Prince2 foundation

This mindmap will help you to revise your exam preparation for PRINCE2 Foundation Exam after studying the exam book "Managing Successful Projects with PRINCE2". After you have read the book at least once, you can use this mind map as a crash course towards revision before taking your exam or later on as a reference when you are applying your PRINCE2 foundation knowledge at work.

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Prince2 foundation by Mind Map: Prince2 foundation

1. Processes

1.1. Project stages

1.1.1. Pre-project stage Mandate (trigger) Project brief Stage plan for initiation

1.1.2. Initiation stage Project initiation documents

1.1.3. Delivery stage(s)

1.1.4. Final delivery stage

1.2. 7 processes

1.2.1. Starting up a project Purpose Prerequisite for initiating project are in place Do we have a viable and worthwhile project Objective Outline business case Authorization Confirmed scope Approach selected Individuals appointed Stage plan Assumptions clear Activities Appoint executive and PM Capture lessons Appoint PM team Outline business case Project approach & project brief Plan initiation stage

1.2.2. Directing a project Purpose (enable project board to) be accountable for project success make key decisions and overall control Delegate day to day management to PM Objective Authority to initiate Authority to deliver Authority to close Mechanism to Realize post-project benefits Direction and control for continued viability Corporate/program interface Activities Authorize initiation Authorize project Authorize stage or exception plan Ad hoc direction Authorize closure

1.2.3. Initiating a project Purpose Establish solid foundations Understand work to deliver Before committing to significant spend Objectives Project reasons, benefits and risks Clear Scope and products How, when and cost to deliver Who make decisions How to achieve quality (quality management strategy) How to control baselines, issues, changes (configuration management strategy) How to manage risks (risk management strategy) How to manage progress How to communicate (communication management strategy) How to tailor PRINCE2 Activities Define 4 strategies Setup project controls Create project plan Create detailed business case Create benefits review plan Create project initiation documentation

1.2.4. Controlling a stage Purpose Assign work Monitor work Deal with issues Report progress Take corrective actions Keep stage within tolerances Objectives Focus on delivery of stage products Risk, issues kept under control Business case kept under review Products delivered per quality, cost, time, scope Deliver within tolerances Activities Work packages Monitoring and reporting Issues

1.2.5. Managing product delivery Purpose (team manager perspective) Control link b/w PM and TM's Formal reqs on accepting, executing, delivering project work Objectives Work allocated to team is authorized Team is clear about work effort, cost, time Products delivered to expectation, tolerance Accurate progress information Activities Accept work package Execute work package Deliver work package

1.2.6. Managing a stage boundary Purpose - Enable the project board Review success of current stage Approve next stage plan Review updated project plan Check continued business case Accept risks ahead Activities Plan next stage Update project plan Update business case Report stage end Create exception plan

1.2.7. Closing a project Purpose Fixed pt. to confirm project acceptance Recognize Objectives in PID achieved Project has nothing more to contribute Objectives User acceptance Host site will support post-project Review performance against baselines Benefits - realized and forecast to be realized Follow-on action recommend, open issues addressed Activities Prepare planned closure Prepare premature closure Hand over products Evaluate the project Recommend project closure

2. Themes

2.1. Business case

2.1.1. Purpose Judge whether project is (and remains) Desirable (balance of) Viable (can deliver the products) Achievable (products can provide the benefits) Support decision making for its (continuous) investment

2.1.2. Definitions Output, outcome, benefits Project's specialist product Result of change by using output Improvement result from outcome

2.1.3. Approach Develop BC Outline BC Detailed BC Verify and maintain BC Confirm BC, benefits Benefits review plan

2.1.4. Investment appraisal techniques Through-life costs Net benefits ROI Payback period Discounted cash flow Net present value Sensitivity analysis

2.2. Organization

2.2.1. Purpose Accountability and responsibilities Define and establish org structure

2.2.2. Definitions Primary stakeholders Business User Supplier

2.2.3. Approach 4 org levels Corporate, program management Directing - project board Managing - project manager Delivering - team manager Project board characteristics Authority Credibility Ability to delegate Availability Centre of excellence Defines standards (process, templates, tools) Provides skills and training Provides independent assurance functions Configuration management system Expertise for estimating techniques Useful where shortage of resources, many small projects, large program, large project Stakeholder engagement procedure Identifying , who Profiles , what Strategy , how Planning , when Engaging , do Measuring , results

2.3. Quality

2.3.1. Purpose Define and implement means for project to create fit for purpose products. Products meet business expectations Products enable desired benefits to be achieved Quality is Product focus Incorporate "product focus" and "learn from experience" principles

2.3.2. Definitions Quality - product's ability to meet requirements Scope - sum total of products Product breakdown structure Product descriptions Quality planning Define products required Define quality criteria Define quality methods Quality responsibilities Quality control Operational techniques and activities Quality inspections and testing Process improvements and lessons learnt Quality assurance Independent of PM team, Project Responsibility of corporate , program

2.3.3. Approach Quality planning PRINCE2 Customer quality expectations (prioritized) Acceptance criteria (prioritized) Project product description Quality management strategy Product descriptions Quality register Quality control PRINCE2 Carry out quality methods Maintain quality records and approval records Gaining acceptance

2.4. Plans

2.4.1. Purpose Facilitate communication and control Define where, how, by whom Estimate when, how much

2.4.2. Definitions 3 plan levels (project, stage, team)

2.4.3. Approach Product based planning Write project product description Create product breakdown structure Write product descriptions Create product flow diagram Prepare estimates Top down estimating Bottom up estimates Top down and bottom up estimates Comparative estimates Parametric estimates Single point estimates Three point estimates Delphi techniques Prepare schedule Activity sequence Resource available Assign resources Level resources Control points Milestones Total resource requirement and cost Present the schedule Analyze risks in the plan

2.5. Risk

2.5.1. Purpose Identify, assess, control uncertainty Improve ability of project to succeed Incorporate continued business justification principle

2.5.2. Approach MOR principles Risk management in projects Org risk management policy Org risk appetite Org risk management process guide Risk management strategy Risk tolerance Procedure to register risks How to maintain risk register Risk register Risk management procedure Identify Assess Plan for threat --- opportunity Implement Communicate Risk budget

2.6. Change

2.6.1. Purpose Identify, assess, control changes to baseline Potential and approved changes

2.6.2. Definitions Issue type Request for change Off-specification Problem/concern Priority and severity

2.6.3. Approach Establish controls Configuration management strategy Configuration item records Product status account Daily log Issue register Issue report Config management procedure Planning Identification Control Status accounting Verification and audit Issue and change control procedure Capturing Examining Proposing Decision making Implementing

2.7. Progress

2.7.1. Purpose Monitor and compare actual achievements vs. planned Provide forecast for objectives and viability Control unexpected deviations Incorporate PRINCE2 pronciples Managing by stages Managing by exception Continued business justification

2.7.2. Approach Delegating authority Tolerance areas Tolerance level Management stages Event-driven and time-driven controls Baselines for progress Reviewing progress Capture and report lessons Reporting progress Raising exceptions

3. Principles

3.1. Business justification

3.2. Learn from experience

3.3. Defined roles and responsibilities

3.4. Manage by stages

3.5. Manage by exception

3.6. Focus on products

3.7. Tailoring to environment

4. Environment tailoring

4.1. Tailoring

4.1.1. Done by PM team Adapt theme Revise terms and language Revise product description Revise role description Adjust process Record in project initiation documents

4.1.2. Project factors Scale Complexity Team maturity Project type

4.1.3. Environmental factors Multi organization External customer/supplier Within programme Standards Organization maturity Culture

4.2. Embedding

4.2.1. Done by organization

4.3. Examples

4.3.1. Projects in program Project: benefits realize after Program: benefits realize during and after Business case reduced in content SRO, Program Manager, Business Change Manager, lead supplier, project executives Combine program DA with project CA Combine program BCM with project SU Combine program manager with project executive Program information management strategy - project configuration management strategy Program issue resolution strategy - project change control procedure Starting up a Project process most effected

4.3.2. Project scale Size (time, cost, people), complexity, risk, importance Simple project Management products Process Organization

4.3.3. Commercial customer, supplier External senior supplier, customer procurement dept Customer project manager Supplier account manager for supplier SU

4.3.4. Multi-organization projects

4.3.5. Project type

4.3.6. Sector differences

4.3.7. PMBOK