PRINCE2 Training

Prince2 Training course is designed to prepare delegates to successfully get through the PRINCE2 Foundation and Practitioner exams. It provides guidance that gives individuals and organizations the essentials of running a project.

PRINCE2 Training Curriculum

Introduction to PRINCE2

Organisational Challenges
Definition of Project
Need for Project Management Methodology
Introduction to PRINCE2
Six Aspects of Project
Structure of PRINCE2
Benefits of PRINCE2

PRINCE2 Principles

Seven Principles of PRINCE2
Continued Business Justification
Learn From Experience
Roles and Responsibilities
Manage by Stages
Manage by Exception
Focus on Products
Tailor to Suit the Project Environment

Introduction to PRINCE2 Themes

PRINCE2 Themes—Introduction
Seven PRINCE2 Themes
Considerations for Applying PRINCE2 Themes

Business Case Theme

Purpose of Business Case Theme
Business Case—Introduction
Outputs, Outcomes and Benefits of a Project
Relationship between Outputs, Outcomes and Benefits
Benefits Review Plan
Business Case for Different Types of Projects
PRINCE2® Approach to the Business Case
Development of Business Case
Verify and Maintain Business Case
Content of Business Case
Roles and Responsibilities in Business Case Theme

Organisation Theme

Purpose of Organisation Theme
Three Project Interests
Examples of Three Project Interests
PRINCE2® Approach to Organisation
Levels of Organisation
Project Management Team Structure
Role of Executive
Role of Project Manager
Role of Senior User
Role of Project Board
Role of Senior Supplier
Role of Project Assurance
Role of Change Authority
Role of Team Manager
Role of Project Support
Working with the Project Team
Working with the Corporate Organisation
Working with Stakeholders
Procedure for Stakeholder Engagement
Procedure for Stakeholder Engagement—Example
Communication Management Strategy
Roles and Responsibilities in Organisation Theme

Quality Theme

Purpose of Quality Theme
Quality Term—Definition
Project vs. Quality Assurance
PRINCE2® Approach to Quality
Quality Planning
Customer’s Quality Expectations
Customer’s Quality Expectations—Considerations
Acceptance Criteria
Project Product Description
Quality Management Strategy
Product Descriptions
Quality Method
Appraisal Method
Quality Responsibilities
Example of Quality Responsibilities
Quality Register
Example of Quality Register
Quality Control
Quality Review Techniques
Roles in Review Team
Review Preparation
Agenda of Review Meeting
Review Follow-up
Revisiting the Quality Review Technique
Benefits of Quality Review Technique
Revisiting the Quality Review Roles
Quality Records
Approval and Acceptance Records
Roles and Responsibilities in Quality Theme

Plans Theme

Purpose of Plans Theme
Plans Terms—Definitions
Levels of Plan
Project Plan
Stage Plan
Team Plan
Exception Plans
PRINCE2® Approach to Plans
Design the Plan
Define and Analyse the Products
Identify Activities
Identify Dependencies
Identify Dependencies—Example
Prepare the Estimates
Prepare the Schedule
Analyse the Risks
Document the Plan
Benefits of Product-based Planning Technique
Product-based Planning—Scenario
Example of Product-based Planning—Project Product Description
Example of Product-based Planning—Product Breakdown Structure
Example of Product-based Planning—Product Flow Diagram
Roles and Responsibilities in Plans Theme

Risk Theme

Purpose of Risk Theme
Risk Terms—Definitions
Risk Management
PRINCE2® Approach to Risk
Risk Management Strategy
Risk Register
Risk Management Procedure
Risk Management Procedure—Identify
Risk Identification Techniques
Example of Identify
Risk Cause, Risk Event and Risk Effect
Example of Risk Cause, Risk Event and Risk Effect
Risk Management Procedure—Assess
Probability Impact Grid
Risk Management Procedure—Plan
Threat and Opportunity Responses
Example of Risk Responses
Risk Management Procedure—Implement
Example of Implement
Risk Management Procedure—Communicate
Risk Budget
Roles and Responsibilities in Risk Theme

Change Theme

Purpose of Change Theme
Change Terms—Definitions
Change—Terms Definitions
Types of Issues
PRINCE2® Approach to Change—Establish Controls
Configuration Management Strategy
Configuration Management Strategy—Example
Key Terms In Change Theme
Key Terms In Change Theme—Example
Configuration Management Procedure
Issue and Change Control Procedure
Decision Making
Roles and Responsibilities in Change Theme

Progress Theme

Purpose of Progress Theme
Progress Terms—Definition
Six Tolerance Areas by Level
PRINCE2® Approach to Progress
Delegating Authority
Use of Management Stages for Control
Number of Stages
Length of Stages
Technical Stages
Event-Driven and Time-Driven Controls
Capturing and Reporting Lessons
Reporting Progress
Raising Exceptions
Example of Raising Exceptions
Roles and Responsibilities in Progress Theme

Introduction to PRINCE2® Processes

Seven PRINCE2® Processes
PRINCE2® Journey
PRINCE2® Journey—Pre-project
PRINCE2® Journey—Initiation Stage
PRINCE2® Journey—Subsequent Delivery Stages
PRINCE2® Journey—Final Delivery Stage
PRINCE2® Process Model
Structure of the Process Chapters
Management Products
Key to Process Diagrams

Starting up a Project Process

Purpose of Starting up a Project
Objective of Starting up a Project
Starting up a Project—Overview
Starting Up a Project—Activities
Starting Up a Project—Recommendations
Project Brief
Outline Business Case
Starting up a Project Process—Exercise

Directing a Project Process

Directing a Project Process—Project Board
Purpose of Directing a Project
Objective of Directing A Project
Directing a Project—Overview
Directing a Project—Activities
Authorise Initiation
Authorise the Project
Authorise a Stage or Exception Plan
Give Ad Hoc Direction
Authorise a Project Closure
Directing a Project Process—Exercise

Initiating a Project Process

Purpose of Initiating a Project
Objective of Initiating a Project
Initiating a Project—Overview
Initiating a Project—Activities
Risk Management Strategy
Configuration Management Strategy
Quality Management Strategy
Communication Management Strategy
Initiating a Project—Strategies
Initiating a Project—Assemble the Pid
Initiating a Project Process—Exercise

Controlling a Stage Process

Purpose of Controlling a Stage
Objective of Controlling a Stage
Controlling a Stage—Overview
Controlling a Stage—Activities
Controlling a Stage Process—Exercise

Managing Product Delivery Process

Purpose of Managing Product Delivery
Objective of Managing Product Delivery
Managing Product Delivery—Overview
Managing Product Delivery—Activities
Managing a Product Delivery Process—Exercise

Managing a Stage Boundary Process

Purpose of Managing a Stage Boundary
Objective of Managing a Stage Boundary
Managing a Stage Boundary—Overview
Managing a Stage Boundary—Activities
Managing a Stage Boundary—Recommended Actions
Produce An Exception Plan
Managing a Stage Boundary Process—Exercise

Closing a Project Process

Purpose of Closing a Project
Closing a Project
Objectives of Closing a Project
Closing a Project—Overview
Closing a Project—Activities
Closing a Project—Exercise

Tailoring PRINCE2® to Project Environment

Embedding and Tailoring
Approach to Tailoring
Applying PRINCE2®

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