PRINCE2 Foundation (PRINCE2) flashcards
PRINCE2 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.
- Continued business justification
- A PRINCE2 principle requiring a justifiable, documented and approved Business Case that is reviewed and updated throughout the project; without it the project should be stopped.
- Learn from experience
- A principle requiring lessons to be sought, recorded and acted on throughout the project; PRINCE2 uses a lessons log and lessons reports to transfer knowledge.
- Defined roles and responsibilities
- A principle requiring clear accountability and agreed roles across business, user and supplier interests, documented in the project organization and used to control decision-making.
- Manage by stages
- A principle requiring at least two management stages, initiation plus one or more delivery stages, so the project board can control progress at key decision points.
- Manage by exception
- A principle using agreed tolerances for time, cost, scope, quality, risk and benefits; work proceeds within tolerance and escalates only if tolerances are forecast to be exceeded.
- Focus on products
- A principle requiring the project to define its products and quality criteria before doing work; product descriptions drive planning, execution and acceptance.
- Tailor to suit
- A principle requiring PRINCE2 practices and processes to be adapted proportionately to project size, complexity, risk and environment; principles themselves are never omitted.
- PRINCE2 principles characteristics
- The seven principles are universal, self-validating, empowering and applicable to every project; applying all seven is what makes a project PRINCE2.
- People management approach
- A tailored description of how the project will address people aspects such as leadership, communication, motivation and stakeholder engagement; it may be part of project initiation documentation.
- Stakeholder analysis
- Identifying stakeholders, then assessing their interest, influence and attitude to plan appropriate engagement; results inform the communication management approach.
- Communication management approach
- A project document defining who needs what information, when, in what format and through which channel; it is based on stakeholder analysis and is kept current.
- Leadership versus management
- Leadership sets direction, aligns and motivates people; management plans, organizes and controls resources. PRINCE2 projects need both, adapted to the project situation.
- Team development stages
- Forming, storming, norming and performing describe how teams mature; a project manager should recognize the stage and adapt support and communication accordingly.
- Emotional intelligence
- The ability to recognize and manage one's own emotions and those of others; components include self-awareness, self-regulation, motivation, empathy and social skills.
- Business case practice
- Establishes mechanisms to judge whether the project is desirable, viable and achievable; outputs include the Business Case and benefits management approach, reviewed at stage boundaries.
- Organization practice
- Defines roles, responsibilities and accountability for business, user and supplier interests; it establishes the project board and project management team structure.
- Quality practice
- Defines and controls how products meet requirements; activities include quality planning, quality control, quality assurance, product descriptions and a quality register.
- Plans practice
- Defines how products will be delivered; PRINCE2 plan levels are project, stage, team and exception plans, and planning is product-based.
- Risk practice
- Identifies, assesses and controls uncertainty; outputs include risk management approach and risk register, with responses implemented and communicated through the project.
- Change practice
- Controls baselines and changes; it uses a change control approach, issue register and change authority to assess, approve or reject changes and record decisions.
- Progress practice
- Monitors and controls performance against plans; controls include checkpoints, highlight reports, end stage assessments and exception reports, using tolerances and dashboards.
- Product description
- A document defining a product's purpose, composition, quality criteria, quality method and acceptance responsibilities; it is used in plans and work packages.
- Benefits management approach
- Defines how benefits will be measured, reviewed and realized after the project; it is created during initiation and updated through the project.
- Starting up a Project
- The pre-project process that appoints the project manager and team, captures lessons, prepares the project brief, outline business case and initiation stage plan.
- Directing a Project
- The project board process that authorizes initiation, the project, stage or exception plans, gives ad hoc direction and authorizes project closure.
- Initiating a Project
- Establishes the project's controls and documents; it develops the project initiation documentation, business case, plans, and quality, risk and change approaches for board authorization.
- Controlling a Stage
- The project manager's process for authorizing, monitoring and reviewing work packages, reporting progress, handling issues and escalating exceptions to the project board.
- Managing Product Delivery
- The process where the team manager authorizes, accepts and executes work packages and confirms delivery and acceptance of products to the project manager.
- Managing a Stage Boundary
- Prepares the next stage plan, updates the project plan and business case, reports stage end performance and requests project board authorization to continue.
- Closing a Project
- Confirms product acceptance, prepares closure documentation, evaluates project performance, reviews benefits and captures lessons before the project board authorizes closure.
- Project brief
- A starting-up output defining the project's purpose, scope, objectives, constraints, risks and outline business case; it supports the project board's decision to initiate.
- Work package
- A set of product descriptions, activities and resources assigned to a team manager; it is authorized in Controlling a Stage and accepted in Managing Product Delivery.