PRINCE2 Foundation and Practitioner
Description
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Managing a Successful Project Using
Syllabus
2013
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1. Introduction
The Managing Successful Projects with PRINCE2 manual …
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Managing a Successful Project Using
Syllabus
2013
Version 1.5 (Status Live) Page 1 Owner Chief Examiner
© AXELOS Limited 2010
All rights reserved.
Reproduction of this material requires the permission of AXELOS
Limited.
T he swirl logo™ is a trade mark of AXELOS Limited
PRINCE2® is a registered trade mark of AXELOS Limited
1. Introduction
The Managing Successful Projects with PRINCE2 manual provides
guidance on the principles, processes and themes to use to manage
projects in any environment.
This syllabus is based on the Managing Successful Projects with
PRINCE2 manual issued in June 2009 by OGC and the TSO. It reflects
both the Foundation and Practitioner levels of examination.
The primary purpose of the syllabus is to provide a basis for
accreditation of people involved with PRINCE2. It documents the
learning outcomes related to use of PRINCE2 and describes the
requirements a candidate is expected to meet to demonstrate that
these learning outcomes have been achieved at each qualification
level.
The target audience for this document is:
Exam Board
Exam Panel
Accredited Training Organizations.
This syllabus informs the design of the exams and provides
accredited training organizations with a more detailed breakdown of
what the exams will assess. Details of the exam structure and
content are documented in the PRINCE2 Foundation and Practitioner
Exam Designs.
2. Foundation Qualification
2.1 Purpose of the Foundation Qualification
The purpose of the Foundation qualification is to confirm that a
candidate has sufficient knowledge and understanding of the PRINCE2
method to be able to work effectively with, or as a member of, a
project management team working within an environment supporting
PRINCE2. The Foundation qualification is also a pre-requisite for
the Practitioner qualification.
2.2 Target Audience
This qualification is aimed at project managers and aspiring
project managers. It is also relevant to other key staff involved
in the design, development and delivery of projects, including:
Project Board members (e.g. Senior Responsible Owners), Team
Managers (e.g. Product Delivery Managers), Project Assurance (e.g.
Business Change Analysts), Project Support (e.g. Project and
Programme Office personnel) and operational line
managers/staff.
2.3 High Level Performance Definition of a Successful Candidate
A candidate should understand the structure and key terminology of
the method. Specifically the candidate should understand:-
• The characteristics and context of a project and the benefits of
adopting PRINCE2
• The purpose of the PRINCE2 roles, management products and
themes
• The PRINCE2 principles
• The purpose, objectives and context of the PRINCE2 processes.
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3.Practitioner Qualification
3.1 Purpose of the Practitioner Qualification
The purpose of the Practitioner qualification is to confirm whether
the candidate has achieved sufficient understanding of how to apply
and tailor PRINCE2 in a scenario situation. A successful
Practitioner candidate should, with suitable direction, be able to
start applying the method to a real project but may not be
sufficiently skilled to do this appropriately for all situations.
Their individual project management expertise, complexity of the
project and the support provided for the use of PRINCE2 in their
work environment will all be factors that impact what the
Practitioner can achieve.
3.2 Target Audience
This qualification is aimed at project managers and aspiring
project managers. It is also relevant to other key staff involved
in the design, development and delivery of projects, including:
Project Board members (e.g. Senior Responsible Owners), Team
Managers (e.g. Product Delivery Managers), Project Assurance (e.g.
Business Change Analysts), Project Support (e.g. Project and
Programme Office personnel) and operational line
managers/staff.
3.3 High Level Performance Definition of a Successful Candidate
Candidates should be able to apply and understand how to tailor
PRINCE2 effectively to a project within an organization environment
supporting PRINCE2. Specifically candidates should:-
•Understand the relationships between the roles, management
products, principles, themes, techniques and processes
•Be able to apply the principles, themes and processes to a
project
•Be able to create and assess management products.
4.Learning Outcomes Assessment Model
A classification widely used when designing assessments for
certification and education is the Bloom’s Taxonomy of Educational
Objectives. This classifies learning objectives into six ascending
learning levels, each defining a higher degree of competencies and
skills. (Bloom et al, 1956, Taxonomy of Educational
Objectives).
AXELOS Limited have adapted this into a four-step variation of the
Bloom’s model – TheAXELOS Limited Learning Outcomes Assessment
Model w hich defines the standard foreach qualification’s Learning
Outcome Assessment Model. The Model is used as a basis for
classifying learning outcomes w hen developing exam qualification
schemes and syllabi.
This structured approach helps to ensure:
There is a clear delineation in learning level content between
different qualificationlevels
Learning outcomes are documented consistently across different
manual areas
Exam questions and papers are pitched appropriately and
consistently for each of thelearning levels.
4.1 PRINCE2 Learning Outcome Assessment Model
For PRINCE2 the four levels of learning outcomes are shown below.
These learning outcomes are independent of the method used to
assess whether a qualification level has been achieved.
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5.Syllabus Presentation
For each of the above learning levels, the syllabus defines the
individual learning outcomes required for the qualification. Each
learning outcome is then supported by a description of the
requirements that a candidate is expected to meet to demonstrate
that the learning outcome has been achieved at the qualification
level indicated. These are shown as syllabus topics.
All Foundation level requirements are assumed to have been met for
Practitioner level and are not directly assessed again, although
Foundation level knowledge and understanding will be used when
demonstrating Practitioner application and analysis learning
outcomes.
Each of the subject areas is presented in a similar format as
follows:
1.Syllabus areaUnit of learning, e.g. chapter of the manual.
2.Learning OutcomeA statement of what a candidate will be expected
to know, (topic headerunderstand or do. shown in bold)
3.Level Classification of the learning outcome against the AXELOS
Limited Learning Outcomes Assessment Model.
4.TopicDescription of what is required of the candidate to
demonstrate that a learning outcome has been achieved at the
qualification level indicated. PRINCE2 Learning Outcomes Assessment
Model 1.Knowledge 2. Comprehension3. Application4. Analysis
Generic Definition from AXELOS Learning Outcomes Assessment
Model
Know key facts, terms and concepts from the manual/guidance
Understand key concepts from the manual/guidance
Be able to apply key concepts relating to the syllabus area for a
given scenario
Be able to identify, analyse and distinguish between appropriate
and inappropriate use of the method/guidance for a given scenario
situation
PRINCE2 Learning Outcome Assessment Model
Know facts, including terms, concepts, principles, themes,
processes, and responsibilities from the guidance.
Understand the principles, processes, themes, the project’s
environment and roles and can explain how these are applied on/are
involved with a project.
Be able to:
(i) Use the themes appropriately;
(ii) Create the management products;
(iii) Tailor the processes and themes appropriately
for a given project scenario.
Be able identify, analyse and distinguish between appropriate and
inappropriate use of the method through appraisal of completed
products and planned or completed project events for a given
project scenario.
Limited
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6.Syllabus Areas
Syllabus Area Code
Syllabus Area Title
OV
Overview, Principles and Tailoring PRINCE2 to the project
environment
BC
Business Case theme
OR
Organization theme
QU
Quality theme
PL
Plans theme
RK
Risk theme
CH
Change theme
PG
Progress theme
SU
Starting up a Project process
DP
Directing a Project process
IP
Initiating a Project process
SB
Managing a Stage Boundary process
CS
Controlling a Stage process
MP
Managing Product Delivery process
CP
Closing a Project process
With the exception of the quality review technique, the examples
and techniques shown in shaded boxes throughout the PRINCE2 manual
are not examined.
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Syllabus Area Code
OV
Syllabus Area :
Overview, Principles and Tailoring PRINCE2 to the Project
Environment Foundation Practitioner Primary Manual Reference
Level
Topic
Know facts, terms and concepts relating to the overview, principles
and tailoring PRINCE2 to the project environment.
Specifically to recall the:
01
01
Six aspects of project performance to be managed 1.5.2
01
02
Definition of a project 1.3
01
03
Four integrated elements of principles, themes, processes and the
project environment upon which PRINCE2 is based 1.5.3
01
04
Customer/supplier context of a PRINCE2 project 5.1
Understand terms and concepts relating to the overview, principles
and tailoring PRINCE2 to the project environment, and explain how
these are applied on/are involved with a project.
Specifically to identify the:
02
01
Benefits of using PRINCE2 1.7
02
02
Seven principles 2
02
03
Characteristics of a project 1.3
02
04
Difference between embedding and tailoring PRINCE2 19.1
02
05
Context of a customer/supplier environment and how it affects the
application of the themes, processes and management products within
a project 19.6
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Syllabus Area Code
BC
Syllabus Area :
Business Case (BC) Theme Foundation Practitioner Primary Manual
Reference
Level
Topic
Know facts, terms and concepts relating to the Business Case theme.
Specifically to recall the:
01
01
Definition of a project output, an outcome, a benefitand a
dis-benefit 4.2.2, 4.3.4.4
Understand how the Business Case theme relates to the principles;
the approach to the treatment of this theme; how it is applied
throughout the project life-cycle and the responsibilities
involved.
Specifically to identify:
02
01
The purpose of the Business Case theme 4.1
02
02
The purpose of a
1. Business Case
2. Benefits Review PlanA.2.1 A.1.1
02
03
The recommended composition of a
1. Business Case, and in which process(es) it is developed,
verified, maintained and confirmed and which roles are responsible
for this
2. Benefits Review Plan, and in which process(es) it is developed,
used and reviewed and which roles are responsible for this A.1.2,
A.2.2, 4.3, 4.3.1-4, 12.4.4, 13.4.1-5, 14.4.7, 15.4.4-7, 17.4.3-4,
18.4.3-4, C/Table 4.1
02
04
The relationship between a programme’s business case and a
project’s Business Case 4.3.1, 4.3.2, 4.3.3
Be able to apply and tailor the relevant aspects of the Business
Case theme to a project scenario, when creating products or making
decisions related to this theme, in any or all of the
processes.
Specifically to:
03
01
Identify appropriate information, using the recommended
composition, for inclusion in the products listed in 0203 above
03
02
Identify outputs, outcomes, benefitsand dis-benefits 4.2.2,
4.3.4.4
Able to identify, analyse and distinguish between appropriate and
inappropriate application of the Business Case theme throughout the
life-cycle of a project scenario.
Specifically to analyse:
04
01
Whether the products listed in 0203 above, using the recommended
composition, are fit for purpose, with reasons, and whether the
appropriate roles have been involved in their development and
maintenance throughout the life of a project
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Syllabus Area Code
OR
Syllabus Area :
Organization (OR) Theme Foundation Practitioner Primary Manual
Reference
Level
Topic
Know facts, terms and concepts relating to the Organization theme.
Specifically to recall the:
01
01
Roles within the Organization theme 5.3.2
Understand how the Organization theme relates to the principles;
the approach to the treatment of this theme; how it is applied
throughout the project life-cycle and the responsibilities
involved.
Specifically to identify:
02
01
The purpose of the Organization theme 5.1
02
02
The three project interests and how these are represented within
the three levels of the project management team structure 5.2.5
5.3.2
02
03
The responsibilities and characteristics of the role of the:
1. Project Board
2. Project Manager
3. Project Assurance
4. Change Authority
5. Team Manager
6. Project Support 5.3.2.2 5.3.2.6 5.3.2.3 5.3.2.4 5.3.2.7
5.3.2.8
02
04
What a stakeholder is 5.2.5
02
05
The purpose of the Communication Management Strategy A.4.1,
5.3.5.3
02
06
How the four levels of the project management structure apply to
the process model 5.3.1
02
07
The relationship between the Communication Management Strategy and
other products and themes 5.3.2.2, 5.3.5.3, 8.3.5.5, 10.3.3.4,
13.4.5, 14.4.5, 14.4.6, 14.4.8, 15.4.6, 17.4.4, 18.4.5
02
08
The recommended composition of a Communication Management Strategy,
in which process(es) it is developed, used and reviewed and which
roles are responsible for this A.4.2, 5.3.5.3, 13.4.2-5, 14.4.4-6,
15.4.4-6, 17.4.2, 17.4.4, 18.4.4-5, C/Table 5.1
Be able to apply and tailor the relevant aspects of the
Organization theme to a project scenario, when creating products or
making decisions related to this theme, in any or all of the
processes.
Specifically to:
03
01
Identify an appropriate project management team structure and role
descriptions, including acceptable role consolidations or sharing
5.3.2, C
03
02
Identify appropriate information, using the recommended
composition, for inclusion in a Communication Management Strategy
A.4.2
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Be able to identify, analyse and distinguish between appropriate
and inappropriate application of the Organization theme throughout
the life-cycle of a project scenario.
Specifically to analyse:
04
01
Whether the following products, using the recommended composition,
are fit for purpose, with reasons, and whether the correct roles
have been involved in their development and maintenance throughout
the life of a project. Including:
1. Project management team structure
2. Communication Management Strategy 5.3.2, C/Table 5.1 A.4.2
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Syllabus Area Code
QU
Syllabus Area :
Quality (QU) Theme Foundation Practitioner Primary Manual
Reference
Level
Topic
Know facts, terms and concepts relating to the Quality theme.
Specifically to recall the:
01
01
Recall the recommended quality review team roles 6.3.2.1
Understand how the Quality theme relates to the principles; the
approach to the treatment of this theme; how it is applied
throughout the project life-cycle and the responsibilities
involved.
Specifically to identify:
02
01
The purpose of the Quality theme 6.1
02
02
The difference between quality assurance and Project Assurance
6.2.6 Tab 6.1
02
03
The objectives of the quality review technique 6.3.2.1
02
04
The difference between quality planning, quality control and
quality assurance 6.3.1, 6.3.2, 6.2.6
02
05
The difference between customer’s quality expectations and
acceptance criteria 6.3.1.1, 6.3.1.2
02
06
The purpose of a:
1. Project Product Description
2. Product Description
3. Quality Register
4. Quality Management Strategy A.21.1 A.17.1 A.23.1 A.22.1
02
07
The PRINCE2 approach to quality - quality audit trail 6.3
02
08
The recommended composition of a
1. Project Product Description
2. Product Description
3. Quality Register
4. Quality Management Strategy
and in which process(es) they are developed, used and reviewed and
which roles are responsible for this A.21.2, A.17.2, A.22.2,
A.23.2, 6.3.1.4, 6.3.1.5, 12.4.4-5, 13..4.1, 13.4.2, 13.4.3,
14.4.3-6, 14.4.6, 15.4.1, 15.4.1-5, 16.4.1-3, 17.4.1, 17.4.2,
17.4.4-5, 18.4.1, 18.4.4-5, C/Table 6.3
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Be able to apply and tailor the relevant aspects of the Quality
theme to a project scenario, when creating products or making
decisions related to this theme, in any or all of the
processes.
Specifically to:
03
01
Identify appropriate information, using the recommended
composition, for inclusion in the products listed in 0208 above
03
02
Identify appropriate actions and responsibilities when applying the
quality review technique to a given product 6.3.2.1
03
03
Identify appropriate actions and responsibilities when applying
quality planning and quality control to a given project 6.3.1,
6.3.2
Be able to identify, analyse and distinguish between appropriate
and inappropriate application of the Quality theme throughout the
life-cycle of a project scenario.
Specifically to analyse:
04
01
Whether the products listed in 0208 above, using the recommended
composition, are fit for purpose, with reasons, and whether the
appropriate roles have been involved in their development and
maintenance throughout the life of a project
04
02
Use of the quality review technique for a given product
6.3.2.1
04
03
Whether quality planning activities have been, or are scheduled to
be, undertaken appropriately during the execution of a project,
with reasons, and whether the appropriate roles have been involved.
Including:
Understanding and documenting the customer’s qualityexpectations
and the project’s acceptance criteria in the Project Product
Description
Formulating a Quality Management Strategy and setting up aQuality
Register 6.3.1 6.3.1.1 6.3.1.2 6.3.1.3 6.3.1.4 6.3.1.6
04
04
Whether quality control activities have been, or are scheduled to
be, undertaken appropriately during the execution of a project,
with reasons, and whether the appropriate roles have been involved.
Including:
Carrying out the quality methods
Maintaining quality and approval records
Gaining acceptance6.3.2 6.3.2.1 6.3.2.2 6.3.2.3 6.3.2.4
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Syllabus Area Code
PL
Syllabus Area :
Plans (PL) Theme Foundation Practitioner Primary Manual
Reference
Level
Topic
Know the facts, terms and concepts relating to the Plans theme.
Specifically to recall the:
01
01
Levels of plan recommended by PRINCE2 7.2.3
01
02
Four tasks of product-based planning 7.3.3
Understand how the Plans theme relates to the principles; the
approach to the treatment of this theme; how it is applied
throughout the project life-cycle and the responsibilities
involved.
Specifically to identify:
02
01
The purpose of the Plans theme 7.1
02
02
The levels of plans, their purpose and the interrelationship
between the:
1. Project Plan
2. Stage Plans
3. Team Plans
4. Exception Plan7.2.3-7
02
03
The tasks within the product-based planning technique 7.3.3.1-4
App D
02
04
The recommended composition of a Plan, in which process(es) it is
developed, used and reviewed, and which roles are responsible for
this A.16.2, 7.2.3, 7.3.3-7.3.8, 12.4.6, 13.4.1-13.4.3, 13.4.5,
14.4.6, 14.4.7, 15.4.1-8, 16.4.1-3, 17.4.4, 18.4.1, C/ Table
7.1
Be able to apply and tailor the relevant aspects of the Plans theme
to a project scenario, when creating products or making decisions
related to this theme, in any or all of the processes.
Specifically to:
03
01
Identify appropriate information, using the recommended
composition, for inclusion in a Plan (excluding the schedule)
A.16.2, 7.3.3-7.3.8
03
02
Identify the appropriate actions and responsibilities when applying
the product-based planning technique, including the creation of
Product Descriptions, a product breakdown structure and a product
flow diagram 7.3.3.1-4, D
Be able to identify, analyse and distinguish between appropriate
and inappropriate application of the Plans theme throughout the
life-cycle of a project scenario.
Specifically to analyse:
04
01
Whether a Plan (excluding the schedule), using the recommended
composition, is fit for its purpose, with reasons, and whether the
appropriate roles have been involved in its development and
maintenance throughout the life of a project A.16.2, 7.3.3-7.3.8,
C/Table 7.1
04
02
Whether the Product-based planning technique has been applied
appropriately. This should include analysing the appropriate
application of Product Descriptions, a product breakdown structure
and a product flow diagram, with reasons 7.3.3.1-4, D
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Syllabus Area Code
RK
Syllabus Area :
Risk (RK) Theme Foundation Practitioner Primary Manual
Reference
Level
Topic
Know facts, terms and concepts relating to the Risk theme.
Specifically to recall the:
01
01
The definition of a risk and the difference between a threat and an
opportunity 8.2.1
01
02
The recommended risk response types and whether they are used to
respond to a threat or an opportunity. Fig 8.7, Tab 8.2
01
03
The difference between a risk owner and a risk actionee
8.3.5.4
Understand how the Risk theme relates to the principles; the
approach to the treatment of this theme; how it is applied
throughout the project life-cycle and the responsibilities
involved.
Specifically to identify:
02
01
The purpose of the Risk theme 8.1
02
02
The steps within the recommended risk management procedure. This
should include:
Identify the context and therefore the influences on a project’s
Risk Management Strategy
Identify the threats and opportunities that may affect a project’s
objectives
Estimate risks to assess their probability, impact and
proximity
Evaluate the net effect of all risks on a project when
aggregatedtogether
Plan risk management responses
Implement planned risk management responses, identifying
anappropriate risk owner and/or risk actionee
Communicate information related to risks, both within the project
and externally to stakeholders 8.3.5 8.2.2 8.3.5.1 8.2.1 8.3.5.2
8.3.5.3 8.3.5.4 8.3.5.5
02
03
The purpose of a risk budget 8.3.6
02
04
The risk probability, risk impact and risk proximity 8.3.5.2
02
05
The difference between cause, event and effect when expressing a
risk 8.3.5.1
02
06
The purpose of a:
1. Risk Management Strategy
2. Risk Register A.24.1 A.25.1
02
07
The concept of risk appetite and risk tolerance 8.3.2, 8.3.3
02
08
The recommended composition of a
1. Risk Management Strategy
2. Risk Register
and in which process(es) they are developed, used and reviewed, and
which roles are responsible for this A.24.2, A.25.2, 8.3.3-4,
13.4.2, 13.4.5, 14.4.1-7, 15.4.1-2, 15.4.4-8, 16.4.1, 17.4.1-5,
18.4.3-5, C/Table 8.2 & 8.3
02
09
The concept of inherent, secondary and residual risks 8.3.5.3
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Be able to apply and tailor the relevant aspects of the Risk theme
to a project scenario, when creating products or making decisions
related to this theme, in any or all of the processes.
Specifically to:
03
01
Identify appropriate information, using the recommended
composition, for inclusion in the products listed in 0208 above
03
02
Identify the appropriate actions and responsibilities when applying
the steps within the recommended risk management procedure, as
listed in 0202 above 8.3.5 C/Table 8.2 & 8.3
03
03
Identify primary and secondary risks and estimate inherent and
residual risks 8.3.5.3
Be able to identify, analyse and distinguish between appropriate
and inappropriate application of the Risk theme throughout the
life-cycle of a project scenario.
Specifically to analyse:
04
01
Whether the products listed in 0208 above, using the recommended
composition, are fit for purpose, with reasons, and whether the
appropriate roles have been involved in their development and
maintenance throughout the life of a project
04
02
Whether activities undertaken during the execution of the
recommended risk management procedure (listed in 0202 above) are
appropriate, with reasons, and whether the appropriate roles have
been involved 8.3.5 C/Table 8.2 & 8.3
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Syllabus Area Code
CH
Syllabus Area :
Change (CH) Theme Foundation Practitioner Primary Manual
Reference
Level
Topic
Know facts, terms and concepts relating to the Change theme.
Specifically to recall the:
01
01
Three types of issue 9.2.4, Tab 9.1
01
02
Five typical activities of configuration management 9.3.2
Understand how the Change theme relates to the principles; the
approach to the treatment of this theme; how it is applied
throughout the project life-cycle and the responsibilities
involved.
Specifically to identify:
02
01
The purpose of the Change theme 9.1
02
02
The purpose of a change budget 9.3.1.1
02
03
The purpose of a:
1. Configuration Management Strategy
2. Configuration Item Record
3. Issue Report
4. Issue Register
5. Product Status Account A.6.1 A.5.1 A.13.1/2 A.12.1/2
A.18.1
02
04
The steps in the recommended issue and change control procedure
9.3.3, 9.3.3.1-5
02
05
In which process(es) issues are captured and managed, and which
roles are responsible SU, 15.4.6-8, C/Table 9.2 and 9.3
02
06
In which process(es) a change budget and a Change Authority are
agreed and which roles are responsible 14.4.2, 13.4.2, C.1.1
02
07
The recommended composition of a:
1. Configuration Management Strategy
2. Configuration Item Record
3. Issue Report
4. Issue Register
5. Product Status Account
and in which process(es) they are developed, used and reviewed, and
which roles are responsible for this A.6.2 A.5.2 A.13.2 A.12.2
A.18.2 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3,
17.4.5, 18.4.2-5, C/Table 9.2 and 9.3
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Be able to apply and tailor the relevant aspects of the Change
theme to a project scenario, when creating products or making
decisions related to this theme, in any or all of the
processes.
Specifically to:
03
01
Identify appropriate information, using the recommended
composition, for inclusion in the products listed in 0207 above
03
02
Identify the appropriate type for a given issue 9.2.4
03
03
Identify the appropriate actions and responsibilities when applying
the recommended issue and change control procedure 9.3.3
03
04
Identify appropriate resource(s) for the role of Change Authority
9.3.1.1, C.8
03
05
Identify the appropriate actions and responsibilities when applying
the typical activities of configuration management 9.3.2
Be able to identify, analyse and distinguish between appropriate
and inappropriate application of the Change theme throughout the
life-cycle of a project scenario.
Specifically to analyse:
04
01
Whether the products listed in 0207 above, using the recommended
composition, are fit for purpose, with reasons, and whether the
appropriate roles have been involved in their development and
maintenance throughout the life of a project
04
02
Whether activities undertaken during the execution of the
recommended issue and change control procedure are appropriate,
with reasons, and whether the appropriate roles have been involved.
Including activities associated with:
Capturing and analyzing to determine the type of issue and
whether it can be managed informally or formally
Examining an issue to determine its impact
Proposing a course of action
Deciding on appropriate course of action
Implementing agreed action 9.3.3 9.3.3.1 9.3.3.2 9.3.3.3
9.3.3.4 9.3.3.5 C/Table 9.2 and 9.3
04
03
Whether the typical activities of configuration management have
been undertaken appropriately, with reasons, and whether the
appropriate roles have been involved. Including activities
associated with:
Planning what level of configuration management is required
Identifying configuration items
Controlling configuration items
Status accounting
Verifying and auditing configuration items 9.3.2 C/Table 9.2
and 9.3
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Syllabus Area Code
PG
Syllabus Area :
Progress (PG) Theme Foundation Practitioner Primary Manual
Reference
Level
Topic
Know facts, terms and concepts relating to the Progress theme.
Specifically to recall the:
01
01
Lines of authority and reporting between the four levels of
management 10.3.1.1, 10.3.3.4
Understand how the Progress theme relates to the principles; the
approach to the treatment of this theme; how it is applied
throughout the project life-cycle and the responsibilities
involved.
Specifically to identify:
02
01
The difference between event-driven and time-driven controls
10.3.3
02
02
The purpose of the Progress theme 10.1
02
03
The concept of management stages and the difference between
management and technical stages 10.3.2, 10.3.2.3
02
04
The factors to consider in identifying management stages 10.3.2.1
- 3
02
05
Tolerance(s): when and how tolerances are set and exceptions
reported, in which management products tolerances are documented
and how management by exception applies to the different levels of
management 10.2.3, 10.3.1.1, 10.3.4
02
06
The purpose of a:
1. Daily Log
2. Lessons Log
3. Work Package A.7.1 A.14.1 A.26.1
02
07
The purpose of a:
1. End Stage Report
2. End Project Report
3. Lessons Report A.9.1 A.8.1 A.15.1
02
08
The purpose of a:
1. Checkpoint Report
2. Highlight Report
3. Exception Report A.3.1 A.11.1 A.10.1
02
09
The recommended composition of a:
1. Work Package
2. Lessons Log
3. Checkpoint Report
4. Highlight Report
5. End Stage Report
6. Exception Report
7. End Project Report
8. Lessons Report
and in which process(es) they are developed, used and reviewed, and
which roles are responsible for this A.26.2 A.14.2 A.3.2 A.11.2
A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5
13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
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Be able to apply and tailor the relevant aspects of the Progress
theme to a project scenario, when creating products or making
decisions related to this theme, in any or all of the
processes.
Specifically to:
03
01
Identify appropriate information, using the recommended
composition, for inclusion in the products listed in 0209 above
03
02
Identify the appropriate actions and responsibilities when applying
the concept of management by exception 2.5, 10.2.3, 10.3.1,
10.3.1.1, 10.3.4, Tab 10.1
Be able to identify, analyse and distinguish between appropriate
and inappropriate application of the Progress theme throughout the
life-cycle of a project scenario.
Specifically to analyse:
04
01
Whether the products listed in 0209 above, using the recommended
composition, are fit for purpose, with reasons, and whether the
appropriate roles have been involved in their development and
maintenance throughout the life of a project
04
02
Whether activities undertaken to manage by exception during the
execution of the project were applied appropriately, with reasons,
and whether the appropriate roles have been involved. 2.5,
10.2.3, 10.3.1, 10.3.1.1, 10.3.4, C/Table 10.1 & 10.2
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Syllabus Area Code
SU
Syllabus Area :
Starting up a Project (SU) Process Foundation Practitioner Primary
Manual Reference
Level
Topic
Understand the SU process and how it can be applied and tailored on
a project.
Specifically to identify:
02
01
The purpose of the SU process 12.1
02
02
The objectives of the SU process 12.2
02
03
The context of the SU process 12.3
02
04
The purpose of a Project Brief A.19.1
02
05
The following activities within the SU process and the
responsibilities within them:
Appointing the Executive and the Project Manager
Capturing previous lessons
Designing and appointing the project management team
Preparing the outline Business Case
Selecting the project approach and assembling the Project
Brief
Planning the initiation stage12.4.1 12.4.2 12.4.3 12.4.4 12.4.5
12.4.6
02
06
How the seven themes may be applied within the SU process 12
02
07
The recommended composition of a Project Brief and in which
process(es) it is developed, used and reviewed, and which roles are
responsible A.19.2, 12.4.5,-6, 13.4.1, 14.4.1-8
Be able to apply the SU process, tailoring the recommended
activities and actions where appropriate, to a project
scenario.
Specifically to:
03
01
Identify appropriate information, using the recommended
composition, for inclusion in the Project Brief A.19.2
03
02
Identify the recommended SU process actionswhen carrying out the
activities listed in 0205 above 12.4
Be able to identify, analyse and distinguish between appropriate
and inappropriate application of the SU process to a project
scenario.
Specifically to analyse:
04
01
Whether the Project Brief, using the recommended composition, is
fit for its purpose, with reasons, and whether the appropriate
roles have been involved in its development and maintenance
throughout the SU process A.19.2, 12.4
04
02
Whether the recommended SU process actions have been undertaken
appropriately, with reasons, and whether the appropriate roles have
been involved when carrying out the activities listed in 0205 above
12.4
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Syllabus Area Code
DP
Syllabus Area :
Directing a Project (DP) Process Foundation Practitioner Primary
Manual Reference
Level
Topic
Understand the DP process and how it can be applied and tailored on
a project.
Specifically to identify:
02
01
The purpose of the DP process 13.1
02
02
The objectives of the DP process 13.2
02
03
The context of the DP process 13.3
02
04
The following activities within the DP process and the
responsibilities within them:
Authorizing initiation
Authorizing the project
Authorizing a Stage or Exception Plan
Giving ad hoc direction
Authorizing project closure 13.4.1 13.4.2 13.4.3 13.4.4
13.4.5
02
05
How the seven themes may be applied within the DP process 13
Be able to identify, analyse and distinguish between appropriate
and inappropriate application of the DP process to a project
scenario.
Specifically to analyse:
04
01
Whether the recommended DP process actions have been undertaken
appropriately, with reasons, and whether the appropriate roles have
been involved when carrying out the activities listed in 0204 above
13.4
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Syllabus Area Code
IP
Syllabus Area :
Initiating a Project (IP) Process Foundation Practitioner Primary
Manual Reference
Level
Topic
Understand the IP process and how it can be applied and tailored on
a project. Specifically to identify:
02
01
The purpose of the IP process 14.1
02
02
The objectives of the IP process 14.2
02
03
The context of the IP process 14.3
02
04
The purpose of a Project Initiation Documentation (PID)
A.20.1
02
05
The following activities within the IP process and the
responsibilities within them:
Preparing the Risk Management Strategy
Preparing the Configuration Management Strategy
Preparing the Quality Management Strategy
Preparing the Communication Management Strategy
Setting up the project controls
Create the Project Plan
Refining the Business Case
Assembling the Project Initiation Documentation 14.4.1 14.4.2
14.4.3 14.4.4 14.4.5 14.4.6 14.4.7 14.4.8
02
06
How the seven themes may be applied within the IP Process 14
02
07
The recommended composition of the Project Initiation
Documentation, and in which process(es) it is developed, used and
reviewed, and which roles are responsible A.20.2,
Be able to apply the IP process, tailoring the recommended
activities and actions where appropriate, to a project scenario.
Specifically to:
03
01
Identify the recommended IP process actions when carrying out the
activities listed in 0205 above 14.4
Be able to identify, analyse and distinguish between appropriate
and inappropriate application of the IP process to a project
scenario.
Specifically to analyse:
04
01
Whether the Project Initiation Documentation, using the recommended
composition, is fit for its purpose, with reasons, and whether the
appropriate roles have been involved in its development and
maintenance throughout the IP process A.20.2, 14.4
04
02
Whether the recommended IP process actions have been undertaken
appropriately, with reasons, and whether the appropriate roles have
been involved when carrying out the activities listed in 0205 above
14.4
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Syllabus Area Code
CS
Syllabus Area :
Controlling a Stage (CS) Process Foundation Practitioner Primary
Manual Reference
Level
Topic
Understand the CS process and how it can be applied and tailored on
a project.
Specifically to identify:
02
01
The purpose of the CS process 15.1
02
02
The objectives of the CS process 15.2
02
03
The context of the CS process 15.3
02
04
The following activities within the CS process and the
responsibilities within them:
Authorizing a Work Package
Reviewing Work Package status
Receiving completed Work Packages
Reviewing the stage status
Reporting Highlights
Capturing and examining issue and risks
Escalating issues and risks
Taking corrective action15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6
15.4.7 15.4.8
02
05
How the seven themes may be applied within the CS process 15
Be able to apply the CS process, tailoring the recommended
activities and actions where appropriate, to a project
scenario.
Specifically to:
03
01
Identify the recommended CS process actionswhen carrying out the
activities listed in 0204 above 15.4
Be able to identify, analyse and distinguish between appropriate
and inappropriate application of the CS process to a project
scenario.
Specifically to analyse:
04
01
Whether the recommended CS process actions have been undertaken
appropriately, with reasons, and whether the appropriate roles have
been involved when carrying out the activities listed in 0204 above
15.4
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Syllabus Area Code
MP
Syllabus Area :
Managing Product Delivery (MP) Process Foundation Practitioner
Primary Manual Reference
Level
Topic
Understand the MP process and how it can be applied and tailored on
a project.
Specifically to identify:
02
01
The purpose of the MP process 16.1
02
02
The objectives of the MP process 16.2
02
03
The context of the MP process 16.3
02
04
The following activities within the MP process and the
responsibilities within them:
Accepting a Work Package
Executing a Work Package
Delivering a Work Package16.4.1 16.4.2 16.4.3
02
05
How the seven themes may be applied within the MP process 16
Be able to apply the MP process, tailoring the recommended
activities and actions where appropriate, to a project
scenario.
Specifically to:
03
01
Identify the recommended MP process actionswhen carrying out the
activities listed in 0204 above 16.4
Be able to identify, analyse and distinguish between appropriate
and inappropriate application of the MP process to a project
scenario.
Specifically to analyse:
04
01
Whether the recommended MP process actions have been undertaken
appropriately, with reasons, and whether the appropriate roles have
been involved when carrying out the activities listed in 0204 above
16.4
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Syllabus Area Code
SB
Syllabus Area :
Managing a Stage Boundary (SB) Process Foundation Practitioner
Primary Manual Reference
Level
Topic
Understand the SB process and how it can be applied and tailored on
a project.
Specifically to identify:
02
01
The purpose of the SB process 17.1
02
02
The objectives of the SB process 17.2
02
03
The context of the SB process 17.3
02
05
The following activities within the SB process and the
responsibilities within them:
Planning the next stage
Updating the Project Plan
Updating the Business Case
Reporting stage end
Producing an Exception Plan 17.4.1 17.4.2 17.4.3 17.4.4
17.4.5
02
04
How the seven themes may be applied within the SB process 17
Be able to apply the SB process, tailoring the recommended
activities and actions where appropriate, to a project
scenario.
Specifically to:
03
01
Identify the recommended SB process actions when carrying out the
activities listed in 0205 above 17.4
Be able to identify, analyse and distinguish between appropriate
and inappropriate application of the SB process to a project
scenario.
Specifically to analyse:
04
01
Whether the recommended SB process actions have been undertaken
appropriately, with reasons, and whether the appropriate roles have
been involved when carrying out the activities listed in 0205 above
17.4
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Syllabus Area Code
CP
Syllabus Area :
Closing a Project (CP) Process Foundation Practitioner Primary
Manual Reference
Level
Topic
Understand the CP process and how it can be applied and tailored on
a project.
Specifically to identify:
02
01
The purpose of the CP process 18.1
02
02
The objectives of the CP process 18.2
02
03
The context of the CP process 18.3
02
04
The following activities within the CP process and the
responsibilities within them:
Preparing planned closure
Preparing premature closure
Hand over products
Evaluate the project
Recommend project closure18.4.1 18.4.2 18.4.3 18.4.4 18.4.5
02
04
How the seven themes may be applied within the CP process 18
Be able to apply the CP process, tailoring the recommended
activities and actions where appropriate, to a project
scenario.
Specifically to:
03
01
Identify the recommended CP process actions when carrying out the
activities listed in 0204 above 18.4
Be able to identify, analyse and distinguish between appropriate
and inappropriate application of the CP process to a project
scenario.
Specifically to analyse:
04
01
Whether the recommended CP process actions have been undertaken
appropriately, with reasons, and whether the appropriate roles have
been involved when carrying out the activities listed in 0204 above
18.4
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