Prince2 Foundation

Front 1

Recall six aspects of project performance to be managed.

Back 1

Cost
Timescales
Quality
Scope
Benefits
Risk

Hint 1

OV 01 1

Front 2

Recall the definition and five characteristics of a project

Back 2

"A temporary organization that is created for the purpose of delivering one or more business products according to an agreed Business Case."

-- Mechanisms of CHANGE
-- TEMPORARY
-- Complex/CROSS-FUNCTIONAL
-- UNIQUE
-- Involve UNCERTAINTY

Hint 2

OV 02 1

Front 3

Recall four integrated elements of principles, themes, processes, and the project environment upon which PRINCE2 is based.

Back 3

Principles: "guiding obligations and good practices" MANDATORY for a project to be PRINCE2.

Themes: "aspects of PM that must be addressed continually and in parallel throughout the project."

Processes: "Step-wise progression thru the project lifecycle . . . provide checklists of recommended activities, products, and related responsibilities.

Necessary to "tailor" PRINCE "to the specific context of the project."

Hint 3

OV 03 1

Front 4

Recall the benefits of PRINCE2

Back 4

"Established and proven best practice and governance for PM."

Applicable to any type of project "and can easily be implemented alongside specialist, industry-specific models."

"Widely recognized and understood."

"Provides for explicit recognition of project responsibilities . . . There is a defined structure for accountability, delegation, authority, and communication."

"Product focus clarifies (for all parties) what a project will deliver, why, when, by whom, and for whom."

Meets needs of different management team levels.

Based on "management by exception."

Ensures focus on Business Case (rather than seeing the project as an end in itself).

"Defines a thorough but economical structure of reports."

Ensures proper representation of stakeholders.

"Promotes learning and continual improvement" in organizations."

"Promotes consistency of project work and the ability to reuse project assets; it also facilitates staff mobility and reduces the impact of personnel changes/handovers."

"Diagnostic tool, facilitating the assurance and assessment of project work, troubleshooting, and audits."

Existence of accredited training, consulting, and certification organizations.

Hint 4

OV 04 1

Front 5

Recall the customer/supplier context of a PRINCE2 project.

Back 5

Environment in which the customer defines the requirement, pays for the project and uses the eventual products; and in which the supplier provides the required skills and know-how to create the end-products for the customer.

Hint 5

OV 05 1

Front 6

Understand the seven principles.

Back 6

(1) Continued business justification.
(2) Learn from experience.
(3) Defined roles and responsibilities.
(4) Manage by stages.
(5) Manage by exception.
(6) Focus on products.
(7) Tailor to suit the project environment.

Hint 6

OV 06 2

Front 7

Understand the difference between a project and a programme.

Back 7

"The distinction between projects and programmes is that projects typically produce or change something and are then disbanded. The benefits of the undertaking are like to be accrued after the project is completed. Programmes are typically used to help transform organizations. Therefore, the temporary programme organization tends to have a lifespan that covers the realization of the benefits."

Hint 7

OV 07 2

Front 8

Understand the characteristics of a project.

Back 8

- Change
- Temporary
- Cross-functional
- Unique
- Uncertainty

Hint 8

OV 08 2

Front 9

Understand the purpose of the Business Case theme.

Back 9

"The purpose of the Business Case theme is to establish mechanisms to judge whether the project is (and remains) desirable, viable, and achievable as a means to support decision making in its (continued) investment.

Hint 9

BC 01 2

Front 10

Understand how the Business Case theme supports the continued business justification principle.

Back 10

The Business Case documents the business justification for the project and describes the reasons for the project based on estimated costs, risks, and the expected benefits.

Hint 10

BC 02 2

Front 11

Understand the difference between an output, an outcome, and a benefit.

Back 11

"An OUTPUT is any of the project's specialist products (whether tangible or intangible)."

"An OUTCOME is the result of the change derived from using the project's outputs."

"A BENEFIT is the measurable improvement resulting from an outcome that is perceived as an advantage by one or more stakeholders."

"An output is any of the project’s specialist products which when implemented and used will result in outcomes and in turn these result in measurable improvements, known as benefits." [ILX]

Hint 11

BC 03 2

Front 12

Understand the purpose of a Business Case and a Benefits Review Plan.

Back 12

"The Business Case is a description of the reasons for the project and the justification for its undertaking. It should provide a clear statement of the benefits that are expected from the project and the costs, risks and timescale that are entailed in achieving those benefits." [ILX]

"The Business Case presents the optimum mix of information, which in turn enables the Project Board to judge whether the project is:
• Desirable - that the cost/benefit/risk analysis is valid,
• Viable - that the project can deliver its products, and
• Achievable - that the product can provide the benefits." [ILX]

Hint 12

BC 04 2

Front 13

Understand the recommended composition of a Business Case.

Back 13

- An executive summary
- Reasons
- Business options
- Expected benefits
- Expected dis-benefits
- Timescale
- Costs
- Investment appraisal
- Major risks

Hint 13

BC 05 2

Front 14

Recall the defined roles within the Organization theme.

Back 14

- Executive
- Senior User
- Senior Supplier
- Project Assurance
- Change Authority
- Project Manager
- Project Support
- Team Manager

Hint 14

OR 01 1

Front 15

Understand the purpose of the Organization theme.

Back 15

"The purpose of the Organization theme is to define and establish the project's structure of accountability and responsibilities."

"The Organization Theme provides the knowledge to help define and establish the project’s structure of accountability and responsibilities." [ILX]

Hint 15

OR 02 2

Front 16

Understand how the Organization theme supports the Defined Roles and Responsibilities principle.

Back 16

By "[providing] information on the Project Management Team, and its structure and accountability."

Hint 16

OR 03 2

Front 17

Understand in which process(es) the Organization theme is applied and which roles are responsible for this.

Back 17

Directing
- Executive
- Senior User
- Senior Supplier
- Processes: SU, DP
Managing
- Project Assurance
- Change Authority
- Project Manager
- Project Support
- Processes: SU, IP, SB, CS, CP
Delivering
- Team Manager
- Processes: CS, MP

Hint 17

OR 04 2

Front 18

Understand the three project interests and how these are represented within the three levels of the project management team structure.

Back 18

- Business (Executive)
- User (Senior User)
- Supplier (Senior Supplier)

Represented at the Directing (Project Board) level of the project management team.

Hint 18

OR 05 2

Front 19

Understand how the four levels of the project management structure apply to the process model.

Back 19

Corporate/Programme
- issue the project mandate
- (i.e. commission the project)
- identify the Executive
- define the project tolerances
Directing
- Processes: SU, DP
Managing
- Processes: SU, IP, SB, CS, CP
Delivering
- Processes: CS, MP

Hint 19

OR 06 2

Front 20

Understand the role of the Project Board.

Back 20

"Responsible for the overall direction and management of the project . . . accountable for the success of the project."

"Approve all major plans and resources. Authorize any deviation that exceeds tolerances. Approve stage completion and start of next state. Communicate with other stakeholders."

"The Project Board is the overall authority for the project and is responsible for its initiation, direction, review and eventual closure." [ILX]

Hint 20

OR 07 2

Front 21

Understand the role of the Project Manager.

Back 21

"Ensure that the project produces the required products in accordance with the time, cost, quality, scope, risk, and benefit performance goals."

"It is the responsibility of the Project Manager to plan and oversee all of the day-to-day work and to ensure that the project is producing the right products, at the right time, to the right standards of quality and within the allotted budget." [ILX]

"The main tasks of the Project Manager include overall planning for the whole project, motivation and leadership of project staff, liaison with Programme Management over related projects, definition of responsibilities for specialist Team Managers and reporting progress to the Project Board." [ILX]

"In summary, the Project Manager is there to ensure that a result is achieved which makes it possible to realise the benefits described in the Project Initiation Documentation." [ILX]

Hint 21

OR 07 2

Front 22

Understand the role of Project Assurance.

Back 22

"Monitoring all aspects of the project's performance and products independently of the Project Manager."

Support "the PM by giving advice and guidance on issues such as the use of corporate standards or the correct personnel to be involved in different aspects of the project, e.g. quality inspections or reviews."

NB: a MANDATORY role.

Hint 22

OR 07 2

Front 23

Understand the role of the Change Authority.

Back 23

"Responsible for agreeing to changes to the requirements or scope of the project. By default this responsibility lies with the Project Board but they may, if they wish, delegate it to another body." [ILX]

Hint 23

OR 07 2

Front 24

Understand the role of the Team Manager.

Back 24

"To ensure production of those products allocated by the Project Manager."

"Where they do exist, it is the responsibility of the Team Manager to manage the creation and delivery of the specialist work packages and products under their control, as defined by the Project Manager." [ILX]

"The Team Manager will work with the Project Manager to define responsibilities for the team members and provide planning and leadership." [ILX]

"Any suggested changes to the products for which a Team Manager is responsible will be raised as issues and sent to the Project Manager for a decision on further action." [ILX]

"One of the tasks of a Team Manager is to attend, and usually run, checkpoint meetings to raise Checkpoint Reports for the Project Manager. It is on the basis of these that the Project Manager then provides regular Highlight Reports to the Project Board." [ILX]

Hint 24

OR 07 2

Front 25

Understand the role of Project Support.

Back 25

"May include providing administrative services or advice and guidance on the use of project management tools or configuration management. It could also provide specialist functions to a project such as planning or risk management."

"Some of the main tasks that are normally carried out by the Project Support function will include:
 Setting up and maintaining project documentation and the project filing system.
 Updating plans and assessing the impact of changes.
 Defining and maintaining project management standards.
 Configuration Management and Change Control.
 Taking minutes at meetings and compiling reports." [ILX]

Hint 25

OR 07 2

Front 26

Understand the difference between project stakeholders and project decision makers.

Back 26

Stakeholder
"Any individual, group, or organization that can affect, be affected by, or perceive itself to be affected by, an initiative (program, project, activity, risk)."

Decision Maker
Purview of the Project Board.

Hint 26

OR 08 2

Front 27

Understand the purpose of the Communication Management Strategy.

Back 27

"Contains a description of the means and frequency of communication to parties both internal and external to the project. It facilitates engagement with stakeholders through the establishment of a controlled and bi-directional flow of information."

Hint 27

OR 09 2

Front 28

Recall the recommended quality review team roles and their responsibilities.

Back 28

Chair
Responsible for the overall conduct of the review.

Presenter
Introduces the product for review and and represents the producer(s) of the product. Also coordinates and tracks the work after the review, i.e. applying the changes to the product agreed by the team.

Reviewer
Reviews the product, submits questions, and confirms corrections and/or improvements.

Administrator
Provides administrative support for the chair and records the result and actions.

Hint 28

QU 01 1

Front 29

Understand the purpose of the Quality theme.

Back 29

"To define and implement the means by which the project will create and verify products that are fit for purpose."

ILX adds: "and satisfy the needs and expectations of the Customer."

Hint 29

QU 02 2

Front 30

Understand how the Quality theme supports the "learn from experience" principle.

Back 30

"These elements support the PRINCE2 principle of ‘learn from experience’ by helping to identify and eliminate causes of unsatisfactory performance. For example, the Lessons Log may identify that a manufacturing process contains a flaw which can be corrected in future production runs." [ILX]

Hint 30

QU 03 2

Front 31

Understand the relationship between quality assurance and Project Assurance.

Back 31

Table 6.1 on page 48 of the manual.

"Quality Assurance
• provides a way to get an independent review of the Quality process;
• checks to see that it complies with company Quality standards; and
• ensures that Quality processes are in place." Whereas Project Assurance focuses on quality in the project. [MgmtPlaza]

QA is responsibility of corporate/programme management; project assurance is responsibility of the Project Board.

Hint 31

QU 04 2

Front 32

Understand the objectives of the quality review technique.

Back 32

"Objectives of the Quality Review Technique
• To assess the products against their agreed criteria
• To involve key stakeholders and help to promote quality and the project
• To provide confirmation that the product is complete (get agreement)
• To baseline (sign off) the product so no more changes can be made." [MgmtPlaza]

"Objectives
- To assess the conformity of a product which takes the form of a document (or similar item, e.g. a presentation or test results) against set criteria.
- To involve key interested parties in checking the product's quality and in promoting wider acceptance of the product.
- To baseline the product for change control purposes."

Hint 32

QU 05 2

Front 33

Understand the purpose of Quality planning.

Back 33

"Quality Planning establishes the objectives and requirements for quality and lays out the overall approach to quality in the Quality Management Strategy during the Initiation Stage. Quality planning also includes establishing the activities that are needed within a Stage to ensure that quality is achieved." [ILX]

Hint 33

QU 06 2

Front 34

Understand the purpose of Customer's quality expectations.

Back 34

"The key quality requirements will drive the choice of solution and, in turn, influence the time, cost, scope, risk, and benefit performance targets of the project."

Hint 34

QU 06 2

Front 35

Understand the purpose of the Quality Register.

Back 35

"Effectively a diary of the quality events planned and undertaken."

"Provides key audit and assurance information, relating what was planned and agreed (in the QMS and PDs) to the quality activities actually performed."

Hint 35

QU 06 2

Front 36

Understand the purpose of Quality planning.

Back 36

"Quality Planning establishes the objectives and requirements for quality and lays out the overall approach to quality in the Quality Management Strategy during the Initiation Stage. Quality planning also includes establishing the activities that are needed within a Stage to ensure that quality is achieved." [ILX]

Hint 36

QU 06 2

Front 37

Understand the purpose of Customer's quality expectations.

Back 37

"The key quality requirements will drive the choice of solution and, in turn, influence the time, cost, scope, risk, and benefit performance targets of the project."

Hint 37

QU 06 2

Front 38

Understand the purpose of the Quality Register.

Back 38

"Effectively a diary of the quality events planned and undertaken."

"Provides key audit and assurance information, relating what was planned and agreed (in the QMS and PDs) to the quality activities actually performed."

Hint 38

QU 06 2

Front 39

Understand the purpose of the Quality Management Strategy.

Back 39

"Can be regarded as the project management team's proposals in response to the customer's quality expectations and acceptance criteria."

"Describes how the QMSs of the participating organizations will be applied to the project and confirms and quality standards, procedures, techniques, and tools that will be used."

"Also provides a means by which the levels of formality to be applied in quality plans and controls can be scaled and agreed according to the particular needs of the project."

Hint 39

QU 06 2

Front 40

Understand the purpose of Quality control.

Back 40

"The means of ensuring that products meet the quality criteria specified for them. Quality control is about examining products to determine that they meet requirements and so normally takes place after some work has been done." [ILX]

Hint 40

QU 06 2

Front 41

Understand the purpose and composition of a Product Description.

Back 41

To capture "a description of a product’s purpose, composition, derivation and quality criteria."

"Identifier - A unique key, most likely allocated by the configuration management method being used
Title - The name by which the product is known
Purpose - Why do we need this product?
Composition - What are the components that will make up the product?
Derivation - From what is the product going to be produced or from where will it be obtained?
Format and Presentation - How will the product be presented and what will it actually look like?
Development skills required - Which individual, group or skill types will be needed to create the product?
Quality Criteria - What criteria must the product meet for it to be judged ‘fit for purpose?’
Quality Tolerance - Is there a range in quality criteria within which the product would be acceptable?
Quality Method - How will the quality assessment be made?
Quality Skills Required - Who is qualified to check the quality of this product and what skills will be required?
Quality Responsibilities - Identifying the Producer, Reviewers and Approvers for the product." [ILX]

Hint 41

QU 07 8

Front 42

Recall the levels of plans recommended by PRINCE2.

Back 42

- Project Plans
- Stage Plans
- Team Plans

Hint 42

PL 01 1

Front 43

Recall the steps in producing a PRINCE2 plan.

Back 43

- Design the plan
- Define & analyze the products
- ID activities & dependencies
- Prepare estimates
- Prepare the schedule
- Document the plan
- Analyze the risks

Hint 43

PL 02 1

Front 44

Recall four tasks of product-based planning.

Back 44

• Writing the Project Product Description
• Producing a Product Breakdown Structure
• Writing Product Descriptions for all identified products, and
• Producing a Product Flow Diagram

Hint 44

PL 03 1

Front 45

Understand the purpose of the Plans theme.

Back 45

"The purpose of the Plans theme is to facilitate communication and control by defining the means of delivering the products (the where and how, by whom, and estimating the when and how much)."

Hint 45

PL 04 2

Front 46

Understand the levels of plans, their purpose, and the interrelationship between the Project Plan, Stage Plans, Team Plans, and an Exception Plan.

Back 46

Project plan: how time, cost, scope, and quality targets will be met, showing MAJOR products, activities, and req'd resources.

Stage Plan: More detailed, day-by-day level plan suitable for controlling a stage.

Team Plan: Produced by a Team Manager to facilitate the execution of one or more Work Packages.

Hint 46

PL 05 2

Front 47

Understand the three types of management product: baselines, records, and reports.

Back 47

"Baseline management products are those that define aspects of the project and, once approved, are subject to change control."

"Records are dynamic management products that maintain information regarding project progress."

"Reports are management products providing a snapshot of the status of certain aspects of the project."

Baseline products, e.g.
Business Case
Project Plan

Records, e.g.
Issue/Risk/Quality Registers

Reports, e.g.
Checkpoint Report
End Project Report

Hint 47

PL 06 2

Front 48

List the BASELINE management products.

Back 48

- Benefits Review Plan
- Business Case
- Communication Management Strategy
- Configuration Management Strategy
- Plan (Project, Stage, Team)
- Product Description
- Project Brief
- Project Initiation Documentation
- Project Product Description
- Quality Management Strategy
- Risk Management Strategy
- Work Package

Hint 48

MWmC, re: PL 06 2

Front 49

List the RECORDS management products.

Back 49

- Configuration Item Records
- Daily Log
- Issue Register
- Lessons Log
- Quality Register
- Risk Register

Hint 49

MWmC, re: PL 06 2

Front 50

List the REPORTS management products.

Back 50

- Checkpoint Report
- End Project Report
- End Stage Report
- Exception Report
- Highlight Report
- Issue Report
- Lessons Report
- Product Status Account

Hint 50

MWmC, re: PL 06 2

Front 51

Understand the product-based planning technique.

Back 51

A technique "to determine and fully understand all the products (or deliverables, as they are often referred to) which the project is to create. Having done that, it will be much easier to identify and plan the activities necessary to create them." [ILX]

Hint 51

PL 07 2

Front 52

Understand how the Plans theme supports the Focus on Products principle.

Back 52

By employing the product-based planning theme and not using traditional activity-focused planning.

Hint 52

PL 08 2

Front 53

Understand how the Plans theme supports the Manage by Exception principle.

Back 53

By establishing tolerances at the Project Plan and Stage Plan level which, if breached, raise the need for exception planning to the project board.

Hint 53

PL 08 2

Front 54

Understand how the Plans theme supports the Manage by Stages principle.

Back 54

By requiring only a high-level plan, at the outset of the project, for the entire project, and calling for more detailed plans prior to approving a new stage.

Hint 54

PL 08 2

Front 55

Recall the definition of a risk and the difference between a threat and an opportunity.

Back 55

Risk: "An uncertain event or set of events that, should it occur, will have an effect on the achievement of objectives."

"Threat is used to describe an uncertain event that could have a negative impact on objectives."

"Opportunity is used to describe an uncertain event that could have a favorable impact on objectives."

Hint 55

RK 01 1

Front 56

Recall the risk response types and whether they are used to respond to a threat or opportunity.

Back 56

Threat responses
- Avoid
- Reduce
- Fallback
- Transfer
- Share
- Accept

Opportunity Responses
- Exploit
- Enhance
- Share
- Reject

Hint 56

RK 02 1

Front 57

Recall the difference between a risk owner and a risk actionee.

Back 57

Risk Owner: "The person responsible for managing the risk (there can be only one risk owner per risk)."

Risk actionee: "The person(s) who will implement the action(s) described in the risk response. This may or may not be the same person as the risk owner."

Hint 57

RK 03 1

Front 58

Understand the purpose of the Risk theme.

Back 58

"The purpose of the Risk theme is to identify, assess, and control uncertainty and, as a result, improve the ability of the project to succeed.

Hint 58

RK 04 2

Front 59

Understand how the Risk theme supports the continued business justification principle.

Back 59

"Management of risk is a continual activity, performed throughout the life of the project. Without an ongoing and effective risk management procedure it is not possible to give confidence that the project is able to meet its objectives and therefore whether it is worthwhile for it to continue. Hence effective risk
management is a prerequisite of the continued business justification principle." [Silicon Beach Training]

Hint 59

RK 05 2

Front 60

Understand the five steps within the risk management procedure.

Back 60

Identify (context & risks)
Context: obtain info about the project to understand objectives at risk and to formulate the Risk Mgmt Strategy.
Risks: "To recognize the threats and opportunities that may affect the project's objectives."

Assess (estimate & evaluate)
Estimate: "Assess the threats and opportunities to the project in terms of their probability and impact. The risk proximity will also be of interest to gauge how quickly the risk is likely to materialize if no action were taken."
Evaluate: "assess the net effect of all the identified threats and opportunities on a project when aggregated together."

Plan
"To prepare specific management responses to the threats and opportunities identified . . . "

Implement
"Ensure that the planned risk responses are actioned, their effectiveness monitored, and corrective action taken where responses do not match expectations."

Communicate
Carried out continually and "should ensure that information related to the threats and opportunities faced by the project is communicated both within the project and externally to stakeholders."

Hint 60

RK 06 2

Front 61

Understand the purpose of a risk budget.

Back 61

"A sum of money included within the project budget and set aside to fund specific management responses to the project's threats and opportunities."

Hint 61

RK 07 2

Front 62

Understand the probability, impact, and proximity of a risk.

Back 62

Probability: likelihood of occurrence.

Impact: the quantifiable affect on project objectives.

Proximity: when the risk risk is likely to materialize.

Hint 62

RK 08 2

Front 63

Understand the difference between cause, event, and effect when expressing a risk.

Back 63

Pattern: "Due to (cause)… there is the risk of (event)… that could result in (effect)…." [MgmtPlaza]

Risk cause: "The source of the risk . . . often referred to as risk drivers . . . the potential triggers for risk."

Event: the thing that needs to materialize; the risk itself.

Effect: "the impact(s) that the risk would have on the project objectives should the risk materialize."

Hint 63

RK 09 2

Front 64

Understand the concept of risk appetite/tolerances.

Back 64

Risk appetite: "An organization's unique attitude towards risk taking that in turn dictates the amount of risk that it considers is acceptable."

Risk tolerance: "The threshold levels of risk exposure which, when exceeded, will trigger an Exception Report to bring the situation to the attention of the Project Board."

Hint 64

RK 10 2

Front 65

Understand the purpose of a Risk Management Strategy.

Back 65

"To describe how risk management will be embedded in the project management activities."

"A strategy describing the goals of applying risk management, as well as the procedure that will be adopted, roles and responsibilities, risk tolerances, the timing of risk management interventions, the tools and technique that will be used, and the reporting requirements."

Hint 65

RK 11 2

Front 66

Understand the purpose of a Risk Register.

Back 66

"A record of identified risks relating to an initiative, including their status and history."

"The purpose of the Risk Register is to capture and maintain information on all of the identified threats and opportunities relating to the project."

Hint 66

RK 11 2

Front 67

Recall the three types of issue.

Back 67

Request for change: "a proposal for change to a baseline."

Off-specification: "something that should be provided by the project, but current is not (or is forecast not to be) provided. This might be a missing product or a product not meeting its specification."

Problem/concern: "Any other issue that the Project Manager needs to resolve or escalate."

Hint 67

CH 01 1

Front 68

Understand the purpose of the Change theme.

Back 68

"To identify, assess, and control any potential and approved changes to the baseline."

Hint 68

CH 02 2

Front 69

Understand the purpose of a change budget and Change Authority.

Back 69

Change budget: "The sum of money that the customer and supplier agree will be used to fund the cost of request for change, and possibly also their analysis costs."

Change Authority: Optional group appointed by the Project Board "to review and approve requests for change and off-specifications."

Hint 69

CH 03 2

Front 70

Understand the purpose and recommended composition of an Issue Report.

Back 70

To capture and communicate information used for formal handling of issues.

- Issue identifier
- Issue type
- Date raised
- Raised by
- Issue Report author
- Issue description
- Impact analysis
- Recommendation
- Priority
- Severity
- Decision
- Approved by
- Decision date
- Closure date

Hint 70

CH 04 2

Front 71

Understand the purpose and recommended composition of an Issue Register.

Back 71

To capture and maintain information on all of the issues that are being formally managed. Should be monitored by the PM on a regular basis.

- Issue identifier
- Issue type
- Date raised
- Raised by
- Issue Report author
- Issue description
- Priority
- Severity
- Status
- Closer date

Hint 71

CH 04 2

Front 72

Understand the purpose of a Configuration Management Strategy.

Back 72

"Used to identify how, and by whom, the project's products will be controlled and protected."

Hint 72

CH 05 2

Front 73

Understand the purpose of a Configuration Item Record.

Back 73

"To provide a record of such information as the history, status, version, and variant of each configuration item, and any details of important relationships between them."

Hint 73

CH 05 2

Front 74

Understand the purpose of a Product Status Account.

Back 74

"Provides information about the state of products within defined limits. . . . It is particularly useful if the PM wants to confirm the version number of products."

Hint 74

CH 05 2

Front 75

Understand the issue and change control procedure.

Back 75

- Capture
- Example
- Propose
- Decide
- Implement

Hint 75

CH 07 2

Front 76

Understand how the Change theme supports the manage by exception principle.

Back 76

Changes are raised to the Project Board only when tolerances have been breached.

Hint 76

CH 06 2

Front 77

Recall the event-driven and time-driven controls.

Back 77

Event-driven controls: "Take place when a specific event occurs. This could be, e.g., the end of a stage, the completion of the PID, or the creation of an Exception Report."

Time-driven controls: "Take place at pre-defined periodic intervals."

"Monitoring and reporting requires a time-based approach, whereas control (decision making) is an event-based activity."

Hint 77

PG 01 1

Front 78

Recall the reporting channels between the levels of management.

Back 78

Figure 10.1 on page 103, i think.

Tolerances downwards.

Progress and exceptions (or issues) upwards.

Hint 78

PG 02 1

Front 79

Understand the purpose of the Progress theme.

Back 79

"To establish mechanisms to monitor and compare actual achievements against those planned; provide a forecast for the project objectives and the project's continued viability; and control any unacceptable deviations."

Hint 79

PG 03 2

Front 80

Understand the concept of management stages.

Back 80

"Management stages are partitions of the project with management decision points. A management stage is a collection of activities and products whose delivery is managed as a unit. As such, this stage is a subset of the project and, in PRINCE2 terms, is the element of work that the PM is managing on behalf of the Project Board at any one time."

Hint 80

PG 04 2

Front 81

Understand how the Progress theme supports the principle of manage by stages.

Back 81

"The Project Board uses stages as a control point." [MgmtPlaza]

Hint 81

PG 05 2

Front 82

Understand how the Progress theme supports the principle of learn from experience. [???]
Or should that be continuous business justification?

Back 82

If biz justification: "Continually checking that the project is still worth doing." [MgmtPlaza]

Hint 82

PG 05 2

Front 83

Understand how the Progress theme supports the principle of manage by exception.

Back 83

"Tolerances are used to manage the level below." [MgmtPlaza]

Hint 83

PG 05 2

Front 84

Understand the difference between management and technical stages.

Back 84

Management Stage

"The section of a project that the PM is managing on behalf of the Project Board at any one time, at the end of which the Project Board will wish to review project to date, the state of the Project Plan, the Business Case and risks, and the next Stage Plan in order to decide whether to continue with the project."

Technical Stage

"A method of grouping work together by the set of techniques used, or the products created. This results in stages covering elements such as design, build, and implementation."

Hint 84

PG 06 2

Front 85

Understand the factors to consider in identifying management stages.

Back 85

From ILX:

To define the number and length of management stages a number of elements are considered.
These are:
 How far ahead is it sensible to plan
 Where are key decision points needed. These are often before large items of expenditure are sanctioned
 How much risk does the project contain? For example if the project is well understood and contains few risks a longer stage may be appropriate whereas on a large complex project carrying significant risk more stages may be required.
 Finally, consider how confident the Project Board and Project Manager are in proceeding may affect the length of a management stage but remember that too many short stages will increase the management overhead whilst too few larger stages could result in reduced control.

Hint 85

PG 07 2

Front 86

Understand tolerance(s): where they may be usefully applied; in which management products they are documented and how management by exception applies to the difference levels of management.

Back 86

"Tolerances are the permissible deviation above and below a plan's target for time and cost without escalating the deviation to the next level of management."

For the rest: see Table 10.1 on page 102 of the manual.

Hint 86

PG 08 2

Front 87

Understand the purpose of a Daily Log.

Back 87

"A Daily Log is used to record informal issues, required actions, or significant events not caught by other PRINCE2 registers or logs. It acts as the project diary for the Project Manager."

Hint 87

PG 09 2

Front 88

Understand the purpose of a Work Package.

Back 88

"A Work Package is a set of information about one or more required products collated by the Project Manager to pass responsibility for work or delivery formally to a Team Manager or team member."

Hint 88

PG 09 2

Front 89

Understand the purpose of a Lessons Log.

Back 89

"The Lessons Log is a project repository for lessons that apply to this project or future projects. Some lessons may originate from other projects and should be captured on the Lessons Log for input to the project's strategies and plans. Some lessons may originate from within the project -- where new experience (both good and bad) can be passed on to others via a Lessons Report.

Hint 89

PG 09 2

Front 90

Understand the purpose of a Checkpoint Report.

Back 90

"A Checkpoint Report is used to report, at a frequency defined in the Work Package, the status of the Work Package."

Hint 90

PG 09 2

Front 91

Understand the purpose of a Highlight Report.

Back 91

"A Highlight Report is used to provide the Project Board (and possibly other stakeholders) with a summary of the stage status intervals defined by them. The Project Board uses the report to monitor stage and project progress. The PM also uses it to advise the Project Board of any potential problems or areas where the Project Board could help."

Hint 91

PG 09 2

Front 92

Understand the purpose of an End Stage Report.

Back 92

"An End Stage Report is used to give a summary of progress to date, the overall project situation, and sufficient information to ask for a Project Board decision on what to do next with the project.

The Project Board uses the information in the End Stage Report in tandem with the next Stage Plan to decide what action to take with the project: for example, authorize the next stage, amend the project scope, or stop the project."

Hint 92

PG 09 2

Front 93

Understand the purpose of an Exception Report.

Back 93

"An Exception Report is produced when a Stage Plan or Project Plan is forecast to exceed tolerance levels set. It is prepared by the PM in order to inform the Project Board of the situation, and to offer options and recommendations for the way to proceed."

Hint 93

PG 09 2

Front 94

Understand the purpose of an End Project Report.

Back 94

"An End Project Report is used during project closure to review how the project performed against the version of the PID used to authorize it. It also allows the:
- Passing on of any lessons that can be usefully applied to other projects.
- Passing on of details of unfinished work, ongoing risks, or potential product modifications to the group charged with future support of the project's products in their operational life.

Hint 94

PG 09 2

Front 95

Understand the purpose of an Issue Report.

Back 95

"An Issue Report is a report containing the description, impact assessment, and recommendations for a request for change, off-specification, or a problem/concern. It is only created for those issues that need to be handled formally."

Hint 95

PG 09 2

Front 96

Understand the purpose of a Lessons Report.

Back 96

"The Lessons Report is used to pass on any lessons that can be usefully applied to other projects.

The purpose of the report is to provoke action so that the positive lessons become embedded in the organization's way of working, and that the organization is able to avoid any negative lessons on future projects."

Hint 96

PG 09 2

Front 97

Recall the stated purpose and triggers of the SU process.

Back 97

"To ensure that the prerequisites for Initiating a Project are in place by answering the question: do we have a viable and worthwhile project?"

Trigger: the Project Mandate.

Hint 97

SU 01 1

Front 98

Understand the objectives and context of the SU process.

Back 98

Objective: "The aim is to do the minimum necessary in order to decide whether it is worthwhile to even initiate the project."

"The objective of the SU process is to ensure that:
- There is a business justification for initiating the project (documented in an outline Business Case)
- All the necessary authorities exist for initiating the project
- Sufficient information is available to define and confirm the scope of the project (in the form of a Project Brief)
- The various ways the project can be delivered are evaluated and a project approach selected
- Individuals are appointed who will understand the work required in project initiation and/or will take significant project management roles in the project
- The work required for project initiation is planned (documented in a Stage Plan)
- Time is not wasted initiating a project based on unsound assumptions regarding the project's scope, timescales, acceptance criteria, and constraints.

Context
Projects are finite and require a defined beginning.

Hint 98

SU 02 2

Front 99

Understand how the SU process supports the seven PRINCE2 principles.

Back 99

1) Do the minimum until a viable business justification is stated and agreed.
2) Considering of project approach includes examination of lessons learned on other projects.
3) Executive and PM appointed, along with the project management team.
4) Creation of an Initiation Stage Plan.
5) (not so clear on manage by exception)
6) Creation of a Project Product Description.
7) Project approach considers tailoring PRINCE2.

Hint 99

SU 03 2

Front 100

Understand the activities within the SU process.

Back 100

- Appoint the Executive and the PM.
- Capture previous lessons.
- Design and appoint the project management team.
- Prepare the outline Business Case.
- Select the project approach and assemble the Project Brief.
- Plan the initiation stage.

Hint 100

SU 04 2

Front 101

Understand the responsibilities within the activities of the SU process.

Back 101

Corp / Programme Management
• Provides project mandate–this is trigger–comes from outside the project
• Provides project level tolerance information
• Appoints the Executive and may appoint the Project Manager
Executive
• Appoints the Project Manager (if not done already)
• Approves the PMT
• Creates the outline Business Case
Senior User
• Provides information for Project Product Description
Project Manager
• Facilitates the creation of most of the Project Brief (PPD, roles & responsibilities, scope, PMT, etc.)
• Facilitates the Project Approach and gathers lessons
• Creates the Initiation Stage Plan
Team Manager
• May be asked to help with Project Approach and PPD [MgmtPlaza]

Hint 101

SU 05 2

Front 102

Understand the purpose of a Project Brief.

Back 102

"A Project Brief is used to provide a full and firm foundation for the initiation of the project."

Hint 102

SU 06 2

Front 103

Understand the purpose of a Project Product Description.

Back 103

"The Project Product Description is a special form of Product Description that defines what the project must deliver in order to gain acceptance. It is used to:
- Gain agreement from the user on the project's scope and requirements.
- Define the customer's quality expectations.
- Define the acceptance criteria, method, and responsibilities for the project."

Hint 103

SU 06 2

Front 104

Recall the stated purpose and triggers of the DP process.

Back 104

"To enable 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 PM."

Hint 104

DP 01 1

Front 105

Understand the objectives and context of the DP process.

Back 105

"To ensure that:
- There is authority to initiate the project.
- There is authority to deliver the project's products.
- Management direction and control are provided throughout the project's life, and that the project remains viable.
- Corporate or programme management has an interface to the project.
- There is authority to close the project.
- Plans for realizing the post-project benefits are managed and reviewed."

Context
Covers the activities of the Project Board (the management level above the PM).

Hint 105

DP 02 2

Front 106

Understand how the DP process supports the seven PRINCE2 processes.

Back 106

1) Because biz case is reviewed at control points.
2) Previous lessons are considered before initiation and reviewed during closure.
3) Project Board has defined roles and responsibilities in their oversight of the project.
4) DP control points are stage-driven.
5) Most management is undertaken by the PM who involves the Project Board either on Management Stage boundaries or on an exception (out of tolerance bounds) basis.
6) Project product description considered early, and product descriptions approved as part of the PID.
7) Tailoring statement part of the PID.

Hint 106

DP 03 2

Front 107

Understand the activities within the DP process.

Back 107

- Authorize initiation
- Authorize the project
- Authorize a Stage or Exception Plan
- Give ad hoc direction
- Authorize project closure

Hint 107

DP 04 2

Front 108

Understand the responsibilities within the activities of the DP process.

Back 108

Project Board
• All decisions

Hint 108

DP 05 2

Front 109

Understand the use of inputs to and outputs from the DP process.

Back 109

Inputs
- Request to initiate a project
- Request to deliver a project
- Request to approve next Stage Plan, or
- Request to approve an Exception Plan
- PM request for advice
- Closure recommendation

Outputs
- Initiation notification
- Authorization notification
- Project Board request for advice
- Closure notification
- Authority to initiate a project
- Stage authorization, or
- Exception Plan approval
- Request an Exception Plan
- Raise a new issue
- Give advice and decisions to ad hoc requests
- Request premature close

Hint 109

DP 06 2

Front 110

Recall the stated purpose and triggers of the IP process.

Back 110

"To establish solid foundations for the project, enabling the organization to understand the work that needs to be done to deliver the project's products before committing to a significant spend."

Triggered by Project Board authority to initiate a project.

Hint 110

IP 01 1

Front 111

Understand the objectives and context of the IP process.

Back 111

Objectives
"To ensure that there is a common understanding of:"
- Reasons / benefits / risks
- Scope of activities and products
- How/when delivered & at what cost
- Who is involved in project decision making
- How to achieve required quality
- How to establish & control baselines
- How risks/issues/changes IDed, assessed, controlled
- How progress will be monitored and controlled
- Who needs info & how & when
- How PM method will be tailored

Context
"aimed at laying down the foundations in order to achieve a successful project"

Hint 111

IP 02 2

Front 112

Understand how the IP process supports the seven PRINCE2 principles.

Back 112

1) Detailed Business Case developed and approved
2) Creation of a lessons log
3) Roles descriptions required
4) Project planned according to stages; detailed plan only for next stage.
5) ???
6) Project plan is product based & includes all product descriptions
7) Tailoring statement is explicitly required in PID

Hint 112

IP 03 2

Front 113

Understand the activities within the IP process.

Back 113

- Prep the Risk Mgmt Strategy
- Prep the Config Mgmt Strat
- Prep the Quality Mgmt Strat
- Prep the Comm Mgmt Strat
- Set up project controls
- Create Project Plan
- Refine the Business Case
- Assemble the PID

Hint 113

IP 04 2

Front 114

Understand the responsibilities within the activities of the IP process.

Back 114

Project Board
• Approve all parts of the PID
Executive
• Create Business Case
• Approve all parts of the PID
Senior User
• Provide information and resources for the Product Descriptions
• Provide information for the Benefits Review Plan
Senior Supplier
• Approve parts of the PID (e.g., Project Plan, PMT)
• Provide resources to help with planning
Project Assurance
• Review most of the information in the PID
Project Manager
• Create most of documents required for the PID
• Create the Benefits Review Plan
Team Manager
• Assist with Planning (PBP, Estimating, etc.) [MgmtPlaza]

Hint 114

IP 05 2

Front 115

Understand the use of the Daily Log as input to the IP process.

Back 115

Reviewed for any issues, risks, lessons, or other items that belong in the various strategy documents or project control documents.

Hint 115

IP 06 2

Front 116

Understand the use of the Lessons Log as input to the IP process.

Back 116

Reviewed for lessons from other projects that affect strategies or project controls or the business case.

Hint 116

IP 06 2

Front 117

Understand the use of the Project Brief as input to the IP process.

Back 117

Provides the initial business case, role descriptions, and project management team structure, as well as the Project Product Description. May have info relevant to the various strategies and project controls.

Hint 117

IP 06 2

Front 118

Understand the use of the Project Product Description as input to the IP process.

Back 118

Provides the description of what must be delivered for the project to gain acceptance. Will be broken down into a Product Breakdown Structure, resulting in multiple detailed Product Descriptions.

Hint 118

IP 06 2

Front 119

Understand the use of the Outline Business Case as input to the IP process.

Back 119

Provides the initial version and structure of the business justification of the project; to be modified and amplified with the most recent and more detailed thinking about the case.

Hint 119

IP 06 2

Front 120

Understand the purpose of the Project Initiation Documentation (PID)

Back 120

"To define the project, in order to form the basis for its management and an assessment of its overall success. . . [G]ives the direction and scope of the project and (along with the Stage Plan) forms the 'contract' between the PM and the Project Board."

Hint 120

IP 07 2

Front 121

Understand the recommended composition of a Business Case.

Back 121

- Executive summary
- Reasons
- Business options
- Expected benefits
- Expected dis-benefits
- Timescale
- Costs
- Investment appraisal
- Major risks

Hint 121

IP 08 2

Front 122

Understand the recommended composition of a Product Description.

Back 122

- Identifier
- Title
- Purpose
- Composition
- Derivation
- Format & presentation
- Development skills required
- Quality criteria
- Quality tolerance
- Quality method
- Quality skills required
- Quality responsibilities

Hint 122

IP 08 2

Front 123

Understand the recommended composition of a Risk Register.

Back 123

- Risk identifier
- Risk author
- Date registered
- Risk category
- Risk description
- Probability, impact, exp value
- Proximity
- Risk response category
- Risk response
- Risk status
- Risk owner
- Risk actionee

Hint 123

IP 08 2

Front 124

Understand the recommended composition of an Issue Register.

Back 124

- Issue identifier
- Issue type
- Date raised
- Raised by
- Issue Report author
- Issue description
- Priority
- Severity
- Status
- Closure date

Hint 124

IP 08 2

Front 125

Understand the recommended composition of a Quality Register.

Back 125

- Quality identifier
- Product identifier(s)
- Product title(s)
- Method
- Roles and responsibilities
- Dates
- Result
- Quality records

Hint 125

IP 08 2

Front 126

Recall the stated purpose and triggers of the Controlling a Stage process.

Back 126

"To assign work to be done, monitor such work, deal with issues, report progress to the Project Board, and take corrective actions to ensure that the stage remains within tolerance."

Hint 126

CS 01 1

Front 127

Understand the objectives and context of the CS process.

Back 127

Objectives
To ensure that:
- Attn is focused on products
- Risks/issues are controlled
- Business Case reviewed
- Agreed products are delivered acc. cost, time, effort, quality.
- PM team is focused on delivery within tolerances

Context
Describes the work of the PM in handling the day-to-day management of the stage.

Hint 127

CS 02 2

Front 128

Understand how the CS process supports the seven PRINCE2 principles.

Back 128

1) Business case reviewed
2) ???
3) PM manages; Board advises
4) Process embodies
5) No regular meetings; informed by exception.
6) Products are delivered; focus is not on activities.
7) Mgmt products and strategies tailored to corporate requirements.

Hint 128

CS 03 2

Front 129

Understand the activities within the CS process.

Back 129

Work Packages
- Authorize
- Review WP status
- Receive completed WP
Monitoring/Reporting
- Review the stage status
- Report highlights
Issues and Risks
- Capture & examine
- Escalate
- Take corrective action

Hint 129

CS 04 2

Front 130

Understand the responsibilities within the activities of the CS process.

Back 130

Project Board
• Give advice to Project Manager
Project Assurance
• Give advice to Project Manager
Project Manager
• All day-to-day activities are performed by the Project Manager
• Create or update all CS management documents
Team Manager
• Send Checkpoints reports (MP process) [MgmtPlaza]

Hint 130

CS 05 2

Front 131

Understand the use of the PID as input in the CS process.

Back 131

- Examined to understand req'd controls, quality standards, config mgmt steps.
- Provides business case for continuous review, required control documents and strategies.
- Describes any PRINCE2 tailoring.

Hint 131

CS 06 2

Front 132

Understand the use of the Issue Report as input in the CS process.

Back 132

Input and updated as part of review status and reporting highlights.

Hint 132

CS 06 2

Front 133

Understand the use of the Issue Register as input in the CS process.

Back 133

Input and updated as part of review status and reporting highlights.

Hint 133

CS 06 2

Front 134

Understand the use of the Risk Register as input in the CS process.

Back 134

Input and updated as part of review status and reporting highlights.

Hint 134

CS 06 2

Front 135

Understand the use of the Quality Register as input in the CS process.

Back 135

Input to work packages and reporting of highlights.

Hint 135

CS 06 2

Front 136

Understand the use of the Checkpoint Report as input in the CS process.

Back 136

Input to review work package status.

Hint 136

CS 06 2

Front 137

Understand the use of the Plans as input in the CS process.

Back 137

Input to reviewing the status of the stage and to receipt/review of Work Packages.

Hint 137

CS 06 2

Front 138

Understand the use of the Product Description as input in the CS process.

Back 138

Input to authorization of Work Packages.

Hint 138

CS 06 2

Front 139

Understand the use of the Configuration Item Record as input in the CS process.

Back 139

Input and updated as part of receipt of work packages.

Hint 139

CS 06 2

Front 140

Understand the use of the Product Status Account as input in the CS process.

Back 140

Input to review of stage status; can be requested for given set of Work Packages or products as part of that review.

Hint 140

CS 06 2

Front 141

Understand the use of the Lessons Log as an input to the CS process.

Back 141

Updated during review of stage status (as required); input to the Highlight Report (as required).

Hint 141

CS 06 2

Front 142

Understand the recommended composition of an Issue Report.

Back 142

- Issue identifier
- Issue type
- Date raised
- Raised by
- Issue Report author
- Issue description
- Impact analysis
- Recommendation
- Priority
- Severity
- Decision
- Approved by
- Decision date
- Closure date

Hint 142

CS 07 02

Front 143

Recall the stated purpose and triggers of the Managing Product Delivery process.

Back 143

"To control the link between the PM and the Team Manager(s), by placing formal requirements on accepting, executing, and delivering project work."

Hint 143

MP 01 1

Front 144

Understand the objectives and context of the MP process.

Back 144

Objectives:
"To ensure that
- Work on products allocated to the team is authorized & agreed.
- Team Managers, team members, and their suppliers are clear as to what is to be produced and what is the expected effort, cost, or timescales.
- The planned products are delivered to expectations and within tolerance
- Accurate progress information is provided to the [PM] at an agreed frequency and to ensure that expectations are managed."

Context
MP "views the project from the Team Manager's perspective, while the [CS] process views it from the [PM's] perspective."

Hint 144

MP 02 2

Front 145

Understand how the MP process supports the seven PRINCE2 principles.

Back 145

1) ???
2) ???
3) Defined roles of PM and TM
4) Takes place within a stage
5) Tolerances in place
6) All about products
7) Implemented as per tailoring

Hint 145

MP 03 2

Front 146

Understand the activities within the MP process.

Back 146

- Accept a Work Package
- Execute a Work Package
- Deliver a Work Package

Hint 146

MP 04 2

Front 147

Understand the responsibilities within the activities of the MP process.

Back 147

Project Manager
• Authorizes Work Packages (CS process)
• Reviews Checkpoint Reports and Quality Register (CS process)
Team Manager
• Manages the development of the products
• Sends Checkpoints reports [MgmtPlaza]

Hint 147

MP 05 2

Front 148

Understand the use of the Work Package as input in the MP process.

Back 148

Serves as the agreement between the PM and the TM: what is to be delivered, reporting requirements, constraints, procedures, and whether the WP is reasonable and can be achieved.

Hint 148

MP 06 2

Front 149

Understand the use of the Product Description as input in the MP process.

Back 149

Provides the quality criteria to be me during execution of the Work Package.

Hint 149

MP 06 2

Front 150

Recall the stated purpose and triggers of the Managing a Stage Boundary (SB) process.

Back 150

"To enable the Project Board to be provided with sufficient information by the Project Manager so that it can review the success of the current stage, approve the next Stage Plan, review the updated Project Plan, and confirm continued business justification and acceptability of the risks"

Triggered near the end of the current stage. May be triggered by out-of-tolerance situation, requiring Exception Plan.

Hint 150

SB 01 1

Front 151

Understand the objectives and context of the SB process.

Back 151

Objectives
- Assure the Project Board that all products in the Stage Plan for the current stage have been completed and approved.
- Prepare the Stage Plan for the next stage.
- Review and, if necessary, update the PID
- Provide the info needed for the Project Board to assess the continuing viability of the project
- Record any info or lessons that can help later stages of this project and/or other projects
- Request authorization to start the next stage

IN CASE OF EXCEPTION:
- Prepare an Exception Plan as directed by the Project Board
- Seek approval to replace the Project Plan or Stage Plan for the current stage with the Exception Plan.

Context
"Predicated on dividing the project into management stages."

Hint 151

SB 02 2

Front 152

Understand how the SB process supports the seven PRINCE2 principles.

Back 152

1) Biz case used to assess continuing viability
2) Lessons recorded as part of process
4) Embodies stage concept
5) Defined out-of-tolerance exception handling
6) Ensures products have been completed and approved
7) Follows tailoring

Hint 152

SB 03 2

Front 153

Understand the activities within the SB process.

Back 153

- Plan the next stage
- Update the Project Plan
- Update the Business Case
- Report stage end
- Produce an Exception Plan

Hint 153

SB 04 2

Front 154

Understand the responsibilities within the activities of the SB process.

Back 154

Project Manager
• Creates or updates all SB management documents
Team Manager
• Can assist Project Manager is all planning activities [MgmtPlaza]

Hint 154

SB 05 2

Front 155

Understand the use of the PID as input in the SB process.

Back 155

Input as starting point and updated as needed (whether to strategies or controls, or to project approach).

Hint 155

SB 06 2

Front 156

Understand the use of the Project Plan as input in the SB process.

Back 156

Used as input to understand the products to be produced in the next stage. Updated to reflect actuals and forecasts from the current stage plan. Also updated in light of risks or issues, and to include any new or changed products authorized by the Project Board.

Hint 156

SB 06 2

Front 157

Understand the use of the Business Case as input in the SB process.

Back 157

As input, to compare any benefit reviews taken during the stage with expectations. As input to see if there are any changes to risk appetite. Updated in light of actual product delivery during current stage.

Hint 157

SB 06 2

Front 158

Understand the use of the Quality Management Strategy as input in the SB process.

Back 158

Used as input to determine the quality standards required during the stage.

Hint 158

SB 06 2

Front 159

Understand the use of the Risk Management Strategy as input in the SB process.

Back 159

Used to determine how risk will be controlled during the stage.

Hint 159

SB 06 2

Front 160

Understand the use of the Communication Management Strategy as input in the SB process.

Back 160

Used to determine how and with whom project information will be communicated during the stage.

Hint 160

SB 06 2

Front 161

Understand the use of the Configuration Management Strategy as input in the SB process.

Back 161

Determines how and by whom products will be versioned and controlled.

Hint 161

SB 06 2

Front 162

Understand the use of the Stage Plan as input in the SB process.

Back 162

Used as input to track progress during the stage. Updated with actuals from the stage.

Hint 162

SB 06 2

Front 163

Understand the use of the Exception Report as input in the SB process.

Back 163

If raised and agreed with the Project Board, will trigger the creation of an Exception Plan (either Project or Stage).

Hint 163

SB 06 2

Front 164

Understand the use of the Configuration Item Record as input in the SB process.

Back 164

Updated as products are created during the current stage; created (or updated) for products to be created during the next stage.

Hint 164

SB 06 2

Front 165

Understand the use of the Product Status Account as input during the SB process.

Back 165

Drives the review of quality mgmt activities for the stage and their results. Ensures all products ID'ed are completed and approved.

Hint 165

SB 06 2

Front 166

Understand the use of the Benefits Review Plan as input during the SB process.

Back 166

Used to list any benefits review activities that have to be performed.

Hint 166

SB 06 2

Front 167

Understand the use of the Issue Register as input during the SB process.

Back 167

As input, may drive corrective action. Updated as necessary in light of stage activities.

Hint 167

SB 06 2

Front 168

Understand the use of the Quality Register as input during the SB process.

Back 168

As input, lists required quality activities for the next stage. Updated to reflect activities undertaken during the current stage.

Hint 168

SB 06 2

Front 169

Understand the use of the Risk Register as input during the SB process.

Back 169

Reviewed as input to planning of next stage. Updated with risks encountered during the current stage, or to reflect actions taken during the stage.

Hint 169

SB 06 2

Front 170

Understand the use of the Lessons Log as input during the SB process.

Back 170

Reviewed to determine affect on next stage. Updated with lessons obtained during the current stage.

Hint 170

SB 06 2

Front 171

Recall the stated purpose and triggers of the Closing a Project (CP) process.

Back 171

"To provide a fixed point at which acceptance for the project product is confirmed, and to recognize that objectives set out in the original Project Initiation Documentation have been achieved (or approved changes to the objective have been achieved), or that the project has nothing more to contribute.

Triggered either by approaching end or request to close prematurely.

Hint 171

CP 01 1

Front 172

Understand the objectives and context of the CP process.

Back 172

Objectives
- Verify user acceptance of the project's products
- Ensure that the host site is able to support the products when the project is disbanded
- Review the performance of the project against its baselines
- Assess any benefits that have already been realized, update the forecast of the remaining benefits, and plan for a review of those unrealized benefits
- Ensure that provision has been made to address all open issues and risks, with follow-on action recommendations.

Context
Having a finite extent (defined start and finish) makes a project a project.

Hint 172

CP 02 2

Front 173

Understand how the CP process supports the seven PRINCE2 principles.

Back 173

1) Makes sure the biz justification was met
2) Makes sure that lessons are passed on
3) ???
4) Part of the final management stage
5) Premature close is a type of exception
6) Ensures that products have been delivered and can be handled in production.
7) ???

Hint 173

CP 03 2

Front 174

Understand the activities with CP process.

Back 174

- Prepare planned closure
- Prepare premature closure
- Hand over products
- Evaluate the project
- Recommend project closure

Hint 174

CP 04 2

Front 175

Understand the responsibilities within the activities of the CP process.

Back 175

Project Manager
• Create or update all CP management documents
• End Project Report, Lessons Report, Benefits Review Plan, etc.
Project Support
• Assist the Project Manager (CIR documents, all records, etc.) [MgmtPlaza]

Hint 175

CP 05 2

Front 176

Understand the use of the Product Status Account as input in the CP process.

Back 176

Requested from Project Support to determine which products
- have been approved
- remain in dev
- given approved concessions
- have yet to be started
- need to be made safe
- may be useful to other projects
Used to make sure that products meet their requirements

Hint 176

CP 06 2

Front 177

Understand the use of the PID as input in the CP process.

Back 177

Used as input to compare final status with original, approved intention of the project. That is: used as input for project evaluation.

Hint 177

CP 06 2

Front 178

Understand the use of the Benefits Review Plan as input in the CP process.

Back 178

Checked to ensure that post-project activities are assigned and will be handled.

Hint 178

CP 06 2

Front 179

Understand the use of the Project Product Description as input in the CP process.

Back 179

Used as input to confirm that the project delivered what was promised.

Hint 179

CP 06 2

Front 180

Understand the use of the Lessons Log as input in the CP process.

Back 180

Used as input to a lessons report so that lessons can be passed on. Closed.

Hint 180

CP 06 2

Front 181

Understand the use of the Project Plan as input in the CP process.

Back 181

Input to be updated with actuals from the final stage.

Hint 181

CP 06 2

Front 182

Understand the use of the Issue Register as input in the CP process.

Back 182

Used as input to the End Project Report. Closed.

Hint 182

CP 06 2

Front 183

Understand the use of the Risk Register as input in the CP process.

Back 183

Used as input to the End Project Report. Closed.

Hint 183

CP 06 2

Front 184

Understand the use of the Quality Register as input in the CP process.

Back 184

Used as input to the End Project Report. Closed.

Hint 184

CP 06 2

Front 185

Understand the use of the Risk Management Strategy as input in the CP process.

Back 185

???

Hint 185

CP 06 2

Front 186

Understand the use of the Configuration Management Strategy as input to the CP process.

Back 186

Determines how all project information will be secured and archived.

Hint 186

CP 06 2

Front 187

Understand the use of the Communication Management Strategy as input to the CP process.

Back 187

Review to determine which organizations or interested parties need to know that the project is closing.

Hint 187

CP 06 2

Front 188

Understand the use of the Quality Management Strategy as input to the CP process.

Back 188

Reviewed to evaluate how effective the strategy was in the creation of the products.

Hint 188

CP 06 2