Prince2F WB02

PRINCE2 Foundation
Course 02 - PRINCE2 Themes

Slide 1
Learning Objectives
For each theme

Recall
Definitions of key terms & concepts
Identify
Purpose of the theme
Roles & responsibilities
For detailed learning objectives
Check each lesson
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Slide 2
Introduction to Themes
Lesson
Topics Discussed
Introduction
Themes
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Slide 3
An Introduction to Themes
Theme: noun - is a specific and distinctive quality,

characteristic or concern
What is a PRINCE2 theme?
Describes an aspect of a project
How are they applied?
Mandatory
May be tailored to the project
Principles
What is format of a theme? Processes
Purpose
Definition PRINCE2
PRINCE2 approach
Responsibilities
Themes
Environment
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Slide 4
Theme Descriptions
Business Case
Why are we going to do this and what are we going to get?
Organization
Who is going to be involved and what will they do?
Quality
What is quality and how are we going to measure it?
Plans
How are we going to do it?
How much will it cost?
When will it start and end?
Risk
What if something unforeseen happens?
Change
What happens if we change something?
Progress
Where are we now?
Are we still going in the right direction?
Should we keep going?
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Slide 5
Business Case Theme

Lesson
Topics Discussed
Purpose of the Business Case theme
Definition of the theme
PRINCE2 approach to the theme
Responsibilities
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Slide 6
Learning Objectives Business Case
Recall
The definition
Project output
An outcome
Benefit & dis-benefit
Identify
The purpose of
The Business Case Theme
The Business Case
Benefits Review Plan
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Slide 7
Business Case Theme
Purpose of the Business Case Theme

Business Case Defined
The PRINCE2 approach
Responsibilities
Principles
Processes
Themes
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Slide 8
Purpose of the Business Case Theme

Answers the question
Why are we doing this project and
what are we going to get?
Embodies the principle of
Continued Business Justification
Provides business justification
The reason for the project
No justification, no project
Justification must exist
At the start
and be maintained throughout
Supports continual decision making
Is the project desirable?
Is it still worthwhile?
Is the desired outcome still achievable?
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Slide 9
The Business Case Defined
The Business Case

Documents the reason the project should exist
Is it desirable
Viable
and achievable?
Updated throughout the project
Provides a decision support tool for project management
The Business Case
Defines the projects outputs (tangible or intangible)
Defines the outcome: the change that occurs due to the outputs
Defines the benefits: measurable improvements
Defines the dis-benefits: negative outcomes as perceived by one
or more stakeholder groups
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Slide 10
Purpose of the Business Case

Documents the justification for undertaking the project
Based on costs
Development
Implementation
Ongoing
When & how anticipated benefits gained
Offset against associated risks
Establishes measureable benefits
Created & used throughout the project
Developed during Starting Up process
Refined during Initiating a Project process
Approval & reaffirmation during the Directing a Project process
Assess issues & risks during the Controlling a Stage process
Reviewed and updated during the Managing a Stage Boundary
process
End of project by the Closing a Project process
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Slide 11
Purpose of the Benefits Review Plan
Defines
How achievements will be measured
When a measurement will take place
Who will make the judgment
Activities to determine if achievement is fit for purpose
Presented to the Executive at Project Initiation
Updated at each stage boundary
Used
During the Closing a Project process
Determine if expected benefits were realized Benefits Review Plan
Determine the performance of project products

Assess side effects
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Slide 12
PRINCE2 Approach to the Theme
Business Case is
Developed at the beginning of a project
Maintained & refined throughout the lifecycle of a project
Verified by the Project Board at each key decision point
Confirmed throughout the period of benefits accrual
Confirm Confirm Confirm

Benefits Benefits Benefits
Initiation Subsequent Delivery Final Post

Pre-Project
Stage Stage(s) Delivery Stage Project
Action: Verify Action: Verify Action: Verify

outline of the detailed updated
Business Case. Business Case. Business Case.
Develop Maintain
Business Case Business Case
Copyright AXELOS Limited 2014

All rights reserved. Material is reproduced under license from AXELOS Limited.
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Slide 13
Responsibilities Within the Theme

Corporate & Program Management
Project mandate, hold Senior Users accountable, benefits review
Executive
Business Case, Benefits Review Plan, Business case development
Senior User
Specifying benefits, desired outcomes, project products deliver outcomes & provide actual vs.
forecasted benefit reviews
Senior Supplier
Supplier Business Case (if applicable), confirm required products are deliverable
Project Manager
Prepare Business case for the Executive
Conduct impact analysis of revisions, risks that impact
Desirability
Viability
Achievability
Project Assurance
Assist Business Case development
Verify & monitor Business Case external developments
Ensure fit within a Program a strategy
Monitor
Project finances
Changes
Review impact assessment
Project Support
Advise the Project Manager
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Slide 14
Organization Theme
Lesson
Topics Discussed
Purpose of the Organization theme
Organization defined
PRINCE2 Approach to the theme
Responsibilities
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Slide 15
Learning Objectives - Organization
Recall
Roles within the Organization theme
Identify
Purpose of
Organization theme
Communication Management Strategy
The three project interests
Responsibilities & characteristics of the roles
Project Board
Project Manager
Project Assurance
Change Authority
Team Manager
Project Support
What is a stakeholder
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Slide 16
Organization Theme
Purpose of the Organization Theme

Organization Defined
Responsibilities
Principles
Processes
Themes
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Slide 17
Purpose of the Organization Theme

Define the projects structure
For each Project Team role establish
Accountability
Responsibilities
PRINCE2 assumes
A customer/supplier relationship
Every project needs effective
Direction
Management
Control
Communication
Embodies the principle
Defined Roles & Responsibilities
Business, user & supplier stakeholders
Appropriate governance
Roles reviewed for effectiveness
Strategy to manage communication
flows to & from stakeholders
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Slide 18
Organization Defined
The Project
Temporary organization created to deliver one or more business
products
The Program
Temporary organization to coordinate, direct & oversee the
implementation of a set of related projects
The Corporate Organization
The project exists within the wider corporate organization
Roles & Jobs
Defines roles, not jobs
Three Project Interests
Categories of stakeholders
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Slide 19
The Stakeholders
The Project
Business
User Supplier
Stakeholders
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Slide 20
Three Project Interests

Business
Represented by the Executive
Looks after the business interests
To exist a project must
Produce products the business needs
Provide value for money
User
Represented by the Senior User(s)
Looks after the users interests
Specify the desired outputs & ensure delivery
Users will
Be impacted by the outputs of the project
Use the outputs of the project & realize the benefits
Operate, maintain or support the projects outputs
Supplier
Represented by the Senior Supplier(s)
Looks after the provision of project skills & resources
Production of the production of the projects output
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Slide 21
Levels of organization
Corporate or program management
Directing
Managing Corporate or Program Management
Corporate or PMO
Delivering
Makes Project Board
Decisions Directing Senior User(s) Executive Senior Supplier
Commitments
Project Change
Assurance Project Authority
Managing Manager
Project
Support
Team
Delivering Project Team Manager(s)
Lines of Authority
Project Assurance Responsibility
Lines of support/advice
Team Members
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Slide 22
The Project Team
Project Board
Executive
Senior User (s)
Senior Supplier (s)
Provide visible support for the project manager
Project Assurance
Change Authority
Project Manager
Team Manager
Project Support
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Slide 23
Project Board
Member of the Project Board

Executive
Senior User (s)
Senior Supplier (s)
Accountable for the success or failure of the project
Provide unified direction to the project
Delegates via PRINCE2 organizational structure
Provide active & visible support for the Project Manager
Facilitate the integration with functional units
Provide resources & funding
Ensure effective decision making
Ensure effective communication
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Slide 24
Project Boards Characteristics & Roles

Characteristics
Authority
Members should have positional authority within the organization
Credibility
Required to effectively direct the project
Ability to delegate
Direct, but dont smother the Project Manager
Availability
Must be around to make decisions & provide direction
Roles
Executive
Ultimately accountable for the projects success
Senior User(s)
Responsible for specifying the needs of the users of the projects output
products
Senior Supplier(s)
Responsible for the design, development, facilitation, procurement and
implementation of the projects products.
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Slide 25
Project Assurance
Project Board is responsible for
Project Assurance
Independent of the Project Manager it
monitors
Project performance
Project products
Project Board member are
responsible for their respective
interest areas
Executive is responsible for Business
Project Assurance
Senior User(s) is(are) responsible for
User Project Assurance
Senior Supplier(s) is(are) responsible
for Supplier Project Assurance
Project Assurance tasks may be
delegated to specialists
Involved in all PRINCE2 processes
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Slide 26
Change Authority
Project Board is responsible for authorizing changes

Must approve off-specification changes
May delegate some authority for approving changes
Normally decided during the Starting up a Project process
May define a severity scale
Defined in the Configuration Management Strategy
Used to establish a Change Authority based on severity of the
change
Corporate or Program Management
The Project Board
Delegated to a Change Authority
Delegated to the Project Manager
Delegated authority defined in role description
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Slide 27
Project Manager
Project Manager is the single focus for

The day-to-day management of the project
Authority to run the project
Work products of all PRINCE2 processes (except directing
process)
Project Manager
Reports to the Project Board
Manages Team Managers
Liaison with Project Assurance
Responsible for Project Support
May delegate
I understand hes a PRINCE2 Project Manager.
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Slide 28
Team Manager
Team Manager
Primarily responsible for producing assigned project work products
Work is allocated by Project Manager
Project & Team Manager may be the same person
Dependent on project size
Technical skills required
Additional reporting
Team Manager may come from the Supplier corporate organization
Reporting requirements must be identified & understood
(a.k.a. Serving Two Masters)
Team & Project Manager relationship
Team Manager always reports to & takes direction from the Project
Manager
Irrespective of the relative positional authority within the corporation
Project manager allocates work packages to team managers
Or team members
Structure of project management team doesnt have to reflect
line function or seniority
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Slide 29
Project Support
Project Manager is responsible for Project Support

May delegate to a Project Support role
May include provision of administrative support
May include specialist functions
Typical supports administration for
Configuration Management
Project Management tools
Project Support is NOT OPTIONAL
Defaults to the Project Manager if not delegated
May be provided by a Project Office if one is provided by the
enterprise
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Slide 30
Communication Management Strategy
Defines the means & frequency of communication

Internal
External
Facilitates engagement among stakeholders
Establishes
Communication channels
Controlled bi-directional flow of information
Project Manager documents Communication
Management Strategy
Review
Update
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Slide 31

Appoint the Executive & provide project information
Executive
Appoint the Project Manager, confirm structure & appointment to the project
team & approve the Communication Management Strategy
Senior User
Provide user resources & define and user requirements
Senior Supplier
Provide Supplier resources
Project Manager
Prepare, review & update the Communication Management Strategy, design,
review & update project management team structure and prepare roles
descriptions
Team Manager
Manage project team members, advise on stake holder engagement
Project Assurance
Advise on project team members, stakeholder engagement and ensure the
execution of the Communication Management Strategy is appropriate
Project Support
Provide administrative support for the project management team
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Slide 32
Quality Theme
Lesson
Topics Discussed
Purpose of the Quality theme
Quality defined
Responsibilities
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Slide 33
Learning Objectives - Quality

Recall
Roles of the Quality Review team
Identify
Purpose of the
Quality theme
Project Product Description
Product Description
Quality Register
Quality Management Strategy
Difference between
Quality assurance
Project assurance
Objectives of the Quality Review Technique
Differences between
Quality planning
Quality control
Quality assurance
Difference between
Customers quality expectations
Acceptance criteria
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Slide 34
Quality Theme
Purpose of the Quality Theme

Quality Defined
Responsibilities
Principles
Processes
Themes
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Slide 35
Purpose of the Quality Theme
Define & implement means of project quality

Verify project products are fit for purpose
Meets business expectations
Enable achievement of desired benefits
Embeds PRINCE2s principle of product focus
Central to approach to quality
Continuous improvement
Improves projects
Efficiency & effectiveness
Products
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Slide 36
Quality Defined
PRINCE2 & Quality

Scope
Quality Management
Quality Management Systems
Planning
Quality Assurance
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Slide 37
Quality Assurance
Independent of the Project
Checks
Project direction
Management
Compliance with relevant
management standards
Quality Assurance is outside the
scope of PRINCE2
However
It checks
Organization & processes are in
place
Quality planning & control
undertaken by Project Management
Assures stakeholders about quality
requirements being met
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Slide 38
Quality Assurance & Project Assurance
Quality Assurance
Provide assurance to corporate or program
management
Performed by personnel independent of the project
Responsibility of corporate or program management
Seeks to confirm effective Project Assurance
Project Assurance
Provides assurance to projects stakeholders
Independent of Project Manager & Team
Responsibility of the Project Board
Corporation or program management function
Performed by people independent of project Quality Assurance
manager and other project resources
The Project
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Slide 39

From the Customer Project Response
Customers Quality Copyright AXELOS Limited 2014

All rights reserved. Material is reproduced
Expectations under license from AXELOS Limited.
Quality Management
Acceptance Criteria
Strategy
Quality Components
Quality
Planning Project Products Product Quality Criteria &
Description Descriptions Tolerances
Quality Methods
PRINCE2
product-based
planning
Quality Quality
technique Register Responsibilities
PRODUCT
Quality From the Customer PRINCE2
Control quality review
technique
Quality & Approval
Acceptance Records
Records
All rights reserved. Material is reproduced
under license from AXELOS Limited.
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Slide 40
Expectations & Acceptance

Customer quality expectations
Statement about quality expected from a project product
Defined in Starting up a Project process
Captured during early analysis
Subsequently refined for inclusion in Project Product Description
Requirements drive the choice of the solution
Normally expressed in broad terms for common understanding
Prioritized as input for the definition of quality tolerances
Acceptance criteria
Must be agreed
User & supplier
Starting up a Project process
Prioritized list of measureable definitions
Attributes acceptable to stakeholders
Deciding trade-offs; mitigation of mutually exclusive requirements
Signals the project has fulfilled its obligations
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Slide 41
Aspects of Quality
Quality planning
Project Board
Communication
Control
Document
understanding customer quality expectations
acceptance criteria
Clear product descriptions
Quality control
Methods
Responsibilities
Quality assurance
Function
Activity
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Slide 42
Got Quality?
Quality Methods
Systematic procedure, technique, or mode of inquiry
In-process
Built-in quality
Typically involving process controls, piloting, workshops, etc.
Appraisal
Finished products assessed
Completeness
Fit for purpose
Appraisal methods
Testing
Used against objective criteria
Quality inspection
Focus
Used when subjective judgment is required on
Quality
Systematic structured inspection
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Slide 43
PRINCE2 Quality Review Technique

Objectives
Assess product conformity against establish criteria
Involve stakeholders
Check for quality
Promote acceptance
Confirm product is complete & ready for approval
Establish product baseline for change control
Review Team Roles
Chair
Responsible for the overall conduct of the review
Presenter
Introduces product for review & represents producers
Reviewer
Reviews the product
Questions, confirms corrections/improvements
Administrator
Provides administrative support
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Slide 44
Quality Theme Products

Project Product Description
Defines what the project must deliver to
gain acceptance
Quality Management Strategy
Define the quality techniques & standards
applied
Defines responsibilities for achieving
required quality levels
Product Description
Defines the detail of the product, its
users, information sources, required
quality level, activities involved in
production & review and defines skills
required to review & approve it
Quality Register
Summarize all quality management
activities
Planned
Executed
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Slide 45

Details the corporate or program quality management system & provides quality assurance
Executive
Approves the Product Description, Quality Management Strategy & confirm acceptance of
project product
Senior User
Customers quality expectations & acceptance criteria, approve Project Product Description,
Quality Management Strategy, Product Descriptions for key user products, provide resources
and product acceptance
Senior Supplier
Approve Product Description, Quality Management Strategy, quality methods, techniques &
tools, provide resources for quality activities & approve Product Descriptions
Project Manager
Document customers quality expectations & acceptance criteria, work with user in preparing
Project Product Description, prepare Quality Management Strategy, Product Descriptions &
ensure project team members implement quality control measures
Team Manager
Product products consistent with Product Descriptions, management quality controls, work
records & advise the Project Manager of product quality status
Project Assurance
Advise Project Manager on Quality Management Strategy, Assist Project Management Board
(review of Product Description), advise Project Manager quality reviews & personnel, assure
Project Board on implementation of Quality Management Strategy
Project Support
Provide administrative support for quality controls, maintain Quality Register, assist Team
Managers with application of quality processes
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Slide 46
Plans
Lesson
Topics Discussed
Purpose of the Plans theme
Plans defined
Responsibilities
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Slide 47
Learning Objectives - Plans
Recall
Levels of plan recommended by PRINCE2
Four tasks of product-based planning
Identify
Purpose of the Plans theme
Levels of plans, purpose & interrelationships
Project Plan
Stage Plan
Team Plan
Exception Plan
The tasks within the product-based techniques
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Slide 48
Plans Theme
Purpose of the Plans Theme

Plans Defined
Responsibilities
Principles
Processes
Themes
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Slide 49
Purpose of the Plans Theme

Facilitate communication & control
Defines means of delivering products
Where
How
& by whom
Estimates
When
& how much
Communicates
What is required
How it will be achieved & by whom
When things will happen
Whether the targets are achievable
Embodies the Focus on Products
principle
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Slide 50
Plans Theme Defined
Plans
Documents
How targets will be achieved Design the Plan
When targets will be achieved
& who will achieve them Define & Analyze
Products
Establishes targets
Analysis
Projects products Identify
of Activities & Dependencies
Timescales Risks
Costs Use for:
Prepare Estimates
Project Plan
Quality
Stage Plan
& benefits Team Plan
Prepare Schedule
Planning
Making plans
Maintaining plans Document
Plan

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Slide 51
PRINCE2 Plan Levels
Corporate & Program Plan

Project Plan
Costs & Timescales
Provides Baseline
Aligns with Corporate/Program
Project Plan
(Subsequent (Subsequent
(Initiation) (Delivery) Exception
Delivery) Delivery)
Stage Plan Stage Plan Plan
Stage Plan Stage Plan
Stage Plans
Produce near events
Shorter in duration Exception Plans
Prior knowledge Team Plans
Actions required to recover
Optional
Team Plan(s) Replaces Stage Plan
Executes Work Packages
Becomes Baseline
Determined by size & complexity
Approved by Project Board

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Slide 52

Product-based planning
Identify
Required products
Activities
Dependencies
Resources
Design the plan
Define & Analyze the products Write Project Product
Description
Project
Plan Only
Includes Analysis of Risk
Identify activities & dependencies Create Product
Breakdown Structure
Prepare estimates Write Product
Descriptions
All
Levels
Prepare schedule Create Product Flow
Diagram
Document plan Product-based Planning
Technique
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Slide 53
Product-based Planning Technique
Seeks to
Identify & document plans products
Gain agreement; production, review & approval
Remove ambiguities
Improve communication
Clarify scope boundaries
Write Project Product Project
Identify external products Description Plan Only
Prepare for Work Packages

Create Product
Product-based Planning Technique Breakdown Structure
Write the Project Product Description Write Product All

Descriptions Levels
Create the Product Breakdown Structure
Write Product Descriptions Create Product Flow
Diagram
Create Product Flow Diagram
Product-based Planning
Technique
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Slide 54
Write the Product Description

Specification the responsibility of Senior User
Reality the Project Manager does it
Senior User consults along with the Executive
Seeks completeness at outset
Product Description
Details
Nature
Purpose Description Plan Only
Function
Appearance Create Product
Breakdown Structure
Defines
The user Write Product All
People & skills to produce and review Descriptions Levels
Identify
Create Product Flow
Source of supply Diagram
Product quality
Activities to produce, review & approve product Technique
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Slide 55
Create Product Breakdown Structure
Product Breakdown Structure

Breaks plan down into major products
Breakdown to lowest appropriate level reached
Lowest level belongs to only one higher-level product
Produced by a team
Identifies external products Write Project Product Project
Description Plan Only
Considers product states
Provides products by stages Create Product
Breakdown Structure
May be established as a pre-set Write Product All

Library of Product Description outlines Descriptions Levels
Create Product Flow

Diagram
Technique
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Slide 56
Write Product Descriptions
Required for ALL identified products

Written soon after product identification
May be placeholders but should be fleshed out
quickly
Baselined along with the plan
Responsibility of Project & Team Managers
Representatives & experts welcome Description Plan Only
Maybe written to be reused Create Product

Existing product specifications may be used Breakdown Structure
Project Product Descriptions Write Product All

Descriptions Levels
Okay for small projects
Quality criteria Create Product Flow
Diagram
Separate acceptable from unacceptable
How to determine finished from stopped Technique
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Slide 57
Create Product Flow Diagram

Identify & define
Sequence of product development
Dependencies between them
Dependencies on products outside project
scope
Considers
Activities required Write Project Product Project
Description Plan Only
Information for other planning techniques
Estimating Create Product
Scheduling Breakdown Structure
Project & Team Managers responsible Write Project Product All

Input maybe be useful others doing product Descriptions Levels
descriptions
Create Product Flow
May be created in parallel Product Diagram
Breakdown Structure Product-based Planning

Technique
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Slide 58

Provide planning standards, set project tolerances & approve Exception Plans
Executive
Approve Project, Stage & Exception Plans, define tolerances for each stage and commit
business resources to Stage Plans
Senior User
Ensure Project & Stage Plan consistency and commit user resources to Stage Plans
Senior Supplier
Ensure Project & Stage Plan consistency and commit Supplier resources to Stage Plans
Project Manager
Design the plans, prepare Project & Stage Plans, decide on application of stages, instruct
corrective action, prepare an Exception Plan.
Team Manager
Prepare Team Plans and schedules for Work Packages
Project Assurance
Advise Project Manager on Quality Management Strategy, Assist Project Management Board
(review of Product Description), advise Project Manager quality reviews & personnel, assure
Project Board on implementation of Quality Management Strategy
Project Support
Assist with compilation of plans, contribute specialist expertise, baseline, store & distribute
plans
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Slide 59
Risk
Lesson
Topics Discussed
Purpose of the Risk theme
Risk defined
Responsibilities
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Slide 60
Learning Objectives - Risk

Recall
Definition of Risk
Difference between
Threat & opportunity
Risk owner & actionee (the person that has to do something)
Recommended response types to threats & opportunities
Identify
Purpose of
Risk theme
Risk Budget
Risk Management Strategy
Risk Register
Steps of Risk Management procedure
Risk probability, impact & proximity
Difference between cause & effect
Expressing risk
Concept of risk appetite & tolerance
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Slide 61
Risk Theme
Purpose of the Risk Theme

Risk Defined
Responsibilities
Principles
Processes
Themes
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Slide 62
Purpose of the Risk Theme

Purpose of the Risk theme
Identify, assess & control uncertainty
improve the ability of the project to succeed
Embodies the Continued Business Justification principle
Continues systematically throughout the project
Not based on chance
Requires proactive identification & communication
Change is a part of every project
Change introduces uncertainty & associated risk
PRINCE2 Risk theme promotes
Cost effective risk management
Support better decision making by
understanding of risk
Likelihood
Impact
Timing
Response choice
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Slide 63
Risk Theme Defined

Risks is an uncertain event(s)
If they happen
Will have an effect on the achievement of objectives
Combination of
Probability
Perceived threat or opportunity
Magnitude of impact
Uncertain event(s)
Threats
Negative impact on objectives
Opportunities
Could have positive objectives impact
Risk in the project context
Achievement of project objectives
Time, cost, quality, scope, benefits, etc.
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Slide 64

PRINCE2 approach to risk
Based on Management of Risk (M_o_R)
Risk management principles
Understand projects context
Involve stakeholders
Establish clear objectives
Develop project risk approach
Report on risks regularly
Define clear roles & responsibilities
Establish support structure
Monitor early warning indicators
Establish review cycle
Managing risk in a project
Corporate or Program Management policies
Communicate how risk management will be implemented
Process guide
PRINCE2
Recommends a Risk Management Strategy
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Slide 65

Describes responsibilities, standards and techniques
Improves overall chance of project success
Reflection of the Project Boards attitude toward risk
How much risk is tolerable
Establishes tolerance (levels of exposure)
Triggers Exception report to Project Board
Appetite for risk
Reflect balance between benefits & threats
Approaches include
Averse avoidance is key organizational objective
Minimal preference is for ultra-safe options
Cautious preference is for safe options
Open willing to consider potential options; value for money
Hungry eager to innovate; high risk, high reward
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Slide 66
Risk Register
Capture & maintain
Information on all threats & opportunities
Responsibility of the Project Manager
Maintained by Project Support
Risk Management Strategy describes procedure
Typical Risk Register includes
Who raised the risk
When was it raised
Category of the risk
Description
Probable impact
Proximity
Risk response
Category
Action
Status
Owner
Acctionee
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Slide 67
Risk Management Procedure
Identify
Context
Risks
Assess
Communicate
Estimate
Evaluate
Plan
Identify
Implement
Implement Communicate Assess
Plan
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Slide 68
Identify
Identify context
Obtain information about the project
Understand specific project objectives at risk
Formulate a Risk Management Strategy
How risk will be managed by the project
Based on corporate or program policies
Identify early warning indicators
Provide advanced warnings
Include progress data Identify
Identify risks
Threats & opportunities
Prepare early warning indicators
Understand stakeholder view Implement Communicate Assess
Expressed as
Risk cause
Risk event
Plan
Risk effect
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Slide 69
Assess
Estimate
Understand probability of threats & opportunity
Understand the impact of each
Understand the proximity of events (when theyll happen)
Understand how things may change over time
Evaluate
Assess net effect of threats & opportunities
Aggregated by project Identify
Assess overall
Severity
Risk within tolerance levels Implement Communicate Assess
Continued business justification
Plan
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Slide 70
Plan
Prepare
Specific management responses to threats & opportunities
Seek to remove or reduce threats
Seek to maximize opportunities
Avoids surprises
Identify & evaluate
Range of options
Proportionality of response Identify
Value for money

Build into the appropriate level of plan
More than one plan needed Implement Communicate Assess
Inherent risk
Residual risk
Plan
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Slide 71
Implement
Ensure risk responses are

Actioned
Monitored
Corrective action taken
Responsibilities
Risk owner
Management, monitoring & control
Capable of managing risk Identify
Risk actionee
Assigned individual
Responsible for taking response actions
Implement Communicate Assess
Plan
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Slide 72
Communicate
Runs continuously throughout the project
Ensure information is communicated
Internal stakeholders
External stakeholders
Communicated via
Checkpoint reports
Highlight reports
End Stage reports
End Project reports Identify
Lessons report
Consider other methods too
Risk is a moving target Implement Communicate Assess
Communicate
Communicate
Communicate Plan
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Slide 73
Risk Response
Response Event Definition
Change some aspect of the project or sequence of

Avoid Threat activities to that he threat either can no longer have an
impact or can no longer happen
Reduce the probability of the event by performing
Reduce Threat some sort of control.
Reduce the impact of the event if it occurs.
Implement a fallback plan to reduce the impact of the

Fallback Threat
threat.
Transfer the responsibility to a third party for some part

Transfer Threat
of the financial impact of the threat.
Conscious & deliberate action taken to retain the threat

Accept Threat
after determining is more economical to do so.
Threat Share the risks & benefits with third parties. Limits the up
Share
Opportunity and downsides of a threat or opportunity.
Seize the opportunity to ensure that he opportunity will

Exploit Opportunity
happened and that the impact will be realized.

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Slide 74
Risk Budget
Money budgeted to
Fund specific management response to projects
Threats
Opportunities
Requires financial approach to risk
management
Analyze each risk
Impact costs
Response costs
Likelihood
Produce expected monetary value for risks
Work from aggregated set of risks
.e.g. Monte Carlo analysis
Avoid spending funds on non-risk related
activities
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Slide 75

Provide risk management policies, process guide
Executive
Accountable for all aspects of risk management, ensure a project Risk
Management Strategy exists
Senior User
Ensure the risks to the users are identified, assessed & controlled
Senior Supplier
Ensure the risks to the users are identified, assessed & controlled
Project Manager
Create the Risk Management Strategy, create & maintain the Risk Register,
ensure project risks are identified, assessed and controlled
Team Manager
Participate in the identification, assessment & control of risks
Project Assurance
Review risk management practices to ensure they are performed inline with
the Risk Management Strategy
Project Support
Assist Project Manager with the maintenance of the Risk Register
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Slide 76
Change
Lesson
Topics Discussed
Purpose of the Change theme
Change defined
Responsibilities
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Slide 77
Learning Objectives - Change
Recall
Three types of issues
Five configuration management activities
Identify
Purpose of
Change theme
Change Budget
Configuration Management Strategy
Configuration Item Record
Issue Report
Issue Register
Product Status Accounting
Steps in the issue/change control procedure
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Slide 78
Change Theme
Purpose of the Change Theme

Change Defined
Responsibilities
Principles
Processes
Themes
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Slide 79
Purpose of the Change Theme

Purpose
Identify
Assess
Control
potential & approved changes to the baseline
Provide systematic & consistent approach
Ensure issues are managed that may impact
Time, cost, quality, scope, risk & project benefits
Ensure every change is agreed by Change
Authority
Performed throughout the project
Change is always measured against the status
quo (baseline)
Requires appropriate configuration
management
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Slide 80
Change Theme Defined

Issues a relevant event
It has happened
It was not planned for
It requires management action
Issue & Change Control
Ensure issues impacting the project baseline
are
Assessed
Approved, rejected or deferred
Configuration Management includes
Technical activities
Administrative activities
Creates, maintains & controls changes to
Configuration Items
Component
Product
Release
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Slide 81
Issue Types
Request for change

Proposed change to the baseline
Off-specification
Something that should be provide but isnt
Missing product
Product not meeting specification
Problem/concern
Anything the Project Manager feels the need to
Resolve
Escalate
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Slide 82

Establish controls
Defined & established in Initiating a Project process
Update during Managing a Stage Boundary process
Control products
Configuration Item Records
Product Status Accounts
Daily Log
Issue Register
Issue Reports
Technical & administrative activities
Creation, maintenance & controlled change to the baseline
Issue & Change Control Procedure
Provides a common approach to dealing with the issues
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Slide 83
Control Products
Defines
Where & how products are stored
Security for storage & retrieval
Version identification and control
How product changes are controlled
Responsibility for configuration management
Change Authority delegated by the Project Board
Change Budget agree sum between customer & supplier for requests for change
Configuration Item Records
Describes status, version/variant & other relevant details
Product Status Accounts
Information about products within defined limits
Daily Log
Records problems & concerns
Issue Register
Captures & maintains information on ALL issues being managed
Issue Reports
Description, impact assessment & recommendations for
Change request
Off-specification
Problem/concern
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Slide 84
Planning
Determine scope of configuration management
Identification
Specify & identify all components of the projects products
Control
Approve baseline
Make agreed changes to the baseline
Status Accounting
Produce the Product Status Account
Verification & Audit
Compares
Actual configuration
to recorded configuration
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Slide 85

Project Board/Change Authority
Determine issue type

Determine severity/priority
Capture Log Register
Take corrective action Assess impact

Update Objectives
Records Implement Examine Business Case
Plans Continuous Project risk profile
Throughout Check severity/priority
Project
Escalate if necessary
Identify options
Approve Decide Propose Evaluate options
Reject
Recommend options
or defer
Daily Log or Issue Register

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Slide 86

Corporate or Program strategy for change control, issue resolutions & configuration
management
Executive
Determine Change Authority & Budget
Set scale for severity ratings for issues, priority rating for request for a change & off-
specification, respond to request for advice, handle escalated issues
Senior User
Respond to requests for advice from Project Manager, make decisions on escalated issues
Senior Supplier
Respond to requests for advice from Project Manager, make decisions on escalated issues
Project Manager
Manage
Configuration Procedure
Create & maintain the Issue Register
Implement corrective actions
Team Manager
Implement corrective actions
Project Assurance
Advise on examining & resolving issues
Project Support
Administer
Issue & Change Control
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Slide 87
Progress
Lesson
Topics Discussed
Purpose of the Progress theme
Progress defined
Responsibilities
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Slide 88
Learning Objectives - Progress

Recall
Lines of authority between the four levels of management
Identify
The purpose of
Progress theme
Daily Log
Lessons Log
Work Package
End Stage Report
Lessons Report
Checkpoint Report
Highlight Report
Exception Report
Differences between
Event-driven
Time-driven
Concepts of management stages
Differences; management & technical stage
Factors in identifying management stages
Tolerances
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Slide 89
Progress Theme
Purpose of the Progress theme

Progress Defined
Responsibilities
Principles
Processes
Themes
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Slide 90
Purpose of the Progress Theme
Establish mechanisms to
Monitor
Compare
achievements to planned
Provide forecast
Project objectives
Continued viability
Control unacceptable deviations
Embeds PRINCE2 principles
Manage by stages
Continued business justification
Manage by exception
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Slide 91
Progress Theme Defined

How is progress measured?
Achievement of objective of a plan
Measured at
Work Package
Stage
Project
Progress controls
Ensure the capability for each level to manage the next
Monitor progress
Compare achievement to plan
Review plans & options
Detect problems & identify risks
Initiate corrective action
Authorize further work
Exceptions & tolerances
Exception a forecast of a deviation beyond agreed tolerance
Tolerance a permissible deviation from a plans target
Time, cost, quality, scope, benefit & risk
Absent tolerance planning, there is no clear discretionary path
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Slide 92
Six Tolerance Areas

Time - +/- amount of time on target
Tolerance levels Project, Stage Plans & Work Package
Cost - +/- amounts of planned budget
Scope permitted variation of the scope of a
solutions
Risk limit on the aggregated value of threats
Tolerance levels Risk Management Strategy, Stage
Plans & Work Package
Quality defining quality targets in terms of ranges
Tolerance levels Project Product Description, Product
Description
Benefits defining target benefits in terms of ranges
Tolerance levels Business Case
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Slide 93
Delegate authority
Four levels of management
Use management stages for control
Controls used
Event-driven
Time-driven
Raise exceptions at
Work Package-level
We are here
Stage-level
Project-level
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Slide 94
Delegating Authority
Four levels
Embeds the principle of management by exception
Six types of tolerances used for control
Allocate tolerances over the levels of the project team
Sets overall requirements & tolerance levels
Project Board
Exerts overall control at the project level
Project Manager
Employs day-to-day control for a management stage
Team Manager
Controls Work Packages within agreed tolerances
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Slide 95
Delegated Tolerances & Reporting Progress
Delegated Tolerances
Project Stage Work Package
Tolerances Tolerances Tolerances
Corporate or
Project
Program Project Board Team Manager
Manager
Management
Project Stage Work Package

Progress/Exceptions Progress/Exceptions Progress/Issues
Progress Reporting (actual & forecast)

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Slide 96
Control with Management Stages

Management Stages partition projects
Provide decision points
Key decisions made prior to work starting
Clarify external influences
Facilitate management by exception
How many stages?
Use of stages is mandatory; number flexible
Balances
How far ahead?
Where are the key decision points?
How much risk is involved
Should stages be long or short?
What is the level of project confidence?
How long should they be?
Consider planning horizon
Alignment of management & technical stages
Alignment with program activities
Mitigation of risk levels with Project Board control
Stage 1 Stage 2 Stage 3
Technical stages
Method of grouping work
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Slide 97
Management & Technical Stages
Management Stage 1 Management Stage 2 Management Stage 3 Management Stage 4
Specifying
Designing
Building
Specialist work crossing
management stage boundaries
Training
Commissioning

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Slide 98
Controls
Two types of progress controls

Decision making is based on event-driven activities
Monitoring & reporting requires a time-driven approach
Event-driven
Based on a specific event
End of stage, completion of some project product, etc.
May include organizational events
End of financial cycles, etc.
Time-driven
Based on predefined periodic intervals
Monthly reports
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Slide 99
Progress Baselines
Project Plan
Project-level performance targets
Tolerances
Stage Plans
Provide basis for day-to-day control
Detail activities conducted during a management stage
Include time & resource requirements
Exception Plan
Considered upon an Exception Report
Produced at the same level of plan that is replaces
Work Packages
Represent authorized work during a stage
Used to monitor individual team progress
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Slide 100
Progress Report Products Logs
Daily Log
Informal issues
Required actions or significant events
Issues & risks during start up
Lessons Log
Repository for lessons (current & future)
May come from other projects
Work Package
Info about one or more required project products
Authorized by Project Manager
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Slide 101
Progress Report Products Reports

End Stage
Summarizes progress to date
Overall project situation
Provides Project Board with information for decision making
End Project
Used to review project performed against Project Initiation Documentation
Passes on
Lessons
Details of unfinished work, risk, etc.
Lessons
Lesson learned
Embeds positive lessons in future projects
Avoids future bad outcomes from negative lessons
Checkpoint
Frequency defined progress on a Work Package status
Highlight
Provides the Project Board with stage status at defined frequency
Exception
Produced when a Project or Stage Plan is forecast to exceed tolerance levels
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Slide 102

Provide project tolerances, decide on project-level Exception Reports
Executive
Provide stage tolerances, ensure consistent progress toward outcomes, decide
on stage-level exception plans, recommend actions when project-level
tolerances are exceeded
Senior User
Ensure consistent progress toward outcomes
Senior Supplier
Ensure consistent progress toward outcomes
Project Manager
Authorize Work Packages, monitor Stage progress plans, produce reports
Team Manager
Agree to Work Packages, report on completed quality activities, produce
checkpoint reports, provide notification of forecasted deviations
Project Assurance
Verify Business Case against external events & progress, verify changes to
Project Plan, confirm stage progress
Project Support
Assist with the compilation of reports, specialist tool support, support production
& distribution of reports, help maintain Issue Register & Quality Register
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Slide 103
Themes Summary
Theme: noun - is a specific and distinctive quality,

characteristic or concern
What is a PRINCE2 theme?
Describes the aspects of a project
How are they applied?
Mandatory
May be tailored to the project
Principles
What is format of a theme? Processes
Purpose
Definition PRINCE2
PRINCE2 approach
Responsibilities
Themes
Environment
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Slide 104
Summary of Theme Descriptions

Business Case
Why are we going to do this and what are we going to get?
Organization
Who is going to be involved and what will they do?
Quality
What is quality and how are we going to measure it?
Plans
How are we going to do it?
How much will it cost?
When will it start and end?
Risk
What if something bad happens?
Change
What happens if we change something?
Progress
Where are we now?
Are we still going in the right direction?
Should we keep going?
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Slide 105
Summary
Course Summary
Topics Discussed
Introduction to Themes
Business Case
Organization
Quality
Plans
Risk
Change
Progress
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Review Questions:
1. Match the PRINCE 2 theme with its purpose: (BC, OR, QU, PL, RK, CH, PG)
Theme Purpose
1. Defines the means by which the project identifies is the products are fit
Business case (BC)
for purpose.
2. Facilitates communication and control by defining the means to deliver
Organization (OR) products including where, how, by whom with estimates for when and how
much.
Quality (QU) 3. Identifies and controls potential adaptations to the product baseline.
4. Establishes the mechanism to determine whether the project is (and
Plans (PL)
remains) worthwhile and worthy of continued investment.
5. Established mechanisms to monitor and compare actual to plan to be
Risk (RK)
able to identify and control any unacceptable deviation.
6. Identify, assess and control uncertainty to be able to improve the
Change (CH)
likelihood of project success.
7. Define and establish the structure of the accountability and responsibility
Progress (PG)
for the project
A B C D
BC - 1 BC - 7 BC - 4 BC - 4
OR - 2 OR - 2 OR - 7 OR - 7
QU - 3 QU - 1 QU - 3 QU - 1
PL - 4 PL - 4 PL - 5 PL - 2
RK - 5 RK - 6 RK - 2 RK - 6
CH - 6 CH - 5 CH - 1 CH - 3
PG - 7 PG - 3 PG - 6 PG - 5
2. Which is true about a business case and a benefits review plan?
A. The business review plan documents how and when project achievements
are measured. The business case documents the justification for the
project.
B. The business case documents how and when project achievements are
measured. The business review plan documents the justification for the
project.
C. The outline for the business review plan is developed during the Starting
up a Project process and refined by the initiating a Project process. The
business case is presented to the executive board during the Initiating a
Project process and updated at each stage boundary.
D. If a project is part of program, the business case may be part of the benefit
realization of the plan at the program level. The business review plan is
used by the Controlling a Stage process during impact assessment of
issues and risks.
3. Match the role to its responsibilities:
Role Responsibility
Project board 1. Single focus for day to day management of a
project
Project Manager 2. Ensures Productions of project products
Project Assurance 3. Responsibility of project manager to assure
specialist function available where/when
needed.
Change Authority 4. Project board role for monitoring project
performance and products independent of
project manager
Team Manager 5. Accepted delegated authority to manages
project configurations and modifications
Project Support 6. Provides unified direction to the project;
ensuring effective decision making
Role A B C D
Project Board 6 6 2 5
Project Manager 3 1 6 1
Project Assurance 4 4 1 2
Change Authority 1 5 3 6
Team Manager 5 2 5 3
Project Support 2 3 4 4
4. Which statement below is true about quality planning, quality control, and quality
assurance?
A. Quality planning is performed as part of Starting a Project process as part
of initial scope activities to define acceptable project quality levels. Quality
control includes carrying out quality methods and maintaining appropriate
records. Quality assurance is independent of the project management
team and focuses on independent checks on project quality.
B. Quality planning is independent of the project management team and
focuses on independent checks on project quality. Quality control is
independent of the project management team and focuses on
independent checks on project quality. Quality assurance provides project
board agreement on overall quality, communicating these agreements,
and baseline for project control.
C. Quality control mechanisms are created as part of the Starting a Project
process as part of the initial scope activities to define acceptable project
quality levels. Quality assurance is independent of the project
management team and focuses on independent checks on project quality.
D. Quality planning provides project board agreement on overall quality,
communicating these agreements, and baseline for project control. Quality
control includes carrying out quality methods and maintaining appropriate
records. Quality assurance is independent of the project management
team and focuses on independent checks on project quality.
5. Which statement is correct about the tasks that are part of product planning?
A. Write the product description to break down the plan for its major products
and is the responsibility of the project board
B. Creating the product breakdown structure identifies the sequence in which
the products will be developed
C. The Senior User(s) are responsible for the project product description
D. The product flow diagram shows the level of granularity used to develop
the project products
6. PRINCE2 recommends 5 steps for risk management: _____, _____, _____,

_____, and _____. The first four are sequential; the last step runs in parallel with
the other 4.
A. Identify, plan, assess, implement, communicate
B. Occurrence, notification, plan, implement, review
C. Identify, assess, plan, implement, communicate
D. Identify, evaluate, implement, review, communicate
7. What is the purpose for the risk budget?
A. A risk budget is determined after the risk is identified and accessed
B. A risk budget funds specific response to a threat
C. A risk budget is a set-aside that is included in the overall project budget
D. Determination of the risk budget is part of strategic financial analysis
applied as a part of chartering the project
8. Which activity is NOT recommended as part of the Change theme?

A. Implement
B. Examine
C. Decide
D. Authorize
9. Which of the following is true about management and technical stages?

1. Technical stages are partitions of the project with technical decision points
2. Technical stages often overlap, but management stages don't
3. Management stages provide the ability to ensure that key decisions are made
prior to the work required for implementation
4. PRINCE2 concentrates on management of a project on the management
stages
5. Technical stages cover elements like design and build
6. A management stage is collection of activities and products that manage a
unit of delivery
A. 1, 2, 3, 5, 6
B. 2, 3, 4, 5, 6
C. 1, 3, 4, 6
D. All of the above
10. The corporate management, project board, project manager and team manager
are responsible for respectively: _____, _____, _____, and _____.
A. Overall requirements and tolerances; Overall control for a project; Day-to-
day control for a management stage; Control for a work package
B. Overall control for a project; Requirements and tolerances; Day-to-day
project control; Responsibility for a work package
C. Requirements, tolerances, and progress review; Control for a project's
management stages; Day-to-day control for a technical stage; Verifying a
work package is complete and meets product requirements
D. Provide decisions regarding project products; Overall control for a project;
Day-to-day control of management and technical stages; Producing a
work package
11. Which of the following are members of the project board?
1. Senior User(s)
2. Executive
3. Project Manager
4. Senior Supplier(s)
A. 1, 2, 3
B. 2, 3, 4
C. 1, 3, 4
D. 1, 2, 4
12. Which of the following statements about the Issue Register and Daily Log are
true?
1. The Daily Log records problems and/or concerns that can be handled
informally by the project manager
2. The Issue Register contains records of issues that have to be formally
handled
3. Entries in the Daily Log may be transferred to the Issue Register when it's
determined a more formal treatment is needed
A. 1 and 2
B. 1 and 3
C. 2 and 3
D. 1, 2, 3
Answer Key:
1. D
Answer D appropriately displays the correct theme with its purpose. (Seen
below)
Theme Purpose
4. Establishes the mechanism to determine whether the project is (and
Business case
remains) worthwhile and worthy of continued investment
7. Define and establish the structure of the accountability and responsibility
Organization
for the project
1. Defines the means by which the project identifies is the products are fit
Quality
for purpose
2. Facilitates communication and control by defining the means to deliver
Plans products including where, how, by whom with estimates for when and how
much
6. Identify, assess and control uncertainty to be able to improve the
Risk
likelihood of project success.
Change 3. Identifies and controls potential adaptations to the product baseline
5. Established mechanisms to monitor and compare actual to plan to be
Progress
able to identify and control any unacceptable deviation
2. A
Answer A is correct; answer B has the associations reversed.
3. B
Answer B correctly matches each role to the appropriate responsibility. (Seen
below)
Role Responsibility
Project board 6. Provides unified direction to the project; ensuring
effective decision making
Project Manager 1. Single focus for day to day management of a
project
Project Assurance 4. Project board role for monitoring project
performance and products independent of project
manager
Change Authority 5. Accepted delegated authority to manages project
configurations and modifications
Team Manager 2. Ensures Productions of project products
Project Support 3. Responsibility of project manager to assure
specialist function available where/when needed.
4. D
Answer D correctly associates the purpose with each aspect of quality.
5. C
The product description is required for all identified products. The responsibility
for it rest with the project manager or team manager, but it can be delegated. The
product breakdown structure determines the hierarchy of product components
(how lower level "pieces" builds into the final product). The product flow diagram
identifies the sequence in which products will be developed.
6. C
Evaluate, occurrence, notification are not part of the 5 steps. Answer C has them
ordered correctly.
7. C
Answer C is correct; the others are just made up.
8. D
The activities in the change theme are: capture, examine, propose, decide,
implement.
9. B
Technical stages cover elements like: design, build, implementation, and may
span management stages. It's possible to have different parts of the product
deliverables in different states in technical stages, so technical stages do
overlap. Management stages represent a project partitioning based on
management decision points. A management stage is a collection of activities
and products delivered as a unit. The focus of PRINCE2 is on the management
stages and the resulting decision points needed to successfully manage projects.
10. A
Answer A presents the correct associations. The other answers are either in a
different order or made up.
11. D
The project board is composed of the Executive, the Senior User(s), and the
Senior Supplier(s). The project manager is not on the project board, but does
report to it.
12. D
All 3 statements about the Issue Register and the Daily Log are correct.

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PRINCE2 Foundation

Course 02 - PRINCE2 Themes

For each theme

Theme: noun - is a specific and distinctive quality,

Business Case Theme

Learning Objectives Business Case

Business Case Theme

Purpose of the Business Case Theme

Purpose of the Business Case Theme

The Business Case Defined

The Business Case

Purpose of the Business Case

Purpose of the Benefits Review Plan

Determine the performance of project products

PRINCE2 Approach to the Theme

Confirm Confirm Confirm

Initiation Subsequent Delivery Final Post

Action: Verify Action: Verify Action: Verify

Copyright AXELOS Limited 2014

Responsibilities Within the Theme

Learning Objectives - Organization

Purpose of the Organization Theme

Purpose of the Organization Theme

Three Project Interests

PRINCE2 Approach to the Theme

Decisions Directing Senior User(s) Executive Senior Supplier

The Project Team

Member of the Project Board

Project Boards Characteristics & Roles

Project Board is responsible for authorizing changes

Project Manager is the single focus for

I understand hes a PRINCE2 Project Manager.

Project Manager is responsible for Project Support

Communication Management Strategy

Defines the means & frequency of communication

Responsibilities Within the Theme

Learning Objectives - Quality

Purpose of the Quality Theme

Purpose of the Quality Theme

Define & implement means of project quality

PRINCE2 & Quality

Quality Assurance & Project Assurance

manager and other project resources

PRINCE2 Approach to the Theme

Customers Quality Copyright AXELOS Limited 2014

Expectations & Acceptance

PRINCE2 Quality Review Technique

Quality Theme Products

Responsibilities Within the Theme

Learning Objectives - Plans

Purpose of the Plans Theme

Purpose of the Plans Theme

Plans Theme Defined

Copyright AXELOS Limited 2014

PRINCE2 Plan Levels

Corporate & Program Plan

Copyright AXELOS Limited 2014

PRINCE2 Approach to the Theme

Product-based Planning Technique

Prepare for Work Packages

Write the Project Product Description Write Product All

Write the Product Description

Create Product Breakdown Structure

6. PRINCE2 recommends 5 steps for risk management: ___, _, ___,