Beruflich Dokumente
Kultur Dokumente
promising : Turned
power on and no smoke
detected -- this time...
Elements will be
phased in
gradually as
the software
matures:
It's late!
Good,
butperhaps a
little more
detail here ?
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Licensing
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Crammin
Copyright & licensed materials See inside cover for details
Id offer you good luck but what you need is application not luck
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
The combination of the depth and rigour of these materials and your
attention to the work required is all you need
Come back to us for a non-exam focus if you ever want to create real
capability to use PRINCE2
See www.logicalmodel.net/prince2exams
Section: 1 Page i
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PRINCE2 Practitioner
Completing this guide BEFORE
the exam isnt fool-proof, but is
very close to an assured pass )
Taking your exam unprepared is
foolish and avoidable. It is
possible to pass without focussed
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
Dont start on the eve of the
course!
Dont work under pressure and
fail to finish
Section:1
Pre Course
Preparation
Guide
Section: 1 Page ii
Read Me First!
Study Resources
Copyright & licensed materials See inside cover for details
The online (iOS Android & PC) animated and narrated videos
The course slides
This workbook
Online exams &
Downloadable revision aids.
You may also have bought the expensive (and with these
materials also unnecessary) PRINCE2 Official Manual (OM)
the Big Grey-Blue book**.
The online sound track & its transcript are so detailed you dont
need the OM
Since all this is free go compare what you get from anyone
else for x00s of $ .
Studying your resources could take 15 to 30 hours or more
(or less!) of your TIME, money matters but time spent
studying weak, poor, thin material that mostly says Now go
read the manual really is not much of an investment is it?
S:1.1.1
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S:1.1.2
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S:1.1.3
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Read all of S:1 then if you have the OM use the whole of
the inside front cover hand-draw the above in landscape
layout* (otherwise use your fresh new PRINCE2 Project
Managers Daily Log (A7) ie notebook!
Write-out each activity name and leave space for products
created, roles involved, major steps
Browse these materials to gauge the details that may be added
as you study (Making your own hand-made notes will aid recall)
S:1.1.4
PRINCE2 is made up of 7 Processes that contain 40 activities, 7 themes, 7 principles, 2 Techniques, 26 document
templates
and 9 management
All will5th
be explained
when
into the course notes in S:2
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Ltd 2015,roles:
P2:2009
Ed 1st Imp,
Vn:you
30get
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Step 1
Study Resources
Copyright & licensed materials See inside cover for details
S:1.1.5
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Step 1 Cont.
Study Resources
Copyright & licensed materials See inside cover for details
The details in my materials over-view & link all the bits, but
they are not allowed into the exam (unless copied, by hand
into a copy of the OM.)
Quotes
Foundation questions often require recognition of quotes from
the manual (The exam checks you know its contents) so the
videos and slide retain many quotes all are introduced as
Quote. or shown in double-quote-marks.
The video eLearning narrations (& transcripts) are carefully
crafted to include all key phrases. They are absolutely
complete in their coverage of the official manuals guidance
S:1.1.6
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Step 1 Cont.
Study Resources
Copyright & licensed materials See inside cover for details
Recap
Skim S:1 & S:2 now, serially, in 5 minutes or less!
DONT 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)
S:1.1.7
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Step 1 Cont.
Study Resources
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S:1.1.8
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Step 1 Finished
Study Resources
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S:1.1.9
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Starting Studying
in Earnest
Copyright & licensed materials See inside cover for details
S:1.1.10
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Create a
Study Schedule
Copyright & licensed materials See inside cover for details
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
Target Date
NOW!
Completed
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
S:1.1.11
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A13-Issue Report
A10-Exception Report
A14-Lessons Log
A15-Lessons Report
A8-End Project Report
A7-Daily Log
A26-Work Package
A3-Checkpoint Report
A11-Highlight Report
A5-Configuration Item Records
A25-Risk Register
A23-Quality Register
A12-Issue Register
A17-Product Description
A18-Product Status Account
A16-Plan (Stage)
A9-End Stage Report
S:1.1.12
C = Created
U = Updated
S = Archived (Saved)
A = Authorised
I = Input
O= Output
Others as you need, Eg in Reports
H=Highlight, ES=EndStage
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PRINCE2 Practitioner
1.2: Quick-Start
Overview
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Page: 1 of 10
13
DP
IP Initiation Stage
Starting
up a
Project
(SU)
Initiating
a Project
(IP)
Directing a Project
(DP)
1st Delivery Stage
CS
Controlling
a Stage
(CS)
12 14 15
16
Managing a
Stage Boundary
(SB)
SB
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 projects 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 projects needs. Skilfully used PRINCE2 is a powerful and light-weight tool.
Insightful use of P2 assists any organisation embarking on the management of change.
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'.
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 isnt
all easy!
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
1.2.1 Red Soup
Page- S:1.2.- 1 -
23
Process Numbers
SU
SB CS Last Delivery CP
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
23
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13
DP
IP Initiation Stage
Starting
up a
Project
(SU)
improvements into your world. You might, when you are 'registered' want to contact us for
assistance with those wider conversations.
Initiating
a Project
(IP)
Directing a Project
(DP)
1st Delivery Stage
CS
Controlling
a Stage
(CS)
12 14 15
16
Managing a
Stage Boundary
(SB)
SB
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. Id 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).
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 SUs end. Maintaining the team persists
through every stage (sprint, release or phase pick your term) as the organisation theme discusses.
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 dont produce some change to the world are cost without value.
Everything a project makes, amends or acquires is a product. Every change that results from the
project is a product. The sum total of the products must totally resolve the projects objectives aka
goals.
Products are not necessarily physical: a culture change is a product. Products are not necessarily
deliverables: a progress report is a product.
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. Some products may stay within the scope of the project EG A specification
received by designers, low-level test results and team members progress reports. The team members
progress report may be a product that does not outlive the project, except as filed away for future
audits.
Processes - The procedures and work packages (activities) sequenced steps of product creation and
project control,
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
Page- S:1.2.- 2 -
23
Process Numbers
SU
SB CS Last Delivery CP
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
23
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13
DP
IP Initiation Stage
Starting
up a
Project
(SU)
Initiating
a Project
(IP)
Directing a Project
(DP)
1st Delivery Stage
CS
Controlling
a Stage
(CS)
12 14 15
Business case the motivating force that describes the objectives and justifies the
16
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
PRINCE2s term for any 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 methods formulation: but this
is 'real-world, talk not exam preparation
Managing a
Stage Boundary
(SB)
SB
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
The 40 activities or management work-packages create management products (recall: any work-package
that doesnt 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).
We will explore the details of the role holders duties later. For now the defined roles they hold
are:
The executive who has the vote in project board decisions,
The senior user(s) who say what is wanted or provides resources that can say,
The senior supplier(s) who provide resources that can build
what is specified.
Page- S:1.2.- 3 -
23
Process Numbers
SU
SB CS Last Delivery CP
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
23
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13
DP
IP Initiation Stage
Starting
up a
Project
(SU)
Initiating
a Project
(IP)
Directing a Project
(DP)
1st Delivery Stage
CS
Controlling
a Stage
(CS)
12 14 15
16
Managing a
Stage Boundary
(SB)
SB
control budget.
The project manager who orchestrates all day to day activity, possibly helped by
some
Team managers to oversee specialist technical team activity.
Project support staff may help the project manager with management and admin
task, and finally some
Technical staff aka specialists aka subject matter experts who do the real work of creating,
acquiring and amending outputs from which the outcomes arise to generate the benefits.
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" ]
Often within my diagrams role-holders 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. Businessas-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!
PRINCE2 describes the producers and receivers of the projects 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.
Page- S:1.2.- 4 -
23
Process Numbers
SU
SB CS Last Delivery CP
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
23
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13
DP
IP Initiation Stage
Starting
up a
Project
(SU)
Initiating
a Project
(IP)
Directing a Project
(DP)
1st Delivery Stage
CS
Controlling
a Stage
(CS)
12 14 15
16
Managing a
Stage Boundary
(SB)
SB
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 whose tasks accomplish some part of
project planning and control.
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.
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
teams planning and control activities through project start, middle and end.
A "stage" is the PRINCE2 term for a period of time (and other constrains such as budget) within which
the project manager has authority to operate day-to-day project control.
A PRINCE2 project has a minimum life-span of the Starting up a Project (SU) process plus two stages.
PRINCE2 projects always have an Initiation Stage and at least one Delivery [ Benefits Enabling ] Stage.
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).
Page- S:1.2.- 5 -
23
Process Numbers
SU
SB CS Last Delivery CP
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
23
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13
DP
IP Initiation Stage
Starting
up a
Project
(SU)
Initiating
a Project
(IP)
Directing a Project
(DP)
1st Delivery Stage
CS
Controlling
a Stage
(CS)
12 14 15
When some result is required it should be delegated in outcome terms (using a A26-Work
16
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 (who may also have to escalate it).
PRINCE2 describes an 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.
Managing a
Stage Boundary
(SB)
SB
Page- S:1.2.- 6 -
23
Process Numbers
SU
SB CS Last Delivery CP
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
23
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13
DP
Directing a Project
(DP)
IP Initiation Stage
Starting
up a
Project
(SU)
CS
Initiating
a Project
(IP)
Controlling
a Stage
(CS)
12 14 15
16
Managing a
Stage Boundary
(SB)
SB
In a Nutshell
Project
mandate
P: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
PRINCE2s control so it will be in any format the producer chooses.
Project
Outputs
In SU Programme Management or Corporate Management appoint the projects 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.
0.
0.
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!
Page- S:1.2.- 7 -
23
Process Numbers
SU
SB CS Last Delivery CP
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
23
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13
DP
IP Initiation Stage
Starting
up a
Project
(SU)
The three activities of MP are each used once per specialist A26-Work Package within a stages
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.
Initiating
a Project
(IP)
Directing a Project
(DP)
1st Delivery Stage
CS
Controlling
a Stage
(CS)
12 14 15
16
Managing a
Stage Boundary
(SB)
SB
0.
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.
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. Id 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 projects outputs at the start.
Products are always defined in acceptance criteria terms. Verified creation and hand-over of the
projects outputs into business as usual not only enables the projects outcome but also
acknowledges the suppliers discharge of their duty.
Outcomes result in the benefits that are claimed in the A2-Business Case 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 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.)
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 projects 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).
3.1.2 The 7 Principles and Themes Woven Through The Processes Page- S:1.2.- 8 -
23
Process Numbers
SU
SB CS Last Delivery CP
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
23
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13
DP
IP Initiation Stage
Starting
up a
Project
(SU)
3.1.2.1 The Start Creates Controls, The Middle Uses Them and Maintains
Them (The End Dismantles Them)
Initiating
a Project
(IP)
Directing a Project
(DP)
1st Delivery Stage
CS
Controlling
a Stage
(CS)
12 14 15
16
Managing a
Stage Boundary
(SB)
SB
Perhaps obvious is that all definition, identification or initial development in the previous bulletpoints 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.
3.1.3 Techniques
The official manual gives description of only two techniques and what is described for each of them is scant:
3.1.3 Techniques
Page- S:1.2.- 9 -
23
Process Numbers
SU
SB CS Last Delivery CP
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
23
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4 Summary
Page: 10 of 10
13
DP
IP Initiation Stage
Starting
up a
Project
(SU)
Initiating
a Project
(IP)
Directing a Project
(DP)
1st Delivery Stage
CS
Controlling
a Stage
(CS)
12 14 15
16
Managing a
Stage Boundary
(SB)
SB
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.
3.1.3 Techniques
Page- S:1.2.- 10 -
23
Process Numbers
SU
SB CS Last Delivery CP
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
23
Good,
butperhaps a
little more
detail here ?
Section 2
Results are
promising : Turned
power on and no smoke
detected -- this time...
Elements will be
phased in
gradually as
the software
matures:
It's late!
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PRINCE2 Practitioner
Section: 2 Page 0
2: Course Notes
will be
phased in
gradually as
the prodct matures:It's late!
Good,
butperhaps a
little more
detail here ?
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Be Qualified,
Those who think education expensive have not yet accounted for what they pay daily for ignorance
P2 Exam Cram Assessed by PEOPLECERT Dec 2014 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
Some pages numbers are omitted it isnt an error its my means to insert pages later without renumbering everything afterwards
3
3
PRINCE2 is A Registered
Trade Mark of AXELOS
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Double quotes () are used to denote text quoted from the above document
All of the diagrams within are carefully, exhaustively and completely base on the above document
None of the diagram are copied in whole or significant part from the above document
ATOs offer training courses & can book candidates onto exams via their linked EI
The EI assures the ATOs Course Materials, Quality system and Competency
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Course Objectives
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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.) manuals idea of how to run
projects
Matched to the 2013 exam revisions (as of Jan 2015 these are both the most recent)
Provide ALL the officially available AXELOS practice exams before you face the
real exam (& more in our extensive library of practice quizzes & tests for an extra confidence boost)
If, and when your interest becomes one of implementing PRINCE2 in a real
world context for true ROI please eMail p2@logicalmodel.net to discuss
Moving from newly qualified to able to embed PRINCE2 into daily working
practices always benefits from assistance - call me to discuss your needs
P2 has some cannot be beaten content and (in my humble opinion-imho) some less sound content. But that is irrelevant for exams.
Exams test only that you know the OMs content: The exams purpose is to ensure two (or more) qualified individuals can discuss how we
will
manage this project given our and its idiosyncrasies. Knowing how to tailor & embed P2 takes more than just an exam pass
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Study Approach
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Study Materials
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The FREE materials plus your focussed work ethic are everything you need to pass. IF you want more
confidence then I provide Extras too. See Whats Xtra!
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Layered Approach
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DP
IP
Starting Up
A Project
(SU)
12
13
Initiation Stage
Initiating A
Project
(IP)
14
Managing A
Stage Boundary
SB
(SB)
Controlling A
Stage (CS)
12
Managing A
Stage
Boundary
(SB)
15
17
Managing Product Delivery
(MP)
16
SB
MP
CS
Last Delivery
Stage
CP
Closing A
Project
(CP)
18
14
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DP1
Not a stage
Pre Project
1st Stage
Mandatory
Mandatory
1st
DP2
DP3
DP3
Specialist Stage
(may be 1st & last)
Initiation Stage
Possible
Subsequent
stages
DP3
DP5
Last stage
2nd Delivery
Stage
A Delivery
Stage
nth
Stage
Management Stages
Initiation Stage
(Initiating A Project)
14.4.6 Creates the
Project plan.
Complete but detail decrease
with time to horizon
Delivery Stage
Controlling A Stage
A16-Stage Plan
Managing
Product Delivery
(16.4.)
Starting Up A Project
12.4.6 Plan Initiation
Stage
The horizon is not
far off at this point in
the project!
14
Delivery Stage
Controlling A Stage
A16-Stage Plan
Managing
Product Delivery
(16.4.)
Project Plan
17.4.1 Plan Next Stage
17.4.2 Update the
Project Plan
Delivery Stage
Controlling A Stage
A16-Stage Plan
Managing
Product Delivery
Updated
Updated
(16.4.)
Project Plan
Closing A Project
18.4.1 Prepare
planned closure
Update Project Plan
with actuals
15
Course Resources
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20 Key Milestones For Solid Preparation A Free Study Diary available on request
All these slides which include the most detailed theme and process maps available
from any source (see This and This as examples)
Official Exam Papers THE essential revision aids required to achieve a pass
Revision Aid with the theme and process maps and P2 templates all hyperlinked
Compatible with iOs, Android and PC
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If you have a review comment about something I can take action on please tell me the
action you would like taken before leaving a negative comment.
I promise if I can fix it I will hopefully then you can leave a positive comment and we will both be
happy.
Comments are always welcomed and acted upon but will you present them too late to make the
study experience better for you?
If I dont know it is unlikely I will fix it, If I do know I can at least try
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Commercial Use
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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 (thats 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
didnt get a cut. Let me know and Ill split what I recover with you
If you are evaluating these materials with a view to commercial use you should consider
1) The Student Workbooks structure and contents - See Resources in the player header
2) The Revision & QuickReference tool free from http://www.logicalmodel.net/shop/
3) These materials methodical journey from overview to detail that builds through the
slides in the presentation materials see particularly slides This, This, This, This, This,
This & This. But really you should put at least the 1st 100 slides through a projector and
follow the story-line to properly gauge
4) Integration with explicit reference to the syllabus & exam guidance see This, This & This
5) The completeness of the slide guidance notes that remove the need for (and cost of) the
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official manual for every student
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A niche consultancy delivering training, mentoring and consulting services in control & governance of project based benefits
realisation We know too much of what is put forward as PM capability is bullshit & we know how to fix it
LMLs purpose is to improve the project management state of the art through popularisation of OutcomeDelivery and New Generation
Thinking. #pm_ngt is common-sense (which I suggest is obvious after it is observed not necessarily is widely-known)
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Continued
Dimension Four Benefits Realisation
Method training and consultancy
PRINCE2 & PMBoK Guide in the realworld &
Exam preparation for PMP or PRINCE2
P2 for free (with an exam booking)
Implementing IT Governance using the
CobiT Framework
Implementing Benefits Realisation &
Lessons Learned processes
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Chapter 2
Exam Cram Confidence
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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
DP=Directing A Project
SU
DP
IP
CS
SB
SB CS
MP
CP
MP
Explanations soon:
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PRINCE2 Conventions
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These materials are [ in places! ] close to a plain extract from the 2009 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
Sometimes a careful paraphrasing that reduces words while maintaining content
Also used when the idea is odd, weak or even (imho) wrong
In My Humble Opinion
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Abbreviations
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PM = Project Manager,
SU = Senior User(s),
CC = Change Authority
PS = Project Support,
SS = Senior Supplier(s),
TM = Team Manager
The 7 Process names EG Starting Up A Project (they are all of the ing form)
Activity names are in [ ] use all lower case (except included nouns) and include
the manuals section # (which will always be x.4.1/2/3/)
EG [13.4.5 Authorise project closure]
EG [12.4.1 Appoint the Executive and the Project Manager] or
[14.4.8 Assemble the Project Initiation Documentation]
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Procedural framework
The flow of activities
Management products
Roles
Themes
Principles
Syllabus
Learning levels
ALL the Activities
Some terminology
Chapter 3
Introducing PRINCE2
Breadth Without Depth
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36
36
37
13
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SU
DP
IP Initiation
Starting
Up A
Project
(SU)
Stage
Initiating
A Project
(IP)
Controlling
A Stage
(CS)
12 14 15
16
Managing A
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Stage Boundary
(SB)
SB
37
CS
Directing A Project
(DP)
SB CS Last Delivery CP
Stage
Managing
A Stage
Boundary
(SB)
Closing
A Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
38
Project
mandate
P:CoPM
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Authorize
DP
initiation
SU
Decide if Pj Viable
then authorise stage
IP
Define
Team
Define task:
Outline
Business
Case(BC) &
Approach
Decide if Pj Viable
then authorise stage
CS
Create 4 strategies
(Risk, Config, Quality,
Comms) & Pj Controls
Create Pj Plan,
add cost & time
to BC
Assemble
PID
Close
project
SB CS
Escalate
Report
Highlights
CP
Report on
closing stage
Report on Pj
performance vs. PID
Create
Exception Plan
Apply
Corrections
Plan IP
38
Ad-hoc
Direction
Premature
Close
Review
Stage status
Plan next
delivery stage
Delegate
Work-packages
Review
work status
Note work
completed
Receive
Work-packages
Create Results
(to quality)
Deliver
Results
MP
39
A16
A17
A19
A20
A21
A22
A24
A26
Records
A6
Baselines
A1
A2
A4
A5
A7
A12
A14
A23
A25
Reports
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A3
A8
A9
A10
A11
A13
A15
A18
Checkpoint Report
End Project Report
End Stage Report
Exception Report
Highlight Report
Issue Report
Lessons Report
Product Status Account
There are other management products whose content is not defined by PRINCE2:2009 but are required in real-world-use,
EG project mandate. Previous versions of PRINCE2 had 36 defined products IE the older set included the project mandate!
39
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Project Board: All authorisations and decisions, all dialogues in or out of the
project start & end at the board
Project Manager: Work within tolerances. Refer all other decisions upwards
Project Support: Assist the PM
May be a delegated responsibility or may be retained by the Project Manager (Project support)
Change Authority may be delegated or retained by Project Board
40
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Establish mechanisms to judge [if] the project is (and remains) desirable, viable and
achievable to support decision making in its (continued) investment
3. QU - Quality: What?
Define & implement means to create products and verify as fit for purpose
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)
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ID, assess and control uncertainty [to] improve [the chance to] succeed
6. CH - Change: Impact?
ID, assess and control potential and approved changes to the baseline
42
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1. The Business Case is the continued justification* for investment and project
activities
Justification may evolve
A2-Business Case must follow corporate standards
2. Lessons are sought, recorded and acted upon** to learn from experience
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3. Define an organisation structure for duties and rights, roles and reporting lines
Engages business, user and supplier***
45
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5. Manage by Exception
Define tolerances for delegated authorities then manage on an exception basis.
IE be available as needed but not otherwise involved
6 Tolerances: Time Cost Scope Risk Quality Benefits
4 at Project, Stage and Work-Package level: Time Cost Scope Risk
1 At Project Product Description and individual project description level Quality
1 at A2-Business Case level - Benefits
6. Focus on products
Results not activity (defined products that meet their acceptance criteria) are what
the customer pays for: Focus on [the] products
Configuration management is a crucial capability
45
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Seven Principles 7 of 7
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7 Themes
BC
OR
QU
PL
RK
CH
PG
Business Case
Why: benefits versus costs
Organization
Who: reporting lines
Quality ( & Quality Review )
How good: Specification
Plans
Who/ when/ how and baseline
Risk
Uncertainty: Plan-B
Change
Error & request: Minor re-planning
Progress
Where are we: assessment
7 Processes
DP
SU
IP
CS
MP
SB
CP
Directing A Project
Own and oversee the project
Starting Up A Project
Define team and task
Initiating A Project
Define strategies and plans
Controlling A Stage
Day-to-day project management
Managing Product Delivery
Day-to-day specialist work
Managing A Stage Boundary
Refreshing the themes
Closing A Project
Confirming acceptance
48
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CoPM
Seven processes
Project
Board
Direction
Start-up, Initiation (Planning), Stage control, Stage re-planning,
Project closure
Product development
CoPM
Seven themes
Org
14.4.1 Risk
LFE
14.4.2 CM
12.4.3
Team
12.4.4
BC
12.4.5
Brief &
Approa
ch
15.4.7 Escalate
15.4.8 Correct
17.4.2 Update Pj
Plan
15.4.5 Highlights
17.4.3 Update BC
18.4.1 Close
18.4.2 Terminate
14.4.3 Quality
12.4.6
14.4.4 Comms
Plan IP
14.4.5 Controls
14.4.6 Plan
15.4.1 Delegate WP
14.4.7 Refine BC
15.4.2 Monitor WP
14.4.8 PID
15.4.3 Close WP
18.4.3 Handover
17.4.4 Report Stage
End
18.4.4 Look-back
17.4.5 Exception
Plan
Team
Manager
Approach
P Plan IP
R Risk
C CM
Q Quality
Comms
Controls
Pg
OrgPlan C
R P
Refine BC
BC
PID
Prep A Stage
Advice
Pg
Org OK Close
Plan Stage
Escalate
BC R C
Capture R&I
Org R P
Org
Pg Highlights
BC
BC Update
Stage Report
Pg
Q
P Handover
Look-backC
P
C
Plan Recovery
Tell board
BC
Project Plan
C Correct
Delegate WP
Get work
Close
Terminate
Day Job
Pg
Monitor WP
R Q
Do work Pg
Close WP
Deliver results
Seven principles
Business Case, Lessons Learned, Roles, Stages, MBE, Products, Tailored
Management By Exception
48
Justify-Why
BC
R
Q Brief &
Team Manager
Project
Manager
OK Project
OrgTeam
Pg
12.4.2
Org
BC R Pg OK StageR BC
OK Initiation
LFE
Project Manager
13.4.1 Authorize
initiation
Exec
Org & PM
Project Board
Organisation (Who)
Business Case (Why)
Risk, Change, Progress
Quality (What)
Plans (How, How much, When)
BC
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A Syllabus Area
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1.7
2
1.3
OV:- Practitioner
OV:P:2-4 Difference between embedding and tailoring PRINCE2
OV:P:2-5 How customer/supplier affects the themes, processes
and management products
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19.1
19.6
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Starting Up
a Project
Process not stage
[In real-word usage the
distinction is
meaningless]
Pre-project
Syllabus code SU
Manual ch-12
Managing Stage
Boundaries
Syllabus SB
SB is a Process
Manual ch-17
Use 3 processes
Controlling A Stage
Managing Product
Delivery
Managing Stage
Boundaries for all
but the last stage
Syllabus SB,
Manual ch-17
May be 1st & last stage
CP instead of SB
51
3 processes used
Controlling A Stage
Syllabus CS, Manual ch-15
Last delivery
stage
Closing A Project
Process
Syllabus CP
Manual ch-18
MP
PRINCE2 World-Map
52
Project
mandate
P:CoPM
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12.4.1 Appoint the
Executive and the
Project Manager
13.4.1 Authorize
initiation
17.4.4 Report
Stage End
15.4.5 Report
highlights
17.4.2 Update
the Project Plan
15.4.8 Take
corrective action
15.4.4 Review
stage status
16.4.1 Accept a
Work Package
13.4.5 Authorize
project closure
18.4.5
Recommend
project closure
18.4.4 Evaluate
the Project
17.4.3 Update
the Business
Case
17.4.1 Plan the
next stage
52
18.4.3 Hand
over Products
18.4.1 Prepare
planned closure
17.4.5 Produce
an Exception
Plan
18.4.2 Prepare
premature
closure
54
CoPM
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Project
Board
Project
Manager
the
Project Manager
12.4.2 Capture previous
lessons
12.4.3 Design and
appoint the
project
management
team
12.4.4 Prepare the
outline Business
Case
12.4.5 Select the project
approach and
assemble the
Project Brief
12.4.6 Plan the Initiation
Stage
Team
Manager
Work Packages
closure
Team
Member
54
56
(Some) Terminology
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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 Boards 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 projects local needs
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Two exams:
Foundation
Practitioner
Chapter 4
2 Exams
One with 4 and
One with 5 Question Formats
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Exam Vocabulary
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SU
Starting Up A Project
DP1
DP
IP
SB
DP2 & 3
OV
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OR
QU
PL
Directing A Project
Directing A Project
65
RK
CH
PG
CS
Risk
Change
Progress
Controlling A Stage
DP4
MP
CP
Directing A Project
DP5
Directing A Project
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Two exams:
Foundation
Practitioner
Chapter 5
2 Exams
One with 4 and
One with 5 Question Formats
Those who think education expensive have not yet accounted for what they pay daily for ignorance
See CLICK HERE +44 84 52 57 57 07
67
67
68
Foundation Purpose
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Foundation exam uses and expects recognition of phrases from the manual
68
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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
69
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One answer per question, Two answers will void your response
No negative marking for errors
No Senario
So STToPPPP becomes TToPPPP but then guess and move on
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7 principles,
7 themes,
7 processes,
two techniques*, and
9 roles
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Online exams
IF you do a paper examthen answer sheet
needs to be legible to the marking scanner*
72
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Dont 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 Question 4.3 above is answered by the Official Manual in section 4.1 paragraph 5
73
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Foundation Technique
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1.
Theories vary
Answer the easy questions and come-back to the hard-ones when youve read the whole
set
2.
3.
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
75
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Technique Continued
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Foundation Insights
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Look out for False, Not, All, Must, If any, All the above
Routinely, Frequently, May: distinguishes between answers
77
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Focus Areas
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Beware
An answer that starts C) A goo way to blah blah is easy to record as A not C !
3rd Which P2 management products and therefore where are they created and sent
4th What does the above confirm in or out of the short list
5th Guess !
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OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP
Chapter 6
Syllabus Processes:
SU Starting Up A Project
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SU:a project
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)
The Project Manager should always (and at the least) validate the commission received
SU should be lightweight, quick and cheap - Size and rigor dependant on needs: it may merge with
initiation or be a full feasibility study
12.1
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 Documentation
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82
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SU:P:2-7
Apdx-A for a Project Brief, the processes and roles in its life-cycle
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The Project Brief (or the evolving PID) describes, as succinctly as possible {
Project definition: context, trigger and consequences of the Do Nothing option
Outcome, Scope and exclusions and acceptance criteria terms*
The full list of official headings are listed in the revision aid
[pg 158 but note Apdx A also says CoPM strategies, standards, practices and controls ]
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SU:P:2-7
Apdx-A for a Project Brief, the processes and roles in its life-cycle
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13.4.1 Authorize initiation
1.
Board approve the A19Project Brief and trigger
the Initiation Stage. The
mandate is archive (if it
exists)
14.4.4
1.
14.4.5
1.
14.4.6
1.
14.4.7
1.
17.4.2
15.4.6 Capture and examine
Prepare the Communication Management Strategy(A4-CmMS)
issues and risks
1.
PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf 1.
PM actions informed
by the A20-PID
Set up the project controls
PM uses guidance in the A19-PjBf
15.4.5 Report highlights
17.4.3
[manual says summarise reality says detail]
1.
PM reports in A11Highlight Report
1.
Create the Project Plan
against A20-PID
PM derives from guidance in the A19-PjBf on milestones, standards,
external dependencies, approach & assumptions
17.4.4
15.4.4 Review stage status
1.
Refine the Business Case
1.
PM actions informed
PM extends (exec oversee) outline A2-BC to full A2-BC
by the A20-PID
End Project
Report of how Pj
performed vs
original A20-PIDa8 [and
separately?]
compares the
version of the
A20-PID
baselined at
13.4.2 and
current at 13.4.518.4.4
84
12.4.1
Executive
&
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A7
Appointed Exec
P:CoPM
Appointed PM
P:E A:CoPM
A19 Project Brief {
A2 Outline Business Case P:E,
R:SU/SS/PM/PA, A:CoPM
A21 Project Product Description
P:PM, R:PA, (A):E/SU/SS }
Appointed PMT
P:E A:CoPM
13.4.113.4Authorize
DP
initiation
14.4
15.
CS
IP
A16 (init) Stage Plan
P:PM, R:PA (A)ESuSs
A7 Daily Log P:PM
Request to initiate a
project
`
Initiation Stage
DoubleHeaded
A7
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HERE +44
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Audits/Staff/
In-84or
External
update
Create
PMT
= Project Management Team, PMTs = PMT structure, P: = Produces, R: = Reviews, A: = Approves ( ) = in another process { } = containing
84
17.4
SB
85
85
Initiation Notification
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12.4.
13.4.
Initiation Stage
14.4. CS 1st Delivery Stage
17.4. CS Delivery Stage
17.4. CS Last Delivery Stage
Authority to
initiate a project
17.4. 16.4.
18.4.
86
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SU: SU:P:4-1
SU:P:4-2
Tailor SU to a scenario
Identify appropriate information, (using Apdx-A),
for inclusion in the Project Brief
Identify scenario actions appropriate to carrying out SU
86
A.19.2
12.4
A.19.2, 12.4
12.4
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Two exams:
Foundation
Practitioner
Chapter 7
2 Exams
One with 4 and
One with 5 Question Formats
Those who think education expensive have not yet accounted for what they pay daily for ignorance
See CLICK HERE +44 84 52 57 57 07
89
89
90
Practitioner
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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.
Level 4: Able to identify, analyse and distinguish between appropriate and
inappropriate application of the theme throughout the lifecycle of a project scenario.
Process
Level 3: Be able to apply the process, tailoring the recommended activities and actions
where appropriate, to a project scenario
Level 4:Be able to identify, analyse and distinguish between appropriate and
inappropriate application of the 7 processes to a project scenario.
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Open book*
PRINCE2 manual with handwritten notes only (no attachments of any kind)
Re-registration
1 hour, 3 topics of 10 parts 55% to pass
*There isnt time to read anything in the exam! But there is time to look at diagrams and reference charts
93
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Scenario booklet
One scenario for all questions
Spend the first 5 minutes of the exam SKIMMING it
Make notes of references that could be to (S)TToPPP in the scenario?
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95
Booklets: 2 and 3 of 3
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Answer Booklet
Completed in graphite pencil
Fill-in the circles: at least 80% and through the centre
No ticks or crosses
95
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98
99
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99
100
3-Matching Question
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True statements
can be taken as
facts
Different True
statements may
contradict each
other
100
101
4-Sequencing Question
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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
101
102
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102
103
Exam Approach
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103
104
104
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SU:-
Tailor SU to a scenario
SU:-
A.19.2
12.4
SU:P:4-1
A.19.2, 12.4
12.4
104
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108
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP
Chapter 8
Syllabus Processes:
DP Directing A Project
(Overview)
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109
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110
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110
DP:P:2-4
111
DP:P:2-5
111
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Initiation Notification
SU
12.4
DP
13.4
13.4.1 Authorize
initiation (DP1)
13.4.2 Authorize
the project (DP2)
Premature
closure
A19
A16
Request to
initiate a
project
Project
Brief
(init)
Stage
Plan
A14
A20
A20
Request to
deliver a project
Lessons Log
Project Initiation
Documentation
Benefits Review
Plan
Initiation Stage
111
CS
A1
update
A1
DoubleHeaded
A9
A16
IP
Approved Project
Product Description
SB
MP
Approved
Benefits
Review Plan
Create
13.4.5 Authorize
project closure (DP5))
Premature
closure
Premature
closure
Project Manager
request for
advice
Exception
Raised
Corporate advice
& decisions
A11-Highlight
Reports
A10-Exception
Report
A13-Issue Report
Closure Notification
approved End
Project Report {
A15-Lesson
Report, FOAR }
Approve updated A2Business Case
Approve if updated
A1-Benefits
Review Plan
Closure recommendation
Draft Closure Notification
(p211)
A20-PID { Updated A2-Business Case}
A8-End Project Report { A15-Lessons
report, FOAR }
A1-Benefits Review Plan
Exception Plan
Request
SB CS
Delivery Stage
SB CS
Stage Authorisation or
CP
112
112
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Foundation questions
See the WorkBook
DP:-
112
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115
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OR
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RK
CH
PG
SU
DP
IP
SB
CS
MP
CP
Chapter 9
Syllabus Processes:
IP Initiating A Project
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116
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Project Board advises controls (management products) required and their review and
approval
PM creates the projects controls (who decides what, from what trigger, on what information)
Tuned to the Project Boards risk appetite and management attitude
Continued
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117
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Project Board assess if and guide how the project is the best strategic fit
Includes all management strategies required to exercise control
Control tuned to:
Projects complexity and Projects significance
Boards appetite for risk
Organisations willingness to pay for desired control particularly in senior peoples time
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 ]
117
118
118
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IP:F:2-4
A.20.1
Sets out project controls, strategies and plans matched to objectives, politics and
technical complexity as re-baselined at each stages authorisation
Provides sound base for Project Board commitment
118
119
119
IP:P:2-7 Apdx-A for a Project Initiation Documentation, the process(es) and roles in its life-cycle A.20.2
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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 (as assessed in 14.4.4 and refreshed from time to time)
Interfaces between stakeholders, activities and products }
Should be 80% off-the-shelf 20% tailored for all but the first project any organisations runs with P2.
The first will need to do more to embed P2s structured control framework
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120
IP:P:2-5 The activities within the IP process and the responsibilities within them
14.4.1 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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Authorize
Lesson Log
Daily Log
Authority to
initiate a project
A19
A14
A7
A25-Risk Register
A12-Issue Register
A25-Risk Register
P-PS, A-PM, R-PA
A5
update
A19-Project Brief
120
13.4.2
PBS = Product Breakdown Structure, PFD = Product Flow Diagram. PD A17-Product Description, CIR = A5-Configuration Item Record
See XREF for details
DoubleHeaded Create
Pj Controls
P2 Tailoring
A19-Project Brief
A14-Lesson Log
Upd8 A12-IR+A25-RR
A7-Daily Log
A12-Issue Register
A20-PID {A4-CmMS,
Project Controls }
17.4.CS
A20-Project Initiation
Documentation
P-PM, (A)-ESuSs, R-PA
A20-PID { A16-Project
Plan }
17.4.CS
Request to
deliver a
project
Stage boundary
approaching
Authorize
the project
13.4.1
17.4.1-4
(see SB)
16.4.
A25-Risk Register
Refine
the Model
Business
Case
P2 Exam Cram Assessed by GRM 07032011 P2-5th14.4.7
Ed 2011
Logical
Ltd p2@logicalmodel.net
1.
2.
3.
17.4.
DP:P:2-4
121
DP:P:2-5
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12.4.
A14
A20
A1
13.4.
Premature closure
Initiation Stage
A21
Product
Description
st Specialist
Stage
14.4.Approved
CS 1Project
17.4. CS
A1 Approved Benefits Review Plan
Delivery Stage
17.4. CS
17.4. 16.4.
P2 Exam Cram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
121
update
DoubleHeaded
Create
18.4.
122
122
IP - Initiating A Project
Exam Practice
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Foundation questions
Practitioner
IP:
Tailor IP
IP:
122
14.4
14.4 &
A.20.2
14.4
123
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125
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DP
IP
SB
CS
MP
CP
Chapter 10
Syllabus Processes:
SB Managing A Stage Boundary
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17.1,2,3
Provides the Project Board with data to review at [13.4.3 Authorise a Stage or Exception Plan] a
closing stages performance, and approve (or not) preparations for the next stage
Confirm the project continues to offer best possible return otherwise the project is stopped or amended
Reviews amended elements of the A20-Project Initiation Documentation
Next A16-Stage Plan and
aggregate risk exposure (as noted in the A9-End Stage Report)
A decision to stop is not a failure, an uniformed or mis-led Project Board IS a failure
SB is a process: executed close to the end of all stages followed by another stage
Establishes status of the stages products
Completed & approved or not (via a A18-Product Status Account from P-PS)
Creates a A16-Stage Plan
May issue A15-Lesson Reports
126
127
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13.4.3 Authorise a Stage or
Initiation Stage
Stage boundary
approaching
A20
Configuration Item
Records P-PM, R-PaPs
17.4
SB. +44 84 52 57 57 07
See CLICK HERE
127
update
DoubleHeaded
A9
End Stage Report {
A15-Lesson Report,
Follow-On-Action-Recommendations }
17.4.4 Report Stage End
1.
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 A4CmMS
3.
Suggest FOARs
4.
Create a A15-Lesson Report if useful
18.4
CP.
P2 Exam Cram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
Create
17.415.4
SB. CS
16.4
MP.
128
13.4.3 Authorise a Stage or Exception Plan (DP3)
128
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Project Status
Report
12.4
SU
13.4
DP
A20
A9
Initiation Stage
Last
Specialist
Stage
14.4 15.4 1st Specialist Stage
17.4. 15.4 Delivery Stage
17.4.Approval
CS of
Confirm
Specialist
Product
IP
CS
CS
A-E/SU/SS, (R)-PM/PA, TM-(P)
Stage Authorisation or
17.4 16.4
When you come to really use P2 consider: during embedding and tailoring combine Project Brief and PID it is a good idea, combine A12 and
A25 is a good idea (Risk & Issues) we can help please contact us
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Premature closure
update
DoubleHeaded
Create
18.4
CP
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SB:-
Tailor SB
SB:-
17.4
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Chapter 11
Syllabus Themes:
OV Overview, Principles and
Tailoring
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OV:F:1-4
1.5.3
5.1
1.7
2
1.3
OV:- Practitioner
OV:P:2-4
OV:P:2-5
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1.5.2
1.3
136
OV:- Foundation-1
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1.5.2
1.3
a temporary organization that is created for the purpose of delivering one or more
business products according to an agreed Business Case
Introduces change [to business as usual (bau)],
temporary = defined start and ends when products are delivered,
Cross-functional skills (and stresses), unique, uncertain
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
Both interests must be represented
Governance, responsibilities across the layers of Directing, Managing Delivering
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OV:- Foundation-2
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OV:F:1-3 Four integrated elements of principles, themes, processes and the project
environment upon which PRINCE2 is based
1.5.3
137
* Typically tailoring may add control/ role elements, merge them or it may de-emphasis some but should not delete any
138
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OV:- Foundation-4
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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 readers
needs, uses management by exception to be sparing with senior managers time,
keeps a focus on project viability, economical reporting structure, stakeholders properly
represented, promotes learning and growth, promotes consistency and reuse, supports
audit and diagnostics, accredited practitioners and trainers
1.3
139
Recall text in quotes is more or less a quote from the manual: the semantics are retained but the words
may be reduced, amended or re-sequenced
140
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140
When as a freshly registered practitioner you consider What do I need in place for the organisation to
embed and use PRINCE2? then please contact us and we will help with implementation of the method.
141
OV:- Practitioner-2
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OV:- Practitioner-4
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Management Products
The A20-Project Initiation Documentation and A26-Work Packages (customers and
suppliers) may have legal significance as contracts
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OV Exam Practice
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Chapter 12
Syllabus Themes:
BC Business Case
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4.2.2, 4.3.4.4
4.1
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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
Customers and suppliers Business Cases different but aligned
Develop/ Verify/ Maintain/ Confirm
Exec responsible, needs business appraisal skills
The exam wont 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]
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BC:P:2-3 The composition of : 1) the Business Case, the process(es) that develop,
verify, maintain and confirm it and roles involved & 2) the Benefits Review Plan,
ditto
A.1.2, A.2.2, 4.3, 4.3.14, 12.4.4, 13.4.1-5, 14.4.7, 15.4.4-7, 17.4.34, 18.4.3-4,
C/Table 4.1
See following pages
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What: (Dis-) Benefits the project contributes to (affects) corporate strategies and tactics
Quantified with tolerances (Cashable & Non-Cashable) and base lined, Assigned, Mapped to outputs
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*Multiple measures over time are appropriate see the works of Alan Fowler, Tom Gilb or Steve Jenner
Benefits often take time to come-on-stream and then to ramp-up
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153
CoPM
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 this
2. Benefits Review Plan, and in which process(es) it is developed, used and reviewed and which roles are responsible for this
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Project
Board
Project
Manager
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CoPM
Hold the Senior User(s) to account for realizing the
Senior Supplier(s)
Responsible for the supplier Business
post-project benefits enabled by the projects products.
Case(s) (if they exist) see section 19.6.1.1.
Provide the project mandate and define any standards to
Confirm that the products required can be delivered within the
which the Business Case needs to be developed.
expected costs and are viable.
Responsible for the Benefits Review Plan (post-project).
Senior User(s)
Ensure that the expected benefits
(derived
from
the
projects
outcomes) are realized.
Exec's Business Assurance
Assist in the development of the Business Case.
Ensure that the project produces products which deliver the
desired outcomes.
Ensure the project fits with overall programme or corporate
strategy.
Ensure the desired outcome of the project is specified.
Ensure the value-for-money solution is constantly
Provide actual versus forecast benefits statement at the
reassessed.
benefits reviews.
Monitor changes to the Project Plan to identify any impact on
Responsible for specifying the benefits upon which the
the needs of the business or the Business Case.
Business Case is approved.
Monitor project finance on behalf of the customer.
Project Manager
Assess and report on project
performance at project closure.
Review the impact assessment of potential changes on the
Business Case and Project Plan.
Assess and update the Business Case at the end of each
management stage.
Verify and monitor the Benefits Review Plan for alignment to
corporate or programme management.
Conduct impact analysis of any new or revised issues or risks
that affect the projects
Verify and monitor the Business Case against external events
and project progress.
desirability, viability or achievability against the original basis
for approving the project.
Executive
Oversee the development of a viable Business Case,
ensuring that the project is aligned with corporate strategies,
Prepare the Business Case on behalf of the Executive.
and secure the funding for the project.
Project Support
The Business Case should have a
Responsible for the Benefits Review Plan (for the duration of
baseline and therefore be under configuration management.
Project Support should advise the Project Manager of any
the project) unless being managed by corporate or
proposed or actual changes to products that affect the
programme management.
Business Case.
Responsible for the Business Case for the duration of the
project.
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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 A1 & A2
BC:P:3-2 Identify outputs, outcomes, benefits and dis-benefits
4.2.2, 4.3.4.4
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Chapter 13
Syllabus Themes:
OR Organization
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OR:F:2-1
5.1
define and establish the structure of accountability and responsibilities (the who?)
Clear people structure (Reporting lines) & Clear process structure (Stages)
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
9 Roles
Apply to responsibilities and do not always mean a separate person
May be combined, split, amended but should not be dropped
Changing team 5.3.2.9
Senior members of the PMT should stay with the project
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PRINCE2 describes roles but does not give a product description template
It would contain {
Roles responsibilities & goals
Decision making authority limits
Perhaps linked to Corporate Governance and legal accountabilities
Duties to be performed
Perhaps linked to Method statements in a QMS
Perhaps linked to a capability framework*
160
OR:P:2-6
161
5 Levels: 4 Management
plus Technical
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Directs (Decides)
Delegates stage tolerance
(The Exec) Escalates to CoPM
DP
Project Board
CS
IP Initiation Stage
Starting
Up A
Project
(SU)
Initiating A
Project
(IP)
Controllin
g A Stage
(CS)
SB CS Last Delivery CP
Stage
Managing
A Stage
Boundary
(SB)
Managing A Stage
Boundary (SB)
SB
MP
Team Manager
Team Member
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161
Closing A
Project
(CP)
Project Manager
4 Management
Levels
MP
OR:P:2-6
163
Customer
3 Interests Represented by
the Project Board
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Supplier
Customer
Customer
Supplier
After a exam cram will you have the fluency to present the details to your senior management, peers and project team members?.
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OR Organization:
Project Board 1 / 2
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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
Credibility Authoritative Decision makers
Direct, delegate, facilitate, negotiate, lead
Hold bi-directional communications with external stakeholders
Act when triggered Management By Exception
Provide resources
Visible and supportive
Available on request and
Stay out of the way!!
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Project Board 2 / 2
Specific Duties
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OR:F:2-3
Board
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OR Organization:
Board Members Duties
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OR:F:1-1
5.3.2
SPA Cannot be split or shared (or combined with Project Manager) may be with SU
Ultimate responsibility to get it done within CoPMs authorised limits
Designs and appoints the rest of the project management team
Secures funding, Chairs the Project Board
Business liaison and alignment
Senior User (s): Say what all customers need (liaison) and check we get it
Defines outcome, Ensures products specified, accountable for benefits
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OR Organization: PA and CA
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OR:F:2-3
Change authority: possibly delegated (during initiation) in whole or part by the board
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OR:F:2-3
The responsibilities and characteristics of the role of the: Project
Manager 3. 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 Manager: Single focus day-to-day (cannot be split or shared)
Authorised to run the project on behalf of the Project Board within agreed tolerances
Normally from the customer
Responsible for ALL PRINCE2 activities except [12.4.1 Appoint the Executive and the
Project Manager], and 13.4 Directing A Project (Delegates16.4 Managing Product Delivery)
Delegates to team member/ manager, liaises with contractors and Project Board/ assurance
Relies on (possibly shared) project support or does those jobs them self
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OR:F:2-3
The responsibilities and characteristics of the role of the: 5. Team
Manager 6. 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 expertise to produce the products to specification
Maybe the Project Manager!
Reports/ escalates to the Project Manager at a frequency/ in a manner agreed when
commissioned, probably also reports, in parallel to the Senior Supplier
Holds team Checkpoint meetings and creates A3-Checkpoint Reports
Ensures team follows configuration management procedures
Receives and agrees commission via technical A26-Work Packages (may need team
planning to confirm constraints are achievable)
Responsible for team performance versus agreed constraints and tolerances
Ensures A17-Product Descriptions quality methods are applied and results recorded
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OR:F:2-3
The responsibilities and characteristics of the role of the: 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 support: Mandatory role done by the PM if not otherwise resourced
Is administrative and may also be expert in quality review, risk, estimating, scheduling
Aids PB, PM and TM with administration such as booking meeting rooms, document control
Maintain project files particularly A23-Quality Register and A12-Issue Register
Mandates & defines standards, procedures, templates and tools May support use
Helps resourcing, fragmented projects, programmes
Outlives projects: home or conduit for post-project deliverables
Project Support and Programme Management Offices (PSO or PMO)
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173
OR Organization: Summary of
Roles and Stakeholders
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OR:F:2-4
What a stakeholder is
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 projects outcome
Types: Supporters versus blockers, Beneficiaries versus those threatened
Engagement: Identify, Gauge interest and influence, Communicate
At programme level (!)
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
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CoPM
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Project
Board
Project
Manager
Team
Manager
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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, A intro, 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, Apdx-C!, e1/4/18/45/46/95, g309-pmt/pmts/pd, 310-qrt/ps, 312-rd/ss, 313tm/12.4./s
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175
Project Manager
Design, review and update
the project management team structure.
Prepare role descriptions.
Prepare the Communication Management
Strategy.
Review and update the Communication
Management Strategy.
Project Support
Provide administrative support for the
project management team.
Senior Supplier(s)
Provide supplier resources.
Senior User(s)
Define and verify user requirements and
expectations.
Provide user resources
Team Manager
Advise on project team members and
stakeholder engagement.
Manage project team members
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OR:P:2-7 The relationship between the Communication Management Strategy and other products and themes
OR:P:2-8 The composition of a Communication Management Strategy, the process(es) and roles through-out its life-cycle
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, 18.4.5
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
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OR:F:2-5
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
Created by the Project Manager in [14.4.4 Prepare the Communications Management
Strategy]
Consistent with CoPM standards
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A4-CMS 2 of 2
OR:P:2-7 The relationship between the Communication Management Strategy and other products and themes
OR:P:2-8 The composition of a Communication Management Strategy, the process(es) and roles through-out its life-cycle
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, 18.4.5
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
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Followed by 13.4.2 (DP2) & 13.4.3 (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 13.4.5 (DP5) to advise of project closure
Approved by the Exec
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OR:P:2-8
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* Created by the Project Manager in [14.4.4 Prepare the Communications Management Strategy] and updated in [17.4.1 Plan the next stage]
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OR:-
See Section 5
FX02 Qn 2 and leave Fx03 Qn 2, attempt it after having covered everything
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SU-04 F:2
12.4.1
Executive
&
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A7
Appointed Exec
P:CoPM
Appointed PM
P:E A:CoPM
13.4 DP
14.4
IP
Appointed PMT
P:E A:CoPM
15.
CS
180
Initiation Stage
DoubleHeaded
Create
17.4
SB
181
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Chapter 14
Syllabus Themes:
QU Quality
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QU:F:2-1
6.1
define and implement the means by which the project will create and verify products
that are fit for purpose
Product focussed Product Based Planning create the Product Breakdown Structure (PBS)
Start with the A21-Project Product Description set of A17-Product Descriptions
Product descriptions specify acceptance criteria and acceptance method & skills
Quality controlled in-process by inspection and review
Properly applied quality control eliminates faults
QU:P:2-7
184
6.3
185
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Quality assurance
Project assurance
A Project Board accountability
Ensures right people produce right products the right way at the right time
Independent of those doing the real (technical and management) work
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QU:F:2-4
186
187
Corporate
Management
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Rework
Cost of NQ
Record costs
Step &
Result
OK?
No
No
Baseline Product
In A5 Config Item R
(& handover?)
A3 Checkpoint Report
Yes
EV=100%
All tasks
Complete
?
Record
Value
Yes
Quality Control
A23-Quality
Set A5-Configuration Item Record status to WIP Work in progress. Later settings will be Ready for Review and
Successfully reviewed and possibly Requires/ Being reworked, Ready for re-review
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QU CQE vs. AC
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QU:F:2-5
6.3.1.1, 6.3.1.2
6.3 Customer arrive with quality expectations (CQE-6.3.1.1), Early, broad, vague,
contradictory, unachievable: pre-politics of whos opinion counts
statement of quality expected from the project product, captured in the Project Product
Description
Senior User(s) duty to resolve differences, trade-off capabilities and to prioritise
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
[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
Acceptance Criteria (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
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QU:F:2-3
6.3.2.1
QU:F:1-1
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QU:F:2-3
6.3.2.1
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
Follow-up
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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
A22-Quality Management Strategy
defines the quality techniques, standards, roles and responsibilities to be used to
achieve required quality levels, during the project
How Project assurance and Quality assurance liaise
Defines formality Eg Independent audit
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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, 18.4.45, C/Table 6.3
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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 }
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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
A23-Quality Register
Index to record of all planned or executed quality reviews and tests that facilitates reporting and
access to primary records
Summarises the quality reviews conclusions
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]
Source of quality metrics for process improvement via lessons learned principle
Actual test results may also be within the A23-Quality Register entries
Acceptance Records are contractual confirmations that all Approvals are in place or covered by
concessions and or follow-on-actions
[18.4.1 Prepare planned closure] confirms approvals [18.4.3 Hand over Products] confirms acceptance
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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.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, 18.4.45, C/Table 6.3
A.21.2,
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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 or 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 }
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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
Included in the A19-Project Brief for approval (baselined) at [13.4.1 Authorise initiation]
Guide selection of project approach
Refined in the Initiation Stage and superseded by the A16- Project Plan & A17-Product Descriptions
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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.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, 18.4.45, C/Table 6.3
A.21.2,
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* The use of Dimension4s Recognition Events and Value Flashpoints is recommended here
more detail on http://www.logicalmodel.net/outcomedelivery
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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
Use is mandatory:
States how quality is proved, what the target and the tolerances are
Removes causes of acceptance dispute
Identifies relevant standards, activities, people and skills to produce, review and approve products
Specifies purpose, appearance, users, quality* level required etc) of a product
May identify sources of information or supply
* The Guide to the PMBoK would say grade. Our PMP exam preparation course is explained on our
website at http://www.logicalmodel.net/pmpexams and a revision aid is in the shop
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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.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, 18.4.45, C/Table 6.3
A.21.2,
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Composition IE CIs integrated in this CI (the Product Breakdown Structure (PBS) below this CI)
Products source
[ Beyond PRINCE2: For each of the remaining items in the product description consider:
The CIs development lifecycle with reference to product standards and method statement in customer and
suppliers Quality Management System (QMS)
All factors that populate the estimates to include in the A26-Work Packages in the products 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 }
The factors beyond PRINCE2s definition are assumed by the official manual to already be in your competencies
if you need help with embedding p2 on assumed but missing foundations then please contact us for support
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CoPM
Project Support
Provide details of the corporate or programme quality
Assist Team Managers and members with the application of
management system.
the projects quality processes.
Provide quality assurance.
Maintain the Quality Register and the quality records.
Executive
Provide administrative support for quality controls.
Approve the Project Product Description.
Senior Supplier(s)
Approve the Quality Management Strategy.
Approve Product Descriptions for key specialist products.
Confirm acceptance of the project product.
Approve the Project Product Description (if appropriate).
Project Assurance
Approve the Quality Management Strategy.
Advise the Project Manager on suitable quality
Approve the quality methods, techniques and tools adopted in
reviewers/approvers.
product development.
Advise the Project Manager on the Quality Management
Provide resources to undertake supplier quality activities.
Strategy.
Senior User(s)
Assist the Project Board and Project Manager by reviewing
Approve Product Descriptions for key user products.
the Product Descriptions.
Approve the Project Product Description.
Assure Project Board members on the implementation of the
Approve the Quality Management Strategy.
Quality Management Strategy, i.e. the proper conduct of the
Provide acceptance of the project product.
project management and quality procedures.
Provide resources to undertake user quality activities and
Project Manager
product approval.
Document customers quality expectations and acceptance
criteria.
Provide the customers quality expectations and acceptance
criteria.
Ensure that Team Managers implement the quality control
measures agreed in Product Descriptions and Work
Team Manager
Packages.
Advise the Project Manager of product quality status.
Prepare and maintain the Product Descriptions.
Assemble quality records.
Prepare the Project Product Description (with users).
Manage quality controls for the products concerned.
Prepare the Quality Management Strategy.
Produce products consistent with Product Descriptions.
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CoPM
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, 18.4.45, C/Table 6.3
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Project
Board
1.
TM/ PM/ PS ensure best
Team
quality reviews in A23-QR
Manager
See CLICK HERE +44 84 52 57 57 07
AC-Acceptance Criteria
References of type A99 expanded in index under A
*Table 16.2 says (P)-PS but 15.2 omits the required P-PS
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1.
2.
3.
4.
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QU:P Tailoring
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QU:-
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
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Revision Notes
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203
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OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP
Chapter 15 Part 1
Syllabus Themes:
PL Plans
Those who think education expensive have not yet accounted for what they pay daily for ignorance
Logical Model Lt P2 Exam Cram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
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PL:F:2-1
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)
Backbone of the MIS and the yardstick for measurement
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
materials from our web-site or ask us for assistance
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Steps in Planning
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Product Based
Planning
Schedule
Estimating
Activities, Depenencies
& Critical Path (PFD & PDM)
Schedule Baseline
Response to
Tactical Risk
Cost Baseline
Cost &
Resource Estimating
Baselined
Cost/ Time/ Scope = BCWS
CQE Customer Quality Expectations, AC Acceptance Criteria, PFD Product Flow Diagram, PDM Precedence Diagram Method, BCWS Budgeted Cost of Work Scheduled, CI Configuration item
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Outline Planning
Project Plan
Far Term
Project Plan
Planning
Packages
Work
Actuals
packages
Near Term Activities
Current Stage Plan
Named resources
Detailed tasks
Final/Definitive Estimates
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Generic resources
Activities
Indicative Estimates
Generic resources
Phases
ROM Estimates
209
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PL:F:1-1
PL:F:2-2
7.2.3
7.2.3-7
A16-Project Plan
Mandatory - Full scope of the project, perhaps with less detail
Created in [14.4.6 Create the Project Plan] 1st approved in [13.4.2 Authorise the project]
A16-Stage Plan
Required, Detailed, Short duration May be sum of Team Plans Updates A16-Project Plan
Day-to-day control by the Project Manager
Created in [12.4.6 Plan the Initiation Stage], & [17.4.1 Plan the next stage]
Board approves at [13.4.3 Authorise a Stage or Exception Plan] (or we close the project!)
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PL:F:1-1
PL:F:2-2
7.2.3
7.2.3-7
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211
212
212
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Project plan
Programme Plan
Stage plan
Day-to-day task focus
Required (may be within
Project plan
Project Plan
Initiation
Stage
Plan
Initiation
Stage
Plan
Team
Plan
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Project
Team plan
Optional
Project Plan
1st
Specialist
Stage
Plan
Team
Plan
Team
Plan
0 or More
Specialist
Stages
Plan
Team
Plan
Last
Specialist
Stages
Plan
Team
Plan
Team
Plan
Initiation
Stage
Plan
Team
Plan
1st
Specia
Stage
Plan
Team
Plan
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PL:P:2-4 The composition of a Plan, the processes and roles in their life-cycle
A.16.2, 7.2.3, 7.3.37.3.8, 12.4.6, 13.4.113.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.13, 17.4.4, 18.4.1, C/ Table 7.1
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Plans exist at Project, Stage and Team level: a plan might contain {
Narrative description of project, stage or team objectives (or exception via A10-Exception Report)
Assumptions and Risks
References to A14-Lesson Log and A15-Lesson Report that explain approach or assumptions
Details of all prerequisite factors whose presence aids success
All technical and management products in plans scope by ref. to A17-Product Descriptions
For each:- { (via cross reference to A17-Product Descriptions )
Product Breakdown Structure (PBS) elements that model the products 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
Budgets for known work, for change and contingencies for risk }
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17.4.2 17.4.5
16.4.1
PL:P:2-4 The composition of a Plan, the processes and roles in their life-cycle
A.16.2, 7.2.3, 7.3.37.3.8,
12.4.6, 13.4.113.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.13, 17.4.4, 18.4.1, C/ Table 7.1
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SU
12.4
IP
14.4
7.3.2 Designing a Plan
1.
Select presentation
formats and layouts EG for
approval, day-to-day use) to
ensure clarity by recipients
2.
Identify recipients
3.
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
CS
215
Project Approach
1.
List activities from PFD (Activity On Arrow network) or add
A22-Quality Management Strategy
Life-cycle tasks to PBS and create a WBS
A19-Project Brief or A20 PID
Include all management, risk and quality activities
+44
84
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57
57
07
Create a Precedence Diagram*
(Supplier Standards)
An iterative, step-wise
refinement process
MP 16.4
List of Activities
Dependencies
* Pg.70 of the manual is flat-wrong. AON never was an Arrow Diagram. ADM is for AOA networks. Guide to the PMBoK
dropped mention of them in the 4th & 5th Ed., its 6.2.2.2 Pg. 133 in the 3rd Ed. Of G-2-PMBoK
216
17.4.2 17.4.5
16.4.1
PL:P:2-4 The composition of a Plan, the processes and roles in their life-cycle
A.16.2, 7.2.3, 7.3.37.3.8,
12.4.6, 13.4.113.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.13, 17.4.4, 18.4.1, C/ Table 7.1
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SU
12.4
IP
14.4
7.3.2 Designing a Plan
1.
Select presentation
formats and layouts EG for
approval, day-to-day use) to
ensure clarity by recipients
2.
Identify recipients
3.
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
CS
216
Project Approach
1.
List activities from PFD (Activity On Arrow network) or add
A22-Quality Management Strategy
Life-cycle tasks to PBS and create a WBS
A19-Project Brief or A20 PID
Include all management, risk and quality activities
+44
84
52
57
57
07
Create a Precedence Diagram*
(Supplier Standards)
An iterative, step-wise
refinement process
MP 16.4
7
1
2
3
List of Activities
Dependencies
6
7
* Pg.70 of the manual is flat-wrong. AON never was an Arrow Diagram. ADM is for AOA networks. Guide to the PMBoK8
dropped mention of them in the 4th & 5th Ed., its 6.2.2.2 Pg. 133 in the 3rd Ed. Of G-2-PMBoK
217
PL:P:2-4 The composition of a Plan, the processes and roles in their life-cycle
A.16.2, 7.2.3,
7.3.37.3.8, 12.4.6, 13.4.113.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.13, 17.4.4, 18.4.1, C/ Table 7.1
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CS
cklist 15.4
6)
List of Activities
Dependencies
217
SB
17.4
MP 16.4
7.3.7 Analyse the risks
(in parallel with 7.3.2-7)
1.
Assess risks and address by reperforming activities 7.3.2 to 6
2.
Ensure risk countermeasures
match Project Boards risk appetite
A25-Risk
Register
Assessed Plan
(draft) Schedule
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 schedule
2.
Assess resources, availability (A) & experience (productivity (P))
3.
Assign resources to tasks and determine
loading profile, re-estimate and re-assess durations
based on assigned resources (D = effort (E) / (PxA))
Ensure tasks have a committed point of accountability
4.
Level and smooth resource profile - in ascending order of float
(Critical path 1st). Consider Critical Chain,Re-assess D=E/(PxA)
5.
Agree control points with the Project Board and add product
approval and end-stage activities, resources and duration
6.
Define milestones [ Set dates for those properly defined!]
7.
Calculate resource totals and demand profiles, risk and
change budgets, tolerances, cash flows and Planned Value
8.
Translate to presentational form: EG Gantt, or Checklist
Plan Design
218
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218
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220
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP
Chapter 15 Part 2
Syllabus Themes:
PL Plans
Product Based Planning &
Activity Planning Techniques
Those who think education expensive have not yet accounted for what they pay daily for ignorance
Logical Model Lt P2 Exam Cram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
220
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PL:F:1-2
7.3.3
Step 1: Write [Produce] A A21-Project Product Description for the A16-Project Plan
(7.3.3.1)
7.3.3.1-4, App D
Senior User writes (causes creation of) the A21-Project Product Description
Written by the customer so the Supplier knows the required outcome
Must be something within the Project Mandate, May be complete!
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 Product based start to planning is key (I.e. Activity isnt key)
1
A PD of final product
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2&3
PBS & PDs of Sub products
4
PFD
Activity Planning
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PL:F:1-2
7.3.3
7.3.3.1-4, App D
1
A PD of final product
2&3
PBS & PDs of Sub products
4
PFD
Activity Planning
* The official manual declares the Project Manager responsible, Id say accountable for creation but the what MUST come from
the customer and how must come from the technical experts
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223
Product Based Planning:
Syntax
223
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External
product
Intermediate may be
Simple
internal
product
Simple
product
to be
integrated
Collective or integrative
Made up of lower level intermediate or simple (internal or external) products
Collective
Integrative
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
223
224
Simple Products
224
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Simple
internal
product
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External
product
External dependencies, but not resource are modelled as external product dependencies
Resource dependencies are modelled in scheduling (7.3.6.4)
224
Simple internal
product to be
integrated
225
Intermediate Products:
Integrative
225
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Intermediate products
Everything except the bottom level
(and the top which MUST be intermediate of one type or another)
Car
Spark-Plug
See CLICK HERE +44 84 52 57 57 07
225
LightBulbs
Headlight Bulb
226
Intermediate Products:
Collective
226
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Collective grouping
May aid top-down thinking e.g. 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
Headlight
226
Indicators
Light Bulbs
Reversing
Stop Light
Interior
Light
227
227
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PL:F:1-2
7.3.3
7.3.3.1-4, App D
1
A PD of final product
See CLICK HERE +44 84 52 57 57 07
So
2&3
PBS & PDs of Sub products
4
PFD
Activity Planning
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
227
228
228
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PBS
Served
Cup of Tea
Condiments
Milk
Consists of
Poured
Tea
Saucer
Tea
Spoon
Sugar
Product of
Brewing
Cup
Hot
Tea
Water Leaves
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Milk
Hot
Water
Sugar
Product of
Brewing
Tea
Leaves
PFD
Cup
Precedes/ Follows
Poured
Tea
Tea
Spoon
Saucer
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 underrepresented. See my article on breakdown structures noted on the last slide
228
Served
cup
of
Tea
229
229
Product States
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Entity states are required when: Each state needs its own Product Description
Testing may need to be spelt out for state changes
PBS
FP
Commercial
Products
Contract
229
Contract
Signed
Contract
State change
PFD
Signed
Contract
FP
230
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A local council has realized belatedly that their current Social Services Information Systems (SSIS) will not cope with new
legislation. They have one year to be compliant or may then face fines. A new system is proposed. It will also
automatically collate data that currently requires 3 staff to do manually.
Up to now the different departments have held their own records on small computers, offering basic facilities. Duplications
and omissions are a big problem. This has led to many costly mistakes in payments. These records will have to be
corrected by Social Workers before transferring to the new system after it is installed. The old and new programs use the
same database software, so no major conversion work will be needed.
A contract will be placed with an external supplier for hardware and software to replace all the current small computers
with one powerful machine, which offers many extra facilities plus operating economies. The supplier is already part way
through the design of a system, based on specifications agreed with two other councils. The purchase order will be
signed as soon as the Project Initiation Document is approved. The supplier also uses PRINCE2.
Five computer operators and seven other SSIS staff will need training in the new hardware and software. There will then
be further significant work by SSIS staff to prepare the new system for operational use.
The supplier, in the tender, has offered to make small adjustments at no cost at certain points in the new software to fit in
with local practices. From the suppliers point of view these will have to be carefully monitored in order to stay within a
very tight timescale and budget if the supplier is to make a profit. The Council must specify these changes within three
months of the contract being signed.
Two hundred Social Services staff will need to be trained to use the new software
Note the answer below is illustrative not exhaustive. There are other products in the scenario (eg
transferred records) omitted in the interest of legible diagrams over completeness
230
231
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A local council has realized belatedly that their current Social Services Information Systems (SSIS) will not cope with new
legislation. They have one year to be compliant or may then face fines. A new system is proposed. It will also
automatically collate data that currently requires 3 staff to do manually.
Up to now the different departments have held their own records on small computers, offering basic facilities. Duplications
and omissions are a big problem. This has led to many costly mistakes in payments. These records will have to be
corrected by Social Workers before transferring to the new system after it is installed. The old and new programs use the
same database software, so no major conversion work will be needed.
A contract will be placed with an external supplier for hardware and software to replace all the current small computers
with one powerful machine, which offers many extra facilities plus operating economies. The supplier is already part way
through the design of a system, based on specifications agreed with two other councils. The purchase order will be
signed as soon as the Project Initiation Document is approved. The supplier also uses PRINCE2.
Five computer operators and seven other SSIS staff will need training in the new hardware and software. There will then
be further significant work by SSIS staff to prepare the new system for operational use.
The supplier, in the tender, has offered to make small adjustments at no cost at certain points in the new software to fit in
with local practices. From the suppliers point of view these will have to be carefully monitored in order to stay within a
very tight timescale and budget if the supplier is to make a profit. The Council must specify these changes within three
months of the contract being signed.
Two hundred Social Services staff will need to be trained to use the new software
Note the answer below is illustrative not exhaustive. There are other products in the scenario (eg
transferred records) omitted in the interest of legible diagrams over completeness
231
232
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1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
See CLICK HERE +44 84 52 57 57 07
Hardware
Corrected Records
Trained Social Staff
Application Software
Database Software
Purchase Order
Design Changes
Installed System
5 Trained Operators
200 Trained Council
Staff
Contract
Legislative Order (Ext)
Tender
etc
See next slide for a discussion of which scenario words suggest products
This worked example omits several definite products in order to reduce complexity of the illustration
232
Installed
System
Purchased
Products
Training
Products
Purchasing
Products
New
SSIS
233
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New
SSIS
Legislative
Order
Training
Products
Installed
System
Purchasing
Products
Purchased
Products
Tender
Contract
Purchase Order
5 Trained Operators
Design Changes
233
Application Software
Corrected Record
Database Software
Hardware
234
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Legislative
Order
Tender
Purchase Order
Contract
Database Software
Hardware
Design Changes
Application Software
Corrected Record
234
Installed
System
5 Trained Operators
New
SSIS
235
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Software
Powerful Machine
235
Operating Economies
Automatic data collection
Management product
Fines
Small computers
Costly mistakes
236
236
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Project
Work package
Work package
Work package
Deliverable 1
Deliverable 2
Deliverable 3
236
P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
237
Calculating Float
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Total Float A = 6, B = 2, C = 3
Float for D = E = F = Zero therefore Critical Path
Free Float A = 4, B = 0, C = 3
3days
A
0
7d
237
11
11
6d
13
14
13
13
E
7
5d
16
D
0
4d
19
6d
19
F
13
13
19
19
238
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4
B
A
0
3
D
6
C
11
11
11
13
2
E
11
13
11
Earliest Finish
Latest Finish
Period
Task
Duration
238
2 2 2
10
11
1 1
12
13
1 1 1
1 1
1 1
14
15
239
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Task
Duration
Period
1
1
A
1D 1D 1
2
1
Period
239
B2 B2 2 2
Resource
3
Usage/ Period
10
11
1 1 1 1
1 1
12
13
13
15
14
15
1 1
D E
B B E
B B C C C C C C F
5
14
10
11
12
240
Resource Levelling
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Task
Duration
Period
1
2
1
Period
240
2 2 2 2
1 1 1
Resource
3
Usage/ Period
10
11
1 1 1 1
1 1
12
13
14
15
1 1
D D D E
B B B B E
A B B B B C C C C C C F
13
10
11
12
14
15
241
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24
20
15
10
5
3
2
1 A
1
B
B
B
B
B
B
B
B
D
C
D D
C C
E
C
9 10
241
E
C
11 12 13 14 15
3
2
1 A
1
D
B
B
D D
B B
B B
E
B
B
E
C
9 10
11 12 13 14
242
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242
242
243
Scoping Workshops
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SOOPs are Simons 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
243
244
CoPM
PL:P:2-4 The composition of a Plan, the processes and roles in their life-cycle
A.16.2, 7.2.3, 7.3.37.3.8, 12.4.6, 13.4.113.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.13, 17.4.4, 18.4.1, C/ Table 7.1
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Project
Board
Team
Manager
* A Product Checklist is a list of top level products from the Project level PBS with baseline/ expected/ actual delivery dates
244
245
CoPM
PL:P:2-4 The composition of a Plan, the processes and roles in their life-cycle
A.16.2, 7.2.3, 7.3.37.3.8, 12.4.6, 13.4.113.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.13, 17.4.4, 18.4.1, C/ Table 7.1
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Project
Board
Project
Manager
Team
Manager
245
16.4.2
1.
2.
3.
248
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CoPM
Set project tolerances and document
them in the project mandate
Senior Supplier(s)
Stage Plans.
Project Support
Assist with the compilation of
Project Plans, Stage Plans and Team Plans.
248
Project Manager
Decide how management
and technical stages are to be applied and
design Stage Plans.
249
249
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249
250
Revision Notes
Review the section just gone and capture NOW
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250
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.
.
.
.
.
.
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.
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254
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP
Chapter 16
Syllabus Themes:
RK Risk
Those who think education expensive have not yet accounted for what they pay daily for ignorance
See CLICK HERE +44 84 52 57 57 07
254
255
255
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RK:F:1-3
8.3.5.4
RK:F:2-1
8.1
Project risk is medium term (strategic long term and operational is short term)
See CLICK HERE +44 84 52 57 57 07
in reality every event has multiple impacts and multiple observers who often have different opinions of the same outcomes.
PRINCE2 risk treatment must be implemented with consideration of these factors that are beyond the guidance provided. Equally
events often have many possible causes For a wider and deeper view look at the (free) risk course on the web-site
255
257
257
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RK:F:2-6
Guides [15.4.6 Capture and examine issue and risks] and [15.4.7 Escalate issues and
risks]
257
258
258
Ordinal Scales
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RK:F:2-7
Describe risk appetite and risk tolerance
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
Project
Objective
Very Low
.05
Low
.1
Cost
PM has
authority to
decide
< 5% Cost
Increase
Schedule
Slippage
within float
Slippage
within
Execs
tolerances
Scope &
Quality
Optional
quality
aspects
reduced
Staff
Moral
Some
grumbles
Authority
8.3.2, 8.3.3
Moderate
.2
Overall
Project
Slippage
15-40%
High
.4
Cost decision
needs FDs
approval
Terminate
project rather
than proceed
Dates will
miss external
obligations
Overall Project
Schedule Slips
>120%
Should of
items
removed
from
delivery
Volatile staff
may resign
Team
PM
PM & PA
Very High
.8
Acceptance
criteria breach
notliquidatable
Multiple loss
of skilled staff
Loss of crucial
senior staff
Board
CoPM
See my PMToday article on risk management in the members area www.logicalmodel.net for
discussion of scales that include positives and building responses into the base-line
258
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RK:P:2-8 Composition, processes and roles involved in: Risk Management Strategy, Risk Register
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, 18.4.35, C/Table 8.2 & 8.3
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259
260
260
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, 18.4.35, C/Table 8.2 & 8.3
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RK:F:2-6
260
261
261
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RK:F:2-2
1. Identify
1. Context influences on & Create the Risk Management Strategy
Enterprise policy, Boards appetite, Project CQE, Product complexity
Warning signs and stakeholders appetite for risk and each potential response
RK:F:2-4 Proximity How long do we have to prepare and act?
Risk owner!
261
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RK:F:2-2
The steps in the risk management procedure
1. Identify
2. Assess (Estimate, Evaluate)
1. Estimate risk inherent (raw) probability, impact and proximity (urgency)
2. Evaluate
262
8.3.5.3
264
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RK:F:2-2
1. Identify
2. Assess (Estimate, Evaluate)
1. Estimate risk inherent (raw) probability, impact and proximity
2. Evaluate
3. Plan
4. Implement
5. Communicate
See CLICK HERE +44 84 52 57 57 07
264
265
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RK:F:2-2
Identify responses & determine response impact and change to risk P% & Impact
Use A14-Lesson Log and workshops
Select responses for best overall A2-Business Case
9 Response types
RK:P:2-9 Responses may
create Secondary risk
Inherent minus response =
Residual Risk
4. Implement, 5. Communicate
265
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RK:F:1-2
For threats
Avoid: Change the project so the event cant 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 events 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
266
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267
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RK:F:2-2
The steps in the risk management procedure
1. Identify (Context & Individual Risks), 2. Assess (Estimate, Evaluate), 3. Plan
4. Implement
Actionee takes assigned actions & Risk owner monitors risk response actions
8.3.5.4
Owner: Person responsible for most able to care for a specified risks management
Actionee: Person taking risk response actions at the owners direction and support
Must maintain a balanced workload
5. Communicate
Called a step but continuous
Checkpoint, Highlight, End Stage, End Project, Lessons reports & Non PRINCE2
specified media Dashboards & Notice boards
See CLICK HERE +44 84 52 57 57 07
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A24-Risk Management Strategy
A25-Risk Register Risk Budget: SUIP CP DP
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, 18.4.35, C/Table 8.2 & 8.3
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Project
Board
Team
Manager
270
CoPM
270
A24-Risk Management Strategy, A25-Risk Register
Risk Budget: CS/MP/ SB/ DP-Duplicated
RK:P:2-8 Composition, processes and roles involved in: Risk Management Strategy, Risk Register
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, 18.4.35, C/Table 8.2 & 8.3
A.24.2, A.25.2,
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Project
Board
Project
Manager
Team
Manager
15.4.1
15.4.8 Take corrective action
1.
Board or 15.4.4 trigger action
1.
2.
PM collects information on
deviation (concern) from Records, 2.
Reports, Logs & Registers
(RRL&R), selects or devises
3.
responses and triggers via 15.4.1
and updates RRL&R EG A5-CIR
* PRINCE2 uses Event, Cause, Effect. To my mind Event IS Cause. CCC is more meaningful ** See XREF
Most management products Such as A25-Risk Register are given in full on first use and abbreviated Subsequently e.g. A25-RR, those that are not can be looked-up in the Reference list
abbreviations within the diagram (EG T&O) are expanded on first use in the diagram
Other
270
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CoPM
Senior User(s)
273
Project Support
Project Manager
Senior Supplier(s)
Project Assurance
Executive
Team Manager
274
274
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RK:P:3-3 ID primary & secondary risks, estimate inherent & residual risks
8.3.5.3
RK:-
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
274
276
276
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RK:F:2-2
Participation and networking with a wide circle of contacts improves risk management
276
277
277
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RK:F:2-3
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
8.3.5.2
Impact: the magnitude of the change to objectives if the event does/ does not occur
Proximity: when they 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
277
278
Revision Notes
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278
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279
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BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP
Chapter 17
Syllabus Themes:
CH Change
Those who think education expensive have not yet accounted for what they pay daily for ignorance
See CLICK HERE +44 84 52 57 57 07
279
280
280
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CH:F:2-1
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
Includes configuration management
5 Step process for change control used throughout the projects life-cycle
Incorporates all consequential affects of changes to baselines
(agreed balance of time, cost, [resources], scope, quality, benefits, risks)
Request For Change, Off-Specification (variances), Concerns
A12-Issue Register
Baseline is a collection of configuration items (in the Product Breakdown Structure (PBS)
Applies to management & technical products
Outlives the project, Corporate capability, Liaison between configuration librarian & PSO
A6-Configuration Management Strategy
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CH:F:2-3
A.6.1
States procedures, timings and responsibilities for naming, storing and issuing the projects
management and specialist products from inception, through changes to retirement
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CH:F:1-1
Minor (trivial) issues treated informally via A7-Daily Log in [15.4.4 Review stage status]
A12-Issue Register created in [14.4.2 Prepare the Configuration Management Strategy]
A13-Issue Report
RFC: Request for change a discretionary change whose adoption (or not) rests on its
affect on the stakeholders A2-Business Cases
Off-Specification: - Mistake
One or more 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
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Continual need
RFS are Captured, Examined, Proposed, Decided, Implemented
Approve, Reject, Defer, Clarify, or Request an A16-Exception Plan
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Configuration Items
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Change requires
authorised RFC or
Work-Package
Baseline:a CI that is
a collection of CIs
frozen for a
particular purpose
Release: a
mature baseline
EG Ready for test
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Training Course
Stationary
A Configuration Item
Everyone's
Pen
Everyone's
Paper
Freds
Paper
Freds
Janes
Mikes
Refill
Refill
Refill
Spring
Spring
Spring
Cap
Cap
Cap
Barrel
Retraction
mechanism
Retraction
BarrelRetraction
mechanism
Janes
Paper
Mikes
Paper
Barrel
mechanism
Paper
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CH:F:2-3
A.5.1
Records each Configuration items history and relationship to other CIs and to RFCs and OffSpecifications
Status: which step is the CIs development with-in during what period
Who moved it (forward test passed or backward test failed) on what evidence
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CH:F:1-2
9.3.2
1. Planning: [14.4.2 Prepare the Configuration Management Strategy] and A6Configuration Management Strategy
3. Control: throughout the CIs life-span record each transition in maturity level as
evidenced by tests applied
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}
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CH:F:1-2
9.3.2
May be exaustive, often just a list of CI-Id, On/ Off status and Who is assigned
Check the status of CIs in Configuration management database and the real-world match
Confirms CM procedures are working and being used
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}
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CH:F:2-3
The purpose of a: Product Status Account
A report from the configuration management database
A.18.1
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 }
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Issues outside of tolerance versus baseline (Scope-PBS+CIs, Cost etc) trigger exceptions
Trivial issues (concerns) dealt with informally Recorded in A7-Daily Log
Priority and severity scales determine management level required for decision making
Minor PM(?), Significant Change Authority, Major Project Board, Critical - CoPM
Authority to change any base-line (management or technical) rests with the Project Board
May be delegated to a Change Authority in whole or in part
CH:F:2-2
9.3.1.1
Fund agreed between customer & supplier for change control procedure & to implement changes
Purpose is to avoid raising a project exception for each scope change
Authority over the change budget (to RFCs and Off-specs) rests with the Project Board
Change funded by change budget, new project budget or de-scoping other project elements MoSCoW
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CH:F:2-4
The steps in the issue and change control procedure 9.3.3, 9.3.3.1-5
Propose:
Identify possible responses and cost/ effort impact on suppliers
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 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 it will be
avoided.
If it isnt captured you dont know about it and miss-assessed and individually small but frequent items are lost
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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
Select the option that balances stakeholder interest over full life-span
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, or Request more information, Request an Exception Plan
Escalate exceptions A10-Exception Report in addition to A13-Issue Report
Decide Off-Specs: Place the facts in front of those authorised to decide future actions
Concession: Allow Off-Spec without remedial action Update A17-Product Description
Instruct resolution: Require the Off-Spec to be remedied
Defer, Request more information, Request an Exception Plan
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CH:F:2-3
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
The official manual suggests the A12-Issue Register contain {
Often risks, issues (Assumption & Dependency) registers merged in small projects
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CH:F:2-3
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
*FOAR = Follow-On-Action-Recommendation post project action
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
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CoPM
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[13.4.1 Authorise initiation]
1.
Board confirm initiation controls are ok
Project
Board
Project
Manager
Team
Manager
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13.4.4
1.
2.
3.
Project
Board
Project
Manager
Team
Manager
15.4.7
1.
2.
3.
4.
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CoPM
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Project
Board
Project
Manager
Team
Manager
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CoPM
The activities & roles involved in maintaining A5-Configuration Item Record and A18-Product Status Accounts
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Project
Board
Team
Manager
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CH:P:3-1 Identify appropriate information, (using Apdx-A), for inclusion in the products of change
CH:P:3-2 Identify the appropriate type for a given issue
9.2.4
CH:P:3-3 Identify the actions and roles to apply issue and change control
9.3.3
CH:P:3-4 Identify appropriate resource(s) for the role of Change Authority
9.3.1.1, C.8
QA and comment on theme's products and roles involved through-out their life-cycle in CH:P:2-7
CH:P:4-2 Critique use & roles across issue and change control steps: Capturing and analyzing Issue type for
formal (or not) management, Determine impact, Proposing actions, Deciding actions, Implementing actions
CH:P:3-1
CH:P:3-5
Identify appropriate information, (using Apdx-A), for inclusion in the products of change
Identify actions & roles to apply configuration management
9.3.2
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
CH:- Able to use/ tailor the theme to a scenario, to products and to make decisions in the processes
CH:P:4-2
Critique use & roles involved in Planning the CM level, Identifying CIs, Controlling CIs, Status
accounting Verifying and auditing configuration items
9.3.2 C/Table 9.2 and 9.3
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CH:P:4-1
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Chapter 18
Syllabus Themes:
PG Progress
Those who think education expensive have not yet accounted for what they pay daily for ignorance
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PG:F:2-2
10.1
If post-cram you want advise on how to use PRINCE2 then please contact us
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Plan
Control
Delegate
Monitor
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PG:F:1-1 Reporting lines between the four levels of management 10.3.1.1, 10.3.3.4
CoPM
Delegate projects objectives in benefit terms and project tolerances to the Executive
Appoints exec and Project Manager, Receive escalations from the Executive
Delegates outcomes in product terms, budgets and stage tolerances to the Project Manager
Receives escalations from the PM, Escalates to CoPM
Allocates A26-Work Packages and tolerance to team, Receives escalations from team
TMs - Deliver
Negotiates realistic A26-Work Package CTSQR then commits to delivery of products within
constraints, Escalates to the Project Manager (by raising an Issue)
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10.2.3: Tolerance
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Benefits tolerance agreed at project level between CoPM and the board
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304 PG
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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 range (tolerance) for each benefit
A3-Checkpoint Report: A26-Work Package tolerance status
A8-End Project Report: Review of project objectives Time Cost Quality Scope Benefits &
Risk (TCQSRB)
A9-End Stage Report
Review of project objectives (TCQSRB), Review of stage objectives (TCQSRB), Forecast
(TCQSRB)
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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 Documentation: 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
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Executive
Escalates to CoPM risks and issues that threaten or breach tolerance
Provides (or delegates) overall business assurance including for tolerances
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)
Senior User must specify/ ratify A21 & A17-Product Description tolerances and
Senior Supplier must confirm achievable]
PA
Assess aggregate risk exposure against project tolerance (sic!)
Monitor stage and project progress vs.. tolerances
PM
Ensure the products are produced within TCSQ Benefits & Risk tolerance
May be able to authorise changes that do not affect tolerances
PM and TM must confirm A16-Stage Plan & A26-Work Package tolerances realistic
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Project
Board
12.4.2 Capture
previous lessons
Project 1.
PM Captures relevant
Manager
lessons
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PG:F:2-6
A.7.1
The A7-Daily Log is a diary or aide-memoire for the Project Manager and perhaps also
team member/ managers
Is all other registers and logs in Starting Up A Project (SU) and small projects
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
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A3-Checkpoint Report
Product Description
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PG:F:2-8
A.3.1
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
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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
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PG:F:2-8
A.11.1
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 ]
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PG:F:2-1
10.3.3
PRINCE2 meetings are all event driven (efficient use of senior management time)
After tolerances are agreed the assumption is progress to plan unless an exception occurs
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applying the best then please contact us
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If post-cram you want advise on how to use PRINCE2 by removing the least useful and filling the gaps and
applying the best then please contact us
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PG Progress: Stages
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Technical stage: a grouping of work by the set of techniques used or the products
created
A synonym for phases such as Design, or Dig Foundation, TS may overlap
Scope of specialist & management stages matched by Product Based Planning (PBP)
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PG:F:2-6
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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
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PG:F:2-7
A.15.1
Created anytime useful lesson to share 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
Might contain {
Summary, perhaps with highlights specific to different audiences
What topics, project or timeframe (e.g. 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, technical techniques, standards, processes, tools
use of PRINCE2 tailoring and suitability of what is embedded
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
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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
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Project
Board
Project
12.4.2 Capture previous lessons
Manager
1.
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 projects A15-Lesson
Reports, CoPM & external sources
12.4.3 Design and appoint the project
management team
1.
PM considers how to act on
observations in A14-LL for team
design
14.4.6
1.
2.
3.
CofE = Centre of Excellence, previously known as a Project Office or Pj Support Office (PSO) or Pj Management Office (PMO)
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CoPM
Make decisions on Exception Plans when
project-level tolerances are forecast to be exceeded.
Provide project tolerances in the project mandate.
Executive Ensure that progress towards the outcome
remains consistent from the business perspective.
Make decisions on Exception Plans when stage-level
tolerances are forecast to be exceeded.
Provide stage tolerances.
Recommend action to corporate or programme
management if project exception forecast
Senior Supplier(s)
Ensure progress consistent from
the supplier perspective.
Senior User(s)
Ensure progress consistent from
the user perspective.
Project Assurance
Confirm stage and project
progress against agreed tolerances.
Verify Project Plan changes for impact on the needs
of the business or the Business Case.
Verify the Business Case against external events
and project progress.
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Project Manager
Authorize Work Packages.
Maintain the projects registers and logs.
Monitor progress against Stage Plans.
Produce Exception Reports for the Board when
stage-level tolerances are forecast to be exceeded.
Produce Highlight Reports, End Stage Reports ,
Lessons Reports and End Project Report
Project Support
Assist the Project Manager in
maintaining the Issue Register and Risk Register.
Assist with the compilation of reports.
Contribute specialist tool expertise (for example,
planning and control tools).
Maintain the Quality Register for Project Manager.
Number, record, store and distribute Issue Reports
and Exception Reports.
Team Manager
Agree Work Packages with PM.
Inform Project Support of quality activities.
Notify the Project Manager of any forecast deviation
from Work Package tolerances.
Produce Checkpoint Reports.
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Chapter 19
Status Review
What We Have Done &
Have Still To Do
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7&7&7
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CoPM
Exec & PM
BC Org
Org
BC R Pg OK Stage
OK Initiation
LFE
Team
Org
Project Manager
Justify-Why
BC R
Brief &
QApproach
P Plan IP
Team Manager
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OK Project
Project Board
Risk
C CM
Q Quality
R BC
Escalate
BC R C
Capture R&I
Pg Highlights
Comms
Controls
Pg
OrgPlan C
R P
Refine
BC BC
PID
Prep A Stage
Advice
Plan Stage
Org R P
Project Plan
BC Update
BC
Get work
Org OK Close
R
Close
Org
Terminate
P Handover
Stage Report
Pg
Look-backC
P
Plan Recovery
C
Tell board
BC
C Correct
Delegate WP
Pg
Day Job
Pg
Monitor WP
R Q
Do work Pg
Close WP
Deliver results
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7&7&7
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CoPM
Exec & PM
BC Org
Org
BC R Pg OK Stage
OK Initiation
LFE
Team
Org
Project Manager
Justify-Why
BC R
Brief &
QApproach
P Plan IP
Team Manager
325
OK Project
Project Board
Risk
C CM
Q Quality
R BC
Escalate
BC R C
Capture R&I
Pg Highlights
Comms
Controls
Pg
OrgPlan C
R P
Refine
BC BC
PID
Prep A Stage
Advice
Plan Stage
Org R P
Project Plan
BC Update
BC
Get work
Org OK Close
R
Close
Org
Terminate
P Handover
Stage Report
Pg
Look-backC
P
Plan Recovery
C
Tell board
BC
C Correct
Delegate WP
Pg
Day Job
Pg
Monitor WP
R Q
Do work Pg
Close WP
Deliver results
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Project
mandate
P:CoPM
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Authorize
DP
initiation
SU
Decide if Pj Viable
then authorise stage
IP
Define
Team
Define task:
Outline
Business
Case(BC) &
Approach
Decide if Pj Viable
then authorise stage
CS
Create 4 strategies
(Risk, Config, Quality,
Comms) & Pj Controls
Create Pj Plan,
add cost & time
to BC
Assemble
PID
Close
project
SB CS
Escalate
Report
Highlights
CP
Report on
closing stage
Report on Pj
performance vs. PID
Create
Exception Plan
Apply
Corrections
Plan IP
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Ad-hoc
Direction
Premature
Close
Review
Stage status
Plan next
delivery stage
Delegate
Work-packages
Review
work status
Note work
completed
Receive
Work-packages
Create Results
(to quality)
Deliver
Results
MP
327
Overview
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PMs role
327
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DP
IP
SB
CS
MP
CP
Chapter 20
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329
331
331
Project mandate
P:CoPM
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Authorize
initiation
Ad-hoc Direction
Close project
Escalate
Define Team
Create Pj Plan, add cost & time to
BC
Report Highlights
Assemble PID
Apply Corrections
Delegate
Work-packages
Review
work status
Receive
Work-packages
Create Results
(to quality)
Deliver Results
Ad-hoc Direction
Review
Stage status
Plan IP
Close project
Escalate
Define Team
Create Pj Plan, add cost & time to
BC
Report Highlights
Assemble PID
Apply Corrections
Review
Stage status
Delegate
Work-packages
Review
work status
Receive
Work-packages
Create Results
(to quality)
Deliver Results
Plan IP
Ad-hoc Direction
Close project
Escalate
Define Team
Define task: Outline Business
Case & Approach
Report Highlights
Assemble PID
Apply Corrections
Review
Stage status
Delegate
Work-packages
Review
work status
Receive
Work-packages
Create Results
(to quality)
Deliver Results
Plan IP
331
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)
332
332
CS Purpose of CS & MP
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Ensure work can be completed within constraints, Critical success factors in place
Control the link between the Project Manager and the Team Manager(s), by placing formal requirements
on accepting, executing and delivering project work
Applies whether team is internal or external to the Project Managers organisation
No guideance on any technical or specialist activity
332
P:CoPM
Authorize
Decide if Pj Viable then
Ad-hoc
initiation
authorise stage
Direction
Create 4 strategies: R, CM,
Escalate
Q, C
Define Team
& Pj Controls
Create Pj Plan, add
Define task:
Log & examine a
cost & time to BC
Outline
Risk or Issue
Business Case
& Approach
Assemble
Apply
Plan IP
PID
Corrections
333
Close project
Report on closing
stage
Report on Pj performance
vs. PID
Report
Highlights
Delegate
Work-packages
Review
work status
Note work
completed
Receive
Work-packages
Create Results
(to quality)
Deliver
Results
Premature
Close
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333
Translating an Exam-Crams 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
333
334
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Un-normal Issues
[15.4.6 Capture and examine issue and risks]
Deal with those in tolerance
[15.4.8 Take corrective action]
Authorize
initiation
Project
mandate
P:CoPM
Decide if Pj Viable
then authorise stage
Create 4 strategies: R,
CM, Q, C
& Pj Controls
Define
Team
Define task:
Outline Business
Case & Approach
Create Pj Plan,
add cost & time to
BC
Assemble PID
Plan IP
334
Ad-hoc
Direction
Decide if Pj Viable
then authorise stage
Escalate
Log &
examine
a Risk or
Issue
Close
project
Report on Pj
performance vs. PID
Report on
closing stage
Report Highlights
Create
Exception Plan
Premature
Close
Apply
Corrections
Review
Stage status
Plan next
delivery
stage
Delegate
Work-packages
Review
work status
Note work
completed
Receive
Work-packages
Create Results
(to quality)
Deliver
Results
CS:P:2-5, MP:P:2-4 How the seven themes may be applied within the CS & MP
CS:P:2-4 MP:P:2-5 The activities within CS & MP and the responsibilities within them
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
335
PG:P:2-9 CS:F:2-4,5 Controlling A Stage (CS)
and +MP:F:2-4,5 Managing Product Delivery (MP)
15, 16
15.4.1 15.4.2
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
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If YOU
A16-Stage Plan P-PM,
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13.4.313.4.Authorize a Stage
12.4.
or Exception Plan
Stage Authorisation
or
14.4.
CS
Exception Plan Approved
Team Plan
Initiation Stage
A5-Configuration
A23-Quality
A3-Checkpoint Report
Update A23-Quality Register
Item Record
Register
Update/Raise New Risks & Issues
Authority to deliver a
A26-Work Package
A16-Team Plan
Approve A26-Work Package
A26-Wk-Pkg
Notice of Completed
A16? Team Plan
A26-Wk-Pkg
Work-Package
A20-PID
16.4.2 Execute a Work Package
1. Technicans Do the Real Work! Most cost & effort
16.4.3 Deliver a Work Package
16.4.1 Accept a Work Package
follow A26-WkPkg process & A17-PD quality criteria
1. Check all quality activity noted as
1. PM & TM agree what can reasonably be delivered in 2. Hold Checkpoints, Assess status vs. Team Plan, S-PA
complete in A23-Quality Register,
constraints (if16.4.
required, by creating a Team plan Chk
checkTeam Plan, TM raise A3-Checkpoint Report to PM
16.4.
All approvals obtained
with s-PA, Sign-Off by SS?)
3. Maintain comms interfaces reqd by A26-WkPkg
2. Update A16-Team Plan
2. Agree: Reporting of WIP & completion & Quality
4. Do QC, Update A23-QReg & Do CM A5-CIR as in A26-WkPkg 3. Deliver products as per A26-WkPkg
Reviews
& CI
& Tolerances &
5. Obtain product approvals,
See CLICK
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+44handover/
84 52 57 57approval
07
4. Notify PM A26-WkPkg completed
Escalation, Interfaces, P2 Controls
6. Raise issue vs. A26-WkPkg tolerance,
Created Specialist Products
3. Add any risks
7. Raise risks or lessons observed
Obtain Approval Records
update17.4. DoubleHeaded
Create
335
A26-Wk-Pkg
336
336
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
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PG:F:2-6
Purpose of a: Daily Log, Lessons Log, Work Package A.7.1 A.14.1 A.26.1
Dialogue assigning responsibility to move products through part (or all) of a life-cycle phase
Technical and communications interfaces, specifications and protocols through product life
Document control details}
336
CS:P:2-5 How the seven themes may be applied within the CS process
15
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 15.4.8
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
A12-IR+A25-RR
337
337
A14-Lesson
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terms
or Exception Plan
Initiation Stage
14.4.
A20
CS
A7
Stage Plan
A23
A18
A3
Quality Register
Product Status Account
Checkpoint Report
Stage Authorisation
or Exception Plan
Approved
A1
A5
17.4.
CS 18.4.
Tolerance
Threat
Project Bd
Advise
Corrective Actions
A13 Issue
Report
Highlight
Reports
Daily Log
A16
A11
A12-IR+A25-RR
Corrective action
13.4.313.4.Authorize a Stage
12.4.
Stage Boundary
Approaching
17.4.1-4
(17.4.)
Project End
Approaching
New Work-Package
A16-Stage Plan{
A17-Product
Descriptions}
update
15.4.1 Authorize a
Work Package
17.4.
16.4. A26-Wk-Pkg
A3-Checkpoint Report
Update A23-Quality Register
DoubleHeaded
Create
A14-Lesson Log
(& A15?)
A23-Quality Register
337
A5
A16-Team Plan
16.4.2 Execute a Work Package
A16-Stage Plan
18.4.1-4
(18.4.)
A23-Quality
Register 16.4.
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
338
338
Capture
Examine
Propose
Decide
CoPM
Implement
Issue Report
15.4.6
14.4.CaptureCSand examine issues and risks
1. Log I or R to Register or A7-Daily Log
2. Assess the I or R vs. Plans & A2-Business
Case
3. Identify possible responses
New 4. Schedule corrective actions or escalate
where outside PM tolerance
Issue
Initiation Stage
1st
or
Risk
A20
A16
A12
Stage
Plan
PID {A4-CmMS,
A6-CfMS,
A2-Business Case,
A16-Pj Plan }
A7
A13
A12
A16-Stage Plan{
A17-Product
Descriptions}
DoubleHeaded
update
16.4.
A16
Stage Plan
A23-Quality Register
A3-Checkpoint Report
A23-Quality Register
A16-Team Plan
17.4.
17.4.CS 18.4.
Project Bd Advise
A7
A11
A20
PID {
A2-Business Case,
a16-Project Plan }
A20
A16
A12
A15
A14-Lesson Log
A3
A23
A18
Daily Log
old Highlight
Reports
PID {A4-CmMs}
Stage Plan
Issue Register
Lesson Report
Checkpoint Report
Quality Register
Product Status Account
New Issue
or Risk
Stage Boundary
Approaching
Project End
Approaching
A26-Wk-Pkg
Tolerance Threat
Corrective Action
A5
New A26-Work-Package
Stage Plan
Corrective Action
338
A25-Risk Register
A5-CIR
A16
A11
Request for Advice
Delivery Stage
Exception Raised
Issue Register
Daily Log
A16-Stage Plan
17.4.5,2-4
(SB)
17.4.1-4 (SB)
18.4.2-5 (CP)
18.4.1,3-5
(CP)
16.4.
A23-Quality
Register
Authorise a Stage or
12.4. 13.4.3
13.4.Exception
Plan
A26-Work Package
Notice of Completed Work-Package
339
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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
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PG:F:2-8
Informs the Project Board of a situation where tolerances are threatened or breached
Stage Project Manager raises an exception to the Project Board
Project Executive raises an exception to CoPM
Options available
Impact of each on A2-Business Case, risk and A16-Project Plan
339
340
340
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12.4.
13.4.
Change of context
Exception Raised
Initiation Stage
17.4. 16.4.
update
DoubleHeaded
340
New Issue
Recycle SU
Instruction
Create
Premature closure
Last Specialist Stage 18.4.
341
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Purpose: provided the Project Board with sufficient information 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
Requests permission to execute the next stage
In an exception the A16-Project Plan, project management team assignments, strategies and
control may change significantly
Ensure smooth transition that keeps momentum without being rushed
Exception to add feature is not the same as an exception to recover a struggling project
A9-End Stage Report
Project Manager reports on the projects history and outlook
341
342
342
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13.4.3 Authorise a Stage or
Exception Plan
15.4
CS
Stage boundary
approaching
Lesson Log
14.4
IP
Initiation Stage
A14
A5
A10-Exception
Report (& A13)
Configuration Item
Records
Quality Register
A12-Issue Register
A25-Risk Register
A20-PID {A16-Project Plan }
A1
Benefits
Review Plan
A12-Issue Register
A25-Risk Register
17.4 15.4
SB. CS
Request to approve [next
stage/ exception] plan
A9
End Stage Report {
A15-Lesson Report,
Follow-On-Action-Recommendations }
18.4
CP.
16.4
MP.
17.4
DoubleHeaded
A16-Exception Plan {
A17-Product Description}
A23
342
A23-Quality Register
(current) A16-Stage
Plan PBS!!
update
12.4 13.4
SU. DP.
Create
343
343
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
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PG:F:2-7
A.9.1
Summarises stage facts and PMs view of progress to date to inform PBs decision on what
next?
NB tandem with assessment of the next stages A16-Stage Plan
At stage end the Project Manager summarises the stage in an A9-End Stage Report {
Project Managers summary of performance versus plans and tolerances
Recognition of teams and peoples contributions
Unusual and or unforeseen situations that arose during the stage, Lessons to be learned
Resourcing planned and provided
Project Managers forecast for the project and the stage versus the 4 strategies
A2-Business Cases current viability, benefits achieved and still reasonably remaining
Explanation of any revision of the A2-Business Case
Product approvals planned, sought and achieved or not, Products handed over to operations and
maintenance or ready for hand-over
History of Issues: Volume and aggregate impact }
343
344
344
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15.4
16.4
15.4
16.4
344
345
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Project Status
Report
12.4
SU
13.4
DP
A20
A9
Initiation Stage
14.4
IP
17.4
SB
15.4
CS
16.4
MP
When you come to really use P2 consider: during embedding and tailoring combine Project Brief and PID it is
a good idea, combine A12 and A25 is a good idea (Risk & Issues) we can help please contact us
345
Premature closure
Last
Specialist
Stage
17.4. Approval
CS
Confirm
of
Specialist
Product
A-E/SU/SS, (R)-PM/PA, TM-(P)
18.4
CP
346
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Management By Exception
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
Reporting Exceptions
Exec to CoPM (mechanism outside P2 scope) Possibly 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]
Do not notify PM like this in the real world!, fine as a record of what has already been raised
face-2-face even if over a conference link
346
347
Revision Notes
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347
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.
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348
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PG
SU
DP
IP
SB
CS
MP
CP
Chapter 21
Syllabus Processes:
CP Closing A Project
Normal
&
Premature
Those who think education expensive have not yet accounted for what they pay daily for ignorance
See CLICK HERE +44 84 52 57 57 07
348
349
349
CP - Closing A Project
Foundation & Practitioner
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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
Formality may vary
Benchmark achievements and
ensure benefits measurement is in place
SU
DP
IP
CS
SB CS
CP
MP
MP
349
350
350
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13.4.4 Give ad hoc
direction
15.4
CS
Stage
Premature close
Project end
approaching
A20
350
DoubleHeaded
Create Additional
work estimates
A12-Issue Register
Create
A20-PID { A4-CmMS }
A5-CIR
A1-Benefits Review Plan
Acceptance records
update
18.4
CP.
A23-Quality Register
A20-PID
A14-Lesson Log
351
351
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
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PG:F:2-7
Purpose of a: End Stage & End Project Report, Lessons Report A.9.1 A.8.1 A.15.1
Summarises project facts and PMs opinions of project performance vs. the A20-Project Initiation
Documentation used to authorise it [as amended from time to time]
It might contain {
Performance relative to Cost/ Time/ Scope success criteria in the initial A20-Project Initiation Documentation
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
351
352
352
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12.4
SU
13.4
13.4.5 Authorize project closure
DP 1. Confirm customer has received all products within A6-Configuration Management Strategy
2.
3.
4.
5.
6.
7.
Closure Notification
Closure recommendation
352
update
DoubleHeaded
Create
17.4 15.4
SB CS
Delivery Stage
17.4 15.4
SB CS
18.4
CP
353
Project Mandate,A19-Project Brief,
A20-Project Initiation Documentation (PID)
353
IP:P:2-7
Apdx-A for a Project Initiation Documentation, the process(es) and roles in its life-cycle
A.20.2
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13.4.1 Authorize initiation
1.
Board approve the A19Project Brief and trigger
the Initiation Stage. The
mandate is archive (if it
exists)
353
14.4.4
1.
14.4.5
1.
14.4.6
1.
14.4.7
1.
17.4.2
15.4.6 Capture and examine
Prepare the Communication Management Strategy(A4-CmMS)
issues and risks
1.
PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf 1.
PM actions informed
by the A20-PID
Set up the project controls
PM uses guidance in the A19-PjBf
15.4.5 Report highlights
17.4.3
[manual says summarise reality says detail]
1.
PM reports in A11Highlight Report
1.
Create the Project Plan
against A20-PID
PM derives from guidance in the A19-PjBf on milestones, standards,
external dependencies, approach & assumptions
17.4.4
15.4.4 Review stage status
1.
Refine the Business Case
1.
PM actions informed
PM extends (exec oversee) outline A2-BC to full A2-BC
by the A20-PID
End Project
Report of how Pj
performed vs.
original A20-PID
[and separately?]
compares the
version of the
A20-PID
baselined at
13.4.2 and
current at 13.4.518.4.4
355
355
CP - Closing A Project
Foundation & Practitioner
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Foundation Questions
The table of contents does include Closing A Project (CP) questions, but
You could refer to the WorkBook table of contents for the 75 question mock exams
355
356
356
The End
Beginning
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Congratulations
Booking & taking the exam is the trivial bit compared to all you have done to get here
For the best chance of passing 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 (if you need it) resolve any dis-connects
356
357
357
Exam Thoughts
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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!
Open book means official manual (on which you may write your own notes) but this is THE
ONLY SOURCE allowed
357
358
Revision Notes
Review the section just gone and capture NOW
Licensed for commercial uses on Default terms see slide #8 notes License@logicalmodel.net) If YOU PAID for these materials report usage & share in fees levied
358
.
.
.
.
.
.
.
.
.
.
.
.
.
.
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359
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP
Chapter 22/22
Wrap-up
Wrap-Up
Those who think education expensive have not yet accounted for what they pay daily for ignorance
Logical Model Lt P2 Exam Cram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
359
360
Licensed for commercial uses on Default terms see slide #8 notes License@logicalmodel.net) If YOU PAID for these materials report usage & share in fees levied
Where you need help to get that last bit exam ready then give me a shout!
Revisit the materials up-to the exam to keep all that detail current
Reach-out to me after the exam to discuss how do we apply all of this?
www.linkedin.com/in/simonharrispmp or an eMail to discuss what help you might want
The 5th Edition PMBoK contains much that a PRINCE2 practitioner needs to
know in order to fill in those so how do you create a resource levelled schedule
or engage subcontractors under an appropriate contract type?
Excellence in project delivery needs PRINCE2 skills and PMBoK Guide skills and
skills from project owners and sponsors
We call the integrated capability New Generation Thinking and would love to tell you about it
See the American Society for the Advancement of Project Management Paper here
360
361
Where Next?
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We know real world use is a lot more demanding than sitting an exam-courses
Ive done my best here to ensure you know what the exam will ask by telling you what
the book says, but in places it is either incomplete and poor advice
Passing the PRINCE2 exams gives real value to individuals who also have
some solid pm experience and a boost to those seeking pm roles who dont yet
have the experience its only of value to organisations when all the layers know
their roles
Id love to help your organisation use pm for real. You now know that takes action at
the direct, manage and deliver layers
361
362
Dedication &
About the Author
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To Lea for the many hundreds of cups of Lapsang Souchong delivered during the
making of this course without a PBS or PFD in sight
362
363
Revision Notes
Review the section just gone and capture NOW
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363
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.
.
.
.
.
.
.
.
.
.
.
.
.
364
Good-bye
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The beginning,
Good Luck in the future
364
Good,
butperhaps a
little more
detail here ?
Section 3
Results are
promising : Turned
power on and no smoke
detected -- this time...
Elements will be
phased in
gradually as
the software
matures:
It's late!
Licensed for individual use without fee. A commercial licence (License@logicalmodel.net) removes this note: Please report unlicensed use & share in fees levied
PRINCE2 Practitioner
The exams syllabus areas
are the official manuals
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
3.1-Product
Cross-Refs
Pm
Pa
Ctl
Undefined
ProjectMandate
ProjectApproach
ProjectControls
Additionalworkestimates
TailoringofPRINCE2
PrePrince
SU5
IP5
CP2
?!
OrganogramElements
ExecutiveRoleDescription
SU1
AppointedExec
SU1
PMRoleDescription
SU1
AppointedPM
SU1
ProjectManagementTeamRoleDescriptionSU3,IP2,IP5
PMTs ProjectManagementTeamStructure
SU3,IP2,IP5
AppintedPMT
SU3
Rd
AdditionalRoleDescriptions
SU5,IP2,IP5
P22009ManagementProductAccesses
LogicalModelLtd2011
Approved
Input
Reviewed
CellsdefinewhichACTIVITYmakeswhatACCESS(columns)towhichPRODUCT(row)
"*"meansall,"!?"=Notspecified"{...}"=Includedinorincludes
Created/
Updated
ManagementProductvs.
Activity'sCRUDOperations
SU4
IP6,IP8
IP8
IP8
SU3,SU5
SU3,SU5
SU5,IP8
SU5,IP8
ManagementProductvs.Activity'sCRUDOperations
Page1of4
A1
Baselines&Strategies
BenefitsReviewPlan
A2o
A2d
A4
A6
OutlineBuinessCase
BusinessCase
CommunicationManagementStrategy
ConfigurationManagementStrategy
initiationStagePlan
A16 Plan[Project][Stage][Team]
A16p ProjctPlan
A16c StagePlan[current]
TeamPlan
ExceptionPlan
A16n NextStagePlan
A17 ProductDescription
A19 ProjectBrief
Pd
ProjectBrief{ProjectDefinition}
A20 ProjectInitiationDocumentation
A21
A22
A24
A26
ProjectProductDescription
QualityManagementStrategy
RiskManagementStrategy
WorkPackage
NewA26WorkPackage
CompletedWorkPackage
SpecialistProducts
ApprovalRecords
AcceptanceRecords
Approved
LogicalModelLtd2011
Input
Reviewed
CellsdefinewhichACTIVITYmakeswhatACCESS(columns)towhichPRODUCT(row)
"*"meansall,"!?"=Notspecified"{...}"=Includedinorincludes
Created/
Updated
ManagementProductvs.
Activity'sCRUDOperations
DP3u,IP7,SB3u,CP3u
DP2,DP3,DP5,SB3,SB4
SU4
IP7[Detailed]
IP4
IP2
SU6
SU5
DP5,IP8
IP8,[A20:IP5,IP6,CS5,CS6,CP5and{*}]
IP8,[A20:IP4,IP5,IP6,CS1,CS6,CP3and{*}]
DP1
DP1
IP6
CS1u,CS2u,CS3u,CS4u,CS8u
MP1,MP2u,MP3u
SB5{A17}
SB5{A17}
SB1,SB5
SU1C,SU2U,SU4U,SU5Assemble
IP5,IP8
CS2,CS3,CS4,CS5,CS6,CS7,CS8,SB2,SB4,SB5
CS1,CS2,MP2
DP3,SB2
DP3,CS1{A17},SB2
DP3
DP3U,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}
SU4
IP3
IP1
CS1u,CS2u,MP3u
CS4
MP3
MP2
MP2[obtain]
CP3[obtain]
P22009ManagementProductAccesses
DP2,DP3u,DP5u
DP5u
DP1,IP1,IP2,IP3,IP4,IP5,IP6{Pa+A21},IP7{A2[o]},IP8{PjDef+Pa}
IP8
DP2,DP3,DP5{A2},IP4{A24+A22+A6},IP5{4s&A16!},IP6{4s+PjCtls},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}
SU5,IP3,IP6
IP8,[A20:IP4,IP5,IP6,CS1,and{*}]
IP8,[A20:IP4,IP5,IP6and{*}]
CS2,MP1,MP2,MP3
CS1
CS3
DP1
DP2,
DP3U
MP1
ManagementProductvs.Activity'sCRUDOperations
Page2of4
A5
Reports&Registers
ConfigurationItemRecords
A7
A12
DailyLog
IssueRegister
A14
A23
A25
LessonsLog
QualityRegister
RiskRegister
A3
A8
A9
A10
A11
A11
A13
A15
A18
NewIssue
NewRisk
Records
CheckpointReport
EndProjectReport
EndStageReport
FollowonActionsRecommendations
ExceptionReport
HighlightReport
HighlightReport,Previous
IssueReport
LessonsReport
PreviousLessonsReports
ProductStatusAccount
Input
Reviewed
IP2,IP6,CS1u,CS2u,CS3u,CS8u,MP2u,SB1u,SB5u,CP3u
CS3,CS8,MP3
SU1,SU3,SU4,SU5,SU6,CS6u,CS8u,CP5[close]
IP2,CS1u,CS2u,CS4u,CS6u,CS7u,CS8u,SB1u,SB2u,
SB3u,SB5u,CP2u,CP5[close]
SU2PM,CS4u,CP5[close]
IP3,CS1u,MP1u,MP2u,SB1u,SB5u,CP5[Close]
IP1,CS1u,CS2u,CS4u,CS6u,CS7u,CS8u,Sb1u,SB2u,
SB3u,SB5u,CP5[close]
DP4[raise],MP2[raise]
MP1[raise],MP2[raise]
SU6,IP1,IP2,CS5,CS8
IP3,IP4,IP5,IP6,CS4,CS5,CS7,CS8,SB1,SB3,SB4,SB5,CP3,CP4
SU2Exec SU3,SU4,SU5,SU6,DP2,IP1,IP2,IP3,IP4,IP5,IP6,CS5,SB1,SB4,CP4
CS2,CS3,CS4,CS5,MP3,SB4,CP4
IP2,IP3,IP4,IP5,IP6,IP7,CS2,CS4,CS5,CS7,CS8,SB1,SB3,SB4,SB5,CP3,CP4
CS6
CS6
MP2
CP3{foar},CP4{A15}
SB4{A15+foar}
SB4,CP3[A8]
CS7
CS5
CS2,CS4,CS5
DP5{A14+foar},CP4{foar}
DP3
DP3
SB5
CS5
CS7,CS8
DP3
CS4u,CS6,CS7u,CS8u
PrePrince
P22009ManagementProductAccesses
LogicalModelLtd2011
Approved
CellsdefinewhichACTIVITYmakeswhatACCESS(columns)towhichPRODUCT(row)
"*"meansall,"!?"=Notspecified"{...}"=Includedinorincludes
Created/
Updated
ManagementProductvs.
Activity'sCRUDOperations
DP5
DP3
DP3,DP5
DP3,DP5
SU2
CS4,CS5,SB4,CP1,CP2,
ManagementProductvs.Activity'sCRUDOperations
Page3of4
CommunicationofAuthorities
RequesttoInitiateaProject
Authoritytoinitiateaproject
InitiationNotification
Requesttodeliveraproject
Projectauthorisationnotification
StageAuthorisation
AuthoritytodeliveraWorkPackage
Correctiveaction
ToleranceThreat
ExceptionRaised
ExceptionPlanRequest
RequesttoApproveExceptionPlan
RequesttoApproveNextStagePlan
ExceptionPlanAuthorisation
ExceptionPlanApproved
Stageboundaryapproaching
ProjectEndapproaching
ClosureRecommendation
ClosureNotification
Draftprojectclosurenotification
Prematureclose
Requestforadvice
ProjectBoardRequestforAdvice
CorporteAdviceandDecision
PMRequestforadvice
ProjectBoardAdvice
SU6
DP1
DP1
IP8
DP2
DP3
CS1
CS4,CS8
CS4
CS7
DP4
SB4
SB4
DP3
CS4
CS4
CP5
DP5
CP5[prepare]
DP2,DP3,DP4
CS4,CS6
DP4
DP4
P22009ManagementProductAccesses
LogicalModelLtd2011
Approved
Input
Reviewed
CellsdefinewhichACTIVITYmakeswhatACCESS(columns)towhichPRODUCT(row)
"*"meansall,"!?"=Notspecified"{...}"=Includedinorincludes
Created/
Updated
ManagementProductvs.
Activity'sCRUDOperations
DP1
IP1,IP2,IP3
DP1
CS1
MP1
CS1,CS4,CS8
CS7
DP4
SB5
DP3
DP3
CS1
SB1
CP1
DP5
CP2
DP4
DP4
CS4
ManagementProductvs.Activity'sCRUDOperations
Page4of4
Licensed for individual use without fee. A commercial licence (License@logicalmodel.net) removes this note: Please report unlicensed use & share in fees levied
PRINCE2 Practitioner
The exams syllabus areas
are the official manuals
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
3.2-Key
Diagrams
Licensed for individual use without fee. A commercial licence (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied
Processes
including Business Case
Those who think education expensive have not yet accounted for what they pay daily for ignorance
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Licensed for individual use without fee. A commercial licence (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied
The Start
& Business Case
Those who think education expensive have not yet accounted for what they pay daily for ignorance
Logical Model Ltd 0845 2 57 57 07 Logical Model Lt P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
Apdx-A for a Project Brief, the processes and roles in its life-cycle
IP:P:2-7
Apdx-A for a Project Initiation Documentation, the process(es) and roles in its life-cycle
A.20.2
Licensed for individual use without fee. A commercial licence (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied
13.4.1 Authorize initiation
1.
Board approve the A19Project Brief and trigger
the Initiation Stage. The
mandate is archive (if it
exists)
14.4.4
1.
14.4.5
1.
14.4.6
1.
17.4.2
15.4.6 Capture and examine
Prepare the Communication Management Strategy(A4-CmMS)
issues and risks
1.
PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf 1.
PM actions informed
by the A20-PID
Set up the project controls
PM uses guidance in the A19-PjBf
15.4.5 Report highlights
17.4.3
[manual says summarise reality says detail]
1.
PM reports in A11Highlight Report
1.
Create the Project Plan
against A20-PID
PM derives from guidance in the A19-PjBf on milestones, standards,
external dependencies, approach & assumptions
17.4.4
15.4.4 Review stage status
1.
Refine the Business Case
1.
PM actions informed
PM extends (exec oversee) outline A2-BC to full A2-BC
by the A20-PID
Authorize a Work
Package
17.4.5 Produce an
PM extracts or crossException Plan
references A20-PID 1.
PM reviews/
Strategies/ Controls/
updates any aspect
Quality/ Milestones/
of the A20-PID in
CfM & handover
consultation with
requirements
board (sic)
End Project
Report of how
Pj performed vs
original A20-PIDa8 [and
separately?]
compares the
version of the
A20-PID
baselined at
13.4.2 and
current at 13.4.518.4.4
Licensed
for individual
use without &
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12.4.1
Appoint Executive
A7
Appointed Exec
P:CoPM
Appointed PM
P:E A:CoPM
Appointed PMT
P:E A:CoPM
13.4.113.4Authorize
DP
initiation
14.4
15.
IP
CS
A16 (init) Stage Plan
P:PM, R:PA (A)ESUSS
A7 Daily Log P:PM
Request to initiate a
project
`
Initiation Stage
Project Manager
12.4
SU 1. Based on Pj-Md8, skills
& availability
2. PM starts Daily Log
A7
ffrroomm
b
r
o
b
ccee
aabbssor quenn17.4
o
t
e
o
r
e
t
u
eeaassieierds tthheesseq SB
Previous
lessons
reports
e
r
a
P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
Logical Model Ltd 0845 2 57 57 07
lsls are it bbuuililds
e
d
o
Audits/Staff/ In- or External
e
ffiliele;; it
sseemmod
e
4
d
h
e
e
T
t
d
aate
update
DoubleHeaded
Create
Th anim
im
PMT = Project Management Team, PMTs = PMT structure, P: = Produces, R: = Reviews, A: t=thApproves
hee an ( ) = in another process { } = containing
Pm
Pa
Project Mandate
Project Approach
Executive Role Description
Appointed Exec
Project Board
Change
Authority
Team Manager
Project
Support
Project
Assurance
Project
Manager
Senior Supplier
Senior User
Executive
CoPM
Products Involved In SU
SU1-P
SU5-P
PMTs
SU1-P
SU1Confirm
PM Role Description
SU1- A
Appointed PM
SU1-A
Project Management Team Role Descriptions
Project Management Team Structure
SU3-A
Rd
Appinted PMT
Additional Role Descriptions
A20
SU4-A
SU4-P
DP1-A
SU4-R
DP1-A
SU4-R
DP1-A
SU5-P, IP6U
SU4-R
SU6-P
A19
Project Brief
DP1-R
DP1-A
DP1-A
DP1-A
SU5-P
A21
A7
A14
Lessons Log
SU1-P
SU1-P
SU3-A
SU3-A,
DPpid-A
SU3-P
DPpid-A
DPpid-A
DPpid-A
DPpid-A
DPpid-A
SU3-P
SU3-P, IP6- IP6-R
U
SU4-P
SU1-P, SU3U, SU4-U,
SU5-U, SU6U, CS6-U,
CS8-U,
CP5[close]
DP2-R
SU5-R
Products In SU Page: 1 of 1
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 this
2. Benefits Review Plan, and in which process(es) it is developed, used and reviewed and which roles are responsible for this
Licensed for individual use without fee. A commercial licence (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied
Project
Board
Project
manager
ResponsibilitiesoftheRolesWithintheThemes
LogicalModel2011
Role
Theme
CoPM
BusinessCase
CoPM
BusinessCase
CoPM
Exec'sBusinessAssurance
Exec'sBusinessAssurance
Exec'sBusinessAssurance
BusinessCase
BusinessCase
BusinessCase
BusinessCase
Exec'sBusinessAssurance
BusinessCase
Exec'sBusinessAssurance
BusinessCase
HoldtheSeniorUser(s)toaccountforrealizingthepostprojectbenefitsenabledbytheprojects
products.
ProvidetheprojectmandateanddefineanystandardstowhichtheBusinessCaseneedstobe
developed.
ResponsiblefortheBenefitsReviewPlan(postproject).
AssistinthedevelopmentoftheBusinessCase.
Ensuretheprojectfitswithoverallprogrammeorcorporatestrategy.
Ensurethevalueformoneysolutionisconstantlyreassessed.
MonitorchangestotheProjectPlantoidentifyanyimpactontheneedsofthebusinessorthe
BusinessCase.
Monitorprojectfinanceonbehalfofthecustomer.
Exec'sBusinessAssurance
BusinessCase
ReviewtheimpactassessmentofpotentialchangesontheBusinessCaseandProjectPlan.
Exec'sBusinessAssurance
BusinessCase
Exec'sBusinessAssurance
BusinessCase
Executive
BusinessCase
Executive
BusinessCase
Executive
ProjectManager
ProjectManager
ProjectManager
BusinessCase
BusinessCase
BusinessCase
BusinessCase
VerifyandmonitortheBenefitsReviewPlanforalignmenttocorporateorprogramme
management.
VerifyandmonitortheBusinessCaseagainstexternaleventsandprojectprogress
OverseethedevelopmentofaviableBusinessCase,ensuringthattheprojectisalignedwith
corporatestrategies,andsecurethefundingfortheproject.
ResponsiblefortheBenefitsReviewPlan(forthedurationoftheproject)unlessbeingmanaged
bycorporateorprogrammemanagement.
ResponsiblefortheBusinessCaseforthedurationoftheproject.
Assessandreportonprojectperformanceatprojectclosure.
AssessandupdatetheBusinessCaseattheendofeachmanagementstage
Conductimpactanalysisofanyneworrevisedissuesorrisksthataffecttheprojects
ProjectManager
BusinessCase
desirability,viabilityorachievabilityagainsttheoriginalbasisforapprovingtheproject.
ProjectManager
BusinessCase
ProjectSupport
BusinessCase
SeniorSupplier(s)
BusinessCase
PreparetheBusinessCaseonbehalfoftheExecutive.
TheBusinessCaseshouldhaveabaselineandthereforebeunderconfigurationmanagement.
ProjectSupportshouldadvisetheProjectManagerofanyproposedoractualchangestoproducts
thataffecttheBusinessCase.
ResponsibleforthesupplierBusinessCase(s)(iftheyexist)seesection19.6.1.1.
ResponsibilitiesoftheRolesWithintheThemes
Responsibility
Page:1of10
ResponsibilitiesoftheRolesWithintheThemes
LogicalModel2011
Role
Theme
Responsibility
SeniorSupplier(s)
BusinessCase
Confirmthattheproductsrequiredcanbedeliveredwithintheexpectedcostsandareviable.
SeniorUser(s)
SeniorUser(s)
SeniorUser(s)
SeniorUser(s)
SeniorUser(s)
BusinessCase
BusinessCase
BusinessCase
BusinessCase
BusinessCase
Ensurethattheexpectedbenefits(derivedfromtheprojectsoutcomes)arerealized
Ensurethattheprojectproducesproductswhichdeliverthedesiredoutcomes.
Ensurethedesiredoutcomeoftheprojectisspecified.
Provideactualversusforecastbenefitsstatementatthebenefitsreviews
ResponsibleforspecifyingthebenefitsuponwhichtheBusinessCaseisapproved.
ResponsibilitiesoftheRolesWithintheThemes
Page:2of10
Initiation Notification
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12.4.
13.4.
Authority to
initiate a project
17.4. 16.4.
ModelProject
Now
P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
Logical
Ltd 0845
2 57 Starts!
57 07
A19 Project Brief (Approved)
P: = Produced By, R: = Reviewed By, (A) = Approved in another process by,
A16 Approved initiation
PA=Project assurance, E=Exec, SU=Senior User(s) SS=Senior Supplier(s)
Stage Plan
18.4.
Licensed for individual use without fee. A commercial licence (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied
IP and SB
Plans
DP2 and DP3
Initiation
& Plans
Those who think education expensive have not yet accounted for what they pay daily for ignorance
Logical Model Ltd 0845 2 57 57 07 Logical Model Lt P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
IP:P:2-5 The activities within the IP process and the responsibilities within them
14.4.1 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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Authorize
A19
A14
A7
Authority to
initiate a project
Lesson Log
Daily Log
A25-Risk Register
A12-Issue Register
13.4.2
PBS = Product Breakdown Structure, PFD = Product Flow Diagram. PD A17-Product Description, CIR = A5-Configuration Item Record
See XREF for details
A25-Risk Register
P-PS, A-PM, R-PA
A5
Pj Controls
P2 Tailoring
A19-Project Brief
A14-Lesson Log
Upd8 A12-IR+A25-RR
A7-Daily Log
A12-Issue Register
A20-PID {A4-CmMS,
Project Controls }
17.4.CS
A20-Project Initiation
Document
17.4.CS
Request to
deliver a
project
Stage boundary
approaching
17.4.1-4
(17.4.)
Authorize
the project
13.4.1
16.4.
Create A1-Benefits
Review Plan
17.4.
Ctl
Project Controls
PMTs Project Management Team Structure
Rd
A1
A2d
Business Case
A4
Communication Management Strategy
A6
Configuration Management Strategy
A16p Projct Plan
A17
Product Description
A20
A22
A24
A5
DPpid-A
SU3-A,
DPpid-A
DPpid-A
DPpid-A
DPpid-A
DPpid-A
DPpid-A
SU3-P, IP6-U
IP5-R
IP6-R
DPpid-A
DPpid-A
SU5-P, IP6-U
DP2-A,
DP3u-A,
DP5u-A
DP5u-A,
??-A(sb3)
DPpid-A
DPpid-A
DPpid-A
DP2-A,
DP3u-R,
DP5u-R
DP5u-A,
??-A(sb3)
DPpid-A
DPpid-A
DPpid-A
DP2-A,
DP3u-R,
DP5u-R
DP5u-A,
??-A(sb3)
DPpid-A
DPpid-A
DPpid-A
IP7-P, CP3-Ru
DP2-A,
DP2-R,
DP3u-R, DP3u-A
??-R(sb1),
??-R(sb5)
DP2-A,
DP3u-A
DP2-A,
DP3u-A
DPpid-A
DPpid-A
DPpid-A
DPpid-A
DPpid-A
DPpid-A
IP3-R
IP1-P
IP2-A, IP6-A, CS1-A,
CS2-A, CS3-A, CS8U, SB1-P-CrU, SB5RCrU, CP3-A
DP2-A,
DP3u-A,
DP5u-A
DP5u-R,
??-R(sb3)
Project Board
Change Authority
Team Manager
Project Support
Project Assurance
Project Manager
Senior Supplier
Senior User
Executive
CoPM
Products Involved In IP
DP2-R, DP3u-R,
DP5u-R, IP7-R, CP3R, -----IP7-P, SB3-U
DP5u-R, IP7-R, Sb3R,
IP4-P
IP4-R
IP2-P
IP2-R
IP6-P, SB2-U, CP1- IP6-R, SB2-R, CP1U, CP2-U
R, CP2-R
DP[A16]-A DP[A16]-A DP[A16]-A IP6-P
IP6-R
IP3-R
IP1-R
IP2-R, IP6-R, CS1-R, IP2-P, IP6-P, CS1- MP1-R, MP2CS2-R, CS3-R, SB1- P, CS2-P, CS3-P, R, MP3-R,
MP2-U
R, SB5-RCrU, CP3-R CS8-R, MP2-U,
SB1-R, SB5-PCrU,
CP3-U
Products In IP Page: 1 of 2
Products Involved In IP
A12
Issue Register
IP2-P
A23
Quality Register
A25
Risk Register
Products In IP Page: 2 of 2
SU6 IP6
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SU
12.4
IP
14.4
7.3.2 Designing a Plan
1.
Select presentation
formats and layouts EG for
approval, day-to-day use) to
ensure clarity by recipients
2.
Identify recipients
3.
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
CS
Project Approach
1.
List activities from PFD (Activity On Arrow network) or add
A22-Quality Management Strategy
Life-cycle tasks to PBS and create a WBS
A19-Project Brief or A20 PID
Include all management, risk and quality activities
(Supplier Standards)
An iterative, step-wise
refinement process
MP 16.4
List of Activities
Dependencies
* 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
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CS
cklist 15.4
SB
17.4
MP 16.4
A25-Risk
Register
Assessed Plan
Schedule
List of Activities
6)
order of float (Critical path first). Re-assess D=E/(PxA)
(Previous experience)
6.
Define milestones [ Set dates for those properly defined!]
Estimating training
P2 ExamCram Assessed by GRM
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Modeland
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Calculate
totals
demand profiles, risk and
Dependencies
change budgets, tolerances, cash flows and Planned Value
DM is for AOA networks. Guide to the
8.
Translate to presentational form: EG Gantt, or Checklist
rd
Plan Design
10
ResponsibilitiesoftheRolesWithintheThemes
LogicalModel2011
Role
CoPM
CoPM
CoPM
Executive
Executive
Executive
Executive
Theme
Plans
Plans
Plans
Plans
Plans
Plans
Plans
ProjectAssurance
Plans
ProjectAssurance
ProjectManager
ProjectManager
Plans
Plans
Plans
ApproveExceptionPlanswhenprojectleveltolerancesareforecasttobeexceeded.
Providethecorporateorprogrammemanagementplanningstandards.
Setprojecttolerancesanddocumentthemintheprojectmandate.
ApproveExceptionPlanswhenstageleveltolerancesareforecasttobeexceeded
ApprovetheProjectPlan.
CommitbusinessresourcestoStagePlans(e.g.finance).
DefinetolerancesforeachstageandapproveStagePlans.
MonitorchangestotheProjectPlantoseewhetherthereisanyimpactontheneedsofthe
businessortheprojectBusinessCase.
Monitorstageandprojectprogressagainstagreedtolerances.
DecidehowmanagementandtechnicalstagesaretobeappliedanddesignStagePlans
Designtheplans.
ProjectManager
Plans
InstructcorrectiveactionwhenWorkPackageleveltolerancesareforecasttobeexceeded.
ProjectManager
Plans
ProjectManager
ProjectSupport
ProjectSupport
ProjectSupport
SeniorSupplier(s)
SeniorSupplier(s)
SeniorUser(s)
SeniorUser(s)
TeamManager
TeamManager
Plans
Plans
Plans
Plans
Plans
Plans
Plans
Plans
Plans
Plans
ResponsibilitiesoftheRolesWithintheThemes
Responsibility
PrepareanExceptionPlantoimplementcorporatemanagement,programmemanagementorthe
ProjectBoardsdecisioninresponsetoExceptionReports.
PreparetheProjectPlanandStagePlans.
AssistwiththecompilationofProjectPlans,StagePlansandTeamPlans
Baseline,storeanddistributeProjectPlans,StagePlansandTeamPlans
Contributespecialistexpertise(forexample,planningtools).
CommitsupplierresourcestoStagePlans.
EnsurethatProjectPlansandStagePlansremainconsistentfromthesupplierperspective
CommituserresourcestoStagePlans.
EnsurethatProjectPlansandStagePlansremainconsistentfromtheuserperspective
PrepareschedulesforeachWorkPackage.
PrepareTeamPlans.
Page:5of10
ResponsibilitiesoftheRolesWithintheThemes
LogicalModel2011
Role
Theme
Responsibility
CoPM
Progresstheme
MakedecisionsonExceptionPlanswhenprojectleveltolerancesareforecasttobeexceeded.
CoPM
Progresstheme
Provideprojecttolerancesanddocumentthemintheprojectmandate.
Executive
Progresstheme
Ensurethatprogresstowardstheoutcomeremainsconsistentfromthebusinessperspective.
Executive
Progresstheme
MakedecisionsonExceptionPlanswhenstageleveltolerancesareforecasttobeexceeded.
Executive
Progresstheme
Executive
Progresstheme
ProjectAssurance
Progresstheme
ProjectAssurance
Progresstheme
ProjectAssurance
ProjectManager
ProjectManager
ProjectManager
Progresstheme
Progresstheme
Progresstheme
Progresstheme
ProjectManager
Progresstheme
ProjectManager
ProjectSupport
ProjectSupport
ProjectSupport
ProjectSupport
ProjectSupport
Progresstheme
Progresstheme
Progresstheme
Progresstheme
Progresstheme
Progresstheme
Providestagetolerances.
Recommendfutureactionontheprojecttocorporateorprogrammemanagementiftheproject
toleranceisforecasttobeexceeded.
Confirmstageandprojectprogressagainstagreedtolerances.
VerifychangestotheProjectPlantoseewhetherthereisanyimpactontheneedsofthe
businessortheBusinessCase.
VerifytheBusinessCaseagainstexternaleventsandprojectprogress
AuthorizeWorkPackages.
Maintaintheprojectsregistersandlogs.
MonitorprogressagainstStagePlans.
ProduceExceptionReportsfortheProjectBoardwhenstageleveltolerancesareforecasttobe
exceeded.
ProduceHighlightReports,EndStageReports,LessonsReportsandEndProjectReport.
AssisttheProjectManagerinmaintainingtheIssueRegisterandRiskRegister
Assistwiththecompilationofreports.
Contributespecialisttoolexpertise(forexample,planningandcontroltools).
MaintaintheQualityRegisteronbehalfoftheProjectManager.
Number,record,storeanddistributeIssueReportsandExceptionReports.
SeniorSupplier(s)
Progresstheme
Ensurethatprogresstowardstheoutcomeremainsconsistentfromthesupplierperspective.
SeniorUser(s)
TeamManager
TeamManager
TeamManager
Progresstheme
Progresstheme
Progresstheme
Progresstheme
Ensurethatprogresstowardstheoutcomeremainsconsistentfromtheuserperspective.
AgreeWorkPackageswiththeProjectManager.
InformProjectSupportofcompletedqualityactivities.
NotifytheProjectManagerofanyforecastdeviationfromWorkPackagetolerances
ResponsibilitiesoftheRolesWithintheThemes
Page:6of10
ResponsibilitiesoftheRolesWithintheThemes
Role
TeamManager
Theme
Progresstheme
ResponsibilitiesoftheRolesWithintheThemes
LogicalModel2011
Responsibility
ProduceCheckpointReports.
Page:7of10
11
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
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Project
Board
Team
Manager
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* A Product Checklist is a list of top level products from the Project level PBS with baseline/ expected/ actual delivery dates
11
12
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
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Project
Board
Project
manager
PP
D
/
D
S
/
CCS
DDaayy
JJoobb
Team
Manager
P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
PP
M
/
M
S
/
CCS
16.4.2
1.
2.
3.
12
13
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13.4.3 Authorise a Stage or
17.4.1 Plan the next stage
1.
Update any changes to CQE/ AC/
Strategies/ Controls/ Roles
2.
Create A16-Stage Plan of task & resource
schedule to create products in stages scope
(from A16-Pj Plan)
3.
Create PBS/ A17-PD/ A5-CIR
4.
Add risks, issues and quality records
A5
Quality Register
A16-Exception Plan {
A17-Product Description}
A23
A10-Exception
Report
PID
(current) A16-Stage
Plan
Configuration Item
Records
Delivery Stage
A20
A12-Issue Register
A25-Risk Register
1st
A23-Quality Register
A12-Issue Register
A25-Risk Register
A20-PID {A16-Project Plan }
A1
Benefits
Review Plan
A12-Issue Register
A25-Risk Register
17.415.4
A9
End Stage Report {
A15-Lesson Report,
Follow-On-Action-Recommendations }
update
DoubleHeaded
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Create
18.4
CP.
17.4
13.4.4 Give ad
hoc direction
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Ltd 0845 2 57 57 07
SB.
Stage boundary
approaching
Initiation Stage
13
16.4
MP.
A2d
Business Case
A5
A12
Issue Register
A23
Quality Register
A25
Risk Register
A9
DP5u-R, ??- DP5u-A, ??- DP5u-A, ??- DP5u-A, ??- IP7-P, SB3-U
R(sb3)
A(sb3)
A(sb3)
A(sb3)
DPpid-A
DPpid-A
DPpid-A
IP6-P, SB2-U, CP1-U, CP2U
DP3-A
DP3-A
DP3-A
SB5-P
DP3-A
DP3-A
DP3-A
SB1-P
DP2-R,
DP2-A,
DP2-A,
DP2-A,
IP8-P, SB1-U, SB5-U
DP3u-R, ??- DP3u-A
DP3u-A
DP3u-A
R(sb1), ??R(sb5)
IP2-A, IP6-A, CS1-A, CS2A, CS3-A, CS8-U, SB1-PCrU, SB5-RCrU, CP3-A
Project Board
Change Authority
Team Manager
Project Support
Project
Assurance
Project Manager
Senior Supplier
Senior User
Executive
CoPM
Products Involved In SB
DP5u-R, IP7-R,
Sb3-R,
IP6-R, SB2-R, CP1R, CP2-R
DP3-R, SB5-R
DP3-R, SB1-R
DP2-R, DP3u-R,
IP8-R, SB1-R, SB5R
IP2-R, IP6-R, CS1R, CS2-R, CS3-R,
SB1-R, SB5-RCrU,
CP3-R
DP3-A
DP3-A
DP3-A
SB4-P
DP3-A, DP5- DP3-A, DP5- DP3-A, DP5- SB4-P, CP3-PCrU
A
A
A
MP1-R,
MP2-R, ??R(sb5u)
DP3-R, SB4-R
DP3-R, DP5-R,
SB4, CP3-R
Products In SB Page: 1 of 2
Products Involved In SB
A15
Lessons Report
DP3-R, DP5-R,
SB4-R, CP4-R
Products In SB Page: 2 of 2
14
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12.4.
13.4.
A14
A20
A1
Initiation Stage
A21
Product
Description
st Specialist
14.4.Approved
CS 1Project
17.4.CS
Stage
A1 Approved Benefits Review Plan
Premature closure
Delivery Stage
17.4. CS
17.4. 16.4.
update
DoubleHeaded
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Create
14
18.4.
15
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12.4
SU
13.4 DP
A20
A9
Initiation Stage
update
DoubleHeaded
Delivery Stage
17.4 CS
SB
Premature
closure
Last Specialist
Stage
Stage Authorisation or
17.4 16.4 MP
Specialist Product
Confirm Approval
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15
18.4
CP
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The Middle
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16
Stage Plan{ Product Descriptions}
A20-PID {Pj Controls, A22-QMS, A6-CfgMS }
Team Plan
17
CS:F:2-4,5 and MP:F:2-4,5 Activities of Controlling
a Stage (CS) and Managing Product Delivery (MP)
How the seven themes may be applied within the CS & MP 15, 16
PG:P:2-9 A26-Work Package
CS:P:2-5, MP:P:2-4
CS: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
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
Initiation Stage
Stage Authorisation
or
14.4.
CS
Exception Plan Approved
Corrective Action
New Work-Package
A25-Risk Register
A12-Issue Register
A16 Stage Plan
A23-Quality Register
13.4.3
Authorize a Stage
or Exception Plan
17.4CS 18.4.
SB
Last Delivery Stage
13.4.313.4.Authorize a Stage
12.4.
A5-Configuration
A23-Quality
A3-Checkpoint Report
Update A23-Quality Register
Item Record
Register
Update/Raise New Risks & Issues
Authority to deliver a
A16-Team Plan
Approve A26-Work Package
A26-Wk-Pkg
A26-Work Package
A16-Team Plan
A26-Wk-Pkg
Notice of Completed
A20-PID
Work-Package
16.4.2 Execute a Work Package
1. Do the Real Work! follow A26-WkPkg process & A17-PD quality 16.4.3 Deliver a Work Package
16.4.1 Accept a Work Package
criteria
1. Check all quality activity noted as
1. PM & TM agree what can reasonably be delivered in 2. Obtain product approvals, handover products
complete in A23-Quality Register,
16.4.
constraints (if16.4.
required, by creating a Team plan)
3. Maintain comms reqd by A26-WkPkg
All approvals obtained
2. Agree: reporting of WIP & completion,
4. Update A23-QReg & A5-CIR as specified in A26-WkPkg
2. Update A16-Team Plan
5. Raise issue vs. A26-WkPkg tolerance
Agree: Quality Reviews required,
3. Deliver products as per A26-WkPkg
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Agree:LtdCIhandover/
approval,
6. Raise risks or lessons observed
4. Notify PM A26-WkPkg completed
Agree: Tolerances & escalation
7. Assess status vs Team Plan Hold Checkpoints, raise A3Created Specialist Products
3. Add any risks
Checkpoint Report to PM
Obtain Approval Records
update17.4. DoubleHeaded
Create
A26-Wk-Pkg
17
A16c
A26
A5
Work Package
Specialist Products
Approval Records
Configuration Item Records
A23
Quality Register
A3
New Issue
New Risk
Checkpoint Report
DP4-P
DP3-A
DP3-A
DP4-P
DP4-P
??-R(mp2)
??-R(mp1/2)
CS2-R
Project Board
Change Authority
Team Manager
Project Support
Project Assurance
Project Manager
Senior Supplier
Senior User
Executive
CoPM
Products Involved In MP
MP1-R
MP1-P, MP2-U, MP3-U
MP1-A, MP3Pu
MP2-P
MP2-R
MP2-P[obtain]
IP2-P, IP6-P, CS1-P, CS2- MP1-R, MP2-R, MP3-R,
P, CS3-P, CS8-R, MP2- MP2-U
U, SB1-R, SB5-PCrU,
CP3-U
IP3-P, CS1-P, ??MP1-R, MP2-R, ??P(mp2), SB1-U, SB5-Ru R(sb5u)
MP2-P
MP1-P, MP2-P
MP2-P
Products In MP Page: 1 of 1
CS:P:2-5 How the seven themes may be applied within the CS process
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 15.4.8
18
CS:F:2-4,5 Controlling a Stage PG:P:2-9 A11-Highlight Report
Project managers Day Job & Board interface in Detail (CS)
15
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
A12-IR+A25-RR
Log
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or Exception Plan
Initiation Stage
14.4.
CS
A7
Stage Plan
A23
A18
A3
A5
A16-Stage Plan{
A17-Product
Descriptions}
A20-PID {Pj Controls,
A22-QMS, A6CfgMS }
Stage Authorisation or
Exception Plan Approved
Quality Register
Product Status Account
Checkpoint Report
Configuration Item Record
P-PS, A-PM, (R)-TM, R-PA
A12-IR+A25-RR
Corrective Actions
A13
Highlight
Reports
Daily Log
A16
A11
Issue Report
Corrective action
17.4.CS 18.4.
Project Bd Advise
Tolerance Threat
A20
13.4.313.4.Authorize a Stage
12.4.
Stage Boundary
Approaching
17.4.1-4
(17.4.)
Project End
Approaching
New Work-Package
A5
A14-Lesson Log
18.4.1-4
(18.4.)
A23-Quality Register
A16 Stage Plan
P
CCSS--MMPed
pliffi ied16.4. A26-Wk-Pkg
SSim
impli
update
DoubleHeaded
Create
17.4.
A3-Checkpoint Report
A16-Stage Plan
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A16-Team Plan
A16-Team Plan
A23-Quality
Register 16.4.
18
19
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
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12.4.
13.4.
Change of context
Exception Raised
Initiation Stage
14.4. CS
17.4.CS
Delivery Stage
17.4. 16.4.
update
DoubleHeaded
17.4. CS
Premature closure
Create
19
18.4.
PG:P:2- Apdx-A entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report,
Stage Report, Exception Report, End Project Report, Lessons Report
o End
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
20
CS:F:2-4,5 Activities in Controlling a Stage PG:P:2-9 A10-Exception Report
CoPM
Risk, Issue, Tolerance Threat and Board Interface (CS)
CS:P:2-5 How the seven themes may be applied within the CS process
CS:P:2-4 The activities within CS and the responsibilities within them
Capture
Examine
Propose
Decide
15
15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8
Implement
Project Board
request for advice
Project Level
Tolerance Threat
Premature close
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14.4.
A16
A20
Capture
CS
A12
Stage
Plan
PID {A4-CmMS,
A6-CfMS,
A2-Business Case,
A16-Pj Plan }
A5-CIR
A7
Examine
Propose
DoubleHeaded
update
A26-Wk-Pkg
17.4.
Tolerance Threat
Corrective Action
A5
New A26-Work-Package
A16
Stage Plan
Corrective Action
16.4.
A11
Request for Advice
A23-Quality Register
A3-Checkpoint Report
A16-Team Plan
16.4.2 Execute a Work Package
17.4.CS 18.4.
A20
PID {
A2-Business Case,
a16-Project Plan }
A20
A16
A12
A15
A14-Lesson Log
A3
A23
A18
Daily Log
old Highlight
Reports
PID {A4-CmMs}
Stage Plan
Issue Register
Lesson Report
Checkpoint Report
Quality Register
Product Status Account
New Issue or
Risk
Stage Boundary
Approaching
Project End
Approaching
A16-Stage Plan
17.4.5,2-4
(SB)
17.4.1-4 (SB)
18.4.2-5 (CP)
18.4.1,3-5
(CP)
16.4.
A23-Quality
Register
A16-Team Plan
P2 ExamCram
Assessed
by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
A23-Quality
Register
Project Bd Advise
Stage Plan
Exception Report
Delivery Stage
Exception Raised
A16
A25-Risk Register
Daily Log
Implement
1st
Issue Register
Decide
A10
Issue Report
A13
A12
A16-Stage Plan{
A17-Product
Descriptions}
A13
Initiation Stage
New
Issue
or
Risk
Authorise a Stage or
12.4. 13.4.3
13.4.Exception
Plan
20
A26-Work Package
Notice of Completed Work-Package
Team Plan
CS1-R, MP3-R
IP2-R, IP6-R, CS1-R, CS2- IP2-P, IP6-P, CS1-P,
R, CS3-R, SB1-R, SB5CS2-P, CS3-P, CS8-R,
RCrU, CP3-R
MP2-U, SB1-R, SB5PCrU, CP3-U
MP1-A, MP3Pu
MP1-R, MP2-R, MP3-R,
MP2-U
A7
Daily Log
A12
Issue Register
A14
Lessons Log
A23
Quality Register
A25
Risk Register
A3
A10
Checkpoint Report
Exception Report
CS2-R
CS7-P
SU2-P, CS4-U,
CP5[close]
IP3-A, CS1-R, SB1-Ru,
SB5-Ru, CP5[close]
Project Board
Change Authority
MP1-R
Work Package
Configuration Item Records
DP2-R DP2-R
Team Manager
A26
A5
SU2-R,
DP2-R
Project Support
Project Assurance
Project Manager
Senior Supplier
Senior User
Executive
CoPM
Products Involved In CS
IP2-P
DP2-R
IP3-R, CS1-R, SB1-R,
SB5-Ru
MP2-P
DP4-R, CS7-R
Products In CS Page: 1 of 2
Products Involved In CS
A11
Highlight Report
A13
Issue Report
DP4-R DP4-R
CS5-P
DP4-R, CS5-R
CS8-R
Products In CS Page: 2 of 2
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Project Close
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22
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13.4.5 Authorise Project
Closure
15.4
CS
Stage
Premature close
Project end
approaching
A20
18.4
CP.
A20-PID { A4-CmMS }
A5-CIR
A1-Benefits Review Plan
Obtain Acceptance record's)
Close
A12-Issue Register
A25-Risk Register
A23-Quality Register
A7-Daily Log
A14-Lesson Log
22
A1
A16p
Projct Plan
A5
Acceptance Records
Configuration Item Records
A7
Daily Log
A12
Issue Register
A14
Lessons Log
A23
Quality Register
A25
Risk Register
A8
DP2-A,
DP3u-A,
DP5u-A
SU2-R,
DP2-R
DP5-A
DP3-A,
DP5-A
DP2-R
DP2-R
DP5-A
DP3-A,
DP5-A
DP5-A
DP3-A,
DP5-A
Project Board
Change
Team Manager
CP2-R
CP5-R
DP2-R, DP3u-R, DP5uR, IP7-R, CP3-R, ------
Project
Support
Project
Assurance
Project
Manager
Senior Supplier
Senior User
Executive
CoPM
Products Involved In CP
MP1-R,
MP2-R,
MP3-R,
MP2-U
IP2-P
DP5-R, CP4-R
DP3-R, DP5-R, SB4,
CP3-R
Products In CP Page: 1 of 2
ProductsInvolvedInCP
A15
LessonsReport
A18
ProductStatusAccount
LogicalModelLtd2011
DP5A
DP3A,
DP5A,
DP5R
DP3A,
DP5A,
DP5R
DP3A,
DP5A,
DP5R
SB4P[distribute],CP4P
DP3R,DP5R,SB4R,
CP4R
CP1R,CP2R
CP1R,CP2R
CP1P,CP2P
ProductsInCPPage:2of2
23
12.4
SU
13.4
13.4.5 Authorize project closure
DP
1.
2.
3.
4.
5.
6.
7.
Confirm customer has received all products within A6-Configuration Management Strategy
guidance. Products are under sustainable Support and fully accepted
Business case and Post-project A1-Benefits Review Plan are current (update if needed),
resourced and committed
Assess latest and original versions of PID & Business case for variances in baselines,
strategies & controls, Costs, Risks and Benefits
Review/ Approve End Project Report: note deviations from baselines
Confirm who receives FOAR, Lessons (Observed) Report
Broadcast project closure notification according to A4-Comms strategy
Disband the project teams including the project board
Closure Notification
Closure recommendation
update
DoubleHeaded
17.4 15.4
SB CS
Delivery Stage
P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
Create
17.4 15.4
SB CS
23
18.4
CP
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The DPs
Directing
Summarised
Those who think education expensive have not yet accounted for what they pay daily for ignorance
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25
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Initiation Notification
SU
12.4
DP
13.4
13.4.1 Authorize
initiation (DP1)
13.4.2 Authorize
the project (DP2)
Premature
closure
A19
A16
Request to
initiate a
project
Project
Brief
(init)
Stage
Plan
P:PM,
R:PA
(A)ESUSS
A14
A20
A1
CS
A20
Request to
deliver a project
Lessons Log
Project Initiation
Documentation
Benefits Review
Plan
DoubleHeaded
A9
A16
IP
Initiation Stage
update
A1
A21
Approved Project
Product Description
SB
MPBenefits
Approved
Review Plan
Closure Notification
13.4.5 Authorize
project closure (DP5))
approved End
Project Report {
Lesson Report,
FOAR }
Approve updated A2Business Case
Approve if updated
A1-Benefits
Review Plan
Premature
closure
Premature
closure
Project manager
request for
advice
Exception
Raised
Corporate advice
& decisions
A11-Highlight
Reports
A10-Exception
Report
A13-Issue Report
Closure recommendation
Draft Closure Notification
(p211)
A20-PID { Updated A2-Business Case}
A8-End Project Report { Lessons
report, FOAR }
A1-Benefits Review Plan
Exception Plan
Request
SB CS
g
je
ia - E
mmaateter riarlsbosss/s/pprorojer ct
e
(raise) New Issue R-Copm,
s
e
h
of t hese you r bo prio r
ESUSS, (P)-PM, R-PA
aial ul usese oef nt tatiotionntoto yeo.uWithithoouut t p1ri,o0000
i
c
r
e
Project board Advise
CCoommmmegricve aappreresseenstaa licliecennccei.ceWnseeaat t1,00
uir a
to ve
a l ns
ththeemm to /gtieammrereqquIiroefsfer ryoyouu a leiceemeennt t
r
a
e
bbooaardrd / teendmmeennt t I oeffquaalslsaaggreem
d am end Use equ
aaggrereeed apmer ruusese. . Use
pe
Delivery Stage
Stage Authorisation or
A9
Approved (current) End Stage Report {
P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
Distribute A15 Lessons Report,
Distribute Follow On Actions Rcmdtn }
A16
Approved
Stage Plan
Create
A1
Approved if updated Benefits Review Plan
SB CS
UsiniCP
ng
Last Delivery Stage
ls - EGG Us ct
25
DP3-A
DP3-A
DP[A16]-A
DP1-A
DP2-A, DP3u-A
DPpid-A
DPpid-A
DP3-A
DP2-R
DP4-P
DP5-A
DP3-A
DP3-A, DP5-A
DP4-R
DP4-R
A4
A6
A22
A24
A14
A8
A9
A10
A11
DP3-A
DP3-A
DP[A16]-A
DP1-R
DP1-A
DP2-R, DP3u-R, DP2-A, DP3u-A
??-R(sb1), ??R(sb5)
DPpid-A
DPpid-A
DP3-A
SU2-R, DP2-R
DP4-P
DP4-P
DP5-A
DP3-A
DP3-A, DP5-A
DP4-R, ?DP4-A?
DP4-R
IP7-P, SB3-U
IP5-R
IP6-R
SU5-R, IP5-R, IP6-R
DP2-R, DP3u-R, DP5u-R, IP7R, CP3-R, -----DP5u-R, IP7-R, Sb3-R,
IP4-P
IP2-P
SU6-P
IP6-P, SB2-U, CP1-U, CP2-U
IP4-R
IP2-R
SU6-R, DP1-R
IP6-R, SB2-R, CP1-R, CP2-R
DP3-A
DP3-A
DP[A16]-A
DP1-A
DP2-A, DP3u-A
SB5-P
SB1-P
IP6-P
SU5-P
IP8-P, SB1-U, SB5-U
DP3-R, SB5-R
DP3-R, SB1-R
IP6-R
SU5-R, DP1-R
DP2-R, DP3u-R, IP8-R, SB1R, SB5-R
DPpid-A
DPpid-A
DP3-A
DP2-R
DP4-P
DP5-A
DP3-A
DP3-A, DP5-A
DP4-R
DP4-R
IP3-R
IP1-P
??R(mp2)
SU2-P, CS4-U, CP5[close]
??-R(mp2)
CP4-P
SB4-P
SB4-P, CP3-PCrU
CS7-P
CS5-P
IP3-R
IP1-R
MP2-R
DP2-R
SU3-P, IP6-U
SU5-P, IP6-U
IP7-P, CP3-Ru
Team Manager
A16n
A17
A19
A20
Exception Plan
Next Stage Plan
Product Description
Project Brief
Project Initiation Documentation
A2d
Project
Assurance
DPpid-A
DPpid-A
DPpid-A
DP2-A, DP3u-R,
DP5u-R
DP5u-A, ??A(sb3)
DPpid-A
DPpid-A
DP1-A
DPpid-A
Project Controls
Project Management Team Structure
Additional Role Descriptions
Benefits Review Plan
Project
Manager
DPpid-A
DPpid-A
DPpid-A
DP2-A, DP3u-R,
DP5u-R
DP5u-A, ??A(sb3)
DPpid-A
DPpid-A
DP1-A
DPpid-A
Ctl
PMTs
Rd
A1
Executive
A16p
DPpid-A
SU3-A, DPpid-A
DPpid-A
DP2-A, DP3u-A, DP2-A, DP3u-A,
DP5u-A
DP5u-A
Business Case
DP5u-R, ??DP5u-A, ??R(sb3)
A(sb3)
Communication Management Strategy
DPpid-A
DPpid-A
Configuration Management Strategy
initiation Stage Plan
DP1-A
DPpid-A
Projct Plan
CoPM
Senior Supplier
Products Involved In DP
MP2-P
MP2-P
DP5-R, CP4-R
DP3-R, SB4-R
DP3-R, DP5-R, SB4, CP3-R
DP4-R, CS7-R
DP4-R, CS5-R
Products In DP Page: 1 of 2
Products Involved In DP
A15
Lessons Report
DP3-A, DP5-A,
DP5-R
DP3-A, DP5-A,
DP5-R
DP3-A, DP5-A,
DP5-R
SB4-P[distribute], CP4-P
Products In DP Page: 2 of 2
Pm
Pa
Ctl
Undefined
ProjectMandate
ProjectApproach
ProjectControls
Additionalworkestimates
TailoringofPRINCE2
PrePrince
SU5
IP5
CP2
?!
OrganogramElements
ExecutiveRoleDescription
SU1
AppointedExec
SU1
PMRoleDescription
SU1
AppointedPM
SU1
ProjectManagementTeamRoleDescriptionSU3,IP2,IP5
PMTs ProjectManagementTeamStructure
SU3,IP2,IP5
AppintedPMT
SU3
Rd
AdditionalRoleDescriptions
SU5,IP2,IP5
P22009ManagementProductAccesses
LogicalModelLtd2011
Approved
Input
Reviewed
CellsdefinewhichACTIVITYmakeswhatACCESS(columns)towhichPRODUCT(row)
"*"meansall,"!?"=Notspecified"{...}"=Includedinorincludes
Created/
Updated
ManagementProductvs.
Activity'sCRUDOperations
SU4
IP6,IP8
IP8
IP8
SU3,SU5
SU3,SU5
SU5,IP8
SU5,IP8
ManagementProductvs.Activity'sCRUDOperations
Page1of4
A1
Baselines&Strategies
BenefitsReviewPlan
A2o
A2d
A4
A6
OutlineBuinessCase
BusinessCase
CommunicationManagementStrategy
ConfigurationManagementStrategy
initiationStagePlan
A16 Plan[Project][Stage][Team]
A16p ProjctPlan
A16c StagePlan[current]
TeamPlan
ExceptionPlan
A16n NextStagePlan
A17 ProductDescription
A19 ProjectBrief
Pd
ProjectBrief{ProjectDefinition}
A20 ProjectInitiationDocumentation
A21
A22
A24
A26
ProjectProductDescription
QualityManagementStrategy
RiskManagementStrategy
WorkPackage
NewA26WorkPackage
CompletedWorkPackage
SpecialistProducts
ApprovalRecords
AcceptanceRecords
Approved
LogicalModelLtd2011
Input
Reviewed
CellsdefinewhichACTIVITYmakeswhatACCESS(columns)towhichPRODUCT(row)
"*"meansall,"!?"=Notspecified"{...}"=Includedinorincludes
Created/
Updated
ManagementProductvs.
Activity'sCRUDOperations
DP3u,IP7,SB3u,CP3u
DP2,DP3,DP5,SB3,SB4
SU4
IP7[Detailed]
IP4
IP2
SU6
SU5
DP5,IP8
IP8,[A20:IP5,IP6,CS5,CS6,CP5and{*}]
IP8,[A20:IP4,IP5,IP6,CS1,CS6,CP3and{*}]
DP1
DP1
IP6
CS1u,CS2u,CS3u,CS4u,CS8u
MP1,MP2u,MP3u
SB5{A17}
SB5{A17}
SB1,SB5
SU1C,SU2U,SU4U,SU5Assemble
IP5,IP8
CS2,CS3,CS4,CS5,CS6,CS7,CS8,SB2,SB4,SB5
CS1,CS2,MP2
DP3,SB2
DP3,CS1{A17},SB2
DP3
DP3U,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}
SU4
IP3
IP1
CS1u,CS2u,MP3u
CS4
MP3
MP2
MP2[obtain]
CP3[obtain]
P22009ManagementProductAccesses
DP2,DP3u,DP5u
DP5u
DP1,IP1,IP2,IP3,IP4,IP5,IP6{Pa+A21},IP7{A2[o]},IP8{PjDef+Pa}
IP8
DP2,DP3,DP5{A2},IP4{A24+A22+A6},IP5{4s&A16!},IP6{4s+PjCtls},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}
SU5,IP3,IP6
IP8,[A20:IP4,IP5,IP6,CS1,and{*}]
IP8,[A20:IP4,IP5,IP6and{*}]
CS2,MP1,MP2,MP3
CS1
CS3
DP1
DP2,
DP3U
MP1
ManagementProductvs.Activity'sCRUDOperations
Page2of4
A5
Reports&Registers
ConfigurationItemRecords
A7
A12
DailyLog
IssueRegister
A14
A23
A25
LessonsLog
QualityRegister
RiskRegister
A3
A8
A9
A10
A11
A11
A13
A15
A18
NewIssue
NewRisk
Records
CheckpointReport
EndProjectReport
EndStageReport
FollowonActionsRecommendations
ExceptionReport
HighlightReport
HighlightReport,Previous
IssueReport
LessonsReport
PreviousLessonsReports
ProductStatusAccount
Input
Reviewed
IP2,IP6,CS1u,CS2u,CS3u,CS8u,MP2u,SB1u,SB5u,CP3u
CS3,CS8,MP3
SU1,SU3,SU4,SU5,SU6,CS6u,CS8u,CP5[close]
IP2,CS1u,CS2u,CS4u,CS6u,CS7u,CS8u,SB1u,SB2u,
SB3u,SB5u,CP2u,CP5[close]
SU2PM,CS4u,CP5[close]
IP3,CS1u,MP1u,MP2u,SB1u,SB5u,CP5[Close]
IP1,CS1u,CS2u,CS4u,CS6u,CS7u,CS8u,Sb1u,SB2u,
SB3u,SB5u,CP5[close]
DP4[raise],MP2[raise]
MP1[raise],MP2[raise]
SU6,IP1,IP2,CS5,CS8
IP3,IP4,IP5,IP6,CS4,CS5,CS7,CS8,SB1,SB3,SB4,SB5,CP3,CP4
SU2Exec SU3,SU4,SU5,SU6,DP2,IP1,IP2,IP3,IP4,IP5,IP6,CS5,SB1,SB4,CP4
CS2,CS3,CS4,CS5,MP3,SB4,CP4
IP2,IP3,IP4,IP5,IP6,IP7,CS2,CS4,CS5,CS7,CS8,SB1,SB3,SB4,SB5,CP3,CP4
CS6
CS6
MP2
CP3{foar},CP4{A15}
SB4{A15+foar}
SB4,CP3[A8]
CS7
CS5
CS2,CS4,CS5
DP5{A14+foar},CP4{foar}
DP3
DP3
SB5
CS5
CS7,CS8
DP3
CS4u,CS6,CS7u,CS8u
PrePrince
P22009ManagementProductAccesses
LogicalModelLtd2011
Approved
CellsdefinewhichACTIVITYmakeswhatACCESS(columns)towhichPRODUCT(row)
"*"meansall,"!?"=Notspecified"{...}"=Includedinorincludes
Created/
Updated
ManagementProductvs.
Activity'sCRUDOperations
DP5
DP3
DP3,DP5
DP3,DP5
SU2
CS4,CS5,SB4,CP1,CP2,
ManagementProductvs.Activity'sCRUDOperations
Page3of4
CommunicationofAuthorities
RequesttoInitiateaProject
Authoritytoinitiateaproject
InitiationNotification
Requesttodeliveraproject
Projectauthorisationnotification
StageAuthorisation
AuthoritytodeliveraWorkPackage
Correctiveaction
ToleranceThreat
ExceptionRaised
ExceptionPlanRequest
RequesttoApproveExceptionPlan
RequesttoApproveNextStagePlan
ExceptionPlanAuthorisation
ExceptionPlanApproved
Stageboundaryapproaching
ProjectEndapproaching
ClosureRecommendation
ClosureNotification
Draftprojectclosurenotification
Prematureclose
Requestforadvice
ProjectBoardRequestforAdvice
CorporteAdviceandDecision
PMRequestforadvice
ProjectBoardAdvice
SU6
DP1
DP1
IP8
DP2
DP3
CS1
CS4,CS8
CS4
CS7
DP4
SB4
SB4
DP3
CS4
CS4
CP5
DP5
CP5[prepare]
DP2,DP3,DP4
CS4,CS6
DP4
DP4
P22009ManagementProductAccesses
LogicalModelLtd2011
Approved
Input
Reviewed
CellsdefinewhichACTIVITYmakeswhatACCESS(columns)towhichPRODUCT(row)
"*"meansall,"!?"=Notspecified"{...}"=Includedinorincludes
Created/
Updated
ManagementProductvs.
Activity'sCRUDOperations
DP1
IP1,IP2,IP3
DP1
CS1
MP1
CS1,CS4,CS8
CS7
DP4
SB5
DP3
DP3
CS1
SB1
CP1
DP5
CP2
DP4
DP4
CS4
ManagementProductvs.Activity'sCRUDOperations
Page4of4
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Organisation
Quality
Risk
Themes
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)
Those who think education expensive have not yet accounted for what they pay daily for ignorance
Logical Model Ltd 0845 2 57 57 07 Logical Model Lt P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
26
CoPM
27
Organisation
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, 18.4.5
OR: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
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Project
Board
Project
manager
Team
Manager
Logical Model Ltd 0845 2 57 57 07
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
27
ResponsibilitiesoftheRolesWithintheThemes
Role
CoPM
CoPM
Executive
Executive
Theme
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
Executive
Organizationtheme
ProjectAssurance
ProjectAssurance
Organizationtheme
Organizationtheme
ProjectAssurance
Organizationtheme
ProjectManager
ProjectManager
ProjectManager
ProjectManager
ProjectSupport
SeniorSupplier(s)
SeniorUser(s)
SeniorUser(s)
TeamManager
TeamManager
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
ResponsibilitiesoftheRolesWithintheThemes
LogicalModel2011
Responsibility
AppointtheExecutiveand(possibly)theProjectManager.
ProvideinformationtotheprojectasdefinedintheCommunicationManagementStrategy.
AppointtheProjectManager(ifnotdonebycorporateorprogrammemanagement).
ApprovetheCommunicationManagementStrategy.
Confirmtheappointmentstotheprojectmanagementteamandthestructureoftheproject
managementteam.
Adviseonselectionofprojectteammembers.
Adviseonstakeholderengagement.
EnsurethattheCommunicationManagementStrategyisappropriateandthatplanned
communicationactivitiesactuallytakeplace.
Design,reviewandupdatetheprojectmanagementteamstructure.
Prepareroledescriptions.
PreparetheCommunicationManagementStrategy.
ReviewandupdatetheCommunicationManagementStrategy.
Provideadministrativesupportfortheprojectmanagementteam.
Providesupplierresources.
Defineandverifyuserrequirementsandexpectations.
Provideuserresources.
Adviseonprojectteammembersandstakeholderengagement.
Manageprojectteammembers.
Page:4of10
CoPM
QU:P:2-8
28
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)
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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Project
Board
1.
2.
3.
4.
Team
TM/ PM/ PS ensure best quality
1.
TM develops products following quality method for in-process development to criteria in A17-PD & record quality records 1.
Manager
reviews in A23-QR
2.
TM/ SU conduct quality reviews/ appraisal & assemble quality records to show products meet specification (if a quality
action
will exceed
tolerances
then Model
raise an
P2 ExamCram Assessedreview
by GRM
07032011
P2-5th Ed
2011 Logical
LtdIssue)
p2@logicalmodel.net
Logical Model Ltd 0845 2 57 57 07
AC-Acceptance Criteria
References of type A99 expanded in index under A
Table 16.2 says (P)-PS but 15.2 omits the required P-PS
3.
4.
5.
28
ResponsibilitiesoftheRolesWithintheThemes
LogicalModel2011
Role
CoPM
CoPM
Executive
Executive
Executive
ProjectAssurance
ProjectAssurance
ProjectAssurance
Theme
Quality
Quality
Quality
Quality
Quality
Quality
Quality
Quality
ProjectAssurance
Quality
ProjectManager
Quality
ProjectManager
Quality
ProjectManager
ProjectManager
ProjectManager
Quality
Quality
Quality
Providedetailsofthecorporateorprogrammequalitymanagementsystem
Providequalityassurance.
ApprovetheProjectProductDescription.
ApprovetheQualityManagementStrategy.
Confirmacceptanceoftheprojectproduct.
AdvisetheProjectManageronsuitablequalityreviewers/approvers.
AdvisetheProjectManagerontheQualityManagementStrategy.
AssisttheProjectBoardandProjectManagerbyreviewingtheProductDescriptions.
AssureProjectBoardmembersontheimplementationoftheQualityManagementStrategy,i.e.
theproperconductoftheprojectmanagementandqualityprocedures.
Documentcustomersqualityexpectationsandacceptancecriteria.
EnsurethatTeamManagersimplementthequalitycontrolmeasuresagreedinProduct
DescriptionsandWorkPackages.
PrepareandmaintaintheProductDescriptions.
PreparetheProjectProductDescription(withusers).
PreparetheQualityManagementStrategy.
ProjectSupport
Quality
AssistTeamManagersandmemberswiththeapplicationoftheprojectsqualityprocesses.
ProjectSupport
ProjectSupport
SeniorSupplier(s)
SeniorSupplier(s)
SeniorSupplier(s)
SeniorSupplier(s)
SeniorSupplier(s)
SeniorUser(s)
SeniorUser(s)
SeniorUser(s)
SeniorUser(s)
SeniorUser(s)
SeniorUser(s)
Quality
Quality
Quality
Quality
Quality
Quality
Quality
Quality
Quality
Quality
Quality
Quality
Quality
MaintaintheQualityRegisterandthequalityrecords.
Provideadministrativesupportforqualitycontrols.
ApproveProductDescriptionsforkeyspecialistproducts.
ApprovetheProjectProductDescription(ifappropriate).
ApprovetheQualityManagementStrategy.
Approvethequalitymethods,techniquesandtoolsadoptedinproductdevelopment.
Provideresourcestoundertakesupplierqualityactivities.
ApproveProductDescriptionsforkeyuserproducts.
ApprovetheProjectProductDescription.
ApprovetheQualityManagementStrategy.
Provideacceptanceoftheprojectproduct.
Provideresourcestoundertakeuserqualityactivitiesandproductapproval.
Providethecustomersqualityexpectationsandacceptancecriteria.
ResponsibilitiesoftheRolesWithintheThemes
Responsibility
Page:8of10
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
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Project
Board
1.
12.4.6 Plan the initiation stage
1.
PM considers T&O to Initiation stage plan
& makes provision
PM updates risk status in A7-DL
Team 2.
Manager
P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
* PRINCE2 uses Event, Cause, Effect. To my mind Event IS Cause. CCC is more meaningful ** See XREF
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 list
Other abbreviations within the diagram (EG T&O) are expanded on first use in the diagram
29
CoPM
RK:P:2-8 Composition, processes and roles involved in: Risk Management Strategy, Risk Register
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
A.24.2, A.25.2,
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Project
Board
Project
manager
Team
Manager
15.4.1
15.4.8 Take corrective action
1.
1.
Board or 15.4.4 trigger action
2.
PM collects information on
deviation (concern) from Records, 2.
Reports, Logs & Registers
3.
(RRL&R), selects or devises
responses and triggers via 15.4.1
and updates RRL&R EG A5-CIR
P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
* PRINCE2 uses Event, Cause, Effect. To my mind Event IS Cause. CCC is more meaningful ** See XREF
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 list
Other abbreviations within the diagram (EG T&O) are expanded on first use in the diagram
30
ResponsibilitiesoftheRolesWithintheThemes
LogicalModel2011
Role
Theme
CoPM
Risk
Executive
Risk
Executive
Risk
EnsurethatrisksassociatedwiththeBusinessCaseareidentified,assessedandcontrolled.
Executive
Risk
ProjectAssurance
Risk
ProjectManager
ProjectManager
Risk
Risk
ProjectManager
Risk
ProjectSupport
Risk
SeniorSupplier(s)
Risk
SeniorUser(s)
Risk
TeamManager
Risk
Escalateriskstocorporateorprogrammemanagementasnecessary
Reviewriskmanagementpracticestoensurethattheyareperformedinlinewiththeprojects
RiskManagementStrategy.
CreateandmaintaintheRiskRegister.
CreatetheRiskManagementStrategy.
Ensurethatprojectrisksarebeingidentified,assessedandcontrolledthroughouttheproject
lifecycle.
AssisttheProjectManagerinmaintainingtheprojectsRiskRegister
Ensurethatrisksrelatingtothesupplieraspectsareidentified,assessedandcontrolled(suchas
thecreationoftheprojectsproducts).
Ensurethatriskstotheusersareidentified,assessedandcontrolled(suchastheimpacton
benefits,operationaluseandmaintenance).
Participateintheidentification,assessmentandcontrolofrisks.
ResponsibilitiesoftheRolesWithintheThemes
Responsibility
Providethecorporateriskmanagementpolicyandriskmanagementprocessguide(orsimilar
documents).
Beaccountableforallaspectsofriskmanagementand,inparticular,ensureaprojectRisk
ManagementStrategyexists.
Page:10of10
CoPM
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Project
Board
Project
manager
12.4.2 Capture
previous lessons
1.
PM Captures relevant lessons
Team
Manager
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31
32
CoPM
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13.4.2 Authorize the project
1.
Board approve the A6CfMS as adequate
2.
Board agree CAs
authority limits
Project
Board
Project
manager
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32
33
CoPM
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Project
Board
Project
manager
Team
Manager
13.4.4
1.
2.
3.
15.4.7
1.
2.
3.
4.
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33
ResponsibilitiesoftheRolesWithintheThemes
Role
TeamManager
TeamManager
TeamManager
TeamManager
Theme
Quality
Quality
Quality
Quality
ResponsibilitiesoftheRolesWithintheThemes
LogicalModel2011
Responsibility
AdvisetheProjectManagerofproductqualitystatus.
Assemblequalityrecords.
Managequalitycontrolsfortheproductsconcerned.
ProduceproductsconsistentwithProductDescriptions.
Page:9of10
34
Record ,
A5-Configuration Item
A18-Product Status Account
The activities & roles involved in maintaining A5-Configuration Item Record and A18-Product Status Accounts
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Project
Board
34
ResponsibilitiesoftheRolesWithintheThemes
LogicalModel2011
Role
Theme
CoPM
Changetheme
Executive
Changetheme
Providethecorporateorprogrammestrategyforchangecontrol,issueresolutionand
configurationmanagement.
DeterminetheChangeAuthorityandchangebudget.
Executive
Changetheme
Makedecisionsonescalatedissues,withparticularfocusoncontinuedbusinessjustification.
Executive
Executive
Executive
ProjectAssurance
ProjectManager
ProjectManager
Changetheme
Changetheme
Changetheme
Changetheme
Changetheme
Changetheme
RespondtorequestsforadvicefromtheProjectManager.
Setthescaleforpriorityratingsforrequestsforchangeandoffspecifications.
Setthescaleforseverityratingsforissues.
Adviseonexaminingandresolvingissues.
CreateandmaintaintheIssueRegister,assistedbyProjectSupportwherepossible
Implementcorrectiveactions.
ProjectManager
Changetheme
Managetheconfigurationmanagementprocedure,assistedbyProjectSupportwherepossible.
ProjectManager
Changetheme
Managetheissueandchangecontrolprocedure,assistedbyProjectSupportwherepossible.
ProjectSupport
ProjectSupport
ProjectSupport
ProjectSupport
Changetheme
Changetheme
Changetheme
Changetheme
SeniorSupplier(s)
Changetheme
SeniorSupplier(s)
Changetheme
AssisttheProjectManagertomaintaintheIssueRegister
MaintainConfigurationItemRecords
ProduceProductStatusAccounts
Administertheconfigurationmanagementandissueandchangecontrolprocedures:
Makedecisionsonescalatedissues,withparticularfocusonsafeguardingtheintegrityofthe
completesolution.
RespondtorequestsforadvicefromtheProjectManager.
SeniorUser(s)
Changetheme
Makedecisionsonescalatedissueswithparticularfocusonsafeguardingtheexpectedbenefits.
SeniorUser(s)
TeamManager
Changetheme
Changetheme
RespondtorequestsforadvicefromtheProjectManager.
Implementcorrectiveactions.
ResponsibilitiesoftheRolesWithintheThemes
Responsibility
Page:3of10
35
Tolerances
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Project
Board
Project
manager 12.4.2 Capture
previous lessons
1.
PM Captures relevant
lessons
35
36
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
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Project
Board
Project
manager 12.4.2 Capture previous lessons
1.
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 projects
A15-Lesson Reports, CoPM &
external sources
12.4.3 Design and appoint the project
management team
1.
PM considers how to act on
observations in A14-LL for team
design
12.4.4 Prepare the outline Business Case
1.
PM considers A14-LL for Pj
justification
12.4.5 Select the project approach and
assemble the Project Brief (A19PjBf)
1.
PM considers A14-LL for approval
Team 12.4.6 Plan the initiation stage
PM considers A14-LL for Init-Stage
Manager 1.
controls
Execute
a Work Package
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Ltd p2@logicalmodel.net
1.
CofE = Centre of Excellence, previously known as a Project Office or Pj Support Office (PSO) or Pj Management Office (PMO)
36
37
Reminder of Obligations
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These materials are provided for FREE if used for personal, individual
development!!
If you want to use this intellectual property as a commercial offering thats fine too
as long as you cut me in I dont 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 (thats 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
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PRINCE2 Practitioner
The exams syllabus areas
are the official manuals
chapters:
3.3-Syllabus
Syllabus
2013
Page 0
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PRINCE2 is a registered trade mark of AXELOS Limited
1. Introduction
The Managing Successful Projects with PRINCE2 manual provides guidance on the
principles, processes and themes to use to manage projects in any environment.
This syllabus is based on the Managing Successful Projects with PRINCE2 manual issued in
June 2009 by OGC and the TSO. It reflects both the Foundation and Practitioner levels of
examination.
The primary purpose of the syllabus is to provide a basis for accreditation of people involved
with PRINCE2. It documents the learning outcomes related to use of PRINCE2 and describes
the requirements a candidate is expected to meet to demonstrate that these learning
outcomes have been achieved at each qualification level.
The target audience for this document is:
Exam Board
Exam Panel
Accredited Training Organizations.
This syllabus informs the design of the exams and provides accredited training organizations
with a more detailed breakdown of what the exams will assess. Details of the exam structure
and content are documented in the PRINCE2 Foundation and Practitioner Exam Designs.
2. Foundation Qualification
2.1 Purpose of the Foundation Qualification
The purpose of the Foundation qualification is to confirm that a candidate has sufficient
knowledge and understanding of the PRINCE2 method to be able to work effectively with, or
as a member of, a project management team working within an environment supporting
PRINCE2. The Foundation qualification is also a pre-requisite for the Practitioner qualification.
The characteristics and context of a project and the benefits of adopting PRINCE2
The purpose of the PRINCE2 roles, management products and themes
The PRINCE2 principles
The purpose, objectives and context of the PRINCE2 processes.
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PRINCE2 is a registered trade mark of AXELOS Limited
3. Practitioner Qualification
3.1 Purpose of the Practitioner Qualification
The purpose of the Practitioner qualification is to confirm whether the candidate has achieved
sufficient understanding of how to apply and tailor PRINCE2 in a scenario situation. A
successful Practitioner candidate should, with suitable direction, be able to start applying the
method to a real project but may not be sufficiently skilled to do this appropriately for all
situations. Their individual project management expertise, complexity of the project and the
support provided for the use of PRINCE2 in their work environment will all be factors that
impact what the Practitioner can achieve.
Page 2
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2. Comprehension
3. Application
4. Analysis
Generic
Definition
from APMG
Learning
Outcomes
Assessment
Model
Understand key
concepts from the
manual/guidance
Be able to identify,
analyse and
distinguish between
appropriate and
inappropriate use of
the method/guidance
for a given scenario
situation
PRINCE2
Learning
Outcome
Assessment
Model
Know facts,
including terms,
concepts,
principles, themes,
processes, and
responsibilities from
the guidance.
Understand the
principles, processes,
themes, the projects
environment and
roles and can explain
how these are applied
on/are involved with a
project.
Be able to:
Be able identify,
analyse and
distinguish between
appropriate and
inappropriate use of
the method through
appraisal of completed
products and planned
or completed project
events for a given
project scenario.
5. Syllabus Presentation
For each of the above learning levels, the syllabus defines the individual learning outcomes
required for the qualification. Each learning outcome is then supported by a description of the
requirements that a candidate is expected to meet to demonstrate that the learning outcome
has been achieved at the qualification level indicated. These are shown as syllabus topics.
All Foundation level requirements are assumed to have been met for Practitioner level and
are not directly assessed again, although Foundation level knowledge and understanding will
be used when demonstrating Practitioner application and analysis learning outcomes.
2. Learning Outcome
(topic header
shown in bold)
3. Level
4. Topic
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6. Syllabus Areas
Syllabus
Area Code
OV
BC
OR
Organization theme
QU
Quality theme
PL
Plans theme
RK
Risk theme
CH
Change theme
PG
Progress theme
SU
DP
IP
SB
CS
MP
CP
With the exception of the quality review technique, the examples and techniques shown in
shaded boxes throughout the PRINCE2 manual are not examined.
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PRINCE2 is a registered trade mark of AXELOS Limited
OV
Level
Primary
Manual
Reference
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
Know facts, terms and concepts relating to the overview, principles and
tailoring PRINCE2 to the project environment.
Specifically to recall the:
01
01
1.5.2
01
02
Definition of a project
1.3
01
03
1.5.3
01
04
5.1
01
1.7
02
02
Seven principles
02
03
Characteristics of a project
1.3
02
04
02
05
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19.1
19.6
BC
Level
Primary
Manual
Reference
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
Know facts, terms and concepts relating to the Business Case theme.
Specifically to recall the:
01
01
4.2.2, 4.3.4.4
Formatted: Left
Understand how the Business Case 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.
Specifically to identify:
02
01
4.1
02
02
The purpose of a
1. Business Case
2. Benefits Review Plan
A.2.1
A.1.1
02
02
03
04
Be able to apply and tailor the relevant aspects of the Business Case theme
to a project scenario, when creating products or making decisions related
to this theme, in any or all of the processes.
Specifically to:
03
01
03
02
4.2.2, 4.3.4.4
01
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OR
Level
Primary
Manual
Reference
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
01
5.3.2
01
5.1
02
02
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
02
03
5.3.2.2
5.3.2.6
5.3.2.3
5.3.2.4
5.3.2.7
5.3.2.8
02
04
What a stakeholder is
5.2.5
02
05
A.4.1, 5.3.5.3
02
06
How the four levels of the project management structure apply to the
process model
02
07
02
08
5.3.1
Be able to apply and tailor the relevant aspects of the Organization theme to
a project scenario, when creating products or making decisions related to
this theme, in any or all of the processes.
Specifically to:
03
01
5.3.2, C
03
02
A.4.2
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01
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QU
Level
Primary
Manual
Reference
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
01
6.3.2.1
6.1
6.2.6
Tab 6.1
Understand how the Quality theme relates to the principles; the approach to
the treatment of this theme; how it is applied throughout the project lifecycle and the responsibilities involved.
Specifically to identify:
02
01
02
02
02
03
6.3.2.1
02
04
02
05
6.3.1.1, 6.3.1.2
02
06
The purpose of a:
1. Project Product Description
2. Product Description
3. Quality Register
4. Quality Management Strategy
02
07
02
08
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A.21.1
A.17.1
A.23.1
A.22.1
6.3
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, 18.4.45, C/Table 6.3
Be able to apply and tailor the relevant aspects of the Quality theme to a
project scenario, when creating products or making decisions related to
this theme, in any or all of the processes.
Specifically to:
03
01
03
02
6.3.2.1
03
03
6.3.1, 6.3.2
01
04
02
04
03
04
04
Gaining acceptance
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6.3.2.1
6.3.1
6.3.1.1
6.3.1.2
6.3.1.3
6.3.1.4
6.3.1.6
6.3.2
6.3.2.1
6.3.2.2
6.3.2.3
6.3.2.4
PL
Level
Primary
Manual
Reference
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
Know the facts, terms and concepts relating to the Plans theme.
Specifically to recall the:
01
01
7.2.3
01
02
7.3.3
7.1
Understand how the Plans theme relates to the principles; the approach to
the treatment of this theme; how it is applied throughout the project lifecycle and the responsibilities involved.
Specifically to identify:
02
01
02
02
The levels of plans, their purpose and the interrelationship between the:
1. Project Plan
2. Stage Plans
3. Team Plans
4. Exception Plan
02
03
02
04
7.2.3-7
7.3.3.1-4 App D
A.16.2, 7.3.3-7.3.8
Be able to apply and tailor the relevant aspects of the Plans theme to a
project scenario, when creating products or making decisions related to
this theme, in any or all of the processes.
Specifically to:
03
01
03
02
7.3.3.1-4, D
04
01
02
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A.16.2, 7.3.3-7.3.8,
C/Table 7.1
7.3.3.1-4, D
RK
Level
Primary
Manual
Reference
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
01
8.2.1
01
02
The recommended risk response types and whether they are used to
respond to a threat or an opportunity.
01
03
8.3.5.4
8.1
Understand how the Risk 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.
Specifically to identify:
02
01
02
02
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
02
03
8.3.6
02
04
8.3.5.2
02
05
The difference between cause, event and effect when expressing a risk
8.3.5.1
02
06
The purpose of a:
1. Risk Management Strategy
2. Risk Register
A.24.1
A.25.1
8.3.2, 8.3.3
02
07
02
08
8.3.5.3
02
09
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Be able to apply and tailor the relevant aspects of the Risk theme to a project
scenario, when creating products or making decisions related to this theme,
in any or all of the processes.
Specifically to:
03
01
03
02
Identify primary and secondary risks and estimate inherent and residual
risks
8.3.5.3
03
03
04
01
02
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CH
Level
Primary
Manual
Reference
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
01
01
02
9.3.2
Understand how the Change 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.
Specifically to identify:
02
01
9.1
02
02
9.3.1.1
02
03
The purpose of a:
1. Configuration Management Strategy
2. Configuration Item Record
3. Issue Report
4. Issue Register
5. Product Status Account
A.6.1
A.5.1
A.13.1/2
A.12.1/2
A.18.1
02
04
02
05
In which process(es) issues are captured and managed, and which roles are
responsible
SU, 15.4.6-8,
C/Table 9.2 and 9.3
02
06
02
07
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9.3.3, 9.3.3.1-5
A.6.2
A.5.2
A.13.2
A.12.2
A.18.2
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
Be able to apply and tailor the relevant aspects of the Change theme to a
project scenario, when creating products or making decisions related to this
theme, in any or all of the processes.
Specifically to:
03
01
03
02
9.2.4
03
03
9.3.3
03
04
9.3.1.1, C.8
03
05
Identify the appropriate actions and responsibilities when applying the typical
activities of configuration management
9.3.2
04
01
02
04
03
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
Status accounting
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9.3.2
C/Table 9.2 and 9.3
PG
Level
Primary
Manual
Reference
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
01
10.3.1.1, 10.3.3.4
Understand how the Progress 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.
Specifically to identify:
02
01
10.3.3
02
02
10.1
02
03
10.3.2, 10.3.2.3
02
04
10.3.2.1 - 3
02
05
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
10.2.3, 10.3.1.1,
10.3.4
The purpose of a:
1. Daily Log
2. Lessons Log
3. Work Package
02
02
02
02
06
07
08
09
The purpose of a:
1. End Stage Report
2. End Project Report
3. Lessons Report
The purpose of a:
1. Checkpoint Report
2. Highlight Report
3. Exception Report
The recommended composition of a:
1. Work Package
2. Lessons Log
3. Checkpoint Report
4. Highlight Report
5. End Stage Report
6. Exception Report
7. End Project Report
8. Lessons Report
and in which process(es) they are developed, used and reviewed, and which
roles are responsible for this
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A.7.1
A.14.1
A.26.1
A.9.1
A.8.1
A.15.1
A.3.1
A.11.1
A.10.1
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
Be able to apply and tailor the relevant aspects of the Progress theme to a
project scenario, when creating products or making decisions related to this
theme, in any or all of the processes.
Specifically to:
03
01
03
02
04
01
02
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SU
Level
Primary
Manual
Reference
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
01
12.1
02
02
12.2
02
03
12.3
02
04
A.19.1
02
05
The following activities within the SU process and the responsibilities within
them:
12.4.1
12.4.2
12.4.3
12.4.4
12.4.5
12.4.6
02
06
12
02
07
A.19.2, 12.4.5,-6,
13.4.1, 14.4.1-8
01
A.19.2
03
02
12.4
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
A.19.2, 12.4
12.4
04
01
02
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DP
Level
Primary
Manual
Reference
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
01
13.1
02
02
13.2
02
03
13.3
02
04
The following activities within the DP process and the responsibilities within
them:
02
05
Authorizing initiation
13.4.1
13.4.2
13.4.3
13.4.4
13.4.5
13
13.4
01
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IP
Level
Primary
Manual
Reference
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
Understand the IP process and how it can be applied and tailored on a project.
Specifically to identify:
02
01
14.1
02
02
14.2
02
03
14.3
02
04
A.20.1
02
05
The following activities within the IP process and the responsibilities within
them:
02
06
02
07
14.4.1
14.4.2
14.4.3
14.4.4
14.4.5
14.4.6
14.4.7
14.4.8
14
A.20.2,
01
Identify the recommended IP process actions when carrying out the activities
listed in 0205 above
14.4
A.20.2, 14.4
14.4
04
01
02
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CS
Level
Primary
Manual
Reference
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
01
15.1
02
02
15.2
02
03
15.3
02
04
The following activities within the CS process and the responsibilities within
them:
02
05
Reporting Highlights
15.4.1
15.4.2
15.4.3
15.4.4
15.4.5
15.4.6
15.4.7
15.4.8
15
15.4
15.4
01
01
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MP
Level
Primary
Manual
Reference
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
01
16.1
02
02
16.2
02
03
16.3
02
04
The following activities within the MP process and the responsibilities within
them:
02
05
16.4.1
16.4.2
16.4.3
16
16.4
16.4
01
01
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SB
Level
Primary
Manual
Reference
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
01
17.1
02
02
17.2
02
03
17.3
02
05
The following activities within the SB process and the responsibilities within
them:
02
04
17.4.1
17.4.2
17.4.3
17.4.4
17.4.5
17
17.4
17.4
01
01
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CP
Level
Primary
Manual
Reference
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
01
18.1
02
02
18.2
02
03
18.3
02
04
The following activities within the CP process and the responsibilities within
them:
02
04
18.4.1
18.4.2
18.4.3
18.4.4
18.4.5
18
18.4
18.4
01
01
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Good,
butperhaps a
little more
detail here ?
Section 4
Results are
promising : Turned
power on and no smoke
detected -- this time...
Elements will be
phased in
gradually as
the software
matures:
It's late!
Licensed for individual use without fee. A commercial licence (License@logicalmodel.net) removes this note: Please report unlicensed use & share in fees levied
PRINCE2 Practitioner
Contents
Foundation set 1
75 question exam paper
Answer-sheets (Tear them
out. Youve 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
4: Foundation
Papers
Foundation set 2
As above for a further 75
questions
Section: 4 Page 0
Exam Title:
PRINCE 2 Foundation
Exam Ref:
P29F-GB-V3
Candidate Number:
Qu A
Qu A
Qu A
1.
26.
51.
2.
27.
52.
3.
28.
53.
4.
29.
54.
5.
30.
55.
6.
31.
56.
7.
32.
57.
8.
33.
58.
9.
34.
59.
10.
35.
60.
11.
36.
61.
12.
37.
62.
13.
38.
63.
14.
39.
64.
15.
40.
65.
16.
41.
66.
17.
42.
67.
18.
43.
68.
19.
44.
69.
20.
45.
70.
21.
46.
71.
22.
47.
72.
23.
48.
73.
24.
49.
74.
25.
50.
75.
Sub-Total _________
Sub-Total _________
Sub-Total _________
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
Organization
b)
Progress
c)
Business Case
d)
Risk
Starting up a Project
b)
Initiating a Project
c)
Directing a Project
d)
The purpose of what theme is to establish mechanisms to monitor and compare actual
achievements against those planned?
a)
Business Case
b)
Change
c)
Progress
d)
Quality
Check that all the project's products have been accepted by the users
b)
c)
d)
Work Packages
b)
Exception Report
c)
Stage Plan
d)
Project Brief
What theme provides information on what is required, how it will be achieved and by whom?
a)
Organization
b)
Plans
c)
Business Case
d)
Quality
Reduce
b)
Transfer
c)
Reject
d)
Fallback
b)
c)
d)
10
11
12
a)
Initiating a Project
b)
Starting up a Project
c)
Directing a Project
d)
Controls the link between the Project Manager and the Team Manager(s)
b)
c)
Provides a link between the work of the Project Manager and the Project Board
d)
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
13
14
15
b)
c)
d)
Responsible for reviewing the project for compliance with corporate standards
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)
What product forms the 'contract' between the Project Manager and the Project Board for the
project?
a)
Project Plan
b)
c)
d)
Project Brief
16
17
18
Enable the Project Board to commit resources and expenditure required for the initiation stage
b)
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
b)
c)
Raise an issue
d)
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)
19
20
21
Confirm there are no known restrictions that would prevent the project from being delivered
b)
c)
Get approval for the Project Plan from corporate or programme management
d)
Prepare the Project Initiation Documentation for authority to initiate the project
b)
Directing a Project
c)
Controlling a Stage
d)
b)
c)
d)
Pass on details of any ongoing risks for those who will maintain and operate the finished
product
22
23
24
a)
risk management
b)
exception
c)
d)
quality control
b)
c)
d)
Quality
b)
Role descriptions
c)
Processes
d)
Product Descriptions
25
26
a)
1, 2, 3
b)
1, 2, 4
c)
1, 3, 4
d)
2, 3, 4
27
a)
b)
Checkpoint Reports
c)
Exception Reports
d)
Highlight Reports
All the required products of the project will be delivered to time and to cost
b)
c)
d)
10
28
Which of the following statements about the purpose of the Risk theme are true?
1. The Risk theme identifies how to manage risks at the corporate or programme level of
an organization
2. The Risk theme explains the risk management activities to use to improve the chances
of a project delivering its objectives
29
30
a)
Only 1 is true
b)
Only 2 is true
c)
d)
What project management team role can authorize the premature closure of a project?
a)
Project Manager
b)
Project Board
c)
Project Support
d)
Project Assurance
b)
c)
d)
11
31
32
33
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
Project Plan
b)
c)
Team Plan
d)
Exception Plan
b)
c)
d)
12
34
35
36
b)
c)
d)
Ensure work for the team is agreed with the Project Manager
b)
c)
d)
Update the status information in the Configuration Item Record when a product is signed-off
Identify how and by whom the projects products will be controlled and protected
b)
Define the method of communication between the project and its stakeholders
c)
d)
Identify the communications required from the Team Manager(s) to the Project Board
13
37
38
39
a)
Product Description
b)
Issue Register
c)
d)
Quality Register
Senior User
b)
Presenter
c)
Project Support
d)
Project Assurance
If a product fails its quality check, what product should always be updated?
a)
Risk Register
b)
Issue Register
c)
Quality Register
d)
Lessons Log
14
40
41
42
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)
d)
Checkpoint Report
Which of the PRINCE2 principles uses tolerances to establish the limits of delegated
authority?
a)
Manage by stages
b)
c)
Focus on products
d)
Manage by exception
Ensuring that the prerequisites for initiating the project are in place
b)
Establishing that the Project Plan can meet the required target dates
c)
d)
15
43
44
45
b)
c)
d)
b)
c)
d)
Project Board
b)
Corporate/programme management
c)
Executive
d)
Project Manager
16
46
47
48
PRINCE2 plans are carefully designed to meet the needs of the different levels in the project
organization. Why is this a benefit?
a)
b)
c)
d)
Project Plan
b)
c)
d)
a)
1, 2, 3
b)
1, 2, 4
c)
1, 3, 4
d)
2, 3, 4
17
49
50
51
b)
c)
d)
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)
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
53
54
b)
Describe only residual benefits and those that could not be achieved during the lifecycle of the
project
c)
d)
Provide the reasons for the project, for entry into the Business Case
b)
c)
d)
b)
c)
d)
19
55
56
57
b)
c)
d)
b)
c)
d)
Executive
b)
Project Assurance
c)
Change Authority
d)
Senior User
20
58
59
60
b)
c)
d)
b)
c)
d)
Any constraints which could affect the project have been removed
Impact
b)
Proximity
c)
Probability
d)
Evaluate
21
61
62
Initiating a Project
b)
Controlling a Stage
c)
d)
63
a)
Senior Supplier(s)
b)
Team Manager(s)
c)
Project Assurance
d)
Senior User(s)
b)
c)
d)
22
64
65
66
b)
c)
Additional activities to reduce, avoid, fallback, transfer, share or enhance project risks
d)
b)
c)
d)
b)
The result of the change derived from using the project's products
c)
d)
A negative outcome
23
67
68
69
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)
b)
c)
d)
After the first stage, when are the Stage Plans for further stages produced?
a)
b)
c)
d)
24
70
71
72
b)
c)
d)
b)
Exception Report
c)
Checkpoint Report
d)
Lessons Report
Define the quality checks that will be used for the project's products
b)
c)
d)
Document the Project Manager's responsibilities for delivering the project's products
25
73
74
75
b)
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
Project Manager
b)
Project Board
c)
Project Assurance
d)
Project Support
What is the first step within the recommended risk management procedure?
a)
Assess
b)
Identify
c)
Implement
d)
Plan
26
Week ending:
Exam Paper:GBP210FExam-121214Paper1
Q Ans
Syllabus
Section
Topic
13.1
61 D
MP0203
PL0202.2
7.2.3
62 B OR0203.5 5.3.2.7
OV0102
1.3
63 A
OR0204
5.2.5
34
MP0202
16.2
64 C
RK0203
8.3.6
18.2
35
QU0203
6.3.2.1
65 A
CS0202
15.2
SB0201
17.1
36
OR0205 Appendix A
66 A
BC0101
4.2.2
PL0201
7.1
37
CH0203.4 Appendix A
67 A
QU0201
6.1
RK0102
Table 8.2
38
Ans
Syllabus
Topic
Section
Ans
Syllabus
Topic
Section
OV0101
1.5.2
31
DP0201
BC0201
4.1.
32
DP0203
13.3
33
PG0202
10.1
CP0202
7
8
QU0101
6.3.2.1
16.3
68 B
PG0204
10.3.2.2
69 A
SB0203
17.2
70 D
RK0205
8.3.5.1
71 C
PG0201
10.3.3
OV0202
1.7
39
6.3.1.6 /
QU0206.3
Appendix A
10
IP0201
14.1
40
PG0206.1 Appendix A
11
MP0201
16.1
41
OV0202
2.5
12
CS0203
15.3
42
SU0201
12.1
72 B QU0206.1
Appendix
A
13
QU0202
6.2.6
43
SB0202
17.2
73 C OR0203.4
5.3.2.4 /
9.3.1.1
14
OV0203
1.3
44
OR0203.1
15.4.1
74 A
PG0101
10.3.1.1
15
IP0204
Appendix A
45
PG0205
10.3.1.1
75 B
RK0202
8.3.5
16
SB0202
17.2
46
OV0201
1.7
17
CH0204
9.3.3
47
PL0101
7.2.3
18
CP0201
18.1
48
19
SU0202
12.2
49
CH0202
9.3.1.1
20
DP0202
13.2 / 13.3
50
RK0207
8.3.2
21
PG0207.2 Appendix A
51
OR0202
5.3.1
22
52
BC0202.2 Appendix A
23
53
CH0203.2 Appendix A
24
25
26
27
PL0203
28
29
30
CH0201
9.1
SU0204.1 Appendix A
QU0206.2 Appendix A
OV0103
1.5.3
54
CS0201
15.1
PL0202.2
7.2.5
55
PG0208.2 Appendix A
56
RK0206.1 Appendix A
PG0203
10.3.2.3
7.3.3
57
OR0203.2
5.3.2.4
RK0201
8.1
58
CH0101
Table 9.1
CP0203
18.4.2
59
IP0202
14.2
OR0201
5.1
60
RK0204
8.3.5.2
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
project performance that need to be managed. The six aspects are cost, timescale,
scope, quality, risk and benefits. Ref 1.5.2
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
project performance that need to be managed. The six aspects are cost, timescale,
scope, quality, risk and benefits. Ref 1.5.2
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
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)
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)
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 verify that products are fit for purpose. Ref 6.1
a)
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
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)
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
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 verify that products are fit-for-purpose. Ref. 6.1
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
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)
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. 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
b)
Incorrect. This is the role of the Project Manager in the Controlling a Stage process.
Ref 15.4.4
c)
d)
Incorrect. This is the role of the Project Manager in the Controlling a Stage process. Ref
15.2
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
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)
d)
Incorrect. Both Project Assurance and quality assurance are responsible for assuring
that applicable standards are being used. Ref 6.2.6
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)
d)
Incorrect. Projects are temporary in nature. Once the change has been implemented the
need for the project is removed. Ref 1.3
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
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
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
Incorrect. This is done in the Initiating a Project process as part of defining the
Configuration Management Strategy. Ref 14.4.2
b)
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
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. This process is used by Team Manager(s) to communicate with the Project
Manager within the Controlling a Stage process. Ref 16.1
b)
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
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
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
Correct. One of the purposes of the Project Brief is to ensure the project has a welldefined start point. Ref A.19.1
b)
c)
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
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
Incorrect. (4) A Stage Plan is created at the level of detail needed to enable the day-today 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
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)
d)
Correct. These are sent on a regular basis by the Project Manager to the Project Board.
Ref A.11.1
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
10
Incorrect. Statement 1 is false. The purpose of the Risk theme is to manage project
risks, NOT at the corporate or programme level. Ref 8.1
b)
Correct. Only statement 2 is true.The Risk Management Strategy defines activities that
should be implemented to control risks on a project. Statement 1 is false. The purpose
of the Risk theme is to manage project risks, NOT at the corporate or programme
level.Ref 8.1
c)
d)
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)
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
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
Correct. The purpose of the Directing a Project process is to enable the Project Board to
be accountable for the projects 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
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
b)
c)
d)
12
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
b)
Incorrect. Any change to a product specification must go through formal change control.
Ref 9.1
c)
Incorrect. It is an objective of the quality review technique to baseline the product for
change control purposed. Any changes to a baselined product must go through formal
change control. 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
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
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
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)
d)
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)
14
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)
d)
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. 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)
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
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
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
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
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. In addition there are two further levels: the Stage Plan and Team Plan. Ref
7.2.3
b)
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
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
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
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
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
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
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. 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
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
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
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
b)
c)
d)
Incorrect. The available project approaches are evaluated in the Starting up a Project
process. Ref 12.2 / 12.4.5
b)
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
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
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
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
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)
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
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.24.2 / 8.3.6
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
b)
c)
d)
23
Correct. The Quality theme defines the PRINCE2 approach to ensuring that the project's
products meet business expectations. Ref 6.1
b)
c)
d)
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
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
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
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
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)
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
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
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)
c)
d)
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
Which is one of the six aspects of project performance that needs to be managed?
a)
Customers
b)
People
c)
Benefits
d)
Processes
Project Brief
b)
Project Plan
c)
Project mandate
d)
Establish mechanisms to monitor and compare actual achievements against those planned
b)
c)
d)
What 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
The incorporation of the primary stakeholders on the project management team supports what
principle?
a)
b)
c)
Manage by stages
d)
b)
c)
d)
a)
Stage Plan
b)
Issue Register
c)
Daily Log
d)
Quality Register
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)
c)
d)
Provides the Project Product Description for approval by the Project Board
What 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
10
11
12
a)
product
b)
activity
c)
plan
d)
benefit
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)
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)
c)
d)
13
14
15
a)
1, 2, 3
b)
1, 2, 4
c)
1, 3, 4
d)
2, 3, 4
b)
c)
d)
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
16
17
18
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)
d)
Facilitate communication
b)
c)
d)
b)
c)
d)
19
20
21
b)
c)
d)
Problem/concern
b)
c)
Exception Report
d)
Identified threat
Low risk
b)
c)
Business as usual
d)
Cross-functional
22
23
24
Avoid
b)
Reject
c)
Share
d)
Transfer
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)
In what process are the projects risk management techniques and standards defined?
a)
Starting up a Project
b)
Directing a Project
c)
Initiating a Project
d)
25
26
27
b)
c)
Record and track the status of all products produced during a stage
d)
b)
c)
d)
Provide consultation with a range of interested parties on a product's fitness for purpose
b)
c)
d)
10
28
29
30
Team Plan
b)
Exception Plan
c)
Project Plan
d)
Programme Plan
Information technology
b)
Customer/supplier
c)
Procurement
d)
Programme
Progress
b)
Risk
c)
Change
d)
Plans
11
31
32
33
Fallback plan
b)
c)
d)
Change Authority
Understand how and when the project's products will be delivered and at what cost
b)
c)
Do the minimum necessary in order to decide whether it is worthwhile to even initiate the
project
d)
b)
c)
d)
12
34
35
36
b)
c)
d)
What process ensures that plans for achieving the expected benefits are managed and
reviewed?
a)
b)
Initiating a Project
c)
Directing a Project
d)
Starting up a Project
Document an off-specification
Record an issue's resolution
Capture all problems or concerns within the project
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
38
39
Which product establishes the baseline against which the project's actual performance is
compared?
a)
Project Brief
b)
c)
d)
b)
Products to be modified
c)
d)
b)
c)
Outputs are changes in the way the project's products are used
d)
14
40
41
42
What process covers the acceptance and execution of project work by external suppliers?
a)
Controlling a Stage
b)
c)
d)
Directing a Project
The principles
b)
The techniques
c)
The themes
d)
What is the goal of the 'Identify context' step within the recommended risk management
procedure?
a)
b)
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
44
45
b)
Provides information on what the project is about and how it is being managed
c)
d)
b)
c)
d)
Take action to make sure that the stage remains within tolerance
Which of the following roles can the Project Manager also perform?
1.
2.
3.
4.
Change Authority
Project Assurance
Project Support
Team Manager
a)
1, 2, 3
b)
1, 2, 4
c)
1, 3, 4
d)
2, 3, 4
16
46
47
48
Which defines the sequence in which the products of a plan should be developed?
a)
Product Description
b)
c)
d)
If a Work Package is forecast to exceed its tolerances, how should a Team Manager inform
the Project Manager?
a)
b)
c)
Raise an issue
d)
Raise a risk
What process enables an organization to understand the work that needs to be done to deliver
a project's products before it is approved?
a)
Directing a Project
b)
Initiating a Project
c)
Starting up a Project
d)
Controlling a Stage
17
49
50
51
Inform the Project Manager about the status of the project's products
b)
c)
Ensure the Project Manager is aware of the need to use any existing corporate standards
d)
b)
c)
d)
b)
c)
d)
18
52
53
54
b)
c)
d)
Project Manager
b)
Administrator
c)
Project Support
d)
Producer
What PRINCE2 principle supports planning only to a level of detail that is manageable and
foreseeable?
a)
b)
Manage by exception
c)
Focus on products
d)
Manage by stages
19
55
56
57
b)
c)
Managing support activities following the handover of the products to the operational
environment
d)
b)
c)
d)
Checking the required quality levels are achieved by the project's products
Which statement correctly describes the relationship between Project Assurance and quality
assurance?
a)
b)
They are both the responsibility of the Project Board, but Project Assurance may be
delegated.
c)
d)
Project Assurance and quality assurance are both the responsibility of corporate or
programme management
20
58
59
60
Which of the following assists the Project Board in assessing project viability at certain points
as defined in the Project Plan?
a)
b)
c)
d)
b)
c)
d)
What product would confirm the version numbers of all products being developed within a given
stage?
a)
b)
c)
Stage Plan
d)
Work Package
21
61
62
63
b)
c)
d)
b)
Product Description
c)
Stage Plan
d)
b)
c)
d)
22
64
65
66
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
b)
Quality assurance
c)
Stakeholder
d)
Business assurance
b)
c)
d)
23
67
68
b)
Focus on products
c)
d)
Manage by stages
69
a)
b)
c)
quality criteria
d)
owners
b)
c)
d)
24
70
71
Highlight Report
b)
Exception Report
c)
d)
End of a stage
72
a)
b)
c)
d)
b)
c)
d)
25
73
74
Ensuring the project team can use the required reporting tools
b)
c)
Defining the communication method between the Project Board and corporate or programme
management
d)
75
a)
b)
c)
Risk Register
d)
b)
c)
d)
Team Plan
26
Week ending:
Exam Paper:GBP210FExam-121214Paper2
Q
Ans
Syllabus
Topic
Section
Ans
Syllabus
Topic
Section
OV0101
1.5.2
31
CH0202
9.3.1.1
Q Ans
Syllabus
Section
Topic
61 B
OV0201
1.7
Appendix
A/
62 B QU0206.2 6.3.1.5 /
Table
10.1
SU0203
12.3
32
SU0201
12.1
BC0201
4.1
33
OR0203.2
5.3.5.3
63 A
SB0201
17.1
MP0203
16.3
34
PG0204
10.3.2
64 C
RK0203
8.3.6
OV0202
2.3 / 5.2.5
35
DP0202
13.2
65 D
OR0101
5.3.2.3
RK0207
8.3.2
36
66 D
PG0203
10.3.2.3
37
IP0204
Appendix A
67 B
OV0202
CP0202
18.2
38
PL0203
7.3.3.2
68 C QU0204.1
OR0203.5
5.3.2.7
39
BC0101
4.2.2.
69 D
RK0204
8.3.5.2
10
PL0101
7.2.3
40
MP0201
16.1
70 A
PG0201
10.3.3
11
CH0203.2 Appendix A
41
OV0103
1.5.3
71 C
PG0101
10.3.1.1
12
PG0207.1
Appendix A
& 13.4.3
42
RK0202
8.3.5.1
13
BC0202.2 Appendix A
43
14
OR0201
5.1
44
CS0201
15
SU0204
Appendix A
45
16
RK0206.1 Appendix A
46
17
PL0201
7.1
47
18
DP0201
13.1
19
SB0203
20
21
QU0206.3 Appendix A
CH0203.3 Appendix A
QU0206.1 Appendix A
72 A QU0206.2
2.6
6.3.1
Appendix
A
73 C
OR0205
App. A
15.1
74 C
CS0203
15.3
OR0203.2
5.3.2.3
75 B
CP0203
18.3
PL0203
7.3.3.4
PG0205
10.3.4
48
IP0201
14.1
17.3
49
OR0203.3
5.3.2.3
CH0101
9.2.4 / Table
9.1
50
CP0201
18.1
OV0203
1.3
51
RK0205
8.3.5.1
22
RK0102
Table 8.2
52
MP0202
16.2 /
10.3.3.4 /
16.4.2
23
SB0202
17.2
53
QU0101
6.3.2.1
24
IP0202
14.2
54
OV0202
2.4
25
PG0206.1
10.3.3.2 /
Appendix A
55
CS0203
15.3
26
QU0203
6.3.2.1
56
OR0202
5.3.2.2
27
DP0203
13.3
57
QU0202
Table 6.1
28
PL0202.1
7.2.6
58
PG0203
10.3.2
29
OV0104
5.1 / 19.6
59
CH0201
9.1
30
RK0201
8.1
60
CH0203.5 Appendix A
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
a)
b)
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)
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)
d)
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
a)
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)
d)
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)
c)
d)
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
a)
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. 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
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
Incorrect. Quality issues are recorded in the quality records of a product, referenced in
the Quality Register. A.23.1
b)
c)
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
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.
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
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
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
b)
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
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)
c)
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
d)
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
Correct. The purpose of the Directing a Project process is to enable the Project Board to
be accountable for the projects 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
c)
Incorrect. The Starting up a Project process ensures the prerequisites are in place for
initiating a project. Ref 12.1
d)
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
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
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)
d)
Incorrect. This is NOT a type of issue. This is a risk. Ref Table 9.1 / 8.2.1
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)
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
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)
d)
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
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
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)
d)
b)
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
b)
c)
d)
10
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)
b)
c)
Incorrect. PRINCE2 does NOT cover procurement projects to any depth. Ref 5.1
d)
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
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
b)
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 Project Board is responsible for change control and only they can decide
to delegate responsibility for this. Ref 9.3.1.1
b)
c)
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
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)
c)
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
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
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
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
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
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)
14
b)
Incorrect. This is where a project is reviewed and its continued viability confirmed. Ref
17.1
c)
d)
Incorrect. Principles is one of the integrated elements, being the core on which
PRINCE2 is based. Ref 1.5.3
b)
c)
d)
Incorrect. Tailoring the method to suit the environment is one of the integrated elements.
Ref 1.5.3
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
b)
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
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
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
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
b)
c)
d)
Incorrect. The purpose of the Directing a Project process is to enable the Project Board
to be accountable for the projects 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
c)
Incorrect. The Starting up a Project process ensures the prerequisites are in place for
initiating a project. Ref 12.1
d)
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
17
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
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 Controlling a Stage process describes the work of the Project Manager in
handling the day-to-day management of the stage. The achievement of a project's
objectives is measured and confirmed during the Closing a Project process. Ref 15.3 /
18.1
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.
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)
18
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)
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
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
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)
19
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)
d)
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)
b)
c)
d)
20
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
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)
d)
Incorrect. Change can affect management and specialist products. Ref 9.3.2
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
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
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)
d)
Incorrect. The Quality Management Strategy does NOT define an individual product's
quality tolerance. Ref 6.3.1.5 / Table 10.1
Correct. The process should be executed at, or close to the end of, each management
stage. The process is NOT used at the end of the final 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
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.
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)
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
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. Management stages relate to the element of work that the Project Manager
manages on behalf of the Project Board at any one time. Technical stages may be
combined or split into management stages. Ref 10.3.2./10.3.2.3
23
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
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
Incorrect. The scale or effect of the risk is referred to as its impact. Ref 8.3.5.2
b)
c)
d)
Correct. Probability measures the likelihood of the risk occurring. Ref 8.3.5.2
24
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
Incorrect. Work Package tolerances are agreed between the Project Manager and Team
Manager. Ref 10.3.1.1
b)
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
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
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)
d)
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
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-day
progress of the stage is via the Stage Plan. Ref 18.3
26
Good,
butperhaps a
little more
detail here ?
Section 5
Results are
promising : Turned
power on and no smoke
detected -- this time...
Elements will be
phased in
gradually as
the software
matures:
It's late!
Licensed for individual use without fee. A commercial licence (License@logicalmodel.net) removes this note: Please report unlicensed use & share in fees levied
PRINCE2 Practitioner
Contents
Practitioner Paper 1
5: Practitioner
Papers
Practitioner Paper 2
As above for a further 8 Syllabus
areas
Section: 5 Page 0
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Question 1
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The Practitioner Examination
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Part A
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The Practitioner Examination
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Part A
Part A
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Part B
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Exam Experience Questionnaire
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B: No
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A: 0 - 15 minutes
B: 16 - 30 minutes
C: more than 30 minutes
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02 November 2012
GB-FX02- V1.4-27-A4
Booklet 1 Page 4
FX02
Scenario Booklet
This 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 8 questions is worth 10 marks, giving a maximum of 80 marks in the
paper. The pass mark is 55% (44 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.
Project Scenario
Calendar 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.
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 product 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.
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.
Derivation
Development
skills required
Customers
quality
expectations
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
Acceptance
criteria
21.
22.
23.
24.
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 photos,
the label design competition entries, the winning label design and
the prepared calendar pack.
Plan prerequisites
External
dependencies
Planning
assumptions
Monitoring and
control
FX02
Question Booklet
Question Number 1
Syllabus Area
Business Case Theme
Syllabus Area
Business Case Theme
Question Number
1
Part
A
Marks
6
Using the Project Scenario and the additional information provided for this question in the Scenario
Booklet, answer the following questions.
Each question provides a list of only true statements about the Calendar project, but only 2 statements are
appropriate entries for that heading of the Business Case.
Remember to select 2 answers to 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 order 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 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 the 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 No known ongoing operations or maintenance costs.
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.
Syllabus Area
Business Case Theme
Question Number
1
Part
B
Marks
4
Using the Project Scenario and the additional information provided for this question in the Scenario
Booklet, answer the following question.
Lines 1 to 4 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
True
True
True
True
True
False
False
True
False
False
Assertion
Reason
Question Number 2
Syllabus Area
Organization Theme
Syllabus Area
Organization Theme
Question Number
2
Part
A
Marks
6
The following questions include only true statements about an individual from the project organization. Only 2
statements explain why, in the context of roles and responsiblilities within a PRINCE2 organization structure, the
individual is a suitable candidate for that role.
Remember to select 2 answers to each question.
1
Which 2 statements explain why the Marketing Director would be appropriate as the Executive for this project?
A
She has authority to commit the marketing budget, from which the project will be funded.
Which 2 statements explain why the CEO would be appropriate as the Executive for this project?
A
Which 2 statements explain why the Marketing Director would be appropriate in a Senior User role for this
project?
A
The Marketing department will help to deliver the benefits of this project.
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 monitor the production cost forecast against the Business Case and ensure value for money.
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.
Syllabus Area
Organization Theme
Question Number
2
Part
B
Marks
4
Using the additional information provided for this question in the Scenario Booklet, answer the
following question.
Lines 1 to 4 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
True
True
True
True
True
False
False
True
False
False
Assertion
Reason
Question Number 3
Syllabus Area
Quality Theme
Syllabus Area
Quality Theme
Question Number
3
Part
A
Marks
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
A Quality assurance
B Quality control
C Quality planning
Syllabus Area
Quality Theme
Question Number
3
Part
B
Marks
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
NOT included
Printing company.
Quality criteria
Project Board.
Quality tolerance
Quality responsibilities
Syllabus Area
Quality Theme
Question Number
3
Part
C
Marks
3
Using the Project Scenario and the additional information provided for this question in the Scenario
Booklet, answer the following questions about the Project Product Description.
Remember to select 2 answers to each question.
1 Which 2 statements apply to the Derivation section?
A
Move entry 9 to Composition because this is within the scope of the project.
Delete entry 10 because this is NOT a source product for this project.
Delete entry 11 as this is already correctly shown under Development skills required.
Move entry 12 to Composition because this is within the scope of this project.
Delete entry 16 because this should be shown on the Product Description for the photos.
Delete entry 19 because this should appear in the Product Description for the calendar and not the Project
Product Description.
Delete entry 20 because this is an expected benefit and should be recorded in the Business Case.
Move entry 21 to Composition because the photographs are part of the project product.
Delete entry 22 because the development of the new company logo is not within the scope of the Calendar
project.
Move entry 23 to Derivation because the Data Protection Legislation already exists.
Delete entry 24 because this is NOT a suitable acceptance criteria for this project.
Question Number 4
Syllabus Area
Starting Up a Project + Initiating a Project Processes
Syllabus Area
Starting Up a Project + Initiating a Project Processes
Question Number
4
Part
A
Marks
3
Column 1 is a list of decisions to be made about 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 should occur.
Column 1
Column 2
1 Approval of the feasibility study before any work on the project can
commence.
B First
D Third
C Second
Syllabus Area
Starting Up a Project + Initiating a Project Processes
Question Number
4
Part
B
Marks
2
The design of the calendar will be derived from the design used to create previous calendars.
The end product of this project will be a prepared calendar pack, ready for printing.
A production cost forecast, based on the costs for the materials, printing and mailing is to be produced in
stage 2.
The actual production and distribution of the calendars is not within the scope of this project.
Syllabus Area
Starting Up a Project + Initiating a Project Processes
Question Number
4
Part
C
Marks
5
Using the Project Scenario, answer the following questions about the Starting up a Project process 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 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.
2 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.
3 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.
Question continues on the next page
Question continued
4 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.
No, because the Project Plan does not contain the content of each Work Package.
Yes, because the tolerance(s) set in the Project Plan are derived from the Work Package tolerance(s).
Yes, because the Project Board will require this information in order to set tolerance(s) for the Team
Manager(s).
5 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.
No, because most of the expected benefits will be achieved after the project has closed.
Yes, because it is important to define each benefit in quantifiable terms so that measurable improvements
can be made.
Yes, because the expected benefits of the promotional calendar can be measured during the life of the
project.
Question Number 5
Syllabus Area
Risk Theme
Syllabus Area
Risk Theme
Question Number
5
Part
A
Marks
5
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
Record the risk in the Risk Register and monitor the situation.
A Avoid
B Reduce
C Fallback
Wait for confirmation of the rivals calendar and, if required, include additional gifts with
the calendar as an extra incentive.
D Transfer
Carry on with the project as planned on the basis that the MNO Manufacturing Company
calendar is believed to be of better quality.
F Share
E Accept
Syllabus Area
Risk Theme
Question Number
5
Part
B
Marks
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.
Option
Assertion
Reason
True
True
True
True
True
False
False
True
False
False
Assertion
Reason
Question Number 6
Syllabus Area
Plans Theme
Syllabus Area
Plans Theme
Question Number
6
Part
A
Marks
2
Syllabus Area
Plans Theme
Question Number
6
Part
B
Marks
4
Using the Project Scenario and the Product Summary provided as additional information for this
question in the Scenario Booklet, answer the following 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
No, because the 'production cost forecast' is required for making a decision.
No, because the 'production cost forecast' is being created within the scope of the plan.
Yes, because the 'production cost forecast' is required for making a decision.
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
No, because the 'tariff of mailing costs' is being supplied by the Post Office.
Yes, because the 'tariff of mailing costs' will be used to create the 'production cost forecast'.
3 'Accounts database' 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
No, because 'accounts database' already exists and should not be shown on the product flow diagram.
No, because the 'accounts database' should be shown as an internal dependency for the 'list of
customers'.
Yes, because 'accounts database' already exists and will be required to produce 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
No, because the competition entries are external to the scope of the plan.
Yes, because the label design will be chosen from entries to the competition.
Yes, because the competition entries are within the scope of the plan.
Syllabus Area
Plans Theme
Question Number
6
Part
C
Marks
4
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 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.
Remember to select 2 answers to each question.
1 Which 2 statements apply to the Plan prerequisites section?
A
Delete entry 2 because these are project benefits not prerequisites of the stage.
Delete entry 3 because the production cost forecast is a deliverable of stage 2, not a prerequisite for
stage 3.
Delete entry 4 because the customer list is NOT needed to start the work in stage 3.
Add 'Engineering team must be made available for the photographic session'.
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.
Move entry 5 to Plan prerequisites because the new company logo will influence the label designs.
Move entry 5 to Plan description because the new company logo will be delivered during stage 3.
Delete entry 6 because the customer details were used in stage 2 to create the customer list.
Delete entry 7 because it should be shown in the Product Description for the chosen 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 Amend entry 11 to show the Project Plan wil be updated with actuals at the end of the stage.
B No change to entry 12 because this describes how the Project Board will monitor progress.
C Move entry 12 because the Highlight Reports are deliverables of this stage and should be shown on the
product breakdown structure.
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.
Question Number 7
Syllabus Area
Progress Theme
Syllabus Area
Progress Theme
Question Number
7
Part
A
Marks
5
Using the Project Scenario, answer the following 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
The Stage Plan for stage 2 could create some additional project time tolerance by allowing no time
tolerance in Team Plans.
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 Executive needs to seek formal approval from corporate management to implement this change.
The current project must close prematurely and be restarted with a new Project Plan, a new Business Case
and new Risk Register.
The revision of the Project Plan would have to wait until the end stage assessment of stage 2.
3 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 has 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.
Update the product status to 'baselined' and obtain a commitment from the Marketing department to finish
this work within the next few days.
Question continued
4 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.
Make a note of the observation in the Daily Log to be transferred to a Benefits Review Plan at the end of
the project.
Make an entry in the Lessons Log for future consideration by corporate management.
5 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.
Add the product to the next Stage Plan in order to allocate additional resources and complete the work.
Make an entry in the Risk Register so the Project Manager can decide on appropriate action.
Syllabus Area
Progress Theme
Question Number
7
Part
B
Marks
5
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
True
True
True
True
True
False
False
True
False
False
Assertion
Reason
1 The label design competition should be planned and BECAUSE A decision can only be made by the Project
managed as two management stages.
Board at the end of a management stage.
2 A suitable point for a stage boundary would be after
the production cost forecast has been produced.
4 If the project is forecast to exceed the cost tolerance BECAUSE If the forecast is for project tolerances to be
of +6,000, the Project Manager should send an
exceeded, the Project Board no longer has
Exception Report straight to corporate
the authority to continue with the project.
management.
5 The production cost forecast should be reviewed by
the Project Board during the Directing a Project
process to determine whether the project should
continue.
Question Number 8
Syllabus Area
Directing a Project + Managing a Stage Boundary + Closing a Project Processes
Syllabus Area
Directing a Project + Managing a Stage Boundary + Closing a Project Processes
Column 2
A Prepare planned
closure.
B Prepare premature
closure.
C Hand over products.
D Evaluate the project.
E Recommend project
closure.
Syllabus Area
Directing a Project + Managing a Stage Boundary + Closing a Project Processes
Assertion
Reason
True
True
True
True
True
False
False
True
False
False
Assertion
Reason
3 The Stage Plan for stage 3 should contain details of BECAUSE Closure activities should be planned as part
the products to be created or updated during the
of the Stage Plan for the final management
Closing a Project process.
stage.
4 As part of the handover of the final product, a
contract should be agreed with Marketing for
ongoing support of this product.
Marking Scheme
Exam Paper: GB-FX02-1.5
Question
Part
Type
Response
1 (BC)
MR
AR
Question
Part
Type
Response
2 (OR)
MR
AR
Question
Part
Type
Response
3 (QU)
MG
MG
MR
Question
Part
Type
Response
4 (SI)
SM
B
C
CL
CL
Question
Part
Type
Response
5 (RK)
MG
AR
Question
Part
Type
Response
6 (PL)
MR
CL
MR
Question
Part
Type
Response
7 (PG)
CL
AR
Question
Part
Type
Response
8 (DC)
MG
AR
Rationale
Exam Paper: GB-FX02-1.5
B Correct:
C Incorrect:
D Incorrect:
E Correct:
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.
Question: 4, Syllabus: SI, Part: C, Type: CL, SyllabusRef: SU0402 IP0402, Level: 4
1
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.
2
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.
3
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.
4
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).
5
C Incorrect: 'Choose label design' is an activity and therefore not a product. The product
would be 'chosen label design'. Ref. 7.3.3.
D 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.
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. A.16.2.
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. A.16.2.
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. A.16.2.
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. A.16.2.
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. A.16.2.
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. A.16.2.
C Incorrect: The logo is required during stage 3, but is not created within the scope of this
project. Ref. A.16.2.
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/A.16.2.
E Correct: Whilst the company logo is an external dependency, the composition of the
chosen label design should be shown in the relevant Product Description. Ref.
A.17.2.
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. A.16.2.
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. A.16.2.
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. A.16.2.
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
@
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The Practitioner Examination
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The Practitioner Examination
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Exam Experience Questionnaire
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A: 0 - 15 minutes
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GB-FX03- V1.2-28-A4
Booklet 1 Page 4
FX03
Scenario Booklet
This 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 8 questions is worth 10 marks, giving a maximum of 80 marks in the
paper. The pass mark is 55% (44 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.
Project Scenario
The 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:
Stage 1: Standard PRINCE2 initiation activities
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
Stage 3: Create request for tender and evaluate proposals. Select supplier and
agree contract
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.
Contract.
Purpose
Composition
Format and
presentation
Quality criteria
Proof-reading skills.
Quality responsibilities
continued
Quality notes from the Daily Log
The 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)
Introduction
1.
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.
Records
6.
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 responsibilities
9.
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.
FX03
Question Booklet
Question Number 1
Syllabus Area
Starting Up a Project + Initiating a Project Processes
Syllabus Area
Starting Up a Project + Initiating a Project Processes
Question Number
1
Part
A
Marks
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
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-theshelf 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
Starting Up a Project + Initiating a Project Processes
Question Number
1
Part
B
Marks
3
No, because the responsibilities of the Executive should be established before this activity.
No, because the creation of role descriptions is NOT the responsibility of the Project Manager.
Yes, because role descriptions should be created for all Project Board roles.
2 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
No, because the full cost of the project is not yet known.
Yes, because all project funding must be available before the project can be authorized.
3 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
No, because the reporting and control arrangements in the Initiation Stage Plan should be for the initiation
stage.
Yes, because two of the principles of PRINCE2 are 'manage by stages' and 'continued business
justification'.
Yes, because monitoring and control of the project enables the assessment of ongoing viability.
Syllabus Area
Starting Up a Project + Initiating a Project Processes
Question Number
1
Part
C
Marks
3
Using the Project Scenario, answer the following 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
No, because effective risk management should be performed throughout the life of the project.
Yes, because all strategies should be developed using lessons from external organizations.
Yes, because the selected external supplier will be the owner of all project risks associated with the
specialist deliverables.
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
No, because the selected external supplier does NOT represent the users.
Yes, because the selected external supplier will be delivering products for this project.
Yes, because it is the role of the Senior Supplier(s) to safeguard the integrity of the completed solution.
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
No, because the Project Manager should update the corporate quality management system with the
missing project management processes.
Yes, because Project Assurance is responsible for checking that the Quality Management Strategy meets
the needs of the Project Board.
Yes, because Project Assurance is responsible for specifying the customer's quality expectations and
acceptance criteria for the project.
Question Number 2
Syllabus Area
Organization Theme
Syllabus Area
Organization Theme
Question Number
2
Part
A
Marks
6
Replace with 'Chief Finance Officer' because she can ensure a cost-effective approach to the project.
Retain because he has the right level of authority to be able to control the strategic nature of the
Restructuring project.
Add 'Chief Finance Officer' because she understands the operational environment.
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.
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.
Replace with Teamtech consultant because they interface directly with the users.
Add 'Hardware Manager' because he maintains computer hardware for all business functions.
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.
Add 'Director of Facilities' because he is responsible for designing the future Facilities staffing structure.
Add 'Hardware Manager' because the outcome of the project will have an impact on him.
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
Organization Theme
Question Number
2
Part
B
Marks
4
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 4 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
True
True
True
True
True
False
False
True
False
False
Assertion
1 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.
Reason
BECAUSE The Senior Supplier is responsible
for assessing the viability of the
project approach.
2 It would be appropriate to appoint more than one individual BECAUSE Project Support is responsible for
to the role of Project Support.
ensuring that the desired outcome of
the project is specified.
3 The Hardware Manager would be an appropriate choice
for the role of Senior Supplier.
Question Number 3
Syllabus Area
Quality Theme
Syllabus Area
Quality Theme
Question Number
3
Part
A
Marks
3
The following questions include only 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 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%.
3 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
Quality Theme
Question Number
3
Part
B
Marks
3
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 3 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
No action required.
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
Agree to add the MFH dispute resolution process within the remaining +2 days tolerance.
No action required.
Syllabus Area
Quality Theme
Question Number
3
Part
C
Marks
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 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.
Delete entry 3 because it is the Project Managers responsibility to implement the Quality Management
Strategy.
Move entry 3 to the Roles and responsibilities section because this is a quality responsibility.
Delete entry 4 because external suppliers are responsible for applying any relevant standards to their
work.
Delete entry 5 because the lack of a change control procedure makes the MFH document standards
unsuitable.
Add PRINCE2 change control procedures will be used to manage any changes to baselined products.
Delete entry 6 because this information should be included in Stage or Team Plans.
Move entry 6 to the Reporting section because the information should be used to report on quality
activities.
Delete entry 7 because this should be included in the Configuration Management Strategy.
Delete entry 8 because the results of quality reviews are recorded in the Quality Register.
Move entry 9 to the Records section because this information will be required to create a record of each
quality check.
Delete entry 9 because this is the responsibility of the quality review chair.
Delete entry 10 because only the Project Manager can update the Quality Register.
Question Number 4
Syllabus Area
Plans Theme
Syllabus Area
Plans Theme
Question Number
4
Part
A
Marks
5
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
A Plan description
2 The MFH template is required for the contract to supply and install the new hardware
and software solution.
B Plan prerequisites
3 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.
D Planning
assumptions
4 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.
F Monitoring and
control
C External
dependencies
E Lessons
incorporated
G Budgets
H Tolerances
I Schedule
Syllabus Area
Plans Theme
Question Number
4
Part
B
Marks
5
Assertion
Reason
True
True
True
True
True
False
False
True
False
False
Assertion
Reason
BECAUSE All Stage Plans are produced near the end of the
initiation stage.
Question Number 5
Syllabus Area
Risk Theme
Syllabus Area
Risk Theme
Question Number
5
Part
A
Marks
5
Answer the following questions about the projects 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 projects Risk Management Strategy.
Remember to select 2 answers to each question.
1 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.
2 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.
3 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.
Question continues on the next page
Question continued
4 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.
5 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 Managers threshold level of risk exposure is low impact and low probability.
D The cost of all fallback plans must be contained within the projects tolerance.
E Risk tolerance must be used to respond to known risks.
Syllabus Area
Risk Theme
Question Number
5
Part
B
Marks
5
None of the Ministry of Food Hygienes (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
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.
C Fallback
B Reduce
D Transfer
3 Hire experienced restructuring contractors to assist MFH staff throughout the project.
E Accept
4 Rely on the selected external supplier to act in a reliable and conscientious manner to provide
the support and advice that will protect MFHs interests.
F Share
Question Number 6
Syllabus Area
Change Theme
Syllabus Area
Change Theme
Question Number
6
Part
A
Marks
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 MFHs documents and performs an organizationwide 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 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.
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.
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.
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.
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
Change Theme
Question Number
6
Part
B
Marks
3
Using the additional information provided for this question in the Scenario Booklet, answer the following
questions about the Project Managers 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, what is the next action the Project Manager should consider?
A
Update the associated Configuration Item Records with details of the Issue Report that caused the change.
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.
Create an Exception Plan to change all of the projects products to reflect the exclusion of Facilities
services.
2 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.
The specification of the new software solution may not support the existing Facilities processes.
Increased savings of 15m over 10 years from the new initiative to centralize Facilities services.
Syllabus Area
Change Theme
Question Number
6
Part
C
Marks
5
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 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
True
True
True
True
True
False
False
True
False
False
Assertion
Reason
5 This change should be funded from the remaining BECAUSE A change budget can be used to implement a
70,000 change budget and the balance of
request for change, provided its use is within
30,000 taken from the stage cost tolerance.
the constraints set by the Project Board.
Question Number 7
Syllabus Area
Progress Theme
Syllabus Area
Progress Theme
Question Number
7
Part
A
Marks
4
Using the Draft Work Package provided as additional information for this question in the Scenario
Booklet, answer the following questions.
All the statements that add or amend an entry contain only true information, but this may be under the wrong
heading, or not relevant to the Work Package.
Remember to select 2 answers to each question.
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 continues on the next page
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
Progress Theme
Question Number
7
Part
B
Marks
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.
Option
Assertion
Reason
True
True
True
True
True
False
False
True
False
False
Assertion
Reason
6 Benefit tolerance should be set in the next Stage BECAUSE Project Assurance is responsible for monitoring
Plan for Project Assurance to monitor.
the Business Case against project progress.
Question Number 8
Syllabus Area
Controlling a Stage + Managing Product Delivery Processes
Syllabus Area
Controlling a Stage + Managing Product Delivery Processes
Question Number
8
Part Marks
A
2
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
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
Define the tolerance within a Work Package to be agreed with a Team Manager.
E Risk
F Change
G Progress
Syllabus Area
Controlling a Stage + Managing Product Delivery Processes
Question Number
8
Part Marks
B
3
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
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
Staff communication was very useful in getting support from MFH staff who will be
affected by the restructuring of Facilities services.
C Issue Register
The selected external supplier is concerned that there are delays with Government
departments getting work signed-off after completion.
E Lessons Log
B Team Plan
D Stage Plan for
stage 4
F Project Plan
Syllabus Area
Controlling a Stage + Managing Product Delivery Processes
Question Number
8
Part Marks
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 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 select 2 answers to 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
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
Advise the Project Manager of the risk that there may be a two-week delay in the delivery of one of the
products.
Ensure that the Quality Register is updated with the quality review result.
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.
Update the Stage Plan by increasing all future work estimates by 10%.
Amend the Work Package and ensure that the revised targets are met.
Raise an issue that costs will exceed tolerance if the current trend continues.
Question continued
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.
Check the Product Descriptions to ascertain who should have approved the products.
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
Check the Communication Management Strategy to ascertain what records of communications with the
selected external supplier are required.
Marking Scheme
Exam Paper: GB-FX03-1.4
Question
Part
Type
Response
1 (SI)
MG
CL
CL
Question
Part
Type
Response
2 (OR)
MR
AR
Question
Part
Type
Response
3 (QU)
CL
CL
CL
Question
Part
Type
Response
4 (PL)
MG
AR
Question
Part
Type
Response
5 (RK)
MR
MG
Question
Part
Type
Response
6 (CH)
CL
CL
AR
Question
Part
Type
Response
7 (PG)
MR
AR
Question
Part
Type
Response
8 (CD)
MG
MG
MR
Rationale
Exam Paper: GB-FX03-1.4
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.19.2
4 Correct [F]: This is a planning assumption that should be included in the Initiation Stage Plan.
Ref. 12.4.6 / A.16.2.
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.
E Incorrect: This is a proximity assessment for a specific risk which would be recorded in the
Risk Register. Ref. A.25.
5
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 should cover known risks and make provisions for unknown
risks. Risk tolerance is the threshold within which a level of authority may
manage known and unknown risks without having to escalate them to the
attention of the next level of authority. Ref 8.3.6 / Glossary.
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: 7, Syllabus: PG, Part: B, Type: AR, SyllabusRef: PG0402, Level: 4
1 False: The Project Initiation Documentation
True: Project controls consist of end stage
contains project controls. These will be
assessments and stage tolerances, as
updated in the Managing a Stage
well as the monitoring and reports at
Boundary process when planning the
project level. Ref. A.20.2.
next stage. Ref. 17.4.1.
2 True: The Project Manager will require
True: The frequency of Checkpoint Reports
regular progress reports from the
will be agreed with the Team Manager
supplier in order to monitor the
and defined in the relevant Work
progress of the Work Packages. Ref.
Package(s). This is the reason for the
10.3.3/10.3.3.4.
assertion. The answer is therefore A.
Ref. 10.3.3.
3 False: A Product Description explains the
False: The composition field is a list of the
function and purpose of a product.
parts of the product. A Product
There is no field for updating the status
Description does not record the status
of the product. Ref. A.17.2.
of a product. Ref. A.17.2.
4 True: A Checkpoint Report is used to report, False: Reporting is between the Team
at a frequency defined in the Work
Manager and the Project Manager, not
Package, the status of the Work
the Project Board. Ref. A.26.2.
Package. Ref. A.3.2.
5 False: The Team Manager should raise an
True: The Team Manager reports any
issue. The Project Manager produces
deviations by raising an issue. Ref.
the Exception Report. Ref. 10.3.4.
10.3.4.
6 False: Benefit tolerances are set at project
True: Business project assurance is
level in the Business Case. Ref. Table
responsible for monitoring the Business
10.1.
Case against project progress. Ref.
C.7.1.
Question: 8, 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 [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: 8, 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 [C]: The Issue Register is updated with any potential problems raised by the Team
Manager. Ref. 15.4.1/2/4.
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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