2.2 Learn from Experience

'Here you will learn how the learn from experience principle is applied. The PRINCE2 method is based on seven principles and are the guiding obligations that determine whether the project is genuinely being managed using PRINCE2. This second lesson will cover the second principle of learn from experience, and that a PRINCE2 project team actively seeks, records, and implements improvements due to relevant lessons learned from prior projects and throughout the project’s life.

2.3 Roles Responsibilities and Relationships

'Roles Responsibilities and Relationships' using PRINCE2 7th Edition - Grasp the definition of roles, responsibilities and relations within a project, and how this is applied to stakeholders

2.4 Manage by Stages

'Manage by Stages' using PRINCE2 7th Edition - Learn the advantages of the manage by stages principle, how it helps manage project risk, and how it can be tailored to suit linear and incremental projects

2.5 Manage By Exception

'Manage By Exception' using PRINCE2 7th Edition - Learn how to apply the manage by exception principle, and how it is used with the seven PRINCE2 tolerances, and that a PRINCE2 project establishes limits of delegated authority by defining tolerances for performance against its plans. Learn that a tolerance is the permissible deviation above and below the plan’s target for benefits, cost, time, quality, scope, sustainability, and risk without escalating the deviation to the next management level

2.6 Focus on Products

'Focus on Products' using PRINCE2 7th Edition - Grasp the focus on products principle and how it is applied to management and specialist products. Learn that a product is an input or output, whether tangible or intangible, that can be described in advance, created, and tested, and that there are four product types.

2.7 Tailor to Suit the Project - Part ONE

Part 1 of learning the purpose and importance of tailoring a project and learn the purpose and importance of tailoring a project and examples of applying it. Learn how PRINCE2 is applied and tailored to suit the project environment, size, complexity, importance, delivery method, team capability, and level of risk.

2.8 Tailor to Suit the Project - Part TWO

'Tailor to Suit the Project - Part TWO' using PRINCE2 7th Edition - Part Two of learning the purpose and importance of tailoring a project and examples of applying it. Learn how PRINCE2 is applied and tailored to suit the project environment, size, complexity, importance, delivery method, team capability, and level of risk.

3.1 People and Ecosystems

'People and Ecosystems' in PRINCE2 7th Edition - Learn the foundation and practitioner syllabus learning outcomes of people and ecosystems, what an ecosystem is, why people are central to the method, as well as the baseline management products, reports and records

3.2 Change and Stakeholders

'Change and Stakeholders' in PRINCE2 7th Edition - Here you will understand how to lead successful change, what the change management approach is, and the importance of stakeholders. 'Change and Stakeholders' in PRINCE2 7th Edition - Projects require change management, since all projects change how people, organizations, and systems operate from the current state to a future target state. A strong understanding of the relationships between the project and the organizational ecosystem and the ability to identify key stakeholders at the interface between the two is fundamental to leading successful change

3.3 Project Culture

You will learn how to describe the three project interests and define project culture. Culture is the set of shared attitudes, values, goals, and working methods that characterize a group of people, often combining people from different parts of the organizational ecosystem, where different working cultures may exist. You will learn that a project team may need to establish a distinct culture from the business but so that it remains aligned with the broader organizational ecosystem.

3.4 Leading Successful Teams

'Leading Successful Teams' in PRINCE2 7th Edition - Learn how to lead successful teams, what reporting lines are, the differences between management and leadership, and how to perform this across organizational boundaries. You will understand how project leadership is best done through collaboration across the project ecosystem, persuading, influencing, and co-creating with a focus on managing key relationships

3.5 Building Successful Teams

'Building Successful Teams' in PRINCE2 7th Edition - You will be able to define cultural intelligence, how to build successful teams and bring the team together. An effective team will require diverse capabilities, competencies, and perspectives that match the project's requirements, ideally, the perfect person would be selected, but this is often impossible. It is essential to understand the competencies and capabilities of the people recruited or assigned to a project, then identify gaps and mitigations established to cover them.

3.6 Project Communication - Part ONE

'Project Communication - Part ONE' in PRINCE2 7th Edition. Learn how communication is approached in PRINCE2 projects, and the differences between co-located and remote project teams. Whether it is the primary function of the project or a by-product, projects create change in organizations, projects are often subject to high levels of scrutiny and open to misconceptions regarding their purpose and impact. Learn that without a clear approach to communications, this can lead to unnecessary barriers in implementing any changes.

3.7 Project Communication - Part TWO

'Project Communication - Part TWO' in PRINCE2 7th Edition - Part 2 describes the project quiet phase purpose, the communication management approach, and how people are aligned with the seven PRINCE2 practices. Whether it is the primary function of the project or a by-product, projects create change in organizations, projects are often subject to high levels of scrutiny and open to misconceptions regarding their purpose and impact. Learn that without a clear approach to communications, this can lead to unnecessary barriers in implementing any changes.

3.8 People and PRINCE2 Principles

'People and PRINCE2 Principles' in PRINCE2 7th Edition - Learn how people elements relate to the seven PRINCE2 principles, and to ensure that people factors are continually addressed throughout the project’s lifecycle, and people factors permeate the other principles.

4.2 SU Purpose and Context

Here you will understand the starting up a project purpose, context, its activities and management products, and learn that the purpose of starting up a project is to ensure that the initiating a project prerequisites are established by answering the explicit question and decision, 'Do we have a viable and worthwhile project?' Nothing should be done until fundamental information needed to make rational decisions about project commissioning is defined, key roles and responsibilities are resourced and allocated, and a foundation for detailed planning is available

4.3 SU Activities - Part ONE

In this module we will covering one of activities within the PRINCE2 Starting Up a Project process. In "SU Activities - Part ONE" we deep-dive into the project mandate, the project log, appointing the executive and project manager, gathering lessons, and describe the outline business case

4.4 SU Activities - Part TWO

Here, you will learn how PRINCE2 appoints the project management team and agrees their responsibilities, selects the project approach, and assembles the project brief,

4.5 Stage Plan and Project Brief

Within the PRINCE2 Starting Up a Project process let us look at "Stage Plan and Project Brief" Learn how to plan the initiation stage, what its contents are including the project brief structure and the project product description

4.6 SU Tailoring and Practices

You will Learn what the RACI roles are, how they are tailored, and how the seven practices apply to starting up a project, and to finish starting up a project, the project manager contacts the project board to request project initiation. You will learn the format of each of the seven PRINCE2 practices, and how they relate to the starting up a project process.

5.2 Organizing Essentials

Learn the essentials of the organizing practice, what makes for a successful project management team and its structure, who gets involved and which roles and responsibilities will they be given? You will learn that roles and responsibilities must be defined for the project management team, and that no amount of scheduling or control will help without the right people, and everyone involved in the project must know the expectations of them and others, so that effective communication between roles should be planned and agreed upon Projects must have an explicit project management team structure, and roles can be shared or combined if necessary

5.3 Organizing Project Interests

Understand how the three project interests are applied as well as the project board interests, roles and responsibilities, who gets involved and which roles and responsibilities will they be given? "Organizing Project Interests" will teach you who what when and how.

5.4 Organizing Roles and Responsibilities - Part ONE

Learn about the four PRINCE2 organizational layers, the project board roles and responsibilities including project assurance, who gets involved and which roles and responsibilities will they be given? "Organizing Roles and Responsibilities - Part ONE" will teach you who what when and how. You will learn about the commissioning layer, the directing layer, the managing layer, and delivering layer. You will also grasp the responsibilities of the project board executive, senior user and senior supplier, and project assurance roles.

5.5 Organizing Roles and Responsibilities - Part TWO

You will learn about the project manager, team manager, and project support roles and responsibilities, you will also understand how the work breakdown structure supports the project manager in structuring teams and setting boundaries. Part TWO" will teach you who what when and how.

5.6 Organizational Design and Development - Part ONE

Learn how to apply organizational design and development and the first part of design the project ecosystem You will learn about the several areas such as culture, collaboration, relationships, and ultimately, effective project teams, can be addressed by proactive organizational design and development, and learn the PRINCE2 five-step organizational design and development technique

5.7 Organizational Design and Development - Part TWO

You will learn steps three to five of the PRINCE2 five-step organizational design and development technique including developing, manage changes, and transitioning the project from the project ecosystem into the organization ecosystem.

5.8 Delivery Modules and RACI

You will learn the delivery model definition of the organizational and commercial arrangements to be deployed to meet the project objectives given the project constraints and capabilities of the user, business, and supplier organizations, and how it is described in the commercial management approach and reflected in the project management team structure. You will also learn that a RACI chart is a matrix of all the activities or decision-making authorities in the project that shows the people or roles involved

5.9 Organizational and Commercial Context

You will learn how to apply the organizational context Projects exist within a broader organizational context such as a portfolio of project teamwork delivered through multiple organizations. You will grasp how programme and project management team structures and roles may to be integrated, and how in commercial context considerations, and where projects work together in multiple organizations, consider how to bridge different working and governance practices There may be political business aspects to consider when defining the project organizational structure, and these will impact the commercial management approach and issues such as how risk and reward are allocated

5.10 Delivery Method, Sustainability and Scale

Understand how to apply different delivery methods to the organizational change, while applying sustainability and project scale You will learn that when a project is deploying a specific delivery method, the project manager will need to understand aspects such as How will delivery method roles align with PRINCE2 roles You will grasp how will the project manager liaise with teams using different delivery methods from each other, and if self-organizing delivery teams are used, how do they relate to the team manager role? You will understand that the project executive ensures the project remains aligned with the business objectives, typically including targets for environmental, social, and governance (ESG) objectives, the UN’s sustainable development goals

5.11 Management Products

You will learn how the commercial management approach (part of the PID) purpose and application is to describe the procedures, techniques, and standards to be applied and the responsibilities for effective commercial management, covering the approach to secure, service, and maintain all commercial agreements required for the project to be a success. You will be able to apply the commercial management approach, the project team structure and role descriptions

5.12 Key Relationships with Principles

You will learn how to apply each of the seven PRINCE2 principles to the organizing practice including how each is achieved and the positive outcome of doing so.

5.13 Organizing Practice key role focus areas

You will learn the key organizing practice key roles responsibilities including the business/commissioning layer, the project executive, senior supplier, senior user, project manager, team manager, project assurance, and project support layers.

6.2 Benefits and Business Justification

You will learn that all projects must have a business justification, usually documented in a business case, which establishes not only the reason for the project but also confirms whether the project is viable, desirable and achievable. You will understand how project outputs deliver capabilities, which embed outcomes enabling business changes which are measured by benefits and disbenefits leading to the meeting of business objectives

6.3 Business Case Lifecycle

You will learn that Business justification is established at project start by creating a business case, kept under regular review and updated in response to the decisions and events that might impact the project’s desirability, viability, or achievability The business case is developed as an outline at the start of a project based on information provided in the project mandate, and as the project is planned in more detail and information becomes more precise, the outline business case is developed into a more detailed one. The outcomes and benefits to be achieved from the project need to align with and contribute to, the business objectives, and may include environmental, social and governance (ESG) goals set by the organization

6.4 The Benefits Lifecycle - Part ONE

You will learn PRINCE2 includes a four-step business case management technique (develop, check, maintain, confirm). In this, the first of two lessons you and I will cover the develop and check steps. The business case is developed in outline and then in detail at project beginning, it is then reviewed and updated as it develops and evolves throughout project life It is checked by the project board at each key decision point (such as at stage boundaries) and confirmed throughout the period that benefits accrue

6.5 The Benefits Lifecycle - Part TWO

'The Benefits Lifecycle - Part TWO' is a part of the PRINCE2 Business Case and Benefits Management Approach in PRINCE2 7th Edition. Here you and I will cover the maintain and confirm steps. Maintain. At each stage end, the project manager updates the business case with the progress data (such as products delivered, projects costs, benefits realized) and latest forecasted benefits and performance targets Confirm. The business will review the business case as part of a post-project benefits review to determine the project outcomes has realized their benefits. They will also assess whether the intended benefits have been realized in practice

6.6 Investment Appraisal Techniques

In this lesson you will learn nine investment appraisal techniques including the multi-case model. An investment appraisal compares the costs of developing, operating, and maintaining the project product with the value of the benefits over a period of time. There are many investment appraisal techniques available to organizations that will often have preferences on which technique to adopt for specific projects. The selection of techniques may be influenced by the type of business or the organization’s own standards.

6.7 Applying the Business Case Practice - Part ONE

'Applying the Business Case Practice - Part ONE' is a part of the PRINCE2 Business Case and Benefits Management Approach in PRINCE2 7th Edition. In this lesson you will learn about the organizational and commercial contexts. A project needs to align its approach to developing and maintaining the business case with wider business policies, standards, and approaches. These will often differ according to the type of organization, for example, those in the public sector compared to the private sector. Customers and suppliers will have their own business justifications for participating in the project and may need their own business cases. A supplier would have to ensure that it will benefit from the work it undertakes on the project. In other words, that it would be worthwhile from the supplier’s perspective.

6.8 Applying the Business Case Practice - Part TWO

In this lesson the second part of applying the business case, you will learn about applying sustainability within the business case. You will also learn about project scale and the use and structure of the project brief,

6.9 Management Products

'Management Products' is a part of the PRINCE2 Business Case and Benefits Management Approach in PRINCE2 7th Edition. In this lesson the second part of applying the business case, you will learn about the management products specific to the business case practice. Specifically you will learn about the project brief, the business case, the benefits management approach, and the sustainability management approach.

6.10 Business Case Practice Principles

'Business Case Practice Principles' is a part of the PRINCE2 Business Case and Benefits Management Approach in PRINCE2 7th Edition. In this lesson you will learn about the key relationships with principles, and how each contributes to the adherence to each of the seven PRINCE2 principles across the project lifecycle. You will grasp how the business case practice achieves each principle in turn, and the outcome or result from doing so.

6.11 Focus Areas for Key Roles

'Focus Areas for Key Roles' is a part of the PRINCE2 Business Case and Benefits Management Approach in PRINCE2 7th Edition. In this lesson you will learn about the focus of key roles for the business case practice, how PRINCE2 defines seven key roles to manage a project, and their responsibilities specific to the business case practice are described here, from the business layer through to project support.

7.2 IP Context and Overview

As part of planning the project, within the Initiating a Project process steps are: IP Context and Overview. You will learn how the initiating a project process enables the project board, via the process of directing a project to decide whether the project is sufficiently aligned with the business objectives to justify its continuation, and how the suite of management products is required for the project board level of control. You will grasp how the project board will review and approve the management products, and once the PID has been assembled, how a request is raised for project authorization, then triggering the directing a project process.

7.3 IP Tailoring and Management Approaches

You will learn how the project manager needs to tailor PRINCE2 to recognize the internal and external factors that affect the way in which the project is delivered You will grasp how PRINCE2 or the business’ standard project management framework will be applied, tailored, documented and agreed are derived from business strategies, standards, management standards or practices that the project needs to comply with You will also learn how management approaches help establish the project controls and create the project plan

7.4 Establish Project Controls

As part of planning the project, within the Initiating a Project process steps are: Establish Project Controls. You will learn how to establish project controls, agree the level of control required after initiation and the mechanism for such controls needs to be established, and understand how project controls enable the project to be managed in an effective and efficient manner that is consistent with the scale, risks, complexity, and importance of the project

7.5 Prepare the Project Plan

As part of planning the project, within the Initiating a Project process steps are: Prepare the Project Plan You will learn that before committing to significant expenditures on the project, the timescale, resources, and people requirements must be established and is held in the project plan so that the benefits management approach can be prepared, and the project board can control the project. You will learn how planning is not an activity that the project manager performs in isolation but should be done with the close involvement of the users and suppliers to co-create the project plan, including how you will learn the recommended actions for the project manager.

7.6 Prepare the Business Case and Assemble the PID

As part of planning the project, within the Initiating a Project process steps are: Prepare the Business Case and Assemble the PID. You will learn that the outline business case produced during starting up a project needs to be updated to reflect the estimated time and costs determined by the project plan and the aggregated risks from the updated project log. Preparing the full business case is done by the project manager and close involvement of the project executive, where this project board to authorize the project and provide the ongoing check that the project remains viable. You will understand the three primary uses of the project initiation documentation are to ensure that the project has a sound basis before asking the project board to make any major commitment to the project, act as a base document against which the project board and project manager can assess progress, issues, and ongoing viability questions, and to finish the process of initiating a project, hence the initiation stage, the project manager contacts the project board to request project authorization, and this formal justification can be found in the business case and the project initiation documentation

7.7 Applying the IP Process

As part of planning the project, within the Initiating a Project process steps are: Applying the IP Process. You will learn how to apply the IP process where the activities in this process may be combined, split, or run concurrently to suit the project’s circumstances Tailoring needs will emerge as the initiation work progresses – so start simple and elaborate if needed You will grasp how to apply the RACI table during Initiating a project and go on to learn how to apply the seven practices.

7.8 Applying the IP Process (Part 2)

You will learn how to apply the IP process where the activities in this process may be combined, split, or run concurrently to suit the project’s circumstances Tailoring needs will emerge as the initiation work progresses – so start simple and elaborate if needed You will grasp how to apply the RACI table during Initiating a project and go on to learn how to apply the remainder of the seven practices – quality, risks, issues and progress

8.2 Risk Guidance and Concepts

"Risk Guidance and Concepts" involves adapting the PRINCE2 methodology to effectively manage risks specific to a project’s unique nature, scale, and risk level. You will learn effective risk management provides confidence that the project can meet its objectives, and that the business justification remains valid You will grasp the key criteria for risk management to be effective, and the key risk concepts such as risk owner, risk action owner, risk probability, impact, velocity, proximity, exposure, appetite, budget and risk tolerance.

8.3 Risk Planning and Analysis

You will learn how Risk planning and analysis Techniques such as PESTLE (political, economic, social, technological, legal, and environmental) analysis and SWOT (strengths, weaknesses, opportunities, threats) analysis can be used to analyse the internal and external context for risks Learn how risks can be negative threats or positive opportunities and be able to apply both qualitative and quantitative risk assessment.

8.4 Risk Control Responses - Part ONE

"Risk Control Responses - Part ONE" involves adapting the PRINCE2 methodology to effectively manage risks specific to a project’s unique nature, scale, and risk level. You will learn that the risk practice purpose is to identify, assess, and control uncertainty, and as a result, improve the ability of the project to succeed, and that the best actions to respond to risks will depend on the situation and type of risk Different responses may be appropriate for threats and opportunities, and in part one you will understand how to avoid a threat/Exploit an opportunity, reduce a threat/enhance an opportunity, transfer the risk or share the risk.

8.5 Risk Control Responses - Part TWO

You will learn the risk control response activities of accept the risk (threat or opportunity), prepare contingent plans, avoid a threat/exploit an opportunity, reduce a threat/enhance an opportunity, share the risk, accept the risk pr prepare contingent plans

8.6 Risk Roles Culture and Bias

You will learn when controlling risks, it is essential that the risk owner, the risk action owner and their responsibilities are clearly identified You will understand why the risk management approach should define, control and access to the risk budget, including a provision for unknown risks and risk culture, as essential to decision-making while considering various human biases such as optimism bias, loss aversion, groupthink, proximity. Understanding and overcoming these are vital when identifying risks and potential responses.

8.7 Risk Management Technique - Part ONE

"Risk Management Technique - Part ONE" involves adapting the PRINCE2 methodology to effectively manage risks specific to a project’s unique nature, scale, and risk level. You will learn and understand the repeatable steps of the PRINCE2 risk management technique. In part one, you will grasp identifying the objectives and threats and opportunities, along with the assess steps of prioritizing risks and assessing the combined risk profile.

8.8 Risk Management Technique - Part TWO

"Risk Management Technique - Part TWO" involves adapting the PRINCE2 methodology to effectively manage risks specific to a project’s unique nature, scale, and risk level. Here in part two of the risk management technique steps, you will learn and understand the repeatable steps of the PRINCE2 risk management technique. In part two, you will grasp the remaining steps of plan, implement, and communicate.

8.9 Risk Management Technique - Part THREE

"Risk Management Technique - Part THREE" involves adapting the PRINCE2 methodology to effectively manage risks specific to a project’s unique nature, scale, and risk level. Here in part three of the risk management technique steps, you will learn and understand examples of additional techniques that support the PRINCE2 risk management technique. These will include cause and effect diagrams, horizon scanning, and PESTLE/SWOT analysis,

8.10 Risk Management Technique - Part FOUR

"Risk Management Technique - Part FOUR" involves adapting the PRINCE2 methodology to effectively manage risks specific to a project’s unique nature, scale, and risk level. Here in part four of the risk management technique steps, you will learn and understand examples of additional techniques that support the PRINCE2 risk management technique. These will include cause and effect diagrams, horizon scanning, and PESTLE/SWOT analysis, pre-mortem, the Swiss cheese model, and the use of data

8.11 Applying Risk Management

"Applying Risk Management" involves adapting the PRINCE2 methodology to effectively manage risks specific to a project’s unique nature, scale, and risk level. Here in applying risk management, you will learn and understand the application of risk within the organizational context, and the commercial context. To help achieve this, you will understand an assessment tool such as the Agilometer when applying PRINCE2 Agile, can answer the question, 'How agile can we be on this project?'

8.12 Risk Delivery Sustainability and Scale

Here in applying risk management, you will learn and understand that the approach to managing risk must work with and support the project's chosen delivery method appropriate for the format and pace of the project A project's business case will incorporate specific sustainability targets and tolerances, which should be assessed for risks you will learn this sets out the approach to managing risks relating to the sustainability of the project product. You will understand the importance of incorporating the cost of responding to sustainability risks into the risk budget and documenting specific risk register sustainability risks and including them in regular risk communications. Finally, you will understand why it is essential that the risk management approach is appropriate for the project's size, scale, complexity, and likely risk impact

8.13 Risk Management Principles

"Risk Management Principles" involves adapting the PRINCE2 methodology to effectively manage risks specific to a project’s unique nature, scale, and risk level. Here in applying risk management, you will learn and understand how the risk practice contributes to the adherence to each of the seven PRINCE2 Principles across the project lifecycle. You will understand how this contributes to achievement each principle and what is the resulting outcome.

8.14 Risk Practice Documents

"Risk Practice Documents" involves adapting the PRINCE2 methodology to effectively manage risks specific to a project’s unique nature, scale, and risk level. Here in looking at the two risk practice documents, you will learn how the risk management approach (forming part of the PID), describes how risk will be managed on the project, and includes the specific procedures, techniques, standards, and responsibilities to be applied. In addition, you will learn the purpose of the risk register is (it is part of the project log), and how it maintains a record of identified risks related to the project, including their status and history.

8.15 Risk Practice Roles

"Risk Practice Roles" involves adapting the PRINCE2 methodology to effectively manage risks specific to a project’s unique nature, scale, and risk level. You will learn how the business layer, project executive, senior user and senior supplier, project manager, team manager, project assurance and project support roles, supports the PRINCE2 risk practice.

9.2 Quality Terminology

You will learn the purpose of the quality practice, the key PRINCE2 quality definition and terminology overview of quality planning, control, and assurance, going on to grasp the quality concepts of quality requirements, acceptance criteria, quality specifications, and users’ quality expectations.

9.3 The Product-based Planning Approach

You will learn how the PRINCE2 Product-based quality approach to requirements to aims to translate those requirements into acceptance criteria and quality specifications for project products and the work activities needed to deliver them The product-based quality management approach ensures clear traceability of quality specifications and quality controls to the required products, thereby avoiding conflicts over unmet user quality expectations

9.4 The Quality Management Technique

You will learn the PRINCE2 three-step quality management technique (planning quality, controlling quality, and accepting products) is integrated around the principle of focusing on products covering quality planning, quality control and quality assurance

9.5 The Project Product Description

You will learn how the project product description (covering all the major products to be delivered, their intended purpose including the user’s quality expectations, the acceptance criteria, and acceptance methods for the project), is created in the starting up a project process and refined during the initiating a project process

9.6 The Quality Management Approach

You will learn how the quality management approach (part of the project initiation documentation), describes the quality standards and procedures that will be followed, the tools and techniques to be used, the reporting and record keeping arrangements, and the roles and responsibilities for the quality management activities to achieve the required quality specifications and acceptance criteria during a project. You will also grasp both quantitative and qualitative measures, and the differences between functional and non-functional requirements

9.7 Creating Product Descriptions - Part ONE

You will learn how the requirements in the project product description are typically stated at a high level and must be developed in further detail to enable accurate estimation and planning To avoid confusion and potential conflicts, the quality responsibilities for a product should be specified in the product description You will grasp how quality responsibilities are dealt with in subordinate plans, and the application of product sustainability.

9.8 Creating Product Descriptions - Part TWO

You will learn how to describe a product description’s purpose, composition, where it is derived from, and its quality specifications, going on to grasp its use within linear projects, agile projects, and their use for Iterative and incremental life cycles.

9.9 Quality Control - Part ONE

You will learn the purpose and content of the product register A component of the project log that identifies the products to be delivered by the project and records their acceptance, in addition you will grasp how the product register (which is part of the project log) supports when a product description is approved by the project board, is recorded in the product register and becomes part of the project baseline.

9.10 Quality Control - Part TWO

You will learn how when the quality management approach and the initial product descriptions are approved, the quality practice focus shifts to quality control, and such activities are recorded in the quality register, which provides information for end stage reports and the end project report. The individuals or roles responsible for accepting a product are identified in the product description where acceptance usually involves both the review of the product quality control information provided by the project and an independent review of the product against the user’s quality expectations and acceptance criteria. Once accepted, a project product transfers ownership for the product from the project or supplier on behalf of the user.

9.11 Quality Management Supporting Techniques

You will gain a full understanding of the types of quality techniques used and how their timing, location, and resource requirements is essential to project planning, and learn that although a wide range of quality techniques exist, the six most used in a project context are, verification, validation, prototyping, testing, inspection and certification.

9.12 Quality Context

You will learn how multiple organizations or if part of a program or portfolio is documented in the quality management approach. In addition, you will grasp in a commercial context, how product descriptions and the quality management approach consider commercial agreements during product delivery

9.13 Quality Management Delivery Methods

Here you will learn the quality management delivery methods for linear-sequential projects and how this impacts product delivery, and change control aspects, as well as iterative-incremental delivery methods along with the use of sprints, the product backlog, user stories and the minimum viable product.

9.14 Quality Sustainability and Scale

Here you will learn how sustainability is a key consideration in describing and specifying the project products and how these address both the organization’s ability to sustain expected benefits after delivery (i.e. a product), and its ability to achieve project and products environmental sustainability Quality management always has a cost, so the goal of an effective quality management approach is to offset the potential product failure costs by an adequate level of quality planning and control, and how overly stringent quality specifications and acceptance criteria can dramatically increase overall project cost

9.15 Quality Practice Key Roles

You will learn how the quality practice uses the key roles and responsibilities, and these include the business/commissioning layer, project executive, senior user and supplier roles, project manager, team manager, project assurance, and project support.

9.16 Quality Practice Principle Relationships

Here you will learn how the quality practice contributes to the adherence to PRINCE2 principles across the project lifecycle. You will grasp how each of the seven principles are achieved from the quality practice perspective, and as a consequence, the resulting outcomes.

10.2 PRINCE2 Product Focus

You must use 'PRINCE2 Product Focus' if your project claims to be using the PRINCE2 Method - so it is vital you understand the steps and purpose. In module 10 there are 8 video lessons covering the PRINCE2 Product-based Planning Technique.

10.3 Planning Focus and the Project Product Description

You must use 'Planning Focus and the Project Product Description' if your project claims to be using the PRINCE2 Method - so it is vital you understand the steps and purpose. In module 10 there are 8 video lessons covering the PRINCE2 Product-based Planning Technique.

10.4 The Product Breakdown Structure - Part ONE

You must use 'The Product Breakdown Structure - Part ONE' if your project claims to be using the PRINCE2 Method - so it is vital you understand the steps and purpose. In module 10 there are 8 video lessons covering the PRINCE2 Product-based Planning Technique.

10.5 The Product Breakdown Structure - Part TWO

You must use 'The Product Breakdown Structure - Part TWO' if your project claims to be using the PRINCE2 Method - so it is vital you understand the steps and purpose. In module 10 there are 8 video lessons covering the PRINCE2 Product-based Planning Technique.

10.6 The Product Flow Diagram - Part ONE

You must use 'The Product Flow Diagram - Part ONE' if your project claims to be using the PRINCE2 Method - so it is vital you understand the steps and purpose. In module 10 there are 8 video lessons covering the PRINCE2 Product-based Planning Technique.

10.7 The Product Flow Diagram - Part TWO

You must use 'The Product Flow Diagram - Part TWO' if your project claims to be using the PRINCE2 Method - so it is vital you understand the steps and purpose. In module 10 there are 8 video lessons covering the PRINCE2 Product-based Planning Technique.

10.8 Organizing Work Packages

You must use 'Organizing Work Packages' if your project claims to be using the PRINCE2 Method - so it is vital you understand the steps and purpose. In module 10 there are 8 video lessons covering the PRINCE2 Product-based Planning Technique.

11.2 The Planning Horizon

Here you will learn how plans provide the backbone of the information required to manage a project and provide control by creating an approved plan provides a baseline against which progress can be measured and issues assessed. From this you will see how a plan provides a reference point to monitor and control scope, benefits, quality, risks, issues, and progress. You will understand why a plan can never be 100% accurate. This period is the planning horizon – a timeframe within which the project’s scope, activities, and resources can be reasonably predicted and planned. The PRINCE2 manage by stages principle addresses the need to keep plans within reasonable planning horizons by breaking the project into manageable stages, each with its own plan, which allows for more accurate planning and control.

11.3 Plan Levels

You will learn the three plan levels plus exception plans and how they relate to each other. The high-level project plan showing the major products of the project and when, how, and at what cost they will be delivered, providing confidence to the project board that the project will fulfil its business case You will understand the stage plan is a detailed plan used for project management control throughout a stage, and the team plan is an optional plan used for organizing and controlling the work of a team when executing a work package Learn how the exception plan follows an exception report and explains the project response to the exception. You will then learn how PRINCE2 manages by stages.

11.4 Stages and the Stage Plan

You will learn that the number of stages can vary, based on the nature of the products and the necessary delivery activities. More stages increase the degree of control, but every stage boundary requires effort to manage, requiring a balance between the degree of control and the level of management overhead on the project. You will learn how the focus on products principle, managing by stages helps the project management team to plan and deliver what is required when it is required, and how a stage plan is created and its typical content, and how the appropriate stage length is a matter of assessing five key criteria.

11.5 Plans and Work Packages

You will learn the creation and use of a team plan and how it differs from a stage or project plan, then you will deep-dive into the exception plan with a focus on remedial actions. You will then grasp the interplay and options between stages and work packages.

11.6 Tolerances in Planning

You will learn that many projects are driven by various constraints, such as schedules and resources, you will grasp the trade-offs between end/schedule driven and resource driven projects, and why effective planning includes prioritization of such constraints, the appropriate approaches to use and tolerances for control. You will understand use of the time, cost and scope tolerances, and references to the PRINCE2 product-based planning technique.

11.7 Completing the Plan

You will learn that a plan is typically a document and completing a plan requires project and team managers to prepare estimates based on people, resources, activity durations, resource costs, benefits and risks. You will grasp the preparing of schedules and budgets, analysing risks and documenting the plan.

11.8 Supporting Techniques

In this lesson you will deep-dive into the various supporting techniques used in the plans practice. These include the prioritization MoSCoW method, product backlog approach (agile), pairwise comparison, the kano model and Eisenhower matrices. You will learn how to use spreadsheets, product checklists and activity flow boards (Kanban).In addition you will grasp the use of the critical path and critical chain scheduling methods.

11.9 Estimating Techniques - Part ONE

In this, the first of two lessons you will deep-dive into learning many of the common estimating techniques used in project planning. Here, you will learn how to apply top-down estimating, bottom-up estimating, comparative/analogous, and parametric estimating techniques.

11.10 Estimating Techniques - Part TWO

In this, the second of two lessons you will deep-dive into learning many of the common estimating techniques used in project planning. Here, you will learn how to apply three-point estimating (both beta triangular distribution), the data analytics technique, the use of subject matter experts, and the use of Fibonacci sequence-based planning poker in agile projects.

11.11 Context and Delivery Methods

Here you will learn how Project planning is often influenced by organizational context, including policies, procedures, programmes, and support. Other contextual factors include the commercial context including the use of external suppliers and contracts.

11.12 Sustainability and Scale

Here you will learn how PRINCE2 plans can address sustainability in at least three different ways: product sustainability: determining the environmental impact of the product through its full lifecycle, including disposal where appropriate, delivery sustainability: choices made in planning work packages and stages affecting the climate impacts of the delivery activities, and benefits sustainability where some projects fail to achieve the expected benefits because there are only limited means to sustain these benefits You will grasp how The PRINCE2 planning technique supports a wide range of projects, and although this always applies, the level of planning effort can be easily scaled up or down based on the project characteristics and needs, and learn how planning aspects of project scale include duration, multi-year projects, team size, complexity, novelty and cost. Finally, you will learn the purpose and content structure of a PRINCE2 plan.

11.13 Plans Practice Key Roles

You will learn how the plans practice uses the key roles and responsibilities, and these include the business/commissioning layer, project executive, senior user and supplier roles, project manager, team manager, project assurance, and project support.

11.14 Plans Practice Principle Relationships

Here you will learn how the directing a project process purpose enables the project board to be accountable for the project’s success by making key decisions and exercising overall control while delegating day-to-day management of the project to the project manager You will grasp the directing a project objectives support that purpose, and how the project executive and project manager applies the process.

12.2 Directing a Project Context

Through a series of powerful graphics, you will learn and understand the directing a project context. You will master how each of the five activities withing the directing a project process are used throughout the PRINCE2 project lifecycle. You will grasp how the processes links with other processes while grasping how the process works within the project stages.

12.3 Directing a Project Activities - Part ONE

This is the first of two lessons learning about the five activities within the directing a project process. Here you will learn the various inputs and outputs to each activity and grasp the recommended actions for the project board and project manager. In the first lesson you will grasp the authorize initiation, authorize the project and give ongoing direction activities.

12.4 Directing a Project Activities - Part TWO

This is the second of two lessons learning about the five activities within the directing a project process. Here you will learn the various inputs and outputs to each activity and grasp the recommended actions for the project board and project manager. In this second lesson you will grasp the authorize a stage or exception plan, and give authorize project closure activities.

12.5 The Project Board

You will learn everything you need for the PRINCE2 7 Project Board. You will master the five activities they use throughout the project, giving informal advice and guidance as well as formal direction during the life of the project. Grasp how they Manage by exception - monitors by reports, and controls through a small number of decision points, act as a communication channel, and ensure there is continued business justification without being overburdened by hands-on project management activity. You will grasp the RACI table for the directing a project process.

12.6 Applying the DP Process - Part ONE

This is the first of two lessons where you will learn how the 7 PRINCE2 practices are applied to the directing a project process. You will grasp how the business case practice, the organizing practice, the plans practice, and the quality practice are applied, the various actions taken, and by whom.

12.7 Applying the DP Process - Part TWO

This is the second of two lessons where you will learn how the 7 PRINCE2 practices are applied to the directing a project process. You will grasp how the risks practice, the issues practice, and the progress practice are applied, the various actions taken, and by whom.

13.2 The Controlling a Stage Process

You will learn that the purpose of the process of controlling a stage is to assign work, monitor such work, handle issues, report progress to the project board, and take corrective actions to ensure that the stage remains within the tolerances set by the project board Attention is focused on delivery of the management stage’s products Any movement away from the direction and products agreed at the start of the management stage is monitored to avoid uncontrolled change and loss of focus The project management team is focused on delivery within the established tolerances

13.3 Applying CS in a Project

You will learn that the controlling a stage process describes the project manager’s day-to-day management of the stage; this process is used for each stage of a project, and that the activities of managing a stage boundary process will occur towards each stage end, apart from the final stage (or in exception situations).

13.4 Work Packages in CS

You will learn the inputs and outputs of each activity in the controlling a stage process focussed on the authorize a work package and receive completed work pack activities. You will deep dive into the recommended actions and responsibilities for the project manager role.

13.5 Work Packages Issues and Risks in CS

In this lesson you will learn the controlling a stage process inputs and outputs of the evaluate work package status, capture issues and risks, and take corrective action activities, as well as the recommended actions and responsibilities for the project manager for each work package in progress.

13.6 Corrective Action and stage status in CS

In this lesson you will learn the controlling a stage process inputs and outputs of the evaluate stage status, report highlights, and escalate issues and risks activities, as well as the recommended actions and responsibilities for the project manager for each work package in progress.

13.7 Highlights and Issue/Risk Escalation in CS

Continuing on from the previous lesson, you will learn the controlling a stage process inputs and outputs of report highlights, and escalate issues and risks activities, as well as the recommended actions and responsibilities for the project manager for each work package in progress.

13.8 RACI and Tailoring Controlling a Stage

In this lesson, you will learn how the RACI chart is applied to the controlling a stage process, and how tailoring is applied to the process. You will grasp why work package descriptions are fundamentally important to this process, as they relate to PRINCE2’s principle to focus on products You will grasp how the project manager is responsible for the creation of all new management products (including creating work package descriptions) in this process but may delegate tasks to others while retaining responsibility, since the project manager may not have the requisite skills to define specialist products or method statements in the work package description

13.9 Applying Practices to Controlling a Stage

In this lesson, you will learn how the seven PRINCE2 practices (business case, organizing, plans, quality, risks, issues and progress practices) are applied to the controlling a stage process. You will also grasp how the various documents, registers and management approaches are used.

14.2 Managing Product Delivery Objectives and Process

In this lesson, you will learn that Managing product delivery accepts authorized work packages from the project manager, creates a team plan for the assigned work packages, ensures products are developed with any development methods specified in the work package description, and demonstrates that each product meets its quality criteria as specified in the product description. You will grasp how his process is from the team managers perspective, where the team manager(s) or team members execute assigned work packages and give the project manager progress updates via checkpoint reports (this may use external suppliers and possibly contracts).

14.3 Managing Product Delivery Activities - Part ONE

In this lesson, the first of THREE lessons, you will learn the Managing product delivery activities (and their management product inputs and outputs) consisting of accept a work package, execute a work package, evaluate a work package, and notify work package completion.

14.4 Managing Product Delivery Activities - Part TWO

In this lesson, the second of THREE lessons, you will learn about the Managing product delivery activities. You will understand the agreement between the project manager and the team manager as to what is to be delivered before a work package is allocated to a team, to check the work package description for the procedure to update the project log, consult with project assurance if any extra reviewers are required for each product, confirm a viable team plan, seek team plan approval, and ensure the project log is updated

14.5 Managing Product Delivery Activities - Part THREE

In this lesson, the final of THREE lessons, you will learn about the Managing product delivery activities of evaluate a work package and notify work package completion. You will grasp why the team manager should review and report progress to the project manager for each period defined in the work package description, and that just as the work package authorization was accepted by the team manager from the project manager, notification of its completion must be communicated to the project manager

14.6 Applying and Tailoring MP

In this lesson, you will learn how to Apply and tailor the managing product delivery process. You will understand how Managing product delivery activities may be combined, separated, or run concurrently and how specialist work will use appropriate methods and techniques that are appropriate to the type of work. You will grasp why the project manager and team manager should agree such controls, stated in the work package description, and ensure compatibility with the project management approaches, and why the relationship between the team manager and their team members should be collaborative, and that the project manager may undertake a team manager role

14.7 Work Package Description Checkpoints and RACI

Work Package Description Checkpoints and RACI -- controls the delivery of the specialist work. In this lesson, you will learn in the managing product delivery process, the content and structure of the work package description and checkpoint report. You will grasp how the RACI table in this process is used to determine responsibilities, accountabilities, those who need to be consulted and informed are applied to the four managing product delivery activities.

14.8 MP Application of the PRINCE2 Practices

MP Application of the PRINCE2 Practices -- controls the delivery of the specialist work. In this lesson, you will learn how the seven PRINCE2 practices (business case, organizing, plans, quality, risks, issues and progress practices) are applied to the controlling a stage process. You will also grasp how the various documents, registers and management approaches are used.

15.2 SB Objectives Context and Overview

In this lesson, you will learn the managing a stage boundary objectives, how to deal with exceptions, and grasp the process context that business justification should be reconfirmed at the end of each stage, the project can be redirected or stopped if required, while providing a means for implementing an exception procedure. You will understand the managing a stage boundary process is based on dividing the project into stages, why it is important to have a mechanism for corrective action to bring the project back in the right direction and under control, and grasp how the managing a stage boundary provides a means by which an exception procedure can be implemented

15.3 Managing a Stage Boundary Stage Plans

Managing a Stage Boundary Stage Plans. In this lesson, you will learn when using the managing a stage boundary process, how the evaluate the stage activity, request next stage activity, prepare the next stage plan, and prepare the exception plan (more details in the next lesson), are used. You will grasp the inputs and outputs to these activities and the management products created or updated.

15.4 SB Exception Plans and Updating the Project Plan

SB Exception Plans and Updating the Project Plan. In this lesson, you will deep dive and learn when using the managing a stage boundary process, how the exception process is carried out, in particular the update the project plan, and update the business case activities, and grasp the inputs and outputs to these activities and the management products created or updated. You will learn that exception plans must be produced to show the actions required to recover from or avoid a deviation from the agreed tolerances in the project plan or a stage plan, and are prepared to the same level of detail as the plan they replace, and if approved, the exception plan replaces the stage plan that is in exception and becomes the new baselined plan. You will grasp the inputs and outputs to these activities and the management products created or updated.

15.5 SB Business Case Update and Stage Evaluation

In this lesson, you will learn how to apply the update the business case activity, the evaluate the stage activity, and the request the next stage trigger (we will look in more detail on this in the next lesson), along with the structure and content of the end stage report. In each case, you will learn the recommended actions by the project manager.

15.6 SB RACI and Practice Applications - Part ONE

In this lesson, you will grasp a top-level review of the exception process, and grasp the request the next stage activity and the recommended actions of the project manager. You will understand the application to the managing a stage boundary process to the RACI table. You will learn how the activities in managing a stage boundary may be combined, separated, or run concurrently to suit the project context, while taking care to ensure the integrity of the connections with the processes of initiating a project, controlling a stage, and directing a project The project manager is responsible for the creation of all new management products in this process but may delegate work to others with the requisite skills, such as project support or a team manager, provided the project manager retains the overall responsibility. You will also understand how the business case and organizing practices are applied to the managing a stage boundary process.

15.7 SB RACI and Practice Applications - Part TWO

This is part two of the PRINCE2 practice applications to the Managing a stage boundary process. You will understand how plans, quality, risks, issues, and progress practices are applied to the managing a stage boundary process.

16.2 Issues and Changes

Issues and Changes. You will learn that an issue is an event relevant to the project that requires project management consideration and may be raised at any time during the project by any team member or stakeholder and captured in the project log. You will understand why all issues must be categorized as a problem, concern, business opportunity or an event external to the project. You will grasp how issue management encompasses change control change control describes how changes to the project baseline are controlled.

16.3 Business Opportunities and Issue Management

Business Opportunities and Issue Management. You will learn that some issues represent a business opportunity with positive consequences, that issues should be recorded in the issue register, You will understand the two issue types, off-specification is a product that will not meet its quality specifications, or a product that should be provided by the project but currently is not. You will also grasp the PRINCE2 process for managing issues.

16.4 Issue Product Baselines

Issue Product Baselines. You will learn what is meant by issue product baselines and why change can only be assessed in terms of its impact on the project and at any stage in its lifecycle, and that the project will comprise a set of management and specialist products You will grasp how at any point in time, each product is either in preparation, development, or has been approved - in all cases they will be under change control enabling those involved to identify when changes have been made and to trace them to a decision made by the appropriate authority. You will learn why it is good practice to periodically verify their status through reviews or audits, typically undertaken at the end of each stage and at the end of the project.

16.5 The Change Control Process

The Change Control Process. You will learn the PRINCE2 change control process and how it brings together requests for change, Off-specification concessions and change budget factors. You will grasp the definitions of each, and typical actions taken. You will grasp how to delegate authority for changes and the tradeoffs needing to be considered particularly too little or too much delegation.

16.6 The Issue Management Procedure - Part ONE

The Issue Management Procedure - Part ONE. You will learn that PRINCE2 includes a five-step issue management procedure whose purpose is to identify, assess, and control any potential and approved changes (issues). In this first of two lessons, you will grasp the first two steps: capture the issue and assess the issue. You will understand how the project log and the issue register are updated through these steps.

16.7 The Issue Management Procedure - Part TWO

The Issue Management Procedure - Part TWO. You will learn that PRINCE2 includes a five-step issue management procedure whose purpose is to identify, assess, and control any potential and approved changes (issues). In this second of two lessons, you will grasp the last three steps: the recommend step, the decide step, and the implement step. You will understand how the project log and the issue register are updated through these steps.

16.8 Issue Management Supporting Techniques

Issue Management Supporting Techniques. Here you will learn that PRINCE2 has a variety of problem-solving techniques that may be used to enable the assessment and resolution of issues, and to be effective, problem-solving techniques must be applied systematically, and a team effort is typically required. You will understand the six techniques of: root cause analysis, pareto analysis, the pareto chart, cause and effect analysis, failure mode analysis and the five whys.

16.9 Applying the Issues Practice - Part ONE

Applying the Issues Practice - Part ONE. Here you will learn the five key elements of applying the issues practice: delivery method, organizational context, commercial context, project scale, and sustainability issues. You will grasp the methods used for projects using Linear-sequential project delivery method, Iterative- incremental project delivery (agile), and sustainability (often a source of significant issues from outside the project (for example regulatory requirements and supplier capabilities)

16.10 Applying the Issues Practice - Part TWO

Applying the Issues Practice - Part TWO. Here you will learn why the project manager should consider when developing the issue management approach, the scale of the project, the number or diversity of stakeholders, the characteristics of the project change control tools and associated data. You will grasp that the issue management approach describes how issues will be captured and reported, and explain how changes to the project baseline will be assessed and controlled. How the Issue register logs all issue reports, their current status, and date of closure. You will understand that the Issue report describes the issue’s impacts on the project baseline, identifies ways to resolve the issue or address an off-specification and recommend a decision. Finally, you will understand the structure and content of the issue management approach.

16.11 Issues Practice Management Products

Issues Practice Management Products. Here you will learn about the issues practice management products. You will grasp the structure and content of the issue register, and the issue report.

16.12 Issues Practice Key Roles

Issues Practice Key Roles. You will learn how the issues practice uses the key roles and responsibilities, and these include the business/commissioning layer, project executive, senior user and supplier roles, project manager, team manager, project assurance, and project support.

16.13 Issues Practice Principles

Issues Practice Principles. Here you will learn how the issues practice contributes to the adherence to PRINCE2 principles across the project lifecycle. You will grasp how each of the seven principles are achieved from the issues practice perspective, and as a consequence, the resulting outcomes.

17.2 Progress Practice Purpose, Control and Tolerance

Progress Practice Purpose, Control and Tolerance. Here you will learn how Progress control involves measuring actual progress against the performance targets of benefits, time, cost, quality, scope, sustainability, and risk, and how this information is used to make decisions, such as whether to approve a stage or work package, whether to escalate deviations, or whether to close the project prematurely and to take actions as required. You will understand how progress can be monitored at the work package, stage, and project levels, and how the project is managed by exception between four management levels against tolerances for seven performance targets.

17.3 Progress Practice Layer by Layer

Progress Practice Layer by Layer. Here you will learn how Progress control involves measuring actual progress against the performance targets of benefits, time, cost, quality, scope, sustainability, and risk, and how this information is used to make decisions, such as whether to approve a stage or work package, whether to escalate deviations, or whether to close the project prematurely and to take actions as required. You will understand how progress can be monitored at the work package, stage, and project levels, and how the project is managed by exception between four management levels against tolerances for seven performance targets. You will also grasp the two types of progress control, event-driven and time-driven controls.

17.4 Reviewing Progress and Lessons

Reviewing Progress and Lessons. Here you will learn how to review progress and apply lessons via the controlling a stage process, the project manager will regularly review progress through checkpoint reports and will maintain the project log, using this information to update the stage plan with the actual progress achieved. You will grasp how small actions may simply be recorded on the daily log and marked when completed, whereas a formal issue will be captured in the issue register. The product register also provides data on product status of the products that are complete, currently in progress, and awaiting development. You will learn that a principle of a PRINCE2 project is that the project management team learns from experience, and so they will actively seek, records, and incorporates relevant lessons throughout the project life, applying them to the remaining work and sharing for future projects.

17.5 Reporting Progress and Lessons

Reporting Progress and Lessons. Here you will learn how to report progress and define lessons while understanding how they are to be used. The frequency of reporting should reflect the level of control required, and this is likely to vary during the project. For example, less frequent reporting for an experienced team and more frequent reporting for an inexperienced team. There are seven reports used for progress, checkpoint, highlight, lesson, issue, exception, end stage, and end project reports.

17.6 Capturing Lessons and Forecasting

Capturing Lessons and Forecasting. Here you will learn six situations when lessons can be captured, and the five ordered questions to analyze each lesson. You will grasp how to use Management and collaboration systems as recorded in the digital and data management approach. A fundamental component of the manage by exception principle is forecasting, where an exception is defined as a situation where it can be forecasted that a deviation beyond the agreed tolerance levels will occur. You will understand why it is not necessary, nor helpful, to wait until that deviation has occurred, so forecasting within projects is essential because it helps to identify responses to project risks, predict project outcomes, and help ensure overall project success.

17.7 Management By Exception

Management By Exception. Here you will learn and review management by exception, but this time the focus will be on exception escalation and exception levels. You will understand how the project level, stage level and work package level exception escalation levels work, and the roles/responsibilities involved, then examining the actions to manage these.

17.8 Progress Data and Systems

Progress Data and Systems. Here you will learn how data and technology (project’s digital and data management appro) help manage and control projects by supporting progress tracking and decision-making, and how data analytics support effective decision-making or to efficiently automate tasks You will understand how the data will be used, and which systems will be used for data analytics across the project ecosystem and through the project lifecycle and afterwards. You will grasp how digital technology like sentiment analysis, the management products used for checking the baselines, reviewing progress, capturing, and reporting lessons, reporting progress, or forecasting are often different types or formats of data residing in separate systems, databases, or file formats, and the use of AI

17.9 Supporting Techniques - Part ONE

Supporting Techniques - Part ONE. This is the first of three lessons covering supporting techniques within the PRINCE2 progress practice. In this lesson you will learn how to apply dashboards, daily standups and peer reviews. You will understand that measuring stage progress involves looking backwards at the progress made against plans and forward at what still needs to be completed with available time and resources. However, effective progress management requires an open and transparent culture with a no-blame attitude to progress reporting There are many supporting techniques, and the solution developers may use Kanban as a team board to demonstrate progress and hold daily stand-ups for reporting purposes.

17.10 Supporting Techniques - Part TWO

Supporting Techniques - Part TWO. This is the second of three lessons covering supporting techniques within the PRINCE2 progress practice. In this lesson you will learn how to apply earned value management, agile earned value metrics and burn charts.

17.11 Supporting Techniques - Part THREE

Supporting Techniques - Part THREE. This is the third of three lessons covering supporting techniques within the PRINCE2 progress practice. In this lesson you will learn how to apply agile retrospectives and the kanban board.

17.12 Applying the Progress Practice - Part ONE

Applying the Progress Practice - Part ONE. This is the first of two lessons covering supporting techniques within the PRINCE2 progress practice. In this lesson you will learn how to apply progress practice from the perspective of organizational context and commercial context. You will grasp the use of delivery methods for an iterative-incremental approach, tolerances, how products will meet their acceptance and quality specifications, reporting, and linear-sequential delivery methods.

17.13 Applying the Progress Practice - Part TWO

Applying the Progress Practice - Part TWO. This is the second of two lessons covering application within the PRINCE2 progress practice. In this lesson you will learn how to apply progress practice from the perspective of sustainability and scale, and will gather data on those sustainability aspects recorded in the project initiation documentation that are critical success factors for the project You will understand why progress management must be able to identify and report on the data required to support this evidence to check that the project remains within its sustainability tolerances and the parameters established by the business layer Progress management needs to be applied or tailored to reflect the needs of the project’s scale, risk, complexity, and prominence.

17.14 Progress Management Products - Part ONE

Progress Management Products - Part ONE. This is the first of three lessons covering PRINCE2 progress management products. In this lesson you will learn how the data management approach describes how digital technology will be used to support project management, how data and information will be created, used, and managed across the project ecosystem, through the project lifecycle and afterwards You will understand the purpose of the daily log and how it is used and its structure to record informal issues, required actions, or significant events not captured by other PRINCE2 management products.

17.15 Progress Management Products - Part TWO

Progress Management Products - Part TWO. This is the second of three lessons covering PRINCE2 progress management products. In this lesson you will learn how the lessons log provides a repository to record lessons that apply to this project or future projects. You will grasp the purpose, content and structure of a checkpoint report is to report to the project manager the status of the work package at a frequency defined in the work package You will also learn the purpose, content and structure of a highlight report is to provide the project board (and possibly other stakeholders) with a summary of the stage status at intervals defined by them.

17.16 Progress Management Products - Part THREE

Progress Management Products - Part THREE. This is the third part of three lessons covering PRINCE2 progress management products. In this lesson you will learn how the lessons report purpose is to share lessons and trigger actions to ensure that lessons become embedded in the appropriate organization’s way of working. You will also understand the purpose content and structure of an exception report, an end stage report, and an end project report.

17.17 Progress Practice Key Roles - Part ONE

Progress Practice Key Roles - Part ONE. You will learn how the progress practice uses the key roles and responsibilities. Here, you will learn how the business/commissioning layer, project executive, senior user and supplier roles, and project manager perform their roles and responsibilities.

17.18 Progress Practice Key Roles - Part TWO

Progress Practice Key Roles - Part TWO. Progress Practice Key Roles. You will learn how the progress practice uses the key roles and responsibilities. Here, you will learn how the team manager, project assurance, and project support, perform their roles and responsibilities.

17.19 Progress Practice Principles

Progress Practice Principles. Here you will learn how the progress practice contributes to the adherence to PRINCE2 principles across the project lifecycle. You will grasp how each of the seven principles are achieved from the progress practice perspective, and as a consequence, the resulting outcomes.

18.2 Closing a Project Context

Here you will learn how the context of closing a project provides a clear end to a project is always more successful than a slow drift into use, as it is a recognition that the original objectives have been met (plus any approved changes) and that responsibility for ongoing operations and maintenance of the products has been confirmed by the agreed owners You will grasp why closure activities should be planned as part of the final stage plan, as work is required to prepared information to the project board to obtain its authorization for project closure.

18.3 Closing a Project Objectives

Here you will learn how one of the defining features of a project is that it is finite; it has a start and an end, and if the project loses this distinction, it loses some of its advantages over purely operational management approaches. You will understand the closing a project activities of prepare planned closure, confirm project acceptance, evaluate the project and request project closure along with their key management products. The same activities are carried for a premature close but with prepare planned closure activity replaced prepare premature closure. Note that there may be some approved products not yet delivered. The project board may advise ownership of some, or all of those products be transferred to the users.

18.4 Closing a Project Activities

Here you will learn how if the project board instructs the project manager to close the project prematurely, the project manager must ensure that work-in-progress is not abandoned but salvage anything of value created to date and check that any project cancellation gaps are raised to the business. The project products must be passed to an operational and maintenance environment prior to the project closure. You will understand how to confirm project acceptance and check that the benefits management approach includes post-project activities to confirm benefits that cannot be measured until after the project product has been in operational use for some time.

18.5 Closing a Project Activities Evaluation and Roles

Here you will learn how the closing a project activities, evaluation and roles lesson and the project manager recommended actions for the evaluate the project, and request project closure, are used and applied. You will grasp how the closing a project process is tailored with regard to the roles and responsibilities via the RACI table are used.

18.6 Applying Practices to Closing a Project

In this module there are 6 PRINCE2 video lessons covering the five activities needed for the controlled shut down of any PRINCE2 project -- 'Applying Practices to Closing a Project' In this lesson, you will learn how the seven PRINCE2 practices (business case, organizing, plans, quality, risks, issues and progress practices) are applied to the closing a project process. You will also grasp how the various documents, registers and management approaches are used.

PRINCE2 Example Exam - Questions and Answers

PRINCE2 Example Exam - Questions and Answers - Members Only