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PRINCE2 (Projects IN Controlled Environments)
PRINCE2 (Projects IN Controlled Environments) is a process-based approach for project management providing an easily tailored and scalable method for the management of all types of projects. The method is the de-facto standard for project management in the UK and is practiced worldwide.
Why Prince2?
Using PRINCE2 provides you with greater control of resources, and the ability to manage business and project risk more effectively. This will benefit Individuals and Organisations.
History
PRINCE2 derives from an earlier method called PROMPTII and from the PRINCE project-management method,which was initially developed in 1989 by the Central Computer and Telecommunications Agency (CCTA) as a UK Government standard for information systems (IT) project management. PRINCE is an acronym for Projects In Controlled Environments.
It soon became regularly applied outside the purely IT environment.[1] PRINCE2 was released in 1996 as a generic project management method.[2] PRINCE2 has become increasingly popular and is now a de facto standard for project management in many UK government departments and across the United Nations system.
Individuals (seeking leading project management skills and greater employment prospects)
- Learn how to manage projects or to work in a project environment using the most internationally recognized project management method.
- Ensure that team members focus on the viability of the project in relation to its business case objectives – rather than simply seeing the completion of the project as an end in itself.
- Promote consistency of project work and the ability to reuse project assets while facilitating staff mobility and reducing the impact of personnel changes/handovers.
- Design plans and reports to meet the needs of each level in the project team and Project Board, improving communication and control.
- Mitigate perceived problems and issues and focus on the viability of the project throughout.
- Evaluate the project portfolio to bring clarity and allow improvements in reviewing projects
Organisations
PRINCE2’s formal recognition of responsibilities within a project, together with its focus on what a project is to deliver (the why, when and for whom) provides your organisation’s projects with:
- A common, consistent approach
- A controlled and organised start, middle and end
- Regular reviews of progress against plan
- Assurance that the project continues to have a business justification
Prince 2 Foundation
A great place to start, the PRINCE2 Foundation qualification covers the basic methodology and terminology of PRINCE2. The foundation level is also a pre-requisite for the practitioner certification.
| S.No | Main Topic | Sub Topic | Day |
|---|---|---|---|
| 1 | Introduction | 1.1: The Purpose of This Manual 1.2: The Importance of Projects 1.3: What Makes Projects Different? 1.4: Why Have a Project Management Method? 1.5: Introducing PRINCE2 1.6: Related OGC Guidance 1.7: Benefits of PRINCE2 | |
| 2 | Principles | Overview 2.1: Continued Business Justification 2.2: Learn from Experience 2.3: Defined Roles and Responsibilities 2.4: Manage by Stages 2.5: Manage by Exception 2.6: Focus on Products 2.7: Tailor to Suit the Project Environment | |
| 3 | Introduction to PRINCE2 Themes | 3.1: What are the Themes? 3.2: Applying the Themes 3.3: Format of the Themes | 1 |
| 4 | Business Case | 4.1: Purpose 4.2: Business Case Defined 4.3: The PRINCE2 Approach to the Business Case 4.4: Responsibilities | |
| 5 | Organization | 5.1: Purpose 5.2: Organization Defined 5.3: The PRINCE2 Approach to Organization 5.4: Responsibilities | |
| 6 | Quality | 6.1: Purpose 6.2: Quality Defined 6.3: The PRINCE2 Approach to Quality 6.4: Responsibilities | |
| 7 | Plans | 7.1: Purpose 7.2: Plans Defined 7.3: The PRINCE2 Approach to Plans 7.4: Responsibilities | |
| 8 | Risk | 8.1: Purpose 8.2: Risk Defined 8.3: The PRINCE2 Approach to Risk 8.4: Responsibilities | |
| 9 | Change | 9.1: Purpose 9.2: Change Defined 9.3: The PRINCE2 Approach to Change 9.4: Responsibilities | |
| 10 | Progress | 10.1: Purpose 10.2: Progress Defined 10.3: The PRINCE2 Approach to Progress 10.4: Responsibilities | |
| 11 | Introduction to Processes | 11.1: The PRINCE2 Processes 11.2: The PRINCE2 Journey 11.3: The PRINCE2 Process Model 11.4: Structure of The Process Chapters | |
| 12 | Starting Up a Project | 12.1: Purpose 12.2: Objective 12.3: Context 12.4: Activities | |
| 13 | Directing a Project | 13.1: Purpose 13.2: Objective 13.3: Context 13.4: Activities | |
| 14 | Initiating a Project | 14.1: Purpose 14.2: Objective 14.3: Context 14.4: Activities | 2 |
| 15 | Controlling a Stage | 15.1: Purpose 15.2: Objective 15.3: Context 15.4: Activities | |
| 16 | Managing Product Delivery | 16.1: Purpose 16.2: Objective 16.3: Context 16.4: Activities | |
| 17 | Managing a Stage Boundary | 17.1: Purpose 17.2: Objective 17.3: Context 17.4: Activities | |
| 18 | Closing a Projec | 18.1: Purpose 18.2: Objective 18.3: Context 18.4: Activities | |
| 19 | Tailoring PRINCE2 to the Project Environment | 19.1: What is Tailoring? 19.2: General Approach to Tailoring 19.3: Examples of Tailoring Prince2 19.4: Projects in a Programme Environment 19.5: Project Scale 19.6: Commercial Customer/Supplier Environment 19.7: Multi-Organization Projects 19.8: Project Type 19.9: Sector Differences 19.10: Project Management Bodies of Knowledge | |
| 20 | ReCap & Exam | 20.1: ReCap 20.2: Model Exam |
Below is the exam format
- Multiple choice
- 75 questions per paper
- 5 questions to be trial and not counted in scores
- 35 marks required to pass (out of 70 available) – 50%
- 60 minutes duration
- Close Book
Who can attend the Prince 2 foundation
Project managers
Directors/executives (senior responsible owners) of projects, and
Organisations.