PRINCE2 FOUNDATION AND PRACTITIONER CERTIFICATION EXAM TRAINING

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1 PRINCE2 FOUNDATION AND PRACTITIONER CERTIFICATION EXAM TRAINING Get ahead as a global project management professional

2 The Invensis Learning Advantage PEOPLECERT accredited certification training Learn from AXELOS certified partner Expert trainer, interactive sessions 4 practice exams to build confidence for the actual examination Exam fees included in the training course Get PRINCE2 Foundation and Practitioner certified in only 5 days Get PRINCE2 Foundation- certified on 3rd day of training Get PRINCE2 Practitioner- certified on 5th day of training Copy of the PRINCE2 course material provided Classes across 108+ locations worldwide Instructor-led training that is always on schedule 45 PDUs certificate offered Global approvals and accreditations The Importance Of PRINCE2 Short for PRojects IN Controlled Environments, PRINCE2 is a set of globally-recognized project management standards. Initially used by the UK government, these practices have become the norm in many private organizations around the world. Understanding PRINCE2 concepts and methods is recommended for project managers, both employed and aspiring, who want to transform the way they work in project environments and grow in their roles. Potential employers consider a PRINCE2 credential as proof of a candidate s knowledge of project management.

3 About PRINCE2 Certifications PRINCE2 Foundation is the entry-level certification to build knowledge in this subject area. There are no pre-requisites to take the PRINCE2 Foundation exam. PRINCE2 Practitioner is the second-level certi ication. You must have passed one of the following certification examinations: PRINCE2 Foundation Project Management Professional (PMP) Certified Associate in Project Management (CAPM) IPMA Level A (Certified Projects Director) IPMA Level B (Certified Senior Project Manager) IPMA Level C (Certified Project Manager) IPMA Level D (Certified Project Management Associate) Benefits of PRINCE2 Certification Opens up opportunities Project your skills as a global professional Builds knowledge and skills Widely applicable knowledge Recognized and sought by renowned companies all over the world, a PRINCE2 credential can broaden your career prospects in project management and help you move into senior roles. For recruiters, PRINCE2 certification showcases your commitment to your chosen field of project management, as well as your capabilities and education to manage projects successfully. You can learn about managing projects and how to work in a project environment by implementing a globallyrecognized method. By providing only a structured framework, the PRINCE2 methodology can be customized and scaled to suit the requirements of a project in any industry or part of the world.

4 Course Overview PRINCE2 Foundation Certification Exam Training 1. Overview, Principles and Tailoring PRINCE2 to the Project Environment Six aspects of project performance to be managed Definition of a project Four integrated elements of principles, themes, processes and the project environment upon which PRINCE2 is based Customer/supplier context of a PRINCE2 project Benefits of using PRINCE2 Seven principles Characteristics of a project Definition of a project output, an outcome, a benefit and a dis-benefit The purpose of the Business Case theme The purpose of a: Business Case Benefits Review Plan Identify outputs, outcomes, benefits and dis-benefits Roles within the Organization theme The purpose of the Organization theme The three project interests and how these are represented within the three levels of the project management team structure The responsibilities and characteristics of the role of the: Project Board Project Manager Project Assurance Change Authority Team Manager Project Support What a stakeholder is 2. Business Case (BC) Theme 3. Organization (OR) Theme The purpose of the Communication Management Strategy

5 4. Quality (QU) Theme Recall the recommended quality review team roles The purpose of the Quality theme The difference between Quality Assurance and Project Assurance The objectives of the quality review technique The difference between quality planning, quality control and quality assurance The difference between customer s quality expectations and acceptance criteria The purpose of a: Project Product Description Product Description Quality Register Quality Management Strategy Levels of plan recommended by PRINCE2 Four tasks of product-based planning The purpose of the Plans theme 5. Plans (PL) Theme The levels of plans, their purpose and the interrelationship between the: Project Plan Stage Plans Team Plans Exception Plan The tasks within the product-based planning technique The definition of a risk and the difference between a threat and an opportunity The recommended risk response types and whether they are used to respond to a threat or an opportunity The difference between a risk owner and a risk actionee The purpose of the Risk theme 6. Risk (RK) Theme

6 6. Risk (RK) Theme The steps within the recommended risk management procedure. This should include: Identify the context and therefore the influences on a project s Risk Management Strategy Identify the threats and opportunities that may affect a project s objectives Estimate risks to assess their probability, impact and proximity Evaluate the net effect of all risks on a project when aggregated together Plan risk management responses Implement planned risk management responses, identifying an appropriate risk owner and/or risk actionee Communicate information related to risks, both within the project and externally to stakeholders The purpose of a risk budget The risk probability, risk impact and risk proximity The difference between cause, event and effect when expressing a risk The purpose of a: Risk Management Strategy Risk Register The concept of risk appetite and risk tolerance 7. Change (CH) Theme Three types of issues Five typical activities of configuration management The purpose of the Change theme The purpose of a change budget The purpose of a: Project Plan Stage Plans Team Plans Exception Plan The steps in the recommended issue and change control procedure

7 Lines of authority and reporting between the four levels of management The difference between event-driven and time-driven controls The purpose of the Progress theme The concept of management stages and the difference between management and technical stages The factors to consider in identifying management stages Tolerance(s): when and how tolerances are set and exceptions reported, in which management products tolerances are documented and how management by exception applies to the different levels of management The purpose of a: Daily Log Lessons Log Work Package The purpose of a: End Stage Report End Project Report Lessons Report The purpose of a: Checkpoint Report Highlight Report Exception Report The purpose of the SU process The objectives of the SU process The context of the SU process The purpose of a Project Brief The purpose of the DP process The objectives of the DP process The context of the DP process The purpose of the IP process The objectives of the IP process The context of the IP process 8. Progress (PG) Theme 9. Starting up a Project (SU) Process 10. Directing a Project (DP) Process 11. Initiating a Project (IP) Process The purpose of a Project Initiation Documentation (PID)

8 12. Controlling a Stage (CS) Process The purpose of the CS process The objectives of the CS process The context of the CS process 13. Managing Product Delivery (MP) Process The purpose of the MP process The objectives of the MP process The context of the MP process 14. Managing a Stage Boundary (SB) Process The purpose of the SB process The objectives of the SB process The context of the SB process 15. Closing a Project (CP) Process The purpose of the CP process The objectives of the CP process The context of the CP process 16. Summary and Directed Studies 17. Review of Key Concepts

9 Course Overview PRINCE2 Practitioner Certification Exam Training 1. Overview, Principles and Tailoring PRINCE2 to the Project Environment Difference between embedding and tailoring PRINCE2 Context of a customer/supplier environment and how it affects the application of the themes, processes and management products within a project 2. Business Case Theme The recommended composition of a: Business Case, and in which process(es) it is developed, verified, maintained and confirmed and which roles are responsible for this Benefits Review Plan, and in which process(es) it is developed, used and reviewed and which roles are responsible for this The relationship between a program s Business Case and a project s Business Case How to identify appropriate information, using the recommended composition, for inclusion in the Business Case and Benefits Review Plan Identify outputs, outcomes, benefits and dis-benefits Analyze whether the Business Case and Benefits Review Plan, using the recommended composition, are fit for purpose, with reasons, and whether the appropriate roles have been involved in their development and maintenance throughout the life of a project 3. Organization (OR) Theme How the four levels of the project management structure apply to the process model The relationship between the Communication Management Strategy and other products and themes The recommended composition of a Communication Management Strategy, in which process(es) it is developed, used and reviewed and which roles are responsible for this Identify an appropriate project management team structure and role descriptions, including acceptable role consolidations or sharing Identify appropriate information, using the recommended composition, for inclusion in a Communication Management Strategy Analyze whether the following products, using the recommended composition, are fit for purpose, with reasons, and whether the correct roles have been involved in their development and maintenance throughout the life of a project. Including: Project management team structure Communication Management Strategy

10 4. Quality (QU) Theme The PRINCE2 approach to quality - quality audit trail The recommended composition of a Project Product Description Product Description Quality Register Quality Management Strategy and in which process(es) they are developed, used and reviewed and which roles are responsible for this Identify appropriate information, using the recommended composition, for inclusion in the Project Product Description, Product Description, Quality Register and Quality Management Strategy Identify appropriate actions and responsibilities when applying the quality review technique to a given product Identify appropriate actions and responsibilities when applying quality planning and quality control to a given project Analyze whether the Project Product Description, Product Description, Quality Register and Quality Management Strategy, using the recommended composition, are fit for purpose, with reasons, and whether the appropriate roles have been involved in their development and maintenance throughout the life of a project Use of the quality review technique for a given product Whether quality planning activities have been, or are scheduled to be,undertaken appropriately during the execution of a project, with reasons, and whether the appropriate roles have been involved. Including: Understanding and documenting the customer s quality expectations and the project s acceptance criteria in the Project Product Description Formulating a Quality Management Strategy and setting up a Quality Register Whether quality control activities have been, or are scheduled to be,undertaken appropriately during the execution of a project, with reasons, and whether the appropriate roles have been involved. Including: Carrying out the quality methods Maintaining quality and approval records Gaining acceptance

11 5. Plans (PL) Theme The recommended composition of a Plan, in which process(es) it is developed, used and reviewed, and which roles are responsible for this Identify appropriate information, using the recommended composition, for inclusion in a Plan (excluding the schedule) Identify the appropriate actions and responsibilities when applying the productbased planning technique, including the creation of Product Descriptions, a product breakdown structure and a product flow diagram Analyze whether a Plan (excluding the schedule), using the recommended composition, is fit for its purpose, with reasons, and whether the appropriate roles have been involved in its development and maintenance throughout the life of a project Whether the Product-based planning technique has been applied appropriately. This should include analyzing the appropriate application of Product Descriptions, a product breakdown structure and a product flow diagram, with reasons 6. Risk (RK) Theme The recommended composition of a: Risk Management Strategy Risk Register and in which process(es) they are developed, used and reviewed, and which roles are responsible for this The concept of inherent, secondary and residual risks Identify appropriate information, using the recommended composition, for inclusion in the Risk Management Strategy and Risk Register Identify the appropriate actions and responsibilities when applying the steps within the recommended risk management procedure Identify primary and secondary risks and estimate inherent and residual risks Whether the products listed in the Risk Management Strategy and Risk Register, using the recommended composition, are fit for purpose, with reasons, and whether the appropriate roles have been involved in their development and maintenance throughout the life of a project Whether activities undertaken during the execution of the recommended risk management procedure are appropriate, with reasons, and whether the appropriate roles have been involved

12 7. Change (CH) Theme Identify in which process(es) issues are captured and managed, and which roles are responsible Identify in which process(es) a change budget and a Change Authority are agreed and which roles are responsible Identify the recommended composition of a: Configuration Management Strategy Configuration Item Record Issue Report Issue Register Product Status Account and in which process(es) they are developed, used and reviewed, and which roles are responsible for this Identify appropriate information, using the recommended composition, for inclusion in the products listed above Identify the appropriate type for a given issue Identify the appropriate actions and responsibilities when applying the recommended issue and change control procedure Identify appropriate resource(s) for the role of Change Authority Identify the appropriate actions and responsibilities when applying the typical activities of configuration management Analyze whether the Configuration Management Strategy, Configuration Item Record, Issue Report, Issue Register and Product Status Account, using the recommended composition, are fit for purpose, with reasons, and whether the appropriate roles have been involved in their development and maintenance throughout the life of a project Analyze whether activities undertaken during the execution of the recommended issue and change control procedure are appropriate, with reasons, and whether the appropriate roles have been involved. Including activities associated with: Capturing and analyzing to determine the type of issue and whether it can be managed informally or formally Examining an issue to determine its impact Proposing a course of action Deciding on appropriate course of action Implementing agreed action Analyze whether the typical activities of configuration management have been undertaken appropriately, with reasons, and whether the appropriate roles have been involved. Including activities associated with: Planning what level of configuration management is required Identifying configuration items Controlling configuration items Status accounting Verifying and auditing configuration items

13 8. Progress (PG) Theme Identify the recommended composition of a: Work Package Lessons Log Checkpoint Report Highlight Report End Stage Report Exception Report End Project Report Lessons Report and in which process(es) they are developed, used and reviewed, and which roles are responsible for this Identify appropriate information, using the recommended composition, for inclusion in the products listed above Identify the appropriate actions and responsibilities when applying the concept of management by exception Analyze whether the products listed above, using the recommended composition, are fit for purpose, with reasons, and whether the appropriate roles have been involved in their development and maintenance throughout the life of a project Whether activities undertaken to manage by exception during the execution of the project were applied appropriately, with reasons, and whether the appropriate roles have been involved 9. Starting up a Project (SU) Process Identify the following activities within the SU process and the responsibilities within them: Appointing the Executive and the Project Manager Capturing previous lessons Designing and appointing the project management team Preparing the outline Business Case Selecting the project approach and assembling the Project Brief Planning the initiation stage Identify how the seven themes may be applied within the SU process Identify the recommended composition of a Project Brief and in which process(es) it is developed, used and reviewed, and which roles are responsible Identify appropriate information, using the recommended composition, for inclusion in the Project Brief Identify the recommended SU process actions when carrying out the activities listed above Analyze whether the Project Brief, using the recommended composition, is fit for its purpose, with reasons, and whether the appropriate roles have been involved in its development and maintenance throughout the SU process Analyze whether the recommended SU process actions have been undertaken appropriately, with reasons, and whether the appropriate roles have been involved when carrying out the activities listed above

14 10. Directing a Project (DP) Process Identify the following activities within the DP process and the responsibilities within them: Authorizing initiation Authorizing the project Authorizing a Stage or Exception Plan Giving ad hoc direction Authorizing project closure Identify how the seven themes may be applied within the DP process Analyze whether the recommended DP process actions have been undertaken appropriately, with reasons, and whether the appropriate roles have been involved when carrying out the activities listed above 11. Initiating a Project (IP) Process Identify the following activities within the IP process and the responsibilities within them: Preparing the Risk Management Strategy Preparing the Configuration Management Strategy Preparing the Quality Management Strategy Preparing the Communication Management Strategy Setting up the project controls Create the Project Plan Refining the Business Case Assembling the Project Initiation Documentation Identify how the seven themes may be applied within the IP Process Identify the recommended composition of the Project Initiation Documentation, and in which process(es) it is developed, used and reviewed, and which roles are responsible Identify the recommended IP process actions when carrying out the activities listed above Analyze whether the Project Initiation Documentation, using the recommended composition, is fit for its purpose, with reasons, and whether the appropriate roles have been involved in its development and maintenance throughout the IP process Analyze whether the recommended IP process actions have been undertaken appropriately, with reasons, and whether the appropriate roles have been involved when carrying out the activities listed above

15 12. Controlling a Stage (CS) Process Identify the following activities within the CS process and the responsibilities within them: Authorizing a Work Package Reviewing Work Package status Receiving completed Work Packages Reviewing the stage status Reporting Highlights Capturing and examining issue and risks Escalating issues and risks Taking corrective action Identify how the seven themes may be applied within the CS process Identify the recommended CS process actions when carrying out the activities listed above Analyze whether the recommended CS process actions have been undertaken appropriately, with reasons, and whether the appropriate roles have been involved when carrying out the activities listed above 13. Managing Product Delivery (MP) Process Identify the following activities within the MP process and the responsibilities within them: Accepting a Work Package Executing a Work Package Delivering a Work Package Identify how the seven themes may be applied within the MP process Identify the recommended MP process actions when carrying out the activities listed above Analyze whether the recommended MP process actions have been undertaken appropriately, with reasons, and whether the appropriate roles have been involved when carrying out the activities listed above 14. Managing a Stage Boundary (SB) Process Identify the following activities within the SB process and the responsibilities within them: Planning the next stage Updating the Project Plan Updating the Business Case Reporting stage end Producing an Exception Plan Identify how the seven themes may be applied within the SB process Identify the recommended SB process actions when carrying out the activities listed above Identify whether the recommended SB process actions have been undertaken appropriately, with reasons, and whether the appropriate roles have been involved when carrying out the activities listed above

16 15. Closing a Project (CP) Process Identify the following activities within the CP process and the responsibilities within them: Preparing planned closure Preparing premature closure Hand over products Evaluate the project Recommend project closure Identify how the seven themes may be applied within the CP process Identify the recommended CP process actions when carrying out the activities listed above Analyze whether the recommended CP process actions have been undertaken appropriately, with reasons, and whether the appropriate roles have been involved when carrying out the activities listed above 16. Summary and Directed Studies 17. Review of Key Concepts Learning Outcomes After completing the PRINCE2 Foundation and Practitioner certification training program, you will: 1. Know the terms, concepts, themes, principles, themes, processes and responsibilities of the PRINCE2 framework 2. Gain an understanding of the principles, processes, themes, the project s environment and roles and explain how these are applied on or involved with a project 3. Gain competency in using the themes appropriately, creating management products and tailoring and applying themes and processes according to the demands of a project scenario 4. Be able to evaluate planned and completed project events and identify if the PRINCE2 standards have been appropriately applied

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