PRINCE2 Foundation (PRINCE2) flashcards

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

Continued business justification

A PRINCE2 principle requiring that a project has a documented, justifiable reason to start and that this justification is reviewed and remains valid throughout the project's life.

Manage by exception

A PRINCE2 principle in which tolerances for time, cost, scope, quality, risk, and benefit are agreed upfront, and management intervenes only when a tolerance is forecast to be exceeded.

Focus on products

A PRINCE2 principle stating that the project is directed by the definition and delivery of products, each described by a product description with quality criteria and acceptance requirements.

Tailor to suit

A PRINCE2 principle requiring the method to be adapted to the project's size, complexity, importance, capability, and risk, while the seven principles themselves are never tailored away.

Learn from experience

A PRINCE2 principle requiring lessons to be sought, recorded, and acted upon at the start, during each stage, and at closure, rather than only at the end of the project.

Defined roles and responsibilities

A PRINCE2 principle requiring an agreed project management team structure with clear accountabilities for each role, documented in the project initiation documentation.

Manage by stages

A PRINCE2 principle requiring the project to be planned, monitored, and controlled stage by stage, with a minimum of two management stages and decision points between them.

Business Case theme

The PRINCE2 theme covering how the business justification is developed and maintained, using the business case document and the benefits management approach, with the senior user accountable for benefits.

Organisation theme

The PRINCE2 theme defining the project management team structure, the three project interests (business, user, supplier), and the four levels of management from corporate to delivering.

Quality theme

The PRINCE2 theme covering quality planning, quality assurance, and quality control, using the quality management approach, product descriptions, and the quality register.

Plans theme

The PRINCE2 theme covering the project plan, stage plans, team plans, and exception plans, and how planning supports control and management by exception.

Risk theme

The PRINCE2 theme covering the identification, assessment, planning, implementation, and communication of risk, supported by the risk management approach and a risk register.

Change theme

The PRINCE2 theme covering change control and configuration management, using the change control approach, issue register, change budget, and configuration item records.

Progress theme

The PRINCE2 theme covering monitoring and control of actual versus planned performance, using baselines, tolerances, management by exception, and progress reports.

Benefits management approach

A PRINCE2 document defining how and when benefits will be measured and reviewed, who is responsible, and what actions are needed to realise them after project closure.

Starting up a Project

The first PRINCE2 process, which creates the project mandate, project brief, and daily log and appoints the project management team before initiation is authorised.

Directing a Project

The PRINCE2 process owned by the Project Board that runs throughout the project to authorise initiation, each stage, exception responses, and project closure.

Initiating a Project

The PRINCE2 process that produces the project initiation documentation, including the business case, plans, controls, and project approach, before delivery begins.

Controlling a Stage

The PRINCE2 process in which the project manager authorises work packages, monitors progress, handles issues and risks, and reviews stage status.

Managing Product Delivery

The PRINCE2 process on the supplier side that accepts work packages, executes the work, delivers products, and reports completion to the project manager.

Managing a Stage Boundary

The PRINCE2 process that produces the end stage report and next stage plan, and is triggered before each new stage except the first.

Closing a Project

The PRINCE2 process that confirms acceptance of products, reviews benefits, and produces the end project report and lessons report.

Project initiation documentation

The set of documents produced during Initiating a Project that defines the project, including the business case, plans, controls, and project approach.

Project mandate

The trigger for Starting up a Project that provides the initial reason and context for the project, which is refined into the project brief.

Tailoring in PRINCE2

The mandatory adaptation of the method to a project's size, complexity, importance, capability, and risk, agreed with the Project Board and recorded in the project initiation documentation.

Three project interests

The business, user, and supplier perspectives that must each be represented on the project management team, typically by the executive, senior user, and senior supplier.

Project versus business-as-usual

A project is a temporary organisation delivering defined products against an agreed business case, whereas business-as-usual is ongoing operational activity.

Programme context

When a project sits within a programme, the programme typically provides the project mandate and may set tolerances and reporting requirements for the project.

Customer/supplier context

A project environment in which commercial customers and suppliers are involved, affecting the business case, contracts, and the supplier's role in the project organisation.

Agile with PRINCE2

PRINCE2 is delivery-agnostic and can be tailored to iterative or incremental delivery, with stage boundaries and product descriptions supporting agile ways of working.

Four levels of management

Corporate or programme, directing, managing, and delivering; tailoring determines how much of the method is applied at each level.

Project Board composition

The Project Board comprises the executive, senior user, and senior supplier, collectively accountable for the project's success and for authorising stages and closure.