PRINCE2 7 Foundation flashcards
PRINCE2 7 Foundation · Build recall with a focused review session.
32 cards. Read the term and the definition here. The deck at the top of this page is optional.
- Project definition
- A project is a temporary organization created to deliver one or more business products according to an agreed business case, and it introduces change.
- Project versus business as usual
- Projects are temporary and deliver change, while business as usual is ongoing operational work that maintains existing products and services.
- PRINCE2 method structure
- PRINCE2 integrates principles, people, practices and processes; it is a flexible method tailored to the project context rather than a rigid sequence of prescribed tasks.
- Project context factors
- Project context includes organizational strategy, governance, stakeholders, constraints, delivery approach, risk, scale and the external environment in which the project operates.
- Continued business justification
- A PRINCE2 principle requiring a project to have a justifiable reason to start and to remain justified throughout, with the business case reviewed and updated.
- Learn from experience principle
- A PRINCE2 principle requiring lessons to be sought, recorded and acted upon throughout the project, not only at closure, to improve performance.
- Defined roles principle
- A PRINCE2 principle requiring roles, responsibilities and relationships to be defined and agreed so that accountability and decision-making are clear.
- Manage by exception
- A PRINCE2 principle where tolerances are set for objectives and management action is taken only when a forecast exceeds those delegated limits.
- Focus on products
- A PRINCE2 principle requiring the project to define and agree products, their quality criteria and acceptance criteria before work is authorized.
- PRINCE2 People element
- The People element addresses behaviours, relationships and communication needed to lead change, lead teams and collaborate with stakeholders throughout a project.
- Stakeholder collaboration
- Collaborating with stakeholders involves identifying them, understanding their interests and influence, planning engagement and maintaining communication appropriate to their needs.
- Team leadership
- Project leadership creates a clear purpose, builds trust, supports collaboration and enables people to take responsibility for delivering agreed products and outcomes.
- Communication planning
- Communication planning defines what information each audience needs, when and how it will be provided, and how feedback will be obtained and handled.
- Emotional intelligence
- Emotional intelligence is the ability to recognize and manage one's own emotions and understand others' feelings, supporting constructive relationships and effective stakeholder engagement.
- Business case practice
- The business case practice establishes mechanisms to judge whether the project is desirable, viable and achievable, and to keep the business case updated.
- Organizing practice
- The organizing practice defines the project's roles, responsibilities, accountability and relationships, including the project board, project manager and team roles.
- Plans practice
- The plans practice provides a common framework for planning at project, stage and team levels, including product-based planning and exception plans when tolerances are forecast to be exceeded.
- Quality practice
- The quality practice defines quality planning, quality control and quality assurance, using product descriptions, quality criteria, reviews and a quality register.
- Risk practice
- The risk practice manages uncertainty through a risk management approach, risk register, risk appetite and tolerance, and planned responses to threats and opportunities.
- Issues practice
- The issues practice captures and manages requests for change, off-specifications and problems, using an issue register, issue reports and change control.
- Starting up a project
- The SU process ensures prerequisites are met, appoints the project board and manager, captures lessons and prepares the project brief and initiation stage plan.
- Directing a project
- The DP process enables the project board to authorize initiation, the project, stage or exception plans and closure, and to give ad hoc direction.
- Initiating a project
- The IP process establishes baselines and management approaches, prepares the project initiation documentation and enables the project board to authorize the project.
- Controlling a stage
- The CS process authorizes work packages, monitors progress, manages issues and risks, reports progress and escalates exceptions to the project board.
- Managing product delivery
- The MP process covers accepting, executing and delivering a work package, with the team manager ensuring products meet agreed quality criteria.
- Managing a stage boundary
- The SB process reviews the stage, updates the project plan and business case, prepares the next stage plan and requests project board authorization.
- Closing a project
- The CP process confirms product acceptance, reviews benefits and lessons, prepares closure and hands over products and responsibilities.
- Tailoring PRINCE2
- Tailoring applies PRINCE2 appropriately to the project's scale, complexity, risk, organization and delivery approach while retaining all seven principles.
- Tailoring management products
- PRINCE2 management products can be combined, simplified or adapted; the project should record which products are required and how they will be used.
- Tailoring roles
- PRINCE2 roles can be combined or shared in smaller projects, but accountability must remain clear and project board responsibilities must not be bypassed.
- Tailoring and principles
- Tailoring may change practices, processes, roles and documentation, but it must not remove or weaken the seven PRINCE2 principles.
- Tailoring documentation
- Tailoring decisions should be documented, agreed by the project board and reflected in the project initiation documentation and management approaches.