Add 'Chief Finance Officer' because she is responsible for checking that any supplier and contractor payments are authorized.

E Retain because he is familiar with the Ministry of Food Hygiene business strategy, the business level risk assessment and the Business Case standards.

5 The Director of Facilities has been appointed to the role of Supplier Project Assurance for this project. Which 2 suggestions are appropriate for this appointment?

A Retain because he has a professional facilities management qualification and so is in a position to specify the needs of the Facilities staff.

B Retain because he will be able to advise on many of the products that will enable restructuring to happen, such as the future Facilities staffing structure.

C Retain because he is well-regarded within the Ministry because of the efficiencies, superb service and savings he has achieved in Facilities services.

D Add 'Teamtech Account Manager' because he will advise on potential changes and their impact on the integrity of the project's products.

E Remove because he is involved with the project and is therefore NOT independent.

6 Both the Director of Research and Development and the Hardware Manager have been appointed to the role of User Project Assurance for this project. Which 2 suggestions are appropriate for this appointment?

A Retain because they are both very positive about restructuring the selected business functions.

B Retain because they can ensure that user liaison is functioning correctly.

C Remove because neither of these individuals are from the business functions to be restructured.

D Retain because selecting only one of them may cause unnecessary conflict.

E Retain because they can advise on the impact of potential changes.




Syllabus Area Question Number Part MarksOrganization Theme 2 B 6

Using the Project Scenario and the additional information provided for this question in the Scenario Booklet, answer the following question about roles on the Restructuring project. Lines 1 to 6 in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all.




C True False

D False True

E False False

Assertion Reason

1 The Teamtech Account Manager should be appointed as a Senior Supplier for the project.

BECAUSE Senior Suppliers are responsible for the provision of supplier resources.

2 The Chief Finance Officer would be an appropriate choice for the role of a Senior Supplier.

BECAUSE The Senior Supplier must demonstrate that the forecast benefits are realized.

3 It would be appropriate for the selected external supplier, who was selected in stage 3, to be represented on the Project Board by a Senior Supplier in stage 4.

BECAUSE The Senior Supplier is responsible for assessing the viability of the project approach.

4 The Project Manager would be an appropriate choice for the role of Project Support.

BECAUSE Project Support is responsible for ensuring that the desired outcome of the project is specified.

5 The Hardware Manager would be an appropriate choice for the role of Senior Supplier.

BECAUSE The Senior Supplier is accountable for the quality of the products delivered by the supplier(s).

6 The Payroll Manager would be an appropriate choice to provide business assurance.

BECAUSE Business assurance should be undertaken by someone with an accountancy qualification.




Question Number 3Syllabus Area Quality Theme

Syllabus Area Question Number Part MarksQuality Theme 3 A 4

Each of the following 4 questions includes a list of true statements about the Restructuring project, but only one statement is an appropriate entry for that heading in the Project Product Description.

1 Which statement should be recorded under the Acceptance criteria heading?

A The new hardware and software solution should be capable of processing 500% more data than the existing system.

B Any changes to the project's products must be managed through formal change control.

C External consultants are to provide guidance on the development of the detailed design for the future Facilities staffing structure.

D The selected external supplier should be appointed in stage 3.

2 Which statement should be recorded under the Development skills required heading?

A External consultants are to assist in the creation of the detailed design for future Facilities staffing structure and the specification for the new hardware and software solution.

B The detailed design for the future Facilities staffing structure will be based on the high-level summary of the existing Facilities staffing structure.

C The Hardware Manager will accept handover of the new hardware and software solution.

D The Director of Facilities will be responsible for checking the contract.

3 Which statement should be recorded under the Project-level quality tolerances heading?

A Facilities staffing numbers are to be reduced by 20% and all Facilities services restructured.

B Facilities staff should be restructured as soon as possible to avoid the chance of industrial action.

C Increased maintenance costs should be kept to a minimum.

D To continue to function effectively, a minimum of 15% of Facilities staff should be released, but no more than 25%.

4 Which statement should be recorded under the Acceptance method heading?

A The Director of Information Technology will be responsible for the quality of the new hardware and software solution.

B The results of the hardware and software trial will be reviewed to confirm full functionality before accepting handover of the new hardware and software solution.

C The Hardware Manager will accept handover of the new hardware and software solution.

D Staff within the business functions being restructured will work with the external consultants who conducted the feasibility study.




Syllabus Area Question Number Part MarksQuality Theme 3 B 4

Using the Project Scenario and the Product Description provided as additional information for this question in the Scenario Booklet, answer the following question. The Director of Information Technology is responsible for producing the contract for the supply and installation of the hardware and software solution. The Work Package does not contain any other products and has a tolerance of +2 days / -2 days. The contract has been produced on target and the quality review meeting is taking place. The following 4 entries have been included in the consolidated question list or raised at the meeting. Select the appropriate action which should now be agreed by the review team to deal with each entry.

1 Although it is not specified in the current corporate branding standards, the MFH corporate logo should be shown on the front page of the contract.

A Agree to amend this within the remaining +2 days tolerance.

B Raise an issue (off-specification).

C Raise an issue (request for change).

D Accept this as a concession.

2 The contract is not printed in colour.

A Agree to redesign the contract within the remaining +2 days tolerance.


C Accept this as a concession.

D No action required.

3 The contract contains a technical term that is missing from the glossary of terms. This is estimated to take only a few minutes to correct.

A Agree to add this term into the glossary of terms within the remaining +2 days tolerance.


C Raise an issue (request for change).


4 The contract does not contain the MFH dispute resolution process. The addition of this will take one day to complete but it will increase the contract to more than 60 pages.

A Raise an issue (off-specification).

B Raise an issue (request for change).

C Agree to add the MFH dispute resolution process within the remaining +2 days tolerance.





Syllabus Area Question Number Part MarksQuality Theme 3 C 4

Using the Quality notes from the Daily Log and the Extract from the draft Quality Management Strategy provided as additional information for this question in the Scenario Booklet, answer the following 4 questions about the Quality Management Strategy.

1 Which statement applies to the Introduction section?

A Delete entry 1 because the project approach is defined in the Project Brief.

B Delete entry 2 because this is the Project Manager’s responsibility.

C Delete entry 3 because it is the Project Manager’s responsibility to implement the Quality Management Strategy.

D Move entry 3 to the Roles and responsibilities section because this is a quality responsibility.

2 Which statement applies to the Quality standards section?

A Delete entry 4 because external suppliers are responsible for applying any relevant standards to their work.

B Delete entry 5 because the lack of a change control procedure makes the MFH document standards unsuitable.

C Add 'MFH Processes: Production of employment contracts'.

D Add ‘PRINCE2 change control procedures will be used to manage any changes to baselined products’.

3 Which statement applies to the Records section?

A Delete entry 6 because this information should be included in Stage or Team Plans.

B Move entry 6 to the Reporting section because the information should be used to report on quality activities.

C Delete entry 7 because this should be included in the Configuration Management Strategy.

D Delete entry 8 because the results of quality reviews are recorded in the Quality Register.

4 Which statement applies to the Roles and responsibilities section?

A Move entry 9 to the Records section because this information will be required to create a record of each quality check.

B Delete entry 9 because this is the responsibility of the quality review chair.

C Delete entry 10 because only the Project Manager can update the Quality Register.

D Amend entry 11 because this is the responsibility of Supplier Project Assurance.




Question Number 4Syllabus Area Plans Theme

Syllabus Area Question Number Part MarksPlans Theme 4 A 6

Column 1 is a list of true statements to be included in the Stage Plan for stage 2. Column 2 is a selection of Stage Plan headings. For each statement in Column 1, select from Column 2 the Stage Plan heading under which it should be recorded. Each selection from Column 2 can be used once, more than once or not at all.

Column 1 Column 2

1 This plan includes the detailed design of the Facilities staffing structure. A Plan description

B Plan prerequisites

C External dependencies

D Planning assumptions

E Lessons incorporated

F Monitoring and control

G Budgets

H Tolerances

I Schedule

2 A monthly stage status report will be provided to the Project Board.

3 The high-level summary, produced in the feasibility study by the management consultants, will be used by the project.

4 The Project Board has approved the recommendation to reduce the number of staff in Facilities and to implement a new hardware and software solution. This decision must remain in place.

5 Based on advice from the Ministry of Trade and Industry that, in their experience, drafting a contract is a lengthy process, allowances have been made for this in the Stage Plan for stage 2.

6 Time: +2 weeks / -2 weeks.




Syllabus Area Question Number Part MarksPlans Theme 4 B 6

Using the Project Scenario, answer the following question. The project has a cost tolerance of +5% / -5%, of which stage 2 has a tolerance of +£45,000 / -£45,000. Lines 1 to 6 in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all.




C True False

D False True

E False False

Assertion Reason

1 If stage 2 exceeds its target by £20,000, the Stage Plan should be replaced by an Exception Plan.

BECAUSE When the Stage Plan is updated with activities to deal with any deviations from planned cost and time, this is called an Exception Plan.

2 The Team Plan required for the development of the contract should be produced in consultation with supplier assurance.

BECAUSE Supplier assurance should confirm that Team Plans are in accordance with relevant supplier standards.

3 The Stage Plan for stage 2 should be prepared during the initiation stage.

BECAUSE All Stage Plans are produced near the end of the initiation stage.

4 A final stage (stage 5), covering project closure, should be added to the Project Plan.

BECAUSE Following initiation, the Project Plan covers all subsequent management stages.

5 The cost tolerance planned for each stage should be +5% / -5%.

BECAUSE Project tolerances for cost and time should always be allocated equally between all of the stages.

6 The key deliverables and estimates from the feasibility study should provide a major input to the Project Brief.

BECAUSE The feasibility study should confirm all project costs.




Question Number 5Syllabus Area Business Case Theme

Syllabus Area Question Number Part MarksBusiness Case Theme 5 A 6

Each of the following 6 questions include true statements about the Restructuring project, but only 2 statements are appropriate entries for that heading in the project’s Business Case. Remember to limit your answers to the number of selections requested in each question.

1 Which 2 statements should be recorded under the Reasons heading?

A There is an expected saving of £20m over 10 years.

B Contracting an external supplier to provide services currently delivered by selected business functions would reduce the issues caused by outdated technology.

C The Ministry of Food Hygiene (MFH) needs to deal with the increasing pressure to cut costs.

D Reducing staff will mean that no property transfer is required.

E The inadequate controls and outdated technology must be addressed.

2 Which 2 statements should be recorded under the Business options heading?

A The contracting of an external supplier to deliver selected business functions would not provide the required outcome.

B The reduction of staff and the updating of technology used in MFH means a re-engineering of existing services will deliver the performance improvements required.

C Use external consultants to provide guidance on the detailed design of the Facilities staff structure.

D Set up a PRINCE2 project to deliver the restructured services.

E Review a list of external suppliers to determine a shortlist of possible external suppliers.

3 Which 2 statements should be recorded under the Expected benefits heading?

A The contract to supply the hardware and software solution, at current prices, will be worth £2m.

B Updating technology would allow MFH to take advantage of the best hardware and software solutions the market has to offer.

C The total expected savings over 10 years, at current prices, are £20m.

D The reduction in staff will enable MFH to reduce costs to agreed levels.

E The cost of the Restructuring project is £2.5m, but with considerable savings over 10 years.





Question continued

4 Which 2 statements should be recorded under the Expected dis-benefits heading?

A An investment of £2.5m is required.

B Staff morale will be negatively affected.

C The project will take two years to deliver.

D Staff may lose the opportunity to work in Facilities.

E It will not be possible to transfer some of the existing MFH data onto the new software solution, requiring data to be held on two systems for a short period.

5 Which 2 statements should be recorded under the Timescale heading?

A The contract with the selected external supplier will be agreed during stage 3.

B The expected benefits will be realized over a 10-year period.

C If there is any change to the scope of the services to be restructured, the project timescale will be extended and the realization of benefits will be delayed.

D The expected benefits should start to be realized as soon as the new hardware and software solutions become operational at the end of stage 4.

E The detailed design for the future Facilities staffing structure is estimated to take six weeks.

6 Which 2 statements should be recorded under the Major risks heading?

A Due to market conditions, a suitable external supplier may not be found, which may lead to premature closure of the project.

B Owing to employment contract changes, staff may resist restructuring, which would make it difficult to progress and cause a possible delay to project completion.

C Existing MFH data may prove difficult to transfer to the new software solution, which would require additional specialist resources, at the expense of the external supplier.

D The initial estimates, taken from the feasibility study report, indicate that the project will take two years to complete, which means that the business problems would remain for this period.

E The management stages recommended by the consultants may not be appropriate, which would result in confusion in planning.




Syllabus Area Question Number Part MarksBusiness Case Theme 5 B 6

Using the Project Scenario, answer the following question.

Lines 1 to 6 in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all.




C True False

D False True

E False False

Assertion Reason

1 The selected external supplier should have their own Business Case for the work they are doing on the Restructuring project.

BECAUSE All project costs, including the cost of work carried out by external suppliers on the project, should be included in the customer's Business Case.

2 The cost of managing the hardware and software contract should be included in the Business Case.

BECAUSE The information in the Business Case is used to compare the development, maintenance and operational costs with the value of the benefits over a period of time.

3 'Any event that may result in loss of MFH data' should be recorded under the Major risks section of the Business Case.

BECAUSE The Major risks section of the Business Case contains a summary of the key risks associated with the project.

4 All expected benefits from the restructuring of Facilities services should be included in the Business Case.

BECAUSE All benefits should be derived from the outputs and outcomes provided by the project.

5 The End Project Report should identify whether the expected savings of £20m over 10 years have been achieved.

BECAUSE All benefits in the Business Case should be achieved before a project is closed.

6 The Project Board should ensure that the Benefits Review Plan includes the mechanisms for measuring all the claimed benefits of restructuring.

BECAUSE The Benefits Review Plan is created in the initiation stage.




Question Number 6Syllabus Area Risk Theme

Syllabus Area Question Number Part MarksRisk Theme 6 A 6

Answer the following 6 questions about the project’s Risk Management Strategy. Each question includes a list of statements but, according to PRINCE2, only 2 statements are appropriate entries for that heading in the project’s Risk Management Strategy. Remember to limit your answers to the number of selections requested in each question.

1 Which 2 statements would be appropriate entries under the Risk management procedure heading?

A When a new problem arises, a full impact analysis will be undertaken to assess the impact on the project’s objectives and Business Case.

B Probability will be assessed against the scales defined in this Risk Management Strategy.

C Any risk which has an expected value of more than £1,000 will NOT be registered.

D Every threat and opportunity identified must be clearly defined in terms of cause, event and effect.

E 'Reduce' - Response actions which result in a lower impact and/or probability rating.

2 Which 2 statements would be appropriate entries under either the Records or Reporting headings?

A Project Support will maintain the Risk Register.

B The evaluated net effect of all risks will be updated at the end of each stage and included in the End Stage Report.

C The Change Authority will report monthly to the Project Manager on the status of the change budget.

D Risks that are likely to occur within the next two weeks should be recorded as imminent.

E A summary of risks will be maintained and included with the monthly Highlight Reports to the Project Board.

3 Which 2 statements would be appropriate entries under the Timing of risk management activities heading?

A The selected external supplier will manage any risks to their Business Case and report these to the Project Manager.

B The Project Board should hold monthly meetings to set project-level risk tolerance.

C At the end of each stage, risk owners will be consulted to check on the status of risk responses.

D Any new risks identified during product development should be reported to the Project Manager by the Team Manager.

E When authorizing a stage, the Project Board will check that the exposure to risk is still acceptable.





Question continued

4 Which 2 statements would be appropriate entries under the Roles and responsibilities heading?

A Each risk will be assigned a risk owner.

B Risks exceeding the agreed project risk tolerance will be reported to the Project Board.

C Time tolerances are allocated to each stage by the Project Manager.

D Project Assurance will ensure that project risks are identified, assessed and controlled according to the agreed risk management procedure.

E An external consultant is to facilitate a risk identification workshop.

5 Which 2 statements would be appropriate entries under the Proximity heading?

A Proximity categories for this project are: Imminent; Within the stage; Within the project; Beyond the project.

B The risk of MFH having no restructuring experience will be categorized as Stage 4 proximity.

C Imminent risks are those which may occur within two weeks.

D Any risk with a proximity category of imminent will be estimated as having a very high impact.

E The risk of staff leaving the organization is categorized as 'beyond the project' proximity.

6 Which 2 statements would be appropriate entries under the Risk tolerance heading?

A Any risk whose impact and probability is very high must be escalated to corporate or programme management.

B Any event that may result in loss of MFH data must be escalated to the Project Board.

C The Team Manager’s threshold level of risk exposure is low impact and low probability.

D The cost of all fallback plans must be contained within the project’s tolerance.

E The risk budget will have a tolerance of +/- 10%.




Syllabus Area Question Number Part MarksRisk Theme 6 B 6

None of the Ministry of Food Hygiene’s (MFH) employees on the project management team has any experience in restructuring, which could lead to difficulties in understanding what is required from a restructuring project and in dealing competently with the selected external suppliers. The result could be a new software solution that does not solve the business problems. Column 1 contains a number of possible risk responses to the above risk. For each risk response, select from Column 2 the appropriate risk threat response type that it represents. Each selection from Column 2 can be used once, more than once or not at all.

Column 1 Column 2

1 Contract a restructuring specialist to take an assurance role in the project, and provide advice to the Project Board and Project Manager.

A Avoid

B Reduce

C Fallback

D Transfer

E Accept

F Share

2 Include a clause in the contract with the selected external supplier stating that, if the full functionality of the software solution is not delivered, the selected external supplier will reduce their fees accordingly.

3 Hire experienced restructuring contractors to assist MFH staff throughout the project.

4 Rely on the selected external supplier to act in a reliable and conscientious manner to provide the support and advice that will protect MFH’s interests.

5 Request assistance from central government if difficulties arise in understanding what is happening.

6 Identify MFH employees with knowledge or experience in restructuring and include them in the project team.




Question Number 7Syllabus Area Change Theme

Syllabus Area Question Number Part MarksChange Theme 7 A 2

The Ministry of Food Hygiene (MFH) has a quality management system which contains a document control process to manage all documentation requirements. The document control process was created by the MFH Quality Manager, who now maintains all of MFH’s documents and performs an organization-wide configuration management role. The MFH Quality Manager will administer the configuration management procedure for the Restructuring project since this must comply with the MFH document control process. Using the information above, answer the following 2 questions.

1 According to PRINCE2, which statement about the Configuration Management Strategy for the Restructuring project is correct?

A Every project needs a Configuration Management Strategy, even if the organization has existing configuration management standards, because every project has different circumstances.

B The Project Manager should develop a separate Configuration Management Strategy for each of the suppliers working on this project because each will manage and store products differently.

C A Configuration Management Strategy is unnecessary for this project because the MFH document control process is already documented. This should be referenced in the Quality Management Strategy.

2 According to PRINCE2, which statement about appointing the MFH Quality Manager to administer the configuration management procedure is correct?

A The MFH Quality Manager should administer the configuration management procedure on this project because this task should always be assigned to corporate or programme management.

B The MFH Quality Manager should administer the configuration management procedure on one project at a time. If the MFH Quality Manager already performs this task on another project, another individual should be appointed.

C The MFH Quality Manager would be suitable to perform this task because he is the author of the document control process and is likely to have the knowledge required for this role.




Syllabus Area Question Number Part MarksChange Theme 7 B 4

Using the additional information provided for this question in the Scenario Booklet, answer the following 4 questions about the Project Manager’s response to the potential removal of Facilities services from the scope of the Restructuring project.

1 Having created the Issue Report and analyzed the impact of removing Facilities services from the scope of the Restructuring project, the proposed option exceeds tolerance. What is the next action the Project Manager should consider?

A Create an Exception Report to inform the Project Board of the situation and the available options.

B Update the associated Configuration Item Records with details of the Issue Report that caused the change.

C Amend the Stage Plan for stage 3: remove all products related to Facilities services and add the activities required to deliver the new Government initiative.

D Create an Exception Plan to change all of the project’s products to reflect the exclusion of Facilities services.

2 What will be the impact on project costs?

A The project costs will increase by £100,000.

B The project costs will not change.

C The project costs will reduce to £1.25m.

D The project costs will reduce to £1.35m.

3 If the decision is made to remove Facilities services from the scope of the Restructuring project, what risk would this introduce to the project?

A None, because any risk associated with Facilities services will be managed by another project.

B These changes will delay stage 3 by three weeks.

C There is only £70,000 left in the project change budget.

D The specification of the new software solution may not support the existing Facilities processes.

4 What will be the impact on the benefits?

A Reduced savings, now £10m over 10 years.

B Increased savings of £5m over 10 years from the new initiative to centralize Facilities services.

C An additional cost of £1.5m to deliver Facilities services.

D Restructuring project cost reduced by 50%.




Syllabus Area Question Number Part MarksChange Theme 7 C 6

Using the additional information provided for this question in the Scenario Booklet, answer the following question.

The Project Manager has now completed the Issue Report. The situation is now being managed under formal issue and change control. Lines 1 to 6 in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all.




C True False

D False True

E False False

Assertion Reason

1 The de-scoping of Facilities services from the Restructuring project should be treated as a request for change.

BECAUSE Any proposal for a change to a project's baseline should be treated as a request for change.

2 The Project Manager should now consider alternative options for centralizing Facilities services.

BECAUSE There must be a balance between the advantage to be gained by implementing an option, and the time, cost and risk of implementing it.

3 This situation should be referred to corporate or programme management.

BECAUSE Any forecast deviation beyond agreed tolerance levels should be escalated to the next higher authority.

4 The Stage Plan for stage 3 should be re-issued to the Project Board with all of the products associated with Facilities services removed.

BECAUSE The original version of the Stage Plan for stage 3 should be retained for audit purposes.

5 An Exception Plan should be presented to the Project Board for them to consider the consequences of the issue and the options available to deal with it.

BECAUSE Only the Project Board can approve deviations beyond project tolerance levels.

6 This change should be funded from the remaining £70,000 change budget and the balance of £30,000 taken from the stage cost tolerance.

BECAUSE A change budget can be used to implement a request for change, provided its use is within the constraints set by the Project Board.




Question Number 8Syllabus Area Progress Theme

Syllabus Area Question Number Part MarksProgress Theme 8 A 2

Column 1 is a list of true statements about the Restructuring project. For each statement in Column 1, select from Column 2 the tolerance area it represents. Each selection from Column 2 can be used once, more than once or not at all.

Column 1 Column 2

1 The new IT system must include new software but the hardware is a desirable requirement which will be satisfied if funds are available.

A Time

B Cost

C Scope

D Risk

E Quality

F Benefits

2 The sale of old hardware is expected to provide a profit of £200,000, +/- 10%.




Syllabus Area Question Number Part MarksProgress Theme 8 B 4

Using the Draft Work Package provided as additional information for this question in the Scenario Booklet, answer the following 4 questions.

All the statements that add or amend an entry contain true information, but this may be under the wrong heading, or not relevant to the Work Package.


1 Which 2 statements apply to either the Joint agreements or Tolerances sections?

A Delete entry 2 because this information will be contained in the Stage Plan for stage 4.

B Delete entry 3 because this information is contained in the Project Plan.

C Add 'Work is to finish at the end of week 24 of stage 4' to Joint agreements.

D Add 'The transfer of data to the new software must occur with minimum disruption' to Tolerances.

E Add 'Facilities Team Manager, with responsibility for restructuring Facilities services' to Joint agreements.

2 Which 2 statements apply to either the Techniques, processes and procedures or Constraints sections?

A Move entry 1 to Tolerances because this represents a risk tolerance.

B Move entry 5 to Techniques, processes and procedures because this is a technique which staff should be aware of.

C Delete entry 6 because this is outside the scope of the Work Package.

D Move entry 7 to Tolerances because this represents a cost tolerance.

E Add 'Products must be compatible with those developed by the Facilities Team Manager' to Techniques, processes and procedures.

3 Which 2 statements apply to either the Reporting arrangements or Problem handling and escalation sections?

A Replace entry 8 with 'Checkpoint Report every Monday by 10.00 am' because Highlight Reports are intended for the Project Board.

B Delete entry 9 because this level of detail is unnecessary.

C Move entry 10 to Problem handling and escalation because that section describes how issues are handled.

D Add 'Any risks identified to be added to the Risk Register' to Reporting arrangements.

E Delete entry 11 because the impact analysis should be provided when the issue is notified.





Question continued

4 Which 2 statements apply to either the Extracts or references or Approval method sections?

A Delete entry 12 because this should be the Team Plan not the Stage Plan.

B A suitable entry for Extracts or references would be 'Product Descriptions are available from Project Support'.

C Move entry 13 to Reporting arrangements because this describes how completion will be advised to the Project Manager.

D Delete entry 13 because this is NOT a Project Assurance responsibility.

E A suitable entry for Approval method would be 'The Project Manager is to be advised of completion of the Work Package by email'




Syllabus Area Question Number Part MarksProgress Theme 8 C 6

At the end of stage 3, the external supplier will be selected and the contract awarded. During stage 4, the selected external supplier will act as a Team Manager to complete the installation of the new hardware and software solution. Lines 1 to 6 in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all.




C True False

D False True

E False False

Assertion Reason

1 The Project controls section of the Project Initiation Documentation should be updated as soon as the external supplier has been selected during stage 3.

BECAUSE The Project Initiation Documentation contains a summary of the project-level controls for monitoring and reporting.

2 Checkpoint Reports should be used to monitor the external supplier's progress during stage 4.

BECAUSE The Project Manager requires regular progress reports from a Team Manager in order to monitor the progress of a Work Package.

3 Once the external supplier is selected, the Product Description for the selected external supplier should be updated.

BECAUSE The composition field of a Product Description should be used to record any change in the status of a product.

4 Checkpoint Reports should provide progress updates on the implementation of the new hardware and software solution.

BECAUSE A Work Package defines the reporting arrangements between a supplier and the Project Board.

5 If they forecast that their Work Package will exceed its tolerance, the selected external supplier should provide an Exception Report for the Project Manager.

BECAUSE The Team Manager is responsible for informing the Project Manager if any of the agreed tolerances for a Work Package are forecast to be exceeded.

6 Benefit tolerance should be set in the next Stage Plan for Project Assurance to monitor.

BECAUSE Project Assurance is responsible for monitoring the Business Case against project progress.




Question Number 9Syllabus Area Controlling a Stage + Managing Product Delivery Processes

Syllabus Area Question Number Part MarksControlling a Stage + Managing Product Delivery Processes 9 A 3

Column 1 is a list of actions that occur during the Controlling a Stage process. For each action in Column 1, select from Column 2 the PRINCE2 theme that is being applied. Each selection from Column 2 can be used once, more than once or not at all.

Column 1 Column 2

1 Ensure that each product in a completed Work Package has gained its required approval, as defined in its Product Description.

A Business Case

B Organization

C Quality

D Plans

E Risk

F Change

G Progress

2 Carry out an analysis of a potential event that may have a favourable impact on the project’s objectives.

3 Define the tolerance within a Work Package to be agreed with a Team Manager.




Syllabus Area Question Number Part MarksControlling a Stage + Managing Product Delivery Processes 9 B 4

Column 1 is a list of entries from the Daily Log that were made during stage 4 in the Controlling a Stage process. For each entry in Column 1, select the first management product from Column 2 that should be updated, or created, as a result of the entry. Each selection from Column 2 can be used once, more than once or not at all.

Column 1 Column 2

1 The Executive has asked for a minor change to the baselined detailed design document. This change will not affect any other products.

A Work Package

B Team Plan

C Issue Register

D Stage Plan for stage 4

E Lessons Log

F Project Plan

2 Staff communication was very useful in getting support from MFH staff who will be affected by the restructuring of Facilities services.

3 The Facilities Team Manager requires formal instructions to begin the planned work to implement the future Facilities staffing structure.

4 The selected external supplier is concerned that there are delays with Government departments getting work signed-off after completion.




Syllabus Area Question Number Part MarksControlling a Stage + Managing Product Delivery Processes 9 C 5

Stage 4 has started and the Information Technology Team Manager is responsible for the Work Package to implement the new hardware and software solution. Answer the following 5 questions about the actions the Information Technology Team Manager should take during the Managing Product Delivery process to deal with the events and situations described. Remember to limit your answers to the number of selections requested in each question.

1 While producing the Team Plan to deliver the agreed Work Package, the Team Manager discovered that the representatives assigned to check the products were unsuitable.Which 2 actions should the Team Manager take in response to this situation?

A Ask the Project Manager to confirm this information.

B Discuss the situation with Project Assurance.

C Advise the Project Manager of this risk.

D Update the Quality Register with these concerns.

E Notify the Project Manager by raising an Exception Report explaining why the reviewers are unsuitable.

2 The chair of a quality review meeting advised the Team Manager that, because there were so many major issues, the product had been rejected. The presenter estimated that the corrections would take about two weeks. The re-assessment of the product will take a further week resulting in a three-week delay. The Work Package only has one-week tolerance. Which 2 actions should the Team Manager take in response to this situation?

A Ask the reviewers to work overtime to prevent the delay.

B Ensure that the situation is included in the next Highlight Report.

C Raise an issue explaining that tolerances are forecast to be exceeded.

D Advise the Project Manager of the risk that there may be a two-week delay in the delivery of one of the products.

E Ensure that the Quality Register is updated with the quality review result.





Question continued

3 Two weeks after starting work the Team Manager noticed that each completed product had exceeded its estimated effort by around 10%. If this trend continues the Work Package will exceed its agreed cost tolerance of 5%.Which 2 actions should the Team Manager take in response to this situation?

A Check the status of the products currently being worked on and analyze the effort expended.

B Update the Stage Plan by increasing all future work estimates by 10%.

C Amend the Work Package and ensure that the revised targets are met.

D Escalate the situation in the next Checkpoint Report.

E Raise an issue that costs will exceed tolerance if the current trend continues.

4 The Team Manager has received notification that the new hardware and software solution has been installed and completed, but there is a concern that it has not been approved by the appropriate people. Which 2 actions should the Team Manager take to check that the products have been approved as required?

A Check the Quality Register for the sign-off date on which the quality activity was complete.

B Check the Product Descriptions to ascertain who should have approved the products.

C Check the Configuration Management Strategy for product handover procedures.

D Check the approval method required in the Work Package.

E Check the Product Descriptions for the quality method required.

5 The Work Package has been in progress for four weeks and has four weeks remaining. The Information Technology Team Manager is concerned that he has no idea what the Facilities Team Manager is doing about preparing to implement the new Facilities staffing structure. He is uncertain about what should be happening.Which 2 initial actions should the Team Manager take in response to this concern?

A Notify the Project Manager by raising an Exception Report.

B Raise this concern in the next fortnightly Highlight Report.

C Check the Communication Management Strategy to ascertain what records of communications with the selected external supplier are required.

D Check the Information Technology Work Package for development interfaces.

E Raise an issue to notify the Project Manager of this concern.




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Exam Paper: GB-EX03-2.9


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Rationale Exam Paper: GB-EX03-2.9

Question: 1, Syllabus: SI, Part: A, Type: MG, SyllabusRef: SU0302, Level: 3

1 Correct [B]: This information will be valuable when the external supplier list is prepared for this project. This lesson should have been identified and captured during the activity Capture previous lessons. Ref. A.14.2 / 12.4.2.

2 Correct [D]: Understanding the objectives of, and the reasons for, the project as defined in the project mandate, is one of the recommended actions within the Prepare the outline Business Case activity. Ref. 12.4.4 / A.2.2

3 Correct [E]: This outlines the selected approach to be taken by the project. Ref. 12.4.5 / A.19.24 Correct [F]: This is a planning assumption that should be included in the Initiation Stage Plan.

Ref. 12.4.6 / A.16.2.


Question: 1, Syllabus: SI, Part: B, Type: CL, SyllabusRef: SU0402, Level: 4

1 A Incorrect: The Executive role description should be created earlier in the Starting up a Project process, when appointing the Executive. (12.4.1)

B Incorrect: The Project Manager is responsible for creating role descriptions for the remaining project management team, not the Executive. (12.4.1/12.4.3)

C Correct: The Executive role description should be created earlier in the Starting up a Project process, when appointing the Executive. (12.4.1)

D Incorrect: The Project Manager is responsible for creating role descriptions for the remaining project management team, not the Executive. (12.4.1/12.4.3)

2 A Incorrect: The Capture previous lessons activity should have taken place and the Lessons Log created. This is not a risk. It is a lesson to be applied to this project that would ideally have been identified earlier. (12.4.2)

B Incorrect: The Capture previous lessons activity should have taken place and the Lessons Log created. This is not a risk. It is a lesson to be applied to this project that would ideally have been identified earlier. (12.4.2)

C Correct: The Capture previous lessons activity should have taken place and the Lessons Log created. This is not a risk. It is a lesson to be applied to this project that would ideally have been identified earlier. (12.4.2)

D Incorrect: This is not a risk and the Risk Register is not created until the Initiation Stage. This is a lesson to be applied to this project that should be recorded in the Lessons Log. (12.4.2/14.4.1)

3 A Correct: When preparing the outline Business Case, the Executive should understand where funding is coming from. (12.4.4)

B Incorrect: Funding is made available stage by stage. All funding does not therefore have to be made available at the outset. (12.4.4/10.3.2)

C Incorrect: When preparing the outline Business Case, the Executive should understand where funding is coming from. (12.4.4)

D Incorrect: The Executive is responsible for preparing the outline Business Case. (Table 12.4)

4 A Incorrect: These are principles of PRINCE2, but the Project Manager should define reporting and control arrangements for the initiation stage. Controls for the project will be determined during the initiation process. (12.4.6/14.4.5)

B Incorrect: This does enable critical assessment of ongoing viability, but the Project Manager should define reporting and control arrangements for the initiation stage. Controls for the project will be determined during the initiation process. (12.4.6/14.4.5)

C Incorrect: Preparing the Initiation Stage Plan, and therefore the reporting and control arrangements within it, is the responsibility of the Project Manager. (Table 12.6)

D Correct: The Project Manager should define reporting and control arrangements for the initiation stage only. Controls for the project will be determined during the initiation process. (12.4.6/14.4.5)


Question: 1, Syllabus: SI, Part: C, Type: CL, SyllabusRef: IP0402, Level: 4

1 A Incorrect: Lessons should be sought from similar previous projects, corporate or programme management, and external organizations related to risk management. However, the Risk Management Strategy should be derived from the corporate risk management policy and/or a risk management process guide (or similar documents). It should be created during the initiation stage. Ref. 8.3.2.

B Incorrect: The external supplier would not be a suitable owner for any risks associated with products for which they are not responsible. The Risk Management Strategy should be created during the initiation stage. Ref. 8.3.2 / 8.3.5.4.

C Correct: Without an ongoing and effective risk management procedure it is not possible to be confident that the project is able to meet its objectives and therefore whether it is worthwhile for it to continue. The Risk Management Strategy is created during the initiation stage. Ref. 8.1.

D Incorrect: It is irrelevant whether the supplier is external or internal to the corporate organization. The Risk Management Strategy is created during the initiation stage. Without an ongoing and effective risk management procedure it is not possible to be confident that the project is able to meet its objectives and therefore whether it is worthwhile for it to continue. Ref. 8.1.

2 A Incorrect: A Change Authority should be capable of adequately representing the business, user and supplier stakeholder interests. The external supplier represents the supplier interest only. Ref. C.8.2.

B Incorrect: This is a responsibility of the Senior Supplier. However, a Change Authority should be capable of adequately representing the business, user and supplier stakeholder interests. The external supplier represents the supplier interest only. Ref. C.8.2.

C Correct: A Change Authority should be capable of adequately representing the business, user and supplier stakeholder interests. The external supplier represents the supplier interest only. The selected external supplier does not represent the business or user interests on this project. Ref. 9.3.3.2 / C.8.2.

D Incorrect: The Change Authority can be delegated by the Project Board to any person or group. Ref. C.8. / 9.3.3.2.

3 A Correct: The standards to be used, and the means of assessing them, must be documented and agreed before the project can be approved. It is the role of Project Assurance to ensure the Quality Management Strategy meets the needs of the Project Board and/or corporate or programme management. Ref. 14.4.3 / A.22.3.

B Incorrect: Customer's quality expectations and acceptance criteria are specified by the Project Board. Ref. 6.3.1.1/ 6.3.1.2.

C Incorrect: The corporate quality management system is not developed within the scope of the project. It is a prerequisite to understand the quality requirements, not the existence of a corporate quality management system. It is one of the roles of Project Assurance to check that the Quality Management Strategy meets the needs of the Project Board. Ref. 14.4.3.

D Incorrect: Whilst Project Assurance does report to the Project Board, the role is also responsible for supporting the Project Manager. Project Assurance provides advice and guidance on issues such as the use of corporate standards. Ref. 5.3.2.3.

4 A Incorrect: This is true. However, stage-level tolerances are set by the Project Board and Work Package-level tolerance is set by the Project Manager. Any forecast exception at these levels should be escalated to the next level of management. Ref. 10.2.3 / 10.3.1.1.


B Incorrect: This is true. However, stage-level tolerances are set by the Project Board and Work Package-level tolerance is set by the Project Manager. Any forecast exception at these levels should be escalated to the next level of management. Ref. 10.2.3 / 10.3.1.1.

C Incorrect: The issue and change control procedure is recorded in the Configuration Management Strategy, which forms part of the Project Initiation Documentation. Stage-level tolerances are set by the Project Board and Work Package-level tolerance is set by the Project Manager. Any forecast exception at these levels should be escalated to the next level of management. Ref. 10.2.3.

D Correct: Stage-level tolerances are set by the Project Board and Work Package-level tolerance is set by the Project Manager. Any forecast exception at these levels should be escalated to the next level of management. Ref. 10.2.3.

Question: 2, Syllabus: OR, Part: A, Type: MR, SyllabusRef: OR0401, Level: 4

1 A Incorrect: Acceptance of a solution is not a reason for appointing someone to the role of Executive. This does not indicate any of the required competences required for the role of Executive. Ref. 5.3.2.2 / 5.2.5.

B Correct: The Executive has to ensure that the project gives value for money, ensuring a cost-effective approach to the project, and balancing the demands of the business, user and supplier. Ref. 5.3.2.2 / 5.2.5.

C Correct: As Chief Executive Officer of the Ministry he has ultimate authority for the organization and can provide a single point of accountability for the project. This is a PRINCE2 reason. Ref. 5.3.2.2./ 5.2.5.

D Incorrect: The role of the Executive is vested in one individual, so that there is a single point of accountability for the project. Ref 5.3.2.2./ 5.2.5.

E Incorrect: The Executive has to balance the demands of the business, user and supplier. Being an accountant does not fulfil this requirement. The Payroll Manager may provide assurance to the Executive, assuring value for money and a cost-effective approach to the project. Ref. 5.3.2.2.

2 A Incorrect: The Senior User specifies the requirements and commits user resources. The Teamtech Account Manager represents a supplier. Ref. 5.3.2.2./ 5.2.5.

B Correct: The Senior User is responsible for specifying the needs of those who will use the project's products. Ref. 5.3.2.2./ 5.2.5.

C Incorrect: Teamtech are performing an advisory role on this project (Project Assurance). They are not in a position to make decisions or commit resources on behalf of the users. Ref. 5.3.2.2.

D Correct: The role represents those who will use the project's products, including operations and maintenance. This positions the Hardware Manager as a Senior User. Ref. 5.3.2.2.

E Incorrect: Those providing specialist resources to the project represent a supplier interest. Ref. 5.2.5.

3 A Correct: As a supplier, she will be supplying resources and products to the project. She can contribute supplier opinions to the Project Board – this is a responsibility of the Senior Supplier. Ref. 5.3.2.2./ 5.2.5.

B Correct: The Senior Supplier represents the interests of those designing, developing, facilitating, procuring and implementing the project's products. Ref. 5.3.2.2./ 5.2.5.

C Incorrect: The statement, 'the outcome will have an impact on him', indicates that the Hardware Manager is a user for this project. Ref. 5.2.5 / 5.3.2.2.

D Incorrect: If necessary, more than one person may be required to represent the suppliers. Ref. 5.3.2.2 / 5.2.5.


E Incorrect: An individual's support of the initiative is not a suitable reason for appointing them as a Senior Supplier. Ref. 5.3.2.2./ 5.2.5.

4 A Incorrect: A user of a project can represent Business Project Assurance. Those representing the business and user interests both come from the customer organization. Ref. 5.2.5.

B Incorrect: All Project Assurance roles should be independent of the Project Manager. Ref. 5.3.2.3.

C Incorrect: Teamtech Consultants are an external supplier. Their own business interests are likely to conflict with those of their customer. Ref. 5.2.5 / C.7.1.

D Correct: Business Project Assurance is responsible for reviewing project finances and checking that any supplier or contractor payments are authorized. Ref. C.7.1.

E Correct: Business Project Assurance is responsible for reviewing the Business Case for compliance with corporate or programme standards. Ref. C.7.1.

5 A Incorrect: Specifying needs is not a Project Assurance responsibility. Ref. C.7.1.B Correct: Supplier Project Assurance is responsible for advising on the selection of the

development strategy, design and methods. Ref. 5.3.2.3 / C.7.1.C Incorrect: Being well-regarded is not a suitable reason for appointing someone as

Supplier Project Assurance. Ref. 5.3.2.3 / C.7.1.D Correct: Supplier Project Assurance advises on potential changes and their impact on

the correctness, completeness and integrity of products against their Product Description from a supplier perspective. Ref. C.7.1.

E Incorrect: Project Assurance must be independent of the Project Manager and Project Support, but is a responsibility of the Project Board. Ref. 5.3.2.3 / C.7.1.

6 A Incorrect: Being supportive of the change does not qualify these individuals for the role of User Project Assurance. Ref. 5.3.2.3. / C.7.1.

B Correct: This is a responsibility of User Project Assurance. Ref. 5.3.2.3. / C.7.1.C Incorrect: These individuals can ensure that the solution will meet the needs of their own

teams. Assurance roles should be objective and should remain independent of the Project Manager. Ref. C.7.1.

D Incorrect: Conflict can be managed. This is not a suitable reason for selecting two people rather than one. Ref. 5.3.2.3.

E Correct: User Project Assurance is responsible for ensuring that user's needs are accurate and that the solution will meet these needs. Ref. C.7.1/C.7.2.


Question: 2, Syllabus: OR, Part: B, Type: AR, SyllabusRef: OR0401, Level: 4

1 False: Teamtech are simply providing specialist resources. As an organization they are not responsible for delivering the project's products. Ref. 5.3.2.2.

True: Senior Suppliers provide supplier resources to deliver the project's products. Ref. 5.3.2.2 / C.4.1.

2 False: The Chief Finance Officer is not supplying any specialist products or resources to this project. She does not represent those designing, developing or implementing the project's products. Ref. 5.3.2.2 / C.4.1.

False: It is the Senior User not the Senior Supplier who must demonstrate that the forecast benefits are realized. Ref. 5.3.2.2.

3 True: Project Board appointments should be amended at each stage boundary to reflect major changes needed for the next stage. Ref. 5.3.2.9 / 17.4.1.

True: Assessing the viability of the project approach is a responsibility of the Senior Supplier. However, as the project approach has already been confirmed by the selection of a supplier, it is not the reason for the Assertion. The answer is B. Ref. C.4.1.

4 True: The role of Project Support is not optional, but the allocation of a separate individual or group to carry out the required tasks is. Project Support defaults to the Project Manager. Ref. 5.3.2.8.

False: This is a responsibility of the Senior User, not Project Support. Ref. C.3.1 / C.9.1.

5 False: The Senior Supplier role would need representatives from the Facilities and Information Technology Departments. The Hardware Manager is not supplying anything on this project and does not have the necessary authority to represent the delivery of all of the Information Technology products. Ref. C.4.

True: The Senior Supplier is ultimately accountable for supplier products. Ref. 5.3.2.2.

6 True: The Payroll Manager has the qualities to monitor the project finances and experience in business-level strategic and risk management. Ref. C.7.1.

False: PRINCE2 does not specify necessary professional and/or technical qualifications for a business assurance role. Ref. C.7.1.


Question: 3, Syllabus: QU, Part: A, Type: CL, SyllabusRef: QU0301, Level: 3

1 A Correct: This is a measurable definition of an attribute required from the project's finished products. Ref. 6.3.1.2.

B Incorrect: This is stating how the products will be managed rather than an acceptance criterion that it must achieve to be acceptable to the stakeholders. Ref. 6.3.1.2.

C Incorrect: The skills and resources required to create a product do not form part of the product's acceptance criteria. Ref. 6.3.1.2.

D Incorrect: The timing of the appointment of the selected external supplier is not an acceptance criterion. Acceptance criteria are a list of criteria which the project's product must meet before the customer will accept it. Ref. 6.3.1.2.

2 A Correct: The skills and resources required to create the projects' products should be recorded here. Ref. A.21.2.

B Incorrect: This describes the approach to developing the future Facilities staffing structure. This should be recorded under the 'Project approach' in the Project Brief. Ref. A.19.2.

C Incorrect: This is an acceptance responsibility. It does not relate to the development skills or area which should provide development resources for the creation of this product. Ref. A.21.2.

D Incorrect: This is a quality responsibility and should be documented in the Product Description for the contract, not the Project Product Description. Ref. A.17.2.

3 A Incorrect: This is an objective or outcome of the project. There is no acceptable deviation from the measure given in this statement. Ref. A.21.2.

B Incorrect: ‘As soon as possible’ is not measurable. There is no deviation from the expected target defined. This could be recorded as a possible risk response action. Ref. 8.3.5.3 / A.21.2.

C Incorrect: This is not a measurable requirement. This is a customer's quality expectation. Ref. A.21.2.

D Correct: This is a measurable criterion with an acceptable deviation but there is no specification of the acceptable deviation. Ref. A.21.2.

4 A Incorrect: It may be appropriate to record this under the Acceptance responsibilities heading in the Project Product Description. This is not an acceptance method. Ref. A.21.2.

B Correct: This describes a means by which acceptance of the new hardware and software solution will be confirmed. Ref. A.21.2.

C Incorrect: This is an acceptance responsibility and belongs under the Acceptance responsibilities heading. It does not state the means by which acceptance will be confirmed. Ref. A.21.2.

D Incorrect: This describes one of the 'Development skills required' for this project and belongs under the associated heading. It is not a method for confirming that the project's products have been approved. Ref. A.21.2.


Question: 3, Syllabus: QU, Part: B, Type: CL, SyllabusRef: QU0302, Level: 3

1 A Incorrect: This was not specified on the Product Description, nor was it stated in the corporate branding standards. The producer should not agree to this further work without the necessary clarification on requirements. Ref. Table.9.1.

B Incorrect: The producer has met the requirements stated in the Product Description, therefore this is not an off-specification. Ref. Table.9.1.

C Correct: The issue is a request for change as it is a change to the baselined Product Description and needs to be managed formally. Ref. Table.9.1.

D Incorrect: The quality review chair does not have the authority to grant concessions. This would need to be approved by the Project Board, or its delegated Change Authority. Ref. 6.3.2.1. / Table 9.2.

2 A Incorrect: The Product Description stated that the product should be black and white. The producer has delivered as requested. Ref. 6.3.2.1.

B Incorrect: There is no error in the product delivered as this was stated as a requirement. The product meets the specification. Ref. 6.3.2.1.

C Incorrect: The quality review chair does not have the authority to grant a concession. This would need to be approved by the Project Board or the delegated Change Authority. Ref. Table 9.2.

D Correct: This was not stated as a requirement in the Product Description. The comment is simply an observation about what the product looks like. Ref. 6.3.2.1.

3 A Correct: The producer has not met the specification given in the Product Description, but there is +2 days tolerance within which this can be corrected. Ref. 6.3.2.1 / Table 9.2.

B Incorrect: There is no need to raise an issue because this may be resolved within the tolerance provided for this Work Package. It will not need to be escalated unless it cannot be completed within the agreed Work Package tolerances. Ref. Table 9.2.

C Incorrect: No request for change is necessary because this was specified in the Product Description. The producer has not delivered the original specification and should agree to complete the necessary actions to correct this within the time available. It is not therefore necessary to raise an issue at this time. Ref. Table 9.2.

D Incorrect: This was specified in the Product Description. The product does not meet the original specification and must be corrected before it can be signed-off. There is time to resolve the problem. There is no requirement to raise an issue at this time. Ref. 6.3.2.1. / Table 9.2.

4 A Correct: This was specified as a requirement in the Product Description. The producer should agree to complete the necessary actions to correct this within the time available. If a product does not, or is forecast not to, meet its specification, an issue should be raised (off-specification). It will be more than the specified 60 pages. Ref. Table 9.2.

B Incorrect: This was specified as a requirement in the Product Description. The producer should agree to complete the necessary actions to correct this within the time available. If a product does not, or is forecast not to, meet its specification, an issue should be raised (off-specification). Ref. Table 9.2.

C Incorrect: This was specified as a requirement in the Product Description. The producer should agree to complete the necessary actions to correct this within the time available. If a product does not, or is forecast not to, meet its specification, an issue should be raised (off-specification). It will be more than the specified 60 pages. Ref. Table 9.2.

D Incorrect: This was specified in the Product Description. The product does not meet the


original specification and must be corrected before it can be signed-off. There is time to resolve the problem, but doing so will exceed the quality criteria. This will require escalation in the form of an issue. Ref. 6.3.2.1. / Table 9.2.

Question: 3, Syllabus: QU, Part: C, Type: CL, SyllabusRef: QU0401, Level: 4

1 A Incorrect: This is the purpose of the Quality Management Strategy document and this should be stated in the Introduction section. Ref. A.22.2.

B Incorrect: The Quality Management Strategy is approved by the Project Board. The Project Manager will maintain it. Any changes will be approved by the Project Board. Ref. 17.4.1.

C Incorrect: The Project Manager is responsible for implementing the Quality Management Strategy. Project Assurance will provide assurance to the Project Board that it is being implemented correctly. Ref. C.7.

D Correct: Entry 3 refers to one quality responsibility of Project Assurance and should therefore appear in the 'Roles and responsibilities' section. Ref. A.22.2 / Table 6.3.

2 A Incorrect: Any known quality control standards that are to be applied to the project should be documented in the Quality Management Strategy. Ref. 6.3.2.

B Incorrect: The MFH document standards should be recorded here. This is a quality standard that should be followed. The Configuration Management Strategy should contain the change control procedures to be followed by the project. Ref. A.6 / A.22.2.

C Correct: The additional information explains that this is a company standard that is to be complied with. It should therefore be recorded under the 'Quality standards' heading. Ref. A.22.2.

D Incorrect: The change control procedures to be used will be contained in the Configuration Management Strategy. Ref. A.6

3 A Incorrect: The Quality Management Strategy should state what quality records will be required. The Quality Register is a vital requirement. Ref. A.22.2.

B Incorrect: The Quality Register is NOT a report. It will be the source of information to be included in quality management reports. Ref. A.22.2.

C Correct: The Records section of the Configuration Management Strategy will contain this information. Ref. A.6.2.

D Incorrect: The project should be able to demonstrate that each product has gained the necessary approvals as specified in its Product Description, so this information is needed. Ref. 6.3.2.2.

4 A Incorrect: This is correctly recorded under the heading of Roles and responsibilities. The Records section defines what quality records will be required and where they will be stored. Ref. A.22.2 / 17.4.1.

B Incorrect: Team Managers are responsible for reporting quality activities in Checkpoint Reports. Ref. 16.4.2.

C Incorrect: The Project Manager creates the Quality Register. The Quality Management Strategy defines the procedure for updating it. Ref. 16.4.2 / A.22.2.

D Correct: Supplier Project Assurance is responsible for reviewing Product Descriptions to ensure the product can be achieved. User Project Assurance should review Product Descriptions to ensure the product meets the users' needs. Ref. C.7.1.


Question: 4, Syllabus: PL, Part: A, Type: MG, SyllabusRef: PL0301, Level: 3

1 Correct [A]: This is the Plan Description, because it describes what the plan covers. Ref. A.16.2 Correct [F]: Reporting to the Project Board is the responsibility of the Project Manager, and the

frequency of reporting is documented in the Stage Plan under the heading of Monitoring and Control. Ref. A.16.

3 Correct [C]: The plan does not require these for the stage to start, but it does require them to complete the creation of products within this stage. They are external dependencies. Ref. A.16.

4 Correct [B]: The decision to progress with this project, using this approach, is a prerequisite of this plan, and must remain in place for the plan to succeed. Ref. A.16.

5 Correct [E]: MFH has no experience in restructuring. So this piece of information, from another Ministry, will be invaluable when creating the plan. It is therefore a lesson incorporated into planning. Ref. A.16.

6 Correct [H]: The estimated budget and timescale for the stage will be recorded in the Stage Plan together with any permissible deviation from these Ref. A.16.

Question: 4, Syllabus: PL, Part: B, Type: AR, SyllabusRef: PL0401, Level: 4

1 False: £20k is within the stage 2 tolerance of £45k, so no escalation is needed. Only when the tolerance is forecast to be exceeded does an exception situation exist - managed through production of an Issue Report, followed by an Exception Report. Ref. 10.3.4.

False: If the deviation is within tolerance, then corrective action can be taken to deal with it by revising the Stage Plan for the current stage. Ref. 15.4.8.

2 True: When producing a Team Plan, supplier assurance is consulted to ensure that the Team Plan is viable and in accordance with relevant supplier standards. Ref. 16.4.1.

True: Supplier assurance will check that the Team Plan is in accordance with supplier standards. This is the reason that supplier assurance is consulted, so the answer is A. Ref. 16.4.1.

3 True: Stage 2 is the next stage after initiation, and the plan for this should be prepared near the end of the initiation stage. Ref. 7.2.5.

False: Each Stage Plan is produced near the end of the previous stage. Ref. 7.2.5.

4 False: Closing a Project is a process and is not planned as a stage. Ref. 18.3.

True: The Project Plan will contain an outline of all the management stages after initiation. Ref. 7.2.4.

5 False: Stage tolerances may vary from stage to stage. The Project Board should allocate tolerances for each management stage when approving the next Stage Plan. Ref. 10.3.1.1 / 13.4.3.

False: Stage tolerances will vary according to the circumstances of the stage. The Project Board should allocate tolerances for each management stage when approving the next Stage Plan.. Ref. 13.4.3.

6 True: The feasibility study (project mandate) provides the terms of reference for the project and is refined to develop the Project Brief. Ref. 12.3.

False: The feasibility study will provide input to the Project Brief, but will not contain all cost information. This will not be known until the Project Plan is complete. Ref. 14.4.6.


Question: 5, Syllabus: BC, Part: A, Type: MR, SyllabusRef: BC0301, Level: 3

1 A Incorrect: This is an expected benefit of the project, not the reason for doing it. Ref. 4.3.4.2.

B Incorrect: This is a reason for the contracting option, one of the business options. It would appear under the Business options heading. Ref. A.2.2.

C Correct: This is a reason for undertaking the project. Ref. 4.3.4.1.D Incorrect: Relocating staff is a consequence of the project, not a reason for undertaking the

project. Ref. A.2.2.E Correct: This is both a problem and a reason for undertaking the project. Ref. 4.3.4.1.

2 A Correct: This is describing an option considered to address the business problem. Ref. 4.3.4.2.

B Correct: This is describing an option considered to address the business problem. Ref. 4.3.4.2.

C Incorrect: This is how the project would be resourced and the products developed. This would be in the project approach within the Project Brief. Ref. A.19.

D Incorrect: This is the method to be used for managing the project. It has nothing to do with options to solve the business problem. Ref. A.20.2.

E Incorrect: This kind of information will either be in the project approach (A.19) or in the plans Ref. A.16.

3 A Incorrect: This is part of the business cost for operating the services. It is not an expected benefit for the project. Ref. A.2.2.

B Incorrect: This is describing a reason for choosing an option rather than the project benefits. Ref. A.2.2.

C Correct: This is a benefit as it is part of the totality of change caused by the project. Ref. 4.3.4.3.

D Correct: Reducing costs is a benefit of the project. Ref. 4.3.4.3.E Incorrect: The cost of the project and unspecified savings are not benefits. Ref. 4.3.4.6.

4 A Incorrect: This information will be in the Costs section of the Business Case. Ref. A.2.2.B Correct: The loss of morale is a dis-benefit as it will affect the efficiency and retention of

staff. Ref. 4.3.4.4.C Incorrect: This is the period over which the project will run and will be contained in the

Timescale section of the Business Case. Ref. A.2.2.D Incorrect: A dis-benefit is a known negative effect or outcome. Dis-benefits are

consequences of an activity, whereas, by definition, a risk has some uncertainty as to whether it will materialize. This is a risk. Ref. A.2.2.

E Correct: This is viewed as a dis-benefit which has been accepted because it is outweighed by the benefits. Ref. 4.3.4.4.

5 A Incorrect: This is simply a detail from the Project Plan concerning one product. Ref. 4.3.4.5.

B Correct: Corporate/programme management will wish to know over what period the cost/benefit analysis will be based. Ref. 4.3.4.5.

C Incorrect: This may be a risk, but there is no indication that the scope may be changed. It has no bearing on the current situation. Ref. 4.3.4.4.

D Correct: This is when benefits should start to be realized and is very important to the Business Case. Ref. 4.3.4.3.

E Incorrect: This is simply a detail from the Project Plan concerning one product. Ref. 4.3.4.5.

6 A Correct: This is a risk that will affect the project outcome. It is phrased correctly as a risk,


stating cause, event and effect. Ref. 4.3.4.8.B Correct: The co-operation of staff is important to the nature of this project. Any resistance

on their part will cause serious problems. Ref. 4.3.4.8.C Incorrect: Not funded by MFH, this is a risk to the external supplier's Business Case. Ref.

4.3.4.8.D Incorrect: This is simply a statement of fact about the initial estimate for the duration of the

project. There is no indication that this is a problem for the project. Ref. 4.3.4.5.E Incorrect: This is how the project will be controlled and is not a risk to the project, because

the stages can be easily restructured. Ref. 14.4.5.

Question: 5, Syllabus: BC, Part: B, Type: AR, SyllabusRef: BC0401, Level: 4

1 True: In a commercial context, there are at least two Business Cases - the customer's and the supplier's. For a successful project, both must demonstrate continued business justification. Ref. 19.6.1.1.

True: All costs incurred in the delivery of the project, should be included in the customer's Business Case. A supplier will have their own set of costs and benefits, and therefore their own Business Case. Answer B. Ref. 4.3.4.6.

2 True: The information in the Business Case is used to compare the development, maintenance and operational costs with the value of the benefits over a period of time. Ref. 4.3.4.7.

True: This supports the investment appraisal for a project and drives the justification for the project. This is the reason for the assertion. The answer is A. Ref 4.3.4.7.

3 False: This is stated as a risk tolerance in the Project Scenario. This information should be captured in the Risk Management Strategy. Ref. 4.3.4.2.

True: The Business Case should contain a summary of the key risks, together with the likely impact and plans should they occur. Ref. A.2.2 / 4.3.4.8.

4 True: All benefits should be identified in order to provide a justification for undertaking the project. Ref. 4.3.4.3.

True: The Business Case should list each benefit that it is claimed would be achieved by the project's outcome. This is not the reason for the assertion. The answer is B. Ref 4.3.4.3.

5 False: The End Project Report will report on benefits achieved to date, however the total savings will not be measurable at this time. Ref. A.8.2.

False: Some benefits may be achieved before the project ends but most will be achieved post-project. Ref. 4.3.4.3.

6 True: The Project Board approves the Benefits Review Plan and should ensure that the mechanisms for measuring/reviewing the projected benefits are established and planned. Ref. 13.4.2/ A.1.1.

True: The Benefits Review Plan is created when refining the Business Case. Ref. 14.4.7. This is not why the Project Board should ensure that the mechanisms for measuring the benefits are included. The answer is B.


Question: 6, Syllabus: RK, Part: A, Type: MR, SyllabusRef: RK0301, Level: 3

1 A Incorrect: Dealing with problems is part of the issue and change control procedure and is not appropriate for risk management. It would be given in the Configuration Management Strategy. Ref. A.6.

B Correct: This statement is identifying how the scales for estimating probability will be used. It would be added under the Risk management procedure heading. The scales are defined in another section of the Risk Management Strategy. Ref. A.24.2.

C Incorrect: All identified threats and opportunities should be captured, particularly those which are estimated to have a greater impact on the project, and information on them should be maintained in the Risk Register. Ref. 8.3.4.

D Correct: This is the standard method of defining risks once they have been identified as either a threat or an opportunity. Ref. 8.3.5.1.

E Incorrect: This is the definition of a risk response category and does not belong under this heading. Ref. A.24.2 / Table 8.2.

2 A Incorrect: This is a risk management responsibility and should be recorded under the section for 'Roles and responsibilities'. Ref. A.24.2.

B Correct: When reporting on the stage end, a summary of the current aggregated risk exposure is produced for the End Stage Report. Ref. 17.4.4/A.9.2.

C Incorrect: If this is true, this is a reporting requirement that should appear in the Configuration Management Strategy, not the Risk Management Strategy. Ref. 9.3.1.1.

D Incorrect: This is guidance on how proximity for risk events is to be assessed and should be recorded under the 'Proximity' heading in the Risk Management Strategy. Ref. A.24.2.

E Correct: The Highlight Report contains a summary of the risks. A summary risk profile is an ideal means of providing this information. Ref. 8.3.5.5.

3 A Incorrect: The risks to the selected external supplier’s Business Case is not a concern of the project. It may also be commercially sensitive to the selected external supplier, so they may not be willing to provide this information, even if it were to be requested. Ref. 8.1.

B Incorrect: The Project Board manages by exception, meeting at the end of each stage or in exception situations. The project-level risk tolerance is set during the initiation stage, when preparing the Risk Management Strategy. Ref. 10.3.1.2.

C Correct: At the end of each stage, when preparing the plan for the next stage, the Project Manager should consult with the risk owners to check on the status of risk responses. This is a time-driven activity to manage risks and should therefore be recorded here. Ref. 17.4.1.

D Incorrect: Risks identified whilst developing products during the Executing a Work Package activity should be notified to the Project Manager so that the appropriate course of action can be decided. This is not a time-driven activity that can be planned for. Ref. 16.4.2.

E Correct: This is a time-driven responsibility. The Project Board ensures the exposure to risk is still acceptable and being controlled. Ref. 13.4.3.

4 A Incorrect: This describes the assignment of risk owners, part of the risk management procedure and should be recorded under the 'Implement' step. Ref. 8.3.5.4.

B Incorrect: This should be recorded under the Reporting heading in the Risk Management Strategy. Ref. A.24.4.

C Incorrect: All stage tolerances are allocated by the Project Board, not the Project Manager. Ref. Figure 10.1.


D Correct: Project Assurance is responsible for ensuring that all aspects of risk management in the project are in line with the Risk Management Strategy. Ref. 8.4/C.7.1.

E Correct: This shows the responsibility for a risk management activity. Ref. 8.3.5.1 / A.24.2.

5 A Correct: This provides guidance on how proximity for risk events is to be assessed. Typical proximity categories will be imminent, within the stage, within the project, beyond the project. Ref. A.24.2.

B Incorrect: This is a proximity assessment for a specific risk which would be recorded in the Risk Register. Ref. A.25.

C Correct: This is an acceptable definition for what is meant by an imminent proximity risk. Ref. A.24.2.

D Incorrect: The proximity of a risk is irrelevant to its impact and does not offer guidance on how proximity will be assessed. Ref. A.24.2.

E Incorrect: This is a proximity assessment for a specific risk which would be recorded in the Risk Register. Ref. A.25.

6 A Correct: 'Project tolerance' means the amount of risk the project can take before escalation. As such, it records the level of risk expectations of corporate or programme management and the Project Board. Ref. A.24.2.

B Correct: This will enable the Project Board to assess risks before they reach the threshold level of risk exposure that will not be tolerated by corporate management. Ref. A.24.2.

C Incorrect: The Risk Management Strategy should define the risk expectations of corporate or programme management and the Project Board. Risk tolerance may be allocated to Team Managers. This would be recorded in the Work Package. Ref. A.24.2 / A.26.2.

D Incorrect: It is not the purpose of tolerance to pay for risk fallback plans. In addition, there should be a risk budget to fund responses to risk. Ref. A.24.2.

E Incorrect: The risk budget and how it will be used is contained in the Risk budget section. No tolerance is assigned to the risk budget. Ref. A.24.2.

Question: 6, Syllabus: RK, Part: B, Type: MG, SyllabusRef: RK0302, Level: 3

1 Correct [B]: This response will help to reduce the probability of the event occurring, but it may not be enough to totally prevent the risk from happening. Ref. 8.3.5.3.

2 Correct [D]: This response is transferring some of the financial impact of the threat to the third party supplier. Ref. 8.3.5.3.

3 Correct [B]: This response will help to reduce the probability of the event occurring, but it may not be enough to totally prevent the risk from happening. Ref. 8.3.5.3.

4 Correct [E]: This is based on trust and no action is taken. The threat is accepted. Ref. 8.3.5.3.5 Correct [C]: This response will only be actioned when MFH is in difficulty, i.e. when the risk has

become an issue. This will not change the likelihood of the risk occurring. Ref. 8.3.5.3.

6 Correct [B]: This may help the situation and reduce the probability of the risk occurring, but it is unlikely to totally prevent the risk from happening. Ref. 8.3.5.3.


Question: 7, Syllabus: CH, Part: A, Type: CL, SyllabusRef: CH0305, Level: 4

1 A Correct: Every project requires a Configuration Management Strategy. Products and responsibilities are always unique, so a simple reference to standards is insufficient. Ref. 9.3.1.

B Incorrect: The project's Configuration Management Strategy will define how products will be managed and stored for this project. This information will be used to create Work Packages for suppliers, explaining the 'Configuration Management requirements' they are to follow in this project. Ref. 9.3.1.1 / A.26.2.

C Incorrect: A reference to existing standards would be acceptable, together with the 'Roles and responsibilities' that also need to be recorded. This information does not have to be recorded in a separate document. It may be referenced in the Project Initiation Documentation, but under the heading of 'Configuration Management Strategy', not the 'Quality Management Strategy'. Ref. 9.3.1.1.

2 A Incorrect: This task should be assigned to project or programme support where available. Ref. C.9.1.

B Incorrect: This can be a central role, with responsibility for more than one project at any one time. Ref. C.9.

C Correct: Having created the corporate document control process, the MFH Quality Manager is a suitable person to take on this role. Ref. C.9.


Question: 7, Syllabus: CH, Part: B, Type: CL, SyllabusRef: CH0303, Level: 3

1 A Correct: If any proposed options would take the stage or project beyond agreed tolerances, an Exception Report should be prepared for that option. Ref. 9.3.3.4.

B Incorrect: The change has not yet been approved. Configuration Item Records affected by the change should be updated when implementing the change, or when taking corrective action. Ref. 15.4.8.

C Incorrect: An Exception Plan would be created to replace the Stage Plan for stage 3. This will not take place until an Exception Report has been approved. Ref. 9.3.3.4/5.

D Incorrect: An Exception Plan would be created to replace the Stage Plan for stage 3. This will not take place until an Exception Report has been approved. Ref. 9.3.3.4/5.

2 A Incorrect: The cost of the project will reduce to £1.25m. The Stage Plan for stage 3 will require an £100,000 of this budget to implement the change. Ref. Add Info.

B Incorrect: The cost of the project will reduce to £1.25m. The Stage Plan for stage 3 will require £100,000 of this budget to implement the change. Ref. Add Info.

C Correct: The cost of the project will reduce to £1.25m. The Stage Plan for stage 3 will require £100,000 of this budget to implement the change. Ref. Add Info.

D Incorrect: The cost of the project will reduce to £1.25m. The Stage Plan for stage 3 will require £100,000 of this budget to implement the change. Ref. Add Info.

3 A Incorrect: There are several risks that will impact upon the Restructuring project as a result of the de-scoping of Facilities services, e.g. the specification of the new software solution may no longer meet requirements. Ref. 9.3.3.2.

B Incorrect: This is a fact and will be taken into account when responses to the issue are considered. Ref. 9.3.3.2.

C Incorrect: This is a fact and will be taken into account when responses to the issue are considered. Ref. 9.3.3.2.

D Correct: This is a risk, because the specification was based upon the restructured Facilities processes and may not fulfil the needs of the existing Facilities processes. Ref. 9.3.3.2.

4 A Correct: The saving was estimated to be £20m but, with the de-scoping of Facilities services, this reduces to £10m. Ref. 9.3.3.2.

B Incorrect: These are the expected benefits to MFH generated by the new Government initiative. This is a separate project and not part of the Restructure project’s savings. Ref. 9.3.3.2.

C Incorrect: This relates to costs and not benefits. Ref. 9.3.3.2.D Incorrect: This relates to costs and not benefits. Ref. 9.3.3.2.


Question: 7, Syllabus: CH, Part: C, Type: AR, SyllabusRef: CH0402, Level: 4

1 True: All changes to the original requirements should be treated as requests for change. Ref. 9.2.4.

True: A request for change is any additional requirement or change to that which the project is set to deliver, which is what is given in the assertion. The answer is therefore A. Ref. 9.2.4.

2 False: Facilities services are no longer within the scope of the Restructuring project. Options should be considered for responding to the change and proposing a course of action to take. Ref. 9.3.3.3.

True: Consideration should be given to the effect each option will have on the project's time, cost, quality, scope, benefit and risk performance targets. 9.3.3.3 / 8.3.5.3.

3 True: This change will exceed the change budget and therefore the authority of the Project Board. It should be escalated to corporate management. Ref. 9.3.3.3.

True: This is a change and cannot be paid for by tolerances. Although the statement is true, it is not the reason for the assertion. The answer is ‘B’. Ref. Table 9.2.

4 False: If an Exception Plan is created to replace the Stage Plan for stage 3, this may require the revision of the products rather than their removal. Ref. 9.3.3.5 / 17.4.5.

True: All baselined versions should remain unchanged. These should be retained and archived to permit any future audit of the project management team's decisions, actions and performance. Ref. 9.3.2 / 18.4.5.

5 False: An Exception Report is used to present the options for dealing with issues, NOT an Exception Plan. Ref. 9.3.3.3.

False: The Project Board must escalate project tolerance deviations to corporate management. Ref. 10.3.1.1.

6 False: Tolerance should not be used to fund changes. Ref. Table 9.2.

True: The change budget is “the sum of money that will be used to fund the cost of requests for change.” Ref. 9.3.1.1.

Question: 8, Syllabus: PG, Part: A, Type: MG, SyllabusRef: PG0205, Level: 2

1 Correct [C]: This is a scope tolerance which defines the permitted variation of the scope of a project solution, e.g. MoSCoW prioritization of requirements (Must have, Should have, Could have and Won't have for now). Ref. Table 10.1

2 Correct [F]: The return on investment is a measureable benefit whose quantification can be proven. This is a Benefits tolerance. Ref. Table 10.1.


Question: 8, Syllabus: PG, Part: B, Type: MR, SyllabusRef: PG0401, Level: 4

1 A Incorrect: The Stage Plan should show the planned start and finish dates for the Work Package. The Team Manager may not have access to the Stage Plan. This information should be shown under the 'Joint agreements' section of the Work Package. Ref. A.26.2.

B Correct: The timescales and costs for the entire project should be contained in the Project Plan, not the Work Package. Ref A.16.2

C Correct: The Stage Plan should show the planned start and finish dates for the Work Package. The Team Manager may not have access to the Stage Plan. This information should be shown under the 'Joint agreements' section of the Work Package. Ref. A.26.2.

D Incorrect: 'Minimum disruption' is not a measurable deviation from a performance target. This should be recorded under 'Constraints' Ref. A.26.2.

E Incorrect: The Facilities Team Manager is doing similar work in parallel with the IT Team Manager, so it is essential that they liaise during the work. This should be recorded under 'Development interfaces'. Ref. A.26.2.

2 A Correct: This represents a risk tolerance (the threshold level of risk exposure, which, when exceeded, requires escalation to the next level of management) which should be recorded under the 'Tolerances' heading. Ref. A.26.2.

B Incorrect: This may require an interface with staff, but the statement itself is under the correct heading as it describes a restriction on the removal of existing equipment. Ref. A.26.2.

C Incorrect: This is correctly describing a constraint which will affect when the installation work can take place. Ref. A.26.2.

D Correct: This represents a cost tolerance, which, when exceeded, requires escalation to the next level of management. This should be recorded under the 'Tolerances' heading. Ref. A.26.2.

E Incorrect: The Facilities Team Manager will be providing information to, or may need information from, the IT Team Manager. This should be recorded under 'Development interfaces'. Ref. A.26.2.

3 A Correct: The PRINCE2 progress report from the Team Manager to the Project Manager is the Checkpoint Report and not the Highlight Report. Ref. 10.3.3.4.

B Incorrect: Reporting arrangements should contain details of the contents required, including products worked on. Ref. A.26.2.

C Correct: Anything to do with issues should come under the Problem handling and escalation section. Ref. A.26.2.

D Incorrect: The recording of risks should be added to the Problem handling and escalation section, not the Reporting arrangements section. Ref. A.26.2.

E Incorrect: Issues should be notified immediately. The impact analysis will take place afterwards. Ref. 9.3.3.1/2.

4 A Incorrect: Stage Plan is correct. It is reasonable to point to where the Stage Plan can be obtained. This may assist the Team Manager to produce the Team Plan. Ref. A.26.2.

B Correct: It is important to point to where Product Descriptions can be obtained if they are not provided in the Work Package. Ref. A.26.2.

C Incorrect: The person, role or group who will approve the completed products within the Work Package should be shown under the Approval method section. Ref. A.26.2.

D Incorrect: Project Assurance reviews Work Packages and confirms completion. Ref. Table 16.3.


E Correct: The Project Manager has to be advised as to when Work Packages have been completed. Advice from the Team Manager by email is an acceptable method. Ref. A.26.2/16.4.3.

Question: 8, Syllabus: PG, Part: C, Type: AR, SyllabusRef: PG0402, Level: 4

1 False: The Project Initiation Documentation contains project controls. These will be updated in the Managing a Stage Boundary process when planning the next stage. Ref. 17.4.1.

True: Project controls consist of end stage assessments and stage tolerances, as well as the monitoring and reports at project level. Ref. A.20.2.

2 True: The Project Manager will require regular progress reports from the supplier in order to monitor the progress of the Work Packages. Ref. 10.3.3/10.3.3.4.

True: The frequency of Checkpoint Reports will be agreed with the Team Manager and defined in the relevant Work Package(s). This is the reason for the assertion. The answer is therefore A. Ref. 10.3.3.

3 False: A Product Description explains the function and purpose of a product. There is no field for updating the name of the selected supplier. Ref. A.17.2.

False: The composition field is a list of the parts of the product. A Product Description does not record the status of a product. Ref. A.17.2.

4 True: A Checkpoint Report is used to report, at a frequency defined in the Work Package, the status of the Work Package. Ref. A.3.2.

False: Reporting is between the Team Manager and the Project Manager, not the Project Board. Ref. A.26.2.

5 False: The Team Manager should raise an issue. The Project Manager produces the Exception Report. Ref. 10.3.4.

True: The Team Manager reports any deviations by raising an issue. Ref. 10.3.4.

6 False: Benefit tolerances are set at project level in the Business Case. Ref. Table 10.1.

True: Business project assurance is responsible for monitoring the Business Case against project progress. Ref. C.7.1.

Question: 9, Syllabus: CD, Part: A, Type: MG, SyllabusRef: CS0205, Level: 2

1 Correct [C]: Quality: The Product Description specifies who the approvers for a product are. Before receiving a completed Work Package it is important to check that the quality requirements have been met. This is the application of the Quality theme. Ref. 15.4.3/6.3.2.3.

2 Correct [E]: Risk: Uncertain events that could have a favourable impact on the project’s objectives are treated as risks. This is applying the Risk theme. Ref. 8.2.1/15.4.6.

3 Correct [G]: Progress: The main progress controls available to the Project Manager include the authorizing of Work Packages and Work Package tolerance. This is applying the Progress theme. Ref. 15.4.1 / 10.3.1.3.


Question: 9, Syllabus: CD, Part: B, Type: MG, SyllabusRef: CS0301, Level: 3

1 Correct [C]: No baselined product should be changed without formal change control. Any request for change should be formally recorded in the Issue Register for audit purposes. This should be approved before any other documents are updated or created. Ref. 9.3.3.4.

2 Correct [E]: This would be recorded in the Lessons Log for use by future projects. Ref. 15.4.4.3 Correct [A]: A Work Package provides the formal instructions to start work. Ref. 15.4.1.4 Correct [C]: The Issue Register is updated with any potential problems raised by the Team

Manager. Ref. 15.4.1/2/4.

Question: 9, Syllabus: CD, Part: C, Type: MR, SyllabusRef: MP0401, Level: 3

1 A Correct: The Project Manager is responsible for agreeing the details in the Work Package. If in doubt, the Project Manager may ask the Project Board, or their delegated Project Assurance, to ensure that the appropriate resources required to undertake quality inspections and product approval are made available. Ref. C.3.1.

B Correct: Project Assurance has a responsibility to provide advice on appropriate reviewers. Ref. 16.4.1 / C.7.1.

C Incorrect: There is no uncertainty/risk stated. This is a problem that has been identified and should be raised as an issue to the Project Manager. Ref. 8.2.1 / 16.4.1.

D Incorrect: The Quality Register does not record concerns about reviewer resources. Ref. A.23.2.

E Incorrect: The Team Manager may raise an issue if the situation is not resolved. They do not raise Exception Reports. Ref. 16.4.2.

2 A Incorrect: The delay will be caused by the corrections, not the reviewing of the completed product.

B Incorrect: The Team Manager produces Checkpoint Reports, not Highlight Reports. Ref. 16.4.2.

C Correct: If any tolerances are forecast to be exceeded an issue must be raised. Ref. 16.4.2.

D Incorrect: The situation exists now, so it is an issue, not a risk. Ref. Table 9.1.E Correct: The result of the quality review must be recorded in the Quality Register. Ref.

16.4.2.3 A Correct: The Team Manager is responsible for capturing and recording the effort

expended. In addition, the status of each product should be determined and the viability of the Team Plan assessed. Ref. 16.4.2.

B Incorrect: The Team Manager does not have the authority to update the Stage Plan. The Team Manager may update the Team Plan, but he does not have the authority to increase the effort without the agreement of the Project Manager. Ref. 16.4.2.

C Incorrect: The Team Manager has agreed the Work Package with the Project Manager and cannot change it without approval. Ref. 10.3.1.1.

D Incorrect: This is a progress report and will not deal with the situation. It should be confirmed first and then raised as an issue so that it can be included in future Checkpoint Reports. Ref. 16.4.2.

E Correct: If any Work Package tolerances are forecast to be exceeded, an issue must be raised to notify the Project Manager. Ref. 16.4.2.

4 A Incorrect: The Quality Register will provide details of quality management activities, but it will not provide details of product approval. A.23.1

B Correct: The responsibilities in the Product Description will detail who is responsible for


approving the product. Ref. A.17.2.C Incorrect: The handover of completed products is not the same as the approval of

products. Ref. 17.4.4.D Correct: The 'Approval method' section in the Work Package should document the

person, role or group who will approve the completed products within the Work Package, and how the Project Manager is to be advised of completion of the products. Ref. A.26.2.

E Incorrect: The quality method will provide the method to be used to check the quality or functionality of the product. It will not provide the approval method. Ref. A.17.2.

5 A Incorrect: The Team Manager should raise an issue, not an Exception Report. Ref. 16.4.2.B Incorrect: Issues should be raised to the Project Manager at the point at which they are

identified. The Highlight Report is created by the Project Manager for the Project Board. Ref. 16.4.2.

C Incorrect: The Team Manager would check the Work Package for the interfaces to be maintained. The Team Manager is not required to look at the Communication Management Strategy. Ref. A.26.2.

D Correct: Development interfaces describe the interfaces that must be maintained while developing products. This includes people providing and receiving information. Ref. A.26.2.

E Correct: The term ‘issue’ covers any relevant event that has happened, was not planned, and requires management action. It can be a concern or query. Ref. 16.4.2 / 9.2.3.


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Nope, That’s the End!

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Yes, that one is an attempt at weary and ironic humour


Pagination Control
