PRINCE2 7 Practitioner flashcards

32 cards. Read the term and the definition here. The deck at the top of this page is optional.

Continued business justification

The principle that a PRINCE2 project must have a documented, valid reason to continue, reviewed at stage boundaries; if justification is lost, the project is stopped.

Manage by exception

A principle where authority is delegated within agreed tolerances for time, cost, scope, quality, risk and benefits; forecasts outside tolerance are escalated to the next management level.

Focus on products

A principle requiring the project to define and agree products, their quality criteria and product descriptions before work starts, so outputs are clear and measurable.

Tailor to suit

A principle requiring PRINCE2 to be adapted to the project's context-scale, complexity, risk, culture and governance-while all seven principles remain applied.

Manage by stages

A principle that divides the project into management stages for planning, monitoring and control; a minimum of two stages is required: initiation and the remaining project work.

Learn from experience

A principle that requires lessons to be sought, recorded, shared and acted upon throughout the project and across the organization, not only at closure.

People element

In PRINCE2 7, people is an integrated element recognizing that projects are delivered by people; it covers leadership, communication, motivation, team development, culture and conflict.

Emotional intelligence

The ability to recognize, understand and manage one's own emotions and those of others; components include self-awareness, self-regulation, motivation, empathy and social skills.

Tuckman team stages

A model of team development with stages forming, storming, norming, performing and adjourning; teams may move back and forth as membership or goals change.

Thomas-Kilmann conflict modes

Five conflict-handling approaches: competing, collaborating, compromising, avoiding and accommodating; each suits different situations depending on importance and relationship.

Communication management approach

A PRINCE2 document describing how the project will communicate with stakeholders, including purpose, audience, channels, timing, responsibilities and feedback mechanisms.

Leadership versus management

Leadership sets direction, aligns and inspires people; management plans, organizes, controls and coordinates resources to deliver agreed objectives within constraints.

Business case practice

A PRINCE2 practice that establishes and reviews the business justification; outputs include the business case and benefits management approach, reviewed at stage boundaries.

Benefits management approach

A PRINCE2 document defining how benefits will be measured, reported and reviewed after the project, including roles, timing and baseline measures.

Organizing practice

A PRINCE2 practice that defines the project management team structure, roles, responsibilities and relationships, including project board, project manager, assurance, support and change authority.

Product-based planning

A PRINCE2 planning technique using a product breakdown structure, product descriptions and a product flow diagram to define products and their dependencies before scheduling activities.

Quality register

A PRINCE2 record of quality activities and results, including planned quality controls, product acceptance and quality assurance actions, used to monitor quality throughout the project.

Risk register

A PRINCE2 record of identified risks, including cause, event, effect, probability, impact, proximity, risk owner, response and status, reviewed regularly.

Issue register

A PRINCE2 record of issues and changes, including type, severity, owner, status, actions and decisions; it supports issue and change control throughout the project.

Starting up a Project

The first PRINCE2 process; it creates the project brief, project approach and outline business case, appoints key roles and requests authorization to initiate the project.

Directing a Project

The PRINCE2 process for the project board; it authorizes initiation, the project, stage or exception plans, ad hoc direction and project closure.

Initiating a Project

The PRINCE2 process that establishes the project's baseline by creating the project initiation documentation, project plan, benefits management approach and controls.

Controlling a Stage

The PRINCE2 process where the project manager authorizes work packages, monitors progress, manages issues and risks, and reports to the project board.

Managing Product Delivery

The PRINCE2 process where the team manager accepts, executes and delivers work packages, ensuring products meet quality criteria and reporting progress.

Managing a Stage Boundary

The PRINCE2 process at stage end that prepares the next stage plan, updates the project plan and business case, and reports stage completion to the board.

Closing a Project

The PRINCE2 process that confirms product acceptance, hands over products, evaluates the project and recommends closure; it also covers premature closure.

Tailoring

Adapting PRINCE2's principles, practices, processes, roles and documents to the project's context while ensuring all seven principles are still applied.

Project context

The specific circumstances affecting tailoring, such as scale, complexity, risk, duration, team maturity, governance, regulation, commercial arrangements, geography and culture.

Tailoring in PID

The project initiation documentation records tailoring decisions, explaining how PRINCE2 elements will be applied, scaled or combined for the project.

Small project tailoring

In small projects, roles may be combined and documents simplified, but management stages, tolerances and the seven principles must still be applied.

Agile with PRINCE2

PRINCE2 can be tailored for agile delivery by using timeboxes, iterative product development and frequent reviews while retaining principles, governance and stage boundaries.

Multi-organization project

A project spanning several organizations requires clear role agreements, project board representation and supplier and customer responsibilities, often documented in contracts and the PID.