PRINCE2® PictureBook of Reference and Revision

Essentially complete: It's half done.
We predict... : We hope to God!

Serious but not insurmountable problems. : It'll take a miracle...
Basic agreement has been reached. : The @##$%%'s won't
even talk to us.
Logical Model Ltd 2014
Slip: Being first at the bar

Float: Remaining Beer kitty
Milestone: Paul buys a round
PRINCE2 is a Registered Trade Mark of AXELOS

The PRINCE2 Approved Training Organization logo is a
trade mark of AXELOS Limited The Swirl logo is a
trade mark of AXELOS Limited
In the beginning was THE PLAN.

And then came The Assumptions.
And The Plan was without Substance.
And The Assumptions were without form.
And darkness was upon the face of the
Workers.
And they spoke among themselves, saying,
'It is a crock of s--t, it stinks.'
And the workers went unto their supervisors,
and said,
'It is a pail of dung, and none may abide the
odour thereof.'
And the supervisors went unto their Managers, saying
'It is a container of excrement, and it is very strong,
Such that none may abide it.'
And the Managers went unto their Directors, saying,
'It is a vessel of fertiliser, and none may abide its strength.'
And the Directors spoke among themselves saying one to another,
'It contains that which aids plant growth, and it is very
strong.'
And the Directors went to the Vice-Presidents, saying unto them,
'It promotes growth, and it is very powerful.'
And the Vice-Presidents went to the President, saying unto him,
'This new plan will actively promote the growth and
vigour of the company, with powerful effects.'
And the President looked upon The Plan, and saw that
it was good.
And The Plan became policy.
And that is how S--t happens.
will be
phased in
gradually as
the prodct matures:It's late!
Good,
butperhaps a
little more
detail here ?
Simon Harris, PMP, CGEIT, IPMA-D, P2
Reference and Revision Materials
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
These materials distill ALL the detail from the 327 page manual
They are NOT suitable if you have not studied training materials because they are
TERSE there is no intention to educate here just to remind you of what you already
know
If you need introductory materials then see www.logicalmodel.net/prince2exams

or here on scribd
Or for a gentle start the Lightning Intro
See CLICK HERE +44 84 52 57 57 07
14
Key Concept: Stages
Processes are not stages, stages contain processes

2.4 minimum of two management stages: one Initiation Stage and
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.)
Managing A Stage Boundary

17.4.1 Create 1st Stage
See CLICK HERE +44 84 52 57 57 07
Plan - Short term detail
17.4.1 Plan Next Stage

17.4.2 Update the
Project Plan
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
37
The PRINCE2 Procedural Framework
13
SU
DP
IP Initiation
Starting
Up A
Project
(SU)
Stage
Initiating
A Project
(IP)
1st Delivery Stage
Controlling
A Stage
(CS)
12 14 15
16
Managing A
See CLICK HERE +44 84 52 57 57 07
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
The PRINCE2 Procedural Flow-Chart
Project
mandate
P:CoPM
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
Plan 1st delivery

See CLICK HERE +44 84 52 57 57 07
stage & Report
on IP SB
Close
project
SB CS
Escalate
Log & examine

a Risk or Issue
Report
Highlights
CP
Report on
closing stage
Report on Pj
performance vs. PID
Update Pj plan & BC

(IE PID)
Handover product &

Release staff
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
Check ALL products

approved vs. AC
The Defined Management Products:

Baselines/ Records/ Reports
39
A16
A17
A19
A20
A21
A22
A24
A26
See CLICK HERE +44 84 52 57 57 07
Records
A6
Benefits Review Plan

Business Case
Communication Management
Strategy
Configuration Management
Strategy
Plan (Project) (Stage) (Team)
Product Description
Project Brief
Project Initiation Documentation
Project Product Description
Quality Management Strategy
Risk Management Strategy
Work Package
Baselines
A1
A2
A4
A5
A7
A12
A14
A23
A25
Configuration Item Records

Daily Log
Issue Register
Lessons Log
Quality Register
Risk Register
Reports
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
40
Introduction to The 9 Roles: (Appendix C)
Project Board: All authorisations and decisions, all dialogues in or out of the
project start & end at the board
Executive: Ultimate responsibility to get it done within authorised limits

Senior User: Say what (all) customers need and check the project delivers it
Senior Supplier: Produce what was asked for and check it is created
Project Assurance: Duty of the three roles above to check everything is plausible &
everyones efforts are aligned
Typically delegated to staff with time and expertise to do the checking
Change Authority: Person or group able to authorise concessions and changes
Project Manager: Work within tolerances. Refer all other decisions upwards
Project Support: Assist the PM
Team Manager: Produce the products to plan within tolerance
See CLICK HERE +44 84 52 57 57 07
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
Relationship of Processes to Principle P#4

(Management By Stages)
51
Directing A Project process Syllabus DP, Manual ch-13

One or more Delivery Stage(s)
Initiation Stage
Uses 2 (or 4) processes
for specialist work
Initiating A Project
Syllabus code IP
IP is a Process
Manual ch-13
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
& Optionally processes

Controlling A Stage
Managing
Product Delivery
See CLICK HERE +44 84 52 57 57 07
51
3 processes used
Controlling A Stage
Syllabus CS, Manual ch-15
Managing Product Delivery process

Syllabus MP, Manual ch-16
Last delivery
stage
Closing A Project
Process
Syllabus CP
Manual ch-18
MP
PRINCE2 World-Map
52
Project
mandate
P:CoPM
12.4.1 Appoint the
Executive and the
Project Manager
13.4.1 Authorize
initiation
13.4.2 Authorize the

project
14.4.1 Prepare the Risk

Management Strategy
12.4.2 Capture
previous lessons
12.4.3 Design and

appoint the project
management team
14.4.2 Prepare the

Configuration
Management Strategy
12.4.6 Plan the

Initiation Stage
14.4.4 Prepare the

Communication
Management Strategy
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
14.4.6 Create the Project 15.4.1 Authorize a

Work Package
Plan
14.4.7 Refine the
Business Case
14.4.8 Assemble the
Project Initiation
Documentation
16.4.1 Accept a
Work Package
15.4.2 Review Work

Package status
16.4.2 Execute 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
14.4.5 Set up the project

controls
See CLICK HERE +44 84 52 57 57 07
52
15.4.6 Capture and 15.4.7 Escalate

examine issues and issues & risks
risks
14.4.3 Prepare the

Quality Management
Strategy
12.4.4 Prepare the

outline Business
Case
12.4.5 Select the

project approach
and assemble the
Project Brief
13.4.3 Authorize a Stage or

Exception Plan
13.4.4 Give ad hoc

direction
15.4.3 Receive completed

Work Packages
16.4.3 Deliver a
Work Package
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
Activities (Full Names)

By Management Levels & Process
12.4.1 Appoint the

Executive
and
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
13.4.1 Authorize initiation
13.4.2 Authorize the project
13.4.4 Give ad hoc direction
13.4.3 Authorize a Stage or Exception Plan 13.4.5 Authorize project closure

14.4.1 Prepare the Risk
Management Strategy
14.4.2
14.4.3
14.4.4
14.4.5
14.4.6
14.4.7
14.4.8
17.4.1 Plan the

18.4.1 Prepare
next stage
planned
closure
Prepare the Configuration 15.4.6 Capture and examine 17.4.2 Update the
Management Strategy
issues and risks
Project
18.4.2 Prepare
Prepare the Quality
Plan
15.4.5 Report highlights
premature
Management Strategy
closure
15.4.8 Take corrective action 17.4.3 Update the
Prepare the Communication
Business
18.4.3 Hand over
Management Strategy
Case
15.4.4 Review stage status
Products
Set up the project controls
15.4.1 Authorize a Work
17.4.4 Report
Create the Project Plan
Package
Stage End 18.4.4 Evaluate
the Project
Refine the Business Case 15.4.2 Review Work
17.4.5 Produce an
Package status
Assemble the Project
Exception 18.4.5 Recommend
Initiation Documentation
project
Plan
17.4.1-4 Manage Stage Boundaries

17.4.1 May include Team Planning
15.4.7 Escalate issues &

risks
Work Packages
closure
16.4.1 Accept a Work Package 16.4.3 Deliver a Work Package
See CLICK HERE +44 84 52 57 57 07
Team
Member
54
16.4.2 Execute a Work Package

Logical Model Ltd 2009-2015
60
Book Your Exam
The full process is set-out on PEOPLECERTs webiste https://candidate.peoplecert.org

24x7x365 support is provided
You need to register and then either pay for an exam or have a voucher code
I suggested at the beginning that you register - Its free Have you done it yet?
Have you subscribed for your exam voucher at www.logicalmodel.net/prince2exams
Checkout the great discount we give you over the list price on PEOPLECERT
PEOPLECERTs web site takes you through the registration process
See CLICK HERE +44 84 52 57 57 07
60
Theme Mandate A19-Project Brief83

A20-Project Initiation Documentation
12.4.1 Appoint the Executive and the Project Manager

1.
COPM provides mandate in any form as long
as it allows identification of the Exec. It is the
project trigger, the Instruction to, or remit or
Terms of Reference for the Pj Board. Includes
Pj Reason, Pj tolerance, Risks, All standards to
be followed
83
SU:P:2-7
Apdx-A for a Project Brief, the processes and roles in its life-cycle
A.19.2, 12.4.5,-6, 13.4.1, 14.4.1-8
1.
Board approve the A19Project Brief and trigger
the Initiation Stage. The
mandate is archive (if it
exists)

13.4.3 Authorize a Stage or Exception Plan
13.4.5 Authorize project closure
1.
CoPM review & Board approve (baseline) A20-PID (and its component products) 1.
Board consider whether to re-start a project 1.
Board compare original A20& thus make a contract that marks their commitment and authorises the project
where CoPM revise the mandate or treat as
PID to final A20-PID [no
2.
PM/ PS archives A19-Project Brief (replaced by A20-PID)
an RFC
guidance as to why and
seemingly uncoordinated
3.
PM/ PS baseline A20-PID in Config. Mgmt System (CfMS) for later review vs.
2.
CoPM review & Board re-approve (baseline)
with 18.4.4!]
state including approved changes
revised parts of A20-PID & PS store in CfMS

1.
Exec & PM review & understand mandate
2.
PM logs mandates risks to A7-Daily Log
12.4.2 Capture previous lessons
1.
PM Captures lessons relevant to the mandate into
A14-Lesson Log
12.4.4 Prepare the outline A2 Business Case-oBC)
1.
Exec/ PM understand Pj reason in mandate
2.
PM creates (exec oversees corporate alignment)
pre-project outline A2-Business Case from
mandates contents
3.
Exec presents A2-oBC to CoPM
4.
PM checks feasibility of milestones, assumptions and
constraints from mandate
5.
PM/ SU/ Exec create the A21-Project Product
Description based on the mandate
12.4.5 Select the project approach and assemble the Project
Brief (A19-PjBf)
1.
PM refines & extends mandate to create a well
defined start-point: the A19-Project Brief to known
quality criteria by filling the gaps and applying A14-LL
lessons. (In a programme context the A19-PjB has
probably been created by the programme)
2.
PM/ SS (if in post) define project approach, Supplier
standards, guidelines, procedures and development
life-cycles
3.
PM add mandates context info, project approach,
A21-PjPdD & A2-oBC into A19-PjBf
See CLICK HERE +44 84 52 57 57 07

SU:P:2-7
its life-cycle
83
14.4.1 Prepare the Risk Management Strategy (A24-RMS)

17.4.1 Plan the next stage 18.4.1 Prepare planned
1.
PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf
1.
PM reviews/
risks
closure
1.
PM actions informed
updates any aspect 1.
PM actions
14.4.2 Prepare the Configuration Management Strategy(A6-CfMS)
by the A20-PID,
of the A20-PID in
informed by A201.
consultation with
specially the A16-Pj
PID (especially
Plan
board
A16-Pj Plan)
14.4.3 Prepare the Quality Management Strategy (A22-QMS)
1.
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
PM uses guidance in the A19-PjBf
17.4.3
[manual says summarise reality says detail]
1.
PM reports in A11Highlight Report
1.
against A20-PID
PM derives from guidance in the A19-PjBf on milestones, standards,
external dependencies, approach & assumptions
17.4.4
1.
Refine the Business Case
1.
PM actions informed
PM extends (exec oversee) outline A2-BC to full A2-BC
by the A20-PID
14.4.8 Assemble the Project Initiation Documentation

1.
PM extracts Pj definition (mandates context info) and Pj Approach
from A19-PjBf and combines with initiation products to create A20Project Initiation Documentation to serve as basis for commitment,
baseline for change assessment and induction pack for new project
staff
2.
PM suggests P2 tailoring for this project (based on A14-LL)
Plan Delivery Stage
Apdx-A for a Project Brief, the processes and roles in

A.19.2, 12.4.5,-6, 13.4.1, 14.4.1-8
Update the Project 18.4.2 Prepare

premature
Plan
closure
PM reviews/
1.
PM
actions
updates any aspect
informed by A20of the A20-PID (sic)
PID (especially
Update the
A16-Pj Plan)
Business Case
18.4.4 Evaluate the
PM updates A2-BC
Project
(part of A20-PID)
1.
PM prepares A8Report Stage End
PM actions
informed by A20PID (especially A2BC & A4-CmMS)

17.4.5 Produce an
Package
Exception Plan
1.
PM extracts or crossPM reviews/
references A20-PID 1.
updates any aspect
Strategies/ Controls/
of the A20-PID in
Quality/ Milestones/
consultation with
CfM & handover
board (sic)
requirements
16.4.1 Accept a Work Package

1.
TM actions informed by (relevant extracts of)
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
Project mandate P:CoPM

84
SU:P:2-5&6
84
12.4 Starting Up A Project (SU)

SU:P:2-5 The activities and responsibilities within SU 12.4.1 12.4.2 12.4.3 12.4.4 12.4.5 12.4.6
SU:P:2-6 How the seven themes applied in SU
12
12.4.1
Executive
&
Licensed
for Appoint
commercial
uses on Default
terms see slide #8 notes License@logicalmodel.net) If YOU PAID for these materials report usage & share in fees levied
A7
Daily Log P:PM
12.4.4 Prepare outline Business

Case
1. Exec drafts BC as fully as
currently known 0-100%
2. PM (+SU/E) drafts Pj-PdDn
Define What is required
3. Note Risk in Daily Log
A14 Lessons Log

A19 Project Brief {Exec role
description P:CoPM,
PM role description
P:E, A:CoPM }
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 }
12.4.3 Design/ appoint PMT

1. Define roles (PA/ TM/ PS)
Authority/ Reporting lines/
Availability/ Competency
2. Some may not be in post
3. Arrange training
4. Note Risk in Daily Log
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
12.4 Project Manager

SU 1. Based on Pj-Md8, skills
& availability
2. PM starts Daily Log
Starting Up A Project - Process
In the beginning is the project mandate

(partial Project Initiation Documentation)
A14 Lessons Log P:PM R:E

(All Subsequent activities are
expected to review this log)

1. Record every relevant
lesson from any source
Previous lessons reports
12.4.5 Select project approach & assemble

Project Brief
1. Define How to deliver Pj-PdDn in Pj
context CoPM strategy & Ops needs
2. Create project definition: Assembled Pj
Brief
3. Risk+Issues in Daily Log
DoubleHeaded
A7
Daily Log P:PM
A19 Project Brief {

Project approach +
Addtl role desc}
P:PM R:PA
(R):SUSS (A):E

Stage
1. Plan Initiation Stage and
define controls to
conform to CoPM
constraints
2. Incorporate Lessons and
Risks
3. Note/ Update Risks in A7
A14 Lessons Log
P2 Exam Cram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
See CLICK
HERE +44
52 57
57 07
Audits/Staff/
In-84or
External
update
A7 Daily Log P:PM

A19 Project Brief {
PMT role descr. P:PM A:E
PMT structure P:PM, A:E}
Create
PMT
= Project Management Team, PMTs = PMT structure, P: = Produces, R: = Reviews, A: = Approves ( ) = in another process { } = containing
84
17.4
SB
PRINCE2 is A Registered
Trade Mark of AXELOS
PRINCE2 is a copyrighted product ultimately owned by the UK Government

All the rights to PRINCE2 are held by a joint-venture company called AXELOS
These materials are:Logical Model Ltd & AXELOS Limited 2015. All rights reserved. Material in this document is based on
Managing Successful Projects 2009 Edition and is reproduced under licence. No part of this document may be reproduced in any form without
the written permission of both Logical Model Ltd and AXELOS Limited. Permission can be requested at p2@logicalmodel.net and
licensing@axelos.com
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
AXELOS appoint Examining Institutes (EIs) Ours are PEOPLECERT

EIs accredit training organisations called ATOs (Accredited Training Organisations)
ATOs offer training courses & can book candidates onto exams via their linked EI
The EI assures the ATOs Course Materials, Quality system and Competency
To sit the exams you need sponsorship from an ATO

This accredited course is not only the best available but it is also fully supported AND its use is
completely FREE with an exam booking!
To register for exams with us visit www.logicalmodel.net/prince2exams
See CLICK
HERE
+44 84
57 07viewed
Click
to
return
to 52
last57slide
85
Outputs of SU (12.4) DP1 (13.4.1)
85
Initiation Notification
12.4.
13.4.
Request to initiate a project

A19 Project Brief
A16 (init) Stage Plan
P:PM, R:PA (A)ESuSs
13.4.1 Authorize initiation (DP1)

1. Board decide to proceed or cancel, Decision can be informal, Pm given
auditable instruction from Exec (Senior Supplier may not be in post)
2. Ratify {Project definition/ constraint/ Project approach/ Role holders/ Job
descriptions/ A21-Project Product Description/ Customer quality
expectations & Acceptance criteria/ outline A2-Business Case/ Initiation
Stage Plan/ Risks to initiation
3. For initiation: Set tolerances, Ratify reporting and control, Commit
resources
4. Broadcast that a project is being initiated and request logistical support
5. Authorize the Project Manager to proceed with the Initiation Stage.
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.
Project Now Starts!

See CLICK HERE +44 84 52 57 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
85
18.4.
DP:P:2-4
111
DP:P:2-5
The activities within DP and the responsibilities within them

13..4.1 13.4.2 13.4.3 13.4.4 13.4.5
How the seven themes may be applied within the DP process
13
111
DP:P:2-4,5 Project Board To PM

Interested Parties
Initiation Notification
SU
12.4
Project authorisation notification
DP
13.4
13.4.1 Authorize
initiation (DP1)
Project Status Report Confirm specialist product approvals
13.4.2 Authorize
the project (DP2)
13.4.3 Authorize a Stage

(or Exception) Plan (DP3)
Premature
closure
A19
A16
Request to
initiate a
project
Project
Brief
(init)
Stage
Plan
A14
A20
1st Delivery Stage
A20
Request to
deliver a project
Lessons Log
Project Initiation
Documentation
Benefits Review
Plan
Initiation Stage
Authority to initiate a project

A21
Project Now Starts!

A19 Project Brief (Approved)
A1
A16 Approved Initiation Stage Plan
See CLICK HERE +44 84 52 57 57 07
111
CS
A1
update
A1
Request to approve next

Stage Plan
Request to approve
Exception Plan
Project Initiation
Documentation
End Stage Report {
optnl. A15 Lessons
Report
optnl Follow On Action
Recommendation }
(next) Stage Plan or
Exception Plan
DoubleHeaded
A9
A16
IP
Approved Project
Product Description
SB
MP
Approved
Benefits
Review Plan
Create
Project Board request for advice
13.4.4 Give ad hoc

direction (DP4)
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
(raise) New Issue R-Copm,

Exception Plan Authorisation
ESuSs, (P)-PM, R-PA
A20 Approved if updated PID
Project Board Advise

A9
Approved
(current)
End
Stage
Report
{
Distribute A15 Lessons Report,
Distribute Follow On Actions Rcmdtn }
A16 Approved Stage Plan
A1
Approved if updated Benefits Review Plan
Last Delivery Stage
CP
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
120
IP:P:2-5,6 Activities Within

14.4 Initiating A Project (IP) Process
Authorize
14.4.1 Prepare the Risk Management Strategy

14.4.Initiation
1. Stage
Define Who/ How/ When of Risk Mgmt with
aid of and to satisfaction of PB & PA
2.
Create A25-Risk Register
Project Brief
Lesson Log
Daily Log
A19-Pj Brief { A21Project

Product
Description }
tarting Up A Project - Process
A20-PID {A24-Risk Management Strategy

P-PM, (A)-ESuSs, R-PA}
Authority to
initiate a project
A19
A14
A7
A25-Risk Register
A12-Issue Register
14.4.2 Prepare the Configuration

Management Strategy
1.
Define Who/ How/ When of Config
Mgmt (Inc. Issue & Change with aid of
& to satisfaction of PB & PA
2.
Define Priority & Severity scales
3.
Create & populate Issue Reg'tr (from
Daily Log)
4.
Create initial set of CIRs
5.
Upd8 A12-IR+A25-RR+A7DL
14.4.3 Prepare the Quality
Management Strategy
1.
Use CQE & AC to Define Who/
How/ When of Quality Mgmt aid
etc of PB & PA
2.
Create Quality Register
3.
A25-Risk Register
P-PS, A-PM, R-PA
A5
A20-PID {A24-Config Management

Strategy P-PM, (A)-ESuSs, R-PA}
A12-Issue Register P-PS, A-PM, R-PA
A20-PID {A22-Quality
Management
Strategy P-PM, (A)ESuSs, R-PA }
A23-Quality Register
P-PS, A-PM, R-PA
14.4.5 Set up the project controls

1.
Define stage boundaries
2.
Confirm strategies integrate as a set and
controls match project significance & difficulties
A14-Lesson Log
3.
Allocate tolerances and decision making
A20-PID (A22-QMS,
authorities (& note in role descr), amend
A6-CfgMS,
See CLICK
HERE +44 84 52
57 57 07 as required for best use
assignments
A24-RMS }
4.
update
PMT Structure& Role Descrtns

Configuration Item Record
P-PS, A-PM, R-PA
A20-PID { A4-Communications Management Strategy

P-PM, (A)-ESuSs, R-PA}
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
A19-Project Brief { Pj Definition,

Pj Approach }
A20-PID { A24-RMS, A22-QMS,
A6-CfMS, A4-CmMS}
Pj Controls
P2 Tailoring
A19-Project Brief
A14-Lesson Log
Upd8 A12-IR+A25-RR
A7-Daily Log
14.4.4 Prepare the Communication

Management Strategy
1.
Perform stakeholder analysis
2.
Merge strategys comms needs
3.
Define Who/ How/ When of Comms
Mgmt with aid etc of PB & PA
4.
A12-Issue Register
A20-PID {A4-CmMS,
Project Controls }
A19-Project Brief { A21-Project Product

Description, Pj Approach }
A14-Lesson Log
A20-PID (A22-QMS, A6-CfgMS, A24-RMS }
17.4.CS
A20-Project Initiation
Documentation
P-PM, (A)-ESuSs, R-PA
14.4.8 Assemble the Project

Initiation Documentation
1.
Create the PID CI from
component CIs
A20-PID { A16-Project
Plan }
17.4.CS
Request to
deliver a
project
Stage boundary
approaching
A20-PID {A16-Project Plan{

A17 PdDn}, PMT Struct.,
Role Desc, }(P-PM, (A)E12.4.Ss, R-PA) }
14.4.6 Create the Project Plan

1.
Create PBS*/ PD/ PFD/ CIRs
(specialist and management products)
2.
ID the means to transfer specialist
products to BAU, Plan SLAs
3.
Confirm required resources
4.
Authorize
the project
1st Delivery Stage
13.4.1
12.4. 13.4. initiation
17.4.1-4
(see SB)
A20-PID { Create A2-Business

Case (Detailed) P-PM, (R)-CoPM,
R-PA, (A)-ESuSs}
16.4.
A5-Configuration Item Records

(P-PS, A-PM, R-PS)
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
A20-PID={Pj Controls, Role Desc &

PMT Structure} (P-PM
A=ESuSs, R-PA)
A19-Project Brief { Outline A2-Business Case }
1.
2.
3.
Do Investment analysis with Time & Costs from Project Plan

Assess uncertainties, benefits & their tolerances
Determine who/ when/how/ and current baseline of each
expected benefit capture in the A1-Benefits Review Plan

P-PM, R-PA, A-(ESuSs)
17.4.
DP:P:2-4
121
DP:P:2-5
121
The activities within DP and the responsibilities within them

13..4.1 13.4.2 13.4.3 13.4.4 13.4.5
How the seven themes may be applied within the DP process
13
13.4.2 Authorize the project (DP2)
Project authorisation notification
12.4.
A14
A20
A1
13.4.
Request to deliver a project

Lessons Log
Project Initiation Documentation
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.
See CLICK HERE +44 84 52 57 57 07
121
DP2 Authorize the project (13.4.2)

Performed in parallel with 13.4.3 Authorising a Stage (or exception) Plan
1. Decide if the whole proposition is attractive enough to invest in the project
2. Review/ Approve the A20-PID (R-CoPM, A-ESuSs -Review may be delegated to
Project Assurance) & A14-Lesson Log - Adequate & tailored Strategies, Controls,
Budgets, Tolerances, A16-Project Plan, Commitments planned & in place for Project
Board to pursue the benefits, All roles/ rights/ duties/ limits agreed, R-ESuSs
3. A1-Benefits Review Plan acceptable to CoPM (A-CoPM+ESuSs)
4. Authorise the PM or close the project
5. Tell the wider stakeholder community, esp. CoPM project authorised
update
DoubleHeaded
Create
Last Specialist Stage
18.4.
SB:P:2-4 The activities within SB and the responsibilities within them

SB:P:2-5 How the seven themes may be applied within the SB process
127
127
17.4.1 17.4.2 17.4.3 17.4.4 17.4.5

17
SB:P:2-4,5 Activities Within

Managing A Stage Boundary (SB) Process
PG:P:2-, End Stage Report, Exception Report, Lessons Report

A.14.2 A.9.2 A.10.2 A.15.2, 13.4.3-5, 17.4.4, C/Table 10.2
13.4.3 Authorise a Stage or

Exception Plan
Initiation Stage
Stage boundary
approaching
A20
Configuration Item
Records P-PM, R-PaPs
PID (R)-CoPM,R-PA,(A)-ESuSS, P-Pm
17.4.2 Update the Project Plan

1.
Apply progress from last stage,
refinements from new stage-plan,
changes to end-point, impacts of
Risk, Issue & Changes, P2
tailoring needs, Strategy, Control
or team changes
A20-PID {A16-Project Plan }

(current) A16-Stage Plan
A1-Benefits Review
Plan P-PM, R-PA,
(R)-CoPM, (A)-ESuSs
A12-Issue Register
A25-Risk Register
17.4.3 Update the Business Case

1.
Reassess organisational risk appetite & capacity,
current aggregate project risk and tolerances
2.
Revise the A1-Benefits Review Plan & add any realised benefits or
affect of RFCs and changes to business context, realistic targets et.al.
17.4
SB. +44 84 52 57 57 07
See CLICK HERE
127
(next) A-16-Stage Plan {

A17-Product Description }
P-PM, R-PA, (A)-ESuSs
A12-Issue Register P-PM

A25-Risk Register P-PM
14.4.8 Assemble the A20-PID

A5
A23-Quality Register P-PS, R-PmPa
update
DoubleHeaded
(next) A-16-Stage Plan
Request to approve [next

stage/ exception] plan
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.
A20-PID { A2-Business Case

P-PM, R-PA, (R)-CoPM, (A)-ESuSs}
A20-PID {A4-Communications
Management Strategy }
A18-Product Status Account P-PS
A14-Lesson Log
Create
17.415.4
SB. CS
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/ PFD/ A5-CIR/ A23-QR
4.
Consult & Add to risks, issue Registers
1st Specialist Stage
12.4 13.4 Exception Plan

SU.A20DP.PID
A14 14.4
Lesson Log15.4
IP
CS
16.4
MP.
128
13.4.3 Authorise a Stage or Exception Plan (DP3)
128
Interested Parties
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
Project Status
Report
12.4
SU
13.4
DP
13.4.3 Authorize a Stage (or Exception) Plan (13.4.3)

1. Decide whether to continue (commit resources, set tolerances on stage) or request a re-plan or close the project, based on:
2. Review/ Approve A9-End Stage Report (& Pass on FOAR), check any Lessons Reports, Risk level (Threat & opportunity)
3. Verify any product handovers (into operations and maintenance via Config management) are sustainable in use and approve
4. Approve Stage/ Exception Plan, All new product descriptions
5. Verify Project plan, Strategies, Controls and Role assignment viability, Business Case, Benefits Review Plan Update PID if Reqd
A9 Approved (current) End Stage
Report {
Distribute Follow On Actions
Rcmdtn }
A1 Approved if updated Benefits
Review Plan
A20
A9
Request to approve next Stage Plan

Request to approve Exception Plan
Project Initiation Documentation {all, inc A4}
End Stage Report {
optnl. A15 Lessons Report
optnl Follow On Action Recommendation }
A16 (next) Stage Plan or
Exception Plan
A1 Benefits Review Plan
Initiation Stage
See CLICK HERE +44 84 52 57 57 07
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)
17.4 16.4

SB 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
128
Premature closure
update
DoubleHeaded
Create
18.4
CP
A1-Benefits Review Plan,

A2-Business Case
153
CoPM
12.4.1 Appoint the Executive and the Project

Manager
1.
COPM appoint a business person as Exec
COPM may provide an A2-Business Case
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
NB in all cases A2-BC is of the Customer, not the Suppliers
Project
Board
Project
Manager
13.4.1 Authorize initiation 13.4.2 Authorize the project

1.
Board verify A2- 1.
Board consider if A2-BC
BC (outline) viable
(Detailed) is adequate to justify
justification to
the project and approve
invest in the
(baseline) it
Initiation Stage
2.
Board (Exec) approve (IE
baseline) A1-Benefits Review
Plan covers all benefits, meets
CoPM needs and Exec, Pgm or
Centre of Exclnc is responsible
for reviews being held
13.4.3 Authorize a Stage or

13.4.4 Give ad hoc
Exception Plan
direction
1.
Board verify the A2- 1.
Board consider if
BC (as updated) is a
A2-BC still viable
viable justification for
vs.. latest A11continued investment
Highlight Reports
2.
Board approve ( if
[or A10-Exception
updated) A1-Benefits
Report]
Review Plan will
address all benefits
due in next Stage

1.
PM Captures lessons relevant to the A2Business Case

1.
PM determines costs & timescales needed for
investment appraisal by planning the project
12.4.4 Prepare the outline Business Case

1.
If received from CoPM the Exec reviews A2-BC
2.
Exec drafts (delegates drafting) the A2-BC
inline with Corp. standards & Pj Context,
Objectives, Strategic alignment, Feasibility
Expected contribution, Funding, Contracts,
Risks (i.e. uncertainties) and sensitivities to
viability of benefits
[But NB om says the SU. accountable for
benefits p35 c2.1, 4.3.3, c3]
3.
PM checks timescales (all constraints) applied
to A21-Project Product Description and the A2BC or Pj-Mandate all balance
(prior to 14.4.6 cost and timescales may be
rough order of magnitude)
4.
CoPM Approve the (Outline) A2-BC
14.4.7 Refine the Business Case

1.
PM Checks A19-Pj Brief defines corporate
format & presentation standards for A2-BC
2.
PM seeks lessons observed relevant to the
A2-BC
3.
PM adds A16-Pj Plan costs and timescales,
Risks, expected benefits & tolerance per
benefit to A2-BC investment appraisal
4.
PM creates the A1-Benefits Review Plan
(BRP) stating for each benefit how it will be
measured, tolerances and timing of
measurement (EG at stage ends and beyond
the project) & the current status quo (a
Programme may assume responsibility for this
step)
5.
PM seeks board approval now or defer to
13.4.2 when included in the A20-PID
12.4.5 Select the project approach and assemble the

Project Brief
1.
PM drafts Pj Approach defining Corp.
1.
PM includes A2-BC (1st detail draft) in A20-PID
preference/ best practice for delivering the A2Plan Delivery Stage
BC into operational use
See CLICK HERE +44 84 52 57 57 07

Team
Manager
153
15.4.7 Escalate issues & risks

1.
PM assess potential
actions to respond to a
new risk or issue for their
impact on the A2-BC and
expresses in A10Exception Report
issues and risks
1.
PM assesses new risks
and issues for impact on
the A2-BC
1.
PM checks A2-BC vs..
new (and existing) risks &
issues
2.
PM checks A1-BRP and
executes any Benefits
Reviews falling due
[NO! should be in the
Stage plan]

1.
Exec approves, Board compares confirms? original
and current versions of A2-BC [to what end?]
2.
Board ensure A1-Benefits Review Plan includes postproject review of all side-effects of pj products once in
operational use (side effects shared as lessons)
3.
Board approve A1-BRP will cost effectively assess
benefits not measurable until after the project
4.
Board/ Exec transfer responsibility for A1-BRP to
CoPM to hold SU accountable for benefits from their
assigned products. Ensure resources are committed

18.4.3 Hand over
1.
PM determines revised project cost
Products
& timescales that may affect the
1.
PM updates
investment appraisal
A1-BRP if
required
1.
PM reflect external changes to
project context, updates of costs
and timescales, uncertainties, risks
and issues into A2-BC for the
accountable exec
2.
PM updates the A1-Benefits Review
Plan for current outlook Results any
reviews in stage just ending and
18.4.4 Evaluate the
need for review in approaching
Project
stage
1.
PM assess
project
1.
PM reviews status and any benefits
performance
in stage & expresses view on A2vs.. expected
BC viability in A9-End Stage Report
benefits in the
2.
PM confirms any benefits review
A2-BC &
activity in stage is complete
reports in A83.
PM Seeks Board approval of
End Project
revised A1-BRP & A2-BC at 13.4.3
Report
CoPM
174

1.
CoPM define Executives & Project Managers role
descriptions & appoint based on skills & availability:
Exec has duty to deliver a product that will return
the forecast benefits that justify the cost
Organisation: Reference Map

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 processes) 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
Project
Board
Project
Manager

1.
Board confirm PMT members accept roles
2.
Board obtain/ commit resources to deliver
Initiation Stage
12.4.3 Design and appoint the project
management team
1.
PM perform stakeholder analysis
2.
Consider tailoring of P2 Org theme
to split & combine roles
3.
Define roles & appoint SU & SS
based on project size &
significance, peoples skills & time
& CoPM agreement
4.
Consider Project Assurance,
Team managers, Project Support
5.
Define reporting lines
6.
Consider training needs (e.g.
quality methods)
12.4.5 Select the project approach and

assemble the Project Brief
1.
PM Adds to/ updates PMTs &
roles to match Pj brief & Pj
approach
Team
Manager
See CLICK HERE +44 84 52 57 57 07

1.
Board obtain/ commit 1.
Board ratify team appointments or changes 1.
Board advise resources providers they are being freed
resources to deliver 2.
Board obtain/ commit resources to deliver
2.
Board transfer concern for resourcing benefits review
project
stage

1.
PM assigns risk management roles in A24-Risk
Management Strategy
14.4.2 Prepare the Configuration Management Strategy
1.
PM assigns config mgmt roles in A6-Configuration
Management Strategy
2.
Board consider need for Change Authority
14.4.3 Prepare the Quality Management Strategy
1.
PM Assigns Q mgmt roles in A22-Quality
Management Strategy (consider links to Corp QA)
14.4.4 Prepare the Communication Mgmt Strategy
1.
PM Assigns comms roles in A4-Communications
Management Strategy
1.
PM adds control duties, authority limits to Role
descriptions
2.
Finalise PMTstructure (as far as can)
1.
PM Updates role descr. If needs
2.
Confirm resource needs (estimating skills)
3.
Include control duties in project plan
1.
PM includes all PMT structure & role definitions
Plan Delivery Stage
15.4.4 Review stage

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

Package
1.
PM Assigns A26Work Packages to
Team members/
managers

Work Packages
1.
PM acknowledges
assignment
complete

1.
PM Reviews changes to
the PMT structure and
roles
2.
PM assesses resources to
deliver next stage
1.
PM revises Pj Plan to
reflect changes to the PMT
structure and roles

1.
PM reports on team
performance in A9-End
Stage Report
17.4.5 Produce an Exception Plan
1.
PM Reviews changes to
the PMT structure and
roles
2.
PM considers resources to
deliver exception plan

1.
Team create A16-Team plan to confirm work
and resource constraints are in balance
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
174
18.4.1 Prepare planned

closure
1.
PM seeks approval to
advises board to
release resources to
CoPM
18.4.2 Prepare premature

closure
1.
PM seeks approval to
advises board to
release resources to
CoPM
18.4.4 Evaluate the Project

1.
PM reports on team
performance in A8End Project Report
CQE (6.3.1.1), AC (6.3.1.2), A22-Quality MS (6.3.1.4),

Product Descriptions (6.3.1.5), A23-Quality Register (6.3.1.6)
200
CoPM
Project mandate, prepared by CoPM states CQE

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
Project
Board

1.
Board review A21 and confirm CQE & AC 1.
Board approve A17-Product
Board confirm A22-QMS will achieve CQE (benefits) & baseline 1.
2.
A19, A21, CQE & AC placed under
Descriptions in stage plans scope
2.
Board approve A17-Product Descriptions in A16-project plans
change control
scope
12.4.3 Design and appoint 14.4.3 Prepare the Quality Management

Strategy (A22-QMS)
the project
PM confirms CQE & AC clear
management team 1.
1.
PM Consider
enough in A21-PjPdD, Creates A22training needs (e.g.
Quality Management Strategy
quality methods) 2.
PS create A23-Quality Register
3.
PM seeks board OK now or 13.4.2
12.4.4 Prepare the outline
14.4.4
Prepare the Communication
Business Case
Management Strategy (A4-CMS)
1.
SU provides/ PM
1.
PM includes A22-QMS needs in A4captures CQE &
Communications Management
AC, Criteria/
Strategy
Tolerance/ Quality
Methods/ Test
1.
PM inc. A22-QMS needs in controls
Skills or
responsibility in
14.4.6 Create the Project Plan (A16)
A21-Project
1.
PM/ SU Update CQE/ AC if change
Product Description
or refinement required since 12.4.4
2.
PM (team) create A16-Pj Plan based
on A21-PjPdD/ AC/ CQE/ A22-QMS
3.
PM creates A17 for products in Pj
approach and
scope
assemble the
14.4.8
Assemble the Project Initiation
Project Brief
Documentation (A21)
1.
PM includes CQE &
1.
PM Assembles A21-PID including
AC (in A21)
A22-QMS
2.
Assemble A21 into
Plan
Delivery
Stage
A19-Project Brief
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
200

1.
PM consults A23-QR for input to update A13-Issue
Report and A10-Exception Report Apdx-A Dervtn)
15.4.6 Capture and examine issues and risks
1.
PM consults A23-QR for input to A13-Issue Report
1.
PM confirms quality work in period from A23-QR in
A11-Highlight Reports
1.
PM seeks Q-Issues shown by A23-QR entries
2.
PM confirms products accepted by those named in
their A17-PD Responsibilities
3.
PM detects stage end as A23-QR entries all complete
15.4.1
1.
2.
3.
Authorize a Work Package

PM consults A22-QMS to create A26-Work Package
PM includes A17-Product Descriptions in A26-WkPkg
PS/ TM may update A23-QR quality reviews planned
15.4.2 Review Work Package status

1.
PM assesses status of Q-reviews by consulting A23QR
15.4.3 Receive completed Work Packages
1.
PM confirms A26-WkPk complete by consulting A23QR and Quality Responsibilities of each included
products A17-PD

1.
PM reviews A20-PID and changes to
CQE/ AC
2.
PM/ TM/ SU Refine AC for each A17Product Description per CI in the
stages PBS
3.
PM (team) creates stage plan based on
A22-QMS, A2-PjPdD
4.
PS add quality reviews to A23-Quality
Register
13.4.5 Authorise project closure

1.
Board Confirm all user &
Ops+Maint acceptances
18.4.1 Prepare planned closure

1.
PM asks if all products in A18-PSA
match AC in A17-PD or covered by a
concession
2.
PM Confirm AC met and A21-Project
Product Description delivered
18.4.2 Prepare premature closure
1.
PM Assesses via A18-PSA products
with Approval Records/ Concessions

1.
PM checks for change to A21-PjPdD
18.4.3 Hand over Products

1.
PM asks if all products in A18-PSA
Approved by those named in A17-PD
PM checks Acceptance records or
1.
PM confirms all done ok by checking 2.
Concessions from all parties e.g.
A23-QR & Approval Records
Ops+Maint
2.
PM reports in A9-End Stage Report on
PM may list FOAR for concessions
quality in period from A23-QR details of 3.
Quality records & Approval Records or
Off-Spec & Concession
1.
PM asks are CQE & AC changed
2.
PM creates Exptn-Plan based on A22QMS for any new A17-PD in PBS
3.
PS amend quality reviews in A23Quality Register for new products
and/or tests
1.
2.
3.
4.
PM Reviews usefulness of A22-QMS

PM Closes A23-Quality Register
Include statistical insight from quality
records in A15-Lesson Report
PM includes in A8-EPjR details of
Quality, Approval & Acceptance
Records or Off-Spec & Concession

16.4.3 Deliver a Work Package
1.
TM develops products following quality method for in-process development to criteria in A17-PD & record quality records 1.
TM checks approval
2.
TM/ SU conduct quality reviews/ appraisal & assemble quality records to show products meet specification (if a quality
records in A26-WkPkg
review action will exceed tolerances then raise an Issue)
scope
3.
TM/ PS update A23-QR* with results: Failures are re-planned
4.
TM obtains & issues Approval Records from authority named in A17-PD
5.
TM confirms quality work in period in A3-Checkpoint Report
215
12.4.6 14.4.6 17.4.1
17.4.2 17.4.5
16.4.1
Planning: Fig 7.2 & Fig 7.3 1/2
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
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
(A20 PID {A6 CMS}

A22-Quality Management Strategy
7.3.3 Defining and Analysing Products
(Normal starting point, Home of PBP)
1.
SU writes the A21={Needs, Constraints, Assptns}
2.
Social workshop decomposes A21 in PBS
Note external products and associated risks
3.
Experts write A17-Product Descriptions to state AC
4.
Create the PFD
CS
Product Checklist 15.4
215
Activity estimates - durations & resources Inc.

Assumptions, margin for error & Confidence)
7.3.5 Prepare estimates

1.
Identify resource types and effort/
materials needed by activity by type, Iterate to
refine initial values of staff, money, equipment,
skills cost & time. Note assumptions, overheads
Plan
Product Breakdown Structure (PBS)

inefficiencies and optimism
Design
Product Flow Diagram (PFD)

2.
Tune estimates to plan level & project needs
A.17 Product Descriptions
(e.g. Project: Top-Down over stages. Team or
A.5 Configuration Item Records
Stage Level: Bottom-up of PBS/ WBS & PFD.
History/ Analogous, Parametric, Delphi, 3Pt
A25-Risk Register
7.3.4 Identifying Activities and Dependencies (iterates with 7.3.2+6)
Project Approach
1.
List activities from PFD (Activity On Arrow network) or add
Life-cycle tasks to PBS and create a WBS
A19-Project Brief or A20 PID
Include all management, risk and quality activities
CoP Planning Standards

2.
Show internal & external dependencies,
See CLICK
HERE
+44
84
52
57
57
07
Create a Precedence Diagram*
(Supplier Standards)
An iterative, step-wise
refinement process
MP 16.4
List of Activities
All planning information so far

(Previous experience)
Estimating training
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
Registering For Your Exams
Visit https://candidate.peoplecert.org to register as an exam candidate its free

When you have registered see www.logicalmodel.net/prince2exams for details of how
to get your voucher to take your exams. The voucher code allows you to book
your exam(s) at a big discount to list price!
We give you a
whole free accredited,
fully instructor
supported course
with official practice
exams
AND
discounted entry to
the real certification
exams!!
Full instructions here and help here is available 24x7x365
See CLICK HERE +44 84 52 57 57 07
24
Who Are Logical Model Ltd (LML)?
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)
Consultancy & training in

Basic structured project management
Tools and techniques for advanced
project & programme management
Leading complex projects
Recovery of struggling projects
Creating & running PMOs
Project risk and quality management
Using Earned Value Analysis
Board briefings on project control &
governance
See CLICK HERE +44 84 52 57 57 07
24
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
22
Commercial Use
If you want to use this intellectual property as a licensed, branded commercial

offering thats fine as long as you cut me in !!
Pre-arranged commercial use removes this notice, gives you animated slides that build
procedures step-by-step, also step-by-step exercise files, instructor notes, suggested
time-lines for delivery and gives you access to support
For non pre-arranged commercial use (IE where you charge a fee) I hereby offer you a contract to use this materials, without prior
notice at 1,000 per day or per copy which ever is the greater (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
See CLICK HERE +44 84 52 57 57 07
official manual for every student
22
216
12.4.6 14.4.6 17.4.1
17.4.2 17.4.5
16.4.1
Planning: Fig 7.2 & Fig 7.3 1/2
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
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
(A20 PID {A6 CMS}

7.3.3 Defining and Analysing Products
(Normal starting point, Home of PBP)
1.
SU writes the A21={Needs, Constraints, Assptns}
2.
Social workshop decomposes A21 in PBS
Note external products and associated risks
3.
Experts write A17-Product Descriptions to state AC
4.
Create the PFD
CS
Product Checklist 15.4
216
All currently available planning Information

Resource Availability

1.
Plan

Design
Product Flow Diagram (PFD)

2.
A.17 Product Descriptions
A.5 Configuration Item Records
A25-Risk Register
7.3.4 Identifying Activities and Dependencies (iterates with 7.3.2+6)
Project Approach
1.
List activities from PFD (Activity On Arrow network) or add
Life-cycle tasks to PBS and create a WBS
A19-Project Brief or A20 PID
Include all management, risk and quality activities
CoP Planning Standards

2.
Show internal & external dependencies,
See CLICK
HERE
+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

Estimating training
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
Planning: Fig 7.2, Fig 7.3 2/2
217
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
DP3 DP2 DP4 DP1 15.4.1
CS
cklist 15.4
All currently available planning Information

Resource Availability
1.
2.
6)
List of Activities

Estimating training
See CLICK HERE +44 84 52 57 57 07
Dependencies
M is for AOA networks. Guide to the

133 in the 3rd Ed. Of G-2-PMBoK
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
Product Completed Plan

Checklist
for Approval
7.3.8 Document the plan

1.
Using plan design: consolidate
schedule, costs, risks &
countermeasures, controls &
tolerances, constraints,
assumptions, external
dependencies
Add explanatory narrative to
describe what is covered, the
approach to planning, execution
and quality, monitoring and
reporting (Checkpoint, Highlight,
End Stage, End Project) &
controls
Format appropriately
for daily use or
Project Board presentation
2.
[ Quality check the plan for
complete and reasonable
3.
Finalise the Product Checklist ]
Plan Design
244
CoPM
A16-Plan (Project) (Stage) (Team) (Exception)

SU, IP, SB, CP, DP 1/2

1.
COPM may supply something in the project mandate
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
Project
Board

1.
Board Approve Pj
Approach and Init
Stage Plan ( and
A19-Project Brief)
2.
Commit resources
to execute plan

Project
lessons
Manager 1.
PM Captures relevant
lessons
approach and
assemble the Project
Brief
1.
PM suggests an
Approach to the Exec
to Approve (in 13.4.1)
Stage
1.
PM considers if
CS/MP apply to
Initiation Stage
2.
PM Create Init plan
match constraints
(e.g. dates), address
risks, set initiation
controls & tolerances

1.
Board approve A16-Plan Project
as viable IE will deliver A2Business Case, Stages
appropriate, Strategies,
Constraints (e.g. Milestones),
Tolerances & controls OK

1.
Board approve A16 (next) Stage Plan (or
Exptn-Plan) as viable (strategies/
constraints/ Tolerances) & commit
resources to execute OR
2.
Board reject plan & ask PM to Closes
project or re-plan

1.
PM considers planning lessons, A19-Pj Brief, A25RiskReg, 4 Strategies, planning standards & format needs
of audiences (EG is a Product Checklist OK?*)
2.
PM/ PS Select planning & control tools, estimating
methods
3.
PM runs workshops to create PBS, PD, & PFD, define task
& dependencies for Specialist & Management Products
4.
PS Add A5-CIR
5.
PM adds Change budget & Risk responses into plan
6.
Estimate tasks & resources, calculate expenditure, time &
add to A16-Pj Plan
7.
PS Adds quality reviews to A23-QR
8.
Document plan (write any useful notes)
1.
PM adds costs and timescales from A16-Pj Plan to A2Business Cases investment appraisal
14.4.8 Assemble the Project Initiation Documentation (A20-PID)
1.
PM integrates A16-Pj Plan to A20-PID
Plan Delivery Stage: In a simple 2 stage project include A16-Stage
Plan in the A16-Project Plan

13.4.5 Authorize project
1.
Board respond to CoPM change to Pj
closure
Mandate by asking PM to re-plan at 17.4.5 1.
Board approve
2.
Board consider any Concern & instruct PM
A8-EndPj-Rpt
to Submit Exception plan (or Close PJ)
for deviations
from approved
3.
Board review A11-HiRpt vs. A16-PjPlan
Plans

1.
PM checks for changes to CQE/ AC/ PID/ Strategies/ Controls/
Role holders
2.
PM runs workshops to create the A16-StagePlan as per 14.4.6
steps 1,3,4*,6 (Stage not Project Plan),7,8
3.
If last stage PM ensures Closure is planned

1.
PM Updates A16-Pj Plan with actuals and revises forecasts from 18.4.2 Prepare premature
freshly created A16-Stage Plan
closure
2.
PM Applies any changes to A21-PjPdD, Pj context, PID/
1.
As18.4.1 Step 1
Strategies/ Controls/ P2 tailoring/ Risks & Issues
2.
PM may create an
A16-Exception Plan
for work to Salvage
1.
PM Applies A16-Pj Plan cost & timings to A2-BC justification
& Make Safe
1.
PM reports achievement vs. old A16-Stage Plan & expresses
view in A9-End Stage Report on meeting A16-Pj Plan
1.
PM reports in A817.4.5 Produce an Exception Plan
End Project Report
1.
PM uses A10-Exception Report to assess current status vs..
how project
plan in exception
performed vs. plans
2.
Update relevant items: as 17.4.1 step 1
& targets
3.
Plan as 14.4.6 steps 1,3,4,6 (Possibly Project & Stage Plan) ,7,8
Team
Manager
See CLICK HERE +44 84 52 57 57 07
* A Product Checklist is a list of top level products from the Project level PBS with baseline/ expected/ actual delivery dates
244

closure
1.
PM Updates A16-Pj
Plan from stage
actuals (up to date
A16-Stage Plan)
245
CoPM
A16-Plan (Project) (Stage) (Team) (Exception)

DP-duplicated, CS, MP 2/2
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
Project
Board

1.
Board Approve Pj
Approach and Init
Stage Plan ( and
A19-Project Brief)
2.
Commit resources
to execute plan
Project
Manager

1.
Board approve A16-Plan Project
as viable IE will deliver A2Business Case, Stages
appropriate, Strategies,
Constraints (e.g. Milestones),
Tolerances & controls OK
15.4.6 Capture and examine issues and

risks
1.
PM assesses R+I for impact on plans
2.
PM Add work-packages for selected
responses to plans

1.
Board approve A16 (next) Stage Plan (or
Exptn-Plan) as viable (strategies/
constraints/ Tolerances) & commit
resources to execute
2.
Board reject plan & ask PM to Closes
project or re-plan

13.4.5 Authorize project
1.
Board respond to CoPM change to Pj
closure
Mandate by asking PM to re-plan at 17.4.5 1.
Board approve
2.
Board consider any Concern & instruct PM
A8-EndPj-Rpt
to Submit Exception plan (or Close PJ)
for deviations
3.
Board review A11-HiRpt vs. A16-PjPlan
from approved
Plans

1.
PM assesses (actual or potential) untreated
deviations impact & all potential responses
for impact on plans
2.
PM presents concern & options to board at
13.4.4

1.
PM uses A16-Stage Plan in creation of
15.4.8 Take corrective action

1.
PM updates A16-StgPlan by adding or 1.
PM updates A16-Stage Plan actuals & forecasts using A12-IR,
amending A26-WkPkgs to maintain
A25-RR, A23-QR, A3-ChkPt, A5-CIR & A18-PSA, resourcing
projects progress in stage tolerances
status and corrective actions at frequency in Stage Plan
2.
PM analyses baseline vs. actual to allocate new work-packages
or instigate (new) corrective actions
3.
PM triggers planning of next stage
Team
Manager
See CLICK HERE +44 84 52 57 57 07
245
15.4.1 Authorize a Work Package

1.
PM extracts Product/ Controls/ Strategies/ Reporting/
Constraints from A16-Pj/ Stage Plan (or Team Plan) & A20-PID
2.
PM review TMs Team Plan and revise Stage Plan if needed
3.
PS add quality reviews to A23-QR
4.
PM/ TM Agree report & escalation regime

1.
PM updates A16-Stage Plan for
progress logged to A23-QR and
forecast ETCs
2.
PM & TM agree status
3.
PS update A5-CIR for status

1.
TM create Team Plan to confirm constraints achievable
(may have been performed when Planning the Stage)
2.
(SS) approves Team Plan
Execute a Work Package

Team work to plan
1.
TM updates Team Plan to
TM updates Team Plan with actuals & ETCs
show A26-WkPkg completed
TM Reports via A3-Checkpoint Reports
16.4.2
1.
2.
3.
15.4.3 Receive completed Work

Packages
1.
PM checks A23-QR &
updates A16-Stage Plan to
show A26-WkPkg complete
2.
PS update A5-CIR
269
12.4.1 Appoint the Executive

and the Project Manager
CoPM define risk
CoPM 1.
capacity & appetite
269
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
Project
Board

1.
Board consider T&O to 1.
Board approve the A24-RMS as sufficient to control risks
Board assess draft A16-Pj Plan to review threat and
& from authorising the 2.
opportunities (T&O) and responses are acceptable: plan
Initiation Stage
is approved and baselined under change control

Project 1.
PM Captures lessons relevant to risk
Manager
management in A14-Lesson Log
management team
1.
PM logs threats & opportunities (T&O) to
the A7-Daily Log in advance of creating
A24-Risk Management Strategy and A25Risk Register
2.
PM may appoint PS for familiarity with risk
management tools and techniques (EG
Monte Carlo Analysis and estimating
methods)
1.
PM captures any risks to A7-DL
2.
Exec considers T&O and includes key
ones in (outline) A2-Business Case
12.4.5 Select the project approach and assemble
the Project Brief
1.
PM logs any T&O to A7-DL
2.
[Risk drives consideration of Pj Approach]
12.4.6 Plan the Initiation Stage
1.
PM considers T&O to Initiation Stage plan
& makes provision
2.
PM updates risk status in A7-DL

(A24-RMS)
1.
PM defines RMS goals, roles, procedures,
reporting (E.g. a Probability Impact Grid and
Risk Retirement Curve**), tools, techniques,
timing and tolerance based on CoP
standards noted in A19-PjBrf and lessons in
A14-LL
2.
PM (team) define scales for probability,
impact & proximity, Categories, Early
warning indicators
3.
PM (team) define risk tolerance thresholds
for escalation between management levels
4.
PM (Exec) define risk tolerances
5.
PM suggests risk budgets and how they
should be controlled [So IP processes must
be iterative e.g. 14.4.1 with 14.4.6]
6.
PS create the A25-Risk Register and
populate with T&O identified so far (IE in A7Daily Log)
7.
PM seeks board approval or defer to 13.4.2
1.
PM considers Risk to suggest: number and
placement of stage boundaries, strength,
formality, timings and who is assigned to
which project controls

13.4.4 Give ad hoc
direction
1.
Board assess draft A16-Stage Plan to
Board defer action
confirm risk exposure is tolerable and T&O 1.
on exceptions
responses acceptable: plan is approved
contingent on risks
and baselined
14.4.2 Prepare the Configuration Management Strategy (A6CfMS)
1.
PM responds to risks that affect CfMS
1.
PM responds to risks that affect A22-QMS
14.4.4 Prepare the Communication Management Strategy (A4CmMS)
1.
PM responds to risks that affect A4-CmMS
2.
PM add A24-RMS needs to project communications
14.4.6 Create the Project Plan (A16-PjPlan)
1.
PM responds to risks that affect planning processes
2.
PM builds provision to manage risk into the project plan
(resources i.e. costs and timescales) [p2 mis-defines
contingency]
3.
PM ensures A16-PjPlan includes responses to T&O in
the A25-RR
14.4.7 Refine the Business Case (A2-BC)
1.
PM expresses aggregate (and significant individual)
T&O affects on A2-BC
2.
PM (Exec) justify cost & risk based on A2-BCs benefits
3.
PM assess projects sensitivity to factors in its context
(EG drivers of cost, time, benefit, confidence)
14.4.8 Assemble the Project Initiation Documentation (A20PID)
1.
PM includes A24-RMS in A20-PID
(A20-PID acts as baseline for all Assessment of Risks)
Team
Manager
See CLICK HERE +44 84 52 57 57 07
ALL 40 activities include PM logs new risks to the A25-Risk Register

* PRINCE2 uses Event, Cause, Effect. To my mind Event IS Cause. CCC is more meaningful ** See XREF
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
Other abbreviations within the diagram (EG T&O) are expanded on first use in the diagram
269

1.
Board compare current
A2-Business Case and
Risks to original
baseline
1.
PM prepares
Follow-On-Actions
in A8-End Project
Report for all open T
& O on the A25-RR
1.
PM compiles a
review of useful
measures EG
statistics on project
risk management in
A8-EPjRpt
18.4.5 Recommend project

closure
1.
PM ensures all risks
are closed or
Subject to FOAR,
then closes the
A25-Risk Register
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,
Project
Board
Project
Manager
Team
Manager

1.
Board consider T&O to 1.
Board approve the A24-RMS as sufficient to control risks
Board assess draft A16-Pj Plan to review threat and
& from authorising the 2.
opportunities (T&O) and responses are acceptable: plan
Initiation Stage
is approved and baselined under change control
risks
1.
Anyone at anytime: raise a risk
2.
PM (risk author?) record T or Os
Condition, Cause & Consequence
(CCC)* on A25-RR in accord with
A24-RMS
3.
PM consults and follows throughout A24-RMS & A4-CmMS to report
risk status to stakeholders
4.
PM (team) use scales from A24|RMS to assess CCC for
Probability, Impact and Proximity
(P14.4.) vs.. all plans, A2-BC and
Risk Tolerance
5.
PM (team) identify possible
responses, log to A25-RR and
assess vs.. tolerances
6.
PM may escalate a Tolerance
threat via 15.4.7 otherwise (aswell?)
7.
PM (team) select responses in
tolerance and add to A16-StgPlan

1.
PM when triggered by a risk or
aggregation of risks that create a
deviation: snap-shot full project
status
2.
PM (team) assess deviations
impact on baseline and impact of
each possible response
3.
PM records assessment &
recommendation in an A10Exception Report & sends to the
board with a request for direction

13.4.4 Give ad hoc
direction
1.
Board assess draft A16-Stage Plan to
1.
Board compare current
Board decide action
confirm risk exposure is tolerable and T&O 1.
A2-Business Case and
on exceptions
responses acceptable: plan is approved
Risks to original
contingent on risks
and baselined
baseline
1.
PM includes T&O Summary:
perhaps via a Probability Impact
Grid and Risk Retirement Curve**
1.
PM responds if a risk action
advisable
2.
PM (team) assess risk impacts on
all project aspects: especially plans,
A2-BC, A1-BRP
3.
PM escalates risks that create a
Tolerance Threat
4.
PM maintains A25-RR
15.4.1
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
16.4.1 Accept a Work Package (A26-WkPkg)

1.
TM advises PM of risk status and logs T or O to the A25-RR (p2 says if appropriate)
2.
TM (team) considers risk related to and within A26-WkPkg tolerances as per 15.4.6
steps 1-7 for the A16-Team Plan
Authorize a Work Package (A26WkPkg)

PM assign an A26-WkPkg to
respond to a risk
PM/ TM consider T&O to/ from A24WkPkg
PM/ TM agree process and
tolerances for raising/ responding
to/ escalating risk

1.
PM checks risk action owners for current T&O
status and assesses T&O affecting next stage
2.
PM ensures all external dependencies have a
A25-Risk Register entry
3.
PM includes risk responses A26-WkPkg into A16Stage Plan for all selected T&O responses
1.
PM includes risk responses into A16-Project Plan
17.4.3 Update the Business Case (A2-BC)
1.
PM checks current CoPM & Board risk appetite,
capacity and tolerances
2.
PM updates A2-BC to reflect key & aggregate
T&O
3.
PM inspects A25-RR responds as required
1.
PM assesses and reports (in A9-End Stage
Report) on T&O activity in the stage ending &
aggregate status
1.
PM updates A25-RR as needed

1.
TM monitors & responds to risk related actions
2.
TM notifies PM of new or changed risk (directly
and formally via A3-Checkpoint Reports)
See CLICK HERE +44 84 52 57 57 07
* PRINCE2 uses Event, Cause, Effect. To my mind Event IS Cause. CCC is more meaningful ** See XREF
ALL 40 activities include PM logs new risks to the A25-Risk Register
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

1.
[ TM/ PM Retire unused Risk
budget ]
294
Syllabus details at the bottom!
294
Issues and Configuration Management

SU, IP, DP1, DP2, DP3 - 1/3
CoPM
[13.4.1 Authorise initiation]
1.
Board confirm initiation controls are ok
Project
Board
Project
Manager
12.4.1 Appoint the Executive

and the Project
Manager
1.
PM creates A7-Daily
Log for issue capture
in SU& through-out
the project records
informal issues and
reminders on formal
issues
lessons
1.
lessons
Stage
1.
PM considers how
Initiation Stage will
control management
products prior to
establishing
configuration
management

1.
Board approve the A6-CfMS as adequate
2.
Board agree CAs authority limits
14.4.2 Prepare the Configuration Management Strategy (A6-CfMS)

1.
PM/ PS perform Configuration Management Planning. IE they define procedures & roles,
timings, records (EG A5-Configuration Item Record) & reporting (EG A18-Product Status
Account) content & format, responsibility/ authority to decide actions for maintaining baselines
(Configuration Management (CM)) and assessing impacts to baselines (Issue & Change
Control (ICC)) In alignment with CoPM standards in the A6-Configuration Management
Strategy (A6-CfMS)
2.
PM/ PS consider if all Registers, Records and Logs are within one integrated repository/ file/
database [excel spreadsheet!]
3.
Exec sets priority & severity scales* (p97)
4.
Exec decides if they wish to delegate some discretion to a Change Authority (C8-CA), and if
so the level of individual and aggregate impact under the CAs control. CA may address
Requests for Change (RFC) and Off-Specifications (OS). Often Project assurance form a
change board with stage level authority and the PM acts as CA for A26-WkPkg
5.
PM/ PS select Configuration Management tools to be used
6.
PS establishes the A5-Configuration Item Records and creates initial set of A5-CIRs (for the
A21-Project Product Description and management products Such as A2-Business Case!)
7.
Exec decides if a change budget (Money [and time]) should be allocated to fund Impact
Analysis of Request For Change (RFCs) & implementation of RFCs and if so how much any
CA has discretion over (EG per change & per stage in aggregate)
8.
PM integrates change procedures release of change budget with contract and procurement
procedures
9.
PS create the A12-Issue Register & populates from existing issues in A7-DL needing formal
treatment
10. Delivery
PM seeks
Plan
Stageboard approval or defers to 13.4.2 with the A20-PID

1.
Board seek confirmation that product handed-overs
during the stage just closing followed the A6-CfMS
14.4.3 Prepare the Quality Management Strategy A22-QMS

1.
PM considers issues affecting the A22-QMS, PS logs new issues to
A12-IR
14.4.4 Prepare the Communication Management Strategy (A4-CmMS)
1.
PM establishes the information & communication needs for CM
including issue management
2.
PM considers issues affecting the A22-CmMS, PS logs new issues to
A12-IR
1.
PM establishes controls appropriate to A6-CfMS
2.
PM considers issues affecting controls, PS logs new issues to A12-IR
1.
PM includes a26-WkPkgs in A16-PjPlan appropriate for scheduling
and budgeting CM activity
2.
PM considers issues affecting planning, PS logs new issues to A12IR
1.
PM considers & includes issues affecting the A2-BC
1.
PM includes A6-CfMS into the A20-PID
(A20-PID acts as baseline for all Impact Assessment of Issues)
Team
Manager
See CLICK HERE +44 84 52 57 57 07

CH:P:2-5 The processes and roles involved in issues management
SU, 15.4.6-8, C/Table 9.2 and 9.3
CH:P:2-6 The processes and roles involved in agreeing a change budget and Change Authority 14.4.2, 13.4.2, C.1.1
CH:P:2-7 Apdx-A entries, life-cycles and roles involved in: Issue Report, Issue Register, Configuration Management Strategy, Configuration Item Record, Product Status Account
A.6.2, A.5.2, A.18.2, A.13.2, A.12.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5, 18.4.2-5, C/Table 9.2 and 9.3
294
295
295

DP2 &3, CS & MP, DP4 - 2/3
CoPM
13.4.4
1.
2.
3.
Project
Board
Project
Manager
Team
Manager
Give ad hoc direction

CoPM/ Exec/ SU/ SS Raise an Issue
Board may ask for an Issue or Exception Report to clarify PMs request for guidance or A11-Highlight Report
Board respond to A13-Issue Report as necessary by seeking input from CoPM, asking for an Exception Plan (via 17.4.5), a
corrective action (via 15.4.8), amending tolerances (update A16-StagePlan). Grant a concession to or demand remedy of an OffSpec. Defer, Approve (as corrective action/ tolerance change), Reject or ask for an Exception Plan for an RFC

1.
PM follows issue handling & reporting procedure as defined
in A6-CfMS & A4-CmMS to report issue status to
stakeholders
2.
Anyone at anytime: raise a new issue (concern) about
anything
3.
PM (Issue author?) record concern on A12-IR in accord
with A6CfMS [official manual say may be to A7-Daily Log if
PM resolves directly]
4.
PM categorises as: Problem, Concern, Request for Change
(RFC) or Off-Spec (OS) Transfer concerns discovered to
be risks to A15-RR
5.
PM (team) use scales from A6-CfMS to assess Priority (of
RFC & OS) & Severity (Impact) on all plans, A2-BC and
Tolerances
6.
PM creates an Issue Report [Simon says A12-IR & A4CmMS should be defined as sufficient*)
7.
PM (team) identify possible responses, log to A12-IR and
assess vs.. tolerances
8.
PM may escalate a Tolerance threat via 15.4.7 otherwise
(as-well?)
9.
PM (team) select responses in tolerance and add to A16StgPlan
10.
PS cross reference Issue to affected products A5-CIRs
15.4.7
1.
2.
3.

1.
TM confirms procedure to handle issues

1.
TM includes notes on issues in A3Checkpoint Report
4.
Escalate issues & risks

PM when triggered by a Tolerance threat or breach: snap-shot full project status
PM (team) assess deviations impact on baseline and impact of each possible response
PM records assessment & recommendation in an A10-Exception Report & sends to the board [13.4.4] with
request for direction
PM updates A12-Issue Register/ A13-Issue Report for decision

1.
PM assess & report on contents of A12-Issue Register & corrective actions in period
1.
Board or 15.4.4 or TM trigger action
2.
PM collects information on deviation (concern) from Records, Reports, Logs & Registers (RRL&R), selects or
devises responses and triggers via 15.4.1 and updates RRL&R EG A5-CIR
3.
PM changes A17-PD for Off-Specs granted a concession
1.
PM checks A12-IR & acts on all affects on A2-BC & all plans
2.
PM raises any new issues
15.4.1
1.
2.
3.
Authorize a Work Package

PM/ TM agree process & people for any product handovers as per A6-CfMS [possibly amended]
PM/ TM Agree process for TM to raise A26-WkPkg issues
PM considers issues affecting the A26-WkPkg, PM logs new issues to A12-IR

1.
PM raises any new issues
See CLICK HERE +44 84 52 57 57 07

SU, 15.4.6-8, C/Table 9.2 and 9.3
A.6.2, A.5.2, A.18.2, A.13.2, A.12.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5, 18.4.2-5, C/Table 9.2 and 9.3
295
Syllabus details at the bottom!
296
CoPM
296

SB and CP, DP3 & 5 - 3/3
Project
Board
Project
Manager

1.
Board seek confirmation that product handed-overs
during the stage just closing followed the A6-CfMS

1.
PM reviews the A12-IR for issues affecting the
next A16-StgPlan
2.
PM updates A12-IR with new issues and changes
1.
1.
PM reflects issues in A2-BC update
2.
1.
PM assesses the A12-IR for issues marked for
assessment at stage end [17.4.1 p196 bp9)
2.
PM Summarises issue status in A9-ESRpt
including Off-specs: product or features missing &
Concessions
1.
PM updates A12-IR (& A13-Issue Report) with
board request for an Exception Plan
2.
PM updates A12-IR with new issues & changes

1.
Board seek confirmation that product handed-overs during the
stage just closing and the project as a whole followed the A6CfMS specially for Ops & Maint
1.
PM updates A12-IR (& A13-Issue Report) with board request
for premature closure
1.
PM checks product handovers into Operations (Ops) &
Maintenance (Maint.) as per A6-CfMS
2.
PM ensure suitable Ops & Maint. environment and service
level agreements in place [should be 12.4./SS]
3.
PM transfers responsibility for products to Ops & Maint. And
secures acceptances [should be 12.4./SS/ Exec]
4.
PM prepares Follow-On-Action-Recommendations based on
open Issues & concessions
5.
PS updates CIRs [Need to be handed over to Maint!!]
1.
PM compiles a review of useful measures EG statistics on
project issue management
2.
PM Summarises issue status in A8-EPjRpt including Offspecs: product or features missing & off-spec
18.4.5 Recommend project closure
1.
PM archives project records according to A6-CfMS
2.
PM confirms all issues are closed or included in FOAR, then
closes the A12-IR
Team
Manager
See CLICK HERE +44 84 52 57 57 07

SU, 15.4.6-8, C/Table 9.2 and 9.3
A.6.2, A.5.2, A.18.2, A.13.2, A.12.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5, 18.4.2-5, C/Table 9.2 and 9.3
296
297
297
A5-Configuration Item Record,

A18-Product Status Account
CoPM
The activities & roles involved in maintaining A5-Configuration Item Record and A18-Product Status Accounts
Project
Board

Project 1.
Manager
lessons
Business Case
1.
PM/ Exec/ SU define
A21-Project Product
Description: Specialist
Products are outputs
whose use creates
outcomes that deliver
the measurable benefits
that justify the project
2.
PM/ PA note need for
A5-CIRs for products in
A21-PjPdDs
composition &
derivation
1.
PM/ PS note need for A5CIR for management
products
14.4.2 Configuration Management Strategy

1.
PM/ PS define process, selection
criteria and formats of A18-Product
Status Account (PSA) that snapshots
A5-Configuration Item Records. A18PSA may select by Date/ Team/ Stage
& status EG Not started, Work-InProgress (WIP) late & WIP on
schedule, Ready for review, Baselined,
Released etc
2.
PM/ PS define A5-Configuration Item
Record attributes for required A18-PSA
selections
3.
PS create initial A5-CIR for
management products [and A21Project Product Description and all
known component parts (may be notes
in A7-Daily Log for a small project)
1.
PS create/ update A5-CIR (& A17-PD)
for all products in project Product
Breakdown Structure (PBS)
Plan Delivery Stage
Team
Manager
See CLICK HERE +44 84 52 57 57 07
And 9.3.1.2 & 9.3.1.3
297

1.
PM uses A18-PSA to analyse product status (derived from
A5-CIR)
1.
PM uses a18-PSA for details of products to include in A11Highlight Report
1.
PM requests a A18-PSA from PS to snap-shot A5Configuration Item Records and assess variance to A16StgPlan
2.
PM requests A18-PSA for any releases to check all OK
3.
PM requests PS perform a Configuration Audit to check all
A5-CIRs match reality (or change reality)
1.
PS update A5-CIR (& A17-PD) for any products in A26WkPkg PBS as useful EG set status = WIP
1.
PS check A5-CIR & reality agree - update A5-CIR as useful
1.
PM assess deviations using A5-CIR (& A12-IR, A15-Lesson
Rpt, A13-Issue Rpt, A10-ExcptnRpt, A7-DlyLg & Board)
2.
PS update affected A5-CIR
1.
PS confirm aall A5-CIR in release are approved by the
authority in A17-PD

1.
TM & PS update A5-CIR status (e.g. WIP/
Ready for Review/ Released)

1.
PM [(sic)?] create/
update A5-CIR (&
A17-PD) for all
products in stage
PBS
(inc A16-PjPlan
changes)

closure
1.
PM uses A18-PSA to
check all A5-CIR
approved by authority in
their A17-PD or have a
concession
18.4.2 Prepare premature
closure
1.
PM uses A18-PSA to
see which A5-CIR
(A9-ESRpt)
approved by authority in
1.
PM request A18-PSA
their A17-PD, have a
for details to include
concession, are WIP or
in A9-ESRpt
Not started
2.
PM plans work to
salvage & pass-on or
17.4.5 Produce an Exception
make safe A5-CIRs as
Plan
required
1.
PS (sic) create/
update A5-CIR (&
1.
PS update A5-CIR for
A17-PD) for all
products transferred to
products in
operations [& should
exceptions scope
transfer the actual CI
(Scope determined in
records too!]
15.4.6 by A18-PSA)
1.
[TM & PS check status OK in A5-CIR for all
CIs to close the A26-WkPkg]
307
307
Tolerance In The Activities
12.4.1 Appoint the Executive and

the Project Manager
1.
CoPM Set project level
tolerances
CoPM
Project
Board

1.
Board set
tolerances (Tol.) for
Initiation Stage

1.
Board check Pj Tol. from CoPM is realistic
2.
Exec renegotiates Pj Tol if relevant
3.
Board agree project budget including cost tolerance (and risk
and change budget) and project timescales including
schedule tolerance (and risk & change time-budget)

1.
Board consider their direction in response to a
Tolerance Threat (TT): Increase Tol., Request
an Exception Plan, Defer if TT contingent on a
Risk Cause (event), Reject sic! (eh?)
13.4.3 Authorize a Stage or Exception

Plan
1.
Board set Stage Tol. (for last
stage consider what to do with
unused Tol [wrong thinking*]
12.4.2 Capture
previous lessons
Project 1.
Manager
lessons

1.
PM includes Risk Tol in A24-RMS IE the thresholds for 1.
PM converts & extends A13-Issue Rpt into
1.
PM includes specification of
risk escalation from management level to level,
A10-Exception Report giving Overview of which
Stage Tolerances (Cost/
specially from PM to Board (possibly using a
tolerances are threatened by how much and
Time/ Scope/ Risk, not
Probability Impact Grid or Matrix
when and why, the consequences of each
quality-See below or benefits18.4.4 Evaluate the
possible response (including none)
See 14.4.6)) in A16-Stage
14.4.3 Prepare the Quality Management Strategy
Project
Business Case
Plan
1.
Q-Tol is defined in each A17-Product Description
15.4.6
Capture
and
examine
issues
and
risks
1.
PM
reports on
1.
SU expresses Customer
2.
PM (team) create stage PBS
1.
PM create A13-Issue Report considering affect
Pj performance
Quality Expectations & PM 14.4.5 Set up the project controls
and A17-PD with product
Tols
1.
PM confirms Tol levels and escalation mechanisms
& objectives
captures as driver for
quality tolerances defined
between
CoPM/
board/
PM/
TM
vs.. tolerances
quality tolerance
(probably as attribute ranges
in A8-End
2.
PM (Exec) starts defining 14.4.6 Create the Project Plan
(e.g. Customer call duration
1.
PM gives board confidence of operating within
Project Report
each benefits tolerances 1.
between
1
and
3
minutes)
PM includes specification of Pj tolerances in A16-PjPln
Tol by regularly reporting stage status vs. Tol &
and aggregate benefits
PM notes scope tolerance in
(Cost/ Time/ Scope/ not quality-See below or BenefitsTT early warnings** in A11-Highlight Reports 3.
tolerance
A17-PD and stage PBS
See A2-BC or Risk-See 14.4.1))
3.
PM records SU's quality 2.
PM includes spec. of quality & scope tolerance in each 15.4.4 Review stage status
1.
PM determines from controls (project Records
tolerance (i.e. limits on
A17-Product Description (& A21-PjPD)
1.
PM Checks for change in
Registers and Logs) any tolerance threat &
Acceptance Criteria) in
3.
PM notes scope tol in A17-PDs and project level
CoPM/ board Risk tolerance
Escalates via 15.4.7
A21-Project Product
per Risk and in total
Description
4.
PM (Exec) consider affect of part-time-teams on
schedule and consider compensation in other
1.
PM acts within Stage Tol EG to resolve A261.
PM reports Pj objectives and
tolerances
WkPkg exception
Stage objectives vs. all
approach and assemble
tolerances, and forecasts tol.
the Project Brief
1.
PM (Exec) refines quantified definition of each
for rest of project in A9-End
1.
PM/ TM make joint agreement on A26-WkPkg
1.
PM documents Pj
benefits
Best/
Expected/
Worst
target
expresses
as
Stage Report
Cost/ Start & End date, Milestone, Quality (from
tolerances received by
tolerances
and
aggregate
benefits
tolerance
17.4.5
Produce
an Exception Plan
A17-PDs) targets and A26-WkPkg tolerances
Exec in project mandate
PM (Exec) considers affect of timescales on benefit
PM creates a new A16-Stg or
(Cost/ Time/ Risk & Scope. Zero time tolerance 1.
(or by discussion) prior to 2.
tolerances including delivery dates
Pj Plan to Suggest recovery
and higher scope tolerance implies iterative/
transfer to A16-Pj Plan at
Plan Delivery Stage
options from Stage or Pj TT
agile methods Such as SCRUM
14.4.6
See CLICK HERE
+44 84 52 57 57 07
Team
Manager
307

*X-Ref correct tolerance handling
1.
As 15.4.1
** Strictly ANY Tolerance Threat forecast of an
out-of-tolerance situation is by definition being in Exception and

1.
TM makes corrections within Wk-Pkg Tol or raises an Issue to the PM (to log in the A7-Daily Log and handle at 15.4.8)
2.
TM reports tol status in A3-Checkpoint Report
319
319
A14-Lesson Log & A15-Lesson Report
CoPM 12.4.1 Appoint the Executive and the

Project Manager
1.
COPM provide lessons
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
Project
Board

1.
Board seek evidence
previous lessons are
being consulted &
current documented
Project
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
management team
1.
PM considers how to act on
observations in A14-LL for team
design

1.
Board review (Exec assures) A15-LR
and decide who to send to
(Board ensure CoPM & CoE
functions aware of responsibilities)
14.4.X All Initiation Process activities in stage

1.
Seek lessons from PM team, CoPM, A14-LL & other Pjs A15LR
14.4.1 Prepare Risk Management Strategy (A24-RMS)
1.
PM includes lessons (EG Risk Breakdown Structure
[taxonomy] & categories) into Risk ID guidance & Impact
estimating see 14.4.6 & Response development IE ideas of
effective responses
14.4.2 Configuration Management Strategy (A6-CfMS)
1.
PM defines how records are stored. Accessed kept safe &
distributed. Pj records are the source of lessons
14.4.3 Prepare Quality Management Strategy ((A22-QMS)
1.
PM includes lessons into quality approach, Define QC[?QA]
process to remove causes of unsatisfactory results, Use Qmetrics for learning & process improvements

1.
PM considers A14-LL for Pj
justification
14.4.4 Prepare Communication Managnt Strategy (A4-CmMS)

1.
PM considers how to communicate lessons to other projects,
during Pj or in CP at a minimum
12.4.5 Select the project approach and

assemble the (A19) Project Brief
1.
PM considers A14-LL for approval

1.
PM defines records maintained (includes A14-LL)

Team 1.
PM considers A14-LL for Init-Stage
Manager
controls
See CLICK HERE +44 84 52 57 57 07
14.4.6
1.
2.
3.
Create the Project Plan (A16-Pj Plan)

PM considers value in repeating 12.4.2
PM include action to capitalise on previous lessons in Plan
PM (team) use comparative [analogous] estimating techniques
Plan Delivery Stage
15.4..X All CS/ 17.4./ 16.4./ CP activity in

Delivery Stage
1.
Seek lessons from PM team, CoPM,
A14-LL & other projects A15-LR
1.
PM considers lessons causing need
for A10-Exception Report
17.4.1 Plan the next

stage
1.
PM considers
value in repeating
12.4.2
2.
PM (team)
consider all A14LL as 14.4.6

risks
1.
PM may create A13-Issue Report
from a14-LL

1.
PM creates A15LR of what went
well/ badly,
1.
PM includes lessons observed and
estimates versus
applied
actuals and
statistics as
1.
PM captures (seek, record, act) to
appropriate,
A14-LL good & bad observations on
includes in A9P2 tailoring, tools, team & technique,
ESR & distributes
Process & product from team, A26according to A4WkPkg & all Plans/ Registers/
CmMS
Records & Logs
(A15-LR may be
2.
PM considers holding lesson review
tailored to an
now, later or at end of stage
audience,
3.
PM includes A15-LR in A11-Highlight
always(?) include
Reports if useful
Corp. QA)

1.
TM notifies PM of lessons observed or applied, directly and via
A3-Checkpoint Report
CofE = Centre of Excellence, previously known as a Project Office or Pj Support Office (PSO) or Pj Management Office (PMO)
319

1.
Board assures (sic) final A15-LR and authorises (sic) & distributes (as
part of approving (sic) A8-EPjRpt)
2.
(Board ensure CoPM & CoE functions aware of responsibilities)
3.
Board review A1-Benefits Review Plan is suitable to identify side-effects
and capture/ distribute as lessons
18.4.3 Hand over
Products
1.
PM includes in
A1-BRP,
provision for
distribution of
Lessons
observed in
Post-Project
Review [!]
18.4.4 Evaluate the
Project
1.
PM team
identify lessons
PM creates
A15-LR as
17.4.4, plus
reasons if
premature
closure Board
review & CoPM
approve it
18.4.5 Recommend
project closure
1.
PM closes A14LL
Plan{ PBS & A17-Product Descriptions}

335 A16-Stage
A20-PID {Pj Controls, A22-QMS, A6-CfgMS }
Team Plan (or Milestone summary)
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
If YOU
A16-Stage Plan P-PM,
R-PAPAID for these materials report usage & share in fees levied
13.4.313.4.Authorize a Stage
12.4.
A5-Configuration Item Record

P-PS, A-PM, (R)-TM, R-PA
or Exception Plan
Stage Authorisation
or
14.4.
CS
Exception Plan Approved
Team Plan
Last Delivery Stage
Initiation Stage
A16-Stage Plan (PBS) 1st Delivery Stage

17.4CS 18.4.
[15.4.4
Review
stage
status]
A12-Issue Register
SB
1. What next?
Corrective Action
A25-Risk Register
New Work-Package
15.4.2 Review Work Package Status
1. PM & TM agree new/ amended A26: A5-CIRs created 1. Update the Stage Plan from all A3-ChkPts and 1. Check vs. A17-PD & A23-QR that all
& A17-PDs, Development process & Quality Reviews
Team Plans for all current A26-WkPkgs
Quality Reviews are passed
2. Agree Constraints & tolerances, Controls, Reporting,
2. Assess ETCs & E@C (apply EVM)
2. Update Stage Plan & A5-CIR status to
Comms interfaces, Escalations & Handover
Releasable
3. Discuss status with Team manager/ member
3. Set CIRs to WIP
4. Check A23-QR & A5-CIR
A5-Configuration
A23-Quality
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
1. Technicans Do the Real Work! Most cost & effort
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
HERE
+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
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
CS:F:2-4,5 and PG:P:2-9

PMs Day Job & Board interface in Detail (CS)
A14-Lesson
Log see slide #8 notes License@logicalmodel.net) If YOU PAID for these materials report usage & share in fees levied
Licensed for commercial uses on Default
terms
or Exception Plan
Initiation Stage
14.4.
A20
CS
Previous A11-Highlight Reports

PID {A4-CmMs}
A7
Stage Plan

1. Assess board i/p, A7 or Issue
2. Id possible responses (vs. a16)
3. Take action
A23
A18
A3
Quality Register
Checkpoint Report
Stage Authorisation
or Exception Plan
Approved
A1
A5

13.4.3 Authorize a Stage

or Exception Plan
17.4.
CS 18.4.
Tolerance
Threat
Project Bd
Advise
A13 Issue Request for

Report
Advice
15.4.4 Review stage status (At frequency defined in stage plan)

1. Check progress A16s, A5-CIRs & A23-QR, Check resource
status, Assess forecasts vs. baseline & update plans as reqd,
2. Authorise new or amended A26-WkPkg
3. Raise A11, & Trigger Comms as per A4-CmMS
4. As triggered: Respond to the Project Board/ Log & Analyse
Issues or Risks, Escalate, Do corrections, Log lessons
5. Check Release: Quality+Accpt + Ops+Maint ready & Benefits
6. Trigger Managing Stage Boundaries/ Closing a Project
A20-PID { A2-BC, A16-PjP, A1-BnftsRvwPln }
Corrective Actions
A13 Issue
Report
Highlight
Reports

1. Consolidate all info from [15.4.4 Review the stage status]
and [15.5.8 Take Corrective action] into a Highlight Report
2. Check outstanding items from previous report
3. Distribute to list in, & at frequency in A4-CmMS
Daily Log
A16
A11
A12-IR+A25-RR
Corrective action
Last Delivery Stage
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}
A20-PID {Pj Controls,

A22-QMS, A6CfgMS }
update
15.4.1 Authorize a
Work Package
A16 Stage Plan
17.4.
16.4. A26-Wk-Pkg
Update A23-Quality Register
DoubleHeaded
Create

A14-Lesson Log
(& A15?)
See CLICK HERE +44 84 52 57 57 07
337
A5
A16-Team Plan
A16-Stage Plan

A16-Team Plan
18.4.1-4
(18.4.)
A23-Quality
Register 16.4.
Create Specialist Products A26-Work Package

Obtain Approval Records Notice of Completed Work-Package
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
CS:F:2-4,5 & PG:P:2-9 Exceptions
Capture
Examine
Propose
Decide
CoPM
Project Board and

Project
Level
Risk, Issue, Tolerance Threat
Board
Interface
request for advice
Tolerance Threat
Implement
Raise New Issue

Premature close
A13
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
A16-Team Plan
17.4.

Exception Plan
Exception Plan request
Highlight Reports
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

1.
As triggered: Respond to the Project
Board/ Log & Analyse Issues or
Risks, Escalate Issue, Log lessons
Daily Log
old Highlight
Reports
PID {A4-CmMs}
Stage Plan
Issue Register
Lesson Report
Checkpoint Report
Quality Register
New Issue
or Risk
Stage Boundary
Approaching
Project End
Approaching

A26-Wk-Pkg
See CLICK HERE +44 84 52 57 57 07
Tolerance Threat
Corrective Action
A5
New A26-Work-Package
Stage Plan
Issue Report A20-PID { A1-BnftsRvwPln }

Issue Register
Corrective Action
A20-PID {Pj Controls, A22QMS, A6-CfgMS }
338
A25-Risk Register
A5-CIR
A16
A11
Request for Advice
15.4.7 Escalate issues and risks

1. Alert the Project Board ASAP
2. Assess deviations outlook, possible
responses and impacts vs. Plans and A2Business Case
3. Raise an A10-Exception Report to board
A10 Exception Report
Delivery Stage
Exception Raised
Issue Register
Daily Log
Request for Advice
A16-Stage Plan
Raise New Issue
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
Last Delivery Stage
Authorise a Stage or
12.4. 13.4.3
13.4.Exception
Plan

Create Specialist
Products
A26-Work Package
Notice of Completed Work-Package
340
340
13.4.4 Give ad hoc direction DP4

Interested Parties
12.4.
13.4.
Change of context
Project Manager request for advice
Exception Raised
Corporate advice & decisions

A10-Exception Report
A13-Issue Report
Initiation Stage
17.4. 16.4.
update
DoubleHeaded

1. Two way communication: Distribute Pj comms, Respond to Requests for
advice/ Issue Report/ Exception Report/ External triggers (e.g. CoPM change
project mandate!)/ Board role change/ Or on a Whim
2. Review Highlight Report, Seek input from or inform relevant groups (e.g.
CoPM) to ensure validity of Business Case, strategy, progress to plans
3. Decide within project tolerances: request an Exception Plan/ Change stage
tolerance/ Grant concession/ Address problem personally/ Remove cause
For RFCs: (follow change theme) Accept: agree to resource & funds,
Reject: keep current plan, scope & benefits, Defer, Reject, Ask for clarification
4. Advise (interfere with) Project Manager, E.g. in response to request for
assistance in a Highlight Report or advise of CoPM actions
(raise) New Issue stR-CoPM, E:SUSS, (P)-PM, R-PA

Exception Plan Request
14.4. CS 1 Specialist Stage
17.4. CS Delivery Stage
17.4. CS
17.4.5 DP-3
Project Board advise
See CLICK HERE +44 84 52 57 57 07
340
New Issue
Recycle SU
Instruction
Project Board request for advice
Create
Premature closure
Last Specialist Stage 18.4.
SB:P:2-4 The activities within SB and the responsibilities within them

SB:P:2-5 How the seven themes may be applied within the SB process
342
342
17.4.1 17.4.2 17.4.3 17.4.4 17.4.5

17
SB:P:2-4,5 Activities Within

Managing A Stage Boundary (SB) Process
PG:P:2-, End Stage Report, Exception Report, Lessons Report

A.14.2 A.9.2 A.10.2 A.15.2, 13.4.3-5, 17.4.4, C/Table 10.2
Exception Plan
15.4
CS
Stage boundary
approaching

1.
Consult & Update any changes to CQE/ AC/
Strategies/ Controls/ Roles/ Approach
2.
Create PBS/ A17-PD/ A5-CIR & Standards
3.
Create A16-Stage Plan of task & resource
schedule to create products in stages scope
(from A16-Pj Plan) Cashflow to 17.4.3
4.
Add risks, issues and quality records
Lesson Log
14.4
IP
Initiation Stage
A14

Exception Plan
14.4.8 Assemble the PIID A20
A5
A10-Exception
Report (& A13)
Configuration Item
Records

1.
Note exception processing vs.. issue records
2.
Consult & Update PID as useful vs.. {CQE/ AC,
Approach, Strategies, Controls, Role holders }
3.
Consider A10-Exception Report and Create the
exception plan to cover products in scope of
exception stage & create A5-CIR/ A17-PD/ A23QR as required perhaps update PBS/ PFD too!
4.
Update A12-IR+A25-RR as required
Quality Register
A12-Issue Register
A25-Risk Register
A20-PID {A16-Project Plan }
A1
Benefits
Review Plan
A12-Issue Register
A25-Risk Register

1.
Reassess A2 Re-do financial appraisal Including organisational risk
appetite & capacity, current aggregate project risk and tolerances
2.
Revise the A1-Benefits Review Plan & add any realised benefits or affect of
RFCs and changes to business context, realistic targets et.al.
17.4 15.4
SB. CS
Request to approve [next
stage/ exception] plan
A9
End Stage Report {
A15-Lesson Report,
Follow-On-Action-Recommendations }

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.
A20-PID { A2-Business Case}

A20-PID {A4-Communications
Management Strategy }
A18-Product Status Account
A14-Lesson Log
16.4
MP.
17.4
DoubleHeaded

1.
Apply progress from last stage,
refinements from new stage-plan,
changes to end-point, impacts of
Risk, Issue & Changes, P2
tailoring needs, Strategy, Control
or team changes
A16-Exception Plan {
A17-Product Description}
A23
See CLICK HERE

SB. +44 84 52 57 57 07
342
(current) A16-Stage
Plan PBS!!
Exception Plan request
update
(next) A-16-Stage Plan {

A17-Product Description }
A20 PID { Strategies, A2, A16 {PBS}}

A12-Issue Register
A25-Risk Register
Every Delivery Stage Followed by a Stage
12.4 13.4
SU. DP.
Create
345
13.4.3 Authorise a Stage or Exception Plan (DP3)

Interested Parties
If YOU
PAID for these materials report usage & share in fees levied
Project Status
Report
12.4
SU
13.4
DP
13.4.3 Authorize a Stage (or Exception) Plan (13.4.3)

1. Decide whether to continue (commit resources, set tolerances on stage) or request a re-plan or close the project, based on:
2. Review/ Approve A9-End Stage Report (& Pass on FOAR), check any Lessons Reports, Risk level (Threat & opportunity)
3. Verify any product handovers (into operations and maintenance via Config management) are sustainable in use and approve
4. Approve Stage/ Exception Plan, All new product descriptions
5. Verify Project plan, Strategies, Controls and Role assignment viability, Business Case, Benefits Review Plan Update PID if Reqd
A9 Approved (current) End Stage
Report {
Distribute Follow On Actions
Rcmdtn }
A1 Approved if updated Benefits
Review Plan
A20
A9
Request to approve next Stage Plan

Request to approve Exception Plan
Project Initiation Documentation {all, inc A4}
End Stage Report {
optnl. A15 Lessons Report
optnl Follow On Action Recommendation }
A16 (next) Stage Plan or
Exception Plan
A1 Benefits Review Plan
Initiation Stage
See CLICK HERE +44 84 52 57 57 07
14.4
IP
17.4
SB
15.4
CS
16.4
MP
17.4. 15.4 Delivery Stage

CS
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
350
350
CP:P:2-4,5 The Activities Within 18.4 Closing A

Project (CP)
CP:P:2-4 The activities within CP and the responsibilities within them

CP:P:2-5 How the seven themes may be applied within the CP process
PG:P:2-5 Lessons Log, End Project Report, Lessons Report
18.4.1 18.4.2 18.4.3 18.4.4 18.4.5

18
A.14.2 A.8.2, 13.4.3-5, 18.4.4, C/Table 10.2
13.4.4 Give ad hoc
direction
15.4
CS
15.4.4 Review stage

Last Delivery
status
Stage
Premature close
Prepare Draft project

closure notification
Project end
approaching
18.4.1 Prepare planned closure

1. Track actuals into the Pj-Plan
2. Check all products approved by authority in the
A17-Product Description or have a concession
3. A21-Project Product Descriptions AC met
4. Advise board to release resources back to CoPM
A18
A20

PID { A16-Pj-Plan }
A20

1. Check A18-PSA for un-deliverable products
2. Reclaim what must be, Salvage what can be,
make safe what cannot , Create an exception
plan if useful for safe & save work 17.4.5,2-4
3. Advise CoPM of gap created
(SB)
by projects premature end
4. Update A12-Issue Register+A13-Issue Report
5. Track actuals into Pj-plan
6. Advise board to release resources back to CoPM
350
DoubleHeaded
Create Additional
work estimates
A12-Issue Register
Create
A20-PID { A4-CmMS }
Close & archive as per a6

A12-Issue Register
A25-Risk Register
A7-Daily Log
A14-Lesson Log
A5-CIR
Acceptance records

1. Transfer responsibility from the project to O&Maint
2. Ensure products have or will meet A6-CfMS handover
stipulations for Support including newly operational
peaks (perhaps under an SLA a product in pj scope!)
3. Prepare FoAR for incomplete products/ issues/ risks/
concessions for appropriate audiences
4. Ensure A1-Benefits Review Plan covers all future
benefits, disbenefits & side-effects
5. Confirm (secure records of) all acceptances e.g. Ops
6. Mark A5-CIRs released
A20-PID { A6-CfMS }
See CLICK HERE +44 84 52 57 57 07
update
PID { A16-Pj Plan }
18.4.5 Recommend project closure

1. Send board closure recommendation and draft closure notification
2. Communicate to stakeholders (as per A4-CmMS) for best press
3. Close logs & registers, secure project records in the Config.
Management System for future audits
18.4
CP.
A8-End Project Report {

A15-Lesson Report }

1. Compare the A20-PID as approved at [13.4.2 Authorise a Project],
the current version of the PID and Risks/ Issues etc in between
2. Facilitate team discussion of events: normal/ good/ bad, of methods/
tools/ procedures/ strategies/ controls etc used. Record in A8-End
Project Report { PMs report, Performance vs. A2-Business Case,
constraints and tolerance, performance of: the team & the products
(plus FoAR). Document context for premature closure
3. Record Lessons observed & agree the recipient. Inc. tailoring of P2
4. Capture Change, Quality & Estimating statistics
A8-End Project Report { FoAR}

A25-Risk Register
13.4.5 Authorise Project

Closure
A20-PID
A14-Lesson Log
352
352
13.4.5 Authorize project closure (DP5)
12.4
SU
13.4
DP 1. Confirm customer has received all products within A6-Configuration Management Strategy
2.
3.
4.
5.
6.
7.
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 & Close cost codes
Closure Notification
approved End Project Report {

Lesson Report, FOAR }
Approved updated A2-Business Case
Approved if updated A1-Benefits Review Plan
Draft Closure Notification (p211)

A20-PID { Updated A2-Business Case}
A8-End Project Report {
Lessons report
FOAR }
14.4 Initiation Stage

IP
15.4 1st Specialist Stage

CS
17.4
SB. 16.4 MP
See CLICK HERE +44 84 52 57 57 07
352
update
DoubleHeaded
Create
17.4 15.4
SB CS
Delivery Stage
17.4 15.4
SB CS
Last Delivery Stage
18.4
CP
353
Project Mandate,A19-Project Brief,
A20-Project Initiation Documentation (PID)
353

1.
COPM provides mandate in any form as long as it allows identification of
the Exec. It is the project trigger, the Instruction to, or remit or Terms of
Reference for the Pj Board. Includes Pj Reason, Pj tolerance, Risks, All
standards to be followed
IP:P:2-7
Apdx-A for a Project Initiation Documentation, the process(es) and roles in its life-cycle
A.20.2
1.
Board approve the A19Project Brief and trigger
the Initiation Stage. The
mandate is archive (if it
exists)

1.
CoPM review & Board approve (baseline) A20-PID (and its component products) 1.
Board consider whether to re-start a project 1.
Board compare original
& thus make a contract that marks their commitment and authorises the project
where CoPM revise the mandate or treat as
A20-PID to final A20-PID
2.
PM/PS archives A19-Project Brief (replaced by A20-PID)
an RFC
[no explicit guidance as to
3.
PM/ PS baseline A20-PID in Config. Mgmt System (CfMS) for later review vs.
2.
CoPM review & Board re-approve (baseline)
why presumably coordted
current status including approved changes
revised parts of A20-PID & PS store in CfMS
with 18.4.4 for Lessons]

1.
Exec & PM review & understand mandate
2.
PM log mandates risks to A7-Daily Log
1.
PM Captures lessons relevant to the mandate into
A14-Lesson Log
12.4.4 Prepare the outline A2 Business Case-oBC)
1.
Exec/ PM understand Pj reason in mandate
2.
Exec creates (& ensures corporate alignment) preproject outline A2-Business Case from mandates
contents
3.
Exec presents A2-oBC to CoPM
4.
PM checks feasibility of milestones, assumptions and
constraints from mandate
5.
PM/ SU/ Exec create the A21-Project Product
Description based on the mandate
12.4.5 Select the project approach and assemble the Project
Brief (A19-PjBf)
1.
PM refines & extends mandate to create a well
defined start-point: the A19-Project Brief to known
quality criteria by filling the gaps and applying A4-LL
lessons. (In a programme context the A19-PjB has
probably been created by the programme)
2.
PM/ SS (if in post) define project approach, Supplier
probably has product standards, guidelines,
procedures and development life-cycles
3.
PM add mandates context info, project approach,
A21-PjPdD & A2-oBC into A19-PjBf
See CLICK HERE +44 84 52 57 57 07
353

17.4.1 Plan the next stage 18.4.1 Prepare planned
1.
1.
PM reviews/
risks
closure
1.
PM actions informed
updates any aspect 1.
PM actions
14.4.2 Prepare the Configuration Management Strategy(A6-CfMS)
by the A20-PID,
of the A20-PID in
informed by A201.
consultation with
specially the A16-Pj
PID (especially
Plan
board
A16-Pj Plan)
1.
14.4.4
1.
14.4.5
1.
14.4.6
1.
14.4.7
1.
17.4.2
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
PM uses guidance in the A19-PjBf
17.4.3
[manual says summarise reality says detail]
1.
PM reports in A11Highlight Report
1.
against A20-PID
PM derives from guidance in the A19-PjBf on milestones, standards,
external dependencies, approach & assumptions
17.4.4
1.
Refine the Business Case
1.
PM actions informed
PM extends (exec oversee) outline A2-BC to full A2-BC
by the A20-PID

1.
PM extracts Pj definition (mandates context info) and Pj Approach
from A19-PjBf and combines with initiation products to create A20Project Initiation Documentation to serve as basis for commitment,
baseline for change assessment and induction pack for new project
staff
2.
PM suggests P2 tailoring for this project (based on A14-LL)
Plan Delivery Stage

17.4.5
Package
1.
PM extracts or crossreferences A20-PID 1.
Strategies/ Controls/
Quality/ Milestones/
CfM & handover
P2 Exam Cram Assessed by GRM 07032011 P2-5th Ed 2011 Logicalrequirements
Model Ltd p2@logicalmodel.net
1.
TM actions informed by (relevant extracts of)
the A20-PID
Update the Project 18.4.2 Prepare

premature
Plan
closure
PM reviews/
1.
PM
actions
updates any aspect
informed by A20of the A20-PID (sic)
PID (especially
Update the
A16-Pj Plan)
Business Case
18.4.4 Evaluate the
PM updates A2-BC
Project
(part of A20-PID)
1.
PM prepares A8Report Stage End
PM actions
informed by A20PID (especially A2BC & A4-CmMS)
Produce an
Exception Plan
PM reviews/
updates any aspect
of the A20-PID in
consultation with
board (sic)
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
Licensed for commercial uses on Default terms see slide #8 notes License@logicalmodel.net) Please report this usage & share in fees levied
If your studying P2 then you have one

or both of two aims
1) take the exams
2) improve your organisations PM
Capability
For 1) you need a sponsoring ATO and training materials See
http://www.logicalmodel.net/prince2exams
AND
You need training materials BEFORE reference sources
For 2) you need more than a quick sprint to pass exams mail
info@logicalmodel.net to discuss your needs
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
See CLICK HERE +44 84 52 57 57 07
3
3

PRINCE2® PictureBook of Reference and Revision

Загружено:

Сведения о документе

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

PRINCE2® PictureBook of Reference and Revision

Загружено:

Авторское право:

Доступные форматы

Essentially complete: It's half done.

We predict... : We hope to God!

Logical Model Ltd 2014

Slip: Being first at the bar

PRINCE2 is a Registered Trade Mark of AXELOS

In the beginning was THE PLAN.

Simon Harris, PMP, CGEIT, IPMA-D, P2

Reference and Revision Materials

If you need introductory materials then see www.logicalmodel.net/prince2exams

See CLICK HERE +44 84 52 57 57 07

Key Concept: Stages

Processes are not stages, stages contain processes

Managing A Stage Boundary

17.4.1 Plan Next Stage

The PRINCE2 Procedural Framework

1st Delivery Stage

The PRINCE2 Procedural Flow-Chart

Plan 1st delivery

Log & examine

Update Pj plan & BC

Handover product &

Check ALL products

The Defined Management Products:

See CLICK HERE +44 84 52 57 57 07

Benefits Review Plan

Configuration Item Records

Introduction to The 9 Roles: (Appendix C)

Executive: Ultimate responsibility to get it done within authorised limits

Change Authority: Person or group able to authorise concessions and changes

Team Manager: Produce the products to plan within tolerance

See CLICK HERE +44 84 52 57 57 07

Relationship of Processes to Principle P#4

Directing A Project process Syllabus DP, Manual ch-13

& Optionally processes

See CLICK HERE +44 84 52 57 57 07

Managing Product Delivery process

13.4.2 Authorize the

14.4.1 Prepare the Risk

12.4.3 Design and

14.4.2 Prepare the

12.4.6 Plan the

14.4.4 Prepare the

14.4.6 Create the Project 15.4.1 Authorize a

15.4.2 Review Work

14.4.5 Set up the project

See CLICK HERE +44 84 52 57 57 07

15.4.6 Capture and 15.4.7 Escalate

14.4.3 Prepare the

12.4.4 Prepare the

12.4.5 Select the

13.4.3 Authorize a Stage or

13.4.4 Give ad hoc

15.4.3 Receive completed

Activities (Full Names)

12.4.1 Appoint the

13.4.1 Authorize initiation

13.4.2 Authorize the project

13.4.4 Give ad hoc direction

13.4.3 Authorize a Stage or Exception Plan 13.4.5 Authorize project closure

17.4.1 Plan the

17.4.1-4 Manage Stage Boundaries

15.4.7 Escalate issues &

16.4.1 Accept a Work Package 16.4.3 Deliver a Work Package

See CLICK HERE +44 84 52 57 57 07