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Understand how to apply the PRINCE2 principles in context |
- Analyse the application of PRINCE2 principles in context:
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Ensure continued business justification
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Learn from experience
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Define roles, responsibilities and relationships
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Manage by stages
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Manage by exception
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Focus on products
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Tailor to suit the project
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10% |
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Understand how to apply effective people management in successful projects
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- Assess whether an approach to leadership and management of teams is appropriate
- Assess whether an approach to leadership and management of change within a project, and people affected by a project, is appropriate
- Apply the approach to the following:
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communications
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people central to the method
- Apply the key management products required to support the people element of projects:
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communication management approach
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change management approach
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9% |
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Understand how to apply and tailor relevant aspects of PRINCE2 practices in context
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- Business case
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Apply the PRINCE2 ‘business case’ practice, demonstrating an understanding of:
a) the key management products required to support the ‘business case’ practice
- business case
- PID: benefits management approach
- PID: sustainability management approach
- project brief
b) The areas of focus for key roles associated with the ‘business case’ practice
c) Effective management and associated techniques
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Analyse whether an approach to applying the ‘business case’ practice is effective and fit for purpose, taking into consideration: the PRINCE2 principles, and the effective management and associated techniques of the practice, and tailoring to the project’s environment/context
- Organizing
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Apply the PRINCE2 ‘organizing’ practice, demonstrating an understanding of:
a) the key management products required to support the ‘organizing’ practice
- PID: project management team structure
- PID: role descriptions
PID: commercial management approach
b) The areas of focus for key roles associated with the ‘organizing’ practice
c) Effective management and associated techniques
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Analyse whether an approach to applying the ‘organizing’ practice is effective and fit for purpose, taking into consideration: the PRINCE2 principles, and the effective management and associated techniques of the practice, and tailoring to the project’s environment/context
- Plans
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Apply the PRINCE2 ‘plans’ practice, demonstrating an understanding of:
a) the key management products required to support the ‘plans’ practice
- plan (project, stage, team & exception plans)
- project product description
- work package description
b) The areas of focus for key roles associated with the ‘plans’ practice
c) Effective management and associated techniques
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Analyse whether an approach to applying the ‘plans’ practice is effective and fit for purpose, taking into consideration: the PRINCE2 principles, and the effective management and associated techniques of the practice, and tailoring to the project’s environment/context
- Quality
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Apply the PRINCE2 ‘quality’ practice, demonstrating an understanding of:
a) the key management products required to support the ‘quality’ practice
- product description
- project log: product register
- PID: quality management approach
- project log: quality register
b) The areas of focus for key roles associated with the ‘quality’ practice
c) Effective management and associated techniques
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Analyse whether an approach to applying the ‘quality’practice is effective and fit for purpose, taking into consideration: the PRINCE2 principles, and the effective management and associated techniques of the practice, and tailoring to the project’s environment/context
- Risk
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Apply the PRINCE2 ‘risk’ practice, demonstrating an understanding of:
a) the key management products required to support the ‘risk’ practice
- PID: risk management approach
- project log: risk register
b) The areas of focus for key roles associated with the ‘risk’ practice
c) Effective management and associated techniques
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3.5.2 Analyse whether an approach to applying the ‘risk’ practice is effective and fit for purpose, taking into consideration: the PRINCE2 principles, and the effective management and associated techniques of the practice, and tailoring to the project’s environment/context
- Issues
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Apply the PRINCE2 ‘issues’ practice, demonstrating an understanding of:
a) the key management products required to support the ‘issues’ practice
- PID: issue management approach
- issue register
- issue report
b) The areas of focus for key roles associated with the ‘issues’ practice
c) Effective management and associated techniques
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Analyse whether an approach to applying the ‘issues’ practice is effective and fit for purpose, taking into consideration: the PRINCE2 principles, and the effective management and associated techniques of the practice, and tailoring to the project’s environment/context
- Progress
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Apply the PRINCE2 ‘progress’ practice, demonstrating an understanding of:
a) the key management products required to support the ‘progress’ practice
- project log: daily log
- project log: lessons log
- lessons report
- end stage report
- end project report
- checkpoint report
- highlight report
- exception report
- PID: digital and data management approach
b) The areas of focus for key roles associated with the ‘progress’ practice
c) Effective management and associated techniques
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Analyse whether an approach to applying the ‘progress’ practice is effective and fit for purpose, taking into consideration: the PRINCE2 principles, and the effective management and associated techniques of the practice, and tailoring to the project’s environment/context
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51% |
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Understand how to apply (and tailor) relevant aspects of PRINCE2 processes in context
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- Starting up a project
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Carry out the ‘starting up a project’ process, demonstrating an understanding of:
a) The activities, inputs and outputs
b) The recommended roles and responsibilities within the process (RACI table)
c) How the practices are applied
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Analyse whether the ‘starting up a project’ process activities, roles and responsibilities are effective and fit for purpose, taking into consideration: tailoring to the project’s environment/context, the PRINCE2 practices, and the purpose and objectives of the process
- Directing a project
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Carry out the ‘directing a project’ process, demonstrating an understanding of:
a)The activities, inputs and outputs
b) The recommended roles and responsibilities within the process (RACI table)
c) How the practices are applied
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Analyse whether the ‘directing a project’ process activities, roles and responsibilities are effective and fit for purpose, taking into consideration: tailoring to the project’s environment/context, the PRINCE2 practices, and the purpose and objectives of the process
- Initiating a project
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Carry out the ‘initiating a project’ process, demonstrating an understanding of:
a) The activities, inputs and outputs
b) The recommended roles and responsibilities within the process (RACI table)
c) How the practices are applied
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Analyse whether the ‘initiating a project’ process activities, roles and responsibilities are effective and fit for purpose, taking into consideration: tailoring to the project’s environment/context, the PRINCE2 practices, and the purpose and objectives of the process
- Controlling a stage
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Carry out the ‘controlling a stage’ process, demonstrating an understanding of:
a) The activities, inputs and outputs
b) The recommended roles and responsibilities within the process (RACI table)
c) How the practices are applied
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Analyse whether the ‘controlling a stage’ process activities, roles and responsibilities are effective and fit for purpose, taking into consideration: tailoring to the project’s environment/context, the PRINCE2 practices, and the purpose and objectives of the process
- Managing product delivery
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Carry out the ‘managing product delivery’ process, demonstrating an understanding of:
a) The activities, inputs and outputs
b) The recommended roles and responsibilities within the process (RACI table)
c) How the practices are applied
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Analyse whether the ‘managing product delivery’ process activities, roles and responsibilities are effective and fit for purpose, taking into consideration: tailoring to the project’s environment/context, the PRINCE2 practices, and the purpose and objectives of the process
- Managing a stage boundary
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Carry out the ‘managing a stage boundary’ process, demonstrating an understanding of:
a) The activities, inputs and outputs
b) The recommended roles and responsibilities within the process (RACI table)
c) How the practices are applied
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Analyse whether the ‘managing a stage boundary’ process activities, roles and responsibilities are effective and fit for purpose, taking into consideration: tailoring to the project’s environment/context, the PRINCE2 practices, and the purpose and objectives of the process
- Closing a project
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Carry out the ‘closing a project’ process, demonstrating an understanding of:
a) The activities, inputs and outputs
b) The recommended roles and responsibilities within the process (RACI table)
c) How the practices are applied
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Analyse whether the ‘closing a project’ process activities, roles and responsibilities are effective and fit for purpose, taking into consideration: tailoring to the project’s environment/context, the PRINCE2 practices, and the purpose and objectives of the process
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30%
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To achieve the professional designation of PRINCE2 Practitioner Project Management, candidates must clear the PRINCE2 Practitioner Exam with the minimum cut-off score. For those who wish to pass the PRINCE2 Practitioner certification exam with good percentage, please take a look at the following reference document detailing what should be included in PRINCE2 7 Practitioner Exam preparation.