PRINCE2® Foundation

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118 Terms

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**A Project**
A Project: a temporary organisation that is created for the purpose of delivering one or more business products according to an agreed business case
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5 characteristics of a project

1. Change
2. Temporary
3. Cross-functional
4. Unique
5. Uncertainty
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Project environment
Project environment: consistent and tailored approach, embedded into the organisation
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6 aspects to be controlled
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1. Costs
2. Timescales
3. Quality
4. Scope
5. Benefits
6. Risk
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Customer/Stakeholder
Customer/Stakeholder: will specify the desired result
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Supplier
Supplier: will provide the resources and skills to deliver that result
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Principles
Principles: guiding obligations and good practices
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Characteristics of principles
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1. Universal
2. Self-validating
3. Empowering
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The 7 principles
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1. Continued business justification
2. Learn from experience
3. Defined roles and responsibilities 
4. Manage by stages
5. Manage by exception
6. Focus on products
7. Tailor to suit the project
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The purpose of Continued business justification
Drives decision-making to ensure the project remains aligned with the benefits
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The purpose of Learn from experience
Seek opportunities to implement improvements during the life of the project
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The purpose of Defined roles and responsibilities 
Answers the question - what is expected of me?
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The purpose of Manage by stages
Provides review and decision points
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The purpose of Manage by exception
Provides for efficient use of senior management time
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The purpose of Focus on products
Common understanding of quality expectations
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The purpose of Tailor to suit the project
Ensures that the project controls are appropriate - documented in project initiation documentation
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Types of product: Management
Required as part of managing the project, and establishing and maintaining quality

Baselines, records, reports
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Types of product: Specialist
A product whose development is subject to a plan (output or deliverable)

Specific to an individual project
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Themes
Themes: aspects of project management that must be continually addressed
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Processes
Processes: progression through the project lifecycle, from getting started to project closure
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How can Processes be tailored?
Processes: May be combined or adapted
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How can Themes be tailored?
Themes: Could use any appropriate technique
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How can Roles be tailored?
Roles: May be combined or split, but maintain accountability
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How can Management products be tailored?
Management products : May be combined or split, formal or informal
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How can Terminology be tailored?
Terminology: May be changed, but be consistent
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Tailoring affects how a project is managed and so is documented as a part of the Project Initiation Documentation (PID)
Project Manager - Responsible for identifying and documenting the level of tailoring for the project

Team Managers - May suggest tailoring that would help them manage their work packages

Project Assurance / Project Support / Centre of Excellence - Advise the project manager and project board
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The 7 processes

1. Starting up a project
2. Directing a project
3. Initiating a project
4. Controlling a stage
5. Managing product delivery
6. Managing a stage boundary
7. Closing a project
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The purpose of Starting up a project
Do we have a viable and worthwhile project?

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• Ensure there is Business justification

• Authority exists for initiating the project

• Scope has been defined

• Project approach selected

• Project management roles appointed

• Initiation planned

• Time is not wasted on unsound projects
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The purpose of Directing a project
Enable project board to be accountable by making key decisions and exercising overall control

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• Authority to initiate project

• Authority to deliver the project’s product

• Management direction and control

• Project remains viable

• Interface to corporate, programme, customer

• Authority to close

• Plans for benefit realization are managed and reviewed
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The purpose of Initiating a project
Establish solid foundations for the project

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Ensure there is a common understanding of:

• Reasons / benefits / risks to the project

• Scope and products to be delivered

• Product delivery – how, when, how much

• Who makes decisions

• How the quality required will be achieved

• How baselines will be established and controlled

• How risks, issues, changes will be controlled

• Progress monitoring and control

• Information needs (who, format, when)

• Tailoring of method
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The purpose of Controlling a stage
Assign and monitor work, deal with issues and report progress and take corrective actions to ensure the management stage remains within tolerance

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• Maintain focus on product delivery

• Keep risks and issues under control

• Keep business case under review

• Deliver products to meet stated quality, time and cost

• Team is focused on delivering within tolerances
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The purpose of Managing product delivery
Agree requirements for acceptance, execution and delivery with Team Manager(s)

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• Work is authorized and agreed

• Clarify what is to be produced (effort, costs and time)

• Deliver products to expectations and within tolerance

• Report progress regularly to the project manager
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The purpose of Managing a stage boundary
Provide Project Board with information required to approve further work
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The purpose of Closing a project
Fixed point at which project acceptance is confirmed
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Project Brief
Project Brief: provides a full and firm foundation for the initiation of a project

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Document what is known at this time, but do not spend time trying to get details not required yet. Details and precision can be added in the PID.
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The 7 themes

1. Business Case
2. Organisation
3. Quality
4. Plans
5. Risk
6. Change
7. Progress
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Business Case
Business case: the business justification for undertaking a project, based on the estimated costs of development ... against the anticipated benefits to be gained
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Benefits management approach
Benefits management approach: defines the benefits management actions and benefits reviews that will be put in place
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The purpose of Business Case
To establish mechanisms to judge whether the project is (and remains) desirable, viable, and achievable as a means to support decision-making in its (continued) investment
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Output
A specialist product or deliverable
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Outcome
The result of change
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Benefit
Measurable improvement resulting from an outcome perceived as positive
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Dis-benefit
Measurable decline resulting from an outcome perceived as negative
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Business case minimum requirements
 Create and maintain a business justification (Business Case)

 Review and update the business justification (Events / Decisions)

 Define management actions to ensure outcomes are achieved (Benefits Management Approach)

 Define and document roles and responsibilities for the business case and benefits management
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The purpose of Organisation
To define and establish the project’s structure of accountability and responsibilities (the who?)
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Business project interest
Ensures that the business need is met and that the project provides value for money
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User project interest
Specify the project outputs and ensure that they are delivered through the supplier
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Supplier project interest
Provides the necessary (internal / external) skills required to produce the products
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Who carries out the management levels: Directing/Managing/Delivering
Directing - Project Board

Managing - Project Manager

Delivering - Team Manager
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Organisation minimum requirements
 Define its organization structure and roles

 Document the rules for delegating Change Authority responsibilities (if applicable)

 Define the approach to communicating and engaging stakeholders
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Communication management approach
Communication management approach: contains a description of the means and frequency of communication with parties both internal and external to the project. It facilitates engagement with stakeholders
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Project Initiation Documentation (PID)
The purpose of the PID is to define the project, in order to form the basis of its management and an assessment of its overall success

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Project Initiation Documentation (PID)

• Project management team structure

• Role descriptions

• Tailoring of PRINCE2
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Stakeholder
Stakeholder: any individual, group or organization that can affect, be affected by or perceive itself to be affected by an initiative (i.e. programme, project, activity or risk)
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Combining roles Issues and Constraints
Issues:

• Conflicts of interest

• Bottlenecks

• Individual’s Capacity

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Constraints :

• Executive and Project Manager cannot be combined

• Only one Executive or Project Manager

• Executive’s accountability for project success cannot be delegated

• Assurance roles should not be assigned to Project Manager, Team Manager or Project support
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The purpose of Plans
Facilitate communication and control by defining the means of delivering the products
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The 4 types of plans

1. Project plan
2. Stage plan
3. Exception plan (as necessary)
4. Team plan (optional)
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Plans minimum requirements
 Ensure that plans enable the business case to be realized

 Have at least two management stages

 Produce a project plan, and a stage plan for each stage

 Use product-based planning

 Produce specific plans for managing exceptions  Define roles and responsibilities for planning

 Use lessons to inform planning
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Project Product Description (PPD)
Project Product Description (PPD): a special kind of product description that defines what the project must deliver in order to gain acceptance

• There is only one PPD
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Product Description (PD)
Product Description (PD): used to understand a product, the level of quality required, and the skills & activities required to produce, review and approve it

• There will be many PDs
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Product breakdown structure
Product breakdown structure: a hierarchy of all the products to be produced during the plan
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Plan
Plan: provides a statement of how and when objectives are to be achieved, by showing the major products, activities and resources required for the scope of the plan
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Management Stages
Management Stages

• The section of the project that the PM is managing on behalf of the Project Board at any one time

• Only one at a time

• Minimum of 2 in a project (length and number of stages influenced by planning horizon, delivery steps, programme alignment and risk)
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Delivery Steps
Delivery Steps

• A step within the delivery approach

• Included in a management stage as work packages or activities

• Often overlap

• Can span more than one management stage
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The purpose of Risk
To identify, assess and control uncertainty and as a result improve the ability of the project to succeed
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Risk minimum requirements
 Define the risk management approach. Must cover: o How Risks are identified, assessed, planned & implemented

o How management of risk is communicated

o Assessing whether risks might have a material impact on Business Justification

o Roles and responsibilities for risk management.

 Maintain some form of risk register

 Ensure that risks are identified, assessed, managed and reviewed continually

 Use lessons to inform risk identification and management
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Risk
An uncertain event or set of events that, should it occur, will have an effect on the achievement of objectives

Can be opportunity or threat
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Risk management approach
Risk management approach: Describes how risk will be managed
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Risk register
Risk register: Provides a record of identified risks, Could be whiteboard, spreadsheet or dedicated IT system
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Risk management procedure
Identify - Assess - Plan - Implement - Comunicate
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Identify Risk
1\. Identify Context

• Understand objectives that are at risk

• Decide risk management approach

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2\. Identify Risks

• Captured in risk register

• Risk cause • Risk event • Risk effect
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Assess Risk
Estimate

• Probability

• Impact

• Proximity

• Change over time

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Evaluate

• Overall ‘risk exposure’

• Consider ‘risk appetite’ and tolerance

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Probability-impact grid (summary risk profile)
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Plan Risk
Identifying & evaluating risk responses

• Is there residual risk?

• Are there secondary risks?

• Are there any lessons to incorporate?

• Does response give value for money?

• Is response proportional to the risk?

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Plan for threat or opportunity
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Implement Risk
Responsible = Risk Owner

Carries out action = Risk Actionee
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Risk budget
This is a sum of money to fund specific management responses to the project’s threats and opportunities. For example: to cover the costs of any contingent plans should a risk materialize.
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Risk cause
Risk cause

• Source of the risk

• Potential trigger points

• Internal or external
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Risk event
Risk event

• Describes the uncertainty

• Threat or opportunity?
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Risk effect
Risk effect

• Describes the impact on project objectives
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The purpose of Quality
Define and implement the means by which the project will verify products that are fit for purpose
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Quality minimum requirements
 Define its quality management approach. Must cover:

o Approach to Quality Control

o Approach to Project Assurance

o How management of quality is communicated

o Roles and Responsibilities for quality management

 Specify explicit criteria for products in their product descriptions

 Maintain quality records and a quality register

 Specify Customer Quality Expectations and prioritised Acceptance Criteria

 Use lessons to inform quality planning, expectations and criteria
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Defining quality
Customer’s quality expectations

• A statement about the quality expected from the project product

• Captured in the project product description

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Acceptance criteria

• A prioritized list of measurable criteria that the project product must meet before the customer will accept it

• Captured in the project product description

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Quality criteria

• A description of the quality specification that an individual product must meet before it can be approved

• Captured in a product description
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Quality activities
Quality planning, Quality Control, Quality assurance
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Quality Planning
Create the project product description, Agree the quality management approach, Create product descriptions as required, Add planned quality activities to the quality register as required
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Quality Control
Check the quality criteria have been met for each product, Update the quality register with the results of each quality activity, Identify ways to improve procedures & processes
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Quality Assurance
Provide confidence that outputs will meet quality criteria when tested under quality control, This is independent of the project (unlike project assurance)
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Quality Assurance
Quality assurance: provides a check that the project’s direction and management are adequate for the nature of the project and that it complies with relevant corporate, programme management or customer standards and policies.

Quality assurance is therefore independent of the project.
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Project Assurance
Project assurance is the project board’s responsibility to assure itself that the project is being conducted correctly. The project board members each have a specific area of focus for project assurance, namely business assurance for the executive, user assurance for the senior user(s) and supplier assurance for the senior supplier(s).

Project assurance is therefore independent of the project manager BUT NOT independent of the project
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Quality management approach
Quality management approach: describes how quality will be managed. This includes specific processes, procedures, techniques, standards and responsibilities to be applied.”
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Quality Register
Quality Register: used to summarize all the quality management activities that are planned or have taken place
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The purpose of Change
Identify, assess and control any potential and approved changes to the project baselines
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Issue
Any relevant event that has happened, was not planned and requires management action
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3 Types of Issues

1. Request for change - proposal for change to a baseline
2. Off-specification - something that *should* be provided but is not
3. Problem/concern - any other issues the PM needs to resolve or escalate
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Change minimum requirements
 Define its change control approach. Must cover:

o How issues are identified and managed

o Assessing whether issues have a material impact on business justification

o The roles and responsibilities for change control including a Change Authority

 Define how baselines are created, maintained and controlled

 Maintain some form of issue register

 Ensure that issues are captured, examined, managed and reviewed

 Use lessons to inform issue identification and management
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Change control approach
Change control approach: how, and by whom, the project’s products will be controlled and protected
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Issue register
Issue register: captures and maintains information on issues that are being formally managed
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Issue report
Issue report: Contains the description, impact assessment and recommendations for a change, off-specification or a problem / concern

Only created for issues that need to be handled formally
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Configuration item record
Configuration item record: a record that describes the status, version and variant of a configuration item, and relationships between them

• Make one for each item that needs to be controlled and baselined
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Product status account
Product status account: Used to provide information about the state of products within defined limits

• May be derived from configuration item records or a stage plan
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Change budget
Funds the cost of requests for change and possibly their analysis costs

• Reduces number of exceptions

• More realistic expectation of overall cost and schedule

• Delegated Change Authority limits:

• Cost of a single change

• Amount spent in any one stage
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Change control procedure
Capture - Assess - Propose - Decide - Implement
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Options analysis
Advantage gained and impact of implementing