Prince2 Study Cards
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Click any card to reveal the answer
Projects IN Controlled Environments version 2
A structured project management methodology
Seven principles
Seven themes
Seven processes
Continued business justification and Learn from experience and Defined roles and responsibilities and Manage by stages and Manage by exception and Focus on products and Tailor to suit the project environment
There must be a justifiable reason for starting and continuing the project
Lessons from previous projects should be applied to current and future projects
Everyone involved must know what they are accountable for
Projects are planned and controlled stage by stage
Senior management sets tolerance levels and only gets involved when exceeded
Projects must have a clear understanding of what will be delivered
PRINCE2 must be adapted to fit the specific project context
Business case and Organization and Quality and Plans and Risk and Change and Progress
Establishes why the project is needed and remains viable
Defines roles and responsibilities for the project team
Ensures products meet requirements and are fit for purpose
Facilitates communication and control through planning
Identifies and manages threats and opportunities
Manages changes to baseline products
Monitors progress against the plan and highlights deviations
Starting up a project and Directing a project and Initiating a project and Controlling a stage and Managing product delivery and Managing a stage boundary and Closing a project
To ensure prerequisites for initiating the project are in place
To enable the project board to exercise overall control
To establish the project on solid foundations
To assign work and monitor progress within a stage
To control the link between project manager and team managers
To enable the project board to review stage success and approve the next stage
To provide a fixed point for project closure
The group accountable for the success of the project
The single point of accountability for the project
To ensure the project delivers value for money and achieves benefits
Representatives of those who will use the project outputs
To ensure the solution meets user needs and realize benefits
Representative of those designing and developing the solution
To provide resources and expertise for the project
The person given authority to manage the project day-to-day
To manage the project on behalf of the project board
The person responsible for managing a team's work
To coordinate team activities and report progress to project manager
People responsible for monitoring all aspects of project performance
To provide independent oversight of the project for the project board
Person or group given delegated authority to approve changes
Information used to trigger the starting up a project process
Statement defining what the project needs to achieve
Document that defines the project and how it will be managed
Document justifying the investment in the project
Executive summary and reasons and options and expected benefits and expected costs and risks and timescales
During starting up a project process
During initiating a project process
At the end of each stage
Something that is produced by the project
A product that is one of the expected outcomes of the project
A product required for managing the project
Document defining the purpose and quality criteria for a product
Hierarchy showing all the products to be produced
Shows the sequence in which products will be developed
The totality of features that bear on the ability to satisfy stated needs
Determining quality standards and how they will be achieved
Checking products meet the defined quality criteria
Providing confidence that quality requirements will be fulfilled
Record of all planned and completed quality activities
What the customer expects the final product to achieve
Measurable conditions that products must meet to be acceptable
Document describing how when and by whom objectives will be achieved
High-level plan showing major products timescales and resource requirements
Detailed plan for managing a single stage
Optional detailed plan for team manager's work
Plan created when tolerance is forecast to be exceeded
Products not activities
Planning technique that focuses on the products to be delivered
An uncertain event that could affect project objectives
A risk that would have a negative impact
A risk that would have a positive impact
Process of finding and describing risks
Evaluation of probability and impact of risks
Deciding how to respond to identified risks
Avoid and Reduce and Transfer and Accept
Document containing details of identified risks and responses
The amount of risk the project board is willing to take
Something that has happened requiring management action
Proposal for a change to a baseline product
Money set aside to fund approved changes
Process for managing changes to approved baselines
Technical and administrative activities for managing products
Product that is subject to change control
Giving unique identifiers to products
Snapshot of a product at a specific point in time
Report from team manager to project manager on progress
Regular progress report from project manager to project board
Report when stage tolerance is forecast to be exceeded
Report at the end of each stage summarizing performance
Report at project closure covering overall project performance
Experience gained during the project that should be recorded
Permissible deviation from plan without referring to next level
Tolerance set by project board for project manager
Tolerance set by project manager for team manager
Set of information defining work to be done by team manager
Record of informal issues and required actions
Administrative support for the project manager
Review by corporate management at key decision points
Systematic examination of a product against quality criteria
To check products meet their quality criteria before approval
Chair and Reviewers and Administrator
Work required to address comments from a quality review
Acceptance of a product that doesn't fully meet quality criteria
Something that should be provided but currently is not
Plan defining how benefits will be measured after project closure
Achievement of the expected benefits from project outputs
After the project has closed
They are accountable for ensuring benefits are achieved
Technique for measuring project performance against baseline
Temporary organization created to deliver business benefits
It has a defined start and end date
It creates something that has not been done before
Business As Usual - ongoing operational activities
Projects are temporary and unique; BAU is ongoing and repetitive
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