Introduction to PRINCE2

• The benefits of a structured project management approach
• Establishing the key elements of PRINCE2 and how they work together
• Tailoring PRINCE2 for projects of varying sizes
• The principles that guide obligations and good practices of PRINCE2

Building the Pre-Project Foundation

Starting up a project process

• Determining project objectives and defining the approach
• Establishing the benefits and risks

Establishing the Business Case

• Judging whether the project is desirable, viable and achievable
• Supporting decision making in the business investment

Structuring the project management team

• Defining and establishing the project's structure of accountability and responsibilities
• Ensuring appropriate governance
• Representing the business, user and supplier stakeholders

Planning and Initiating a Project

Producing the Project Initiation Documentation

• Planning project delivery and quality goals
• Setting up the project management controls and strategies
• Developing a robust Business Case
• Assembling the Project Initiation Documentation (PID)

Designing the controls of the project

• Creating the Project Plan
• Identifying the project stages
• Establishing Tolerance criteria
• Creating monitoring and reporting mechanisms

The PRINCE2 approach to planning

• Establishing the planning levels
• Employing Product-Based Planning
• Creating the Product Breakdown Structure (PBS) and Product Flow Diagram (PFD)
• Establishing Product Descriptions

Applying risk assessment to decision making

• Analysing the risks
• Devising risk-response plans
• Ongoing management of risk

Managing the Project

Controlling a Stage Process

• Assigning work to be done, monitoring the work and reporting progress
• Dealing with issues and taking corrective actions
• Controlling the link between the project manager and the team manager

Driving the Product Delivery Process

• Identifying Work Packages
• Accepting and executing the Work Packages
• Handing the product back to the project manager

Change control and the approach to quality

• Creating and verifying products that are fit for purpose
• Incorporating issues, change control and configuration management
• Applying the change and configuration management procedures

Managing the project stage boundaries

• Assuring the project board of successful stage completion
• Preparing the next stage plan
• Testing to ensure the Business Case is sound

The Final Stage

Closing the project

• Accepting the Project Product
• Achieving the PID objectives

Identifying follow-on actions

• Planning to measure benefit delivery
• Evaluating the project and improving future performance through Lessons Learned reports

Foundation and Practitioner Exams

Preparing for the exams

• Gaining insight into the exam process
• Applying proven tips for exam success
• Practicing with test questions and mock papers

Foundation Exam: Day 4

• Taking the exam
• Obtaining your Foundation exam results

Practitioner Exam: Day 5

• Taking the exam
• Completing the necessary APMG paperwork