PRINCE2 7th Edition Practitioner Exam Crucial Pass Knowledge
Preparing for your PRINCE2 Practitioner Exam means you must thoroughly understand the Official Manual material.
This can be a daunting task at first, so I have created this article as an aid and checklist to ensure you have absorbed the critical points before taking your exam.
Good Luck on your path to becoming a PRINCE2 Practitioner!
PRINCE2 7 Principles
Analyse the application of PRINCE2 principles in context
Assist and critique and approach to applying the seven PRINCE2 principles, including how the principles might be adapted to two different project contexts.
For example, a small project, an agile project, a project with external third-party organisations, or a project operating within a programme environment
Starting up a project
Demonstrate an understanding of the six activities in the starting up a project process, and the recommended roles and responsibilities within the process.
There are six activities within this starting up a project process. The first activity is to appoint the executive and the project manager, during which corporate, programme management, or the customer selects the executive, who in turn appoints the project manager.
During the preparation of the outline business case activity, the executive creates an outline business case, and the project manager creates the project product description.
During the capture of previous lessons activity, the project manager creates a lesson log and recalls any beneficial experience that might help the project succeed. The executive and the project manager put together the project team in the design and appoint the project management team activity.
The project manager assembles the project brief, which refines and expands on the information in the project mandate and defines the project. This is done by selecting the project approach and assembling the project brief activities.
Finally, during the plan the initiation stage activity, the project manager creates a stage plan for the initiation stage to plan the work to develop the project initiation documentation.
Demonstrate understanding of how the PRINCE2 practices can be applied while starting a project process.
All seven practices are applied during the starting of a project process. The business case practice is used when the executive creates the outline business case.
The organisation practice is applied when the executive and the project manager design and appoint the project management team. The quality practice is used when the project manager creates the project product description.
The plans practice is applied when the project manager creates the stage plan for the initiation stage.
The risk practice is applied when the project manager records any early project risks in the daily log and the executive records the significant risks in the outline business case.
The Issues practice is applied when the project manager creates the product description, showing an early baseline for the major products.
Finally, the progress theme is applied when the stage plan for the initiation stage is given any tolerances around the plan’s targets.
Assess and critique an approach to applying the starting up a project process.
Assess how the process might be adapted to different project contexts. For example, a small project, an agile project, a project with external third-party organisations, or a project operating within a programme environment. Also, assess whether the approach aligns with the principles of PRINCE2.
The Directing a Project process
Demonstrate an understanding of the three activities in the Directing a Project process, which are used at the beginning of a project, and demonstrate an understanding of the recommended roles and responsibilities within the process.
Three activities within the directing a project process are used at the beginning of the project.
The first activity is authorise initiation, during which the project board reviews the project brief and decides whether to authorise the project manager to proceed with the initiation stage.
Then, during the authorise the project activity, the project board reviews the project initiation documentation and decides whether to authorise the project to proceed in concept.
At the same time as this activity, the project board also reviews the first delivery stage plan during the authorise a stage activity and decides whether to give the project manager the authority and budget to deliver the first delivery stage.
Demonstrate an understanding of how the PRINCE2 practices can be applied while the directing a project process activities are used at the beginning of the project.
All seven practices are applied while the directing a project process is used at the beginning of the project.
The business case practice is applied when the project board reviews and authorises the outline business case in the project brief and then the detailed business case in the project initiation documentation.
The organisation practice is applied when the project board reviews and authorises the project management team structure contained in the project brief.
The quality practice is applied when the project board reviews and authorises the project product description in the project brief and then later when they review the quality management approach and the product descriptions of the main products contained within the project initiation documentation.
The plans practice is applied when the project board reviews and authorises the project plan and the stage plan for the first delivery stage.
The risk practice is applied when the project board reviews the key project risks contained within the outline business case and the detailed business case.
The issues practice is applied when the project board reviews and authorises the change control approach and decides whether to set up a separate change authority.
Finally, the progress tpractice is applied when the project board reviews and authorises the project controls contained in the project initiation documentation.
The Initiating a Project process
Demonstrate an understanding of the nine activities in the initiating a project process and an understanding of the recommended roles and responsibilities within the process.
The first activity is to agree the tailoring requirements, during which the project manager works with the project management team to decide how to tailor PRINCE2 to the project.
In the next activities, the project manager creates the management approaches that will be followed:
- change
- communication
- sustainability
- benefits
- commercial
- quality
- risk
- issue
- digital and data
Project support updates the project register containing the daily and lesson logs, and the issue, risk, product and quality registers.
Next, the project manager creates the project plan during the create the project plan activity and shows how the project will be controlled in the establish project controls activity.
Then, using the outline business case created in the starting up of the project process, the project manager creates the full business case in the prepare full business case activity.
In the final activity, assemble the project initiation documentation, the project manager collates all the information created during the initiating a project process.
Demonstrate an understanding of how the PRINCE2 practices can be applied throughout the initiating a project process.
All seven practices are applied during the initiation of a project process. The business case practice is used when the project manager creates the detailed business case and the benefits management approach.
The organisation practice is applied when the project manager conducts a stakeholder analysis and creates the communication management approach.
The quality practice is applied when the project manager creates the quality management approach, and project support creates the quality register.
The plans theme is applied when the project manager creates the project plan. The risk theme is used when the project manager establishes the risk management approach and project support sets up the risk register.
The issues practice is applied when the project manager creates the change control approach, and project support creates the issue register.
Finally, the progress practice is applied when the project plan is given any tolerances around the plan’s targets, and the project manager records the controls that would be used throughout the project.
Assess and critique an approach to applying the initiating a project process.
This includes how the process might be adapted to different project contexts.
For example, a small project, an agile project, a project with external third-party organisations, or a project operating within a programme environment, and whether the approach aligns with the principles of PRINCE2
The Organisation practice
Demonstrate an understanding of the communication management approach
The project manager creates the communications management approach during the initiation stage, and that it shows how to manage communication throughout the project.
Understand that the approach might be derived from the project brief and any existing corporate, programme management, or customer strategies or policies and that it could be a stand-alone document or part of the project initiation documentation.
Know the composition of the communication management approach.
Assess and critique an approach to applying the organisation practice
Demonstrate an understanding of the purpose and format of the communication management approach.
Describe the recommended roles and responsibilities within the organisation theme and the recommended project management team structure.
Show how the organisation theme might be adapted to different project contexts, for example, a small project, an agile project, a project with external third-party organisations, or a project operating within a programme environment.
Show why the given approach to applying the organisation theme aligns with the principles of PRINCE2.
The Business Case practice
Demonstrate an understanding of the business case
The executive creates a draft outline business case during the starting a project process, and the project manager creates the full version of the detailed business case during the initiation stage.
Understand that the project manager will update the business case at every stage boundary.
Understand that the business case might be derived from the project mandate, the project brief, the forecast benefits from the senior users, or the organisations’ definition of value for money.
Know that it could be a stand-alone document, an entry in a project management tool, a spreadsheet, presentation slides, or part of the project initiation documentation. Know the composition of the business case.
Demonstrate an understanding of the benefits management approach
The project manager creates the benefits management approach during the initiation stage and may update it at each stage boundary and the end of the project.
The benefits management approach shows how to measure the achievement of the project’s benefits and what management actions should be in place to ensure that project products are used in the intended way and that they will deliver the forecast benefits.
Understand that the approach might be derived from the business case, the project product description, and any corporate, programme management, or customer strategies or policies that outline a benefit realisation approach.
Know that it could be a stand-alone document, an entry in a project management tool, a spreadsheet, or a set of presentation slides.
Also, know the composition of the benefits management approach.
Demonstrate an understanding the recommended roles and responsibilities within the business case practice
Demonstrate an understanding that corporate, programme management or the customer provides details of any corporate, programme management, or customer business case standards to follow, and it also provides the project mandate upon which the business case will be based.
Demonstrate an understanding that the senior users provide forecasts of the benefits derived from using the project’s products and are accountable for giving actual versus forecast benefits statements at the benefit reviews.
Demonstrate an understanding that the project manager is responsible for preparing and maintaining the business case under the direction of the executive.
Assess and critique an approach to managing business justification
Know which roles are responsible for which business case-related activities.
Understand how and why the business case and benefits management approach should be used throughout a project and what they should contain.
Show how the business case theme might be adapted to different project contexts, for example, a small project, an agile project, a project with external third-party organisations, or a project operating within a programme environment.
Show whether a given approach to managing the business case aligns with the principles of PRINCE2.
The Plans practice
Demonstrate an understanding of the project, stage, exception and team plans.
Understand that the project manager creates the project, stage, and exception plans and that the teams or the team manager create the team plan.
Understand that the project plan is created during the initiation stage and shows the significant products and activities for the project. The stage plan is created during the managing a stage boundary process and directs the work needed to deliver a stage.
Understand that an exception plan is created, if required, during the managing stage boundary process and shows the work needed to recover from an exception situation. The team plan might be made while managing product delivery and directing the work required to deliver one or more work packages.
Understand that the plans might be derived from project approaches, resource availability, registers, and logs.
Know that plans could take several formats, such as a stand-alone document, a project management tool entry, a spreadsheet, slides or mind maps, or as part of the project initiation documentation.
Know the composition of a PRINCE2 plan.
Demonstrate an understanding of the recommended roles and responsibilities within the plans practice.
Understand that the project manager is responsible for preparing the project plan, stage plans, and, if required, exception plans and that the project manager will use stage plans to control each management stage.
Understand that the project board is responsible for approving stage plans and tracking the project’s progress using the project plan and that, if required, the team manager is responsible for preparing the team’s plans.
Assess and critique an approach to applying the plans practice
Understand the purpose and format of the project, stage, exception, and team plans.
Understand the recommended planning approach, including the approach to defining and analysing the products.
Show how the plans practice might be adapted to different project contexts, for example, a small project, an agile project, a project with an external third-party organisation, or a project operating within a programme environment.
Show how an approach to planning aligns with the principles of PRINCE2
The Quality practice
Demonstrate an understanding of the quality management approach
The project manager creates the quality management approach during the initiation stage, which shows how to manage quality throughout the project.
The approach might be derived from the project brief, the project product description and any corporate, programme management, or customer strategies or policies that exist, and it could be a stand-alone document, an entry in a project management tool, or part of the project initiation documentation.
Know the composition of the quality management approach.
Demonstrate an understanding of the quality register
Project support creates the quality register during the initiation stage, and it is used to record details of quality activities carried out throughout the project.
It could be a stand-alone register, a spreadsheet, a database, part of an integrated project register for all risks, actions and issues, sticky notes on walls, or an entry into a project management tool.
Know the composition of the quality register.
Demonstrate an understanding of the project product description
The project manager creates the project product description during the starting upper project process.
The project product description might be derived from the project mandate, discussions with Senior Users, the Senior Suppliers and the Executive if the project operates within a commercial customer/supplier environment, or during a request for a proposal.
The project product description could be a document, a set of presentation slides, a mind map, or an entry in a project management tool.
Know the composition of the project product description.
Demonstrate an understanding of product descriptions
The project manager creates product descriptions when creating the project plan or stage plans, and the team manager or the team creates product descriptions when creating a team plan.
Product descriptions might be derived from a product breakdown structure, the quality management approach, the change control approach, or from discussions with the product’s end users.
Product descriptions could be a document, a set of presentation slides, a mind map, or an entry in a project management tool. Know the composition of product descriptions.
Demonstrate an understanding of the recommended roles and responsibilities within the quality practice
Understand that the corporate, programme management or the customer provides details of any quality standards to follow and provides quality assurance.
Senior users provide customer quality expectations and acceptance criteria, help create the project product description, provide quality criteria for individual products, and help create the product descriptions.
The project board approves the project product description, the quality management approach, and the product descriptions.
The project manager prepares the project product description, the quality management approach, and the product descriptions and ensures that the teams implement the quality control measures agreed upon in product descriptions and work packages.
The team manager creates the products according to their product descriptions, manages the quality control approaches for the products created, and assembles quality and approval records as evidence that the products have been adequately reviewed and approved.
Quality assurance monitors and ensures that the quality management approach is correctly applied and provides advice and guidance to the project manager.
Project support provides administrative support, helping to collate and store quality records and maintain the quality register.
Understand the quality planning activities using the project product description and which roles are responsible for these actions.
With the help of the senior users and the executive, the project manager creates the project product description that outlines the customer’s quality expectations and the acceptance criteria.
The project product description describes the acceptance methods, showing how the product will be checked for compliance with its acceptance criteria and who is responsible for accepting the products.
Understand the quality planning activities using the product descriptions and which roles are responsible for these actions.
The project manager, with the help of the senior users, creates product descriptions that contain the quality criteria for each product.
The product descriptions describe the quality methods to verify that the products comply with their quality criteria and who is responsible for carrying out the quality methods and approving the products.
Understand the quality control actions in a project and know which roles are responsible for these actions.
The person indicated in a product’s product description carries out quality control actions to verify that the product matches its quality criteria, and the quality and approval records should be kept as evidence that the product has been checked and approved.
The person specified in the project product description carries out the ultimate approval of a product, and acceptance records should be kept as evidence of a product’s ultimate approval.
Understand how to carry out quality methods.
Each product’s completeness is verified by using quality methods defined in that product’s product description.
Assess and critique an approach to applying the quality practice
Understand the purpose and format of the project product description, product descriptions, the quality management approach, and the quality register.
Show how the quality practice might be adapted to different project contexts, for example, a small project, an agile project, a project with external third-party organisations, or a project operating within a programme environment.
Show how a given project approach aligns with the principles of PRINCE2
The Risk practice
Demonstrate an understanding of the recommended roles and responsibilities within the risk practice
Understand that the project manager is responsible for preparing the risk management approach and implementing the recommended risk management procedure activities.
The executive needs to ensure an appropriate risk management approach is followed throughout the project.
Each role on the project board is responsible for ensuring that risks associated with their interests within the project are identified and effectively controlled.
Assess and critique an approach to applying the risk practice
This will include an understanding of the purpose and format of the risk management approach and the risk register, the recommended risk management procedure, and how the risk practice might be adapted to different project contexts (for example, a small project, an agile project, a project with external third-party organisations, or a project operating within a programme environment), and whether the approach aligns with the principles of PRINCE2.
Demonstrate an understanding of the risk management approach
This should include a sense of the purpose and format of the risk management approach during the initiation stage, and it shows how to manage risks throughout the project.
Understand that the approach might be derived from the project brief, the business case, and any existing corporate, programme management, or customer strategies or policies. It could be a stand-alone document or part of the project initiation documentation.
Know the composition of the risk management approach.
Demonstrate an understanding of the risk register.
Understand that the project manager creates the risk register during the initiation stage and uses it to record details of any risks identified throughout the project.
The risk register could be a stand-alone, a spreadsheet, a database, or part of an integrated project register for all risks, actions, and issues. It could be sticky notes on walls or an entry into a project management tool.
Know the composition of the risk register.
The Issues practice
Understand the responsibilities of the change authority
This is a person or group authorised by the project board to approve changes. The project board decides whether the Change Authority and what constraints to place on their authority during the initiating a project process when the change control approach is prepared.
Demonstrate an understanding of the issues control approach
Understand that the project manager creates the change control approach during the initiation stage and that it shows how to manage changes and issues throughout the project.
Understand that the approach might be derived from the project product description or any existing corporate, programme management, customer, or supplier quality strategies or systems. It could be a stand-alone document or part of the project initiation documentation. Know the composition of the change control approach.
Demonstrate an understanding of the issue register
The project manager creates the issue register during the initiation stage and uses it to record details of any problems or concerns, requests for change, or off specifications identified throughout the project.
The issue register could be a stand-alone, a spreadsheet, a database, or part of an integrated project register for all risks, actions, and issues. It could be sticky notes on walls or an entry into a project management tool. Know the composition of the issue register.
Demonstrate an understanding of the configuration item record
Configuration item records are created only if required by the project’s change control approach. If used, they would provide a record of information such as the history, status, version, and variant of each configuration item.
Know that the set of configuration item records is often called a configuration library.
Understand that the records might be derived from the change control approach, the product breakdown structure, the stage plan, or the registers. PRINCE2 does not define this product’s composition, format, or presentation.
Demonstrate an understanding of the issue report.
When project managers capture an issue, they record it in the issue register. They may also create an accompanying issue report that the project manager will update the issue report throughout the life of the issue.
The issue report might be derived from other reports or information from the users or suppliers on the project. The issue report could be a document, a spreadsheet, a database, or an entry into a project management tool.
Know the composition of the issue report.
Demonstrate an understanding of the product status account
Product status accounts are created only if required by the project’s change control approach. If used, they provide a report on information such as history, status, version, and variant of a subset of configuration items.
Understand that a product status account might be derived from configuration item records or a stage plan. PRINCE2 does not define this product’s composition, format, or presentation.
The Progress practice
Demonstrate an understanding of the daily log
The project manager creates the daily log while starting a project process and then uses the log to record informal issues, personal action points, or other significant events not captured by the other PRINCE2 logs or registers.
Understand that there may be more than one daily log because team managers may also create one period now that PRINCE2 does not define the composition or format of this management product.
Demonstrate an understanding of the work package.
The project manager creates work packages to delegate work to teams and to inform those teams what is required of them.
The project manager creates work packages during the controlling a stage process, and the teams accept work packages in the managing product delivery process.
Work packages might be derived from an existing commercial agreement between the customer and supplier, a quality management approach, a change control approach, or a stage plan.
A work package could be a document, a conversation between the project manager and the team manager, or an entry in a project management tool. Know the composition of the work package.
Demonstrate an understanding of the exception report
The project manager creates an exception report to escalate a forecast breach of stage tolerances or a request for change to the project board.
The project manager creates exception reports during the controlling a stage process.
Exception reports might be derived from plans, a PRINCE2 register or report, or from project board advice.
An exception report could be a document, an issue recorded in the minutes of a progress review, or an entry in a project management tool.
Know the composition of the exception report.
Demonstrate an understanding of the lessons log.
The project manager creates the lessons log while starting up a project process and uses it to record experiences from previous projects that would help the current project and experiences from the current project that would help future projects.
The lessons log might be derived from any PRINCE2 management products from current and previous projects.
Know that the lessons log could be a document, a stand-alone log, an entry in a project management tool, or part of an integrated project register for all risks, actions, and issues.
Know the composition of the lesson log.
Demonstrate an understanding of the lessons report
The project manager creates a Lessons Report to pass on helpful experience that could be applied to other projects.
The project manager could create a lessons report at any time during the project but typically would include one within the highlight, end-stage, or end-project reports.
Understand that the lessons report might be derived from the lessons log. Know that PRINCE2 does not define the composition or format for this management product.
Demonstrate an understanding of the recommended roles and responsibilities within the progress practice.
Understand corporate, programme management, or the customer sets project tolerances that the project board must direct the project within, that the project board sets stage tolerances that the project manager must manage the stage within, and that the project manager sets work package tolerances that the team must deliver work packages within.
Assess and critique an approach to applying the progress practice
This must include understanding the purpose and format of the work package, exception report, lessons log, lessons report, and daily log.
It should include understanding how to set tolerances, raise exceptions, and manage by exception.
It should include the ability to adapt the approach to controlling progress to different project contexts, for example, a small project, an agile project, a project with external third-party organisations, or a project operating within a programme environment.
It should include an ability to show that a given approach to managing progress aligns with the principles of PRINCE2.
Managing the middle of a PRINCE2 project
The Controlling a Stage process
Carry out the eight activities of the controlling of stage process and demonstrate an understanding of the recommended roles and responsibilities within the process.
The project manager is responsible for all activities in the controlling a stage process.
There are four categories of activities:
Managing the team’s work
Authorising a work package
Reviewing work package status
Reviewing completed work package activities
It also includes managing risks and issues using the following activities:
Capture and examine issues and risks.
Take corrective action.
Escalate issues and risk activities.
It includes reporting progress using the report highlights activity, reviewing the stage, and deciding what to do next using the review the management stage status activity.
Demonstrate an understanding of how the PRINCE2 practice can be applied throughout the controlling a stage process.
All seven PRINCE2 practices are applied during the controlling a stage process.
The business case practice is applied when the project manager assesses the impact of issues and risks against the business case and reviews the benefits management approach to ensure any benefit reviews are carried out.
The organisation practice is applied when the project manager carries out their responsibilities to manage a stage on behalf of the project board.
The quality practice is applied when the project management delegates work packages to the teams by giving them product descriptions showing what products need to be created.
The plans practice is applied when the project manager tracks the progress of the stage using the stage plan.
The risk practice is applied when the project manager regularly identifies and assesses risks throughout the stage and records them in the risk register.
The change practice is applied when the project manager carries out the issue and change control process by capturing and assessing issues and ensuring decisions are made at the appropriate management level.
The progress practice is applied when the project manager manages the teams by exception and when they escalate any forecast deviations from stage tolerances to the project board.
Assess and critique an approach to applying the controlling a stage process.
Explain how the process might be adapted to suit different project contexts (for example, a small project, an agile project, a project with external third-party organisations, or a project operating within a programme environment) and whether the approach aligns with the PRINCE2 principles.
The Managing Product Delivery process
Carry out the four activities in the managing product delivery process and demonstrate an understanding of the recommended roles and responsibilities.
The team manager or the teams are responsible for all four activities in the managing product delivery process.
Work is accepted from the project manager in the accept to work package activity, created and delivered in the execute a work package activity, and handed back to the project manager in the deliver a work package activity.
Demonstrate how the PRINCE2 practices can be applied throughout the managing product delivery process.
All the PRINCE2 practice except the business case practice are applied while managing product delivery.
The organisation practice is used when the team manager carries out their responsibilities to manage a work package on behalf of the project manager.
The quality practice is applied when the team creates products according to their product descriptions, and quality control activities are carried out to ensure that the products are fit for purpose.
The plans practice is applied if the team manager creates a team plan to track the progress of the work package or when the team is helping the project manager create stage plans.
The risk practice is applied when the team manager escalates risks to the project manager.
The change practice is used when the team manager escalates issues to the project manager. The progress theme is applied when the team manager accepts the controls for the work as described in the work package.
Assess and critique an approach to applying the managing product delivery process.
Explain how the process might be adapted to different project contexts (for example, a small project, an agile project, a project with external third-party organisations, or a project operating within a programme environment) and whether the approach aligns with the PRINCE2 principles.
The Managing a Stage Boundary process
Carry out the five activities in the managing a stage boundary process and demonstrate an understanding of the recommended roles and responsibilities.
The project manager is responsible for the five activities in the managing a stage boundary process.
The project manager will either create the next stage plan using the plan the next management stage activity or create an exception plan using the produce an exception plan activity.
The project manager will then update the project initiation documentation in the update the project plan and update the business case activities.
The project manager will create an end-stage report in the report stage end activity.
Demonstrate how the PRINCE2 practices can be applied throughout the managing stage boundary process.
All seven PRINCE2 practices are applied during the managing stage boundary process. The business case theme is used when the project manager updates the business case.
The organisation practice is applied when the project manager updates the project management team, ready for the next stage.
The quality practice is applied when the project manager works with senior users to create product descriptions for the products to be developed in the next stage and plans quality control activities for that next stage.
The plans practice is applied when the project manager creates a stage plan for the following management stage or an exception plan to show how to recover from a forecast breach of tolerances.
The risk practice is applied when the project manager identifies any risks for the upcoming stage. The change theme is used when the team manager identifies any issues for the following management stage.
Finally, the progress practice is applied when the project manager proposes stage tolerances for the following management stage to the project board.
Assess and critique an approach to applying the managing stage boundary process.
Explain how the process might be adapted to different project contexts (for example, a small project, an agile project, a project with external third-party organisations, or a project operating within a programme environment) and whether the approach aligns with the PRINCE2 principles.
The Directing a Project process
Demonstrate an understanding of the two activities in the directing a project process that is used in the middle of the project, and demonstrate an understanding of the recommended roles and responsibilities within that process.
Two activities within the directing a project process are used in the middle of the project.
The first activity is authorised a stage or an exception plan, during which the project board reviews the stage or exception plan, the updated project initiation documentation, and the end stage report and decides whether to authorise the project manager to proceed with the work in the next stage or exception plan.
The second activity, give ongoing direction, is where the project board can provide informal advice or guidance to the project manager.
Demonstrate an understanding of how the PRINCE2 practices can be applied during the directing a project process activities used in the middle of the project.
All seven practices are applied during the directing a project process used in the middle of the project.
The business case practice is applied when the project board reviews the updated business case at the end of each management stage to decide if the project is still viable.
The organisation practice is used when the project board reviews any changes to the project management team at the end of each management stage.
The quality practice is applied when the project board reviews and authorises the product descriptions for products delivered in the following management stage.
The plans practice is applied when the project board reviews and authorises a stage or exception plan.
The risk practice is applied when the project board reviews the overall project risk situation when deciding whether to authorise a stage or exception plan.
The issues practice is applied when the project board reviews and authorises any requests for changes made during the middle of the project.
The progress practice is applied when the project board reviews and authorises the project a stage at a time throughout the middle of the project.
Demonstrate an understanding of the highlight report
The project manager creates highlight reports at regular intervals throughout the management stage, and the project board uses the highlight reports to monitor the progress of a management stage.
Know that the project manager creates highlight reports during the controlling a stage process.
Understand that the highlight reports might be derived from checkpoint reports, the issue, quality, risk registers, stage plans, and communication management approach.
The highlight report could be a presentation to the project board, a document or e-mail, a wall chart or a Kanban board, or an entry in a project management tool. Know the composition of the highlight report.
Demonstrate an understanding of the checkpoint report
The team manager or team member creates a checkpoint report at regular intervals throughout the delivery of a work package, and the project manager uses the checkpoint reports to monitor the progress of a work package.
Know that the team manager or team member creates checkpoint reports while managing product delivery.
Understand that checkpoint reports might be derived from previous checkpoint reports, the work package, or the team plan.
The checkpoint report could be a presentation to the project manager, a document or e-mail, a wall chart or a Kanban board, or an entry in a project management tool.
Know the composition of the checkpoint report.
Demonstrate an understanding of the end-stage report
The project manager creates the end-stage report at the end of a management stage, and the project board uses the end-stage report to review the progress of the previous management stage while deciding whether to authorise the subsequent management stage.
Know that the project manager creates end-stage reports during the managing a stage boundary process.
Understand that end-stage reports might be derived from the issue, quality, or risk registers, stage plans, the project plan, the benefits management approach, any exception reports raised in the previous stage, the lessons log, the updated business case, and completed work packages.
Know that an end-stage report could be a presentation to the project board, a document or e-mail, a wall chart or a Kanban board, or an entry in a project management tool. Know the composition of the end-stage report.
Managing the end of a project
The Closing a Project process
Carry out the five activities of closing the project process and demonstrate an understanding of the recommended roles and responsibilities.
The project manager is responsible for all five activities in the closing a project process.
If the project is closed prematurely, the project manager prepares for premature closure by updating the project plan for a final time and estimating any additional work needed to finish potentially valuable products or make any unfinished products safe.
If the project is closing at the appropriate time, the project manager prepares the planned closure by updating the project plan for a final time. The project manager then hands over products to the client, users, and/or the operations team, who will take responsibility for the products post-project.
Next, the project manager evaluates the project by creating an end-project report. Finally, the project manager recommends the project’s closure.
Demonstrate an understanding of how the PRINCE2 practices can be applied throughout the closing a project process.
All seven PRINCE2 practices are applied during the closing of a project process.
The business case practice is used when the project manager reviews the achievement of any benefits during the project and plans further post-project benefit reviews if needed.
The organisation practice is applied when the project manager carries out his responsibilities to close the project on behalf of the project board.
The quality practice is applied when the client, users, or the operations team evaluate the project’s final outputs against the product description.
The plans practice is applied when the project manager updates the project plan for the final time and, in the case of a premature close, may create an exception plan to describe any final work needed to make products safe or to finish potentially valuable products.
The risk practice is applied when the project manager passes on any risks that could impact the operation of the products post-project as follow-on action recommendations to the client, users, or operations team.
The issues practice is applied when the project manager passes on any changes or issues that could impact the operation of the products post-project as follow-on action recommendations to the client, users, or operations team.
Finally, the progress practice is applied when the project manager reviews the project’s achievements and writes the end project report.
Assess and critique an approach to applying the closing a project process
Explain how the process might be adapted to different project contexts (for example, a small project, an agile project, a project with external third-party organisations, or a project operating within a programme environment) and whether the approach aligns with the principles of PRINCE2.
Understand the directing a project process, authorise project closure activity, and demonstrate an understanding of the recommended roles and responsibilities within this activity.
In the authorise a project closure activity, the project board reviews the project’s performance and decides whether to authorise the closure.
Demonstrate an understanding of how the PRINCE2 practice can be applied during the directing a project processes activities used at the end of the project.
All seven PRINCE2 practice are applied while the directing a project process is used at the end of the project.
The business case practice is applied when the project board reviews the updated benefits management approach to check that all post-project benefit reviews are planned.
In addition, the project board will check that any post-project management actions to ensure the outcomes from using the project’s products are achieved are also planned.
The organisation practice is used when the project board reviews the performance of the project management team.
The quality practice is applied when the project board ensures that the final outputs of the project have been accepted.
The plans practice is applied when the project board reviews the final version of the project plan containing all actuals from the project.
The risk practice is applied when the project board reviews the performance of the project’s risk management approach.
The change practice is applied when the project board reviews the performance of the project’s change control approach. Finally, the progress theme is used when the project board reviews the performance of the project controls.
Assess and critique an approach to apply the directing a project process
Explain how the process might be adapted to different project contexts (for example, a small project, an agile project, a project with external third-party organisations, or a project operating within a programme environment) and whether the approach aligns with the principles of PRINCE2.
Demonstrate an understanding of the end project report
The project manager creates the end-of-project report at the end of the project, and the project board uses the end-project report to review the performance of the project while deciding whether to authorise the project’s closure.
Know that the project manager creates the end project report during the closing a project process.
Understand that the end project report might be derived from the issue, quality or risk registers, the project plan, end-stage reports, the benefits management approach, the business case, any exception reports raised during the project, or the lessons log.
Know that an end project report could be a presentation to the project board, a document or e-mail, or an entry in a project management tool. Know the composition of the end project report.
Good Luck with passing your PRINCE2 Practitioner Exam!
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The PRINCE2 Foundation examination assesses your knowledge and comprehension of the PRINCE2 project management methodology as detailed in the syllabus. The PRINCE2 Practitioner examination, on the other hand, gauges your ability to apply and tailor the PRINCE2 method. Candidates who pass the Practitioner exam should be able to start implementing the method on an actual project with some guidance. However, their effectiveness may differ based on their experience in project management, the complexity of the project, and the level of support they receive in their work environment.
