PRINCE2 Foundation and Practitioner Course-Agenda

PRINCE2® Foundation and Practitioner Training Syllabus
1: Overview, Principles and Tailoring PRINCE2 to the Project

Environment
1.1 Six aspects of project performance to be managed

1.2 Definition of a project
1.3Four integrated elements of principles, themes, processes and the project
environment upon which PRINCE2 is based
1.4 Customer/supplier context of a PRINCE2 project
1.5 Benefits of using PRINCE2
1.6 Seven principles
1.7 Characteristics of a project
2: Business Case (BC) Theme
• Definition of a project output, an outcome, a benefit and a dis-benefit

• The purpose of the Business Case theme
• The purpose of a i)
Business Case
ii) Benefits Review Plan
3: Organization (OR) Theme
• Roles within the Organization theme

• The purpose of the Organization theme
• The three project interests and how these are represented within the three levels of
the project management team structure
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• The responsibilities and characteristics of the role of the:
i) Project Board
ii) Project Manager
iii) Project Assurance
iv) Change Authority
v) Team Manager
vi) Project Support
• What a stakeholder is
• The purpose of the Communication Management Strategy
4: Quality (QU) Theme
2.1 Recall the recommended quality review team roles

2.2 The purpose of the Quality theme
2.3 The difference between quality assurance and Project Assurance
2.4 The objectives of the quality review technique
2.5 The difference between quality planning, quality control and quality
assurance
2.6 The difference between customer’s quality expectations and acceptance
criteria
2.7 The purpose of a:
Project Product Description
Product Description
Quality Register
Quality Management Strategy
5: Plans (PL) Theme
• Levels of plan recommended by PRINCE2

• Four tasks of product-based planning
• The purpose of the Plans theme
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• The levels of plans, their purpose and the interrelationship between the:
i) Project Plan
ii) Stage Plans
iii) Team Plans
iv) Exception Plan
The tasks within the product-based planning technique
6: Risk (RK) Theme
• The definition of a risk and the difference between a threat and an opportunity
• The recommended risk response types and whether they are used to respond to a
threat or an opportunity
• The difference between a risk owner and a risk actionee
• The purpose of the Risk theme
• The steps within the recommended risk management procedure. This should
include:
i) Identify the context and therefore the influences on a project’s Risk
Management Strategy
ii) Identify the threats and opportunities that may affect a project’s objectives
iii) Estimate risks to assess their probability, impact and proximity
iv) Evaluate the net effect of all risks on a project when aggregated together
v) Plan risk management responses
Implement planned risk management responses, identifying an appropriate
risk owner and/or risk actionee
Communicate information related to risks, both within the project and
externally to stakeholders
3.2 The purpose of a risk budget
3.3 The risk probability, risk impact and risk proximity
3.4 The difference between cause, event and effect when expressing a risk
i) Risk Management Strategy
ii) Risk Register
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• The concept of risk appetite and risk tolerance
7: Change (CH) Theme
• Three types of issue

• Five typical activities of configuration management
• The purpose of the Change theme
• The purpose of a change budget
Configuration Management Strategy
Configuration Item Record
Issue Report
Issue Register
Product Status Account
3.7 The steps in the recommended issue and change control procedure
8: Progress (PG) Theme
• Lines of authority and reporting between the four levels of management

• The difference between event-driven and time-driven controls
• The purpose of the Progress theme
• The concept of management stages and the difference between management
and technical stages
• The factors to consider in identifying management stages
• Tolerance(s): when and how tolerances are set and exceptions reported, in which
management products tolerances are documented and how management by
exception applies to the different levels of management
• The purpose of a:
i) Daily Log
ii) Lessons Log
iii) Work Package
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i) End Stage Report
ii) End Project Report
iii) Lessons Report
i) Checkpoint Report
ii) Highlight Report
iii) Exception Report
9: Starting up a Project (SU) Process
• Starting up a Project (SU) Process

• The purpose of the SU process
• The objectives of the SU process
• The context of the SU process
• The purpose of a Project Brief
10: Directing a Project (DP) Process
• The purpose of the DP process

• The objectives of the DP process
• The context of the DP process
11: Initiating a Project (IP) Process
• The purpose of the IP process

• The objectives of the IP process
• The context of the IP process
• The purpose of a Project Initiation Documentation (PID)
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12: Controlling a Stage (CS) Process
• The purpose of the CS process

• The objectives of the CS process
• The context of the CS process
13: Managing Product Delivery (MP) Process
• The purpose of the MP process

• The objectives of the MP process
• The context of the MP process
14: Managing a Stage Boundary (SB) Process
 The purpose of the SB process

 The objectives of the SB process
 The context of the SB process
15: Closing a Project (CP) Process
• The purpose of the CP process

• The objectives of the CP process
• The context of the CP process
16: Summary and Directed Studies
17: Review of Key Concepts
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1. Overview, Principles and Tailoring PRINCE2 to the Project
Environment
• Difference between embedding and tailoring PRINCE2

• Context of a customer/supplier environment and how it affects the application of
the themes, processes and management products within a project
2. Business Case Theme
PRINCE2® Practitioner Syllabus
5.1 The recommended composition of a

Business Case, and in which process(es) it is developed, verified,
maintained and confirmed and which roles are responsible for this
Benefits Review Plan, and in which process(es) it is developed,used
and reviewed and which roles are responsible for this
5.2 The relationship between a program’s business case and a project’s Business
Case
5.3 How to identify appropriate information, using the recommended composition, for
inclusion in the Business Case and Benefits Review Plan
5.4 Identify outputs, outcomes, benefits and dis-benefits
5.5 Analyze whether the Business Case and Benefits Review Plan, using the
recommended composition, are fit for purpose, with reasons, and whether
the appropriate roles have been involved in their development and maintenance
throughout the life of a project
3. Organization (OR) Theme
• How the four levels of the project management structure apply to the process
model
• The relationship between the Communication Management Strategy and other
products and themes
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• The recommended composition of a Communication Management Strategy,
in which process(es) it is developed, used and reviewed and which roles are
responsible for this
• Identify an appropriate project management team structure and role
descriptions, including acceptable role consolidations or sharing
• Identify appropriate information, using the recommended composition, for
inclusion in a Communication Management Strategy
• Analyze whether the following products, using the recommended composition, are
fit for purpose, with reasons, and whether the correct roles have been involved in
their development and maintenance throughout the life of a project. Including:
i) Project management team structure

ii) Communication Management Strategy
4. Quality (QU) Theme
6.1 The PRINCE2 approach to quality - quality audit trail

6.2 The recommended composition of a
Project Product Description
Product Description
Quality Register
Quality Management Strategy
and in which process(es) they are developed, used and reviewed and
which roles are responsible for this
inclusion in the Project Product Description, Product Description, Quality
Register and Quality Management Strategy
• Identify appropriate actions and responsibilities when applying the quality
review technique to a given product
• Identify appropriate actions and responsibilities when applying quality
planning and quality control to a given project
• Analyze whether the Project Product Description, Product Description, Quality
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Register and Quality Management Strategy, using the recommended composition,
are fit for purpose, with reasons, and whether the appropriate roles have been
involved in their development and maintenance throughout the life of a project
Use of the quality review technique for a given product

• Whether quality planning activities have been, or are scheduled to be,
undertaken appropriately during the execution of a project, with reasons,
and whether the appropriate roles have been involved. Including:
i) Understanding and documenting the customer’s quality expectations and
the project’s acceptance criteria in the Project Product Description
ii) Formulating a Quality Management Strategy and setting up a
Quality Register
• Whether quality control activities have been, or are scheduled to be,undertaken
appropriately during the execution of a project, with reasons, and whether the
appropriate roles have been involved. Including:
i) Carrying out the quality methods
ii) Maintaining quality and approval records
iii) Gaining acceptance
5. Plans (PL) Theme
7.1 The recommended composition of a Plan, in which process(es) it is

developed, used and reviewed, and which roles are responsible for this
7.2Identify appropriate information, using the recommended composition, for
inclusion in a Plan (excluding the schedule)
7.3Identify the appropriate actions and responsibilities when applying the
product-based planning technique, including the creation of Product
Descriptions, a product breakdown structure and a product flow diagram
7.4 Analyze whether a Plan (excluding the schedule), using the recommended
composition, is fit for its purpose, with reasons, and whether the appropriate roles
have been involved in its development and maintenance throughout the life of a
project
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7.5 Whether the Product-based planning technique has been applied appropriately.
This should include analyzing the appropriate application of Product
Descriptions, a product breakdown structure and a product flow diagram, with reasons
6. Risk (RK) Theme
• The recommended composition of a

i) Risk Management Strategy
ii) Risk Register
and in which process(es) they are developed, used and reviewed, and
• The concept of inherent, secondary and residual risks
inclusion in the Risk Management Strategy and Risk Register
• Identify the appropriate actions and responsibilities when applying the
steps within the recommended risk management procedure
• Identify primary and secondary risks and estimate inherent and residual risks
• Whether the products listed in the Risk Management Strategy and Risk Register,
using the recommended composition, are fit for purpose, with reasons, and
whether the appropriate roles have been involved in their development and
maintenance throughout the life of a project
• Whether activities undertaken during the execution of the recommended
risk management procedure are appropriate, with reasons, and whether the
appropriate roles have been involved
7. Change (CH) Theme
 Identify in which process(es) issues are captured and managed, and which roles
are responsible
 Identify in which process(es) a change budget and a Change Authority are
agreed and which roles are responsible
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 Identify the recommended composition of a:
1. Configuration Management Strategy

2. Configuration Item Record
3. Issue Report
4. Issue Register
5. Product Status Account and in which process(es) they are developed, used
and reviewed, and which roles are responsible for this
 Identify appropriate information, using the recommended composition, for
inclusion in the products listed above
 Identify the appropriate type for a given issue
 Identify the appropriate actions and responsibilities when applying the
recommended issue and change control procedure
 Identify appropriate resource(s) for the role of Change Authority
 Identify the appropriate actions and responsibilities when applying the typical
activities of configuration management
• Analyze whether the Configuration Management Strategy, Configuration Item

Record, Issue Report, Issue Register and Product Status Account, using the
recommended composition, are fit for purpose, with reasons, and whether the
appropriate roles have been involved in their development and maintenance
throughout the life of a project
• Analyze whether activities undertaken during the execution of the
recommended issue and change control procedure are appropriate, with
reasons, and whether the appropriate roles have been involved. Including
activities associated with:
i) Capturing and analyzing to determine the type of issue and whether it
can be managed informally or formally
ii) Examining an issue to determine its impact
iii) Proposing a course of action
iv) Deciding on appropriate course of action
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v) Implementing agreed action
• Analyze whether the typical activities of configuration management have been
undertaken appropriately, with reasons, and whether the appropriate roles have
been involved. Including activities associated with:
1. Planning what level of configuration management is required
2. Identifying configuration items
3. Controlling configuration items
4. Status accounting
5. Verifying and auditing configuration items
8. Progress (PG) Theme
• Identify the recommended composition of a:

i) Work Package
ii) Lessons Log
iii) Checkpoint Report
iv) Highlight Report
v) End Stage Report
vi) Exception Report
vii) End Project Report
viii) Lessons Report
and in which process(es) they are developed, used and reviewed, and
inclusion in the products listed above
• Identify the appropriate actions and responsibilities when applying the
concept of management by exception
• Analyze whether the products listed above, using the recommended composition,
are fit for purpose, with reasons, and whether the appropriate roles have been
involved in their development and maintenance throughout the life of a project
• Whether activities undertaken to manage by exception during the execution
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of the project were applied appropriately, with reasons, and whether the
appropriate roles have been involved.
9. Starting up a Project (SU) Process
 Identify the following activities within the SU process and the responsibilities
within them:
1. Appointing the Executive and the Project Manager
2. Capturing previous lessons
3. Designing and appointing the project management team
4. Preparing the outline Business Case
5. Selecting the project approach and assembling the Project Brief
6. Planning the initiation stage
• Identify how the seven themes may be applied within the SU process
• Identify the recommended composition of a Project Brief and in which process(es) it
is developed, used and reviewed, and which roles are responsible
inclusion in the Project Brief
• Identify the recommended SU process actions when carrying out the activities
listed above
• Analyze whether the Project Brief, using the recommended composition, is fit for
its purpose, with reasons, and whether the appropriate roles have been involved
in its development and maintenance throughout the SU process
• Analyze whether the recommended SU process actions have been undertaken
appropriately, with reasons, and whether the appropriate roles have been involved
when carrying out the activities listed above
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10. Directing a Project (DP) Process
• Identify the following activities within the DP process and the responsibilities
within them:
i) Authorizing initiation
ii) Authorizing the project
iii) Authorizing a Stage or Exception Plan
iv) Giving ad hoc direction
v) Authorizing project closure
• Identify how the seven themes may be applied within the DP process
• Analyze whether the recommended DP process actions have been undertaken
11. Initiating a Project (IP) Process
• Identify the following activities within the IP process and the responsibilities
within them:
i) Preparing the Risk Management Strategy
ii) Preparing the Configuration Management Strategy
iii) Preparing the Quality Management Strategy
iv) Preparing the Communication Management Strategy
v) Setting up the project controls
vi) Create the Project Plan
vii) Refining the Business Case
viii) Assembling the Project Initiation Documentation
 Identify how the seven themes may be applied within the IP Process
 Identify the recommended composition of the Project Initiation Documentation, and
in which process(es) it is developed, used and reviewed, and which roles are
responsible
 Identify the recommended IP process actions when carrying out the activities
listed above
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• Analyze whether the Project Initiation Documentation, using the recommended
composition, is fit for its purpose, with reasons, and whether the appropriate roles
have been involved in its development and maintenance throughout
the IP process
• Analyze whether the recommended IP process actions have been undertaken
appropriately, with reasons, and whether the appropriate roles have been
involved when carrying out the activities listed above
12. Controlling a Stage (CS) Process
• Identify the following activities within the CS process and the responsibilities
within them:
i) Authorizing a Work Package
ii) Reviewing Work Package status
iii) Receiving completed Work Packages
iv) Reviewing the stage status
v) Reporting Highlights
vi) Capturing and examining issue and risks
vii) Escalating issues and risks
viii) Taking corrective action
• Identify how the seven themes may be applied within the CS process
• Identify the recommended CS process actions when carrying out the
activities listed above
• Analyze whether the recommended CS process actions have been
undertaken appropriately, with reasons, and whether the appropriate
roles have been involved when carrying out the activities listed above
13. Managing Product Delivery (MP) Process
• Identify the following activities within the MP process and the responsibilities
within them:
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i) Accepting a Work Package
ii) Executing a Work Package
iii) Delivering a Work Package
• Identify how the seven themes may be applied within the MP process
• Identify the recommended MP process actions when carrying out the
• Analyze whether the recommended MP process actions have been undertaken
14. Managing a Stage Boundary (SB) Process
• Identify the following activities within the SB process and the responsibilities
within them:
i) Planning the next stage
ii) Updating the Project Plan
iii) Updating the Business Case
iv) Reporting stage end
v) Producing an Exception Plan
• Identify how the seven themes may be applied within the SB process
• Identify the recommended SB process actions when carrying out the activities
listed above
• Identify whether the recommended SB process actions have been undertaken
15. Closing a Project (CP) Process
• Identify the following activities within the CP process and the responsibilities
within them:
i) Preparing planned closure
ii) Preparing premature closure
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iii) Hand over products
iv) Evaluate the project
v) Recommend project closure
• Identify how the seven themes may be applied within the CP process
• Identify the recommended CP process actions when carrying out the
• Analyze whether the recommended CP process actions have been undertaken
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PRINCE2® Foundation and Practitioner Training Syllabus

1: Overview, Principles and Tailoring PRINCE2 to the Project

1.1 Six aspects of project performance to be managed

2: Business Case (BC) Theme

• Definition of a project output, an outcome, a benefit and a dis-benefit

3: Organization (OR) Theme

• Roles within the Organization theme

4: Quality (QU) Theme

2.1 Recall the recommended quality review team roles

5: Plans (PL) Theme

• Levels of plan recommended by PRINCE2

7: Change (CH) Theme

• Three types of issue

8: Progress (PG) Theme

• Lines of authority and reporting between the four levels of management

9: Starting up a Project (SU) Process

• Starting up a Project (SU) Process

10: Directing a Project (DP) Process

• The purpose of the DP process

11: Initiating a Project (IP) Process

• The purpose of the IP process

• The purpose of the CS process

13: Managing Product Delivery (MP) Process

• The purpose of the MP process

14: Managing a Stage Boundary (SB) Process

 The purpose of the SB process

15: Closing a Project (CP) Process

• The purpose of the CP process

16: Summary and Directed Studies

17: Review of Key Concepts

• Difference between embedding and tailoring PRINCE2

2. Business Case Theme

PRINCE2® Practitioner Syllabus

5.1 The recommended composition of a

3. Organization (OR) Theme

i) Project management team structure

4. Quality (QU) Theme

6.1 The PRINCE2 approach to quality - quality audit trail

Use of the quality review technique for a given product

5. Plans (PL) Theme

7.1 The recommended composition of a Plan, in which process(es) it is

6. Risk (RK) Theme

• The recommended composition of a

7. Change (CH) Theme

1. Configuration Management Strategy

• Analyze whether the Configuration Management Strategy, Configuration Item

8. Progress (PG) Theme

• Identify the recommended composition of a:

9. Starting up a Project (SU) Process

11. Initiating a Project (IP) Process

12. Controlling a Stage (CS) Process

13. Managing Product Delivery (MP) Process

14. Managing a Stage Boundary (SB) Process

15. Closing a Project (CP) Process

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