Achieving PRINCE2 Foundation & Practitioner Success On Your First Attempt

Results are
promising : Turned
power on and no smoke
detected -- this time...
Elements will be
phased in
gradually as
the software
matures:
It's late!
Simon Harris, PMP, CGEIT, IPMA-D, P2
Logical Model Ltd 2015
Good,
butperhaps a
little more
detail here ?
Essentially complete: It's half done.

We predict... : We hope to God!
Serious but not insurmountable problems. : It'll take a miracle...
Basic agreement has been reached. : The @##$%%'s won't even talk to us.
In the beginning was THE PLAN.

And then came The Assumptions.
And The Plan was without substance.
And The Assumptions were without form.
And darkness was upon the face of the
Workers.
And they spoke among themselves, saying,
'It is a crock of s--t, it stinks.'
And the workers went unto their Supervisors, and said,
'It is a pail of dung, and none may abide the odour thereof.'
And the Supervisors went unto their Managers, saying
'It is a container of excrement, and it is very strong,
such that none may abide it.'
And the Managers went unto their Directors, saying,
'It is a vessel of fertiliser, and none may abide its strength.'
And the Directors spoke among themselves saying one to another,
'It contains that which aids plant growth, and it is very strong.'
And the Directors went to the Vice-Presidents, saying unto them,
'It promotes growth, and it is very powerful.'
And the Vice-Presidents went to the President, saying unto him,
'This new plan will actively promote the growth and
vigour of the company, with powerful effects.'
And the President looked upon The Plan, and saw that
it was good.
And The Plan became policy.
And that is how S--t happens.
Copyright &
Licensing
Copyright & licensed materials See inside cover for details
Please report unlicensed use & share in fees levied
All the rights to PRINCE2 are held by a UK Government

and industry joint-venture company called AXELOS Ltd.
These materials are:Logical Model Ltd & AXELOS Limited 2015. All rights
reserved. Material in this document is based on Managing Successful Projects 2009
Edition and is reproduced under licence. No part of this document may be reproduced in
any form without the written permission of both Logical Model Ltd and AXELOS Limited.
Permission can be requested at p2@logicalmodel.net and licensing@axelos.com
Double quotes () are used to denote text quoted from the

above document
All of the diagrams within are carefully, exhaustively and
completely base on the above document
Only 1 of the diagram is copied in whole or significant part from
the above document (and even then it is augmented)
AXELOS appoint Examining Institutes (EIs) Ours are

PEOPLECERT. EIs accredit training organisations called ATOs
(Accredited Training Organisations)
ATOs offer training courses & can book candidates onto

exams via their linked EI. The EI assures the ATOs Course
Materials, Quality system and Competency
To sit the exams you need sponsorship from an ATO

This accredited course is not only the best available but it is
also fully supported AND its use is completely FREE with an
exam booking!
To register for exams with us visit
www.logicalmodel.net/prince2exams
LogicalModel Ltd 2015, P2:2009 5th Ed 1st Imp, Vn: 30 PEOPLECERT
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Crammin
Everything you need to pass the exams is within these pages

Read this section NOW so you know the work-load
This is the exam cram guide
Mostly it is not about running projects in real, politically rich work-place

contexts (free sources of that guidance are on our web-site)
It isnt about tasks done out of sequence, incompletely or to unrealistic
constraints such as dates set by sales people
This is all about how you answer the exam questions
Id offer you good luck but what you need is application not luck
To pass the exams first accept it takes work

Then: start by understanding the basic rhythm of start middle end, of
direction, management and delivery, of plan, execute and adjust
Then add detail like A19-Project Brief containsis created byin

activity
For the exam there is a lot of detail (These materials are MORE detailed
than ANYBODY ELSES And these are FREE!
When your organisation wants to use PRINCE2 for real you will
need your boss, your team and everyone else to understand how
to fulfil their roles
Achieving that is hard and has ZERO to do with exams
The combination of the depth and rigour of these materials and your
attention to the work required is all you need
That is where we can help
Come back to us for a non-exam focus if you ever want to create real
capability to use PRINCE2
If you are using these materials it is to pass the Foundation or and

Practitioner exams For that you need an ATO
See www.logicalmodel.net/prince2exams
Section: 1 Page i
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Licensed for individual use without fee. A commercial licence (License@logicalmodel.net) removes this note: Please report unlicensed use & share in fees levied
PRINCE2 Practitioner
Completing this guide BEFORE
the exam isnt fool-proof, but is
very close to an assured pass )
Taking your exam unprepared is
foolish and avoidable. It is
possible to pass without focussed
preparation but risky and rare
Step 1 takes 5 mins to read the
next few pages-DO IT NOW!
Depending on your approach and
study speed the whole guide could
take 2 or more weeks to complete
Start now, finish early
Dont start on the eve of the
course!
Dont work under pressure and
fail to finish
Section:1
Pre Course
Preparation
Guide
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Section: 1 Page ii
LogicalModel Ltd 2011
Over the page tells you how to

start
Read Me First!
Study Resources
Your first step (reading this introduction) takes 5 minutes

(DO it NOW!)
Your resources are:
The online (iOS Android & PC) animated and narrated videos
The course slides
This workbook
Online exams &
Downloadable revision aids.
You may also have bought the expensive (and with these
materials also unnecessary) PRINCE2 Official Manual (OM)
the Big Grey-Blue book**.
The online sound track & its transcript are so detailed you dont
need the OM
Since all this is free go compare what you get from anyone
else for x00s of $ .
Studying your resources could take 15 to 30 hours or more
(or less!) of your TIME, money matters but time spent
studying weak, poor, thin material that mostly says Now go
read the manual really is not much of an investment is it?
This stuff is the best materials available & WE DONT

charge you to use it How good is that!
If you think there must be a catch just read on cos you there
isnt
S:1.1.1
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Exams @home Anytime!

There are two exams involved in achieving the PRINCE2

Registered Practitioner qualification.
We provide both @Home online via PEOPECERTs
PASSPORT service https://candidate.peoplecert.org/
The first is a 1hr multiple choice confirmation of your

knowledge of the oms contents: It is entirely fact based &
closed book!
The second is a 2 hr open-book objective test which uses
more complicated multiple choice questions to test
supplicants ability to apply PRINCE2 to a scenario.
This section 1.1 guides you in checking-out the resources I

supply
This is Section 1, Part 1 Page 2 or S:1.1.2.
S:1.1.5 onwards describes the study resources & your study
steps.
S:1.1.2
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Navigating The Materials

Page S:1.1.14 is a diary for you to establish your study

schedule targets
Mile-stones and inch-pebbles along the journey
eMail p2@logicalmodel and Ill send you a suggested diary
that others find helpful
Page S:1.1.15 is a template to cross-reference activities &

major products.
Complete it as you study
S:2 and S:3 Provides lots of reference materials but you
should still write stuff out by hand to build recall
After reading Section:1.1 the next step is to read the

PRINCE2 overview in S:1.2
Then the larger task is the narrated, animated videos of the
slides in Section:2.
Many slides are dense, complex reference materials
Downloadable and online (iOS, Android & Windoze) as animated
build-ups for PC, iOs and Android see
www.logicalmodel.net/prince2exams
If you received these materials on paper then you might want

to down load the book-marked PDF from the page above
S:1.1.3
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1st PRINCE2 Model

Whole World On A Page
Read all of S:1 then if you have the OM use the whole of
the inside front cover hand-draw the above in landscape
layout* (otherwise use your fresh new PRINCE2 Project
Managers Daily Log (A7) ie notebook!
Write-out each activity name and leave space for products
created, roles involved, major steps
Browse these materials to gauge the details that may be added
as you study (Making your own hand-made notes will aid recall)
The placement of the sub-processes in the diagram above is

significant for a logical description of how activities interact,
and will be used throughout the course notes
Best to start with just names. Draw the boxes last
*The exam rules state Reference to the candidates own annotated Official PRINCE2 manual is permitted during the exam. No additional
support material is permitted; this includes post it notes (other than tabulation of the sections of the manual) and stapled sheets.
S:1.1.4
PRINCE2 is made up of 7 Processes that contain 40 activities, 7 themes, 7 principles, 2 Techniques, 26 document
templates
and 9 management
All will5th
be explained
when
into the course notes in S:2
LogicalModel
Ltd 2015,roles:
P2:2009
Ed 1st Imp,
Vn:you
30get
PEOPLECERT
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Step 1
Study Resources
Section:2 (S:2) of this resource contains the slides.

With the narrations and animations they are designed to
make reading the OM irrelevant
Some slides are definitive reference resources. They demand
a second, third, even fifth look after you have covered the
videos.
You greatly improve your chance of exam success by
studying diligently & making notes
If you study I the order Ive preeted topics you will get a
logical journey with no hanging, unexplained references and
the minimum of circluar topics.
The materials include ALL the official AXELOS exam
questions See www.logcicalmodel.nex/prince2exams for
immediate access.
The official manual is the definitive statement but

It is also fragmented in its treatment of each topic, it rarely
gives insight into how the bits form a whole, it uses 10 words
where 5 would do.
Some people find wordy means accessible, others find
fragmented means frustrating
My reference materials are terse! And EXHAUSTIVE and

DETAILED
They consolidates each topic into one place.
Something relevant to two contexts is said in each, but always
with the absolute minimum of words.
Terse means hard at the start but great reference later
YOU must use the animated, narrated videos first

The narrations transcript is attached to each slide
S:1.1.5
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Step 1 Cont.
Study Resources
In contrast the QUICK OVERVIEW S:1.2 gives you an

easy quick-start to assimilating the whole method
It omits definitive detail
S:1.2 summarises the whole manual and is a bridge from no
knowledge to complete overview without having to read 327
pages of official manual first.
After using or materials the official manuals only value is as
allowable note paper in the exam!
The reference materials will be hard going if you jump

straight to it without the logical journey that S:1.2 and the
animated, narrated videos provide
If you draw-out the template from S:1.1.4 and read S:1.2
NOTE the official manuals purpose is NOT to be a study
guide & very good it is at not being easy to read serially too!
The details in my materials over-view & link all the bits, but
they are not allowed into the exam (unless copied, by hand
into a copy of the OM.)
Quotes
Foundation questions often require recognition of quotes from
the manual (The exam checks you know its contents) so the
videos and slide retain many quotes all are introduced as
Quote. or shown in double-quote-marks.
The video eLearning narrations (& transcripts) are carefully
crafted to include all key phrases. They are absolutely
complete in their coverage of the official manuals guidance
S:1.1.6
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Step 1 Cont.
Study Resources
First you should skim all the materials - eye-ball each

piece, just quickly this time less than a second per page!
Get structure, dont try to internalise detail yet
Section 1.1 & 1.2

Section 2 is the
Section 3.1 and 3.2
Section 4
Section 5
These Pre-Course notes

Course Notes
Hyper Linked Reference Materials
AXELOS Sample questions: P2 Foundation
AXELOS Sample questions: P2 Practitioner
Recap
Skim S:1 & S:2 now, serially, in 5 minutes or less!
DONT get bogged down into detail until you see the whole
Section 1.2 gives you the whole, but lacks detail while
Section 3.1 is just the detail but is too terse to grasp at 1st
sight
Each syllabus chapter in section 2 (S:2) is matched to
relevant sample questions in Section 5 (S:5)
The study materials provide many consolidated views of

the PRINCE2 method that will be useful in the exam BUT
you are not allowed to take them with youunless
you may take the official PRINCE2 manual into the exam &
you may hand-write your own notes on the manual (YOU
MAY NOT stick/ staple/ glue etc anything into the manual if
you want to take it into the exam)
S:1.1.7
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Step 1 Cont.
Study Resources
Instructor support is always available to discuss all aspects

of success with PRINCE2 in the exams or real-life
Viewing each chapter of the videos (or reading the Course

Notes (Section 2)) is fairly quick
S:1.2 will give overview to assimilate the videos and S:2
(or you could read the 327 page OM instead!)
Expect to cover S:2 more than once.

First time through be quick, focus on early pages, gain an
appreciation of PRINCE2s structure and intent - SKIM.
Look for who is involved and the information flows. Weave
process names into a sentence in the order they are used.
Ignore the details of what is in which document, the inner
workings of processes etc.
Second time through study, make notes, do the exam
questions
Third-time through look just at places where you are foggy
Section 3 details access to reference and revision

materials
Sections 4 & 5 detail access to topical questions matched

to the videos and transcripts of the narrations.
ALL the AXELOS official mock foundation paper questions
are included
Both in topical extract and full mock exam structure.
S:1.1.8
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Step 1 Finished
Study Resources
You should practice the questions repeatedly until scoring

well.
There will be an overlap between mock questions and the live
questions because everything is based on the syllabus and
the official manual!
IE the syllabus means live-questions will test the same thing
as the mocks. Mostly just the order of the words will change
Section 4 is AXELOS foundation and S:5 is AXELOS

PRINCE2 Practitioner level questions
Each chapter of the videos (& S:2) links to relevant questions
on the topics just covered (if AXELOS has provided
coverage)!
The course notes remind you to access our eMail support.

Now you have a birds-eye view of the study materials start
thinking of the schedule to cover it all
Send an email now to say you have started preparation & I
will send the suggested Revision Diary (S:1.1.9) to match the
20 mile stones in the diary
p2@LogicalModel.Net
You have now Graduated from Level Zero to Level 1:

Started to prepare for the Journey !!
Small celebration?!
The next step to graduate to Level 2 is explained overleaf
S:1.1.9
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Starting Studying
in Earnest
Step 2: Work through the QuickStart (in S:1.2) it wont

take long either
Then work through the Course Videos online or (read the
material in S:2) - as soon as possible. There is guidance
at the start of S:2
As you look through S:2 and its guidance estimate the
work-load & assess your available time. Consider the
required work-rate to complete studies in a timely manner
Create a study schedule using the template overleaf.
Build up the schedule as you better understand the
resources available and the task at hand
Reviewing study material should be regarded as iterative,
quick first pass to get structure, second pass absorb
details and third pass focus on any disconnects &
confusions
If you read the OM then

I recommend that instead of reading it serially instead you
read all the Purpose sections of the 7 themes &
Purpose, Objectives and Context of the 7 processes
before reading anything else.
It means you cover the breadth before the depth.
It will make more sense AND these parts of the manual
are where the exam questions are drawn from.
S:1.1.10
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Create a
Study Schedule
Set your-self a schedule of achievements between now and your exam date that recognise
the time you can realistically make available, the time that you feel you need to absorb the
volume of information and your personal focus on succeeding
I completed a 1st skim of the paper materials on:
I reviewed the full material set on:
I started/ finished setting my realistic schedule in place:

Achievement Event
Target Date
1 Read section 1.2
NOW!
Completed
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
S:1.1.11
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Create a Process Matrix

12.4.1 Appoint the Executive and the Project Manager
12.4.2 Capture previous lessons
12.4.3 Design & appoint the project management team
12.4.4 Prepare the outline Business Case
12.4.5 Select project approach & assemble Project Brief
12.4.6 Plan the initiation stage
14.4.1 Cr. Risk Management Strategy
14.4.2 Cr. Configuration Management Strtgy

14.4.3 Cr. Quality MS
14.4.4 Cr. Communication MS
14.4.5 Set up the project controls
14.4.6 Create the Project Plan
14.4.7 Refine the Business Case
14.4.8 Assemble the Project Initiation Documentation
15.4.4 Review stage status
15.4.5 Report highlights
15.4.6 Capture and examine issues and risks
15.4.7 Escalate issues & risks
15.4.8 Take corrective action
15.4.1 Authorize a Work Package
15.4.2 Review Work Package status
15.4.3 Receive completed Work Packages
13.4.1 Authorize initiation
13.4.2 Authorize the project,
13.4.3 Authorize a Stage or Exception Plan,
13.4.4 Give ad hoc direction,
13.4.5 Authorize project closure
17.4.1 Plan the next stage
17.4.2 Update the Project Plan
17.4.3 Update the Business Case
17.4.4 Report Stage End
17.4.5 Produce an Exception Plan
18.4.1 Prepare planned closure
18.4.2 Prepare premature closure
18.4.3 Hand over Products
18.4.4 Evaluate the Project
18.4.5 Recommend project closure
17.4.1 to 5 Team Planning
16.4.1 Accept a Work Package
16.4.2 Execute a Work Package
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A13-Issue Report
A10-Exception Report
A14-Lessons Log
A15-Lessons Report
A8-End Project Report
A7-Daily Log
A26-Work Package
A3-Checkpoint Report
A11-Highlight Report
A5-Configuration Item Records
A25-Risk Register
A23-Quality Register
A12-Issue Register
A17-Product Description
A18-Product Status Account
A16-Plan (Stage)
A9-End Stage Report
S:1.1.12
Process list is exhaustive

Product list restricted to Apdx-A items
(sort-of grouped by use/ timing)
A4-Communication Management Strategy

A22-Quality Management Strategy
A6-Configuration Management Strategy
A24-Risk Management Strategy
A21-Project Product Description
A16-Plan (Project)
C = Created
U = Updated
S = Archived (Saved)
A = Authorised
I = Input
O= Output
Others as you need, Eg in Reports
H=Highlight, ES=EndStage
A1-Benefits Review Plan

A2-Business Case
A19-Project Brief
A20-Project Initiation Documentation
16.4.3 Deliver a Work Package
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Section: 1.2 Page 0
1.2: Quick-Start
Overview
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1 PRINCE2 - Two Parts: Time and Theme
Page: 1 of 10
13
DP
IP Initiation Stage
Starting up a project - Process
Starting
up a
Project
(SU)
Initiating
a Project
(IP)
Directing a Project
(DP)
1st Delivery Stage
CS
Controlling
a Stage
(CS)
12 14 15
16
Managing a
Stage Boundary
(SB)
SB
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When we have reach the end of these words we (you and I) will have covered all the elements of P2.
For now Ill paraphrase the required elements as a time-view and a topical or thematic view. These two
perspectives are inter-woven: the warp and weft of any initiatives fabric. PRINCE2 also includes roles and
principles.
The time-view is the process model. It says do this and this and this, then this and this and this. The
thematic view describes each this. PRINCE2 includes seven of these themes: business case and risk and
quality and planning and organisation and progress and change.
When we combine process based timeline with themes we get procedural guidance. To illustrate: Appoint
the team, decide the goal and confirm approval. Then establish the controls and costs, the benefits and
risks and reconfirm approval Then execute the work to produce the outputs. Then harvest the benefits.
That is in-fact the whole investment management scope. While this is a 34 word summary their upcoming
full explanation takes many more.
1.1 Heartbeat
The process model provides a rhythm like a heartbeat that drives project control of progress.
A PRINCE2 project implements controls tailored specifically to meet this projects needs for agility and
rigor. Armed with an understanding of the principles it is possible to tailor the application of a methodical
approach to any specific projects needs. Skilfully used PRINCE2 is a powerful and light-weight tool.
Insightful use of P2 assists any organisation embarking on the management of change.
1.2 Making Soup

Applying a method is very much like the preparation and serving of a bowl of soup!
If you make vegetable soup then before the ingredients such as the carrots and tomatoes go into the pot
they are clearly and discretely visible.
1.2.1 Red Soup
Once the soup is made its red colour is clear indication that there are tomatoes in the melange. With the
aid of a spoon it is easy to find a discreet piece of carrot and the peas but not any longer possible to isolate
the salt, remove the water or see all the ingredients as the separate items that the recipe called for to be
prepared and combined. Exam crams operate at the 'ingredients level'.
1.2.2 The Official Manual Is Part Description of Ingredients Part of Method
A manual such as this describes discreet ingredients (EG the themes like quality and the records such as the
risk register) that are combined within procedures like configuration management and the Initiation Stage
that are made-up of processes, activities (management work packages), method and techniques.
Your challenge when translating any method into a practical tool is to move from collection of ingredients
and collection of techniques to soup.
It is the assimilation of explicit facts into implicitly understood behaviours that marks transition from
knowledge to skill. It is a journey from unconsciously incompetent to unconsciously competent. The first
hurdle is at conscious incompetence when you may say to your self Oh-boy there is a lot of this and it isnt
all easy!
1.2.3 Introduction of What You Learn
Most fresh graduates returning from the PRINCE2 exam have knowledge, few have skill. Cramming courses
and the work environments that attendees return to both omit consideration of how to integrate the
themes and techniques into daily and fluent use.
Without support for skill development the unused knowledge quickly withers. You should pause now and
consider the conversations that you need with boss, peers, teams, customers et.al if you are to introduce
1.2.1 Red Soup
Page- S:1.2.- 1 -
23
Process Numbers
SU
SB CS Last Delivery CP
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
23
Page: 2 of 10
13
DP
IP Initiation Stage
Starting
up a
Project
(SU)
improvements into your world. You might, when you are 'registered' want to contact us for
assistance with those wider conversations.
Initiating
a Project
(IP)
Directing a Project
(DP)
1st Delivery Stage
CS
Controlling
a Stage
(CS)
12 14 15
16
Managing a
Stage Boundary
(SB)
SB
Logical Model Ltd
1.2.4 Integration of Elements
As a project is executed a single conversation such as Hey Simon can you drop by my office this afternoon
and bring Jane and Fred we have a new product to launch by trade-expo. Id like to rough-out a schedule,
some responsibilities and the major risks has just followed guidance (combined ingredients and
procedures) for appointing the team from two of the initial three activities or management work packages
of Starting up a Project (SU) and touched on two or three themes like planning and organisation without
necessarily finishing any of them entirely yet.
This simple corridor chat has set the scene for overlapping some of the project initiation work with start-up
activity. In the official manual they are separate and well bounded, in the work place overlapping and
merged: soup or SOOP (Simon's Observations On Projects).
1.3 Merging Separated Elements of The Guidance

From a time-line perspective PRINCE2 starts management work-packages in Starting up a Project (SU) with
description of appointing the team. Guidance from a topical perspective starts in the Organisation theme.
1.3.1 Separate Topics Approach
These are discrete sections in the official manual and discrete items in the exam syllabus. Work-place
implementation of the guidance requires one integrated set of actions. There is no discrete boundary in
practice only in the chapter boundaries of the official manual.
In reality rather than exams gathering the team often drags-on past SUs end. Maintaining the team persists
through every stage (sprint, release or phase pick your term) as the organisation theme discusses.
1.3.2 The Discrete Ingredients of Method
Within a project the ingredients to mix that will result in the soup are:
Most importantly: People nothing happens in a project without people. Everything else is less than half
the equation.
Roles assigned collections of responsibilities and work-packages
Responsibilities decision making limits, rights and duties,
Products - Products has many synonyms. Products are also known as (aka) Results, aka Configuration
Items, aka Deliverables, aka Outputs that lead to Outcomes aka Impacts aka change. Products all have
Acceptance Criteria (Product quality specifications).
Simon's Observation On Projects (SOOP): Projects (stages, sprints, phases, work-packages, tasks, jobs or
any other form of activity) that dont produce some change to the world are cost without value.
Everything a project makes, amends or acquires is a product. Every change that results from the
project is a product. The sum total of the products must totally resolve the projects objectives aka
goals.
Products are not necessarily physical: a culture change is a product. Products are not necessarily
deliverables: a progress report is a product.
Those products that are passed-on to the customer (the outputs) or those products passed-on to people
exercising control external to the project are also project deliverables. Hopefully outputs create an
impact aka an outcome. Some products may stay within the scope of the project EG A specification
received by designers, low-level test results and team members progress reports. The team members
progress report may be a product that does not outlive the project, except as filed away for future
audits.
Processes - The procedures and work packages (activities) sequenced steps of product creation and
project control,
Plans forecast activities in baselines and tolerances that balance risk and reward, balance scope,
resources and durations
Progress assessment and expression in reporting and escalations
1.2.4 Integration of Elements
Page- S:1.2.- 2 -
23
Process Numbers
SU
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
23
Page: 3 of 10
13
DP
IP Initiation Stage
Starting
up a
Project
(SU)
Initiating
a Project
(IP)
Directing a Project
(DP)
1st Delivery Stage
CS
Controlling
a Stage
(CS)
12 14 15
Business case the motivating force that describes the objectives and justifies the
16
investment of money, morale, effort, time, skill and will to create the products that resolve
the goal
Contracts agreements that define how risk and reward are shared. What procedures are triggered by
what circumstances (events)
Risks that subset of concerns that are uncertainties about rewarding result or safe project conduct
Concerns handling actual or potential off-plan situations
PRINCE2s term for any form of request for change, new potential risk or problem is project issue.
Having given so broad a definition and being shy of accusations of bureaucracy the official manual then
suggests some issues be handled informally: a massive fault-line in the methods formulation: but this
is 'real-world, talk not exam preparation
Managing a
Stage Boundary
(SB)
SB
Logical Model Ltd
1.3.3 The Complete Set Of PRINCE2 Processes
A project timeline is comprised of activities IE groupings of related tasks known as work-packages. Delivery
of products requires technical work-packages aka specialist work-packages while project planning and
project control requires the performance of management work-packages.
The activities are grouped by the official manual in seven processes and described in chapters 12 to 18.
The process Purpose, Objectives, Context and activities are explained in section 1 through 4 of the seven
chapters. Lots of foundation questions lie in 12.1, 12.2, 12.3, 13.1 etc to 18.3
1.3.3.1 Seven Processes in Seven Chapters

The processes are divided into 40 activities or management work-packages. Not all activities are needed in
all projects while some work-packages such as Review Stage Status happen many times.
1.3.4 Product Description Groupings
The 40 activities or management work-packages create management products (recall: any work-package
that doesnt produce a result is valueless).
Not all work-package results the official manual names are defined or described by it. The official set are
contained in Appendix-A of the official manual. The 2005 manual listed 36 entries. The 2009 manual
reduced these to 26 omitting some useful ones but sadly reusing the numbering leading to what was
avoidable confusion in some organisations (oops real world again).
1.4 Roles With-In Activities

Everything to manage a project that happens in a PRINCE2 project is performed by one of the 9 role
holders within one of the 40 activities of the 7 processes.
The 40 activities are management work-packages that create management products.
SOOP: Nothing happens in a project without people. People dont need process to succeed, but if done right
process improves the chances of success and possibly the speed of achievement and size of impact.
SOOP: Process without people (who understand and use it) is valueless.
1.4.1 The Roles People Hold
We will explore the details of the role holders duties later. For now the defined roles they hold
are:
The executive who has the vote in project board decisions,
The senior user(s) who say what is wanted or provides resources that can say,
The senior supplier(s) who provide resources that can build
what is specified.
Together they are the project board. The project board

project assurance staff as eyes-and-ears to help the project board
project over-sight duties.
1.3.3 The Complete Set Of PRINCE2 Processes
Page- S:1.2.- 3 -
23
Process Numbers
SU
may appoint some

members
with
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
23
Page: 4 of 10
13
DP
IP Initiation Stage
administer the change
Starting
up a
Project
(SU)
They may appoint a change authority to
Initiating
a Project
(IP)
Directing a Project
(DP)
1st Delivery Stage
CS
Controlling
a Stage
(CS)
12 14 15
16
Managing a
Stage Boundary
(SB)
SB
Logical Model Ltd
control budget.
The project manager who orchestrates all day to day activity, possibly helped by
some
Team managers to oversee specialist technical team activity.
Project support staff may help the project manager with management and admin
task, and finally some
Technical staff aka specialists aka subject matter experts who do the real work of creating,
acquiring and amending outputs from which the outcomes arise to generate the benefits.
1.4.2 Missing Roles
For the real world PRINCE2 omits at least one, perhaps two, key roles: the
investor and sponsor. The exec may or may not be the sponsor. The sponsor
may or may not be the investor.
Also sadly disjoint from reality PRINCE2 omits consideration of the portfolio of company
activity, seeing only programmes as a consideration above the project.
Those managing the project might be referred to collectively as the project management team [ while
those managing the company's portfolio of activity might be the investment management team or simply
"the board" ]
1.4.3 My Diagram Conventions
Often within my diagrams role-holders involvements are illustrated using the icons above. Technical
activity and staff are red in body and mind, project control blue and business-change management is grey:
portfolio considerations that span projects and operational business-as-usual are shades of grey. Businessas-usual is black. Thus the project manager must think from the business change perspective and
take action to manage the project by juggling the technical activities: project managers have
blue, management bodies and grey heads, while team managers have blue, project management
heads and red, technical day-job bodies. Many real-world project managers would have red-legs
on most days in my diagrams!
1.4.4 Customers and Suppliers
PRINCE2 describes the producers and receivers of the projects outputs as customer and supplier, even if
both groups are in the same organisation. Indeed even if both groups are the same people a customer
supplier relationship is said to exists. Customer and supplier(s) participate in an exchange of value:
contracts - Happily PRINCE2 touches on agreeing A16-Stage Plan and A26-Work Package as creating
contracts.
The official manual says the exec, senior user(s), operations and maintenance staff and project manager are
from the customer side of the relationship. The senior supplier(s) and team member/ managers are from
the supplier side.
1.4.2 Missing Roles
Page- S:1.2.- 4 -
23
Process Numbers
SU
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
23
2 PRINCE2s View of Projects
Page: 5 of 10
13
DP
IP Initiation Stage
Starting
up a
Project
(SU)
Initiating
a Project
(IP)
Directing a Project
(DP)
1st Delivery Stage
CS
Controlling
a Stage
(CS)
12 14 15
16
Managing a
Stage Boundary
(SB)
SB
Logical Model Ltd

Our first view wont be a helicopter view. It will be at jet-fighter speed (but at helicopter altitude). Two very
fast perspectives of the total project terrain: one in process order, one in thematic groupings.
The PRINCE2 project has three epochs in the process models timeline during which the themes are active
and integrated: the start, the middle and the end.
Later-on we will explore the process models time-line step by step. Then each time we encounter a new
theme we will explore it in detail, for now just notice that everything overlaps and links to everything else.
2.1 The Jargon: A Staring Point

Part of what makes PRINCE2 powerful is the assistance it provides for clear communication. People
communicating complex topics develop jargon. Jargon is short hand for important concepts shared by those
who are constantly involved in discussing some topic.
Jargon is great for the 'cognoscenti' - it helps develop conversations that explore subtleties: it is also a
barrier when seeking to communicate to those who lack knowledge of the jargon words and phrases.
2.1.1 Breaking The Jargon Circle
I have to break the circle of To fully explain the jargon you need an understanding of the jargon! So here
is an incomplete expression of some jargon. As we go we will explore more complete definitions and
definitions of more terms. For now:
A work-package is a chunk of work, or collection of linked tasks delegated as a whole. Perhaps more
properly an objective and some constrained allocation of resources that is agreed between two parties
to create some desired result.
Most work packages in a project allocate responsibility to subject matter experts to create project
outputs that enable the benefits. The rest are the 40 PRINCE2 activities explained next.
A PRINCE2 activity is a project management work-package whose tasks accomplish some part of
project planning and control.
Activities are carried out by the project management team members (One by the sponsor). An example
might be the activity to [14.4.6 Create the Project Plan]. Two activities are triggered by the routine
arrival at a point in time (both of these are reporting activities). All the rest are triggered reactively by
events.
The 7 PRINCE2 process are defined collections of "activities".
The Processes (via the details of each 'Activity') describe the structure through time and across
management layers by which the project is controlled. There are 7 processes with between three and
eight defined activities within each one.
The Directing a Project (DP) process covers all project board activities. The Managing Product Delivery
(MP) process covers all team member/ manager activity and the other 5 cover the project management
teams planning and control activities through project start, middle and end.
A "stage" is the PRINCE2 term for a period of time (and other constrains such as budget) within which
the project manager has authority to operate day-to-day project control.
A PRINCE2 project has a minimum life-span of the Starting up a Project (SU) process plus two stages.
PRINCE2 projects always have an Initiation Stage and at least one Delivery [ Benefits Enabling ] Stage.
2.1.2 A Stage Is A Collection Of Activities
Every stage requires the project management team to use guidance from two or more of the processes.
Benefits enabling stages mostly execute the activities of Controlling a Stage (CS) and Managing Product
Delivery (MP) and conclude with the activities of either Managing a Stage Boundary (SB) or if a stage is the
last benefits enabling stage it will close by following the activity guidance within the process Closing a
Project (CP).
PRINCE2 imposes control via tolerances and Management By Exception
2.1.1 Breaking The Jargon Circle
Page- S:1.2.- 5 -
23
Process Numbers
SU
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
23
Page: 6 of 10
13
DP
IP Initiation Stage
Starting
up a
Project
(SU)
Initiating
a Project
(IP)
Directing a Project
(DP)
1st Delivery Stage
CS
Controlling
a Stage
(CS)
12 14 15
When some result is required it should be delegated in outcome terms (using a A26-Work
16
Package and A17-Product Descriptions). Once a plan for its achievement is authorised those
charged with its deliver are left to get on with the work so long as they stay within agreed tolerances.
Should a tolerance become threatened by a breach then the potential exception must be escalated to
the next higher level of management (who may also have to escalate it).
PRINCE2 describes an Organisation structure that defines escalation routes across a 4 tier hierarchy.
Three management levels are within the project: project board, project manager and optionally team
manager(s) and one, Corporate or Programme Management is above the project. Below team manager
is a non-management technical level.
Managing a
Stage Boundary
(SB)
SB
2.1.2 A Stage Is A Collection Of Activities
Page- S:1.2.- 6 -
23
Process Numbers
SU
Logical Model Ltd
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
23
3 The Process Model Is The Heart-Beat
Page: 7 of 10
13
DP
Directing a Project
(DP)
IP Initiation Stage
Starting
up a
Project
(SU)
1st Delivery Stage
CS
Initiating
a Project
(IP)
Controlling
a Stage
(CS)
12 14 15
16
Managing a
Stage Boundary
(SB)
SB
Logical Model Ltd

PRINCE2 is made up of 7 processes that support 7 themes and follow 7 principles. The process model sets
out the timeline through the 7 processes as grouped and repeated in the stages.
3.1.1 The Process Model in 666 Words
These 666 words summarise the entire process model

within the 327 page PRINCE2 manual. Brevity is at the
price of some loss of detail!
In a Nutshell
As the picture shows: PRINCE2 has some structure, some

players, some sequence and some output Less obviously
from the picture is that the trigger (the project mandate) is
Produced (P:) by CoPM.
Project
mandate
P:CoPM
3.1.1.1 Start-up
Arrival of a Project Mandate triggers the process Starting
up a Project (SU). Creation of the mandate is outside
PRINCE2s control so it will be in any format the producer chooses.
Project
Outputs
Logical Model Ltd

0845 2 57 57 07
In SU Programme Management or Corporate Management appoint the projects Executive and perhaps the
project manager. Exec and project manager then select a team, define project end point and the route to it,
outline the Business Case, and plan the planning of the project.
After SU we (here "we" means "anyone running a project") proceed into the Initiation Stage. Progression
from SU to Initiation requires approval of the outline business case and plans by the project board who are
Directing a Project (DP). If the project board like what they receive then they authorise the first project
stage - Initiation.
3.1.1.2 The Initiation Stage

In the initiation Stage the team first execute the activities of the Initiating a Project (IP) process and then
the activities of the Managing a Stage Boundary (SB) process to:
1. Create four control strategies (quality, risk, change, and communications) that match the project's
challenges [ Some tailoring is appropriate ]
2. Create the A16-Project and A16-Stage Plan to implement the strategies and controls in a manner
appropriate to this projects needs for speed, caution, benefits targets and cost consciousness.
The plans describe the timings and resourcing of work that creates the project outputs required.
3. Extend the definition of the project's justification into a full A2-Business Case
Costs and timescales to refine the business case are taken from the fully developed but possibly high
level A16-Project plan.
4. The team working on Initiation assemble plannings outputs into the A20-Project Initiation
Documentation and A16-Stage Plan. The baseline for all future project decisions.
5.
0.
3.1.1.3 Delivery [Benefits Enabling] Stages

Next, and again arrived at via project board approval, this time of the A20-Project Initiation Documentation
and A16-Stage Plan is the first Delivery (aka a Specialist aka benefits) Stage.
Benefits enabling stages are controlled by the three internal activity cycles of Controlling a Stage (CS):
1. the project manager hands-out work-packages to the specialist technicians,
2. everyone reports progress and concerns upwards,
3. everyone participates in the handling of concerns about off-plan situations.
4.
0.
Most of the work in a delivery stage is carried out by the technical specialists building the products the
customer wants. The management of the project adds some overhead which must add more value than
cost otherwise the embedding and tailoring is wrong!
3.1.1 /The Process Model in 666 Words
Page- S:1.2.- 7 -
23
Process Numbers
SU
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
23
Page: 8 of 10
13
DP
IP Initiation Stage
Starting
up a
Project
(SU)
The three activities of MP are each used once per specialist A26-Work Package within a stages
scope. Execution of a work-package results in some product or sub-product moving through
some or all of its development life-cycle. Eventually the supply of A26-Work Packages is exhausted.
Initiating
a Project
(IP)
Directing a Project
(DP)
1st Delivery Stage
CS
Controlling
a Stage
(CS)
12 14 15
16
Managing a
Stage Boundary
(SB)
SB
Logical Model Ltd
3.1.1.4 End of Stage and End of Project (Start of Benefits)

If more than one specialist stage is needed then the activities of Managing a Stage Boundary (SB) once again
define how to prepare the next request to the project board for authorisation to proceed. Preparations
include refreshing the A2-Business Case, risk summary, A16-Project Plan and creating a new day-to-day
level A16-Stage Plan. Controlling a Stage (CS) and Managing Product Delivery (MP) repeat.
Eventually we reach start of benefits realisation and management activity focuses on Closing a Project
(CP). The project manager should:
1. Check the products have been accepted and handed-over into business-as-usual,
2. summarises the projects performance in an A8-End Project Report and
3. pass the A1-Benefits Review Plan to Corporate or Programme Management to measure benefits at
some future time.
4.
0.
Then the project board grant approval for the project to end and benefits delivery starts to repay project
investment costs. Tada! 666 words
Obviously 327 pages adds a little more detail.
The 666 words omits some products such as the end stage report and omits all discussion of how to handle
concerns about off-plan situations but we will cover all of the details soon.
3.1.2 The 7 Principles and Themes Woven Through The Processes
Each process (like Starting up a Project (SU)) whose guidance we apply on the journey to deliver the
project's outputs will contribute to many of the continuous needs within a project. PRINCE2 calls the
continuous needs "themes" and principles.
The official manual's separation of 7 themes and 7 principles probably just confuses by fragmenting and
repeating 2/3rds of the same idea in two places. Id say that out of 14 bullet points there are a good solid 7
and four halves in total.
The 7 principles and themes add-up to:
Define the projects outputs at the start.
Products are always defined in acceptance criteria terms. Verified creation and hand-over of the
projects outputs into business as usual not only enables the projects outcome but also
acknowledges the suppliers discharge of their duty.
Outcomes result in the benefits that are claimed in the A2-Business Case to be worth the cost, time
and trouble of carrying out the project. (Product focus principle, quality theme, and a touch of business
case theme).
The identification, evaluation and ongoing maintenance of the A2-Business Case and the managing of
the threats and opportunities (risks) associated with it. (Business justification principle & business case
and risk themes.)
The initial development and subsequent maintenance of a team with defined reporting lines, skills,
levels of authority and tolerance limits matched to the challenge of the projects objective and
uncertainties. (Define roles and responsibilities principle, Management by Exception principle,
Organisation, Risk, Progress and Change themes.)
Successive creation of plans for approaching work with a monitoring and control regimen that allows us
to verify status and apply corrective or perfective adjustments - whether those adjustments are minor
or are serious enough to require escalation for decisions from higher authority. (Plans, progress and
controls themes, stages and management by exception principles).
Plus use history as a guide to the future (Learning from experience principle and Estimating if it were a
theme as it should be).
3.1.2 The 7 Principles and Themes Woven Through The Processes Page- S:1.2.- 8 -
23
Process Numbers
SU
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
23
Page: 9 of 10
13
DP
IP Initiation Stage
Starting
up a
Project
(SU)
3.1.2.1 The Start Creates Controls, The Middle Uses Them and Maintains
Them (The End Dismantles Them)
Initiating
a Project
(IP)
Directing a Project
(DP)
1st Delivery Stage
CS
Controlling
a Stage
(CS)
12 14 15
16
Managing a
Stage Boundary
(SB)
SB
Logical Model Ltd
Perhaps obvious is that all definition, identification or initial development in the previous bulletpoints occurs early in the process model (SU and IP processes). Less obvious at the moment may be that
verification of the results-created is ongoing through out the Controlling a Stage (CS) process and is finalised
in Closing a Project (CP).
Even less obvious may be the fact that Managing Stage Boundaries (SB) is an interim verification of
performance AND a revisit to all the project definition and planning activities of the Initiation Stage. SB
ensures that project justification, plans and team skills are aligned to the next cycle of product development
activity.
3.1.2.2 Principles Not Made Explicit

There are several principles that the official manual does not state explicitly but are none the less present.
They are:
Project success depends on a project board that is involved, supportive, available and responsive when
needed (and otherwise absent in order to have the bandwidth to run the enterprise).
The project board is accountability for (continued) provision of suitable resource and other Critical
Success Factors.
Always work to a plan (that doesnt mean a Gantt Chart).
But this is post exam-cram real-world again.
3.1.3 Techniques
The official manual gives description of only two techniques and what is described for each of them is scant:
Cursory guidance on Product Based Planning

Product Based Planning (PBP) would be better named Results Based Scoping. PBP is a long way short of
all the steps and techniques needed. A journey through planning includes techniques to create resource
levelled schedules, time-phased budgets, cash-flows, project controls and risk responses.
Product based planning doesnt cover the scope of planning only the scope of scoping. For what it does
cover it is the best tool available but it is too time-intensive for proper treatment in a certificate driven
cram-week so tends to be poorly understood. It is poorly explained in the official manual in reaction to a
sad history of being examined with too much focus on syntax over comprehension.
If you approach PRINCE2 hoping it will give you basic project planning and tracking skills prepare to be
disappointed . PRINCE2 assumes you have these skills and gives you one possible control framework
to structure their use by a management hierarchy across a project's life-cycle.
Quality Review Technique
The official manual describes a generic procedure for detecting concerns within, and raise comments
upon, a projects products (final or intermediary products). The official manuals treatment is document
oriented although review must be applied to all work-steps and their results.
3.1.3 Techniques
Page- S:1.2.- 9 -
23
Process Numbers
SU
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
23
4 Summary
Page: 10 of 10
13
DP
IP Initiation Stage
Starting
up a
Project
(SU)
Initiating
a Project
(IP)
Directing a Project
(DP)
1st Delivery Stage
CS
Controlling
a Stage
(CS)
12 14 15
16
Managing a
Stage Boundary
(SB)
SB
Logical Model Ltd
4 Summary
PRINCE2 says:
Know the trigger (project mandate) then create a team and define the task.
Use the task definition as input to framing how much time and effort it will cost to create a good project
definition.
If approved create a good definition: controls and business case.
If approved do successive chunks of technical work until all the deliverables are received then check all
approvals and acceptances are in place and disband the project.
While following the steps you'll need to keep in mind the project's justification, its risks, the team,
authorising chunks (stages) and monitoring their status, perhaps by handling exceptions, but all that is
irrelevant if the agreed product-set is not produced to quality as from time-to-time amended.
3.1.3 Techniques
Page- S:1.2.- 10 -
23
Process Numbers
SU
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
23
Good,
butperhaps a
little more
detail here ?
Section 2
Results are
promising : Turned
Elements will be
phased in
gradually as
the software
matures:
It's late!


Workers.
it was good.
Section: 2 Page 0
2: Course Notes

Basic agreement has been reached. : The @##$%%'s won't
even talk to us.
Slip: Being first at the bar

Float: Remaining Beer kitty
Milestone: Paul buys a round
PRINCE2 is a Registered Trade Mark of AXELOS

The PRINCE2 Approved Training Organization logo is a
trade mark of AXELOS Limited The Swirl logo is a
trade mark of AXELOS Limited

And The Plan was without Substance.
Workers.
And the workers went unto their supervisors,
and said,
'It is a pail of dung, and none may abide the
odour thereof.'
And the supervisors went unto their Managers, saying
Such that none may abide it.'
'It contains that which aids plant growth, and it is very
strong.'
it was good.
will be
phased in
gradually as
the prodct matures:It's late!
Good,
butperhaps a
little more
detail here ?
Licensed for commercial uses on Default terms see slide #8 notes License@logicalmodel.net) Please report this usage & share in fees levied
Foundation & Practitioner Exam

Success
Course Edition: 2015

Everything needed to prepare for the
2013 Exam Format*
Wholly based on the
PRINCE2-2009 Manual*
Be Qualified,
(*Both The most recent)
By Simon Harris, PMP, IPMA-D, CGEIT,

PRINCE2, MoR
Advance you Job Prospects,

Promotions and Pay Grade
Those who think education expensive have not yet accounted for what they pay daily for ignorance
P2 Exam Cram Assessed by PEOPLECERT Dec 2014 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
Some pages numbers are omitted it isnt an error its my means to insert pages later without renumbering everything afterwards
See CLICK HERE +44 84 52 57 57 07
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3
PRINCE2 is A Registered
Trade Mark of AXELOS
Licensed for commercial uses on Default terms see slide #8 notes License@logicalmodel.net) If YOU PAID for these materials report usage & share in fees levied
PRINCE2 is a copyrighted product ultimately owned by the UK Government

All the rights to PRINCE2 are held by a joint-venture company called AXELOS
These materials are:Logical Model Ltd & AXELOS Limited 2015. All rights reserved. Material in this document is based on
Managing Successful Projects 2009 Edition and is reproduced under licence. No part of this document may be reproduced in any form without
the written permission of both Logical Model Ltd and AXELOS Limited. Permission can be requested at p2@logicalmodel.net and
licensing@axelos.com
Double quotes () are used to denote text quoted from the above document
All of the diagrams within are carefully, exhaustively and completely base on the above document
None of the diagram are copied in whole or significant part from the above document
AXELOS appoint Examining Institutes (EIs) Ours are PEOPLECERT

EIs accredit training organisations called ATOs (Accredited Training Organisations)
ATOs offer training courses & can book candidates onto exams via their linked EI
The EI assures the ATOs Course Materials, Quality system and Competency
To sit the exams you need sponsorship from an ATO

This accredited course is not only the best available but it is also fully supported AND its use is
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To register for exams with us visit www.logicalmodel.net/prince2exams
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Registering For Your Exams
Visit https://candidate.peoplecert.org to register as an exam candidate its free

When you have registered see www.logicalmodel.net/prince2exams for details of how
to get your voucher to take your exams. The voucher code allows you to book
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We give you a
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Course Objectives
Provide information that matches what is needed to pass the PRINCE2 Exams
Match = 15 Syllabus areas All 7 processes, 7 themes and Overview
Explain the official PRINCE2 2009 (5th Ed.) manuals idea of how to run
projects
Matched to the 2013 exam revisions (as of Jan 2015 these are both the most recent)
Explain the exams structure, content and conduct

Provide insight into all the question answering techniques you really really need
Provide ALL the officially available AXELOS practice exams before you face the
real exam (& more in our extensive library of practice quizzes & tests for an extra confidence boost)
If, and when your interest becomes one of implementing PRINCE2 in a real
world context for true ROI please eMail p2@logicalmodel.net to discuss
Moving from newly qualified to able to embed PRINCE2 into daily working
practices always benefits from assistance - call me to discuss your needs
See CLICK HERE +44 84 52 57 57 07
P2 has some cannot be beaten content and (in my humble opinion-imho) some less sound content. But that is irrelevant for exams.
Exams test only that you know the OMs content: The exams purpose is to ensure two (or more) qualified individuals can discuss how we
will
manage this project given our and its idiosyncrasies. Knowing how to tailor & embed P2 takes more than just an exam pass
9
10
Study Approach
Several types of session

Input: explanation of tools and techniques; Mostly me but you need to make notes and
study the Slides and the WorkBook and the practice exams (as explained shortly)
Exam practice: 100% you, but a safe environment in which to make mistakes !
Now is the time to make mistakes and learn from them before they are significant in
The real Exam itself

100% you, Online but proctored via web-cam
Explanation of question types, answering techniques and procedure to sit the exam coming in
chapter X
Have you registered for your exam yet?

You can set your exam date when you know you are ready
Setting a date focuses your effort
eMail me and Ill send a bonus Milestones to
Success study plan
p2@logicalmodel.net
See CLICK HERE +44 84 52 57 57 07
10
11
Study Materials
The core messages

Syllabus references and comprehensive explanation of
the 2009 manuals process steps and roles and more
Laser-sharp focus on what you need to know and
apply to pass the two exams
Reference and DETAIL:

Places where you will need to dwell,
Read and to study AFTER the initial explanation
Concentrated extracts from many places across the official manual

Highly concentrated study aids that are unique to my course
They are in the course materials AND you can Download them to study off-line
Navigational elements to give context so you know where we are going

Optional (Unnecessary) extra questions & study aids
See www.logicalmodel.net/prince2exams
See CLICK HERE +44 84 52 57 57 07
The FREE materials plus your focussed work ethic are everything you need to pass. IF you want more
confidence then I provide Extras too. See Whats Xtra!
11
12
Layered Approach
Repetition and a layered approach

SU
DP
IP
Starting Up
A Project
(SU)
12
13
Initiation Stage
Initiating A
Project
(IP)
14
Managing A
Stage Boundary
SB
(SB)
Directing A Project (DP)

CS
1st Delivery Stage
Controlling A
Stage (CS)
12
Managing A
Stage
Boundary
(SB)
15
17
Managing Product Delivery
(MP)
16
Plus our focus

moves from the broad
and general at the start to
Then narrow and exhaustive
See CLICK HERE +44 84 52 57 57 07
SB
MP
CS
Last Delivery
Stage
CP
Closing A
Project
(CP)
18
14
Key Concept: Stages
Processes are not stages, stages contain processes

2.4 minimum of two management stages: one Initiation Stage and
DP1
Not a stage
Pre Project
1st Stage
Mandatory
Mandatory
1st
DP2
DP3
DP3
Specialist Stage
(may be 1st & last)
Initiation Stage
Possible
Subsequent
stages
DP3
DP5
Last stage
2nd Delivery
Stage
A Delivery
Stage
nth
Stage
Management Stages
Initiation Stage
(Initiating A Project)
14.4.6 Creates the
Project plan.
Complete but detail decrease
with time to horizon
Delivery Stage
Controlling A Stage
A16-Stage Plan
Managing
Product Delivery
(16.4.)
Managing A Stage Boundary

17.4.1 Create 1st Stage
See CLICK HERE +44 84 52 57 57 07
Plan - Short term detail
17.4.1 Plan Next Stage

17.4.2 Update the
Project Plan
Starting Up A Project
12.4.6 Plan Initiation
Stage
The horizon is not
far off at this point in
the project!
14
Delivery Stage
Controlling A Stage
A16-Stage Plan
Managing
Product Delivery
(16.4.)
Project Plan
17.4.1 Plan Next Stage
17.4.2 Update the
Project Plan
Delivery Stage
Controlling A Stage
A16-Stage Plan
Managing
Product Delivery
Updated
Updated
(16.4.)
Project Plan
Closing A Project
18.4.1 Prepare
planned closure
Update Project Plan
with actuals
15
Course Resources
The workbook contains

Secret preparation tips Ensuring Exam Success at Your First Attempt
A Complete it as you progress aide memoir Process Matrix
My PRINCE2 QuickStart A 10 page abbreviation of the 327p Official manual
QuickStart is a comprehensive foundation & framework into which you slot the detailed facts
needed to pass the exam
P2 Roles explained, P2 Jargon Buster, P2 Process Models Heart-Beat in 666 words,
P2s Seven Key Principles, P2 Techniques
20 Key Milestones For Solid Preparation A Free Study Diary available on request
All these slides which include the most detailed theme and process maps available
from any source (see This and This as examples)
Official Exam Papers THE essential revision aids required to achieve a pass
Revision Aid with the theme and process maps and P2 templates all hyperlinked
Compatible with iOs, Android and PC
Animated, narrated presentation of the slides
See CLICK HERE +44 84 52 57 57 07
15
20
Feedback
Online Events
Study runs successfully when we use the available controls effectively
Our controls include your feedback

I try hard not to offend, bamboozle or bore you, but
I also try hard to give striking examples, jolt your current thinking and hold-up a mirror
When you have feedback let me know in whatever way is comfortable for you so I can act
Use the delivery platforms feedback mechanisms or
Send me an eMail on p2@logicalmodel.net
If you have a review comment about something I can take action on please tell me the
action you would like taken before leaving a negative comment.
I promise if I can fix it I will hopefully then you can leave a positive comment and we will both be
happy.
Comments are always welcomed and acted upon but will you present them too late to make the
study experience better for you?
If I dont know it is unlikely I will fix it, If I do know I can at least try
Best regards Simon
See CLICK HERE +44 84 52 57 57 07
20
21
Revision Notes
Review the section just gone and capture NOW
What Im sure of:
What I need to write-out to build recall:
What to study more to fully understand:
See CLICK HERE +44 84 52 57 57 07
As well as providing notes space these entries are pagination control

21
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22
Commercial Use
If you want to use this intellectual property as a licensed, branded commercial

offering thats fine as long as you cut me in !!
Pre-arranged commercial use removes this notice, gives you animated slides that build
procedures step-by-step, also step-by-step exercise files, instructor notes, suggested
time-lines for delivery and gives you access to support
For non pre-arranged commercial use (IE where you charge a fee) I hereby offer you a contract to use this materials, without prior
notice at 1,000 per day or per copy which ever is the greater (thats an offer and notice of consideration, use will constitute
acceptance and forms contract) as soon as I become aware of use I will start proceedings to collect fees due
If in doubt Ask
If you are in a commercial context (you paid something) and are reading this then I
didnt get a cut. Let me know and Ill split what I recover with you
If you are evaluating these materials with a view to commercial use you should consider
1) The Student Workbooks structure and contents - See Resources in the player header
2) The Revision & QuickReference tool free from http://www.logicalmodel.net/shop/
3) These materials methodical journey from overview to detail that builds through the
slides in the presentation materials see particularly slides This, This, This, This, This,
This & This. But really you should put at least the 1st 100 slides through a projector and
follow the story-line to properly gauge
4) Integration with explicit reference to the syllabus & exam guidance see This, This & This
5) The completeness of the slide guidance notes that remove the need for (and cost of) the
See CLICK HERE +44 84 52 57 57 07
official manual for every student
22
24
Who Are Logical Model Ltd (LML)?
A niche consultancy delivering training, mentoring and consulting services in control & governance of project based benefits
realisation We know too much of what is put forward as PM capability is bullshit & we know how to fix it
LMLs purpose is to improve the project management state of the art through popularisation of OutcomeDelivery and New Generation
Thinking. #pm_ngt is common-sense (which I suggest is obvious after it is observed not necessarily is widely-known)
Consultancy & training in

Basic structured project management
Tools and techniques for advanced
project & programme management
Leading complex projects
Recovery of struggling projects
Creating & running PMOs
Project risk and quality management
Using Earned Value Analysis
Board briefings on project control &
governance
See CLICK HERE +44 84 52 57 57 07
24
Continued
Dimension Four Benefits Realisation
Method training and consultancy
PRINCE2 & PMBoK Guide in the realworld &
Exam preparation for PMP or PRINCE2
P2 for free (with an exam booking)
Implementing IT Governance using the
CobiT Framework
Implementing Benefits Realisation &
Lessons Learned processes
25
Revision Notes
What Im sure of:
See CLICK HERE +44 84 52 57 57 07

25
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Exams are based on:

The Syllabus
The elements of PRINCE2
The Scenario
Chapter 2
Exam Cram Confidence
See CLICK HERE +44 84 52 57 57 07
27
27
28
Hardest Part of Exam Preparation Is
Believing the preparation work is everything you need to know

IT IS !
They can only ask you about what is in the syllabus or scenario
You have opportunity to practice it all; repeatedly to create recall
Believing that you are prepared!

You will be if you follow everything !
Be calm about the exams
Only two elements to passing:

1. Knowledge of the grey-blue book
2. Exam technique
I will cover it all and you may re-visit areas as often as you like
See CLICK HERE +44 84 52 57 57 07
28
29
Every Answer Has To Be About 1/2:

Process, Products and Roles
Some process there are only 7
SU=Starting Up A Project
IP=Initiating A Project
CS=Controlling A Stage
MP=Managing Product Delivery
SB=Managing A Stage Boundary
CP=Closing A Project
DP=Directing A Project
SU
DP
IP
CS
SB
SB CS
MP
CP
MP
Some management products

A1-Benefits Review Plan to A26-Work Package
Roles there are only 9 possible in the organisation chapter/ Appendix C

Executive, Senior User, Senior Supplier, Project Board, project assurance, and change
authority, Project Manager, project support, team member/ manager
See CLICK HERE +44 84 52 57 57 07
Explanations soon:
29
30
Every Answer Has To be About 2/2:

Themes, Principles, Techniques, Scenario
Some principle (there are 7) or theme (also 7) or technique (only 2 in PRINCE2)

Business justification, Learn from Experience, Define Roles & responsibilities, Use of
Stages, Manage by Exception, Products, Tailoring
Business Case (BC) and Risk, Organisation, Quality, Plans, Change and Progress
Product Based Planning and Quality Review
The scenario given for the practitioner exam

END Of Options!!!
For every question: Think calmly which S, T, T, o P, P, P, P worrying!...

Scenario, Technique, Theme or Process, Product, People (roles), Principle
See CLICK HERE +44 84 52 57 57 07
30
31
PRINCE2 Conventions
These materials are [ in places! ] close to a plain extract from the 2009 manual
Some conventions apply so you know what is vanilla PRINCE2 from the manual
Text in quotes is important for the exam EG may be quoted in an exam answer
Text in quotes is close to a literal copy from the PRINCE2 manual
Sometimes a careful paraphrasing that reduces words while maintaining content
Also used when the idea is odd, weak or even (imho) wrong
[Text in square brackets]
[is commentary on the manual or non-prince elements of managing projects or

Adds words required[to] give a paraphrased quote grammatical sense
These uses aid understanding but do not directly support exam answers]
Process names are also delimited with [ ] eg [ Authorize initiation [ 13.4.1 ]
Text not in quotes or [ ] is also explanation wholly based on the manuals

contents
Normally removing tautology and piecing fragments from several sections together
See CLICK HERE +44 84 52 57 57 07
In My Humble Opinion
31
32
References To Syllabus and Official Manual
The syllabus is referenced through-out the materials

References to the syllabus contain
Syllabus area, Exam-ID, Learning level & Item number
EG IP:P:2-7
Initiating A Project (IP) syllabus area,
Exam P: Practitioner (or F: Foundation),
Level 2
Item 7
Entries such as 10.3.2.3 are section numbers from

the Official Manual (OM)
10.3.2.3 p3 = paragraph 3, subsection 3.2.3, chapter 10
Often the boundary of the two
10.3.2 bp2 = bullet-point 2
Give the ability to ensure
See CLICK HERE +44 84 52 57 57 07
32
33
Abbreviations
A26 is a reference to a management product in Appendix-A

The defined management products use Title Case for their names
P#1 is a principle EG P#5: Manage by Exception (MbE)

Mostly references to principles use the text or an abbreviation not a number
Roles (as described in Appendix C of the Official Manual (OM))

PB
= Project Board,
Exec = Executive,
PA
= Project Assurance,
PM = Project Manager,
SU = Senior User(s),
CC = Change Authority
PS = Project Support,
SS = Senior Supplier(s),
TM = Team Manager
The 7 Process names EG Starting Up A Project (they are all of the ing form)
Activity names are in [ ] use all lower case (except included nouns) and include
the manuals section # (which will always be x.4.1/2/3/)
EG [13.4.5 Authorise project closure]
EG [12.4.1 Appoint the Executive and the Project Manager] or
[14.4.8 Assemble the Project Initiation Documentation]
See CLICK HERE +44 84 52 57 57 07
SU may stand for Starting Up A Project (SU) or for Senior User.

Context will distinguish which is correct or the full expansion will be given
33
35
Revision Notes
What Im sure of:
See CLICK HERE +44 84 52 57 57 07

35
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.
Procedural framework
The flow of activities
Management products
Roles
Themes
Principles
Syllabus
Learning levels
ALL the Activities
Some terminology
Chapter 3
Introducing PRINCE2
Breadth Without Depth
Logical Model Lt P2 Exam Cram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
See CLICK HERE +44 84 52 57 57 07
36
36
37
The PRINCE2 Procedural Framework
13
SU
DP
IP Initiation
Starting
Up A
Project
(SU)
Stage
Initiating
A Project
(IP)
1st Delivery Stage
Controlling
A Stage
(CS)
12 14 15
16
Managing A
See CLICK HERE +44 84 52 57 57 07
Stage Boundary
(SB)
SB
37
CS
Directing A Project
(DP)
Stage
Managing
A Stage
Boundary
(SB)
Closing
A Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
38
The PRINCE2 Procedural Flow-Chart
Project
mandate
P:CoPM
Authorize
DP
initiation
SU
Decide if Pj Viable
then authorise stage
IP
Define
Team
Define task:
Outline
Business
Case(BC) &
Approach
Decide if Pj Viable
CS
Create 4 strategies
(Risk, Config, Quality,
Comms) & Pj Controls
Create Pj Plan,
add cost & time
to BC
Assemble
PID
Plan 1st delivery

See CLICK HERE +44 84 52 57 57 07
stage & Report
on IP SB
Close
project
SB CS
Escalate
Log & examine

a Risk or Issue
Report
Highlights
CP
Report on
closing stage
Report on Pj
performance vs. PID
Update Pj plan & BC

(IE PID)
Handover product &

Release staff
Create
Exception Plan
Apply
Corrections
Plan IP
38
Ad-hoc
Direction
Premature
Close
Review
Stage status
Plan next
delivery stage
Delegate
Work-packages
Review
work status
Note work
completed
Receive
Work-packages
Create Results
(to quality)
Deliver
Results
MP
Check ALL products

approved vs. AC
The Defined Management Products:

Baselines/ Records/ Reports
39
A16
A17
A19
A20
A21
A22
A24
A26
See CLICK HERE +44 84 52 57 57 07
Records
A6
Benefits Review Plan

Business Case
Communication Management
Strategy
Configuration Management
Strategy
Plan (Project) (Stage) (Team)
Product Description
Project Brief
Project Initiation Documentation
Project Product Description
Quality Management Strategy
Risk Management Strategy
Work Package
Baselines
A1
A2
A4
A5
A7
A12
A14
A23
A25
Configuration Item Records

Daily Log
Issue Register
Lessons Log
Quality Register
Risk Register
Reports
A3
A8
A9
A10
A11
A13
A15
A18
Checkpoint Report
End Project Report
End Stage Report
Exception Report
Highlight Report
Issue Report
Lessons Report
Product Status Account
There are other management products whose content is not defined by PRINCE2:2009 but are required in real-world-use,
EG project mandate. Previous versions of PRINCE2 had 36 defined products IE the older set included the project mandate!
39
40
Introduction to The 9 Roles: (Appendix C)
Project Board: All authorisations and decisions, all dialogues in or out of the
project start & end at the board
Executive: Ultimate responsibility to get it done within authorised limits

Senior User: Say what (all) customers need and check the project delivers it
Senior Supplier: Produce what was asked for and check it is created
Project Assurance: Duty of the three roles above to check everything is plausible &
everyones efforts are aligned
Typically delegated to staff with time and expertise to do the checking
Change Authority: Person or group able to authorise concessions and changes
Project Manager: Work within tolerances. Refer all other decisions upwards
Project Support: Assist the PM
Team Manager: Produce the products to plan within tolerance
See CLICK HERE +44 84 52 57 57 07
May be a delegated responsibility or may be retained by the Project Manager (Project support)
Change Authority may be delegated or retained by Project Board
40
41
Purpose of the Themes 1/2
1. BC - Business Case: Answers Why?
Establish mechanisms to judge [if] the project is (and remains) desirable, viable and
achievable to support decision making in its (continued) investment
2. OR - Organisation: Answers Who?
establish accountability and responsibilities (the who?)
3. QU - Quality: What?
Define & implement means to create products and verify as fit for purpose
4. PL - Plans: How? (Actions) How much? (Resources), When? (Schedule)
Facilitate communication and control by defining the means of delivering the products
(the where and how, by whom, and estimating the when and how much)
See CLICK HERE +44 84 52 57 57 07
41
42
Purpose of the Themes 2/2
5. RK - Risk: What if?
ID, assess and control uncertainty [to] improve [the chance to] succeed
6. CH - Change: Impact?
ID, assess and control potential and approved changes to the baseline
7. PG - Progress: Where are we, where are we going, should we carry on
Establish mechanisms to monitor and compare achievements against plan;

forecast the viability of the projects objectives, provide control [over] deviations
See CLICK HERE +44 84 52 57 57 07
42
43
Seven Principles 1 and 2 of 7
Method based approach

ALWAYS appropriate
A PRINCE2 project is one that adheres to the 7 principles
1. The Business Case is the continued justification* for investment and project
activities
Justification may evolve
A2-Business Case must follow corporate standards
2. Lessons are sought, recorded and acted upon** to learn from experience
See CLICK HERE +44 84 52 57 57 07
* 2.1, **2.2, ***2.3 et. seq.

43
44
3. Define an organisation structure for duties and rights, roles and reporting lines
Engages business, user and supplier***
4. Plan, monitor and control (Authorise the PM) stage by stage

A Stage is a defined allocation of limited time, scope, quality and resource
See CLICK HERE +44 84 52 57 57 07
* 2.1, **2.2, ***2.3 et. seq.

44
45
5. Manage by Exception
Define tolerances for delegated authorities then manage on an exception basis.
IE be available as needed but not otherwise involved
6 Tolerances: Time Cost Scope Risk Quality Benefits
4 at Project, Stage and Work-Package level: Time Cost Scope Risk
1 At Project Product Description and individual project description level Quality
1 at A2-Business Case level - Benefits
6. Focus on products
Results not activity (defined products that meet their acceptance criteria) are what
the customer pays for: Focus on [the] products
Configuration management is a crucial capability
See CLICK HERE +44 84 52 57 57 07
45
46
Seven Principles 7 of 7
7. Tailoring for environment, size, complexity, importance, capability and risk is

essential for pragmatic application (of this and any other framework)
Embedding adapts the use of PRINCE2 to the organisations specific needs
Performed once when PRINCE2 is adopted
Tailoring adapts the use of PRINCE2 to the projects specific needs
Performed on every project during the Initiation Stage

Reviewed at Stage Boundaries
Documented in the A20-Project Initiation Document
See CLICK HERE +44 84 52 57 57 07
46
The 15 Syllabus Areas

The Up-Coming Contents Is
47
OV Overview, Principles and Themes
7 Themes
BC
OR
QU
PL
RK
CH
PG
Business Case
Why: benefits versus costs
Organization
Who: reporting lines
Quality ( & Quality Review )
How good: Specification
Plans
Who/ when/ how and baseline
Risk
Uncertainty: Plan-B
Change
Error & request: Minor re-planning
Progress
Where are we: assessment
7 Processes
DP
SU
IP
CS
MP
SB
CP
Directing A Project
Own and oversee the project
Define team and task
Initiating A Project
Define strategies and plans
Controlling A Stage
Day-to-day project management
Day-to-day specialist work
Refreshing the themes
Closing A Project
Confirming acceptance
See CLICK HERE +44 84 52 57 57 07
These materials rigorously follow the (distilled) syllabus.

A complete (but still distilled to less words) rendition of the Syllabus is provided in S:3
47
48
Themes and Principles

Throughout The Processes
CoPM
Seven processes
Project
Board
Direction
Start-up, Initiation (Planning), Stage control, Stage re-planning,
Project closure
Product development
CoPM
Seven themes
Org
13.4.2 Authorize the

project
13.4.3 Authorize a
Stage
14.4.1 Risk
LFE
14.4.2 CM
12.4.3
Team
12.4.4
BC
12.4.5
Brief &
Approa
ch
13.4.4 Ad hoc direction

13.4.5 Authorize close
15.4.7 Escalate
15.4.8 Correct
17.4.1 Stage plan
15.4.6 Capture R&I
17.4.2 Update Pj
Plan
15.4.5 Highlights
17.4.3 Update BC
18.4.1 Close
18.4.2 Terminate
14.4.3 Quality
12.4.6
14.4.4 Comms
15.4.4 Day Job
Plan IP
14.4.5 Controls
14.4.6 Plan
15.4.1 Delegate WP
14.4.7 Refine BC
15.4.2 Monitor WP
14.4.8 PID
15.4.3 Close WP
18.4.3 Handover
17.4.4 Report Stage
End
18.4.4 Look-back
17.4.5 Exception
Plan
18.4.5 Tell board
Plan Delivery Stage

16.4.1 Get work
Team
Manager
16.4.3 Deliver results

16.4.2 Do work
Approach
P Plan IP
R Risk
C CM
Q Quality
Comms
Controls
Pg
OrgPlan C
R P
Refine BC
BC
PID
Prep A Stage
Advice
Pg
Org OK Close
Plan Stage
Escalate
BC R C
Capture R&I
Org R P
Org
Pg Highlights
BC
BC Update
Stage Report
Pg
Q
P Handover
Look-backC
P
C
Plan Recovery
Tell board
BC
Project Plan
C Correct
Delegate WP
Get work
Close
Terminate
Day Job
Pg
Monitor WP
R Q
Do work Pg
Close WP
Deliver results
Seven principles
Business Case, Lessons Learned, Roles, Stages, MBE, Products, Tailored
See CLICK HERE +44 84 52 57 57 07
Management By Exception
48
Justify-Why
BC
R
Q Brief &
Team Manager
Project
Manager
OK Project
OrgTeam
Pg
12.4.2
Org
BC R Pg OK StageR BC
OK Initiation
LFE
Project Manager
13.4.1 Authorize
initiation
Exec
Org & PM
Project Board
Organisation (Who)
Business Case (Why)
Risk, Change, Progress
Quality (What)
Plans (How, How much, When)
BC
12.4.1 Appoint Exec

& PM
49
Every Question Is At Some Learning Level
Four of 6 classic* learning levels are tested

1. Factual knowledge Foundation only
Can recognise/ recall: terms, concepts, principles, themes, processes, and
responsibilities in the manual just tests your memory
2. Understanding of elements listed (Foundation & Practitioner)

Comprehends the roles, processes, themes, principles, and project context
Able to explain how elements inter-relate to guide managing of a project
3. Application to an exam scenario (Practitioner only)

Use of the steps of a theme and creation (or critique) of management products based
on a given scenario EG as applies to the processes in use at project start or end
4. ** Evaluation versus a given project scenario (Practitioner only)

Review completed products and plans and identify appropriate (or not) application of
the processes, roles, themes and principles in responses to project events
See CLICK HERE +44 84 52 57 57 07
*Bloom et al, 1956, Taxonomy of Educational Objectives

** Blooms level 6
49
50
A Syllabus Area
Un-paraphrased in the illustration and paraphrased in the text as

OV:- Foundation: Know
OV:F:1-1 Six aspects of project performance to
be managed
1.5.2
OV:F:1-2 Definition of a project
1.3
OV:F:1-3 Four integrated elements of principles,
themes, processes & the project environment
upon which PRINCE2 is based
1.5.3
OV:F:1-4 Customer/supplier context of
a PRINCE2 project
5.1
OV:- Foundation: Understand

OV:F:2-1 Benefits of using PRINCE2
OV:F:2-2 Seven principles
OV:F:2-3 Characteristics of a project
1.7
2
1.3
OV:- Practitioner
OV:P:2-4 Difference between embedding and tailoring PRINCE2
OV:P:2-5 How customer/supplier affects the themes, processes
and management products
See CLICK HERE +44 84 52 57 57 07
50
19.1
19.6
Relationship of Processes to Principle P#4

(Management By Stages)
51
Directing A Project process Syllabus DP, Manual ch-13

One or more Delivery Stage(s)
Initiation Stage
Uses 2 (or 4) processes
for specialist work
Syllabus code IP
IP is a Process
Manual ch-13
Starting Up
a Project
Process not stage
[In real-word usage the
distinction is
meaningless]
Pre-project
Syllabus code SU
Manual ch-12
Managing Stage
Boundaries
Syllabus SB
SB is a Process
Manual ch-17
Use 3 processes
Controlling A Stage
Managing Product
Delivery
Managing Stage
Boundaries for all
but the last stage
Syllabus SB,
Manual ch-17
May be 1st & last stage
CP instead of SB
& Optionally processes

Controlling A Stage
Managing
Product Delivery
See CLICK HERE +44 84 52 57 57 07
51
3 processes used
Controlling A Stage
Syllabus CS, Manual ch-15
Managing Product Delivery process

Syllabus MP, Manual ch-16
Last delivery
stage
Closing A Project
Process
Syllabus CP
Manual ch-18
MP
PRINCE2 World-Map
52
Project
mandate
P:CoPM
12.4.1 Appoint the
Executive and the
Project Manager
13.4.1 Authorize
initiation
13.4.2 Authorize the

project
14.4.1 Prepare the Risk

Management Strategy
12.4.2 Capture
previous lessons
12.4.3 Design and

appoint the project
management team
14.4.2 Prepare the

Configuration
Management Strategy
12.4.6 Plan the

Initiation Stage
14.4.4 Prepare the

Communication
Management Strategy
17.4.4 Report
Stage End
15.4.5 Report
highlights
17.4.2 Update
the Project Plan
15.4.8 Take
corrective action
15.4.4 Review
stage status
14.4.6 Create the Project 15.4.1 Authorize a

Work Package
Plan
14.4.7 Refine the
Business Case
14.4.8 Assemble the
Project Initiation
Documentation
16.4.1 Accept a
Work Package
15.4.2 Review Work

Package status
16.4.2 Execute a
Work Package
13.4.5 Authorize
project closure
18.4.5
Recommend
project closure
18.4.4 Evaluate
the Project
17.4.3 Update
the Business
Case
17.4.1 Plan the
next stage
14.4.5 Set up the project

controls
See CLICK HERE +44 84 52 57 57 07
52
15.4.6 Capture and 15.4.7 Escalate

examine issues and issues & risks
risks
14.4.3 Prepare the

Quality Management
Strategy
12.4.4 Prepare the

outline Business
Case
12.4.5 Select the

project approach
and assemble the
Project Brief
13.4.3 Authorize a Stage or

Exception Plan
13.4.4 Give ad hoc

direction
15.4.3 Receive completed

Work Packages
16.4.3 Deliver a
Work Package
18.4.3 Hand
over Products
18.4.1 Prepare
planned closure
17.4.5 Produce
an Exception
Plan
18.4.2 Prepare
premature
closure
54
CoPM
Activities (Full Names)

By Management Levels & Process
12.4.1 Appoint the

Executive
and
Project
Board
Project
Manager
the
Project Manager
12.4.2 Capture previous
lessons
12.4.3 Design and
appoint the
project
management
team
12.4.4 Prepare the
outline Business
Case
12.4.5 Select the project
approach and
assemble the
Project Brief
12.4.6 Plan the Initiation
Stage
Team
Manager
13.4.2 Authorize the project
13.4.4 Give ad hoc direction
13.4.3 Authorize a Stage or Exception Plan 13.4.5 Authorize project closure

14.4.1 Prepare the Risk
Management Strategy
14.4.2
14.4.3
14.4.4
14.4.5
14.4.6
14.4.7
14.4.8
17.4.1 Plan the

18.4.1 Prepare
next stage
planned
closure
Prepare the Configuration 15.4.6 Capture and examine 17.4.2 Update the
Management Strategy
issues and risks
Project
18.4.2 Prepare
Prepare the Quality
Plan
premature
Management Strategy
closure
15.4.8 Take corrective action 17.4.3 Update the
Prepare the Communication
Business
18.4.3 Hand over
Management Strategy
Case
Products
Set up the project controls
15.4.1 Authorize a Work
17.4.4 Report
Create the Project Plan
Package
Stage End 18.4.4 Evaluate
the Project
Refine the Business Case 15.4.2 Review Work
17.4.5 Produce an
Package status
Assemble the Project
Exception 18.4.5 Recommend
Initiation Documentation
project
Plan
17.4.1-4 Manage Stage Boundaries

17.4.1 May include Team Planning
15.4.7 Escalate issues &

risks
Work Packages
closure
16.4.1 Accept a Work Package 16.4.3 Deliver a Work Package
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Team
Member
54

Logical Model Ltd 2009-2015
56
(Some) Terminology
PRINCE2 vocabulary
*Business Case [A description of the] justification for a project...against which
continuing viability is tested
*Customer commissioned the work benefit(s) from the end result
Product everything create(d) [acquired], or change(d) physical or intangible
Programme projects that together achieve a beneficial change
Supplier group providing specialist resources to create the project outcome
User use or operate the final product customer and user may be the same
Stage non-overlapping time periods in which the Project Manager is authorised,
within tolerances, to run the project on the Project Boards behalf
Tolerance allowed cost, time, scope, quality, benefits or risk variation from plan
Exception the status when a deviation beyond tolerance has or may happen
Embedding adoption of PRINCE2 across an organisation
*Tailoring matching the rigour of application to each specific projects local needs
See CLICK HERE +44 84 52 57 57 07
*From the glossary

Chapter 19 and particularly Table 19.1
56
57
Revision Notes
What Im sure of:
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57
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Two exams:
Foundation
Practitioner
Chapter 4
2 Exams
One with 4 and
One with 5 Question Formats
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58
58
60
Book Your Exam
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64
Exam Vocabulary
Title Case Is Used For All References To Themes, Processes, Management

Products and Nouns
Should
Tailor-able obligation, good, important, recommended,
consistent with PRINCE2 principles
A statement whose correctness needs assessment
True statement Can be relied upon without cross-checking other sources
True statements may contradict each other
Must
Mandatory
Appropriate
Matches recommended product composition given in
Appendix A or guidance presented in the Themes
According to
A question based on PRINCE2s manuals content without
regard to the scenario or reality
AKA a theoretical question
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64
65
Syllabus Areas: Sequence of Coverage
SU
DP1
DP
IP
SB
Directing A Project (DP) summary

DP2 & 3
OV
BC
OR
QU
PL
Directing A Project
Directing A Project
Overview, Principles and Tailoring

Business Case
Organization
Quality
Plans
See CLICK HERE +44 84 52 57 57 07
65
RK
CH
PG
CS
Risk
Change
Progress
Controlling A Stage
DP4
MP
CP
Directing A Project

Closing A Project
DP5
Directing A Project
66
Revision Notes
What Im sure of:
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66
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Two exams:
Foundation
Practitioner
Chapter 5
2 Exams
One with 4 and
See CLICK HERE +44 84 52 57 57 07
67
67
68
Foundation Purpose
Foundation purpose paraphrased from the syllabus is

to confirm sufficient understanding to work with, or [in] a project
management team [IE candidates understand]: structure and key terminology
characteristics and context of a project and the benefits of adopting PRINCE2
purpose of the roles, management products and themes
principles
purpose, objectives and context of the PRINCE2 processes
Foundation exam uses and expects recognition of phrases from the manual
See CLICK HERE +44 84 52 57 57 07
68
69
Foundation Questions Are Level 1 And 2
Theme
Level 1: Know facts, terms and concepts relating to the theme. Specifically to
identify:
Each of the 15 syllabus areas has its own list based on corresponding chapter of the manual
Level 2: Understand how the theme relates to the principles; the approach to the
treatment of this theme; how it is applied throughout the project life-cycle and the
responsibilities involved
Process
Level 2: Understand the process and how it can be applied and tailored on a project
Specifically to identify:
Each of the 15 syllabus areas has its own list based on corresponding chapter of the manual
See CLICK HERE +44 84 52 57 57 07
69
70
Exam Duration & Content 1/2
1 hour, Multiple choice Closed book
70 live and 5 trial question - 35/70 live questions correct to pass

Trial questions are not detectable by candidates and dont count in marking
One answer per question, Two answers will void your response
No negative marking for errors
No Senario
So STToPPPP becomes TToPPPP but then guess and move on
You should not be under time pressure
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70
71
Exam Duration & Content 2/2
Understand PRINCE2s terminology and the:
7 principles,
7 themes,
7 processes,
two techniques*, and
9 roles
Know inter-actions between elements:

All management products purposes and usage
Composition of Business Case, Product Descriptions, Issue Report and the Issue, Risk
and Quality Registers
Simply repeating the manual: knowledge not analysis

Questions often use or expect recognition of direct quotes from the manual
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*Techniques are Product Based Planning and Quality Review Technique

The 56 elements (principles + themes + processes + roles + products) are coming soon!
71
72
4 Foundation Question Styles

Standard And Negative
Online exams
IF you do a paper examthen answer sheet
needs to be legible to the marking scanner*
Fill circles completely

Use pencil
Soft enough to completely erase if you change your mind
Not following the 2 rules above may void your answers*
Wrong number of answers to a

question WILL void the answer
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*This advice applies to the Foundation AND Practitioner exam

Or use a line that occupies 80% of the circles area
72
73
4 Foundation Question Styles

Missing Word And List
Mark your answers on the answer sheet as you go
Dont run out of time to copy answers from exam paper to answer sheet
Most often changing an answer goes from right to wrong
Think PPPPPTS*, then when all else fails guess!
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*All question are from the syllabus so have to be about a Person (role), Process, Product, Pheme, Principal, Technique or the
Scenario Question 4.3 above is answered by the Official Manual in section 4.1 paragraph 5
73
74
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74
75
Foundation Technique
1.
Theories vary
Answer the easy questions and come-back to the hard-ones when youve read the whole
set
2.
The 3-pass approach
3.
All questions based on words in the book: however hard they try examiners cannot avoid some
questions being potential doubt busters for others
The exam paper says there are no trick questions you may not agree
Pass-1 Banker questions no doubt in your mind

Pass-2 Know the question but 50/50 on two answers
Pass-3 No idea then eliminate what you can (TToPPPP) and guess from the rest
1 theory is that statistically B is the best guess
(I make no guarantee that it isnt best to guess C or go for the longest!)
Do them in sequence, 1st impression is often best idea
No chance of forgetting to go back and fill-in an answer
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75
76
Technique Continued
Mostly, changing your mind losses marks

1st responses are more often correct
Erase corrections fully
Marked by a computer!
Keep an eye on the time

Allow the last 2 minutes to guess the ones that are still a toss-up between 2 (or 3! Or
4!!!!) options
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76
77
Foundation Insights
Look out for False, Not, All, Must, If any, All the above
Routinely, Frequently, May: distinguishes between answers
There may be D - all of the above

Do not answer any question A (or B) without checking all options
There may not be 4 answers given

E.G. There may only be an A True or B False option or A/ B/ C
Yes, the questions is a 50/50 chance not a 25/25/25/25% !!
You could get up-to 9 of these!
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77
78
Focus Areas
Beware
An answer that starts C) A goo way to blah blah is easy to record as A not C !
For tough questions think:

Which Theme, Which Techniques, Principles , Which Process, Which Products,
Which People (Roles)?: TToPPPP
Scenario is not relevant to the foundation
2nd Is this Start/ Middle/ or End of Project or Stage

Therefore which Process are involved (SU/IP or CS/MP or SB/CP)
Is conversation between PB & PM (what the project is to achieve) or
between PM & TM (how the project will deliver)
3rd Which P2 management products and therefore where are they created and sent
4th What does the above confirm in or out of the short list
5th Guess !
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78
79
Revision Notes
What Im sure of:
See CLICK HERE +44 84 52 57 57 07

79
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OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing A Project
Controlling A Stage
Closing A Project
Chapter 6
Syllabus Processes:
SU Starting Up A Project
See CLICK HERE +44 84 52 57 57 07
80
80
81
81
SU - Starting Up A Project Foundation
SU:a project
Understand the SU process and how it can be applied and tailored on
SU:F:2-1,2,3 The purpose, objectives & context of the SU process
12.1,2,3
Provides the minimum pre-requisites of the Initiation Stage, answers do we have a viable,
worthwhile [ justified] project, Assigns people to key roles and secures authorities, gathers
information that defines project scope, suggests how to deliver the scope, plans initiation
Stops poorly conceived projects from gaining momentum and wasting resources
Triggered by a project mandate (any impetus to consider a project such as a feasibility study
or programme need)
The Project Manager should always (and at the least) validate the commission received
SU should be lightweight, quick and cheap - Size and rigor dependant on needs: it may merge with
initiation or be a full feasibility study
SUs objective are Well defined task & team in place
SU:F:2-4 The purpose of a Project Brief
12.1
A.19.1
Created in SU to provide full and firm foundation for the initiation [ stage ]
Evolved from the mandate and evolves into the A20-Project Initiation Documentation
See CLICK HERE +44 84 52 57 57 07
81
82
82
A19-Project Brief Product Description
SU:P:2-7
Apdx-A for a Project Brief, the processes and roles in its life-cycle
A.19.2, 12.4.5,-6, 13.4.1, 14.4.1-8
The Project Brief (or the evolving PID) describes, as succinctly as possible {
Project definition: context, trigger and consequences of the Do Nothing option
Outcome, Scope and exclusions and acceptance criteria terms*
Project objectives expressed in terms of success criteria

IE schedule, budget, scope, quality, risk and benefit performance goals (sic)
Constraints and tolerance limits
The project's A21-Project Product Description

All agreed acceptance criteria from all significant stakeholders (users, operations and maintenance)
Customer quality expectations: Note we must move beyond CQE to AC as soon as possible
Project's approach to creating the outcome sought and products required

A2-Business Case: initially an outline, refined and maintained throughout the project
Assumptions and Risk (IE threats and opportunities)
All people allocated roles, their responsibilities, authorities and reporting obligations
All 'interfaces
IE dependencies on or from the project
All other useful information capable of inclusion or a relevant cross reference }
The full list of official headings are listed in the revision aid
See CLICK HERE +44 84 52 57 57 07
[pg 158 but note Apdx A also says CoPM strategies, standards, practices and controls ]
82
Theme Mandate A19-Project Brief83

A20-Project Initiation Documentation

1.
COPM provides mandate in any form as long
as it allows identification of the Exec. It is the
project trigger, the Instruction to, or remit or
Terms of Reference for the Pj Board. Includes
Pj Reason, Pj tolerance, Risks, All standards to
be followed
83
SU:P:2-7
A.19.2, 12.4.5,-6, 13.4.1, 14.4.1-8
1.
Board approve the A19Project Brief and trigger
the Initiation Stage. The
mandate is archive (if it
exists)

13.4.3 Authorize a Stage or Exception Plan
1.
CoPM review & Board approve (baseline) A20-PID (and its component products) 1.
Board consider whether to re-start a project 1.
Board compare original A20& thus make a contract that marks their commitment and authorises the project
where CoPM revise the mandate or treat as
PID to final A20-PID [no
2.
PM/ PS archives A19-Project Brief (replaced by A20-PID)
an RFC
guidance as to why and
seemingly uncoordinated
3.
PM/ PS baseline A20-PID in Config. Mgmt System (CfMS) for later review vs.
2.
CoPM review & Board re-approve (baseline)
with 18.4.4!]
state including approved changes
revised parts of A20-PID & PS store in CfMS

1.
Exec & PM review & understand mandate
2.
PM logs mandates risks to A7-Daily Log
1.
PM Captures lessons relevant to the mandate into
A14-Lesson Log
12.4.4 Prepare the outline A2 Business Case-oBC)
1.
Exec/ PM understand Pj reason in mandate
2.
PM creates (exec oversees corporate alignment)
pre-project outline A2-Business Case from
mandates contents
3.
Exec presents A2-oBC to CoPM
4.
PM checks feasibility of milestones, assumptions and
constraints from mandate
5.
PM/ SU/ Exec create the A21-Project Product
Description based on the mandate
12.4.5 Select the project approach and assemble the Project
Brief (A19-PjBf)
1.
PM refines & extends mandate to create a well
defined start-point: the A19-Project Brief to known
quality criteria by filling the gaps and applying A14-LL
lessons. (In a programme context the A19-PjB has
probably been created by the programme)
2.
PM/ SS (if in post) define project approach, Supplier
standards, guidelines, procedures and development
life-cycles
3.
PM add mandates context info, project approach,
A21-PjPdD & A2-oBC into A19-PjBf
See CLICK HERE +44 84 52 57 57 07

SU:P:2-7
its life-cycle
83
14.4.1 Prepare the Risk Management Strategy (A24-RMS)

17.4.1 Plan the next stage 18.4.1 Prepare planned
1.
PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf
1.
PM reviews/
risks
closure
1.
PM actions informed
updates any aspect 1.
PM actions
14.4.2 Prepare the Configuration Management Strategy(A6-CfMS)
by the A20-PID,
of the A20-PID in
informed by A201.
consultation with
specially the A16-Pj
PID (especially
Plan
board
A16-Pj Plan)
14.4.3 Prepare the Quality Management Strategy (A22-QMS)
1.
14.4.4
1.
14.4.5
1.
14.4.6
1.
14.4.7
1.
17.4.2
15.4.6 Capture and examine
Prepare the Communication Management Strategy(A4-CmMS)
issues and risks
1.
PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf 1.
PM actions informed
by the A20-PID
PM uses guidance in the A19-PjBf
17.4.3
[manual says summarise reality says detail]
1.
PM reports in A11Highlight Report
1.
against A20-PID
PM derives from guidance in the A19-PjBf on milestones, standards,
external dependencies, approach & assumptions
17.4.4
1.
Refine the Business Case
1.
PM actions informed
PM extends (exec oversee) outline A2-BC to full A2-BC
by the A20-PID

1.
PM extracts Pj definition (mandates context info) and Pj Approach
from A19-PjBf and combines with initiation products to create A20Project Initiation Documentation to serve as basis for commitment,
baseline for change assessment and induction pack for new project
staff
2.
PM suggests P2 tailoring for this project (based on A14-LL)
Plan Delivery Stage
Apdx-A for a Project Brief, the processes and roles in

A.19.2, 12.4.5,-6, 13.4.1, 14.4.1-8
Update the Project 18.4.2 Prepare

premature
Plan
closure
PM reviews/
1.
PM
actions
updates any aspect
informed by A20of the A20-PID (sic)
PID (especially
Update the
A16-Pj Plan)
Business Case
18.4.4 Evaluate the
PM updates A2-BC
Project
(part of A20-PID)
1.
PM prepares A8Report Stage End
PM actions
informed by A20PID (especially A2BC & A4-CmMS)

17.4.5 Produce an
Package
Exception Plan
1.
PM extracts or crossPM reviews/
references A20-PID 1.
updates any aspect
Strategies/ Controls/
of the A20-PID in
Quality/ Milestones/
consultation with
CfM & handover
board (sic)
requirements

1.
TM actions informed by (relevant extracts of)
the A20-PID
End Project
Report of how Pj
performed vs
original A20-PIDa8 [and
separately?]
compares the
version of the
A20-PID
baselined at
13.4.2 and
current at 13.4.518.4.4
Project mandate P:CoPM

84
SU:P:2-5&6
84
12.4 Starting Up A Project (SU)

SU:P:2-5 The activities and responsibilities within SU 12.4.1 12.4.2 12.4.3 12.4.4 12.4.5 12.4.6
SU:P:2-6 How the seven themes applied in SU
12
12.4.1
Executive
&
Licensed
for Appoint
commercial
uses on Default
terms see slide #8 notes License@logicalmodel.net) If YOU PAID for these materials report usage & share in fees levied
A7
Daily Log P:PM
12.4.4 Prepare outline Business

Case
1. Exec drafts BC as fully as
currently known 0-100%
2. PM (+SU/E) drafts Pj-PdDn
Define What is required
3. Note Risk in Daily Log
A14 Lessons Log

A19 Project Brief {Exec role
description P:CoPM,
PM role description
P:E, A:CoPM }
Appointed Exec
P:CoPM
Appointed PM
P:E A:CoPM
A19 Project Brief {
A2 Outline Business Case P:E,
R:SU/SS/PM/PA, A:CoPM
A21 Project Product Description
P:PM, R:PA, (A):E/SU/SS }
12.4.3 Design/ appoint PMT

1. Define roles (PA/ TM/ PS)
Authority/ Reporting lines/
Availability/ Competency
2. Some may not be in post
3. Arrange training
Appointed PMT
P:E A:CoPM
13.4.113.4Authorize
DP
initiation
14.4
15.
CS
IP
A16 (init) Stage Plan
P:PM, R:PA (A)ESuSs
A7 Daily Log P:PM
Request to initiate a
project
`
Initiation Stage
12.4 Project Manager

SU 1. Based on Pj-Md8, skills
& availability
2. PM starts Daily Log
Starting Up A Project - Process
In the beginning is the project mandate

(partial Project Initiation Documentation)
A14 Lessons Log P:PM R:E

(All Subsequent activities are
expected to review this log)

1. Record every relevant
lesson from any source
Previous lessons reports
12.4.5 Select project approach & assemble

Project Brief
1. Define How to deliver Pj-PdDn in Pj
context CoPM strategy & Ops needs
2. Create project definition: Assembled Pj
Brief
3. Risk+Issues in Daily Log
DoubleHeaded
A7
Daily Log P:PM
A19 Project Brief {

Project approach +
Addtl role desc}
P:PM R:PA
(R):SUSS (A):E

Stage
1. Plan Initiation Stage and
define controls to
conform to CoPM
constraints
2. Incorporate Lessons and
Risks
3. Note/ Update Risks in A7
A14 Lessons Log
P2 Exam Cram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
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Audits/Staff/
In-84or
External
update
A7 Daily Log P:PM

A19 Project Brief {
PMT role descr. P:PM A:E
PMT structure P:PM, A:E}
Create
PMT
= Project Management Team, PMTs = PMT structure, P: = Produces, R: = Reviews, A: = Approves ( ) = in another process { } = containing
84
17.4
SB
85
Outputs of SU (12.4) DP1 (13.4.1)
85
Initiation Notification
12.4.
13.4.
Request to initiate a project

A19 Project Brief
P:PM, R:PA (A)ESuSs
13.4.1 Authorize initiation (DP1)

1. Board decide to proceed or cancel, Decision can be informal, Pm given
auditable instruction from Exec (Senior Supplier may not be in post)
2. Ratify {Project definition/ constraint/ Project approach/ Role holders/ Job
descriptions/ A21-Project Product Description/ Customer quality
expectations & Acceptance criteria/ outline A2-Business Case/ Initiation
Stage Plan/ Risks to initiation
3. For initiation: Set tolerances, Ratify reporting and control, Commit
resources
4. Broadcast that a project is being initiated and request logistical support
5. Authorize the Project Manager to proceed with the Initiation Stage.
Initiation Stage
14.4. CS 1st Delivery Stage
17.4. CS Delivery Stage
17.4. CS Last Delivery Stage
Authority to
initiate a project
17.4. 16.4.
Project Now Starts!

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A19 Project Brief (Approved)
P: = Produced By, R: = Reviewed By, (A) = Approved in another process by,
A16 Approved Initiation
PA=Project assurance, E=Exec, SU=Senior User(s) SS=Senior Supplier(s)
Stage Plan
85
18.4.
86
86
SU - Starting Up A Project Exam Questions
The WorkBook contains a selection of foundation questions

Practitioner
SU: SU:P:3-1
SU:P:3-2
SU: SU:P:4-1
SU:P:4-2
Tailor SU to a scenario
Identify appropriate information, (using Apdx-A),
for inclusion in the Project Brief
Identify scenario actions appropriate to carrying out SU
Assess if SU applied correctly to an exam scenario

Critique the Project Briefs match to the scenario,
Apdx-A and roles involved during SU
Has SU been well applied by the right roles?
Official practice practitioner exam questions are

FX02 Qn 4
FX03 Qn 1
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86
A.19.2
12.4
A.19.2, 12.4
12.4
87
Revision Notes
What Im sure of:
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87
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Two exams:
Foundation
Practitioner
Chapter 7
2 Exams
One with 4 and
See CLICK HERE +44 84 52 57 57 07
89
89
90
Practitioner
Practitioner purpose paraphrased from the syllabus is

to confirm sufficient understanding to start applying the method to a real
project [IE candidates understand]:
How to apply and tailor PRINCE2 effectively

Apply the principles, themes and processes
Create or critique management products
Understand the relationships between the roles, management products, principles, themes,
techniques and processes
Can create (synthesise) or state each element's purpose & objectives
Confirm you can tailor (apply) PRINCE2 to a non-complex project

Can apply understanding of the reasons behind & relationships between
7 processes, 7 themes, 2 technique, 9 roles and 26 management products
Use of themes, process, people (roles Apdx C) & products (Apdx A)
Your registration must be reconfirmed every 5 years by a 1hr re-examination
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91
Practitioner Questions Themes At L 2, 3 & 4
Theme
Level 3: Be able to apply and tailor the relevant aspects of the theme to a project
scenario, when creating products or making decisions related to this theme, in any or
all of the processes.
Level 4: Able to identify, analyse and distinguish between appropriate and
inappropriate application of the theme throughout the lifecycle of a project scenario.
Process
Level 3: Be able to apply the process, tailoring the recommended activities and actions
where appropriate, to a project scenario
Level 4:Be able to identify, analyse and distinguish between appropriate and
inappropriate application of the 7 processes to a project scenario.
All exam apply/ application is to a given scenario

All apply at process and theme levels 3 and 4 has a specific list of topics
See CLICK HERE +44 84 52 57 57 07
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93
Practitioner Duration & Content
55% is required to pass

8 questions of 10 question lines = 80 questions so 44 correct to pass
2.5 hour (150 minutes and 7-8,000 words!)
You are likely to be under time pressure
Open book*
PRINCE2 manual with handwritten notes only (no attachments of any kind)
Each exam paper will contain 7 themes and 2 process groups

Process groups are:
(SU & IP) or (DP, SB, CP) or (CS & MP)
OV questions mixed with the above
Objective Test but not normal multiple-choice

No recognition of the manuals words
Different question types take more / less time but all worth one mark
Re-registration
1 hour, 3 topics of 10 parts 55% to pass
See CLICK HERE +44 84 52 57 57 07
*There isnt time to read anything in the exam! But there is time to look at diagrams and reference charts
93
94
Three Booklets: 1/3
The exam is structured as three booklets
Scenario booklet
One scenario for all questions
Spend the first 5 minutes of the exam SKIMMING it
Make notes of references that could be to (S)TToPPP in the scenario?
Specific questions may have Additional Information

Questions will highlight their reliance on Additional Information but still BE CAREFUL
Additional Information for different questions may be contradictory

Some questions contain all the information needed to answer them
In these cases the scenario provides context but not relevant facts
Scenario describes: Business rationale, project objectives and participants
See CLICK HERE +44 84 52 57 57 07
94
95
Booklets: 2 and 3 of 3
Question structure in the question booklet

8 questions, 10 question lines
Grouped into 2 or 3 parts of the same question type
Different question types take more/ less time to decode
One question type requires more than one answer

Giving two answers where only one is required will void the question-line
Answer Booklet
Completed in graphite pencil
Fill-in the circles: at least 80% and through the centre
No ticks or crosses
Answers will be void if not completed correctly

Soft pencil so easy to erase
See CLICK HERE +44 84 52 57 57 07
95
98
5 Practitioner Question Types

1-Classic
All questions worth one mark

Classical multi-choice are simple fast bang for the buck
Only one answer
3 or 4 options: after STToPPP a guess should be OK!
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98
99
Practitioner Questions - 2-Multiple Response

MULTIPLE RESPONSE!
Two answers for 1 mark

More than twice as hard as classic-multi choice
Give the required (normally two) and only the required number of answers
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99
100
3-Matching Question
Column 1 Items 1-n are paired with Column 2 options A-E

A-E may be used 0, 1 or many times
True statements
can be taken as
facts
Different True
statements may
contradict each
other
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100
101
4-Sequencing Question
Matching based sequence
Start by considering the processes & activities and product & people
Effectively worth as many marks as there are parts
Getting a part out of sequence probably means minimum of two wrong answers
TAKE YOUR TIME
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101
102
5-Assertion/ Reason Question
Most complex question type: IE SLOWEST to earn marks

Two parts: an Assertion and a Reason, Three considerations
Assertion & Reason each independently assessed True / False
Then T/T assessed for
Because
Answer A means the

assertion is explained
by the reason
Answer B applies to
two correct
statements NOT
causally linked
Several common techniques

Do whole columns THEN
for any T/ T consider the
because
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102
103
Exam Approach
Many theories, few conclusions

DO NOT wait to transcribe answers to the answer booklet: it takes 15mins minimum
and YOU WILL RUN OUT OF TIME
(yes I do get proved wrong 1 time in 10: are you the lucky one? sad or safe?)
Some people say reading the scenario is partly irrelevant

You will have to read it at some point best if that is before all questions
Since before the questions you do not know what is significant skim it quickly
Reading the Additional Information is necessary

But only when you get to the relevant question
Additional information applies ONLY to the question asking for it
Additional information in different questions may override the scenario and contradict each
other
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103
104
104
SU - Starting Up A Project Practitioner
SU:-
Tailor SU to a scenario
SU:P:3-1 Identify appropriate information, (using Apdx-A), for

inclusion in the Project Brief
SU:P:3-2 Identify scenario actions appropriate to carrying out SU
SU:-
A.19.2
12.4
Assess if SU applied correctly to an exam scenario
SU:P:4-1
Critique the Project Briefs match to the scenario,

Apdx-A and roles involved during SU
SU:P:4-2 Has SU been well applied by the right roles?
A.19.2, 12.4
12.4
Representative practitioner exam questions are

FX02 Qn 4
( and for later practice when you know everything we have FX03 Qn 1)
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104
107
Revision Notes
What Im sure of:
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107
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108
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing A Project
Controlling A Stage
Closing A Project
Chapter 8
Syllabus Processes:
DP Directing A Project
(Overview)
See CLICK HERE +44 84 52 57 57 07
108
109
109
DP - Directing A Project (DP) Process

Foundation & Practitioner 1/2
DP:F:2-1,2,3 The purpose, objectives & context of the DP process 13.1,2,3

13.1 Purpose
enable the Project Board to be accountable for projects success by making key
decisions and exercising overall control while delegating day-to-day management to
the Project Manager
without being overburdened by project activity
13.2 Objectives
Ensure authority to initiate and close the project and to deliver products, provide
direction, ensure continuation is only while viability remains, be CoPMs interface
Post-project benefits realisation plans are managed and reviewed, [ followed and
tuned as needed ]
Continued
See CLICK HERE +44 84 52 57 57 07
109
110
110

Foundation & Practitioner 2/2
DP:F:2-1,2,3 The purpose, objectives & context of the DP process 13.1,2,3

13.3 Context
Starts on completion of Starting Up A Project (SU),
triggered by a request to Initiate the project,
Covers Project Boards actions to monitor via reports,
control via a small number of decision points (stage boundaries) and
manage by exception (MbE)
MBE removes routine meetings

Establishes levels of authority and decision making
(Crucially) Provides the two-way communications channel to/ from CoPM,
(who/ how/ when etc recorded in the A4-Communications Management Strategy)
Provides formal unified direction and informal advise to the Project Manager
If the Project Board advise is contradictory the Project Manager always follows the execs guidance
The board assures that there is a contined business justicication
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110
DP:P:2-4
111
DP:P:2-5
The activities within DP and the responsibilities within them

13..4.1 13.4.2 13.4.3 13.4.4 13.4.5
How the seven themes may be applied within the DP process
13
111
DP:P:2-4,5 Project Board To PM

Interested Parties
SU
12.4
Project authorisation notification
DP
13.4
13.4.1 Authorize
initiation (DP1)
Project Status Report Confirm specialist product approvals
13.4.2 Authorize
the project (DP2)
13.4.3 Authorize a Stage

(or Exception) Plan (DP3)
Premature
closure
A19
A16
Request to
initiate a
project
Project
Brief
(init)
Stage
Plan
A14
A20
1st Delivery Stage
A20
Request to
deliver a project
Lessons Log
Project Initiation
Documentation
Benefits Review
Plan
Initiation Stage
Authority to initiate a project

A21
Project Now Starts!

A1
A16 Approved Initiation Stage Plan
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111
CS
A1
update
A1
Request to approve next

Stage Plan
Request to approve
Exception Plan
Project Initiation
Documentation
End Stage Report {
optnl. A15 Lessons
Report
optnl Follow On Action
Recommendation }
(next) Stage Plan or
Exception Plan
DoubleHeaded
A9
A16
IP
Approved Project
Product Description
SB
MP
Approved
Benefits
Review Plan
Create
Project Board request for advice
13.4.4 Give ad hoc

direction (DP4)
13.4.5 Authorize
project closure (DP5))
Premature
closure
Premature
closure
Project Manager
request for
advice
Exception
Raised
Corporate advice
& decisions
A11-Highlight
Reports
A10-Exception
Report
A13-Issue Report
Closure Notification
approved End
Project Report {
A15-Lesson
Report, FOAR }
Approve updated A2Business Case
Approve if updated
A1-Benefits
Review Plan
Closure recommendation
Draft Closure Notification
(p211)
A20-PID { Updated A2-Business Case}
A8-End Project Report { A15-Lessons
report, FOAR }
Exception Plan
Request
SB CS
Delivery Stage
SB CS
Stage Authorisation or
(raise) New Issue R-Copm,

Exception Plan Authorisation
ESuSs, (P)-PM, R-PA
A20 Approved if updated PID
Project Board Advise

A9
Approved
(current)
End
Stage
Report
{
Distribute A15 Lessons Report,
Distribute Follow On Actions Rcmdtn }
A16 Approved Stage Plan
A1
Approved if updated Benefits Review Plan
Last Delivery Stage
CP
112
112

Foundation & Practitioner
Foundation questions
See the WorkBook
DP:-
Assess if DP applied correctly to an exam scenario
DP:P:4-1 Whether the recommended DP process actions have been undertaken

appropriately, with reasons, and whether the appropriate roles have been involved
when carrying out the activities [ of DP ]
13.4
Representative exam questions are

FX02 Qn 8
FX03 Qn No suitable question
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112
113
Revision Notes
What Im sure of:
See CLICK HERE +44 84 52 57 57 07
113
.
.
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.
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.
.
.
.
115
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing A Project
Controlling A Stage
Closing A Project
Chapter 9
Syllabus Processes:
IP Initiating A Project
See CLICK HERE +44 84 52 57 57 07
115
116
116
IP - Initiating A Project Foundation
IP:F:2-1,2,3 The purpose, objectives & context of the IP process 14.1,2,3

Establish foundations - work needed to create the products (outputs enabling the
outcome) before committing [ resources ] to significant spend,
Work is to create specialist and management products
Specialist specified by Senior User(s) Management defined by PRINCE2 activities and appendix A
Project Board advises controls (management products) required and their review and
approval
PM creates the projects controls (who decides what, from what trigger, on what information)
Tuned to the Project Boards risk appetite and management attitude
Create commonly understood baseline of reasons, benefits, risks, products, their

quality and the scope of work to create/ verify them
Who has what role in, how and when controls operate and are verified
How specialist works progress is monitored and controlled through quality and configuration
management
How risks, issues and changes are identified, assessed and controlled
Who makes decisions based on what information, in what format at what times
Continued
See CLICK HERE +44 84 52 57 57 07
116
117
117
IP - Initiating A Project Foundation
IP:F:2-1,2,3 The purpose, objectives & context of the IP process 14.1,2,3

IP creates the A20-Project Initiation Document [ Investment Definition ]
Contributions aid personal commitments
Ensure organization's commitment is not a leap of faith
Project Board assess if and guide how the project is the best strategic fit
Includes all management strategies required to exercise control
Control tuned to:
Projects complexity and Projects significance
Boards appetite for risk
Organisations willingness to pay for desired control particularly in senior peoples time
Management products may be approved as created or at stage end
Appropriate considerations are needed where customer and supplier are legally
separate entities with their own A2-Business Cases joined under a contract [ a court
would recognise ]
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117
118
118
IP Know the PID
IP:F:2-4
The purpose of a Project Initiation Documentation (PID)
A.20.1
Sets out project controls, strategies and plans matched to objectives, politics and
technical complexity as re-baselined at each stages authorisation
Provides sound base for Project Board commitment
For confirming ongoing viability, progress and issue assessment

Contract between Project Board and Project Manager that defines the project
Basis for management and assessment ofsuccess
Three key uses

1. Basis for decisions
2. Baseline for assessment
3. Source of induction details for new project joiners
Living = Updated at stage end, as Issues affect component parts

Initial version (why initial?) used for assessment at Closing A Project (CP)
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118
119
119
A20-Project Initiation Documentation PIDs

Product Description
IP:P:2-7 Apdx-A for a Project Initiation Documentation, the process(es) and roles in its life-cycle A.20.2
The PID evolves from Project Mandate (Pre-project), through A19-Project Brief (SU)
It might contain {
Project definition { Copied from the project mandate and A19-Project Brief
Context and cause (Why are we exploring changing the world in some way)
Goal: The business objectives and exclusions from objectives
Assumptions, Constraints and dependencies
The stakeholders and their stakes (as assessed in 14.4.4 and refreshed from time to time)
Interfaces between stakeholders, activities and products }
Project Approach: the strategy to create or acquire the required results

A2-Business Case
Project management team roles, reporting lines, duties and authorities
A4-Communications Management Strategy
A16-Project Plan
Project controls
Adaptation, extensions and exclusions applied in this project to the standard PRINCE2
implementation with reasons known as Tailoring }
See CLICK HERE +44 84 52 57 57 07
Should be 80% off-the-shelf 20% tailored for all but the first project any organisations runs with P2.
The first will need to do more to embed P2s structured control framework
119
120
IP:P:2-5 The activities within the IP process and the responsibilities within them
14.4.1 14.4.2 14.4.3 14.4.4 14.4.5 14.4.6 14.4.7 14.4.8
IP:P:2-6 How the seven themes may be applied within the IP Process
14
120
IP:P:2-5,6 Activities Within

14.4 Initiating A Project (IP) Process
Authorize
14.4.1 Prepare the Risk Management Strategy

14.4.Initiation
1. Stage
Define Who/ How/ When of Risk Mgmt with
aid of and to satisfaction of PB & PA
2.
Create A25-Risk Register
Project Brief
Lesson Log
Daily Log
A19-Pj Brief { A21Project

Product
Description }
tarting Up A Project - Process
A20-PID {A24-Risk Management Strategy

P-PM, (A)-ESuSs, R-PA}
Authority to
initiate a project
A19
A14
A7
A25-Risk Register
A12-Issue Register
14.4.2 Prepare the Configuration

Management Strategy
1.
Define Who/ How/ When of Config
Mgmt (Inc. Issue & Change with aid of
& to satisfaction of PB & PA
2.
Define Priority & Severity scales
3.
Create & populate Issue Reg'tr (from
Daily Log)
4.
Create initial set of CIRs
5.
Upd8 A12-IR+A25-RR+A7DL
14.4.3 Prepare the Quality
Management Strategy
1.
Use CQE & AC to Define Who/
How/ When of Quality Mgmt aid
etc of PB & PA
2.
Create Quality Register
3.
A25-Risk Register
P-PS, A-PM, R-PA
A5
A20-PID {A24-Config Management

Strategy P-PM, (A)-ESuSs, R-PA}
A12-Issue Register P-PS, A-PM, R-PA
A20-PID {A22-Quality
Management
Strategy P-PM, (A)ESuSs, R-PA }
P-PS, A-PM, R-PA

1.
Define stage boundaries
2.
Confirm strategies integrate as a set and
controls match project significance & difficulties
A14-Lesson Log
3.
Allocate tolerances and decision making
A20-PID (A22-QMS,
authorities (& note in role descr), amend
A6-CfgMS,
See CLICK
HERE +44 84 52
57 57 07 as required for best use
assignments
A24-RMS }
4.
update
PMT Structure& Role Descrtns

Configuration Item Record
P-PS, A-PM, R-PA
A20-PID { A4-Communications Management Strategy

P-PM, (A)-ESuSs, R-PA}
A19-Project Brief
120
13.4.2
PBS = Product Breakdown Structure, PFD = Product Flow Diagram. PD A17-Product Description, CIR = A5-Configuration Item Record
See XREF for details
DoubleHeaded Create
A19-Project Brief { Pj Definition,

Pj Approach }
A20-PID { A24-RMS, A22-QMS,
A6-CfMS, A4-CmMS}
Pj Controls
P2 Tailoring
A19-Project Brief
A14-Lesson Log
Upd8 A12-IR+A25-RR
A7-Daily Log
14.4.4 Prepare the Communication

Management Strategy
1.
Perform stakeholder analysis
2.
Merge strategys comms needs
3.
Define Who/ How/ When of Comms
Mgmt with aid etc of PB & PA
4.
A12-Issue Register
A20-PID {A4-CmMS,
Project Controls }
A19-Project Brief { A21-Project Product

Description, Pj Approach }
A14-Lesson Log
A20-PID (A22-QMS, A6-CfgMS, A24-RMS }
17.4.CS
A20-Project Initiation
Documentation
P-PM, (A)-ESuSs, R-PA
14.4.8 Assemble the Project

Initiation Documentation
1.
Create the PID CI from
component CIs
A20-PID { A16-Project
Plan }
17.4.CS
Request to
deliver a
project
Stage boundary
approaching
A20-PID {A16-Project Plan{

A17 PdDn}, PMT Struct.,
Role Desc, }(P-PM, (A)E12.4.Ss, R-PA) }

1.
Create PBS*/ PD/ PFD/ CIRs
(specialist and management products)
2.
ID the means to transfer specialist
products to BAU, Plan SLAs
3.
Confirm required resources
4.
Authorize
the project
1st Delivery Stage
13.4.1
12.4. 13.4. initiation
17.4.1-4
(see SB)
A20-PID { Create A2-Business

Case (Detailed) P-PM, (R)-CoPM,
R-PA, (A)-ESuSs}
16.4.

(P-PS, A-PM, R-PS)
A25-Risk Register
Refine
the Model
Business
Case
P2 Exam Cram Assessed by GRM 07032011 P2-5th14.4.7
Ed 2011
Logical
Ltd p2@logicalmodel.net
A20-PID={Pj Controls, Role Desc &

PMT Structure} (P-PM
A=ESuSs, R-PA)
A19-Project Brief { Outline A2-Business Case }
1.
2.
3.
Do Investment analysis with Time & Costs from Project Plan

Assess uncertainties, benefits & their tolerances
Determine who/ when/how/ and current baseline of each
expected benefit capture in the A1-Benefits Review Plan

P-PM, R-PA, A-(ESuSs)
17.4.
DP:P:2-4
121
DP:P:2-5
121
The activities within DP and the responsibilities within them

13..4.1 13.4.2 13.4.3 13.4.4 13.4.5
13
13.4.2 Authorize the project (DP2)
12.4.
A14
A20
A1
13.4.
Request to deliver a project

Lessons Log
Premature closure
Initiation Stage
A21
Product
Description
st Specialist
Stage
14.4.Approved
CS 1Project
17.4. CS
A1 Approved Benefits Review Plan
Delivery Stage
17.4. CS
17.4. 16.4.
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121
DP2 Authorize the project (13.4.2)

Performed in parallel with 13.4.3 Authorising a Stage (or exception) Plan
1. Decide if the whole proposition is attractive enough to invest in the project
2. Review/ Approve the A20-PID (R-CoPM, A-ESuSs -Review may be delegated to
Project Assurance) & A14-Lesson Log - Adequate & tailored Strategies, Controls,
Budgets, Tolerances, A16-Project Plan, Commitments planned & in place for Project
Board to pursue the benefits, All roles/ rights/ duties/ limits agreed, R-ESuSs
3. A1-Benefits Review Plan acceptable to CoPM (A-CoPM+ESuSs)
4. Authorise the PM or close the project
5. Tell the wider stakeholder community, esp. CoPM project authorised
update
DoubleHeaded
Create
Last Specialist Stage
18.4.
122
122
IP - Initiating A Project
Exam Practice
Foundation questions
Practitioner
IP:
Tailor IP
IP:P:3-1 Identify scenario actions appropriate to carrying out IP
IP:
Assess if IP applied correctly to an exam scenario
IP:P:4-1 Critique the Project Initiation Documentations match

to the scenario, Apdx-A and roles involved during IP
IP:P:4-2 Has IP been well applied by the right roles?
Practice exam questions

FX02 Qn 4
FX03 Qn 1
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122
14.4
14.4 &
A.20.2
14.4
123
Revision Notes
What Im sure of:
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123
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125
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing A Project
Controlling A Stage
Closing A Project
Chapter 10
Syllabus Processes:
SB Managing A Stage Boundary
See CLICK HERE +44 84 52 57 57 07
125
126
126
SB:F:2-1,2,3 Managing A Stage Boundary

Foundation
SB:F:2-1,2,3 The purpose, objectives & context of the SB process
17.1,2,3
Provides the Project Board with data to review at [13.4.3 Authorise a Stage or Exception Plan] a
closing stages performance, and approve (or not) preparations for the next stage
Confirm the project continues to offer best possible return otherwise the project is stopped or amended
Reviews amended elements of the A20-Project Initiation Documentation
Next A16-Stage Plan and
aggregate risk exposure (as noted in the A9-End Stage Report)
A decision to stop is not a failure, an uniformed or mis-led Project Board IS a failure
SB is a process: executed close to the end of all stages followed by another stage
Establishes status of the stages products
Completed & approved or not (via a A18-Product Status Account from P-PS)
Creates a A16-Stage Plan
May issue A15-Lesson Reports
Updates (if required) relevant elements of the A20-Project Initiation Documentation:

A2-Business Case, aggregate risk and A16-Project Plan, Project approach, 4 strategies and controls, Team structure
and roles assigned
Also executed in response to the Project Board requesting an Exception Plan
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126
SB:P:2-4 The activities within SB and the responsibilities within them

SB:P:2-5 How the seven themes may be applied within the SB process
127
127
17.4.1 17.4.2 17.4.3 17.4.4 17.4.5

17
SB:P:2-4,5 Activities Within

Managing A Stage Boundary (SB) Process
PG:P:2-, End Stage Report, Exception Report, Lessons Report

A.14.2 A.9.2 A.10.2 A.15.2, 13.4.3-5, 17.4.4, C/Table 10.2
13.4.3 Authorise a Stage or

Exception Plan
Initiation Stage
Stage boundary
approaching
A20
Configuration Item
Records P-PM, R-PaPs
PID (R)-CoPM,R-PA,(A)-ESuSS, P-Pm

1.
Apply progress from last stage,
refinements from new stage-plan,
changes to end-point, impacts of
Risk, Issue & Changes, P2
tailoring needs, Strategy, Control
or team changes
A20-PID {A16-Project Plan }

(current) A16-Stage Plan
A1-Benefits Review
Plan P-PM, R-PA,
(R)-CoPM, (A)-ESuSs
A12-Issue Register
A25-Risk Register

1.
Reassess organisational risk appetite & capacity,
current aggregate project risk and tolerances
2.
Revise the A1-Benefits Review Plan & add any realised benefits or
affect of RFCs and changes to business context, realistic targets et.al.
17.4
SB. +44 84 52 57 57 07
See CLICK HERE
127
(next) A-16-Stage Plan {

A17-Product Description }
P-PM, R-PA, (A)-ESuSs
A12-Issue Register P-PM

A25-Risk Register P-PM
14.4.8 Assemble the A20-PID

A5
A23-Quality Register P-PS, R-PmPa
update
DoubleHeaded
(next) A-16-Stage Plan
Request to approve [next

stage/ exception] plan
A9
End Stage Report {
A15-Lesson Report,
Follow-On-Action-Recommendations }
1.
Seek Project Board approval to
continue vs.. Pj Plan, A2-Business
Case and risks
2.
Provide comments on current stage
under and over achievements:
Benefits/ Team/ R+I/ Products
produced, Quality Reviewed &
Handed over to all noted in the A4CmMS
3.
Suggest FOARs
4.
Create a A15-Lesson Report if useful
18.4
CP.
A20-PID { A2-Business Case

P-PM, R-PA, (R)-CoPM, (A)-ESuSs}
A20-PID {A4-Communications
Management Strategy }
A18-Product Status Account P-PS
A14-Lesson Log
Create
17.415.4
SB. CS

1.
Update any changes to CQE/ AC/ Strategies/
Controls/ Roles
2.
Create A16-Stage Plan of task & resource
schedule to create products in stages scope
(from A16-Pj Plan)
3.
Create PBS/ A17-PD/ PFD/ A5-CIR/ A23-QR
4.
Consult & Add to risks, issue Registers
1st Specialist Stage
12.4 13.4 Exception Plan

SU.A20DP.PID
A14 14.4
Lesson Log15.4
IP
CS
16.4
MP.
128
13.4.3 Authorise a Stage or Exception Plan (DP3)
128
Interested Parties
Licensed for commercial uses on Default terms see slide #8 notes License@logicalmodel.net)
If YOU
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Project Status
Report
12.4
SU
13.4
DP
13.4.3 Authorize a Stage (or Exception) Plan (13.4.3)

1. Decide whether to continue (commit resources, set tolerances on stage) or request a re-plan or close the project, based on:
2. Review/ Approve A9-End Stage Report (& Pass on FOAR), check any Lessons Reports, Risk level (Threat & opportunity)
3. Verify any product handovers (into operations and maintenance via Config management) are sustainable in use and approve
4. Approve Stage/ Exception Plan, All new product descriptions
5. Verify Project plan, Strategies, Controls and Role assignment viability, Business Case, Benefits Review Plan Update PID if Reqd
A9 Approved (current) End Stage
Report {
Distribute Follow On Actions
Rcmdtn }
A1 Approved if updated Benefits
Review Plan
A20
A9
Request to approve next Stage Plan

Request to approve Exception Plan
Project Initiation Documentation {all, inc A4}
End Stage Report {
optnl. A15 Lessons Report
optnl Follow On Action Recommendation }
A16 (next) Stage Plan or
Exception Plan
A1 Benefits Review Plan
Initiation Stage
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Last
Specialist
Stage
14.4 15.4 1st Specialist Stage
17.4. 15.4 Delivery Stage
17.4.Approval
CS of
Confirm
Specialist
Product
IP
CS
CS
A-E/SU/SS, (R)-PM/PA, TM-(P)
17.4 16.4

SB MP
When you come to really use P2 consider: during embedding and tailoring combine Project Brief and PID it is a good idea, combine A12 and
A25 is a good idea (Risk & Issues) we can help please contact us
128
Premature closure
update
DoubleHeaded
Create
18.4
CP
129
129
SB - Managing A Stage Boundary

Foundation questions in WorkBook

See the WorkBook table of contents
SB:-
Tailor SB
SB:P:3-1 Identify scenario actions appropriate to carrying out SB 17.4
SB:-
Assess if SB applied correctly to an exam scenario
SB:P:4-1 Has SB been well applied by the right roles?
17.4
Practitioner exam questions

See WorkBook table of contents
Neither FX02 nor FX03 provide suitable questions
FX02 Qn 8 is based on the exam grouping but all question parts refer to CP
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130
Revision Notes
What Im sure of:
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OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing A Project
Controlling A Stage
Closing A Project
Chapter 11
Syllabus Themes:
OV Overview, Principles and
Tailoring
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134
135
OV - Overview, Principles and Tailoring

PRINCE2 to the Project Environment
OV:- Foundation: Know

OV:F:1-1
OV:F:1-2
OV:F:1-3
OV:F:1-4
1.5.3
5.1
Benefits of using PRINCE2

Seven principles
Characteristics of a project
1.7
2
1.3
OV:- Practitioner
OV:P:2-4
OV:P:2-5
Difference between embedding and tailoring PRINCE2 19.1

How customer/supplier affects the themes, processes and
management products
19.6
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135
1.5.2
1.3
OV:- Foundation: Understand

OV:F:2-1
OV:F:2-2
OV:F:2-3
Six aspects of project performance to be managed

Definition of a project
Four integrated elements of principles, themes,
processes and the project environment upon
which PRINCE2 is based
Customer/supplier context of a PRINCE2 project
136
OV:- Foundation-1
OV:F:1-1 Six aspects of project performance to be managed
1.5.2
Cost/ Time/ Quality/ Scope/ Risk/ Benefits
OV:F:1-2 Definition of a project
1.3
a temporary organization that is created for the purpose of delivering one or more
business products according to an agreed Business Case
Introduces change [to business as usual (bau)],
temporary = defined start and ends when products are delivered,
Cross-functional skills (and stresses), unique, uncertain
OV:F:1-4 Customer/supplier context of a PRINCE2 project
5.1
there will be a customer who will specify the desired result and probably pay for the
project, and a supplier who will provide the resources and skills to deliver that result
Both interests must be represented
Governance, responsibilities across the layers of Directing, Managing Delivering
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136
137
OV:- Foundation-2
OV:F:1-3 Four integrated elements of principles, themes, processes and the project
environment upon which PRINCE2 is based
1.5.3
1. Principles: The 7 ideas you have to follow to be using PRINCE2

1. Continued business justification IE the A2-Business Case is developed and
approved at the start and throughout the project (in SU, IP and SB)
2. Learn from experience IE Start considering other projects successes and failures.
Keep a log of and share our own
3. Defined roles and responsibilities IE a management structure of delegation
authorities, reporting and escalation lines
4. Manage by stages IE Divide the project into authorised time-bound chunks during
which the team get on with it
5. Manage by exception IE Getting on with it ceases to be authorised if any pre-set
limits are threatened
6. Focus on products IE the projects only purpose is to deliver some result
7. Tailor to suit the project environment IE Understand the official manual then apply
as suits local needs*
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137
* Typically tailoring may add control/ role elements, merge them or it may de-emphasis some but should not delete any
138
OV:- Foundation-3
OV:F:1-3 Four integrated elements of principles, themes, processes and the

project environment upon which PRINCE2 is based
1.5.3
OV:F:2-2 Principles: Business justification, Learn from experience,
Defined roles and responsibilities, Manage by stages, Manage by exception,
Focus on products, Tailor to suit the project environment
2
Processes: The 7 procedural descriptions of the time-line through the projects control
Starting up, Initiating, Controlling A Stage, Delivering products,
Managing Stage Boundaries, Closing A Project and Directing A Project
Themes: The 7 procedural ideas that weave in and out of the processes
Maintain the A2-Business Case,

Maintaining reporting lines
and authorities,
Managing Quality, Risk and Change,
Creating plans and
know current status
Tailoring: Merge or split

management products, roles and
process steps
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138
139
OV:- Foundation-4
OV:F:2-1 Benefits of using PRINCE2
1.7
Best practice, suits any type of project, widely know, common vocabulary, sets out
roles and accountabilities, product focussed, plans at 3 levels matched to readers
needs, uses management by exception to be sparing with senior managers time,
keeps a focus on project viability, economical reporting structure, stakeholders properly
represented, promotes learning and growth, promotes consistency and reuse, supports
audit and diagnostics, accredited practitioners and trainers
OV:F:2-3 Characteristics of a project
1.3
Makes a permanent change to business-as-usual (BAU), Is more uncertain than BAU,

Is temporary (so needs procedure for starting and ending), Involves people with
differing skill sets, perspectives and motivations, Each project is unique
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139
Recall text in quotes is more or less a quote from the manual: the semantics are retained but the words
may be reduced, amended or re-sequenced
140
OV:- Practitioner-1
OV:P:2-4 Difference between embedding and tailoring PRINCE2 19.1

Embedding is done once to implement PRINCE2 across the organisation
Tailoring is done every project to match how PRINCE2 is applied to the project
specific circumstances
Tailoring mostly applied by the first 5 IP activities
[14.4.1 Prepare the Risk Management Strategy]

[14.4.2 Prepare the Configuration Management Strategy]
[14.4.3 Prepare the Quality Management Strategy]
[14.4.4 Prepare the Communications Management Strategy]
[14.4.5 Set up the project controls]
(Common) Examples of tailoring are:

To merge the Starting Up A Project (SU) process and Initiation Stage
Merge the A12-Issue Register, A13-Issue Report and A25-Risk Register
Treat mandate, A19-Project Brief and A20-Project Initiation Document as an evolving
investment definition
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140
When as a freshly registered practitioner you consider What do I need in place for the organisation to
embed and use PRINCE2? then please contact us and we will help with implementation of the method.
141
OV:- Practitioner-2
OV:P:2-5 How customer/supplier affects themes, processes & management

products 19.6
Which organisation provides the Project Manager?
Customer & supplier have their own reasons for engaging in the project, own
management/ governance systems, own culture
BC Affected by suppliers market place and profit/ reputation objectives
Customers need to consider acquisition and operational costs
OR Key decision is who is Senior Supplier and which organisation supplies the
PM?
Should the customers procurement staff be SS? (Exams #1 favourite answer!)
QU Whose Quality Management System is used or how they are combined

PL Will contract award be for the whole change or stage by stage, What
arrangements will be made for payment milestones or break-points
Will contract set-up be handled in initiation
Contractor TM must report status so the PM can maintain an up to date A16-Stage Plan
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142
OV:- Practitioner-4
OV:P:2-5 continued How customer/supplier affects the themes, processes and

management products
19.6
RK Each party may maintain its own A25-Risk Register or may have a merged
register
CH Change control over the contracts must be aligned between customer and
supplier and with Change Budget/ Change authority/ Procurement procedures
PG Frequency, format and formality of reporting and review must be aligned
Processes as a whole
For the customer: processes are probably as per official manual
For the supplier: contract award may fall mid-way through the Initiation Stage
Both parties must align purchase/ business winning decision making with DP activities
Management Products
The A20-Project Initiation Documentation and A26-Work Packages (customers and
suppliers) may have legal significance as contracts
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142
143
OV Exam Practice
Practice exam questions

See the WorkBooks table of contents
The official practice questions include foundation questions
but not practitioner questions
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143
144
Revision Notes
What Im sure of:
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146
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing A Project
Controlling A Stage
Closing A Project
Chapter 12
Syllabus Themes:
BC Business Case
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146
147
BC - Business Case (BC) Foundation-1
BC:F:1-1 Definition of: output, outcome, benefit and dis-benefit
4.2.2, 4.3.4.4
Output is any of the projects specialist products (whether tangible or intangible)

Outcome is the result of the change from using the outputs
Benefit is the measurable improvement from an outcome perceived as an advantage
by one or more stakeholders
Dis-benefit is an outcome perceived as negative by one or more stakeholders
BC:F:2-1 The purpose of the Business Case theme
4.1
to establish mechanisms to judge whether the project is (and remains) desirable*,

viable** and achievable*** as a means to support decision making in its (continued)
investment.
Start if & stop when.., *Estimated costs, risks and benefits, Drives decision making,
Impact assessment, **Project can deliver the products, ***Products create benefits
Senior User(s) responsible to specify & realizing benefits, Held to account
Executive responsible for ensuring benefits are value for money, aligned, realizable
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148
A2-Business Case Theme
Up to date description of the projects merits
4.3 Developed in SU & IP, Maintained in SB, Verified in DP & Confirmed post project
4.2.3 Describes project outputs, the outcomes created and the benefits enabled
Customers and suppliers Business Cases different but aligned
Develop/ Verify/ Maintain/ Confirm
Exec responsible, needs business appraisal skills
Confirm is post project, includes unintended consequences

May address compulsory, not for profit, evolving, customer/supplier, multiorganisation project types
4.2.3
The exam wont ask about any financial appraisal skills such as IRR
Understanding the affect of interest rates on the value of money is a crucial part of preparing, evaluating
(EG in an exception) and managing a A2-Business Case in reality]
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149
BC - Business Case (BC) Foundation-2
BC:F:2-2 The purpose of a A2-Business Case, A1-Benefits Review Plan

A.2.1 A.1.1
A2 document the justificationbased on [comparing all] costsbenefits and risks
A1 define how and when to measure achievementof benefits expected by the SU
BC:P:2-3 The composition of : 1) the Business Case, the process(es) that develop,
verify, maintain and confirm it and roles involved & 2) the Benefits Review Plan,
ditto
A.1.2, A.2.2, 4.3, 4.3.14, 12.4.4, 13.4.1-5, 14.4.7, 15.4.4-7, 17.4.34, 18.4.3-4,
C/Table 4.1
See following pages
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150
A2-Business Case Product Description
[ A project is a mechanism to change business-as-usual

The justification is described (not promoted) in a A2-Business Case ]
The A2-Business Case might contain {

A summary
Why: The organizational context and trigger or motivation for undertaking the project
Either the opportunity being pursued or the threat being avoided
How: Options available for resolving the business threat or opportunity

Analysis of each option's pros and cons base lined against do nothing/ the minimum/ something
Through life impacts and costs
How development and maintenance will be supported, resourced, funded and absorbed into BAU
What: (Dis-) Benefits the project contributes to (affects) corporate strategies and tactics
Quantified with tolerances (Cashable & Non-Cashable) and base lined, Assigned, Mapped to outputs
Time-scales and other constraints and expectations: expressed with tolerances

Non-negotiable elements of Cost/ Time/ Performance, Expected timescales & Costs, Funding cycles and
funds available, Levels of resources available etc
Recommended option with reasons for selection

Appraisal (EG Net Present Value) as per corporate finance standards
Risk analysis for major risks individually and in aggregate
Uncertainties and actions to respond that are (or could be) included }
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150
A BC should be a small document (possibly with appendices).

A BC should not sell the project but describe it even-handedly
151
A1-Benefits Review Plan Product Description
The A1-Benefits Review Plan might contain {

Context and description of the benefits to be measured
Who, how, when and with what resources achievement of expected benefits will be
measured
How the performance of the projects outputs will be reviewed (sic)
[ I recommend you amend reviewed during embedding to be monitored and adjusted to
maximise benefits ]
For each benefit claimed in the A2-Business Case

[ and identified subsequently at any time ]
Who is accountable for the expected benefits
Benefit specific measurement who, how, when and with what resources*
Pre-project baseline against which improvement is calculated }
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*Multiple measures over time are appropriate see the works of Alan Fowler, Tom Gilb or Steve Jenner
Benefits often take time to come-on-stream and then to ramp-up
151
152
BC - Business Case (BC) Practitioner
BC:P:2-4 The relationship between a programmes Business Case and a projects

Business Case
4.3.1, 4.3.2, 4.3.3
Programme management may provide an approved A2-Business Case as part of the
A19-Project Brief
Will be reviewed by programme management and subject to their approval (or
management)
A1-Benefits Review Plan may be produced, executed and coordinated by the
programme
Responsibility for review transfers from the Executive to CoPM at project close
A1-Benefits Review Plan separated from the A16-Project Plan to aid its management
in the programme
SU accountable to programme management for benefits claimed
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152
A1-Benefits Review Plan,

A2-Business Case
153
CoPM
12.4.1 Appoint the Executive and the Project

Manager
1.
COPM appoint a business person as Exec
COPM may provide an A2-Business Case
BC: P:2-3 1. Business Case, and in which process(es) it is developed, verified, maintained and confirmed and which roles are responsible for this
2. Benefits Review Plan, and in which process(es) it is developed, used and reviewed and which roles are responsible for this
NB in all cases A2-BC is of the Customer, not the Suppliers
Project
Board
Project
Manager
13.4.1 Authorize initiation 13.4.2 Authorize the project

1.
Board verify A2- 1.
Board consider if A2-BC
BC (outline) viable
(Detailed) is adequate to justify
justification to
the project and approve
invest in the
(baseline) it
Initiation Stage
2.
Board (Exec) approve (IE
baseline) A1-Benefits Review
Plan covers all benefits, meets
CoPM needs and Exec, Pgm or
Centre of Exclnc is responsible
for reviews being held

13.4.4 Give ad hoc
Exception Plan
direction
1.
Board verify the A2- 1.
Board consider if
BC (as updated) is a
A2-BC still viable
viable justification for
vs.. latest A11continued investment
Highlight Reports
2.
Board approve ( if
[or A10-Exception
updated) A1-Benefits
Report]
Review Plan will
address all benefits
due in next Stage

1.
PM Captures lessons relevant to the A2Business Case

1.
PM determines costs & timescales needed for
investment appraisal by planning the project

1.
If received from CoPM the Exec reviews A2-BC
2.
Exec drafts (delegates drafting) the A2-BC
inline with Corp. standards & Pj Context,
Objectives, Strategic alignment, Feasibility
Expected contribution, Funding, Contracts,
Risks (i.e. uncertainties) and sensitivities to
viability of benefits
[But NB om says the SU. accountable for
benefits p35 c2.1, 4.3.3, c3]
3.
PM checks timescales (all constraints) applied
to A21-Project Product Description and the A2BC or Pj-Mandate all balance
(prior to 14.4.6 cost and timescales may be
rough order of magnitude)
4.
CoPM Approve the (Outline) A2-BC

1.
PM Checks A19-Pj Brief defines corporate
format & presentation standards for A2-BC
2.
PM seeks lessons observed relevant to the
A2-BC
3.
PM adds A16-Pj Plan costs and timescales,
Risks, expected benefits & tolerance per
benefit to A2-BC investment appraisal
4.
PM creates the A1-Benefits Review Plan
(BRP) stating for each benefit how it will be
measured, tolerances and timing of
measurement (EG at stage ends and beyond
the project) & the current status quo (a
Programme may assume responsibility for this
step)
5.
PM seeks board approval now or defer to
13.4.2 when included in the A20-PID
12.4.5 Select the project approach and assemble the

Project Brief
1.
PM drafts Pj Approach defining Corp.
1.
PM includes A2-BC (1st detail draft) in A20-PID
preference/ best practice for delivering the A2Plan Delivery Stage
BC into operational use
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Team
Manager
153

1.
PM assess potential
actions to respond to a
new risk or issue for their
impact on the A2-BC and
expresses in A10Exception Report
issues and risks
1.
PM assesses new risks
and issues for impact on
the A2-BC
1.
PM checks A2-BC vs..
new (and existing) risks &
issues
2.
PM checks A1-BRP and
executes any Benefits
Reviews falling due
[NO! should be in the
Stage plan]

1.
Exec approves, Board compares confirms? original
and current versions of A2-BC [to what end?]
2.
Board ensure A1-Benefits Review Plan includes postproject review of all side-effects of pj products once in
operational use (side effects shared as lessons)
3.
Board approve A1-BRP will cost effectively assess
benefits not measurable until after the project
4.
Board/ Exec transfer responsibility for A1-BRP to
CoPM to hold SU accountable for benefits from their
assigned products. Ensure resources are committed

18.4.3 Hand over
1.
PM determines revised project cost
Products
& timescales that may affect the
1.
PM updates
investment appraisal
A1-BRP if
required
1.
PM reflect external changes to
project context, updates of costs
and timescales, uncertainties, risks
and issues into A2-BC for the
accountable exec
2.
PM updates the A1-Benefits Review
Plan for current outlook Results any
reviews in stage just ending and
18.4.4 Evaluate the
need for review in approaching
Project
stage
1.
PM assess
project
1.
PM reviews status and any benefits
performance
in stage & expresses view on A2vs.. expected
BC viability in A9-End Stage Report
benefits in the
2.
PM confirms any benefits review
A2-BC &
activity in stage is complete
reports in A83.
PM Seeks Board approval of
End Project
revised A1-BRP & A2-BC at 13.4.3
Report
154
Responsibilities in Business Case Theme
CoPM
Hold the Senior User(s) to account for realizing the
Senior Supplier(s)
Responsible for the supplier Business
post-project benefits enabled by the projects products.
Case(s) (if they exist) see section 19.6.1.1.
Provide the project mandate and define any standards to
Confirm that the products required can be delivered within the
which the Business Case needs to be developed.
expected costs and are viable.
Responsible for the Benefits Review Plan (post-project).
Senior User(s)
Ensure that the expected benefits
(derived
from
the
projects
outcomes) are realized.
Exec's Business Assurance
Assist in the development of the Business Case.
Ensure that the project produces products which deliver the
desired outcomes.
Ensure the project fits with overall programme or corporate
strategy.
Ensure the desired outcome of the project is specified.
Ensure the value-for-money solution is constantly
Provide actual versus forecast benefits statement at the
reassessed.
benefits reviews.
Monitor changes to the Project Plan to identify any impact on
Responsible for specifying the benefits upon which the
the needs of the business or the Business Case.
Business Case is approved.
Monitor project finance on behalf of the customer.
Project Manager
Assess and report on project
performance at project closure.
Review the impact assessment of potential changes on the
Business Case and Project Plan.
Assess and update the Business Case at the end of each
management stage.
Verify and monitor the Benefits Review Plan for alignment to
corporate or programme management.
Conduct impact analysis of any new or revised issues or risks
that affect the projects
Verify and monitor the Business Case against external events
and project progress.
desirability, viability or achievability against the original basis
for approving the project.
Executive
Oversee the development of a viable Business Case,
ensuring that the project is aligned with corporate strategies,
Prepare the Business Case on behalf of the Executive.
and secure the funding for the project.
Project Support
The Business Case should have a
Responsible for the Benefits Review Plan (for the duration of
baseline and therefore be under configuration management.
Project Support should advise the Project Manager of any
the project) unless being managed by corporate or
proposed or actual changes to products that affect the
programme management.
Business Case.
Responsible for the Business Case for the duration of the
project.
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155
BC - Business Case Exam Questions
Foundation exam questions

See the WorkBook table of contents
BC:- Able to use/ tailor the theme to an exam scenario to maintain products and
make decisions in the 7 processes
BC:P:3-1 Identify appropriate information, (using Apdx-A), for inclusion in A1 & A2
BC:P:3-2 Identify outputs, outcomes, benefits and dis-benefits
4.2.2, 4.3.4.4
BC:- Critique theme's application to an exam scenario

BC:P:4-1 QA and comment on theme's products (A1 & A2) and roles involved throughout their life-cycle
See WorkBook table of contents for BC practitioner exam questions

FX02 Qn 1
FX03 Qn 5
After attempting the FX02 question read each elements rationale in the exam paper
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156
Revision Notes
What Im sure of:
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158
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing A Project
Controlling A Stage
Closing A Project
Chapter 13
Syllabus Themes:
OR Organization
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158
159
OR - Organization Purpose and 3 Interests
OR:F:2-1
The purpose of the Organization theme
5.1
define and establish the structure of accountability and responsibilities (the who?)
Clear people structure (Reporting lines) & Clear process structure (Stages)
OR:F:2-2
The three project interests and how these are represented within the
three levels of the project management team structure
5.2.5, 5.3.2
Business: has the driving need and receives the benefits

User: uses (operates/ maintains) the outputs to create the outcome
Supplier: creates or acquires the products (outputs)
Escalation to, delegated authority from a programme or corporate parent
9 Roles
Apply to responsibilities and do not always mean a separate person
May be combined, split, amended but should not be dropped
Changing team 5.3.2.9
Senior members of the PMT should stay with the project
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160
Role Definitions Contents
Project Management Team

Communications channels, Role descriptions
PRINCE2 describes roles but does not give a product description template
It would contain {
Roles responsibilities & goals
Decision making authority limits
Perhaps linked to Corporate Governance and legal accountabilities
Duties to be performed
Perhaps linked to Method statements in a QMS
Perhaps linked to a capability framework*
Resources to be provided/ Contribution expected

Relationships
Competencies, skills and experience required }
Assignment to roles in the organisation structure may cause training needs
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* EG The IPMAs Competency Baseline
160
OR:P:2-6
161
How the 4 levels of management applies to the processes 5.3.1
5 Levels: 4 Management
plus Technical
Directs (Decides)
Delegates stage tolerance
(The Exec) Escalates to CoPM
Day to Day control within

tolerance
Doing
Delegates team tolerance
Escalates to the Board
Specialist activities to produce
products within tolerance
Escalates to PM
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Corporate or Programme Management

SU
DP
Project Board
CS
IP Initiation Stage
Starting
Up A
Project
(SU)
Initiating A
Project
(IP)
1st Delivery Stage
Controllin
g A Stage
(CS)
Stage
Managing
A Stage
Boundary
(SB)
Managing A Stage
Boundary (SB)
SB
MP
Team Manager
Team Member
After a exam cram if P2 is to be of any value to your organisation you will need the senior management to understand their role too.
If you would like help with embedding and tailoring then please contact us to discuss your needs
161
Closing A
Project
(CP)
Project Manager
4 Management
Levels
Instigates, Sets constraints,

Delegates project tolerance
MP
OR:P:2-6
163
How the 4 levels of management applies to the processes 5.3.1
Customer
3 Interests Represented by
the Project Board
Supplier
Customer
Customer (user) specifies

the outcome
Pays for the project
Customer
Supplier
Copyright AXELOS Limited 2009 Reproduced under licence from AXELOS

Figure 5.3 Project management team structure Page 33
Red border = PMT

Pink ground = Customer, Blue = Supplier, Grey = either
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164
OR Organization:
Project Board 1 / 2
OR:F:2-3
The responsibilities and characteristics of the role of the:
1. Project Board 2. Project Manager 3. Project Assurance 4. Change Authority 5.
Team Manager 6. Project Support 5.3.2.2, 5.3.2.6, 5.3.2.3, 5.3.2.4, 5.3.2.7,
5.3.2.8
Project Board: Exec, Senior User and Senior Supplier
Accountable to CoPM for project results
Credibility Authoritative Decision makers
Direct, delegate, facilitate, negotiate, lead
Hold bi-directional communications with external stakeholders
Act when triggered Management By Exception
Provide resources
Visible and supportive
Available on request and
Stay out of the way!!
Stay with the project through its life

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Project Board 2 / 2
Specific Duties
OR:F:2-3
Board
The responsibilities and characteristics of the role of the: 1. Project
Approves Roles & appointments, Contracts and all stages

Approves almost all management products Sets baselines
Decides all escalated Issues, Requests for Change, Off-Specifications
Or escalates to Corporate Management or Programme Management
Oversees (assurance of) all processes especially risk

Defines severity & priority scales, stage tolerances, delegated budgets (risk and change)
Approves product descriptions & all resulting products
Confirms acceptance of products that are satisfactory
Authorises/ Passes-on: A1-Benefits Review Plan, A8-End Project Report FOAR, Lesson
Reports and Residual Risks and Issues
Monitor benefits achieved during the project
Should be small and balanced membership
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OR Organization:
Board Members Duties
OR:F:1-1
Roles within the Organization theme
5.3.2
Executive: THE Decision maker, focussed on achieving the benefits
SPA Cannot be split or shared (or combined with Project Manager) may be with SU
Ultimate responsibility to get it done within CoPMs authorised limits
Designs and appoints the rest of the project management team
Secures funding, Chairs the Project Board
Business liaison and alignment
Senior User (s): Say what all customers need (liaison) and check we get it
Defines outcome, Ensures products specified, accountable for benefits
Senior Supplier (s): Produce what was asked for

Designing, developing, buying or commissioning products
Accountable for providing expertise to create products
Technical liaison
Project Assurance and Change Authority typically delegated
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167
OR Organization: PA and CA
OR:F:2-3
The responsibilities and characteristics of
5.3.2.2, 5.3.2.6, 5.3.2.3, 5.3.2.4, 5.3.2.7, 5.3.2.8

Project assurance: board members role often delegated to those with time and
expertise to adequately fulfil
Monitors all areas of project performance and product development

Independent of the PM, aligned to 1 or more Project Board roles
May be from corporate Quality Assurance function
Support the PM and team with advise and expertise on standards and who to involve
Confirms right people involved at right time
Change authority: possibly delegated (during initiation) in whole or part by the board
Person or group able to authorise concessions and changes

Authorises (or not) Requests for Change and Off-Specifications
May be the Project Manager alone and/ or project assurance and/ or a board
Delegated based on expertise in products required
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168
OR Organization: Project Manager
OR:F:2-3
The responsibilities and characteristics of the role of the: Project
Manager 3. 5.3.2.2, 5.3.2.6, 5.3.2.3, 5.3.2.4, 5.3.2.7, 5.3.2.8
Project Manager: Single focus day-to-day (cannot be split or shared)
Authorised to run the project on behalf of the Project Board within agreed tolerances
Normally from the customer
Responsible for ALL PRINCE2 activities except [12.4.1 Appoint the Executive and the
Project Manager], and 13.4 Directing A Project (Delegates16.4 Managing Product Delivery)
Delegates to team member/ manager, liaises with contractors and Project Board/ assurance
Relies on (possibly shared) project support or does those jobs them self
Aided by sound strategies, good controls and a strong Project Board
Working with people and with line management

Leading needs people skills
Alternate reporting lines needs close liaison with their bosses
Must balance personalities with roles and across teams
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169
OR Organization: The Technical Team
OR:F:2-3
The responsibilities and characteristics of the role of the: 5. Team
Manager 6. 5.3.2.2, 5.3.2.6, 5.3.2.3, 5.3.2.4, 5.3.2.7, 5.3.2.8
Team manager: Optional role - has expertise to produce the products to specification
Maybe the Project Manager!
Reports/ escalates to the Project Manager at a frequency/ in a manner agreed when
commissioned, probably also reports, in parallel to the Senior Supplier
Holds team Checkpoint meetings and creates A3-Checkpoint Reports
Ensures team follows configuration management procedures
Receives and agrees commission via technical A26-Work Packages (may need team
planning to confirm constraints are achievable)
Responsible for team performance versus agreed constraints and tolerances
Ensures A17-Product Descriptions quality methods are applied and results recorded
Team Member: Produce the products to plan within tolerance

Executes A26-Work Packages
May be part time short engagement and concurrent duties
Work life balance: Projects are delivered by people
Balance of duties and personalities
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170
OR Organization: Project Support
OR:F:2-3
The responsibilities and characteristics of the role of the: 6. Project
Support 5.3.2.2, 5.3.2.6, 5.3.2.3, 5.3.2.4, 5.3.2.7, 5.3.2.8
Project support: Mandatory role done by the PM if not otherwise resourced
Is administrative and may also be expert in quality review, risk, estimating, scheduling
Aids PB, PM and TM with administration such as booking meeting rooms, document control
Maintain project files particularly A23-Quality Register and A12-Issue Register
May provide configuration management capabilities (if not organization wide)

Configuration librarian - store the task results away safely & run change control
May be resourced as a shared resource from a project support office

Should be independent of project assurance
Experts: Provide knowledge in risk assessment and estimating

Centre of Excellence
Mandates & defines standards, procedures, templates and tools May support use
Helps resourcing, fragmented projects, programmes
Outlives projects: home or conduit for post-project deliverables
Project Support and Programme Management Offices (PSO or PMO)
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172
173
OR Organization: Summary of
Roles and Stakeholders
OR:F:2-4
What a stakeholder is
5.3.5
individuals or groups who are not part of the project management team, but who
may need to interact with the project or who may be affected by the projects outcome
Types: Supporters versus blockers, Beneficiaries versus those threatened
Engagement: Identify, Gauge interest and influence, Communicate
At programme level (!)
Engage stakeholders
5.3.5.2 External to the project and internal
5.3.5 Stakeholder analysis identifies stakeholders and their stakes
5.3.5.3 A4-Communications Management Strategy defined how to engage them
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CoPM
174

1.
CoPM define Executives & Project Managers role
descriptions & appoint based on skills & availability:
Exec has duty to deliver a product that will return
the forecast benefits that justify the cost
Organisation: Reference Map

OR:P:2-7 The relationship between the Communication Management Strategy and other
products and themes
5.3.2.2, 5.3.5.3, 8.3.5.5, 10.3.3.4, 13.4.5, 14.4.5, 14.4.6, 14.4.8, 15.4.6, 17.4.4, 18.4.5
OR:P:2-8 The composition of a Communication Management Strategy, the processes) and roles through-out its life-cycle
A.4.2, 5.3.5.3, 13.4.2-5, 14.4.4-6, 15.4.4-6, 17.4.2, 17.4.4, 18.4.4-5, C/Table 5.1
Project
Board
Project
Manager

1.
Board confirm PMT members accept roles
2.
Board obtain/ commit resources to deliver
Initiation Stage
12.4.3 Design and appoint the project
management team
1.
PM perform stakeholder analysis
2.
Consider tailoring of P2 Org theme
to split & combine roles
3.
Define roles & appoint SU & SS
based on project size &
significance, peoples skills & time
& CoPM agreement
4.
Consider Project Assurance,
Team managers, Project Support
5.
Define reporting lines
6.
Consider training needs (e.g.
quality methods)
12.4.5 Select the project approach and

assemble the Project Brief
1.
PM Adds to/ updates PMTs &
roles to match Pj brief & Pj
approach
Team
Manager
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1.
Board obtain/ commit 1.
Board ratify team appointments or changes 1.
Board advise resources providers they are being freed
resources to deliver 2.
2.
Board transfer concern for resourcing benefits review
project
stage

1.
PM assigns risk management roles in A24-Risk
Management Strategy
14.4.2 Prepare the Configuration Management Strategy
1.
PM assigns config mgmt roles in A6-Configuration
Management Strategy
2.
Board consider need for Change Authority
14.4.3 Prepare the Quality Management Strategy
1.
PM Assigns Q mgmt roles in A22-Quality
Management Strategy (consider links to Corp QA)
14.4.4 Prepare the Communication Mgmt Strategy
1.
PM Assigns comms roles in A4-Communications
Management Strategy
1.
PM adds control duties, authority limits to Role
descriptions
2.
Finalise PMTstructure (as far as can)
1.
PM Updates role descr. If needs
2.
Confirm resource needs (estimating skills)
3.
Include control duties in project plan
1.
PM includes all PMT structure & role definitions
Plan Delivery Stage
15.4.4 Review stage

status
1.
PM considers
resource utilisation,
status, availability,
suitability & outlook

Package
1.
PM Assigns A26Work Packages to
Team members/
managers

Work Packages
1.
PM acknowledges
assignment
complete

1.
PM Reviews changes to
the PMT structure and
roles
2.
PM assesses resources to
deliver next stage
1.
PM revises Pj Plan to
reflect changes to the PMT
structure and roles

1.
PM reports on team
performance in A9-End
Stage Report
1.
roles
2.
PM considers resources to
deliver exception plan

1.
Team create A16-Team plan to confirm work
and resource constraints are in balance
Roles: 2.3, t3.1 org, 4.3.3bp5, 4.4, t4.1, , 5*, 6.3.1, p55, t6.3, 7.4, t7.1, 8.3.1/ 2, 8.3.5.1/ 4, t8.3, 9.3.1, 9.4, t9.3, 10.2.3, 10.4, t10.2, 12.1/ 2, 12.4.1x/ 3x/ 5x, 13.3, 13.4.1/ 2, 14.4.1-7, 15.3, 16.1, 17.2,
17.4.1/2/5, 19.2, t19.1, f19.1, 19.2.5/6, 19.4.1.2, p219, f19.3, f19.4, t19.2, 19.5.1.1, 19.6.1.2x, 19.8.1, 19.9.1, t19.3, A intro, a4/ 5.2/ 8.5/ 9.5/ 15.5/ 17.5/ 19.2/ 20.2/ 20.5/ 22.2/ 22.3/ 23.2/ 24.2/ 25.2,
Tb1, Apdx-C!, e1/4/18/45/46/95, g309-pmt/pmts/pd, 310-qrt/ps, 312-rd/ss, 313tm/12.4./s
174
18.4.1 Prepare planned

closure
1.
PM seeks approval to
advises board to
release resources to
CoPM
18.4.2 Prepare premature

closure
1.
advises board to
CoPM

1.
PM reports on team
performance in A8End Project Report
175
Responsibilities in the Organisation Theme
CoPM Appoint the Executive and (possibly) the

Project Manager.
Provide information to the project as
defined in the Communication
Management Strategy.
Executive Appoint the Project Manager (if not
done by corporate or programme
management).
Approve the Communication
Confirm the appointments to the project
management team and the structure of
the project management team.
Project Assurance Advise on selection of project
team members.
Advise on stakeholder engagement.
Ensure that the Communication
Management Strategy is appropriate and
that planned communication activities
actually take place.
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175
Project Manager
Design, review and update
the project management team structure.
Prepare role descriptions.
Prepare the Communication Management
Strategy.
Review and update the Communication
Project Support
Provide administrative support for the
project management team.
Senior Supplier(s)
Provide supplier resources.
Senior User(s)
Define and verify user requirements and
expectations.
Provide user resources
Team Manager
Advise on project team members and
stakeholder engagement.
Manage project team members
176
A4-Communications Management Strategy 1 of 2
OR:P:2-7 The relationship between the Communication Management Strategy and other products and themes
OR:P:2-8 The composition of a Communication Management Strategy, the process(es) and roles through-out its life-cycle
5.3.2.2, 5.3.5.3, 8.3.5.5, 10.3.3.4, 13.4.5, 14.4.5, 14.4.6, 14.4.8, 15.4.6, 17.4.4, 18.4.5
A.4.2, 5.3.5.3, 13.4.2-5, 14.4.4-6, 15.4.4-6, 17.4.2, 17.4.4, 18.4.4-5, C/Table 5.1
OR:F:2-5
The purpose of the Communication Management Strategy

A.4.1, 5.3.5.3
Describes the means and frequency of communication to parties both internal and
external to the project. It facilitates engagement with stakeholders through the
establishment of a controlled and bi-directional flow of information
Created by the Project Manager in [14.4.4 Prepare the Communications Management
Strategy]
Consistent with CoPM standards
Based on a stakeholder analysis

Consulted to [14.4.5 Set up the project controls] and [14.4.6 Create the Project Plan]
Included in the A20-Project Initiation Documentation
Used at project closure
Defines communication of risks, progress (including beyond the project)

Between Project Manager and Directing A Project activities
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177
A4-CMS 2 of 2
OR:P:2-7 The relationship between the Communication Management Strategy and other products and themes
5.3.2.2, 5.3.5.3, 8.3.5.5, 10.3.3.4, 13.4.5, 14.4.5, 14.4.6, 14.4.8, 15.4.6, 17.4.4, 18.4.5
A.4.2, 5.3.5.3, 13.4.2-5, 14.4.4-6, 15.4.4-6, 17.4.2, 17.4.4, 18.4.4-5, C/Table 5.1
Assessed (perhaps by project assurance as a delegated duty) in

[13.4.2 Authorise the project] for who/ what/ when/ how/ how often/
Followed by 13.4.2 (DP2) & 13.4.3 (DP3) to communicate beyond the project
In DP4 to gather relevant data for issue and exception handling and to inform CoPM
In Closing A Project and 13.4.5 (DP5) to advise of project closure
Approved by the Exec
Identifies and facilitates two way communication with stakeholders (including

CoPM)
A11-Highlight Reporting contents (if tailored) timing and
distribution from [15.4.5 Report highlights]
A9-End Stage Report in
[17.4.4 Report Stage End] and
A8-End Project Reporting in
[18.4.5 Recommend project closure]
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OR:P:2-8
A4-CMS: Product Description

The composition of a Communication Management Strategy, the process(es) and roles through-out its life-cycle
A.4.2, 5.3.5.3, 13.4.2-5, 14.4.4-6, 15.4.4-6, 17.4.2, 17.4.4, 18.4.4-5, C/Table 5.1
The A4-Communications Management Strategy* might contain {

Preamble: Who is responsible for maintaining the strategy, Version numbers, Publication dates
References to corporate standards for communications
Note project tailoring with auditable justifications
Any and all of:

Company branding such as colours, logos, formats
Project branding: significant projects (especially in matrix organisations) need their own clear identity
Standards such as image or writing standards, translations, speed of distribution etc
Roles and information needs of everyone involved in project communication

What the project needs as a receiver and the stakeholders/ roles (such as exec) who are suppliers!
What the project supplies (include how the Project Board communicate with CoPM) and to whom
What records are consulted and created and how records are looked after
By reference to the A6-Configuration Management Strategy
All timings, triggers and flow

The communications procedures, methods, media, tools and techniques, and crucially
Repetitions and parallel channels used to ensure key messages are absorbed not just received
The action the recipient is required to take on receipt
Formats for feedback, acknowledgement or follow-up that is required or beneficial
How communications management performance will be measured and reported }
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* Created by the Project Manager in [14.4.4 Prepare the Communications Management Strategy] and updated in [17.4.1 Plan the next stage]
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179
OR Organization: Exam Practice
The WorkBook table of contents details relevant foundation questions
OR:Able to use/ tailor the theme to an exam scenario to maintain products

and make decisions in the 7 processes
OR:P:3-1 Identify an appropriate project management team structure and role
descriptions, including acceptable role consolidations or sharing 5.3.2, C
OR:P:3-2 Identify appropriate information, (using Apdx-A), for inclusion in a
Communication Management Strategy
A.4.2
OR:-
Critique theme's application to an exam scenario
OR:P:4-1 QA and comment on: 1. Project management team structure 2.

Communication Management Strategy and roles involved through their life-cycle
5.3.2, C/Table 5.1 A.4.2
See Section 5
FX02 Qn 2 and leave Fx03 Qn 2, attempt it after having covered everything
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180
SU-04 F:2
The Activities Within Starting Up A

Project (SU)
12.4.1
Executive
&
Licensed
for Appoint
commercial
uses on Default
terms see slide #8 notes License@logicalmodel.net) If YOU PAID for these materials report usage & share in fees levied
A7
Daily Log P:PM
A14 Lessons Log

description P:CoPM,
PM role description
P:E, A:CoPM }
Appointed Exec
P:CoPM
Appointed PM
P:E A:CoPM

3. Arrange training
13.4 DP
14.4
IP
Appointed PMT
P:E A:CoPM

(Project Initiation Documentation)
and the first thing we need are:
a decision maker and
someone to do the day to day management
15.
CS
A7 Daily Log P:PM

A19 Project Brief {
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PMT = Project Management Team, PMTs = PMT structure, P: = Produces, R: = Reviews,

A: = Approves ( ) = in another process { } = containing
update
180
Initiation Stage
12.4 Project Manager

& availability
DoubleHeaded
Create
17.4
SB
181
Revision Notes
What Im sure of:
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181
.
.
.
.
.
.
.
.
.
.
.
.
.
.
183
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing A Project
Controlling A Stage
Closing A Project
Chapter 14
Syllabus Themes:
QU Quality
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184
QU - Quality Purpose and Approach
QU:F:2-1
The purpose of the Quality theme
6.1
define and implement the means by which the project will create and verify products
that are fit for purpose
Product focussed Product Based Planning create the Product Breakdown Structure (PBS)
Start with the A21-Project Product Description set of A17-Product Descriptions
Product descriptions specify acceptance criteria and acceptance method & skills
Quality controlled in-process by inspection and review
Properly applied quality control eliminates faults
Quality drives cost and timescale

Quality is Free (Prevention is cheaper than correction)
Defined as totality of featuresneeded and actions to insureachieved
QU:P:2-7
The PRINCE2 approach to quality and the quality audit trail
QP ensures products identified to the level required for control

Project planning defines scope and schedule quality activities
Work assigned via A26-Work Packages that contain A17-Product Descriptions
Review activity confirms results achieved and creates audit trail
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184
6.3
185
QU Quality Assurance and Project Assurance
QU:F:2-2 Contrast quality assurance and Project Assurance
Quality assurance
6.2.6 Tab 6.1
A corporate or programme function

Check (audit) that quality control is used and useful
Provides assurance to the organisation that the project is following policies
Project assurance
A Project Board accountability
Ensures right people produce right products the right way at the right time
Independent of those doing the real (technical and management) work
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186
QU - Quality (QU) Foundation
QU:F:2-4
Contrast QP, QC and QA
6.3.1, 6.3.2, 6.2.6
Quality management comprised three parts

QP & QC within the project management teams duties
QP: selecting standards when products and tasks are identified

Merges Quality Management System (QMS) of all parties
Confirm expectations and establish the quality approach
(Major) products acceptance criteria defined
A17-Product Descriptions by cross-reference
Product and process standards and
A26-Work Packages include or cross-reference process standards and process AC
QC following standards in Quality Management System (QMS)

Skill during execution of a A26-Work Package and A17-Product Descriptions
Built it right, Defect prevention & detection, Conformance To Specification (C2S)
QA is the independent inspection of QC audit trails to ensure QC is used and useful

Compliant with standards and policy
Project management teams responsibility to arrange QA
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187
Quality Control: Done Right
15.4.5 Report Achievement versus

expectation (Data to re-evaluate the
Return on Investment)
Corporate
Management
A11 Highlight Report
15.4.4 Day-to-day(Re-)Consider balance of Risk,

Cost, Resource, Reward, Re-plan, and
commission next activity Escalate issues
15.4.1 & 16.4.1 Authorize/
Receive A 26 Work
Package.
Planning used PBS & A17
PdDesctn A26 =
{Constraints, A17, Quality
control tests}
Update A5 CIR to WIP
Step 9 Execute Detailed Technical Tasks & Report Status

A3 Checkpoint Report
16.4.2 Execute A26WkPk

Next task in Activity: Perform
task and associated Product/
Process quality control
Rework
Cost of NQ
Record costs
Step &
Result
OK?
No
No
Baseline Product
In A5 Config Item R
(& handover?)
A3 Checkpoint Report
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Yes
EV=100%
All tasks
Complete
?
Apply skills to follow

standards & meet
acceptance criteria
Record
Value
Verification versus WBS for C2S

PBS for FFP, RE for VfM
Good/ Missing/ Wrong/ Extra
Yes
Assessment of Achievement (Value Earned)
Quality Control
A23-Quality
Set A5-Configuration Item Record status to WIP Work in progress. Later settings will be Ready for Review and
Successfully reviewed and possibly Requires/ Being reworked, Ready for re-review
187
188
QU CQE vs. AC
QU:F:2-5
Contrast CQE and Acceptance Criteria (AC)
6.3.1.1, 6.3.1.2
6.3 Customer arrive with quality expectations (CQE-6.3.1.1), Early, broad, vague,
contradictory, unachievable: pre-politics of whos opinion counts
statement of quality expected from the project product, captured in the Project Product
Description
Senior User(s) duty to resolve differences, trade-off capabilities and to prioritise
SU and IP translate CQE to agreed prioritised Acceptance Criteria* (AC-6.3.1.2)
PBS products described in A21 and A17-Product Description via AC
[16.4.2 Execute a Work Package] applies QC and quality reviews (QR Pg.55)
Updates the A23-Quality Register to show results of quality control activity
Acceptance Criteria (AC) prioritized list of criteria that the project product must meet
before the customer will accept it, i.e. measurable definitions of the attributes required
or the set of products to be acceptable to key stakeholders
AC matched to QMS method statements and product standards

Post politics of whos wants are to be satisfied - MoSCoW
Senior Supplier(s) obligation to secure payment (or other reward)
Demonstrated by application of the Acceptance Method and Skills
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189
QU Quality Review Objectives and Roles
QU:F:2-3
The objectives of the quality review technique
6.3.2.1
To assess conformance with acceptance criteria of documents and similar items

Involve key parties, aid team building, confirm ready for approval, baseline for change control
QU:F:1-1
Recall the recommended quality review team roles 6.3.2.1
Chair: Leads the review (and may, minimally be the reviewer)

Responsible for the reviews conduct, may be Project Manager or team manager
Presenter: May be the products producer

Presents the product, coordinates post review product changes if required
Reviewers: Raises suggestions and questions and confirms (eventually) satisfaction

Administrator: Administrative support and records actions and result
Limiting case for review is 2 people
One as chair and reviewer
One as presenter and administrator
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190
QU Quality Review Steps
QU:F:2-3
6.3.2.1
Preparation
Chair Arrange venue, check product and reviewers ready, consolidate comments received
Presenter distribute product and A17-Product Description
Reviewers assess product, send comments to chair and presenter
Spelling/ grammar errors may be noted on the product
Meeting follows an agenda

Introductions, Product summary { who uses product to do what } (presenter)
Global/ Major points (Chair & reviewers)
Walk-through at appropriate level of detail vs.. comments and responses (presenter & reviewers &
administrator logs actions)
Summarise actions (admin)
Define result {product is fit, remedial actions without further review, remedial actions and re-review} (chair)
Follow-up
Presenter takes or coordinates actions

Reviewers signoff (or escalate to chair), Chair signs-off product on completion
Admin store quality records and advise management of reviews result
Presenter requests product approval from authority defined in the A17-Product Description
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191
Quality Records & Strategy
QU:F:2-6
The purpose of a: 1. Project Product Description 2. Product
Description 3. Quality Register 4. Quality Management Strategy A.21.1 A.17.1
A.23.1 A.22.1
defines the quality techniques, standards, roles and responsibilities to be used to
achieve required quality levels, during the project
How Project assurance and Quality assurance liaise
Defines formality Eg Independent audit
Prepared in [14.4.3 Prepare the Quality Management Strategy]
Evolves from A19-Project Briefs Project Approach

Approved (baselined and placed under change control) at [13.4.2 Authorise the project]
Component of the A20-Project Initiation Document
Mature organisations will have a normal project A22-Quality Management Strategy
Merger of customer and suppliers Quality Management System (QMS)s
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192

Product Description
QU:P:2-8
The composition of a Project Product Description, Product Description, Quality Register, Quality Management
Strategy and the process(es) and roles in their life-cycle
A.21.2, A.17.2, A.22.2, A.23.2, 6.3.1.4, 6.3.1.5, 12.4.4-5, 13..4.1, 13.4.2,
13.4.3, 14.4.3-6, 14.4.6, 15.4.1, 15.4.1-5, 16.4.1-3, 17.4.1, 17.4.2, 17.4.4-5, 18.4.1, 18.4.45, C/Table 6.3
The A22-Quality Management Strategy might contain {

Document admin: Ownership, Version control information etc
Who to advise of changes to the A22-Quality Management Strategy
Scope and objective of the strategy

How this project will carry out quality planning, quality control and quality assurance, who by, and when
Typically reference to organisational quality standards with audit trail of changes
Tools and techniques to be used: EG Sampling or exhaustive testing, rigs, jigs and test beds
Procedures to be followed, triggers and timings and the records to be kept
A23-Quality Register, Approval and Acceptance records, A3-Checkpoint Report, A11-Highlight Report,
A8-End Project Report and A9-End Stage Report
Duties, authorities, timings (roles and responsibilities) for management of quality activities
Triggers for quality activity and the time to complete them so decisions are timely
Procedures for or reference to relevant Quality Management Systems of either the customer(s) or
supplier(s) as derived from the CQE of the parties involved
Arrangements for independent audit and escalation to the Project Board }
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Quality Records & Strategy
QU:F:2-6
The purpose of a: 1. Project Product Description 2. Product Description
3. Quality Register 4. Quality Management Strategy
A.21.1 A.17.1 A.23.1 A.22.1
Index to record of all planned or executed quality reviews and tests that facilitates reporting and
access to primary records
Summarises the quality reviews conclusions
Placeholders added when creating the A16-Stage Plan and A16-Team Plan
Entries for specialist product tests completed during [16.4.2 Execute a Work Package]
Source of quality metrics for process improvement via lessons learned principle
Actual test results may also be within the A23-Quality Register entries
6.3.2.2 Quality Review confirms CIs conform to specification

Approval records
Confirm Fitness For Purpose in the eyes of the approval authority at end of [16.4.3 Deliver a Work
Package]
Often using a Quality Review: Walkthrough or Inspection
Approval closes budgets and freezes in configuration management
Products and results (CIs) are tested as defined in their A17-Product Description
Acceptance Records are contractual confirmations that all Approvals are in place or covered by
concessions and or follow-on-actions
[18.4.1 Prepare planned closure] confirms approvals [18.4.3 Hand over Products] confirms acceptance
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A23-Quality Register Product Description
QU:P:2-8
The composition of a Project Product Description, Product Description, Quality Register, Quality Management Strategy and the process(es) and roles in their life-cycle
A.17.2, A.22.2, A.23.2, 6.3.1.4, 6.3.1.5, 12.4.4-5, 13..4.1, 13.4.2, 13.4.3, 14.4.3-6, 14.4.6, 15.4.1, 15.4.1-5, 16.4.1-3, 17.4.1, 17.4.2, 17.4.4-5, 18.4.1, 18.4.45, C/Table 6.3
A.21.2,
Each A23-Quality Register record could be made-up of {

Identifier: EG A26-Work Package ID and time-stamp of test run-time
Linking records
A reference/ pointer to the test/ quality review's actual results
Reference to previous and future executions of this test or other tests CIs must clear before declared
mature
A26-Work Packages for corrective actions
A5-Configuration Item Record IDs for the CIs under review (specialist and management)
May include names and descriptions for convenience (even if thus no longer in 3rd normal form)
Reference to the A26-Work Package(s) in the team or A16-Stage plan that define the review
Methods that define how the CIs are to be tested
EG: stressed to failure, model-office, field test, read-through, (link to the A17-Product Description)
Who will be/ was involved in what capacity
IE Chair, Admin Support, CI's presenter/ producer, the reviewers or those assigned to other test methods EG Auditor and auditees
Schedule dates for baseline, currently intended and actual test dates
Dates of sign-off or other approvals and acceptance steps, perhaps with locations or other details
Summary of results
Pass or Fail - IE Rework and retest needed (linked corrective action A26-Work Package and A23-Quality
Register entry)
Provisional Pass as fail but re-test not required after corrective actions }
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QU:F:2-6
The purpose of a: 1. Project Product Description 2. Product Description 3.
Quality Register 4. Quality Management Strategy
A.21.1 A.17.1 A.23.1 A.22.1
A21-Project Product Description

A special Product Description that defines what the project must deliver in order to gain
acceptance. Used to gain agreement from the user on the projects scope and requirements,
explore customers quality expectations, define the acceptance criteria, method and
responsibilities for the project.
Input to product based planning and start of configuration management
Created in [12.4.4 Prepare the outline Business Case]
Customer's expectations of the result required and decomposition to component configuration items
Project acceptance criteria, quality targets, tolerances and acceptance demonstration methods
Included in the A19-Project Brief for approval (baselined) at [13.4.1 Authorise initiation]
Guide selection of project approach
Refined in the Initiation Stage and superseded by the A16- Project Plan & A17-Product Descriptions
Project closure references the A21-Project Product Description
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The A21-Project Product Description
QU:P:2-8
A.17.2, A.22.2, A.23.2, 6.3.1.4, 6.3.1.5, 12.4.4-5, 13..4.1, 13.4.2, 13.4.3, 14.4.3-6, 14.4.6, 15.4.1, 15.4.1-5, 16.4.1-3, 17.4.1, 17.4.2, 17.4.4-5, 18.4.1, 18.4.45, C/Table 6.3
A.21.2,
The description of the projects final result* {

Who will use the project's outputs in what context
Aids plannings trade-offs between faster better cheaper
Major products to be delivered by the project

Cost or schedule targets
Customer [stakeholder] quality expectations (CQE) for development processes and project
management and control [what is expected (sic)]
Acceptance criteria [prioritised list ofmust meetmeasurableattributes to be
acceptable" (sic)]
Project-level quality targets and tolerances

Competencies required to develop and verify each of the major products
Methods, Competencies and Responsibilities to Accept and Handover the project's products
Context for the project's products functions, size, quality, complexity, robustness etc
Product source [or cross-reference the Project Approach in the A19-Project Brief] }
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* The use of Dimension4s Recognition Events and Value Flashpoints is recommended here
more detail on http://www.logicalmodel.net/outcomedelivery
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QU:F:2-6
The purpose of a: 1. Project Product Description 2. Product Description 3.
Quality Register 4. Quality Management Strategy
A.21.1 A.17.1 A.23.1 A.22.1
A17-Product Description
Use is mandatory:
States how quality is proved, what the target and the tolerances are
Removes causes of acceptance dispute
Gives products context (the general) and details (the specific)

Crucial for estimating of costs, timescales, benefits and management of change
Identifies relevant standards, activities, people and skills to produce, review and approve products
Specifies purpose, appearance, users, quality* level required etc) of a product
May identify sources of information or supply
May be from a library held by the PSO/ PPMO/ Centre of Excellence

Shared by all products of the same type
Specifies acceptance criteria, and acceptance methods

Cross reference the Quality Management System (QMS)
References or sets-out the development (acquisition process)

Identify peer review and handover review points and criteria
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* The Guide to the PMBoK would say grade. Our PMP exam preparation course is explained on our
website at http://www.logicalmodel.net/pmpexams and a revision aid is in the shop
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A17-Product Description Product Description
QU:P:2-8
A.17.2, A.22.2, A.23.2, 6.3.1.4, 6.3.1.5, 12.4.4-5, 13..4.1, 13.4.2, 13.4.3, 14.4.3-6, 14.4.6, 15.4.1, 15.4.1-5, 16.4.1-3, 17.4.1, 17.4.2, 17.4.4-5, 18.4.1, 18.4.45, C/Table 6.3
A.21.2,
What the project creates, acquires or amends might be described by {

A product ID: either a code, a name or both (based on a A5-Configuration Item Records ID?)
Purpose and context of the product's usage
Aids designing quality attributes such as reliability, maintainability, speed, training needs etc
Presentational format (if relevant)
Composition IE CIs integrated in this CI (the Product Breakdown Structure (PBS) below this CI)
Products source
[ Beyond PRINCE2: For each of the remaining items in the product description consider:
The CIs development lifecycle with reference to product standards and method statement in customer and
suppliers Quality Management System (QMS)
All factors that populate the estimates to include in the A26-Work Packages in the products life-span
The effort, materials, infrastructure, resources required per method statement/ standard operating
procedure step and the skills required to perform them
The earned value type to be used to claim progress versus baseline and each maturity test that
demonstrates value earned ]
Skill base, resources and tools to create and verify each development step:
Quality Criteria
Quality Tolerances applied to quality criteria target values
Quality Testing Method or test type used to confirm test results are within tolerance
Quality Responsibilities }
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The factors beyond PRINCE2s definition are assumed by the official manual to already be in your competencies
if you need help with embedding p2 on assumed but missing foundations then please contact us for support
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Responsibilities In The Quality Theme
CoPM
Project Support
Provide details of the corporate or programme quality
Assist Team Managers and members with the application of
management system.
the projects quality processes.
Provide quality assurance.
Maintain the Quality Register and the quality records.
Executive
Provide administrative support for quality controls.
Approve the Project Product Description.
Senior Supplier(s)
Approve the Quality Management Strategy.
Approve Product Descriptions for key specialist products.
Confirm acceptance of the project product.
Approve the Project Product Description (if appropriate).
Project Assurance
Advise the Project Manager on suitable quality
Approve the quality methods, techniques and tools adopted in
reviewers/approvers.
product development.
Advise the Project Manager on the Quality Management
Provide resources to undertake supplier quality activities.
Strategy.
Senior User(s)
Assist the Project Board and Project Manager by reviewing
Approve Product Descriptions for key user products.
the Product Descriptions.
Approve the Project Product Description.
Assure Project Board members on the implementation of the
Quality Management Strategy, i.e. the proper conduct of the
Provide acceptance of the project product.
project management and quality procedures.
Provide resources to undertake user quality activities and
Project Manager
product approval.
Document customers quality expectations and acceptance
criteria.
Provide the customers quality expectations and acceptance
criteria.
Ensure that Team Managers implement the quality control
measures agreed in Product Descriptions and Work
Team Manager
Packages.
Advise the Project Manager of product quality status.
Prepare and maintain the Product Descriptions.
Assemble quality records.
Prepare the Project Product Description (with users).
Manage quality controls for the products concerned.
Prepare the Quality Management Strategy.
Produce products consistent with Product Descriptions.
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CQE (6.3.1.1), AC (6.3.1.2), A22-Quality MS (6.3.1.4),

Product Descriptions (6.3.1.5), A23-Quality Register (6.3.1.6)
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CoPM
Project mandate, prepared by CoPM states CQE

QU:P:2-8
A.21.2, A.17.2, A.22.2, A.23.2, 6.3.1.4, 6.3.1.5, 12.4.4-5, 13..4.1, 13.4.2, 13.4.3, 14.4.3-6, 14.4.6, 15.4.1, 15.4.1-5, 16.4.1-3, 17.4.1, 17.4.2, 17.4.4-5, 18.4.1, 18.4.45, C/Table 6.3
Project
Board

1.
Board review A21 and confirm CQE & AC 1.
Board approve A17-Product
Board confirm A22-QMS will achieve CQE (benefits) & baseline 1.
2.
A19, A21, CQE & AC placed under
Descriptions in stage plans scope
2.
Board approve A17-Product Descriptions in A16-project plans
change control
scope
12.4.3 Design and appoint 14.4.3 Prepare the Quality Management

Strategy (A22-QMS)
the project
PM confirms CQE & AC clear
management team 1.
1.
PM Consider
enough in A21-PjPdD, Creates A22training needs (e.g.
quality methods) 2.
PS create A23-Quality Register
3.
PM seeks board OK now or 13.4.2
12.4.4 Prepare the outline
14.4.4
Prepare the Communication
Business Case
Management Strategy (A4-CMS)
1.
SU provides/ PM
1.
PM includes A22-QMS needs in A4captures CQE &
Communications Management
AC, Criteria/
Strategy
Tolerance/ Quality
Methods/ Test
1.
PM inc. A22-QMS needs in controls
Skills or
responsibility in
14.4.6 Create the Project Plan (A16)
A21-Project
1.
PM/ SU Update CQE/ AC if change
Product Description
or refinement required since 12.4.4
2.
PM (team) create A16-Pj Plan based
on A21-PjPdD/ AC/ CQE/ A22-QMS
3.
PM creates A17 for products in Pj
approach and
scope
assemble the
14.4.8
Assemble the Project Initiation
Project Brief
Documentation (A21)
1.
PM includes CQE &
1.
PM Assembles A21-PID including
AC (in A21)
A22-QMS
2.
Assemble A21 into
Plan
Delivery
Stage
A19-Project Brief
1.
TM/ PM/ PS ensure best
Team
quality reviews in A23-QR
Manager
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AC-Acceptance Criteria
References of type A99 expanded in index under A
*Table 16.2 says (P)-PS but 15.2 omits the required P-PS
200

1.
PM consults A23-QR for input to update A13-Issue
Report and A10-Exception Report Apdx-A Dervtn)
1.
PM consults A23-QR for input to A13-Issue Report
1.
PM confirms quality work in period from A23-QR in
A11-Highlight Reports
1.
PM seeks Q-Issues shown by A23-QR entries
2.
PM confirms products accepted by those named in
their A17-PD Responsibilities
3.
PM detects stage end as A23-QR entries all complete
15.4.1
1.
2.
3.
Authorize a Work Package

PM consults A22-QMS to create A26-Work Package
PM includes A17-Product Descriptions in A26-WkPkg
PS/ TM may update A23-QR quality reviews planned

1.
PM assesses status of Q-reviews by consulting A23QR
1.
PM confirms A26-WkPk complete by consulting A23QR and Quality Responsibilities of each included
products A17-PD

1.
PM reviews A20-PID and changes to
CQE/ AC
2.
PM/ TM/ SU Refine AC for each A17Product Description per CI in the
stages PBS
3.
PM (team) creates stage plan based on
A22-QMS, A2-PjPdD
4.
PS add quality reviews to A23-Quality
Register
13.4.5 Authorise project closure

1.
Board Confirm all user &
Ops+Maint acceptances

1.
PM asks if all products in A18-PSA
match AC in A17-PD or covered by a
concession
2.
PM Confirm AC met and A21-Project
Product Description delivered
1.
PM Assesses via A18-PSA products
with Approval Records/ Concessions

1.
PM checks for change to A21-PjPdD

1.
Approved by those named in A17-PD
PM checks Acceptance records or
1.
PM confirms all done ok by checking 2.
Concessions from all parties e.g.
A23-QR & Approval Records
Ops+Maint
2.
PM reports in A9-End Stage Report on
PM may list FOAR for concessions
quality in period from A23-QR details of 3.
Quality records & Approval Records or
Off-Spec & Concession
1.
PM asks are CQE & AC changed
2.
PM creates Exptn-Plan based on A22QMS for any new A17-PD in PBS
3.
PS amend quality reviews in A23Quality Register for new products
and/or tests
1.
2.
3.
4.
PM Reviews usefulness of A22-QMS

PM Closes A23-Quality Register
Include statistical insight from quality
records in A15-Lesson Report
PM includes in A8-EPjR details of
Quality, Approval & Acceptance
Records or Off-Spec & Concession

1.
TM develops products following quality method for in-process development to criteria in A17-PD & record quality records 1.
TM checks approval
2.
TM/ SU conduct quality reviews/ appraisal & assemble quality records to show products meet specification (if a quality
records in A26-WkPkg
review action will exceed tolerances then raise an Issue)
scope
3.
TM/ PS update A23-QR* with results: Failures are re-planned
4.
TM obtains & issues Approval Records from authority named in A17-PD
5.
TM confirms quality work in period in A3-Checkpoint Report
201
QU:P Tailoring
Foundation questions are included in the WorkBook

See the table of contents
Practitioner needs are as normal but a little more extensive!

QU:Able to use/ tailor the theme to an exam scenario to maintain products and
QU:P:3-1 Identify information for inclusion in the products listed in QU:P:2-8
QU:P:3-2,3 Identify actions and responsibilities to apply QC/ QR to product 6.3.2.1
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202
QU:P Critique Exam Questions
QU:Able to use/ tailor the theme to an exam scenario to maintain products

QU:-
QU:P:4-1 QA and comment on theme's products and roles involved through-out their
life-cycle in QU:P:2-8
QU:P:4-2 Use of the quality review technique for a given product
6.3.2.1
QU:P:4-3 Critique QP activities and roles involved in managing CQE & AC in the Project
Product Description Formulating a Quality Management Strategy and setting up a
Quality Register
6.3.1, 6.3.1.1, 6.3.1.2, 6.3.1.3, 6.3.1.4, 6.3.1.6
QU:P:4-4 Analyse and comment on QC activities and roles involved. Including:

Carrying out the quality methods Maintaining quality and approval records Gaining
acceptance
6.3.2, 6.3.2.1, 6.3.2.2, 6.3.2.3, 6.3.2.4
Relevant questions are provided in FX02 Qn 3 and FX03 Qn 3

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203
Revision Notes
What Im sure of:
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.
.
.
.
.
.
.
.
.
.
.
.
.
.
205
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing A Project
Controlling A Stage
Closing A Project
Chapter 15 Part 1
Syllabus Themes:
PL Plans
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206
PL - Plans (PL) Foundation
PL:F:2-1
The purpose of the Plans theme
7.1
facilitate communication and control by defining the means of delivering the products
(the where and how, by whom, and estimating the when and how much)
Backbone of the MIS and the yardstick for measurement
Planning creates common understanding of options and intent of future actions

Aimed at a result (A21-Project Product Description and Product based planning)
Social planning creates buy-in and coordination of who does what when
Identifies constraints and consideration of required trade-offs
[ PRINCE2 light how to plan! PRINCE2 is about the Control Environment

Lots of appropriate material available for free from our web-site ]
Everything gets a mention but without explanation so not examined
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When you want to use a product based start to planning for real (it is the BEST way to start), when you need to understand how to translate
product scope to activity scope, to estimate and schedule activities, use Microsoft Project and Earned Value (etc) then download the free
materials from our web-site or ask us for assistance
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Steps in Planning
Mandate (Results) + CQEAC

& Strategic Risk etc
Product Based
Planning
Outputs (A21 PBP PBS Component CIs)

Quality Planning & AC & A17s, Benefits & Risks
Schedule
Estimating
PBS = Atomic Products/ CIs

(PBS, A17-PdDn + A5-CIR)
Activities, Depenencies
& Critical Path (PFD & PDM)
Schedule Baseline
Estimate Resources &

Durations & Costs
Scope & Responsibility

Baseline
Response to
Tactical Risk
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Cost Baseline
Cost &
Resource Estimating
Baselined
Cost/ Time/ Scope = BCWS
CQE Customer Quality Expectations, AC Acceptance Criteria, PFD Product Flow Diagram, PDM Precedence Diagram Method, BCWS Budgeted Cost of Work Scheduled, CI Configuration item
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208
Rolling Wave Planning

Before/ After Stage Boundary
Planning balances detail with distance into the future

Detail Planning
Stage Plan
Time Now
Outline Planning
Project Plan
Far Term
Project Plan
Planning
Packages
Work
Actuals
packages
Near Term Activities
Current Stage Plan
Named resources
Detailed tasks
Final/Definitive Estimates
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208
Generic resources
Activities
Indicative Estimates
Generic resources
Phases
ROM Estimates
209
PL:F:1-1
PL:F:2-2
Levels of plan recommended by PRINCE2

Purpose and relationship between Plans
7.2.3
7.2.3-7
Three levels of plan over 2 time-frames created by normal or exceptional trigger

Matched to differing needs of the management levels
A16-Project Plan
Mandatory - Full scope of the project, perhaps with less detail
Created in [14.4.6 Create the Project Plan] 1st approved in [13.4.2 Authorise the project]
Major products, activities, targets and controls such as stage boundaries

Provides cost and timescales to A2-Business Case
Aligned to CoPM plans and approved by CoPM
A16-Stage Plan
Required, Detailed, Short duration May be sum of Team Plans Updates A16-Project Plan
Day-to-day control by the Project Manager
Created in [12.4.6 Plan the Initiation Stage], & [17.4.1 Plan the next stage]
Board approves at [13.4.3 Authorise a Stage or Exception Plan] (or we close the project!)
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210
PL:F:1-1
PL:F:2-2

Purpose and relationship between Plans
7.2.3
7.2.3-7
Exception Plan Triggered by tolerance issue

Replaces any other plan, Same format, Created in [17.4.5 Produce an Exception Plan]
Duration from approval to the end of the replaced plan
Exceptions can invalidate plans at all three levels
Team Plan (May follow A16)
Optional, Format unspecified, Approved by the Project Manager

May be an extract of the A16-Stage Plan or Stage plan may be aggregate of team plans
Covers one or more A26-Work Package
Created in [16.4.1 Accept a Work Package] or in parallel with [17.4.1 Plan the next stage]
A Team plan in exception is subject to [15.4.8 Take corrective action]
A1-Benefits Review Plan Starts at [14.4.7 Refine the Business Case]

Applies from start to finish of benefits delivery
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211
Rolling Wave Planning

Before/ After Stage Boundary
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211
212
212
Plans & Exceptions
Project plan
Programme Plan
Board/ product focus

Mandatory
Stage plan
Day-to-day task focus
Required (may be within
Project plan
Project Plan
(inc Stage Plan)
Exception Plan if required
Initiation
Stage
Plan
Replaces any level

Runs to end of the plan it replaces
Initiation
Stage
Plan
Team
Plan
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Project
Team plan
Optional
Project Plan
1st
Specialist
Stage
Plan
Team
Plan
Team
Plan
0 or More
Specialist
Stages
Plan
Team
Plan
Last
Specialist
Stages
Plan
Team
Plan
Team
Plan
Initiation
Stage
Plan
Team
Plan
1st
Specia
Stage
Plan
Team
Plan
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A16-Plan (Project) (Stage) (Team)

Product Description
PL:P:2-4 The composition of a Plan, the processes and roles in their life-cycle
A.16.2, 7.2.3, 7.3.37.3.8, 12.4.6, 13.4.113.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.13, 17.4.4, 18.4.1, C/ Table 7.1
Plans exist at Project, Stage and Team level: a plan might contain {
Narrative description of project, stage or team objectives (or exception via A10-Exception Report)
Assumptions and Risks
References to A14-Lesson Log and A15-Lesson Report that explain approach or assumptions
Details of all prerequisite factors whose presence aids success
All technical and management products in plans scope by ref. to A17-Product Descriptions
For each:- { (via cross reference to A17-Product Descriptions )
Product Breakdown Structure (PBS) elements that model the products composition and life-cycle
The tasks required to acquire or create results that deliver the Senior User(s)s requirements
Quality tasks to verify, monitor, report and control product acquisition or creation
Management tasks for planning, progress assessment, reporting, risk and quality management
Task resources requirements (materials, personnel, equipment and facilities)
At base-lining: an estimate of resources expected to be required
During tracking: resources consumed so far and those still expected to be required
Earned value type and tests to prove product maturity at each life-cycle step
Allocations of resources (human, material, plant and machinery) to tasks

Tasks dates: Baseline early and late and actuals
Budgets for known work, for change and contingencies for risk }
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215
12.4.6 14.4.6 17.4.1
17.4.2 17.4.5
16.4.1
Planning: Fig 7.2 & Fig 7.3 1/2
A.16.2, 7.2.3, 7.3.37.3.8,
12.4.6, 13.4.113.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.13, 17.4.4, 18.4.1, C/ Table 7.1
SU
12.4
IP
14.4
7.3.2 Designing a Plan
1.
Select presentation
formats and layouts EG for
approval, day-to-day use) to
ensure clarity by recipients
2.
Identify recipients
3.
Define plan levels, planning
tools, monitoring and
estimating methods suited to
each facet of the project
4.
Agree how to include change
and contingency allowances
in plan
5.
Follow local and supplier
planning standards & any
customer stipulations
(A20 PID {A6 CMS}

7.3.3 Defining and Analysing Products
(Normal starting point, Home of PBP)
1.
SU writes the A21={Needs, Constraints, Assptns}
2.
Social workshop decomposes A21 in PBS
Note external products and associated risks
3.
Experts write A17-Product Descriptions to state AC
4.
Create the PFD
CS
Product Checklist 15.4
215
Activity estimates - durations & resources Inc.

Assumptions, margin for error & Confidence)
7.3.5 Prepare estimates

1.
Identify resource types and effort/
materials needed by activity by type, Iterate to
refine initial values of staff, money, equipment,
skills cost & time. Note assumptions, overheads
Plan
Product Breakdown Structure (PBS)

inefficiencies and optimism
Design
Product Flow Diagram (PFD)

2.
Tune estimates to plan level & project needs
A.17 Product Descriptions
(e.g. Project: Top-Down over stages. Team or
A.5 Configuration Item Records
Stage Level: Bottom-up of PBS/ WBS & PFD.
History/ Analogous, Parametric, Delphi, 3Pt
A25-Risk Register
7.3.4 Identifying Activities and Dependencies (iterates with 7.3.2+6)
Project Approach
1.
List activities from PFD (Activity On Arrow network) or add
Life-cycle tasks to PBS and create a WBS
A19-Project Brief or A20 PID
Include all management, risk and quality activities
CoP Planning Standards

2.
Show internal & external dependencies,
See CLICK
HERE
+44
84
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Create a Precedence Diagram*
(Supplier Standards)
An iterative, step-wise
refinement process
MP 16.4
List of Activities
All planning information so far

(Previous experience)
Estimating training
Dependencies
* Pg.70 of the manual is flat-wrong. AON never was an Arrow Diagram. ADM is for AOA networks. Guide to the PMBoK
dropped mention of them in the 4th & 5th Ed., its 6.2.2.2 Pg. 133 in the 3rd Ed. Of G-2-PMBoK
216
12.4.6 14.4.6 17.4.1
17.4.2 17.4.5
16.4.1
Planning: Fig 7.2 & Fig 7.3 1/2
A.16.2, 7.2.3, 7.3.37.3.8,
12.4.6, 13.4.113.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.13, 17.4.4, 18.4.1, C/ Table 7.1
SU
12.4
IP
14.4
1.
Select presentation
2.
Identify recipients
3.
4.
in plan
5.
(A20 PID {A6 CMS}

1.
SU writes the A21={Needs, Constraints, Assptns}
2.
Social workshop decomposes A21 in PBS
3.
4.
Create the PFD
CS
216
All currently available planning Information

Resource Availability

1.
Plan

Design

2.
A25-Risk Register
Project Approach
1.

2.
See CLICK
HERE
+44
84
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57
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refinement process
MP 16.4
7
1
2
3
List of Activities

Estimating training
Dependencies
6
7
* Pg.70 of the manual is flat-wrong. AON never was an Arrow Diagram. ADM is for AOA networks. Guide to the PMBoK8
dropped mention of them in the 4th & 5th Ed., its 6.2.2.2 Pg. 133 in the 3rd Ed. Of G-2-PMBoK
Planning: Fig 7.2, Fig 7.3 2/2
217
A.16.2, 7.2.3,
7.3.37.3.8, 12.4.6, 13.4.113.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.13, 17.4.4, 18.4.1, C/ Table 7.1
DP3 DP2 DP4 DP1 15.4.1
CS
cklist 15.4

1.
2.
6)
List of Activities

Estimating training
See CLICK HERE +44 84 52 57 57 07
Dependencies
M is for AOA networks. Guide to the

133 in the 3rd Ed. Of G-2-PMBoK
217
SB
17.4
MP 16.4
7.3.7 Analyse the risks
(in parallel with 7.3.2-7)
1.
Assess risks and address by reperforming activities 7.3.2 to 6
2.
Ensure risk countermeasures
match Project Boards risk appetite
A25-Risk
Register
Assessed Plan
(draft) Schedule
7.3.6 Scheduling (iterate with all 7.3 activities)
1.
Critical Path Analysis of the precedence network
using estimated durations (D) to establish initial schedule
2.
Assess resources, availability (A) & experience (productivity (P))
3.
Assign resources to tasks and determine
loading profile, re-estimate and re-assess durations
based on assigned resources (D = effort (E) / (PxA))
Ensure tasks have a committed point of accountability
4.
Level and smooth resource profile - in ascending order of float
(Critical path 1st). Consider Critical Chain,Re-assess D=E/(PxA)
5.
Agree control points with the Project Board and add product
approval and end-stage activities, resources and duration
6.
Define milestones [ Set dates for those properly defined!]
7.
Calculate resource totals and demand profiles, risk and
change budgets, tolerances, cash flows and Planned Value
8.
Translate to presentational form: EG Gantt, or Checklist
Product Completed Plan

Checklist
for Approval
7.3.8 Document the plan

1.
Using plan design: consolidate
schedule, costs, risks &
countermeasures, controls &
tolerances, constraints,
assumptions, external
dependencies
Add explanatory narrative to
describe what is covered, the
approach to planning, execution
and quality, monitoring and
reporting (Checkpoint, Highlight,
End Stage, End Project) &
controls
Format appropriately
for daily use or
Project Board presentation
2.
[ Quality check the plan for
complete and reasonable
3.
Finalise the Product Checklist ]
Plan Design
218
Revision Notes
What Im sure of:
See CLICK HERE +44 84 52 57 57 07
218
.
.
.
.
.
.
.
.
.
.
.
.
.
.
220
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing A Project
Controlling A Stage
Closing A Project
Chapter 15 Part 2
Syllabus Themes:
PL Plans
Product Based Planning &
Activity Planning Techniques
See CLICK HERE +44 84 52 57 57 07
220
221
221
The Steps of Product-Based Planning 1/4
PL:F:1-2
Four tasks of product-based planning
7.3.3
PL:F:2-3 The tasks within the PBP technique
Step 1: Write [Produce] A A21-Project Product Description for the A16-Project Plan
(7.3.3.1)
7.3.3.1-4, App D
Senior User writes (causes creation of) the A21-Project Product Description
Written by the customer so the Supplier knows the required outcome
Must be something within the Project Mandate, May be complete!
Details may be identified in workshops as part of [12.4.4 Prepare the outline Business Case]
& [12.4.5 Select the project approach and assemble the Project Brief]
Required in [14.4.3 Prepare the Quality Management Strategy] for formulation of Quality
Management Strategy
A Product based start to planning is key (I.e. Activity isnt key)
1
A PD of final product
See CLICK HERE +44 84 52 57 57 07
221
2&3
PBS & PDs of Sub products
4
PFD
Activity Planning
222
222
The Steps of Product-Based Planning 2/4
PL:F:1-2
7.3.3
Step 2: [Decompose into] A Product Breakdown Structure (7.3.3.2)
7.3.3.1-4, App D
Team* decomposes the composition of the A21-Project Product Description or A17-Product

Description in any preferred format EG a hierarchical rooted tree structure
Should be created as a team activity in a structured brainstorm
May differentiate Internal and External products, Simple, Integrated and collective
As composition is defined sub-products are defined in more detailed A17-Product
Descriptions by those with relevant expertise*
Product definitions may be refined over time
1
2&3
4
PFD
Activity Planning
See CLICK HERE +44 84 52 57 57 07
* The official manual declares the Project Manager responsible, Id say accountable for creation but the what MUST come from
the customer and how must come from the technical experts
222
223
Product Based Planning:
Syntax
223
Products may be simple or intermediate

Simple may be
Internal or external
External
product
Intermediate may be
Simple
internal
product
Simple
product
to be
integrated
Collective or integrative
Made up of lower level intermediate or simple (internal or external) products
Collective
See CLICK HERE +44 84 52 57 57 07
Integrative
PRINCE2 does not differentiate between green and blue simple products. A product is either internal (box) or external
(ellipse). The convention in these notes is purely to aid illustration of rules governing translation from PBS to PFD
223
224
Simple Products
224
A simple product is the lowest level of any branch

Does not need to be further broken down for control, or cannot be broken down
No difference whether parent is collective or integrative
External shown in a ellipse
Project dependent on a product, often pre-existing that is outside of the PMs authority &
accountability
Have no predecessors in a Product Flow Diagram
E.g. An advertising campaign requires existing logo & corporate brand standards
Internal shown in a box

Project Manager responsible for [correct] acquisition, creation or amendment
Work under PMs control; may be performed by a sub-contractor
Simple
internal
product
See CLICK HERE +44 84 52 57 57 07
External
product
External dependencies, but not resource are modelled as external product dependencies
Resource dependencies are modelled in scheduling (7.3.6.4)
224
Simple internal
product to be
integrated
225
Intermediate Products:
Integrative
225
Intermediate products
Everything except the bottom level
(and the top which MUST be intermediate of one type or another)
Two types: Collective grouping & integrative assembly

Integrative
A product created from lower level products
that requires work to create it from its
components, e.g. assembly or testing
Likely requires its own Product Description and
Appears in the Product Flow Diagram
Engine
Car
Steering GearBox Electrics
Necessarily after the component parts

are available
Spark-Plug
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225
LightBulbs
Headlight Bulb
226
Intermediate Products:
Collective
226
Collective grouping
May aid top-down thinking e.g. Legal documents, now which ones apply?
Syntactic sugar: merely tidies up the diagram
Bottom-up thinking groups products with similar values for some attribute of interest
Does not appear in the Product Flow Diagram

No work associated with it
May be helpful to have a product description

if quality criteria can be specified at the
collective (super-type) level
Also used to show how a simple product moves
through its life-cycle
Headlight
See CLICK HERE +44 84 52 57 57 07
226
Indicators
Light Bulbs
Reversing
Stop Light
Interior
Light
227
227
The Steps of Product-Based Planning 3 & 4/4
PL:F:1-2
7.3.3
Step 3: [Create a] A17-Product Description of each (Sufficiently significant) product

(7.3.3.3)
7.3.3.1-4, App D
Describe the quality characteristics of every Sub-product

Created as soon as possible after each product is identified in the PBS
Step 4: [Sequence in a] A Product Flow Diagram (7.3.3.4)
Team* models sequence of product usage and interdependencies between

them using a directed graph (effectively an activity on arrow network)
1
See CLICK HERE +44 84 52 57 57 07
So
2&3
4
PFD
Activity Planning
the PRINCE2 manual says, but a better approach is to create a WBS then a Precedence Diagram my white-paper published by the
American Society For The Advancement of Project Management on use of breakdown structures on www.logicalmodel.net/PublishedArticles
227
228
228
Product Based Planning
Final Product: A served cup of tea. Product Description:

Tea with milk & sugar in a china cup with matching saucer
Water 100O, Lapsang Souchong leaf tea, 7g sugar, fresh (skimmed) milk
PBS
Served
Cup of Tea
Condiments
Milk
Consists of
Poured
Tea
Saucer
Tea
Spoon
Sugar
Product of
Brewing
Cup
Hot
Tea
Water Leaves
See CLICK HERE +44 84 52 57 57 07
Milk
Hot
Water
Sugar
Product of
Brewing
Tea
Leaves
PFD
Cup
Precedes/ Follows
Poured
Tea
Tea
Spoon
Saucer
Once upon a time the P2 exams score depended on including/ omitting arrow-heads in these diagrams; you may have previously registered colleagues
whose impression is that PBP is overly prescriptive and who do not realise its power. Sadly a powerful but hard to master technique is now underrepresented. See my article on breakdown structures noted on the last slide
228
Served
cup
of
Tea
229
229
Product States
Entity states are required when: Each state needs its own Product Description
Testing may need to be spelt out for state changes
Responsibility may change as states change
States not required when a products development activities can be adequately

described and managed during activity planning step 7.3.4
PBS
FP
Commercial
Products
Contract
See CLICK HERE +44 84 52 57 57 07
229
Contract
Signed
Contract
State change
PFD
Signed
Contract
FP
230
Worked Example PBP
A local council has realized belatedly that their current Social Services Information Systems (SSIS) will not cope with new
legislation. They have one year to be compliant or may then face fines. A new system is proposed. It will also
automatically collate data that currently requires 3 staff to do manually.
Up to now the different departments have held their own records on small computers, offering basic facilities. Duplications
and omissions are a big problem. This has led to many costly mistakes in payments. These records will have to be
corrected by Social Workers before transferring to the new system after it is installed. The old and new programs use the
same database software, so no major conversion work will be needed.
A contract will be placed with an external supplier for hardware and software to replace all the current small computers
with one powerful machine, which offers many extra facilities plus operating economies. The supplier is already part way
through the design of a system, based on specifications agreed with two other councils. The purchase order will be
signed as soon as the Project Initiation Document is approved. The supplier also uses PRINCE2.
Five computer operators and seven other SSIS staff will need training in the new hardware and software. There will then
be further significant work by SSIS staff to prepare the new system for operational use.
The supplier, in the tender, has offered to make small adjustments at no cost at certain points in the new software to fit in
with local practices. From the suppliers point of view these will have to be carefully monitored in order to stay within a
very tight timescale and budget if the supplier is to make a profit. The Council must specify these changes within three
months of the contract being signed.
Two hundred Social Services staff will need to be trained to use the new software
See CLICK HERE +44 84 52 57 57 07
Note the answer below is illustrative not exhaustive. There are other products in the scenario (eg
transferred records) omitted in the interest of legible diagrams over completeness
230
231
Worked Example PBP
A local council has realized belatedly that their current Social Services Information Systems (SSIS) will not cope with new
legislation. They have one year to be compliant or may then face fines. A new system is proposed. It will also
automatically collate data that currently requires 3 staff to do manually.
Up to now the different departments have held their own records on small computers, offering basic facilities. Duplications
and omissions are a big problem. This has led to many costly mistakes in payments. These records will have to be
corrected by Social Workers before transferring to the new system after it is installed. The old and new programs use the
same database software, so no major conversion work will be needed.
A contract will be placed with an external supplier for hardware and software to replace all the current small computers
with one powerful machine, which offers many extra facilities plus operating economies. The supplier is already part way
through the design of a system, based on specifications agreed with two other councils. The purchase order will be
signed as soon as the Project Initiation Document is approved. The supplier also uses PRINCE2.
Five computer operators and seven other SSIS staff will need training in the new hardware and software. There will then
be further significant work by SSIS staff to prepare the new system for operational use.
The supplier, in the tender, has offered to make small adjustments at no cost at certain points in the new software to fit in
with local practices. From the suppliers point of view these will have to be carefully monitored in order to stay within a
very tight timescale and budget if the supplier is to make a profit. The Council must specify these changes within three
months of the contract being signed.
Two hundred Social Services staff will need to be trained to use the new software
See CLICK HERE +44 84 52 57 57 07
Note the answer below is illustrative not exhaustive. There are other products in the scenario (eg
transferred records) omitted in the interest of legible diagrams over completeness
231
232
Social Services Scenario
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
See CLICK HERE +44 84 52 57 57 07
Hardware
Corrected Records
Trained Social Staff
Application Software
Database Software
Purchase Order
Design Changes
Installed System
5 Trained Operators
200 Trained Council
Staff
Contract
Legislative Order (Ext)
Tender
etc
See next slide for a discussion of which scenario words suggest products
This worked example omits several definite products in order to reduce complexity of the illustration
232
Installed
System
Purchased
Products
Training
Products
Purchasing
Products
New
SSIS
233
Submitted PBS Result
New
SSIS
Legislative
Order
Training
Products
Installed
System
Purchasing
Products
Purchased
Products
Tender
Contract
Purchase Order
7 Trained SISSl Staff
200 Trained Council Staff
5 Trained Operators
Design Changes
233
Corrected Record
Database Software
Hardware
See CLICK HERE +44 84 52 57 57 07
234
Submitted PFD Result
Legislative
Order
Tender
Purchase Order
Contract
Database Software
Hardware
Design Changes
Corrected Record
See CLICK HERE +44 84 52 57 57 07
234
Installed
System
5 Trained Operators
200 Trained Council Staff

7 Trained SISSl Staff
New
SSIS
235
What Could Count

As a Product?
It is not always clear what counts as a product to

be included Here are some grey areas
The general rule is if in doubt note it while
analysing the question - You can always
ignore it later if it proves irrelevant
Prepared system (integrative or state),
Converted data, Transferred data (states),
Design of System (External), Specification of
changes, Minor Conversion Routines, Local
Practices description, Small adjustments
Signed Purchase order
Pretty clearly another product given in the

example in order to show states of a product
Other Possible Products

System or New system
Software
Synonyms for each other?

Synonyms for SSIS system?
Maybe a grouping for application and database
software
Powerful Machine
Synonym for hardware?
See CLICK HERE +44 84 52 57 57 07
235
Marginal, could be argued about

3 Removed admin staff?
Marginal but possible
Probably not (specialist) products

PID
Impact or outcome of project success
Operating Economies
Automatic data collection
Impact of project failure
Management product
Fines
Existing things or circumstances not a

product in the projects scope
Small computers
Costly mistakes
236
236
Tasks in PDM/ Network Diagrams
Project
Work package
Work package
Work package
Deliverable 1
Deliverable 2
Deliverable 3
Tasks below each

Work Package
used in network
dependency
model
Uses estimated
durations to
identify the
Critical Path
Calculate float
0 on critical
path
See CLICK HERE +44 84 52 57 57 07
236
P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
237
Calculating Float
Total Float A = 6, B = 2, C = 3
Float for D = E = F = Zero therefore Critical Path
Free Float A = 4, B = 0, C = 3
3days
A
0
7d
See CLICK HERE +44 84 52 57 57 07
237
11
11
6d
13
14
13
13
E
7
5d
16
D
0
4d
19
6d
19
F
13
13
19
19
238
Network Diagram to Resource Gantt
4
B
A
0
3
D
6
C
11
11
11
13
2
E
11
13
11
Earliest Finish
Latest Finish
Period
Task
Duration
See CLICK HERE +44 84 52 57 57 07
238
2 2 2
10
11
1 1
12
13
1 1 1
1 1
1 1
14
15
239
Resource Gantt to Resource Histogram
Task
Duration
Period
1
1
A
1D 1D 1
2
1
Period
239
B2 B2 2 2
Resource
3
Usage/ Period
See CLICK HERE +44 84 52 57 57 07
10
11
1 1 1 1
1 1
12
13
13
15
14
15
1 1
D E
B B E
B B C C C C C C F
5
14
10
11
12
240
Resource Levelling
Task
Duration
Period
1
2
1
Period
240
2 2 2 2
1 1 1
Resource
3
Usage/ Period
See CLICK HERE +44 84 52 57 57 07
10
11
1 1 1 1
1 1
12
13
14
15
1 1
Maximum of two resources

available for this project
D D D E
B B B B E
A B B B B C C C C C C F
13
10
11
12
14
15
241
Cumulative Resources & Timing
24
20
15
10
5
3
2
1 A
1
B
B
B
B
B
B
B
B
D
C
D D
C C
E
C
9 10
See CLICK HERE +44 84 52 57 57 07
241
E
C
11 12 13 14 15
3
2
1 A
1
D
B
B
D D
B B
B B
E
B
B
E
C
9 10
11 12 13 14
242
WBS + Resources & Dependencies =

Schedule & Cumulative Cost & BAC
See CLICK HERE +44 84 52 57 57 07
242
242
2007 Logical Model Ltd

Simon@LogicalModel.Net
243
Scoping Workshops
Real planning creates outputs such as the white-board pictured

Results are then entered
into the software tool
Planning can NEVER be done as a solitary activity

BECAUSE:
SOOP: A plan is a shared consciousness that
predicts: what outputs are to be produced and
what resources will be consumed by what
activities and when to deliver the outputs
See CLICK HERE +44 84 52 57 57 07
SOOPs are Simons Observations on Projects Partly born from the observation that using a project management method
is like making soup. A paper to this effect is on the web-site www.logicalmodel.net
243
244
CoPM
A16-Plan (Project) (Stage) (Team) (Exception)

SU, IP, SB, CP, DP 1/2

1.
COPM may supply something in the project mandate
A.16.2, 7.2.3, 7.3.37.3.8, 12.4.6, 13.4.113.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.13, 17.4.4, 18.4.1, C/ Table 7.1
Project
Board

1.
Board Approve Pj
Approach and Init
Stage Plan ( and
A19-Project Brief)
2.
Commit resources
to execute plan

Project
lessons
Manager 1.
PM Captures relevant
lessons
approach and
assemble the Project
Brief
1.
PM suggests an
Approach to the Exec
to Approve (in 13.4.1)
Stage
1.
PM considers if
CS/MP apply to
Initiation Stage
2.
PM Create Init plan
match constraints
(e.g. dates), address
risks, set initiation
controls & tolerances

1.
Board approve A16-Plan Project
as viable IE will deliver A2Business Case, Stages
appropriate, Strategies,
Constraints (e.g. Milestones),
Tolerances & controls OK

1.
Board approve A16 (next) Stage Plan (or
Exptn-Plan) as viable (strategies/
constraints/ Tolerances) & commit
resources to execute OR
2.
Board reject plan & ask PM to Closes
project or re-plan

1.
PM considers planning lessons, A19-Pj Brief, A25RiskReg, 4 Strategies, planning standards & format needs
of audiences (EG is a Product Checklist OK?*)
2.
PM/ PS Select planning & control tools, estimating
methods
3.
PM runs workshops to create PBS, PD, & PFD, define task
& dependencies for Specialist & Management Products
4.
PS Add A5-CIR
5.
PM adds Change budget & Risk responses into plan
6.
Estimate tasks & resources, calculate expenditure, time &
add to A16-Pj Plan
7.
PS Adds quality reviews to A23-QR
8.
Document plan (write any useful notes)
1.
PM adds costs and timescales from A16-Pj Plan to A2Business Cases investment appraisal
14.4.8 Assemble the Project Initiation Documentation (A20-PID)
1.
PM integrates A16-Pj Plan to A20-PID
Plan Delivery Stage: In a simple 2 stage project include A16-Stage
Plan in the A16-Project Plan

13.4.5 Authorize project
1.
Board respond to CoPM change to Pj
closure
Mandate by asking PM to re-plan at 17.4.5 1.
Board approve
2.
Board consider any Concern & instruct PM
A8-EndPj-Rpt
to Submit Exception plan (or Close PJ)
for deviations
from approved
3.
Board review A11-HiRpt vs. A16-PjPlan
Plans

1.
PM checks for changes to CQE/ AC/ PID/ Strategies/ Controls/
Role holders
2.
PM runs workshops to create the A16-StagePlan as per 14.4.6
steps 1,3,4*,6 (Stage not Project Plan),7,8
3.
If last stage PM ensures Closure is planned

1.
PM Updates A16-Pj Plan with actuals and revises forecasts from 18.4.2 Prepare premature
freshly created A16-Stage Plan
closure
2.
PM Applies any changes to A21-PjPdD, Pj context, PID/
1.
As18.4.1 Step 1
Strategies/ Controls/ P2 tailoring/ Risks & Issues
2.
PM may create an
A16-Exception Plan
for work to Salvage
1.
PM Applies A16-Pj Plan cost & timings to A2-BC justification
& Make Safe
1.
PM reports achievement vs. old A16-Stage Plan & expresses
view in A9-End Stage Report on meeting A16-Pj Plan
1.
PM reports in A817.4.5 Produce an Exception Plan
End Project Report
1.
PM uses A10-Exception Report to assess current status vs..
how project
plan in exception
performed vs. plans
2.
Update relevant items: as 17.4.1 step 1
& targets
3.
Plan as 14.4.6 steps 1,3,4,6 (Possibly Project & Stage Plan) ,7,8
Team
Manager
See CLICK HERE +44 84 52 57 57 07
* A Product Checklist is a list of top level products from the Project level PBS with baseline/ expected/ actual delivery dates
244

closure
1.
PM Updates A16-Pj
Plan from stage
actuals (up to date
A16-Stage Plan)
245
CoPM

DP-duplicated, CS, MP 2/2
A.16.2, 7.2.3, 7.3.37.3.8, 12.4.6, 13.4.113.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.13, 17.4.4, 18.4.1, C/ Table 7.1
Project
Board

1.
Board Approve Pj
Approach and Init
Stage Plan ( and
A19-Project Brief)
2.
Commit resources
to execute plan
Project
Manager

1.
Constraints (e.g. Milestones),
15.4.6 Capture and examine issues and

risks
1.
PM assesses R+I for impact on plans
2.
PM Add work-packages for selected
responses to plans

1.
Exptn-Plan) as viable (strategies/
constraints/ Tolerances) & commit
resources to execute
2.
project or re-plan

1.
closure
Board approve
2.
A8-EndPj-Rpt
for deviations
3.
Board review A11-HiRpt vs. A16-PjPlan
from approved
Plans

1.
PM assesses (actual or potential) untreated
deviations impact & all potential responses
for impact on plans
2.
PM presents concern & options to board at
13.4.4

1.
PM uses A16-Stage Plan in creation of

1.
PM updates A16-StgPlan by adding or 1.
PM updates A16-Stage Plan actuals & forecasts using A12-IR,
amending A26-WkPkgs to maintain
A25-RR, A23-QR, A3-ChkPt, A5-CIR & A18-PSA, resourcing
projects progress in stage tolerances
status and corrective actions at frequency in Stage Plan
2.
PM analyses baseline vs. actual to allocate new work-packages
or instigate (new) corrective actions
3.
PM triggers planning of next stage
Team
Manager
See CLICK HERE +44 84 52 57 57 07
245

1.
PM extracts Product/ Controls/ Strategies/ Reporting/
Constraints from A16-Pj/ Stage Plan (or Team Plan) & A20-PID
2.
PM review TMs Team Plan and revise Stage Plan if needed
3.
PS add quality reviews to A23-QR
4.
PM/ TM Agree report & escalation regime

1.
PM updates A16-Stage Plan for
progress logged to A23-QR and
forecast ETCs
2.
PM & TM agree status
3.
PS update A5-CIR for status

1.
TM create Team Plan to confirm constraints achievable
(may have been performed when Planning the Stage)
2.
(SS) approves Team Plan
Execute a Work Package

Team work to plan
1.
TM updates Team Plan to
TM updates Team Plan with actuals & ETCs
show A26-WkPkg completed
TM Reports via A3-Checkpoint Reports
16.4.2
1.
2.
3.
15.4.3 Receive completed Work

Packages
1.
PM checks A23-QR &
updates A16-Stage Plan to
show A26-WkPkg complete
2.
PS update A5-CIR
248
Roles in Planning Theme
CoPM
Set project tolerances and document
them in the project mandate
Provide the corporate or programme

management planning standards
Approve Exception Plans when project-level
tolerances are forecast to be exceeded
Executive Approve the Project Plan.
Approve Exception Plans when stage-level

tolerances are forecast to be exceeded
Commit business resources to Stage Plans
(e.g. finance).
Define tolerances for each stage and approve
Stage Plans.
Senior Supplier(s)
Stage Plans.
Ensure that Project Plans and Stage Plans

remain consistent from the supplier perspective
Commit user resources to Stage Plans
Ensure that Project Plans and Stage Plans
remain consistent from the user perspective
Prepare schedules for each Work Package
Design the plans.

Instruct corrective action when Work Packagelevel tolerances are forecast to be exceeded.
Prepare an Exception Plan to implement
corporate management, programme
management or the Project Boards decision in
response to Exception Reports.
Prepare the Project Plan and Stage Plans.
Project Support
Assist with the compilation of
Project Plans, Stage Plans and Team Plans.
See CLICK HERE +44 84 52 57 57 07
248
Commit supplier resources to
Team Manager Prepare Team Plans
Project Manager
Decide how management
and technical stages are to be applied and
design Stage Plans.
Baseline, store and distribute Project Plans,

Stage Plans and Team Plans.
Contribute specialist expertise (for example,
planning tools)
Project Assurance Monitor changes to the

Project Plan to see whether there is any
impact on the needs of the business or the
project Business Case.
Monitor stage and project progress against

agreed tolerances.
249
249
PL - Plans Exam Questions
Foundation Questions in the WorkBook

PL:- Able to use/ tailor the theme to an exam scenario, maintain products and
PL:P:3-1 Identify appropriate information, (using Apdx-A), for inclusion in a Plan
(excluding the schedule)
A.16.2, 7.3.3-7.3.8
PL:P:3-2 Identify the appropriate actions and responsibilities when applying the
product-based planning technique, including the creation of Product Descriptions, a
product breakdown structure and a product flow diagram
7.3.3.1-4, D
PL:- Critique theme's application to an exam scenario

PL:P:4-1 Critique a Plans composition and fitness for use (excluding the schedule), and
roles involved throughout its life-cycle
A.16.2, 7.3.3-7.3.8, C/Table 7.1
PL:P:4-2 Critique PBPs Product Descriptions, PBS and PFD
7.3.3.1-4, D
Relevant sample questions are given in

FX02 Qn 6 and FX03 Qn 4
Simons bonus The FX02 Scenario is suitable for creating PBS & PFD
See CLICK HERE +44 84 52 57 57 07
249
250
Revision Notes
What Im sure of:
See CLICK HERE +44 84 52 57 57 07
250
.
.
.
.
.
.
.
.
.
.
.
.
.
.
254
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing A Project
Controlling A Stage
Closing A Project
Chapter 16
Syllabus Themes:
RK Risk
See CLICK HERE +44 84 52 57 57 07
254
255
255
RK - Risk (RK) Foundation
Projects are a medium term response to organisational context

RK:F:1-1
Define risk, threat and opportunity
8.2.1
RK:F:2-4 Uncertain event or events that may occur (probability) and would impact
objectives (8.3.5.2)
Threat: where impact is negative, Opportunity: where impact is favourable
RK:F:1-3
Contrast risk owner and a risk actionee
8.3.5.4
Owner: Person responsible for all aspects of a specified risks management

Actionee: Person taking risk response actions at the owners direction and support
RK:F:2-1
The purpose of the Risk theme
8.1
to [systematically and pro-actively] identify, assess and control uncertainty and, as a

result, improve the ability of the project to succeed
Cost effective 5 step process
Identify (Context and Risks), Assess (Estimate & Evaluate), Plan, Implement, Communicate
A24-Risk Management Strategy created in [14.4.1 Prepare the Risk Management Strategy]
Project risk is medium term (strategic long term and operational is short term)
See CLICK HERE +44 84 52 57 57 07
in reality every event has multiple impacts and multiple observers who often have different opinions of the same outcomes.
PRINCE2 risk treatment must be implemented with consideration of these factors that are beyond the guidance provided. Equally
events often have many possible causes For a wider and deeper view look at the (free) risk course on the web-site
255
257
257
RK:F:2-6
The purpose of a: 1. Risk Management Strategy 2. Risk Register

A.24.1 A.25.1

Description of the specific risk management techniques, standards, procedure and
responsibilities as tailored for this project
Influences all other strategies controls & plans, Refreshed at stage boundaries
Tailored from enterprise policies & project mandate to the projects needs
Expresses risk appetite via assessment scales (details next slide)
Strategy starts with risk aware culture & includes controls
Escalation trigger points and paths and A25-Risk Register
Created in risk management step 1) Identify Context

([14.4.1 Prepare the Risk Management Strategy])
Guides [15.4.6 Capture and examine issue and risks] and [15.4.7 Escalate issues and
risks]
See CLICK HERE +44 84 52 57 57 07
257
258
258
Ordinal Scales
RK:F:2-7
Describe risk appetite and risk tolerance
Define with visceral statements e.g. threat scale
10
9 Government falls
8 Make global
headlines

2 Causes minor
inconvenience
1 Affect hard to
measure
Ordinal and non-linear:

6 to 7 is not
proportional to 7 to 8
Project
Objective
Very Low
.05
Low
.1
Cost
PM has
authority to
decide
< 5% Cost
Increase
Schedule
Slippage
within float
Slippage
within
Execs
tolerances
Scope &
Quality
Optional
quality
aspects
reduced
Staff
Moral
Some
grumbles
Authority
8.3.2, 8.3.3
Moderate
.2
Overall
Project
Slippage
15-40%
High
.4
Cost decision
needs FDs
approval
Terminate
project rather
than proceed
Dates will
miss external
obligations
Overall Project
Schedule Slips
>120%
Should of
items
removed
from
delivery
Volatile staff
may resign
Team
PM
PM & PA
Very High
.8
Acceptance
criteria breach
notliquidatable
Multiple loss
of skilled staff
Loss of crucial
senior staff
Board
CoPM
Impact Scale adapted from the Project Management Body of Knowledge

See CLICK HERE +44 84 52 57 57 07
See my PMToday article on risk management in the members area www.logicalmodel.net for
discussion of scales that include positives and building responses into the base-line
258
259
259

Product Description*
RK:P:2-8 Composition, processes and roles involved in: Risk Management Strategy, Risk Register
13.4.2, 13.4.5, 14.4.1-7, 15.4.1-2, 15.4.4-8, 16.4.1, 17.4.1-5, 18.4.35, C/Table 8.2 & 8.3
A.24.2, A.25.2, 8.3.3-4,
A24-Risk Management Strategy might contain {

Document pre-amble: Version, Author, Introduction, etc
Cross-reference to corporate standards & project local extensions and exceptions
Procedures (steps), timings & triggers, tools and techniques
Duties, roles, records

Reporting regimen and decision making Timings and Who has what authority
Guidance on the identification of risks

Definition of scales to judge probability, impact and proximity
Guidance on the use of the scales particularly Escalation triggers
Tolerances and risk appetite
Description and definition of categories (in tools EG Checklists, Prompt-Lists, RBS, )

risk causes,
risk consequences,
risk responses and risk early warning signs (including progress based metrics)
Guidance on the project's approach to defining and managing its risk budget
See CLICK HERE +44 84 52 57 57 07
259
* & see 8.3.3
260
260
A25-Risk Register Product Description*
RK:P:2-8 Composition, processes and roles involved in: Risk Management Strategy, Risk Register A.24.2,
A.25.2, 8.3.3-4, 13.4.2, 13.4.5, 14.4.1-7, 15.4.1-2, 15.4.4-8, 16.4.1, 17.4.1-5, 18.4.35, C/Table 8.2 & 8.3
RK:F:2-6
The purpose of a: 1. Risk Management Strategy 2. Risk Register

A.24.1 A.25.1
A25-Risk Register: records the evolving history of the risks identified

Maintained by Project support
The official manual gives contents as {

Risk identifier, Risk author, Date registered, Risk category
Risk description: cause, event, effect
Risk dimensions: Probability, Impact, Expected value, Proximity, Priority
Inherent (initial), Current Residual, Linked Secondary
Risk response identified by category

When implemented or implementation trigger
Avoid, reduce, fallback, transfer, accept, Share - enhance, exploit, reject, share
Risk responses, Risk status

Risk owner (managing on PM and Sponsors behalf)
Risk actionee(s) taking risk responses and reporting effectiveness }
See CLICK HERE +44 84 52 57 57 07
260
* & see 8.3.4
261
261
RK:F:2-2
The steps in the risk management procedure
8.3.5, 8.2.2 8.3.5.1, 8.2.1 8.3.5.2, 8.3.5.3, 8.3.5.4, 8.3.5.5
1. Identify
1. Context influences on & Create the Risk Management Strategy
Enterprise policy, Boards appetite, Project CQE, Product complexity
2. Identify risks to objectives: Brainstorming workshops & In-House Checklists

Record in A25-Risk Register
RK:F:2-5 Contrast Cause (source/ driver), Event and Effect
8.3.5.1
Cause is the source of the triggering Event that creates a state with effects on objectives
Warning signs and stakeholders appetite for risk and each potential response
RK:F:2-4 Proximity How long do we have to prepare and act?
Risk owner!
2. Assess (Estimate, Evaluate), 3. Plan, 4. Implement, 5. Communicate
See CLICK HERE +44 84 52 57 57 07
261
262
RK:F:2-2
1. Identify
2. Assess (Estimate, Evaluate)
1. Estimate risk inherent (raw) probability, impact and proximity (urgency)
Assess against relevant scales the likelihood of event(s),

the significance of impact(s)
Assess how probability and impact may change during the project
(as a result of context AND responses identified and selected in step 3. Plan Responses)
RK:P:2-9 Inherent, secondary and residual risks
Timing to event occurrence and impact onset

Plot on PIM / Risk Profile Chart
Calculate Expected Value for ranking purposes
2. Evaluate
3. Plan, 4. Implement, 5. Communicate

See CLICK HERE +44 84 52 57 57 07
262
8.3.5.3
264
RK:F:2-2
8.3.5, 8.2.2 8.3.5.1, 8.2.1 8.3.5.2, 8.3.5.3, 8.3.5.4, 8.3.5.5
1. Identify
2. Assess (Estimate, Evaluate)
1. Estimate risk inherent (raw) probability, impact and proximity
2. Evaluate
Calculate Expected Monetary Value for contincency purposes

RK:F:2-3 Establish Risk Budget = Contingencies + reserves
Identify and select responses (including contingent responses)
3. Plan
4. Implement
Risk event occurs = Authorisation to take contingent actions
5. Communicate
See CLICK HERE +44 84 52 57 57 07
264
265
RK:F:2-2
8.3.5, 8.2.2 8.3.5.1, 8.2.1 8.3.5.2, 8.3.5.3, 8.3.5.4, 8.3.5.5
1. Identify (Context & Individual Risks), 2. Assess (Estimate, Evaluate)

3. Plan
Identify responses & determine response impact and change to risk P% & Impact
Use A14-Lesson Log and workshops
Select responses for best overall A2-Business Case
9 Response types
RK:P:2-9 Responses may
create Secondary risk
Inherent minus response =
Residual Risk
4. Implement, 5. Communicate
See CLICK HERE +44 84 52 57 57 07
265
266
266
RK:F:1-2
List risk response types and appropriate use
Fig 8.7, Tab 8.2
For threats
Avoid: Change the project so the event cant happen or its impact is irrelevant
Reduce: Add actions to the project that decrease probability or impact
Fallback: Actions to be taken IF the event occurs (contingent upon), reactive, may be
prepared before or after the events probability becomes certain
Transfer (reduces impact only[], often financial): Pass an aspect of the risk to a third-party
as in contract terms and conditions (Ts&Cs) and insurance
Accept: Decide not to take further action beyond monitoring, normally based on cost
effectiveness of reductions and contingencies enacted so far
Opportunity responses:
Exploit: Actions that guarantee probability is 100% and impact is noticeable (aye right!)
Enhance: Actions that make the event more probable and/ or the impact more desirable
Reject: Decide not to take further action beyond monitoring
Share: Use contract Ts&Cs to apportion actions, obligations and impacts
See CLICK HERE +44 84 52 57 57 07
266
267
267
RK:F:2-2
1. Identify (Context & Individual Risks), 2. Assess (Estimate, Evaluate), 3. Plan
4. Implement
Actionee takes assigned actions & Risk owner monitors risk response actions
Act to maximise opportunity & minimise threat - Re-evaluate risk profile

Amend risk responses if required: More, less, different
Retire or use contingency
RK:F:1-3 Contrast risk owner and a risk actionee
8.3.5.4
Owner: Person responsible for most able to care for a specified risks management
Actionee: Person taking risk response actions at the owners direction and support
Must maintain a balanced workload
5. Communicate
Called a step but continuous
Checkpoint, Highlight, End Stage, End Project, Lessons reports & Non PRINCE2
specified media Dashboards & Notice boards
See CLICK HERE +44 84 52 57 57 07
267
269
12.4.1 Appoint the Executive

and the Project Manager
CoPM define risk
CoPM 1.
capacity & appetite
269
A25-Risk Register Risk Budget: SUIP CP DP
A.25.2, 8.3.3-4, 13.4.2, 13.4.5, 14.4.1-7, 15.4.1-2, 15.4.4-8, 16.4.1, 17.4.1-5, 18.4.35, C/Table 8.2 & 8.3
Project
Board

1.
Board consider T&O to 1.
Board approve the A24-RMS as sufficient to control risks
Board assess draft A16-Pj Plan to review threat and
& from authorising the 2.
opportunities (T&O) and responses are acceptable: plan
Initiation Stage
is approved and baselined under change control

Project 1.
PM Captures lessons relevant to risk
Manager
management in A14-Lesson Log
management team
1.
PM logs threats & opportunities (T&O) to
the A7-Daily Log in advance of creating
A24-Risk Management Strategy and A25Risk Register
2.
PM may appoint PS for familiarity with risk
management tools and techniques (EG
Monte Carlo Analysis and estimating
methods)
1.
PM captures any risks to A7-DL
2.
Exec considers T&O and includes key
ones in (outline) A2-Business Case
12.4.5 Select the project approach and assemble
the Project Brief
1.
PM logs any T&O to A7-DL
2.
[Risk drives consideration of Pj Approach]
12.4.6 Plan the Initiation Stage
1.
PM considers T&O to Initiation Stage plan
& makes provision
2.
PM updates risk status in A7-DL

(A24-RMS)
1.
PM defines RMS goals, roles, procedures,
reporting (E.g. a Probability Impact Grid and
Risk Retirement Curve**), tools, techniques,
timing and tolerance based on CoP
standards noted in A19-PjBrf and lessons in
A14-LL
2.
PM (team) define scales for probability,
impact & proximity, Categories, Early
warning indicators
3.
PM (team) define risk tolerance thresholds
for escalation between management levels
4.
PM (Exec) define risk tolerances
5.
PM suggests risk budgets and how they
should be controlled [So IP processes must
be iterative e.g. 14.4.1 with 14.4.6]
6.
PS create the A25-Risk Register and
populate with T&O identified so far (IE in A7Daily Log)
7.
PM seeks board approval or defer to 13.4.2
1.
PM considers Risk to suggest: number and
placement of stage boundaries, strength,
formality, timings and who is assigned to
which project controls

13.4.4 Give ad hoc
direction
1.
Board assess draft A16-Stage Plan to
Board defer action
confirm risk exposure is tolerable and T&O 1.
on exceptions
responses acceptable: plan is approved
contingent on risks
and baselined
14.4.2 Prepare the Configuration Management Strategy (A6CfMS)
1.
PM responds to risks that affect CfMS
1.
PM responds to risks that affect A22-QMS
14.4.4 Prepare the Communication Management Strategy (A4CmMS)
1.
PM responds to risks that affect A4-CmMS
2.
PM add A24-RMS needs to project communications
14.4.6 Create the Project Plan (A16-PjPlan)
1.
PM responds to risks that affect planning processes
2.
PM builds provision to manage risk into the project plan
(resources i.e. costs and timescales) [p2 mis-defines
contingency]
3.
PM ensures A16-PjPlan includes responses to T&O in
the A25-RR
14.4.7 Refine the Business Case (A2-BC)
1.
PM expresses aggregate (and significant individual)
T&O affects on A2-BC
2.
PM (Exec) justify cost & risk based on A2-BCs benefits
3.
PM assess projects sensitivity to factors in its context
(EG drivers of cost, time, benefit, confidence)
14.4.8 Assemble the Project Initiation Documentation (A20PID)
1.
PM includes A24-RMS in A20-PID
(A20-PID acts as baseline for all Assessment of Risks)
Team
Manager
See CLICK HERE +44 84 52 57 57 07
ALL 40 activities include PM logs new risks to the A25-Risk Register

* PRINCE2 uses Event, Cause, Effect. To my mind Event IS Cause. CCC is more meaningful ** See XREF
Most management products Such as A25-Risk Register are given in full on first use and abbreviated Subsequently e.g. A25-RR, those that are not can be looked-up in the Reference list
Other abbreviations within the diagram (EG T&O) are expanded on first use in the diagram
269

1.
Board compare current
A2-Business Case and
Risks to original
baseline
1.
PM prepares
Follow-On-Actions
in A8-End Project
Report for all open T
& O on the A25-RR
1.
PM compiles a
review of useful
measures EG
statistics on project
risk management in
A8-EPjRpt
18.4.5 Recommend project

closure
1.
PM ensures all risks
are closed or
Subject to FOAR,
then closes the
A25-Risk Register
270
CoPM
270
A24-Risk Management Strategy, A25-Risk Register
Risk Budget: CS/MP/ SB/ DP-Duplicated
8.3.3-4, 13.4.2, 13.4.5, 14.4.1-7, 15.4.1-2, 15.4.4-8, 16.4.1, 17.4.1-5, 18.4.35, C/Table 8.2 & 8.3
A.24.2, A.25.2,
Project
Board
Project
Manager
Team
Manager

1.
Initiation Stage
risks
1.
Anyone at anytime: raise a risk
2.
PM (risk author?) record T or Os
Condition, Cause & Consequence
(CCC)* on A25-RR in accord with
A24-RMS
3.
PM consults and follows throughout A24-RMS & A4-CmMS to report
risk status to stakeholders
4.
PM (team) use scales from A24|RMS to assess CCC for
Probability, Impact and Proximity
(P14.4.) vs.. all plans, A2-BC and
Risk Tolerance
5.
PM (team) identify possible
responses, log to A25-RR and
assess vs.. tolerances
6.
PM may escalate a Tolerance
threat via 15.4.7 otherwise (aswell?)
7.
PM (team) select responses in
tolerance and add to A16-StgPlan

1.
PM when triggered by a risk or
aggregation of risks that create a
deviation: snap-shot full project
status
2.
PM (team) assess deviations
impact on baseline and impact of
each possible response
3.
PM records assessment &
recommendation in an A10Exception Report & sends to the
board with a request for direction

13.4.4 Give ad hoc
direction
1.
1.
Board decide action
on exceptions
Risks to original
contingent on risks
and baselined
baseline
1.
PM includes T&O Summary:
perhaps via a Probability Impact
Grid and Risk Retirement Curve**
1.
PM responds if a risk action
advisable
2.
PM (team) assess risk impacts on
all project aspects: especially plans,
A2-BC, A1-BRP
3.
PM escalates risks that create a
Tolerance Threat
4.
PM maintains A25-RR
15.4.1
1.
Board or 15.4.4 trigger action
1.
2.
PM collects information on
deviation (concern) from Records, 2.
Reports, Logs & Registers
(RRL&R), selects or devises
3.
responses and triggers via 15.4.1
and updates RRL&R EG A5-CIR
16.4.1 Accept a Work Package (A26-WkPkg)

1.
TM advises PM of risk status and logs T or O to the A25-RR (p2 says if appropriate)
2.
TM (team) considers risk related to and within A26-WkPkg tolerances as per 15.4.6
steps 1-7 for the A16-Team Plan
Authorize a Work Package (A26WkPkg)

PM assign an A26-WkPkg to
respond to a risk
PM/ TM consider T&O to/ from A24WkPkg
PM/ TM agree process and
tolerances for raising/ responding
to/ escalating risk

1.
PM checks risk action owners for current T&O
status and assesses T&O affecting next stage
2.
PM ensures all external dependencies have a
A25-Risk Register entry
3.
PM includes risk responses A26-WkPkg into A16Stage Plan for all selected T&O responses
1.
PM includes risk responses into A16-Project Plan
17.4.3 Update the Business Case (A2-BC)
1.
PM checks current CoPM & Board risk appetite,
capacity and tolerances
2.
PM updates A2-BC to reflect key & aggregate
T&O
3.
PM inspects A25-RR responds as required
1.
PM assesses and reports (in A9-End Stage
Report) on T&O activity in the stage ending &
aggregate status
1.
PM updates A25-RR as needed

1.
TM monitors & responds to risk related actions
2.
TM notifies PM of new or changed risk (directly
and formally via A3-Checkpoint Reports)
See CLICK HERE +44 84 52 57 57 07
Most management products Such as A25-Risk Register are given in full on first use and abbreviated Subsequently e.g. A25-RR, those that are not can be looked-up in the Reference list
abbreviations within the diagram (EG T&O) are expanded on first use in the diagram
Other
270

1.
[ TM/ PM Retire unused Risk
budget ]
273
Duties of the Roles In The Theme
CoPM
Be accountable for all aspects of risk

management ensure a project Risk
Management Strategy exists.
Ensure that risks associated with the Business
Case are identified, assessed and controlled.
Escalate risks to corporate or programme
management as necessary.
Ensure risks relating to the supplier aspects are
identified, assessed and controlled (such as the
creation of the projects products).
Senior User(s)
Ensure risks users identified, assessed

controlled (such as the impact on benefits,
operational use and maintenance).
See CLICK HERE +44 84 52 57 57 07
273
Create and maintain the Risk Register.

Create the Risk Management Strategy.
Ensure project risks being identified, assessed
and controlled throughout the project lifecycle.
Project Support
Review risk management practices to ensure

that they are performed in line with the projects
Risk Management Strategy.
Project Manager
Senior Supplier(s)
Provide corporate risk management policy &

risk mgmt process guide (or similar documents).
Project Assurance
Executive
Assist the Project Manager in maintaining the

projects Risk Register
Team Manager
Participate in the identification, assessment and

control of risks.
274
274
RK - Risk (RK) Practitioner
RK:Able to use/ tailor the theme to an exam scenario to maintain products

RK:P:3-1 Identify appropriate information, (using Apdx-A), for inclusion in the products
listed in RK:P:2-8 above
RK:P:3-2 Who does what when in the Risk Management steps listed in RK:F:2-2
8.3.5 C/Table 8.2&.3
RK:P:3-3 ID primary & secondary risks, estimate inherent & residual risks
8.3.5.3
RK:-
RK:P:4-1 Critique RM products and roles involved through their life-cycle in RK:P:2-8
RK:P:4-2 Critique activities and who involved during the execution of RM procedure
(RK:P:2-2)
8.3.5 C/Table 8.2 & 8.3
Relevant questions are

FX02 Qn 5 FX03 Qn 5
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RK:F:2-2
8.3.5, 8.2.2, 8.3.5.1, 8.2.1 8.3.5.2, 8.3.5.3, 8.3.5.4, 8.3.5.5
ID risk owner and/or risk actionee

See RK:F:1-3
Communicate about risks to internal and external stakeholders

Not a step: continuous, in accord with A4-Communications Management Strategy
By use of: A3-Checkpoint Report, A11-Highlight Report, A9-End Stage Report, A8-End
Project Report and A14-Lesson Log plus bulletins, dash-boards, discussion forums
Project risk is dynamic

Continual change to risk = continual communications
Participation and networking with a wide circle of contacts improves risk management
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RK:F:2-3
The purpose of a risk budget
8.3.6
Funds (sic) set aside to respond to specified risks, partly sized by EMV calculations or
the use of Monte-Carlo analysis, partly by inclusion of reserves for new/ unknown risk
RK:F:2-4
Risk probability, risk impact and risk proximity
8.3.5.2
Probability: defined by P2 as likelihood

[ Likelihood is a compound of probability and opportunities: the two are NOT synonyms ]
Impact: the magnitude of the change to objectives if the event does/ does not occur
Proximity: when they might materialize [ which should differentiate time to event and
time to impact and recognise there are often many impacts and many events ]
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Reality requires the consideration of schedule and scope contingencies not just funding and
277
consideration of both positive and negative allowances
278
Revision Notes
What Im sure of:
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278
.
.
.
.
.
.
.
.
.
.
.
.
.
.
279
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing A Project
Controlling A Stage
Closing A Project
Chapter 17
Syllabus Themes:
CH Change
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280
280
CH - Change Themes Purpose
CH:F:2-1
The purpose of the Change theme
9.1
to [systematically] identify, assess and control any potential and approved changes to
the baseline via a responsive, common approach to handling issues and changes
Includes configuration management
5 Step process for change control used throughout the projects life-cycle
Incorporates all consequential affects of changes to baselines
(agreed balance of time, cost, [resources], scope, quality, benefits, risks)
Request For Change, Off-Specification (variances), Concerns
A12-Issue Register
Configuration management based on 5 technical and administrative procedures

Planning [14.4.2 Prepare the Configuration Management Strategy]
Baseline is a collection of configuration items (in the Product Breakdown Structure (PBS)
Applies to management & technical products
Outlives the project, Corporate capability, Liaison between configuration librarian & PSO
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281

Product Description
CH:F:2-3
The purpose of a: Configuration Management Strategy
A.6.1
States procedures, timings and responsibilities for naming, storing and issuing the projects
management and specialist products from inception, through changes to retirement
The A6-Configuration Management Strategy might contain {

Document pre-amble: Name, version, author, date
Cross ref to corporate standards, procedures, reporting regimen, rights and duties, and roles for
configuration management techniques and tools plus notes of local extensions and exceptions
Triggers, timings, resources, dependencies, record formats
Information flows: the producer, data sources, analysis applied, communications triggers, contents, timing
(and repetition), format, medium, recipients and analysis duties and required responses
Product storage locations: Documents and physical items through their life-cycles
Assignment of personnel to roles, including assurance review and formal audit of the procedures
effectiveness
Change Control and Issue Management Procedures

Procedures, roles etc as noted for CM above
Priority and severity scales that define level of management required for decision making
Change Authority and Change Budget }
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282
Three Types of Issue
CH:F:1-1
Three types of issue
9.2.4, Tab 9.1
Relevant event that has happenedand needs to be resolved or escalated

Escalation = raise to next higher management level of decision/ advice/ authority
A13-Issue Report and A10-Exception Report
[15.4.7 Escalate issues and risks] to [13.4.4 Give ad hoc direction]
Minor (trivial) issues treated informally via A7-Daily Log in [15.4.4 Review stage status]
A12-Issue Register created in [14.4.2 Prepare the Configuration Management Strategy]
A13-Issue Report
RFC: Request for change a discretionary change whose adoption (or not) rests on its
affect on the stakeholders A2-Business Cases
Off-Specification: - Mistake
One or more parties are liable for remedy, typically a missing product or quality short-fall
Concern: anything else anyone wants to raise at any time, any how, any etc
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Handling Issues (and Exceptions)
Intent: Evaluate change from all perspectives

Facilitate change, address variations from baseline, weed-out bad change, Reduce
Project Boards burden
Not to prevent change
A6-Configuration Management Strategy sets out

Steps by which products are cared for throughout their life-cycle
Steps by which Project Issues are cared for
Requests for Change and Off-Specification
Continual need
RFS are Captured, Examined, Proposed, Decided, Implemented
Approve, Reject, Defer, Clarify, or Request an A16-Exception Plan
Off-Specs: Recorded, Assessed, Corrected or A10-Exception Report

Any concern about any element of any agreement is a Project Issue
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Configuration Items
Configuration item: An entity subject to configuration management (!)

Everything created, acquired, amended In the Product Breakdown Structure (PBS)
Products are deliverable CIs, CI also component of a CI (product), Collection of CIs
Tracked via a A5-Configuration Item Record, Described by a A17-Product Description
Linked CIs (Parent & children), RFCs affecting this CI
Version controlled, Document CIs archived, Masters retained
Change requires
authorised RFC or
Work-Package
Baseline:a CI that is
a collection of CIs
frozen for a
particular purpose
Release: a
mature baseline
EG Ready for test
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284
Training Course
Stationary
A Configuration Item
Everyone's
Pen
Everyone's
Paper
Freds
Paper
Freds
Janes
Mikes
Ballpoint Ballpoint Ballpoint Ballpoint
Refill
Refill
Refill
Spring
Spring
Spring
Cap
Cap
Cap
Barrel
Retraction
mechanism
Retraction
BarrelRetraction
mechanism
Janes
Paper
Mikes
Paper
Barrel
mechanism
CIs to the pen manufacturer,

but not a conference organiser
Paper
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A5-Configuration Item Record

Product Description
CH:F:2-3
The purpose of a: Configuration Item Record
A.5.1
Records each Configuration items history and relationship to other CIs and to RFCs and OffSpecifications
The A5-Configuration Item Record might contain {

CI's unique Identifier
EG project-code, Product-id (from the A17-Product Description) CI-name or abbreviation), version number
The steps in the products lifecycle and for each step

Who or what skills build it & verify it
Which product and process standards apply Cross-reference to the Quality Management System
Who receives it (or for documents receive copies) when completing this step, and how it is delivered
Status: which step is the CIs development with-in during what period
Who moved it (forward test passed or backward test failed) on what evidence
CIs this CI made-up from

Reference to the Product Breakdown Structure (PBS)
Storage location: physical or logical

Cross reference to other project records that relate to this CI and the nature of the link
Other A5-Configuration Item Records
Project issues (especially Requests for Change and Off-Specifications)
Risks }
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CH - Change Configuration Management

Procedures 1, 2 and 3
CH:F:1-2
Five activities of configuration management
9.3.2
1. Planning: [14.4.2 Prepare the Configuration Management Strategy] and A6Configuration Management Strategy
Defining naming scheme matched to PBSs level of decomposition
2. Identification: During development of PBSs
(Sub-) Products recorded in a A5-Configuration Item Record

At level individual CIs Created, Aquired, Tested (installed, replaced, modified)
CIs includes all physical and digital/ document items, All specialist or management items
3. Control: throughout the CIs life-span record each transition in maturity level as
evidenced by tests applied
Assign version numbers & Variant ID

Store base-lined (ready for test/ past test) CIs safely IE Restricts access
Archive the old, re-Issue replacement versions, Hold Master (eg Signed) copies
Issue CIs on receipt of authority - aka perform a release
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Links to creation of the A17-Product Description and A26-Work Package both of which must link to QMS
* Work In Progress. Generic cycle is Not started, {{ WIP, Ready for Test }, Tested OK, Integrated/ Released}
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CH - Change Configuration Management

Procedures 4 & 5
CH:F:1-2
Five activities of configuration management
9.3.2
4. Status Accounting A18-Product Status Account
Report selected fields from selected A5-Configuration Item Records

Typically at Stage end, To analyse issues and risks, at Project end to check everything is done
EG WIP* Team-A
May be exaustive, often just a list of CI-Id, On/ Off status and Who is assigned
5. Verification and Audit
Check the status of CIs in Configuration management database and the real-world match
Confirms CM procedures are working and being used
See CLICK HERE +44 84 52 57 57 07
Links to creation of the A17-Product Description and A26-Work Package both of which must link to QMS
* Work In Progress. Generic cycle is Not started, {{ WIP, Ready for Test }, Tested OK, Integrated/ Released}
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Product Description
CH:F:2-3
The purpose of a: Product Status Account
A report from the configuration management database
A.18.1
Lists A5-Configuration Item Record details
The A18-Product Status Account might contain {

Selection parameters used to extract relevant A5-Configuration Item Record
E.g. All un-started CIRs for team plus all dependant CIs as at date
For each CIR in scope any subset of the product's details
Products Type and Name

Products version history covering all possible Life-cycle stages
Dates of transitions between states with planned and if appropriate actual dates
Stakeholders in each transition and their role at each transition
EG Producer, Verified by, Worked on by, Owner of business-as-usual aspects and Owner of
operational and maintenance aspects
Those who are using (holding the item or a copy), If copied the location of any master
Linked items and the interface/ linkage
Other related records: Either CIRs, Risk, Issues etc }
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Change Authority And Budget (Pg. 93)
Issues outside of tolerance versus baseline (Scope-PBS+CIs, Cost etc) trigger exceptions
Trivial issues (concerns) dealt with informally Recorded in A7-Daily Log
Priority and severity scales determine management level required for decision making
Minor PM(?), Significant Change Authority, Major Project Board, Critical - CoPM
Base-lining a product (management or specialist) closes the associated cost-account

Requires fresh authorisation to re-open expenditure on the product
Authority over project funds rests with the Project Board
Authority to change any base-line (management or technical) rests with the Project Board
May be delegated to a Change Authority in whole or in part
CH:F:2-2
The purpose of a change budget
9.3.1.1
Fund agreed between customer & supplier for change control procedure & to implement changes
Purpose is to avoid raising a project exception for each scope change
NOT tolerance and not provided to handle risks and over-runs

Tolerance is not for funding change*! Applies to existing scope. Extra scope = more tolerance not less
Authority over the change budget (to RFCs and Off-specs) rests with the Project Board
Change funded by change budget, new project budget or de-scoping other project elements MoSCoW
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* SO common as an exam question I got asked exactly this on my

last assessment as an accredited p2 trainer
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CH - Change (CH) Foundation
CH:F:2-4
The steps in the issue and change control procedure 9.3.3, 9.3.3.1-5
[15.4.6 Capture and examine issues and risks]

Capture: assess for formality, record in the A7-Daily Log or A12-Issue Register
A13-Issue Report raised (by Issues author?)

All subsequent steps update the records
Decide type: RFC, Off-Spec, Concern and compare to severity and priority scales
If an exception create an A10-Exception Report
Examine: Estimate impact on all stakeholders with appropriate haste

Check if assessment triggers and exception
Define impact on C/T/Q/S, A2-Business Case including benefits, Risk profile,
Consider business, users and suppliers interests, ops and other projects or programmes
Propose:
Identify possible responses and cost/ effort impact on suppliers
Contrast their acquisition and through-life costs/ benefits and risks to all stakeholders,
Raise an A10-Exception Report for responses beyond tolerance
Decide & Implement

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imho A mistaken process because assessment can only happen after examine and both must follow capture. A safer procedure is to
record all concerns in the A12-Issue Register. Then assess, then treat with required formality. Capture must be light-weight or it will be
avoided.
If it isnt captured you dont know about it and miss-assessed and individually small but frequent items are lost
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CH:F:2-4
The steps in the issue and change control procedure 9.3.3, 9.3.3.1-5
Decide RFCs: Place the facts in front of those authorised to decide future actions
Select the option that balances stakeholder interest over full life-span
Approve: execute the remainder of the A26-Work Package, A16-Stage Plan or A16-Project
Plan to the new baseline
Reject: continue to execute to the old baseline
Defer, or Request more information, Request an Exception Plan
Escalate exceptions A10-Exception Report in addition to A13-Issue Report
Decide Off-Specs: Place the facts in front of those authorised to decide future actions
Concession: Allow Off-Spec without remedial action Update A17-Product Description
Instruct resolution: Require the Off-Spec to be remedied
Defer, Request more information, Request an Exception Plan
Implement: [15.4.8 Take corrective action] or [17.4.5 Produce an Exception Plan] or

Close the project
Amend existing A26-Work Package or create new ones
Update records & keep stakeholders advised throughout

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A12-Issue Register Product Description

(As Given in the Official Manual)
CH:F:2-3
The purpose of a: Issue Report, Issue Register A.13.1/2 A.12.1/2
Capture and maintain information on all of the issues that are being formally
managed. The Issue Register should be monitored by the Project Manager on a
regular basis
The official manual suggests the A12-Issue Register contain {
Issue identifier, Issue type - Request for change, Off-specification, Problem/concern

Date raised, Raised by, Issue Report author (sic!)
Issue description statement of cause and impact
Priority & Severity, Status, Closure date* }
Describes the evolving analysis of an issue being handled formally

The A13-Issue Report might contain {
Issue identifier, Issue type - Request for change, Off-specification, Problem/concern

Date raised, Raised by, Issue Report author (sic!)
Issue description statement of cause and impact
Impact analysis, Recommendation
Priority & Severity, Status, Closure date* }
Often risks, issues (Assumption & Dependency) registers merged in small projects
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* A repeating group of Status and Status-Date would be a better data-architecture
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CH:F:2-3
The purpose of a: Issue Report, Issue Register A.13.1/2 A.12.1/2
A13-Issue Report
Describes the evolving history (from identified to closed or FOAR*), context, events causing
and analysis of a request for change, off specification or a problem/concern to be handled
formally
*FOAR = Follow-On-Action-Recommendation post project action
A12-Issue Register: to capture and maintain information on all of the issues that are
being formally managed. The Issue Register should be monitored by the Project
Manager on a regular basis
Often merged for small projects
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Passing the exam and discussion with other practitioners requires you have clarity of the official guidance. As
described there are context where the generic process may require tailoring. Ch-19 highlights the need for context
specific application of the generic process: contact us for help to embed something safe, simple and fit-for-purpose
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Syllabus details at the bottom!
294
Issues and Configuration Management

SU, IP, DP1, DP2, DP3 - 1/3
CoPM
[13.4.1 Authorise initiation]
1.
Board confirm initiation controls are ok
Project
Board
Project
Manager
12.4.1 Appoint the Executive

and the Project
Manager
1.
PM creates A7-Daily
Log for issue capture
in SU& through-out
the project records
informal issues and
reminders on formal
issues
lessons
1.
lessons
Stage
1.
PM considers how
Initiation Stage will
control management
products prior to
establishing
configuration
management

1.
Board approve the A6-CfMS as adequate
2.
Board agree CAs authority limits
14.4.2 Prepare the Configuration Management Strategy (A6-CfMS)

1.
PM/ PS perform Configuration Management Planning. IE they define procedures & roles,
timings, records (EG A5-Configuration Item Record) & reporting (EG A18-Product Status
Account) content & format, responsibility/ authority to decide actions for maintaining baselines
(Configuration Management (CM)) and assessing impacts to baselines (Issue & Change
Control (ICC)) In alignment with CoPM standards in the A6-Configuration Management
Strategy (A6-CfMS)
2.
PM/ PS consider if all Registers, Records and Logs are within one integrated repository/ file/
database [excel spreadsheet!]
3.
Exec sets priority & severity scales* (p97)
4.
Exec decides if they wish to delegate some discretion to a Change Authority (C8-CA), and if
so the level of individual and aggregate impact under the CAs control. CA may address
Requests for Change (RFC) and Off-Specifications (OS). Often Project assurance form a
change board with stage level authority and the PM acts as CA for A26-WkPkg
5.
PM/ PS select Configuration Management tools to be used
6.
PS establishes the A5-Configuration Item Records and creates initial set of A5-CIRs (for the
A21-Project Product Description and management products Such as A2-Business Case!)
7.
Exec decides if a change budget (Money [and time]) should be allocated to fund Impact
Analysis of Request For Change (RFCs) & implementation of RFCs and if so how much any
CA has discretion over (EG per change & per stage in aggregate)
8.
PM integrates change procedures release of change budget with contract and procurement
procedures
9.
PS create the A12-Issue Register & populates from existing issues in A7-DL needing formal
treatment
10. Delivery
PM seeks
Plan
Stageboard approval or defers to 13.4.2 with the A20-PID

1.
Board seek confirmation that product handed-overs
during the stage just closing followed the A6-CfMS
14.4.3 Prepare the Quality Management Strategy A22-QMS

1.
PM considers issues affecting the A22-QMS, PS logs new issues to
A12-IR
14.4.4 Prepare the Communication Management Strategy (A4-CmMS)
1.
PM establishes the information & communication needs for CM
including issue management
2.
PM considers issues affecting the A22-CmMS, PS logs new issues to
A12-IR
1.
PM establishes controls appropriate to A6-CfMS
2.
PM considers issues affecting controls, PS logs new issues to A12-IR
1.
PM includes a26-WkPkgs in A16-PjPlan appropriate for scheduling
and budgeting CM activity
2.
PM considers issues affecting planning, PS logs new issues to A12IR
1.
PM considers & includes issues affecting the A2-BC
1.
PM includes A6-CfMS into the A20-PID
(A20-PID acts as baseline for all Impact Assessment of Issues)
Team
Manager
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CH:P:2-5 The processes and roles involved in issues management
SU, 15.4.6-8, C/Table 9.2 and 9.3
CH:P:2-6 The processes and roles involved in agreeing a change budget and Change Authority 14.4.2, 13.4.2, C.1.1
CH:P:2-7 Apdx-A entries, life-cycles and roles involved in: Issue Report, Issue Register, Configuration Management Strategy, Configuration Item Record, Product Status Account
A.6.2, A.5.2, A.18.2, A.13.2, A.12.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5, 18.4.2-5, C/Table 9.2 and 9.3
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295

DP2 &3, CS & MP, DP4 - 2/3
CoPM
13.4.4
1.
2.
3.
Project
Board
Project
Manager
Team
Manager
Give ad hoc direction

CoPM/ Exec/ SU/ SS Raise an Issue
Board may ask for an Issue or Exception Report to clarify PMs request for guidance or A11-Highlight Report
Board respond to A13-Issue Report as necessary by seeking input from CoPM, asking for an Exception Plan (via 17.4.5), a
corrective action (via 15.4.8), amending tolerances (update A16-StagePlan). Grant a concession to or demand remedy of an OffSpec. Defer, Approve (as corrective action/ tolerance change), Reject or ask for an Exception Plan for an RFC

1.
PM follows issue handling & reporting procedure as defined
in A6-CfMS & A4-CmMS to report issue status to
stakeholders
2.
Anyone at anytime: raise a new issue (concern) about
anything
3.
PM (Issue author?) record concern on A12-IR in accord
with A6CfMS [official manual say may be to A7-Daily Log if
PM resolves directly]
4.
PM categorises as: Problem, Concern, Request for Change
(RFC) or Off-Spec (OS) Transfer concerns discovered to
be risks to A15-RR
5.
PM (team) use scales from A6-CfMS to assess Priority (of
RFC & OS) & Severity (Impact) on all plans, A2-BC and
Tolerances
6.
PM creates an Issue Report [Simon says A12-IR & A4CmMS should be defined as sufficient*)
7.
PM (team) identify possible responses, log to A12-IR and
assess vs.. tolerances
8.
PM may escalate a Tolerance threat via 15.4.7 otherwise
(as-well?)
9.
PM (team) select responses in tolerance and add to A16StgPlan
10.
PS cross reference Issue to affected products A5-CIRs
15.4.7
1.
2.
3.

1.
TM confirms procedure to handle issues

1.
TM includes notes on issues in A3Checkpoint Report
4.
Escalate issues & risks

PM when triggered by a Tolerance threat or breach: snap-shot full project status
PM (team) assess deviations impact on baseline and impact of each possible response
PM records assessment & recommendation in an A10-Exception Report & sends to the board [13.4.4] with
request for direction
PM updates A12-Issue Register/ A13-Issue Report for decision

1.
PM assess & report on contents of A12-Issue Register & corrective actions in period
1.
Board or 15.4.4 or TM trigger action
2.
PM collects information on deviation (concern) from Records, Reports, Logs & Registers (RRL&R), selects or
devises responses and triggers via 15.4.1 and updates RRL&R EG A5-CIR
3.
PM changes A17-PD for Off-Specs granted a concession
1.
PM checks A12-IR & acts on all affects on A2-BC & all plans
2.
PM raises any new issues
15.4.1
1.
2.
3.

PM/ TM agree process & people for any product handovers as per A6-CfMS [possibly amended]
PM/ TM Agree process for TM to raise A26-WkPkg issues
PM considers issues affecting the A26-WkPkg, PM logs new issues to A12-IR

1.
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SU, 15.4.6-8, C/Table 9.2 and 9.3
A.6.2, A.5.2, A.18.2, A.13.2, A.12.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5, 18.4.2-5, C/Table 9.2 and 9.3
295
296
CoPM
296

SB and CP, DP3 & 5 - 3/3
Project
Board
Project
Manager

1.
Board seek confirmation that product handed-overs
during the stage just closing followed the A6-CfMS

1.
PM reviews the A12-IR for issues affecting the
next A16-StgPlan
2.
PM updates A12-IR with new issues and changes
1.
1.
PM reflects issues in A2-BC update
2.
1.
PM assesses the A12-IR for issues marked for
assessment at stage end [17.4.1 p196 bp9)
2.
PM Summarises issue status in A9-ESRpt
including Off-specs: product or features missing &
Concessions
1.
PM updates A12-IR (& A13-Issue Report) with
board request for an Exception Plan
2.
PM updates A12-IR with new issues & changes

1.
Board seek confirmation that product handed-overs during the
stage just closing and the project as a whole followed the A6CfMS specially for Ops & Maint
1.
PM updates A12-IR (& A13-Issue Report) with board request
for premature closure
1.
PM checks product handovers into Operations (Ops) &
Maintenance (Maint.) as per A6-CfMS
2.
PM ensure suitable Ops & Maint. environment and service
level agreements in place [should be 12.4./SS]
3.
PM transfers responsibility for products to Ops & Maint. And
secures acceptances [should be 12.4./SS/ Exec]
4.
PM prepares Follow-On-Action-Recommendations based on
open Issues & concessions
5.
PS updates CIRs [Need to be handed over to Maint!!]
1.
PM compiles a review of useful measures EG statistics on
project issue management
2.
PM Summarises issue status in A8-EPjRpt including Offspecs: product or features missing & off-spec
1.
PM archives project records according to A6-CfMS
2.
PM confirms all issues are closed or included in FOAR, then
closes the A12-IR
Team
Manager
See CLICK HERE +44 84 52 57 57 07

SU, 15.4.6-8, C/Table 9.2 and 9.3
A.6.2, A.5.2, A.18.2, A.13.2, A.12.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5, 18.4.2-5, C/Table 9.2 and 9.3
296
297
297
A5-Configuration Item Record,

CoPM
The activities & roles involved in maintaining A5-Configuration Item Record and A18-Product Status Accounts
Project
Board

Project 1.
Manager
lessons
Business Case
1.
PM/ Exec/ SU define
A21-Project Product
Description: Specialist
Products are outputs
whose use creates
outcomes that deliver
the measurable benefits
that justify the project
2.
PM/ PA note need for
A5-CIRs for products in
A21-PjPdDs
composition &
derivation
1.
PM/ PS note need for A5CIR for management
products
14.4.2 Configuration Management Strategy

1.
PM/ PS define process, selection
criteria and formats of A18-Product
Status Account (PSA) that snapshots
A5-Configuration Item Records. A18PSA may select by Date/ Team/ Stage
& status EG Not started, Work-InProgress (WIP) late & WIP on
schedule, Ready for review, Baselined,
Released etc
2.
PM/ PS define A5-Configuration Item
Record attributes for required A18-PSA
selections
3.
PS create initial A5-CIR for
management products [and A21Project Product Description and all
known component parts (may be notes
in A7-Daily Log for a small project)
1.
PS create/ update A5-CIR (& A17-PD)
for all products in project Product
Breakdown Structure (PBS)
Plan Delivery Stage
Team
Manager
See CLICK HERE +44 84 52 57 57 07
And 9.3.1.2 & 9.3.1.3
297

1.
PM uses A18-PSA to analyse product status (derived from
A5-CIR)
1.
PM uses a18-PSA for details of products to include in A11Highlight Report
1.
PM requests a A18-PSA from PS to snap-shot A5Configuration Item Records and assess variance to A16StgPlan
2.
PM requests A18-PSA for any releases to check all OK
3.
PM requests PS perform a Configuration Audit to check all
A5-CIRs match reality (or change reality)
1.
PS update A5-CIR (& A17-PD) for any products in A26WkPkg PBS as useful EG set status = WIP
1.
PS check A5-CIR & reality agree - update A5-CIR as useful
1.
PM assess deviations using A5-CIR (& A12-IR, A15-Lesson
Rpt, A13-Issue Rpt, A10-ExcptnRpt, A7-DlyLg & Board)
2.
PS update affected A5-CIR
1.
PS confirm aall A5-CIR in release are approved by the
authority in A17-PD

1.
TM & PS update A5-CIR status (e.g. WIP/
Ready for Review/ Released)

1.
PM [(sic)?] create/
update A5-CIR (&
A17-PD) for all
products in stage
PBS
(inc A16-PjPlan
changes)

closure
1.
PM uses A18-PSA to
check all A5-CIR
approved by authority in
their A17-PD or have a
concession
closure
1.
PM uses A18-PSA to
see which A5-CIR
(A9-ESRpt)
approved by authority in
1.
PM request A18-PSA
their A17-PD, have a
for details to include
concession, are WIP or
in A9-ESRpt
Not started
2.
PM plans work to
salvage & pass-on or
17.4.5 Produce an Exception
make safe A5-CIRs as
Plan
required
1.
PS (sic) create/
update A5-CIR (&
1.
PS update A5-CIR for
A17-PD) for all
products transferred to
products in
operations [& should
exceptions scope
transfer the actual CI
(Scope determined in
records too!]
15.4.6 by A18-PSA)
1.
[TM & PS check status OK in A5-CIR for all
CIs to close the A26-WkPkg]
298
298
CH - Change (CH) Practitioner

Configuration Management
Foundation Questions in the WorkBook see TOC

CH:- Able to use/ tailor the theme to a scenario, to products and to make decisions in the 7 processes
CH:P:3-1 Identify appropriate information, (using Apdx-A), for inclusion in the products of change
CH:P:3-2 Identify the appropriate type for a given issue
9.2.4
CH:P:3-3 Identify the actions and roles to apply issue and change control
9.3.3
CH:P:3-4 Identify appropriate resource(s) for the role of Change Authority
9.3.1.1, C.8
CH:- Critique theme's application to an exam scenario
QA and comment on theme's products and roles involved through-out their life-cycle in CH:P:2-7
CH:P:4-2 Critique use & roles across issue and change control steps: Capturing and analyzing Issue type for
formal (or not) management, Determine impact, Proposing actions, Deciding actions, Implementing actions
CH:P:3-1
CH:P:3-5
Identify appropriate information, (using Apdx-A), for inclusion in the products of change
Identify actions & roles to apply configuration management
9.3.2
CH:- Critique theme's application to an exam scenario
9.3.3, 9.3.3.1, 9.3.3.2, 9.3.3.3, 9.3.3.4, 9.3.3.5 C/Table 9.2 and 9.3
CH:- Able to use/ tailor the theme to a scenario, to products and to make decisions in the processes
CH:P:4-2
Critique use & roles involved in Planning the CM level, Identifying CIs, Controlling CIs, Status
accounting Verifying and auditing configuration items
9.3.2 C/Table 9.2 and 9.3
Appropriate questions are provided in FX02 Qn 8 and FX03 Qn 7
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CH:P:4-1
299
Revision Notes
What Im sure of:
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300
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing A Project
Controlling A Stage
Closing A Project
Chapter 18
Syllabus Themes:
PG Progress
See CLICK HERE +44 84 52 57 57 07
300
301
301
PG Progress: Purpose and Concepts
PG:F:2-2
The purpose of the Progress theme
10.1
establish mechanisms to monitor and compare actual achievements against those

planned; provide a forecast for the project objectives and the projects continued
viability; and control any unacceptable deviations
Control = Decision making to maximise the A2-Business Case objectives
Reporting lines = Delegation of goals and resource control & decision making limits
Project Managers (& boards) freedom to operate without overstepping limits
Analysis of status vs plan = Variance and potential for exceptions vs authority
Organisation: Four management levels

Two plus four tolerances at different levels
of applicability
Created in [14.4.5 Set up the project controls]
Part of A20-Project Initiation Document
Starts in Starting Up A Project (SU) with
mandate and [12.4.6 Plan the Initiation Stage]
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301
Plan
Control
Delegate
Monitor
302
302
PG Progress: 4 Management Levels
PG:F:1-1 Reporting lines between the four levels of management 10.3.1.1, 10.3.3.4
CoPM
Delegate projects objectives in benefit terms and project tolerances to the Executive
Appoints exec and Project Manager, Receive escalations from the Executive
Project Board Project control, Directs stage by stage

Agree project cost (resources), time, scope+quality, Risk (CTSQR) budgets with CoPM
Starting Up A Project, the Initiation Stage, for specialist product delivery, risk and change
Delegates outcomes in product terms, budgets and stage tolerances to the Project Manager
Receives escalations from the PM, Escalates to CoPM
Decides within tolerances if project continues, stops or change
Project Manager Stage control, Manages day to day

Agrees stage CTSQR with the Project Board, Escalates breaches (A10-Exception Report)
Decides what and when to [15.4.8 Take corrective action] within tolerances
Allocates A26-Work Packages and tolerance to team, Receives escalations from team
TMs - Deliver
Negotiates realistic A26-Work Package CTSQR then commits to delivery of products within
constraints, Escalates to the Project Manager (by raising an Issue)
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303
303
10.2.3: Tolerance
Tolerance is the allowable variation (plus or minus)

between actual status (or forecast status) and agreed base-line
Actual or threatened breach of tolerances causes an exception

PRINCE2 based on the idea of Management By Exception
Tolerance is held by the Project Board at project level, the Project Manager at stage
level and team member/ manager at A26-Work Package level
Table 10.1: Tolerance is defined in 6 aspects but can be zero tolerance!

Cost (Budget) and Time (Schedule) for the project, a stage and a A26-Work Package
Scope products (PBS) delivered by project, a stage, A26-Work Package (MoSCoW)
Product quality Attributes specified as ranges,
Agreed at A21-Project Product Description and A17-Product Description (PM & PB)
Risk appetite for the project, a stage and a A26-Work Package

Individual large threats and aggregate level of the EMV
Benefits tolerance agreed at project level between CoPM and the board
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Tolerance is discretion for decision making

MBE is an act of faith that is too hard for many senior managers to embrace when starting down a road towards mature project management when you
303want a more complete route-map and guidance on the journey please contact us
304 PG
304
- Progress Tolerance in Management Products

1/2
PG:F:2-5
When and how tolerance is set and exceptions reported, The
management products tolerances is documented in, how management by
exception applies at management levels
10.2.3, 10.3.1.1, 10.3.4
Documentation of tolerance
A2-Business Case: Expected benefits range (tolerance) for each benefit
A3-Checkpoint Report: A26-Work Package tolerance status
A8-End Project Report: Review of project objectives Time Cost Quality Scope Benefits &
Risk (TCQSRB)
A9-End Stage Report
Review of project objectives (TCQSRB), Review of stage objectives (TCQSRB), Forecast
(TCQSRB)
A10-Exception Report: Options affect on tolerances

A11-Highlight Report: Project and stage tolerance status actuals and forecast
A13-Issue Report: quality criteria ask if the issues affect on tolerances was considered
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304
305 PG
305
- Progress Tolerance in Management Products

Continued 2/2
Documentation of tolerance continued

A16-Plan (Project) (Stage) (Team):
Tolerances TCS and stage or team-level Risk (sic see a24)
The A17-Product Descriptions within included each plan state product quality tolerances
A17-Product Description: Quality tolerances range within which each quality criteria
is acceptable
A19-Project Brief: Project definition (from Mandate) { Project tolerances, }
A20-Project Initiation Documentation: Project controls summary of agreed tolerances
A21-Project Product Description: Project-level quality tolerances: apply to acceptance
criteria
A24-Risk Management Strategy: Risk tolerance: Thresholds for exposures requiring
escalation between PM & PB, Exec & CoPM
A26-Work Package: Tolerances time and cost but may also include scope and risk
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305
306
306
Tolerance in the Roles

(From Appendix-C)
Executive
Escalates to CoPM risks and issues that threaten or breach tolerance
Provides (or delegates) overall business assurance including for tolerances
Project Board
In SU and Initiation Stage: confirm tolerances with CoPM
In Delivery [ specialist ] stages: Set stage tolerance (approval of A16-Stage Plans and exception
plans)
Senior User must specify/ ratify A21 & A17-Product Description tolerances and
Senior Supplier must confirm achievable]
PA
Assess aggregate risk exposure against project tolerance (sic!)
Monitor stage and project progress vs.. tolerances
PM
Ensure the products are produced within TCSQ Benefits & Risk tolerance
May be able to authorise changes that do not affect tolerances
PM and TM must confirm A16-Stage Plan & A26-Work Package tolerances realistic
TM: Ensure teams quality work planned and performedwithin tolerances
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307
307
Tolerance In The Activities
12.4.1 Appoint the Executive and

the Project Manager
1.
CoPM Set project level
tolerances
CoPM
Project
Board

1.
Board set
tolerances (Tol.) for
Initiation Stage

1.
Board check Pj Tol. from CoPM is realistic
2.
Exec renegotiates Pj Tol if relevant
3.
Board agree project budget including cost tolerance (and risk
and change budget) and project timescales including
schedule tolerance (and risk & change time-budget)

1.
Board consider their direction in response to a
Tolerance Threat (TT): Increase Tol., Request
an Exception Plan, Defer if TT contingent on a
Risk Cause (event), Reject sic! (eh?)
13.4.3 Authorize a Stage or Exception

Plan
1.
Board set Stage Tol. (for last
stage consider what to do with
unused Tol [wrong thinking*]
12.4.2 Capture
previous lessons
Project 1.
Manager
lessons

1.
PM includes Risk Tol in A24-RMS IE the thresholds for 1.
PM converts & extends A13-Issue Rpt into
1.
PM includes specification of
risk escalation from management level to level,
A10-Exception Report giving Overview of which
Stage Tolerances (Cost/
specially from PM to Board (possibly using a
tolerances are threatened by how much and
Time/ Scope/ Risk, not
Probability Impact Grid or Matrix
when and why, the consequences of each
quality-See below or benefits18.4.4 Evaluate the
possible response (including none)
See 14.4.6)) in A16-Stage
Project
Business Case
Plan
1.
Q-Tol is defined in each A17-Product Description
15.4.6
Capture
and
examine
issues
and
risks
1.
PM
reports on
1.
SU expresses Customer
2.
PM (team) create stage PBS
1.
PM create A13-Issue Report considering affect
Pj performance
Quality Expectations & PM 14.4.5 Set up the project controls
and A17-PD with product
Tols
1.
PM confirms Tol levels and escalation mechanisms
& objectives
captures as driver for
quality tolerances defined
between
CoPM/
board/
PM/
TM
vs.. tolerances
quality tolerance
(probably as attribute ranges
in A8-End
2.
PM (Exec) starts defining 14.4.6 Create the Project Plan
(e.g. Customer call duration
1.
PM gives board confidence of operating within
Project Report
each benefits tolerances 1.
between
1
and
3
minutes)
PM includes specification of Pj tolerances in A16-PjPln
Tol by regularly reporting stage status vs. Tol &
and aggregate benefits
PM notes scope tolerance in
(Cost/ Time/ Scope/ not quality-See below or BenefitsTT early warnings** in A11-Highlight Reports 3.
tolerance
A17-PD and stage PBS
See A2-BC or Risk-See 14.4.1))
3.
PM records SU's quality 2.
PM includes spec. of quality & scope tolerance in each 15.4.4 Review stage status
1.
PM determines from controls (project Records
tolerance (i.e. limits on
A17-Product Description (& A21-PjPD)
1.
PM Checks for change in
Registers and Logs) any tolerance threat &
Acceptance Criteria) in
3.
PM notes scope tol in A17-PDs and project level
CoPM/ board Risk tolerance
Escalates via 15.4.7
A21-Project Product
per Risk and in total
Description
4.
PM (Exec) consider affect of part-time-teams on
schedule and consider compensation in other
1.
PM acts within Stage Tol EG to resolve A261.
PM reports Pj objectives and
tolerances
WkPkg exception
Stage objectives vs. all
approach and assemble
tolerances, and forecasts tol.
the Project Brief
1.
PM (Exec) refines quantified definition of each
for rest of project in A9-End
1.
PM/ TM make joint agreement on A26-WkPkg
1.
PM documents Pj
benefits
Best/
Expected/
Worst
target
expresses
as
Stage Report
Cost/ Start & End date, Milestone, Quality (from
tolerances received by
tolerances
and
aggregate
benefits
tolerance
17.4.5
Produce
an Exception Plan
A17-PDs) targets and A26-WkPkg tolerances
Exec in project mandate
PM (Exec) considers affect of timescales on benefit
PM creates a new A16-Stg or
(Cost/ Time/ Risk & Scope. Zero time tolerance 1.
(or by discussion) prior to 2.
tolerances including delivery dates
Pj Plan to Suggest recovery
and higher scope tolerance implies iterative/
transfer to A16-Pj Plan at
Plan Delivery Stage
options from Stage or Pj TT
agile methods Such as SCRUM
14.4.6
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Team
Manager
307

*X-Ref correct tolerance handling
1.
As 15.4.1
** Strictly ANY Tolerance Threat forecast of an
out-of-tolerance situation is by definition being in Exception and

1.
TM makes corrections within Wk-Pkg Tol or raises an Issue to the PM (to log in the A7-Daily Log and handle at 15.4.8)
2.
TM reports tol status in A3-Checkpoint Report
308
PG Progress: Authorising & Measuring Work
Achievement requires effort!

A26-Work Package means to delegate to technical specialists
[15.4.1 Authorise a Work Package] [16.4.1 Accept a Work Package]
[16.4.2 Execute a Work Package] [15.4.2 Review Work Package status]
[16.4.3 Deliver a Work Package][15.4.3 Receive completed Work Packages]
Required A26-Work Packages defined by product based

planning & CQEAC their contents (tasks) determined by activity based planning
Work starts only when authorised: Both parties agree CTSQR, Quality activities,
Escalation and reporting details, Configuration management and handover procedures
Each step recorded in the A5-Configuration Item Records of products in scope
After which Configuration management dependant on results from quality review
Meaningful measure is Finished! Binary

Monitoring must be at work-performance level - Analysis in 6 axis based on monitoring
Extrapolate from achievements, Resource consumed does not = Results achieved
Detect tolerance breach or threat, authorise next A26-Work Package or stage
Milestone charts, S-Curves, Earned Value Management

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309
PG Progress: Progress & Record Keeping
[16.4.2 Execute a Work Package] A3-Checkpoint Report

[15.4.2 Review Work Package status] [15.4.4 Review stage status]
[15.4.5 Report highlights] A11-Highlight Report [13.4.4 Give ad hoc direction]
[15.4.8 Take corrective action]
Progress assessment examines

(A5-Configuration Item Record),
A23-Quality Register,
A12-Issue Register,
A25-Risk Register,
A7-Daily Log
A7-Daily Log is PMs diary of
everything to be done,
conversations needed or held
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310
A7-Daily Log Product Description
PG:F:2-6
Purpose of a: Daily Log
A.7.1
The A7-Daily Log is a diary or aide-memoire for the Project Manager and perhaps also
team member/ managers
Is all other registers and logs in Starting Up A Project (SU) and small projects
It might contain {
Date of entry, Points of note or reference
Parties to any discussion
All notes on their way to a register as a result of recent, probably verbal communications
EG results of project definition workshops
Cross-reference to a register (if relevant)

EG for action today
What needs to be achieved by when

Who has what role, pending actions & interim points of monitoring or communications
Ear-marked pages As an alternate to separate registers and logs

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311
Product Description
PG:F:2-8
Purpose of a: Checkpoint Report
A.3.1
Reports status of a A26-Work Packages activity at PM & TMs agreed frequency
For progress control the checkpoint report might contain {
Document admin such as date written and period covered

Follow-ups to previous action items, particularly where PM assistance is needed
This period: Products worked on & completed/ Quality activity/ Lessons observed
Revised estimates for materials and skills needed to finish (E@C)
Earned value assessment and the audit trail to justify it
Work not done to plan (missing, wrong, extra) and how it was scheduled and funded!
Material & Immaterial variances (EG within float): Why & Return to Green Actions should
be confirmation not notification!
Next period: Corrections, Products to be completed or worked on, Planned Quality

Work-package status summary: Tolerance situation, Issue and risk summary, Lessons
observed to be shared }
PG:P:2- Apdx-A entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
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estimating? P2 mentions these topics in chapter 7. Was the exam-cram thorough here? If you would like assistance please contact us
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312
A11-Highlight Report Product Description
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
PG:F:2-8
Purpose of a: Highlight Report
A.11.1
Reports results! (stage status) to stakeholders typically the Project Board

Frequency & format etc defined in the A4-Communications Management Strategy
Mechanism for PM to ask for help and advise and raise potential [ issues ] problems
Project Board should monitor project and stage status [ vs.. business evolving needs ]
The A11-Highlight Report might contain {

Document admin such as producer, production date and period covered
Project status summary: Tolerance situation, Volume and value of changes: Request For
Changes (RFCs) by status, (non-RFC) issue and risk summary
Areas where Project Board assistance has been requested or is needed, IE Tolerance issues
This period: Products completed/ behind plan with corrective responses where appropriate
Next period: Products due and corrective actions
Work-packages pending, in progress, completed this period, to be authorised, to be completed
next period
Purchase order (contract) and invoice information
Lessons observed to be shared }
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313
PG Progress: Controls
Control = decision making as events occur Based on analysis Based on data

Monitoring = routine data gathering leading to analysis leading to decision making
Matched to detail of plan & at a frequency to balance cost with usefulness
Project assurance provide oversight to ensure reports can be relied on
PG:F:2-1
Contrast event-driven and time-driven controls
10.3.3
Time-driven: A3-Checkpoint Report and A11-Highlight Reports

A3 Frequency agreed at start of A26-Work Package and start of stage
A11 Frequency set out in A4-Communications Management Strategy (as amended?)
All A3-Checkpoint Reports, Registers and Logs
Distribution defined in A4-Communications Management Strategy too
Event-driven: triggered by an achievement or exception

EG End of stage, Tolerance Threat, Creation of a product, Passing of a Quality Review
PRINCE2 meetings are all event driven (efficient use of senior management time)
After tolerances are agreed the assumption is progress to plan unless an exception occurs
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313
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314
PG Progress: Controls
4 Levels of management controls are all authorisations

Controls (decisions) = authority to approve intentions & obligation to supply resources
Copm: Authorise the mandate and project tolerance
Board
The Directing A Project (DP) activities- Authorise: Initiation, a Project, the Stages, Closure
Strategies linked to Senior User(s) & supplier(s) merged Quality Management Systems
A20-Project Initiation Document [ Investment Definition ]
A16-Project Plan & Stage tolerances

Routine A11-Highlight Reports or All end stage/ end project or exception responses
at any time they wish!
Project Manager controls over specialist work includes

All the Controlling A Stage (CS) activities (15.4.1, 2 & 3, 15.4.4, 5 & 8, 15.4.6 & 7)
A26-Work Package, A16-Stage Plan, all Registers & Reports, Logs & Baselines
Control of the project is achieved by all activities of Initiating A Project (IP), Managing A
Stage Boundary (SB) and Closing A Project (CP)
Team Manager Technical discretion (outside of PRINCE2s scope)

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314
315
315
PG Progress: Stages
PG:F:2-3 Contrast management stages and technical stages 10.3.2, 10.3.2.3

Management Stages: partitions of the project with management decision points
a collection of activities and products whose delivery is managed as a unit
Non-overlapping time-periods during which the Project Manager is authorised by the Project
Board to manage the project on a day-to-day basis within stage tolerances
Set in [14.4.5 Set up the project controls] & each is planned in [17.4.1 Plan the next stage]
Plan before deciding whether to act or not
Technical stage: a grouping of work by the set of techniques used or the products
created
A synonym for phases such as Design, or Dig Foundation, TS may overlap
Scope of specialist & management stages matched by Product Based Planning (PBP)
PG:F:2-4 The factors to consider in identifying management stages 10.3.2.1 -3

Mandatory - MUST be a minimum of 2: Initiation and one for the technical work
How far ahead the team can plan, where decision points are needed, Risk level
(Project Board confidence and appetite), Value of control vs.. overhead cost of control
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317
Learning From Experience

& A14-Lessons Log Product Description
A PRINCE2 principle is based on Learning from Experience (LfE)

[12.4.2 Capture previous lessons] creates a A14-Lesson Log, Initialised with other
projects relevant observations and passed, at project end, to interested parties
Used to log events to repeat or avoid in future
Applied in every process during the project Learned lessons = actions in plans!
Source of A15-Lesson Reports created when something to share
PG:F:2-6
Purpose of a: Lessons Log, Work Package A.14.1
Record lessons to be applied to this and other projects
The A14-Lesson Log might contain {

What happened
May cross-reference entries for risks and issues
Why and how it affected us or someone else

What we would do differently or the same next time
What we might do to spot and avoid future bad lessons or repeat good ones }
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A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
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318
318
A15-Lesson Report Product Description
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
PG:F:2-7
Purpose of a: Lessons Report
A.15.1
Created anytime useful lesson to share to provoke learning from positive and
negative experiences
May exist in variants (See CM) appropriate to select audiences
Is in part a part of the mechanisms to refine estimating databases and methods
Might contain {
Summary, perhaps with highlights specific to different audiences
What topics, project or timeframe (e.g. stage) is covered in the report
Events and circumstances with a consequence worth recording:
What were the conditions, their causes and their consequences?
How these could be spotted, anticipated, encouraged or avoided in future perhaps against
some standard topics such as:
project management strategies and controls, technical techniques, standards, processes, tools
use of PRINCE2 tailoring and suitability of what is embedded
Metrics or measures and responses found to be useful, or useless

Including performance versus estimates (EG task SPI/ CPI figures}
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Schedule and Cost Performance Indices Measures of efficiency vs.. original estimates. Calculated by dividing
the level of verifiable achievement to date, expressed in budgeted effort or cost by firstly intended and 2ndly actuals
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319
A14-Lesson Log & A15-Lesson Report
CoPM 12.4.1 Appoint the Executive and the

Project Manager
1.
COPM provide lessons
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
Project
Board

1.
Board seek evidence
previous lessons are
being consulted &
current documented
Project
Manager
1.
PM Install culture Lessons Sought,
Record, Acted on within this project
(12.4.2 may be repeated during the
Pj, especially if novel/ complex)
2.
PM Captures (via a workshop) into
A14-Lesson Log all relevant lessons
from previous projects A15-Lesson
Reports, CoPM & external sources
management team
1.
PM considers how to act on
observations in A14-LL for team
design

1.
Board review (Exec assures) A15-LR
and decide who to send to
(Board ensure CoPM & CoE
functions aware of responsibilities)
14.4.X All Initiation Process activities in stage

1.
Seek lessons from PM team, CoPM, A14-LL & other Pjs A15LR
14.4.1 Prepare Risk Management Strategy (A24-RMS)
1.
PM includes lessons (EG Risk Breakdown Structure
[taxonomy] & categories) into Risk ID guidance & Impact
estimating see 14.4.6 & Response development IE ideas of
effective responses
14.4.2 Configuration Management Strategy (A6-CfMS)
1.
PM defines how records are stored. Accessed kept safe &
distributed. Pj records are the source of lessons
14.4.3 Prepare Quality Management Strategy ((A22-QMS)
1.
PM includes lessons into quality approach, Define QC[?QA]
process to remove causes of unsatisfactory results, Use Qmetrics for learning & process improvements

1.
PM considers A14-LL for Pj
justification
14.4.4 Prepare Communication Managnt Strategy (A4-CmMS)

1.
PM considers how to communicate lessons to other projects,
during Pj or in CP at a minimum

assemble the (A19) Project Brief
1.
PM considers A14-LL for approval

1.
PM defines records maintained (includes A14-LL)

Team 1.
PM considers A14-LL for Init-Stage
Manager
controls
See CLICK HERE +44 84 52 57 57 07
14.4.6
1.
2.
3.
Create the Project Plan (A16-Pj Plan)

PM considers value in repeating 12.4.2
PM include action to capitalise on previous lessons in Plan
PM (team) use comparative [analogous] estimating techniques
Plan Delivery Stage
15.4..X All CS/ 17.4./ 16.4./ CP activity in

Delivery Stage
1.
Seek lessons from PM team, CoPM,
A14-LL & other projects A15-LR
1.
PM considers lessons causing need
for A10-Exception Report
17.4.1 Plan the next

stage
1.
PM considers
value in repeating
12.4.2
2.
PM (team)
consider all A14LL as 14.4.6

risks
1.
PM may create A13-Issue Report
from a14-LL

1.
PM creates A15LR of what went
well/ badly,
1.
PM includes lessons observed and
estimates versus
applied
actuals and
statistics as
1.
PM captures (seek, record, act) to
appropriate,
A14-LL good & bad observations on
includes in A9P2 tailoring, tools, team & technique,
ESR & distributes
Process & product from team, A26according to A4WkPkg & all Plans/ Registers/
CmMS
Records & Logs
(A15-LR may be
2.
PM considers holding lesson review
tailored to an
now, later or at end of stage
audience,
3.
PM includes A15-LR in A11-Highlight
always(?) include
Reports if useful
Corp. QA)

1.
TM notifies PM of lessons observed or applied, directly and via
CofE = Centre of Excellence, previously known as a Project Office or Pj Support Office (PSO) or Pj Management Office (PMO)
319

1.
Board assures (sic) final A15-LR and authorises (sic) & distributes (as
part of approving (sic) A8-EPjRpt)
2.
(Board ensure CoPM & CoE functions aware of responsibilities)
3.
Board review A1-Benefits Review Plan is suitable to identify side-effects
and capture/ distribute as lessons
18.4.3 Hand over
Products
1.
PM includes in
A1-BRP,
provision for
distribution of
Lessons
observed in
Post-Project
Review [!]
18.4.4 Evaluate the
Project
1.
PM team
identify lessons
PM creates
A15-LR as
17.4.4, plus
reasons if
premature
closure Board
review & CoPM
approve it
18.4.5 Recommend
project closure
1.
PM closes A14LL
320
Roles in the Progress Theme
CoPM
Make decisions on Exception Plans when
project-level tolerances are forecast to be exceeded.
Provide project tolerances in the project mandate.
Executive Ensure that progress towards the outcome
remains consistent from the business perspective.
Make decisions on Exception Plans when stage-level
tolerances are forecast to be exceeded.
Provide stage tolerances.
Recommend action to corporate or programme
management if project exception forecast
Senior Supplier(s)
Ensure progress consistent from
the supplier perspective.
Senior User(s)
Ensure progress consistent from
the user perspective.
Project Assurance
Confirm stage and project
progress against agreed tolerances.
Verify Project Plan changes for impact on the needs
of the business or the Business Case.
Verify the Business Case against external events
and project progress.
See CLICK HERE +44 84 52 57 57 07
320
Project Manager
Authorize Work Packages.
Maintain the projects registers and logs.
Monitor progress against Stage Plans.
Produce Exception Reports for the Board when
stage-level tolerances are forecast to be exceeded.
Produce Highlight Reports, End Stage Reports ,
Lessons Reports and End Project Report
Project Support
Assist the Project Manager in
maintaining the Issue Register and Risk Register.
Assist with the compilation of reports.
Contribute specialist tool expertise (for example,
planning and control tools).
Maintain the Quality Register for Project Manager.
Number, record, store and distribute Issue Reports
and Exception Reports.
Team Manager
Agree Work Packages with PM.
Inform Project Support of quality activities.
Notify the Project Manager of any forecast deviation
from Work Package tolerances.
Produce Checkpoint Reports.
321
321
PG - Progress (PG) Exam Questions
Foundation Questions in the WorkBook see ToC

PG:- Able to use/ tailor the theme to an exam scenario to maintain products and
PG:P:3-1 Identify appropriate information, (using Apdx-A), for inclusion in the products
listed in PG:P:2-9
PG:P:3-2 Identify the appropriate actions and responsibilities when applying the concept
of management by exception
2.5, 10.2.3, 10.3.1, 10.3.1.1, 10.3.4, Tab 10.1
PG:- Critique theme's application to an exam scenario

PG:P:4-1 Critique products in PG:P:2-9 and roles involved through-out their life-cycle
PG:P:4-2 Critique activities and roles involved to manage by exception 2.5, 10.2.3,
10.3.1, 10.3.1.1, 10.3.4, C/Table 10.1 & 10.2
Relevant questions are:

FX02 Qn 7 and FX03 Qn 7
Same instructions as ever
See CLICK HERE +44 84 52 57 57 07
321
322
Revision Notes
What Im sure of:
See CLICK HERE +44 84 52 57 57 07
322
.
.
.
.
.
.
.
.
.
.
.
.
.
.
323
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing A Project
Controlling A Stage
Closing A Project
Chapter 19
Status Review
What We Have Done &
Have Still To Do
See CLICK HERE +44 84 52 57 57 07
323
324
7&7&7
BC Justification, Defined roles,

LfE, M-by-Excptn, Product focus,
M-by-Stages, Tailoring
Business Case, Organisation,
Quality, Plans, Risk,
Change, Progress
Starting Up A Project (SU),
Initiating A Project (IP),
Controlling A Stage (CS)
Managing A Stage Boundary (SB),
Managing Product Delivery (MP),
Closing A Project (CP),
CoPM
Exec & PM
BC Org
Org
BC R Pg OK Stage
OK Initiation
LFE
Team
Org
Project Manager
Justify-Why
BC R
Brief &
QApproach
P Plan IP
Team Manager
See CLICK HERE +44 84 52 57 57 07
324
OK Project
Project Board
Risk
C CM
Q Quality
R BC
Escalate
BC R C
Capture R&I
Pg Highlights
Comms
Controls
Pg
OrgPlan C
R P
Refine
BC BC
PID
Prep A Stage
Advice
Plan Stage
Org R P
Project Plan
BC Update
BC
Get work
Org OK Close
R
Close
Org
Terminate
P Handover
Stage Report
Pg
Look-backC
P
Plan Recovery
C
Tell board
BC
C Correct
Delegate WP
Pg
Day Job
Pg
Monitor WP
R Q
Do work Pg
Close WP
Deliver results
325
7&7&7
BC Justification, Defined roles,

LfE, M-by-Excptn, Product focus,
M-by-Stages, Tailoring
Business Case, Organisation,
Quality, Plans, Risk,
Change, Progress
Starting Up A Project (SU),
Initiating A Project (IP),
Managing A Stage Boundary (SB),
Managing Product Delivery (MP),
Closing A Project (CP),
CoPM
Exec & PM
BC Org
Org
BC R Pg OK Stage
OK Initiation
LFE
Team
Org
Project Manager
Justify-Why
BC R
Brief &
QApproach
P Plan IP
Team Manager
See CLICK HERE +44 84 52 57 57 07
325
OK Project
Project Board
Risk
C CM
Q Quality
R BC
Escalate
BC R C
Capture R&I
Pg Highlights
Comms
Controls
Pg
OrgPlan C
R P
Refine
BC BC
PID
Prep A Stage
Advice
Plan Stage
Org R P
Project Plan
BC Update
BC
Get work
Org OK Close
R
Close
Org
Terminate
P Handover
Stage Report
Pg
Look-backC
P
Plan Recovery
C
Tell board
BC
C Correct
Delegate WP
Pg
Day Job
Pg
Monitor WP
R Q
Do work Pg
Close WP
Deliver results
326
Project
The Process Summary
mandate
P:CoPM
Authorize
DP
initiation
SU
Decide if Pj Viable
IP
Define
Team
Define task:
Outline
Business
Case(BC) &
Approach
Decide if Pj Viable
CS
Create 4 strategies
(Risk, Config, Quality,
Comms) & Pj Controls
Create Pj Plan,
add cost & time
to BC
Assemble
PID
Plan 1st delivery

See CLICK HERE +44 84 52 57 57 07
stage & Report
on IP SB
Close
project
SB CS
Escalate
Log & examine

a Risk or Issue
Report
Highlights
CP
Report on
closing stage
Report on Pj
performance vs. PID
Update Pj plan & BC

(IE PID)
Handover product &

Release staff
Create
Exception Plan
Apply
Corrections
Plan IP
326
Ad-hoc
Direction
Premature
Close
Review
Stage status
Plan next
delivery stage
Delegate
Work-packages
Review
work status
Note work
completed
Receive
Work-packages
Create Results
(to quality)
Deliver
Results
MP
Check ALL products

approved vs. AC
327
Overview
First 2 chapters of the official manual

Temporary, cross-functional, unique and uncertain
Introduce change.
Project management: Planning, delegating, monitoring and control of all aspects of the
project, and the motivation of those involved, to achieve the project objectives within
the expected performance targets for time, cost, quality, scope, benefits and risks
PMs role
Coordinate project day to day activity

Work from and to approved plan
6 aspects: cost and time, quality and scope, benefits and risk
Minimum of 2 Stages, 3 Interests, 4 Management Level, 9 Roles & 7 of everything
See CLICK HERE +44 84 52 57 57 07
327
328
Revision Notes
What Im sure of:
See CLICK HERE +44 84 52 57 57 07
328
.
.
.
.
.
.
.
.
.
.
.
.
.
.
329
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing A Project
Controlling A Stage
Closing A Project
Chapter 20
Managing a Delivery Stage

Syllabus Processes:
CS Controlling A Stage,
MP Managing Product Delivery &
SB Managing A Stage Boundary
See CLICK HERE +44 84 52 57 57 07
329
331
CS & MP: Three Distinct Related Cycles
331
CS:P:2-4 The activities within CS and the responsibilities within them

CS:P:2-5 How the seven themes may be applied within the CS process
15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8

15
Project mandate
P:CoPM
Authorize
initiation
Decide if Pj Viable then authorise stage
Create 4 strategies: R, CM, Q, C

& Pj Controls
Ad-hoc Direction
Close project
Report on closing stage
Report on Pj performance vs. PID
Escalate
Define Team
Create Pj Plan, add cost & time to
BC
Define task: Outline Business

Case & Approach
Log & examine a Risk or Issue
Report Highlights
Update PJ plan & BC

(IE PID)
Create Exception Plan
Assemble PID
Apply Corrections
Plan 1st delivery stage & Report on IP

Project mandate
P:CoPM
Authorize
initiation
Plan next delivery stage
Delegate
Work-packages
Review
work status
Note work completed
Receive
Work-packages
Create Results
(to quality)
Deliver Results

& Pj Controls
Ad-hoc Direction
Handover product & Release staff

Premature Close
Review
Stage status
Plan IP
Check ALL products approved vs. AC
Close project
Escalate
Define Team
BC

Case & Approach
Report Highlights
Update PJ plan & BC

(IE PID)
Assemble PID
Apply Corrections
Review
Stage status
Delegate
Work-packages
Review
work status
Note work completed
Receive
Work-packages
Create Results
(to quality)
Deliver Results
Plan IP

Project mandate
P:CoPM
Authorize
initiation

& Pj Controls
Ad-hoc Direction

Premature Close
Close project
Escalate
Define Team
Case & Approach

BC
Report Highlights
Update PJ plan & BC

(IE PID)
Assemble PID
Apply Corrections
Review
Stage status
Delegate
Work-packages
Review
work status
Note work completed
Receive
Work-packages
Create Results
(to quality)
Deliver Results
Plan IP
See CLICK HERE +44 84 52 57 57 07
331

Premature Close
Managing creation
of products
between Project
Manager and
team
Reporting from
team to Project
Manager and PM
to Project Board
Handling Project
Issues, & End of
Stages (Normal or
Exception based)
332
332
CS Purpose of CS & MP
CS:F:2-1,2,3 The purpose, objectives & context of the CS process 15.1,2,3
Focus on delivery of the stages products to [ current ] business needs,

Project Managers day-job (generic): Delegate work, monitor achievement and problems
CS may be used to control the Initiation Stages activities
MP:F:2-1,2,3 The purpose, objectives & context of the MP process 16.1,2,3
Ensure work can be completed within constraints, Critical success factors in place
Control the link between the Project Manager and the Team Manager(s), by placing formal requirements
on accepting, executing and delivering project work
Applies whether team is internal or external to the Project Managers organisation
No guideance on any technical or specialist activity
3 Cycles: 1) Assign work, 2) Monitor & Report 3) Handle events

1. Routinely [15.4.2 Review Work Package status] and [15.4.4 Review stage status], after [15.4.1 Authorise
a Work Package] and [15.4.3 Receive completed Work Packages]
2. [15.4.4 Review stage status], [15.4.5 Report highlights]
3. [15.4.6 Capture and examine issues and risks] and [15.4.7 Escalate issue and risks] as dictated by events
Towards stage end trigger activities of SB or CP
See CLICK HERE +44 84 52 57 57 07
With appropriate Change Control
332
P:CoPM
Authorize
Decide if Pj Viable then
Ad-hoc
initiation
authorise stage
Direction
Create 4 strategies: R, CM,
Escalate
Q, C
Define Team
& Pj Controls
Create Pj Plan, add
Define task:
Log & examine a
cost & time to BC
Outline
Risk or Issue
Business Case
& Approach
Assemble
Apply
Plan IP
PID
Corrections
333
Plan 1st delivery stage

& Report on IP
Decide if Pj Viable then

authorise stage
Close project
Report on closing
stage
Report on Pj performance
vs. PID
Report
Highlights
Update PJ plan & BC

(IE PID)
Create Exception
Plan
Review
Plan next
Stage status
delivery stage
Delegate
Work-packages
Review
work status
Note work
completed
Receive
Work-packages
Create Results
(to quality)
Deliver
Results
Premature
Close
Handover product &

Release staff
Check ALL products
approved vs. AC
CS MP Interface & Purpose

Assign Work
Controlling A Stage (CS) and Managing Product Delivery (MP)

[15.4.1 Authorise a Work Package] & [16.4.1 Accept a Work Package]
[16.4.2 Execute a Work Package] & [15.4.2 Review Work Package status]
[15.4.3 Receive completed Work Packages] & [16.4.3 Deliver a Work Package]
A26-Work Package, A17-Product Description
A23-Quality Register, A5-Configuration Item Record
A3-Checkpoint Report, A12-Issue Register
TM ensures products are created within targets and tolerances by:

Team Plan confirms constraints are realistically balance of CTSQ and Resources
Maintains interfaces and uses development methods specified in the A26-Work Packages,
applies process and product standards to demonstrate achievement of quality criteria via
A17-Product Descriptions defined quality methods & skills
Obtains approval for completed products from authority defined in A17-Product Description
and deliver [ notification of ] products to the Project Manager (!)
See CLICK HERE +44 84 52 57 57 07
333
Translating an Exam-Crams content into practical project management is typically very hard. When you return to work Registered & want to find
out how to actually apply P2 & so need help bringing the rest of the organisation to a level of competence then please contact us to discuss your
needs.
The average crammer returnee needs help bringing the whole company to a point everyone has common understanding
333
334

Cycles 2 & 3
[15.4.4 Review stage status]

Ask What next? - Consults reports, registers, logs and stakeholders
[15.4.1 Authorise a Work Package] or
[15.4.5 Report highlights]
Handle (normal) stage end

Managing A Stage Boundary (SB) or Closing A Project (CP)
Un-normal Issues
[15.4.6 Capture and examine issue and risks]
Deal with those in tolerance
[15.4.7 Escalate issues and risks]

Deal with the intolerable
[17.4.5 Produce an Exception Plan]
[18.4.2 Prepare premature closure]
Authorize
initiation
Project
mandate
P:CoPM
Decide if Pj Viable
Create 4 strategies: R,
CM, Q, C
& Pj Controls
Define
Team
Define task:
Outline Business
Case & Approach
Create Pj Plan,
add cost & time to
BC
Assemble PID
Plan IP
See CLICK HERE +44 84 52 57 57 07
334
Plan 1st delivery stage

& Report on IP
Ad-hoc
Direction
Decide if Pj Viable
Escalate
Log &
examine
a Risk or
Issue
Close
project
Report on Pj
performance vs. PID
Report on
closing stage
Report Highlights
Update PJ plan & BC

(IE PID)
Create
Exception Plan
Handover product &

Release staff
Premature
Close
Apply
Corrections
Review
Stage status
Plan next
delivery
stage
Delegate
Work-packages
Review
work status
Note work
completed
Receive
Work-packages
Create Results
(to quality)
Deliver
Results
Check ALL products

approved vs. AC
Plan{ PBS & A17-Product Descriptions}

335 A16-Stage
A20-PID {Pj Controls, A22-QMS, A6-CfgMS }
Team Plan (or Milestone summary)
CS:P:2-5, MP:P:2-4 How the seven themes may be applied within the CS & MP
CS:P:2-4 MP:P:2-5 The activities within CS & MP and the responsibilities within them
15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8 and 16.4.1 16.4.2 16.4.3
335
PG:P:2-9 CS:F:2-4,5 Controlling A Stage (CS)
and +MP:F:2-4,5 Managing Product Delivery (MP)
15, 16
15.4.1 15.4.2
PG:P:2-9 [ Apdx-A entries,] life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight
Report, End Stage Report, Exception Report, End Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2
A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
If YOU
A16-Stage Plan P-PM,
R-PAPAID for these materials report usage & share in fees levied
13.4.313.4.Authorize a Stage
12.4.

P-PS, A-PM, (R)-TM, R-PA
or Exception Plan
Stage Authorisation
or
14.4.
CS
Exception Plan Approved
Team Plan
Last Delivery Stage
Initiation Stage
A16-Stage Plan (PBS) 1st Delivery Stage

17.4CS 18.4.
[15.4.4
Review
stage
status]
A12-Issue Register
SB
1. What next?
Corrective Action
A25-Risk Register
New Work-Package
15.4.2 Review Work Package Status
1. PM & TM agree new/ amended A26: A5-CIRs created 1. Update the Stage Plan from all A3-ChkPts and 1. Check vs. A17-PD & A23-QR that all
& A17-PDs, Development process & Quality Reviews
Team Plans for all current A26-WkPkgs
Quality Reviews are passed
2. Agree Constraints & tolerances, Controls, Reporting,
2. Assess ETCs & E@C (apply EVM)
2. Update Stage Plan & A5-CIR status to
Comms interfaces, Escalations & Handover
Releasable
3. Discuss status with Team manager/ member
3. Set CIRs to WIP
4. Check A23-QR & A5-CIR
A5-Configuration
A23-Quality
Update A23-Quality Register
Item Record
Register
Update/Raise New Risks & Issues
Authority to deliver a
A26-Work Package
A16-Team Plan
Approve A26-Work Package
A26-Wk-Pkg
Notice of Completed
A16? Team Plan
A26-Wk-Pkg
Work-Package
A20-PID
1. Technicans Do the Real Work! Most cost & effort
follow A26-WkPkg process & A17-PD quality criteria
1. Check all quality activity noted as
1. PM & TM agree what can reasonably be delivered in 2. Hold Checkpoints, Assess status vs. Team Plan, S-PA
complete in A23-Quality Register,
constraints (if16.4.
required, by creating a Team plan Chk
checkTeam Plan, TM raise A3-Checkpoint Report to PM
16.4.
All approvals obtained
with s-PA, Sign-Off by SS?)
3. Maintain comms interfaces reqd by A26-WkPkg
2. Update A16-Team Plan
2. Agree: Reporting of WIP & completion & Quality
4. Do QC, Update A23-QReg & Do CM A5-CIR as in A26-WkPkg 3. Deliver products as per A26-WkPkg
Reviews
& CI
& Tolerances &
5. Obtain product approvals,
See CLICK
HERE
+44handover/
84 52 57 57approval
07
4. Notify PM A26-WkPkg completed
Escalation, Interfaces, P2 Controls
6. Raise issue vs. A26-WkPkg tolerance,
Created Specialist Products
3. Add any risks
7. Raise risks or lessons observed
Obtain Approval Records
update17.4. DoubleHeaded
Create
335
A26-Wk-Pkg
336
336
A26-Work Package Product Description
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
PG:F:2-6
Purpose of a: Daily Log, Lessons Log, Work Package A.7.1 A.14.1 A.26.1
Dialogue assigning responsibility to move products through part (or all) of a life-cycle phase
A A26-Work Package may contain {

Who is authorised within what Resources to what Constraints, Tolerances & Control strategies
Tools and resources needed and who supplies each
Result required: A17-Product Description (Technical or Project Management-PRINCE2)

Technical constraints EG product standards and process standards
Cross-reference to a Quality Management System (QMS)
Cross-references to or extracts from A16-Stage Plan

Configuration management arrangements
How notice of the products acquisition, integration and handover occurs
How to prove requirements met
Communications interfaces or a cross-reference to the A4-Comms Management Strategy
Frequency, timing and attendance at checkpoints and of A3-Checkpoint Reports

The means and thresholds for escalation of issues, threats and opportunities
How to inform the Project Manager that acceptance criteria have been met
Staff performance appraisal, or career development needs
Technical and communications interfaces, specifications and protocols through product life
Document control details}
See CLICK HERE +44 84 52 57 57 07
336
15
15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8
PG:P:2-9 [ Apdx-A] entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4,
C/Table 10.2
A12-IR+A25-RR
337
337
CS:F:2-4,5 and PG:P:2-9

PMs Day Job & Board interface in Detail (CS)
A14-Lesson
Log see slide #8 notes License@logicalmodel.net) If YOU PAID for these materials report usage & share in fees levied
Licensed for commercial uses on Default
terms
or Exception Plan
Initiation Stage
14.4.
A20
CS
Previous A11-Highlight Reports

PID {A4-CmMs}
A7
Stage Plan

1. Assess board i/p, A7 or Issue
2. Id possible responses (vs. a16)
3. Take action
A23
A18
A3
Quality Register
Checkpoint Report
Stage Authorisation
or Exception Plan
Approved
A1
A5


or Exception Plan
17.4.
CS 18.4.
Tolerance
Threat
Project Bd
Advise
A13 Issue Request for

Report
Advice
15.4.4 Review stage status (At frequency defined in stage plan)

1. Check progress A16s, A5-CIRs & A23-QR, Check resource
status, Assess forecasts vs. baseline & update plans as reqd,
2. Authorise new or amended A26-WkPkg
3. Raise A11, & Trigger Comms as per A4-CmMS
4. As triggered: Respond to the Project Board/ Log & Analyse
Issues or Risks, Escalate, Do corrections, Log lessons
5. Check Release: Quality+Accpt + Ops+Maint ready & Benefits
6. Trigger Managing Stage Boundaries/ Closing a Project
A20-PID { A2-BC, A16-PjP, A1-BnftsRvwPln }
Corrective Actions
A13 Issue
Report
Highlight
Reports

1. Consolidate all info from [15.4.4 Review the stage status]
and [15.5.8 Take Corrective action] into a Highlight Report
2. Check outstanding items from previous report
3. Distribute to list in, & at frequency in A4-CmMS
Daily Log
A16
A11
A12-IR+A25-RR
Corrective action
Last Delivery Stage
12.4.
Stage Boundary
Approaching
17.4.1-4
(17.4.)
Project End
Approaching
New Work-Package
A16-Stage Plan{
A17-Product
Descriptions}
A20-PID {Pj Controls,

A22-QMS, A6CfgMS }
update
15.4.1 Authorize a
Work Package
A16 Stage Plan
17.4.
16.4. A26-Wk-Pkg
DoubleHeaded
Create

A14-Lesson Log
(& A15?)
See CLICK HERE +44 84 52 57 57 07
337
A5
A16-Team Plan
A16-Stage Plan

A16-Team Plan
18.4.1-4
(18.4.)
A23-Quality
Register 16.4.
Create Specialist Products A26-Work Package

Obtain Approval Records Notice of Completed Work-Package
PG:P:2- Apdx-A entries, life-cycles and roles involved in: Work Package, Lessons
Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End
Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2,
15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
338
338
CS:F:2-4,5 & PG:P:2-9 Exceptions
Capture
Examine
Propose
Decide
CoPM
Project Board and

Project
Level
Risk, Issue, Tolerance Threat
Board
Interface
request for advice
Tolerance Threat
Implement
Raise New Issue

Premature close
A13
Issue Report
15.4.6
14.4.CaptureCSand examine issues and risks
1. Log I or R to Register or A7-Daily Log
2. Assess the I or R vs. Plans & A2-Business
Case
3. Identify possible responses
New 4. Schedule corrective actions or escalate
where outside PM tolerance
Issue
Initiation Stage
1st
or
Risk
A20
A16
A12
Stage
Plan
PID {A4-CmMS,
A6-CfMS,
A2-Business Case,
A16-Pj Plan }
A7
A13
A12
A16-Stage Plan{
A17-Product
Descriptions}
DoubleHeaded
update
16.4.
A16
Stage Plan
A16-Team Plan
17.4.

Exception Plan
Exception Plan request
Highlight Reports
17.4.CS 18.4.
Project Bd Advise
A7
A11
A20
PID {
A2-Business Case,
a16-Project Plan }
A20
A16
A12
A15
A14-Lesson Log
A3
A23
A18

1.
As triggered: Respond to the Project
Board/ Log & Analyse Issues or
Risks, Escalate Issue, Log lessons
Daily Log
old Highlight
Reports
PID {A4-CmMs}
Stage Plan
Issue Register
Lesson Report
Checkpoint Report
Quality Register
New Issue
or Risk
Stage Boundary
Approaching
Project End
Approaching

A26-Wk-Pkg
See CLICK HERE +44 84 52 57 57 07
Tolerance Threat
Corrective Action
A5
New A26-Work-Package
Stage Plan
Issue Report A20-PID { A1-BnftsRvwPln }

Issue Register
Corrective Action
A20-PID {Pj Controls, A22QMS, A6-CfgMS }
338
A25-Risk Register
A5-CIR
A16
A11
Request for Advice
15.4.7 Escalate issues and risks

1. Alert the Project Board ASAP
2. Assess deviations outlook, possible
responses and impacts vs. Plans and A2Business Case
3. Raise an A10-Exception Report to board
A10 Exception Report
Delivery Stage
Exception Raised
Issue Register
Daily Log
Request for Advice
A16-Stage Plan
Raise New Issue
17.4.5,2-4
(SB)
17.4.1-4 (SB)
18.4.2-5 (CP)
18.4.1,3-5
(CP)
16.4.
A23-Quality
Register

A16-Team Plan
Last Delivery Stage
Authorise a Stage or
12.4. 13.4.3
13.4.Exception
Plan

Create Specialist
Products
A26-Work Package
Notice of Completed Work-Package
339
339
A10-Exception Report Product Description
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
PG:F:2-8
Purpose of a: Exception Report A.10.1
Informs the Project Board of a situation where tolerances are threatened or breached
Stage Project Manager raises an exception to the Project Board
Project Executive raises an exception to CoPM
The A10-Exception Report might contain {

Overview of the exception
Causes and consequences for the project and more widely for sponsor and portfolio
management board
Options available
Impact of each on A2-Business Case, risk and A16-Project Plan
Recommendation and reason

Lessons
Cross-Reference to the A14-Lesson Log}
See CLICK HERE +44 84 52 57 57 07
339
340
340
13.4.4 Give ad hoc direction DP4

Interested Parties
12.4.
13.4.
Change of context
Project Manager request for advice
Exception Raised
Corporate advice & decisions

A13-Issue Report
Initiation Stage
17.4. 16.4.
update
DoubleHeaded

1. Two way communication: Distribute Pj comms, Respond to Requests for
advice/ Issue Report/ Exception Report/ External triggers (e.g. CoPM change
project mandate!)/ Board role change/ Or on a Whim
2. Review Highlight Report, Seek input from or inform relevant groups (e.g.
CoPM) to ensure validity of Business Case, strategy, progress to plans
3. Decide within project tolerances: request an Exception Plan/ Change stage
tolerance/ Grant concession/ Address problem personally/ Remove cause
For RFCs: (follow change theme) Accept: agree to resource & funds,
Reject: keep current plan, scope & benefits, Defer, Reject, Ask for clarification
4. Advise (interfere with) Project Manager, E.g. in response to request for
assistance in a Highlight Report or advise of CoPM actions
(raise) New Issue stR-CoPM, E:SUSS, (P)-PM, R-PA

Exception Plan Request
14.4. CS 1 Specialist Stage
17.4. CS Delivery Stage
17.4. CS
17.4.5 DP-3
Project Board advise
See CLICK HERE +44 84 52 57 57 07
340
New Issue
Recycle SU
Instruction
Project Board request for advice
Create
Premature closure
Last Specialist Stage 18.4.
341
Managing A Stage Boundary (SB) Revisited
Purpose: provided the Project Board with sufficient information so that it can review the
success of the current stage, approve the next Stage Plan, review the updated Project
Plan, and confirm continued business justification and acceptability of the risks
Requests permission to execute the next stage
Brings a stage to a close and prepares for the next one

Duplicates purpose of Initiating A Project (IP) and Closing A Project (CP)
Two alternate entry points - Little if any difference: Terminated stages PBS will be incomplete
Both approved by same activity 13.4.3 Authorise a Stage or Exception Plan
In an exception the A16-Project Plan, project management team assignments, strategies and
control may change significantly
Ensure smooth transition that keeps momentum without being rushed
Exception to add feature is not the same as an exception to recover a struggling project
A9-End Stage Report
Project Manager reports on the projects history and outlook
Stop poor projects is not failure

Confirm the project continues to be well focussed or stopping the project.
See CLICK HERE +44 84 52 57 57 07
341

342
342
17.4.1 17.4.2 17.4.3 17.4.4 17.4.5

17

Managing A Stage Boundary (SB) Process

A.14.2 A.9.2 A.10.2 A.15.2, 13.4.3-5, 17.4.4, C/Table 10.2
Exception Plan
15.4
CS
Stage boundary
approaching

1.
Consult & Update any changes to CQE/ AC/
Strategies/ Controls/ Roles/ Approach
2.
Create PBS/ A17-PD/ A5-CIR & Standards
3.
(from A16-Pj Plan) Cashflow to 17.4.3
4.
Add risks, issues and quality records
Lesson Log
14.4
IP
Initiation Stage
A14

Exception Plan
14.4.8 Assemble the PIID A20
A5
A10-Exception
Report (& A13)
Configuration Item
Records

1.
Note exception processing vs.. issue records
2.
Consult & Update PID as useful vs.. {CQE/ AC,
Approach, Strategies, Controls, Role holders }
3.
Consider A10-Exception Report and Create the
exception plan to cover products in scope of
exception stage & create A5-CIR/ A17-PD/ A23QR as required perhaps update PBS/ PFD too!
4.
Update A12-IR+A25-RR as required
Quality Register
A12-Issue Register
A25-Risk Register
A1
Benefits
Review Plan
A12-Issue Register
A25-Risk Register

1.
Reassess A2 Re-do financial appraisal Including organisational risk
appetite & capacity, current aggregate project risk and tolerances
2.
Revise the A1-Benefits Review Plan & add any realised benefits or affect of
RFCs and changes to business context, realistic targets et.al.
17.4 15.4
SB. CS
A9
End Stage Report {
A15-Lesson Report,

1.
Seek Project Board approval to
continue vs.. Pj Plan, A2-Business
Case and risks
2.
3.
Suggest FOARs
4.
18.4
CP.
A20-PID { A2-Business Case}

A14-Lesson Log
16.4
MP.
17.4
DoubleHeaded

1.
or team changes
A16-Exception Plan {
A17-Product Description}
A23
See CLICK HERE

SB. +44 84 52 57 57 07
342
(current) A16-Stage
Plan PBS!!
update

A20 PID { Strategies, A2, A16 {PBS}}

A12-Issue Register
A25-Risk Register
Every Delivery Stage Followed by a Stage
12.4 13.4
SU. DP.
Create
343
343
PG:P:2- Apdx-A entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception
Report, End Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
A9-End Stage Report

Product Description
PG:F:2-7
Purpose of a: End Stage Report
A.9.1
Summarises stage facts and PMs view of progress to date to inform PBs decision on what
next?
NB tandem with assessment of the next stages A16-Stage Plan
At stage end the Project Manager summarises the stage in an A9-End Stage Report {
Project Managers summary of performance versus plans and tolerances
Recognition of teams and peoples contributions
Unusual and or unforeseen situations that arose during the stage, Lessons to be learned
Resourcing planned and provided
Project Managers forecast for the project and the stage versus the 4 strategies
A2-Business Cases current viability, benefits achieved and still reasonably remaining
Explanation of any revision of the A2-Business Case
Summary of current risks and issues

Follow-On-Action-Recommendations (FOAR): Outstanding risk, issues, concessions, off-specs
Statistics and commentary on:
Quality reviews planned, held and the results achieved:
EG Passed, Off-specifications, issues raised, rework & concessions
Product approvals planned, sought and achieved or not, Products handed over to operations and
maintenance or ready for hand-over
History of Issues: Volume and aggregate impact }
See CLICK HERE +44 84 52 57 57 07
343
344
344
CS - Controlling A Stage (CS)

Exam Practice
Foundation questions in the WorkBook

See Table of Contents
CS & MP:- Tailor CS/ MP for an exam scenario

CS:P:3-1 Identify scenario actions appropriate to carrying out CS
MP:P:3-1 Identify scenario actions appropriate to carrying out MP
CS & MP:- Assess if CS/ MP applied correctly to an exam scenario

CS:P:4-1 Has CS been well applied by the right roles?
MP:P:4-1 Has MP been well applied by the right roles?
15.4
16.4
15.4
16.4
Sample CS/ MP exam questions

FX02 No suitable questions, FX03 Qn 9 but save as a full scale mock exam
Less familiar with the scenario will be more realistic
See CLICK HERE +44 84 52 57 57 07
344
345
13.4.3 Authorise a Stage or Exception Plan (DP3)

Interested Parties
If YOU
PAID for these materials report usage & share in fees levied
Project Status
Report
12.4
SU
13.4
DP
13.4.3 Authorize a Stage (or Exception) Plan (13.4.3)

1. Decide whether to continue (commit resources, set tolerances on stage) or request a re-plan or close the project, based on:
2. Review/ Approve A9-End Stage Report (& Pass on FOAR), check any Lessons Reports, Risk level (Threat & opportunity)
3. Verify any product handovers (into operations and maintenance via Config management) are sustainable in use and approve
5. Verify Project plan, Strategies, Controls and Role assignment viability, Business Case, Benefits Review Plan Update PID if Reqd
A9 Approved (current) End Stage
Report {
Distribute Follow On Actions
Rcmdtn }
A1 Approved if updated Benefits
Review Plan
A20
A9

Project Initiation Documentation {all, inc A4}
End Stage Report {
optnl Follow On Action Recommendation }
Exception Plan
Initiation Stage
See CLICK HERE +44 84 52 57 57 07
14.4
IP
17.4
SB
15.4
CS
16.4
MP
17.4. 15.4 Delivery Stage

CS
When you come to really use P2 consider: during embedding and tailoring combine Project Brief and PID it is
a good idea, combine A12 and A25 is a good idea (Risk & Issues) we can help please contact us
345
Premature closure
Last
Specialist
Stage
17.4. Approval
CS
Confirm
of
Specialist
Product
A-E/SU/SS, (R)-PM/PA, TM-(P)
18.4
CP
346
346
PG Progress: Exception Route
Management By Exception
Principle 2.5 Provides for efficient use of senior management time

Based on tolerances in TCQSBR*, Operates between each management level
Integrated into the organisation structure and selection of stages
() Facilitates frank internal discussion Tab B-1)
PG:F:2-5
When and how tolerance is set and exceptions reported, The
management products tolerances is documented in, how management by
exception applies at management levels - 10.2.3, 10.3.1.1, 10.3.4
Reporting Exceptions
Exec to CoPM (mechanism outside P2 scope) Possibly with reference to an Exception Plan
PM to PB:
Via A13-Issue Report then A10-Exception Report from [15.4.7 Escalate issue and risks] to
[13.4.4 Give ad hoc direction], possibly then [17.4.5 Produce an Exception Plan] to
[13.4.3 Authorise a Stage or Exception Plan]
TM to PM: Via the A12-Issue Register

See CLICK HERE +44 84 52 57 57 07
Do not notify PM like this in the real world!, fine as a record of what has already been raised
face-2-face even if over a conference link
346
347
Revision Notes
What Im sure of:
See CLICK HERE +44 84 52 57 57 07
347
.
.
.
.
.
.
.
.
.
.
.
.
.
.
348
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing A Project
Controlling A Stage
Closing A Project
Chapter 21
Syllabus Processes:
CP Closing A Project
Normal
&
Premature
See CLICK HERE +44 84 52 57 57 07
348
349
349
CP - Closing A Project
CP:F:2-1,2,3 The purpose, objectives & context of the CP process 18.1,2,3

a fixed point at which acceptance of project products is confirmed,
recognize objectives in original Project Initiation Documentation are achieved (as modified by
approved changes), or the project has nothing more to contribute
Fixed point means planned in last stage plan & reported via A8-End Project Report
Verify user ops & maintenance acceptance of products,

Transfer of products (following configuration management procedure), post-project host-site
support of results, review project vs. baseline, assess any benefits to date, pass-on FOARs
a project is finite[better than a] slow drift into use, objectives met, run its course,
products passed to someone, team disbanded, cost centres closed
Formality may vary
Benchmark achievements and
ensure benefits measurement is in place
SU
DP
IP

1. Confirm customer
2. Configuration Management Strategy
guidance. Products are under
CS

1. Confirm customer
guidance. Products are under
SB CS
CP
MP
MP
Closure may be premature

Standard process tailored to
suit partial product delivery with FOARs
or total withdrawal
SB
See CLICK HERE +44 84 52 57 57 07
349
350
350
CP:P:2-4,5 The Activities Within 18.4 Closing A

Project (CP)
CP:P:2-4 The activities within CP and the responsibilities within them

CP:P:2-5 How the seven themes may be applied within the CP process
PG:P:2-5 Lessons Log, End Project Report, Lessons Report
18.4.1 18.4.2 18.4.3 18.4.4 18.4.5

18
A.14.2 A.8.2, 13.4.3-5, 18.4.4, C/Table 10.2
13.4.4 Give ad hoc
direction
15.4
CS
15.4.4 Review stage

Last Delivery
status
Stage
Premature close
Prepare Draft project

closure notification
Project end
approaching

1. Track actuals into the Pj-Plan
2. Check all products approved by authority in the
A17-Product Description or have a concession
3. A21-Project Product Descriptions AC met
4. Advise board to release resources back to CoPM
A18
A20

PID { A16-Pj-Plan }
A20

1. Check A18-PSA for un-deliverable products
2. Reclaim what must be, Salvage what can be,
make safe what cannot , Create an exception
plan if useful for safe & save work 17.4.5,2-4
3. Advise CoPM of gap created
(SB)
by projects premature end
4. Update A12-Issue Register+A13-Issue Report
5. Track actuals into Pj-plan
350
DoubleHeaded
Create Additional
work estimates
A12-Issue Register
Create
A20-PID { A4-CmMS }
Close & archive as per a6

A12-Issue Register
A25-Risk Register
A7-Daily Log
A14-Lesson Log
A5-CIR
Acceptance records

1. Transfer responsibility from the project to O&Maint
2. Ensure products have or will meet A6-CfMS handover
stipulations for Support including newly operational
peaks (perhaps under an SLA a product in pj scope!)
3. Prepare FoAR for incomplete products/ issues/ risks/
concessions for appropriate audiences
4. Ensure A1-Benefits Review Plan covers all future
benefits, disbenefits & side-effects
5. Confirm (secure records of) all acceptances e.g. Ops
6. Mark A5-CIRs released
A20-PID { A6-CfMS }
See CLICK HERE +44 84 52 57 57 07
update
PID { A16-Pj Plan }

1. Send board closure recommendation and draft closure notification
2. Communicate to stakeholders (as per A4-CmMS) for best press
3. Close logs & registers, secure project records in the Config.
Management System for future audits
18.4
CP.
A8-End Project Report {

A15-Lesson Report }

1. Compare the A20-PID as approved at [13.4.2 Authorise a Project],
the current version of the PID and Risks/ Issues etc in between
2. Facilitate team discussion of events: normal/ good/ bad, of methods/
tools/ procedures/ strategies/ controls etc used. Record in A8-End
Project Report { PMs report, Performance vs. A2-Business Case,
constraints and tolerance, performance of: the team & the products
(plus FoAR). Document context for premature closure
3. Record Lessons observed & agree the recipient. Inc. tailoring of P2
4. Capture Change, Quality & Estimating statistics
A8-End Project Report { FoAR}

A25-Risk Register
13.4.5 Authorise Project

Closure
A20-PID
A14-Lesson Log
351
351
A8-End Project Report Product Description
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
PG:F:2-7
Purpose of a: End Stage & End Project Report, Lessons Report A.9.1 A.8.1 A.15.1
Summarises project facts and PMs opinions of project performance vs. the A20-Project Initiation
Documentation used to authorise it [as amended from time to time]
It might contain {
Document control information

Project Managers opinion of performance in business and project process terms
Team performance and recognition for individuals performances

Note-worthy events EG triggers for premature closure, Stage level exceptions etc
Performance relative to Cost/ Time/ Scope success criteria in the initial A20-Project Initiation Documentation
Realism and viability of the initial and final strategies, controls, tolerances, exceptions, contingencies and change control
Realism and viability of the initial and current A2-Business Case and A1-Benefits Review Plan
Benefits delivered so far (if any) and now considered realistic
Summary of A21-Project Product Description outputs delivered
Statistics and commentary on:
Follow-On-Action-Recommendations (FOAR) for open Risks and Issues

A23-Quality Register entries for retests, product approvals and Off-specifications with concessions for missing products,
missing features or quality compromises
Record of acceptances and hand-overs made to users and operations and maintenance
Effectiveness of procedures for design, development & delivery of products fit-for-purpose
A15-Lessons Report(s) for the project in total
Perhaps in multiple versions with content specific to each stakeholder community }
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351
352
352
13.4.5 Authorize project closure (DP5)
12.4
SU
13.4
DP 1. Confirm customer has received all products within A6-Configuration Management Strategy
2.
3.
4.
5.
6.
7.
guidance. Products are under sustainable Support and fully accepted

Business Case and Post-project A1-Benefits Review Plan are current (update if needed),
resourced and committed
Assess latest and original versions of PID & Business Case for variances in baselines,
strategies & controls, Costs, Risks and Benefits
Review/ Approve End Project Report: note deviations from baselines
Confirm who receives FOAR, Lessons (Observed) Report
Broadcast project closure notification according to A4-Comms strategy
Disband the project teams including the Project Board & Close cost codes
approved End Project Report {

Lesson Report, FOAR }
Approved updated A2-Business Case
Approved if updated A1-Benefits Review Plan
Draft Closure Notification (p211)

Lessons report
FOAR }
14.4 Initiation Stage

IP
15.4 1st Specialist Stage

CS
17.4
SB. 16.4 MP
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352
update
DoubleHeaded
Create
17.4 15.4
SB CS
Delivery Stage
17.4 15.4
SB CS
Last Delivery Stage
18.4
CP
353
Project Mandate,A19-Project Brief,
A20-Project Initiation Documentation (PID)
353

1.
COPM provides mandate in any form as long as it allows identification of
the Exec. It is the project trigger, the Instruction to, or remit or Terms of
Reference for the Pj Board. Includes Pj Reason, Pj tolerance, Risks, All
standards to be followed
IP:P:2-7
Apdx-A for a Project Initiation Documentation, the process(es) and roles in its life-cycle
A.20.2
1.
exists)

1.
Board compare original
& thus make a contract that marks their commitment and authorises the project
A20-PID to final A20-PID
2.
PM/PS archives A19-Project Brief (replaced by A20-PID)
an RFC
[no explicit guidance as to
3.
2.
why presumably coordted
current status including approved changes
with 18.4.4 for Lessons]

1.
2.
PM log mandates risks to A7-Daily Log
1.
A14-Lesson Log
12.4.4 Prepare the outline A2 Business Case-oBC)
1.
2.
Exec creates (& ensures corporate alignment) preproject outline A2-Business Case from mandates
contents
3.
4.
5.
12.4.5 Select the project approach and assemble the Project
Brief (A19-PjBf)
1.
quality criteria by filling the gaps and applying A4-LL
lessons. (In a programme context the A19-PjB has
probably been created by the programme)
2.
probably has product standards, guidelines,
procedures and development life-cycles
3.
A21-PjPdD & A2-oBC into A19-PjBf
See CLICK HERE +44 84 52 57 57 07
353

1.
1.
PM reviews/
risks
closure
1.
PM actions informed
PM actions
by the A20-PID,
of the A20-PID in
informed by A201.
consultation with
PID (especially
Plan
board
A16-Pj Plan)
1.
14.4.4
1.
14.4.5
1.
14.4.6
1.
14.4.7
1.
17.4.2
issues and risks
1.
PM actions informed
by the A20-PID
17.4.3
1.
1.
against A20-PID
17.4.4
1.
1.
PM actions informed
by the A20-PID

1.
from A19-PjBf and combines with initiation products to create A20Project Initiation Documentation to serve as basis for commitment,
staff
2.
Plan Delivery Stage

17.4.5
Package
1.
PM extracts or crossreferences A20-PID 1.
CfM & handover
P2 Exam Cram Assessed by GRM 07032011 P2-5th Ed 2011 Logicalrequirements
Model Ltd p2@logicalmodel.net
1.
the A20-PID

premature
Plan
closure
PM reviews/
1.
PM
actions
updates any aspect
PID (especially
Update the
A16-Pj Plan)
Business Case
18.4.4 Evaluate the
PM updates A2-BC
Project
(part of A20-PID)
1.
PM actions
Produce an
Exception Plan
PM reviews/
updates any aspect
of the A20-PID in
consultation with
board (sic)
End Project
Report of how Pj
performed vs.
original A20-PID
[and separately?]
compares the
version of the
A20-PID
baselined at
13.4.2 and
current at 13.4.518.4.4
355
355
CP - Closing A Project
Foundation Questions
The table of contents does include Closing A Project (CP) questions, but
You could refer to the WorkBook table of contents for the 75 question mock exams
CP:- Tailor CP 18.4

CP:P:3-1 Identify scenario actions appropriate to carrying out CP
CP:- Assess if CP 18.4 applied correctly to an exam scenario

CP:P:4-1 Has CP been well applied by the right roles?
Relevant CP Questions are given in

FX02 Qn 8 addresses the process grouping of but isn't focussed on CP
FX03 does not contain any CP specific questions but
You could do the whole paper it takes 150 minutes
See CLICK HERE +44 84 52 57 57 07
355
356
356
The End
Beginning
Congratulations
Booking & taking the exam is the trivial bit compared to all you have done to get here
For the best chance of passing the exams you should start at the beginning again
Second time through you know at the start what will be at the end
Third time through (if you need it) resolve any dis-connects
To review the Revision Aid is probably the right tool

(Only) Where your review suggests you are missing exam questions & marks redo the
relevant video
See CLICK HERE +44 84 52 57 57 07
356
357
357
Exam Thoughts
They can ONLY ask about what is in the manual

Your opinion is never asked for, only their own writings
For every question think: STToPPP or PPPPPtS
Process (which of 7)
People (which of 9 roles)
Product (which of 26)
Principle (which of 7)
Pheme a cheat for Theme (which of 7) applies here
Two techniques and the
Scenario
The PPPPPtS analysis may knock-out an answer or two then Guess from the Rest!
Open book means official manual (on which you may write your own notes) but this is THE
ONLY SOURCE allowed
Determine your preferred answering style

Mostly changing your mind on an answer changes a right answer to a wrong one
Up to date exam booking details maintained at www.logicalmodel.net/prince2exam

See CLICK HERE +44 84 52 57 57 07
357
358
Revision Notes
What Im sure of:
See CLICK HERE +44 84 52 57 57 07
358
.
.
.
.
.
.
.
.
.
.
.
.
.
.
359
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing A Project
Controlling A Stage
Closing A Project
Chapter 22/22
Wrap-up
Wrap-Up
See CLICK HERE +44 84 52 57 57 07
359
360
A Final How Can I Help?
You have covered a huge amount

First time through the facts will be swirling around and links still forming in your mind
A few gentle & swift passes through the Revision Aid will build recall & help make links
Where you need help to get that last bit exam ready then give me a shout!
Revisit the materials up-to the exam to keep all that detail current
Reach-out to me after the exam to discuss how do we apply all of this?
www.linkedin.com/in/simonharrispmp or an eMail to discuss what help you might want
The 5th Edition PMBoK contains much that a PRINCE2 practitioner needs to
know in order to fill in those so how do you create a resource levelled schedule
or engage subcontractors under an appropriate contract type?
Excellence in project delivery needs PRINCE2 skills and PMBoK Guide skills and
skills from project owners and sponsors
We call the integrated capability New Generation Thinking and would love to tell you about it
See the American Society for the Advancement of Project Management Paper here
See CLICK HERE +44 84 52 57 57 07
360
361
Where Next?
At logical model we specialise in helping organisations use pm methods
We know real world use is a lot more demanding than sitting an exam-courses
Ive done my best here to ensure you know what the exam will ask by telling you what
the book says, but in places it is either incomplete and poor advice
Passing the PRINCE2 exams gives real value to individuals who also have
some solid pm experience and a boost to those seeking pm roles who dont yet
have the experience its only of value to organisations when all the layers know
their roles
Id love to help your organisation use pm for real. You now know that takes action at
the direct, manage and deliver layers
Logical models website is www.logicalmodel.net

Follow me on twitter @pm_ngt A New Generation of PM Thinking
See CLICK HERE +44 84 52 57 57 07
361
362
Dedication &
About the Author
To Lea for the many hundreds of cups of Lapsang Souchong delivered during the
making of this course without a PBS or PFD in sight
Hi Im Simon, husband to Lea and father of Jessica and Toby

Owner of Logical Model Ltd., ex PRINCE2 examiner, project management &
governance expert
I hope you found this course useful
It has been a lot of effort for you
to follow to here
Actually even more for me to
compile it!
Id be grateful if you found it

excellent that you give it a review
& if you didnt you tell me how
it fell short so I can improve it
(Excellent is not perfect but maybe ?)
See CLICK HERE +44 84 52 57 57 07
362
363
Revision Notes
What Im sure of:
See CLICK HERE +44 84 52 57 57 07
363
.
.
.
.
.
.
.
.
.
.
.
.
.
.
364
Good-bye
The beginning,
Good Luck in the future
See CLICK HERE +44 84 52 57 57 07
364
Good,
butperhaps a
little more
detail here ?
Section 3
Results are
promising : Turned
Elements will be
phased in
gradually as
the software
matures:
It's late!


Workers.
it was good.
The exams syllabus areas
are the official manuals
chapters:
OV Overview, Principles and Tailoring
7 Themes: BC Business Case, OR
Organization, QU Quality, PL Plans, RK
Risk, CH Change, PG Progress
7 Processes: SU Starting up a Project,
DP Directing a Project, IP Initiating a
Project, SB Managing a Stage
Boundary, CS Controlling a Stage, MP
Managing Product Delivery, CP Closing
a Project
3.1-Product
Cross-Refs
The exams are designed to test at four levels
Section: 3.1 Page 0
Knows the facts: Can recognise/ recall terms, concepts, principles,

themes, processes, and responsibilities in the manual just memory
Comprehends the roles, processes, themes, principles, and project
context can explain how they are used
Use of the steps of a themes and creation of the management products
appropriate to a given scenario
Review products and plans and identify appropriate (or not) application
of the principles, processes, roles and themes
Pm
Pa
Ctl
Undefined
ProjectMandate
ProjectApproach
ProjectControls
Additionalworkestimates
TailoringofPRINCE2
PrePrince
SU5
IP5
CP2
?!
OrganogramElements
ExecutiveRoleDescription
SU1
AppointedExec
SU1
PMRoleDescription
SU1
AppointedPM
SU1
ProjectManagementTeamRoleDescriptionSU3,IP2,IP5
PMTs ProjectManagementTeamStructure
SU3,IP2,IP5
AppintedPMT
SU3
Rd
AdditionalRoleDescriptions
SU5,IP2,IP5
P22009ManagementProductAccesses
LogicalModelLtd2011
Approved
Input
Reviewed
CellsdefinewhichACTIVITYmakeswhatACCESS(columns)towhichPRODUCT(row)
"*"meansall,"!?"=Notspecified"{...}"=Includedinorincludes
Created/
Updated
ManagementProductvs.
Activity'sCRUDOperations
SU4
IP6,IP8
IP8
IP8
SU3,SU5
SU3,SU5
SU5,IP8
SU5,IP8
ManagementProductvs.Activity'sCRUDOperations
Page1of4
A1
Baselines&Strategies
BenefitsReviewPlan
A2o
A2d
A4
A6
OutlineBuinessCase
BusinessCase
CommunicationManagementStrategy
ConfigurationManagementStrategy
initiationStagePlan
A16 Plan[Project][Stage][Team]
A16p ProjctPlan
A16c StagePlan[current]
TeamPlan
ExceptionPlan
A16n NextStagePlan
A17 ProductDescription
A19 ProjectBrief
Pd
ProjectBrief{ProjectDefinition}
A20 ProjectInitiationDocumentation
A21
A22
A24
A26
ProjectProductDescription
QualityManagementStrategy
RiskManagementStrategy
WorkPackage
NewA26WorkPackage
CompletedWorkPackage
SpecialistProducts
ApprovalRecords
AcceptanceRecords
Approved
LogicalModelLtd2011
Input
Reviewed
Created/
Updated
DP3u,IP7,SB3u,CP3u
DP2,DP3,DP5,SB3,SB4
SU4
IP7[Detailed]
IP4
IP2
SU6
SU5
DP5,IP8
IP8,[A20:IP5,IP6,CS5,CS6,CP5and{*}]
IP8,[A20:IP4,IP5,IP6,CS1,CS6,CP3and{*}]
DP1
DP1
IP6
CS1u,CS2u,CS3u,CS4u,CS8u
MP1,MP2u,MP3u
SB5{A17}
SB5{A17}
SB1,SB5
SU1C,SU2U,SU4U,SU5Assemble
IP5,IP8
CS2,CS3,CS4,CS5,CS6,CS7,CS8,SB2,SB4,SB5
CS1,CS2,MP2
DP3,SB2
DP3,CS1{A17},SB2
DP3
DP3U,IP1{RMS},IP2{CfMS},IP3{QMS},IP4{CMS},
IP5{PjCtl+PMTs+Rd},IP6{A16p+PMTs+Rd},IP7{dA2},
IP8{*},SB1{*},SB2u{A16p},SB3u{A2},SB5{*},
CP1u{A16p} CP2u{A16p}
SU4
IP3
IP1
CS1u,CS2u,MP3u
CS4
MP3
MP2
MP2[obtain]
CP3[obtain]
DP2,DP3u,DP5u
DP5u
DP1,IP1,IP2,IP3,IP4,IP5,IP6{Pa+A21},IP7{A2[o]},IP8{PjDef+Pa}
IP8
DP2,DP3,DP5{A2},IP4{A24+A22+A6},IP5{4s&A16!},IP6{4s+PjCtls},IP7{A16p},
CS1{PjCtl+A22+A6},CS4{A2+A16+A1},CS5{A4},CS6{A2+A16+A4+A6},CS7{A2+A16},
MP1{*},MP2{*},SB1{*},SB2{*},SB3{A16p},SB4{A2+A4},SB5{*},CP1{A16p},
CP2{A16p} CP3{A6} CP4{*} CP5{A4}
SU5,IP3,IP6
IP8,[A20:IP4,IP5,IP6,CS1,and{*}]
IP8,[A20:IP4,IP5,IP6and{*}]
CS2,MP1,MP2,MP3
CS1
CS3
DP1
DP2,
DP3U
MP1
Page2of4
A5
Reports&Registers
ConfigurationItemRecords
A7
A12
DailyLog
IssueRegister
A14
A23
A25
LessonsLog
QualityRegister
RiskRegister
A3
A8
A9
A10
A11
A11
A13
A15
A18
NewIssue
NewRisk
Records
CheckpointReport
EndProjectReport
EndStageReport
FollowonActionsRecommendations
ExceptionReport
HighlightReport
HighlightReport,Previous
IssueReport
LessonsReport
PreviousLessonsReports
ProductStatusAccount
Input
Reviewed
IP2,IP6,CS1u,CS2u,CS3u,CS8u,MP2u,SB1u,SB5u,CP3u
CS3,CS8,MP3
SU1,SU3,SU4,SU5,SU6,CS6u,CS8u,CP5[close]
IP2,CS1u,CS2u,CS4u,CS6u,CS7u,CS8u,SB1u,SB2u,
SB3u,SB5u,CP2u,CP5[close]
SU2PM,CS4u,CP5[close]
IP3,CS1u,MP1u,MP2u,SB1u,SB5u,CP5[Close]
IP1,CS1u,CS2u,CS4u,CS6u,CS7u,CS8u,Sb1u,SB2u,
SB3u,SB5u,CP5[close]
DP4[raise],MP2[raise]
MP1[raise],MP2[raise]
SU6,IP1,IP2,CS5,CS8
IP3,IP4,IP5,IP6,CS4,CS5,CS7,CS8,SB1,SB3,SB4,SB5,CP3,CP4
SU2Exec SU3,SU4,SU5,SU6,DP2,IP1,IP2,IP3,IP4,IP5,IP6,CS5,SB1,SB4,CP4
CS2,CS3,CS4,CS5,MP3,SB4,CP4
IP2,IP3,IP4,IP5,IP6,IP7,CS2,CS4,CS5,CS7,CS8,SB1,SB3,SB4,SB5,CP3,CP4
CS6
CS6
MP2
CP3{foar},CP4{A15}
SB4{A15+foar}
SB4,CP3[A8]
CS7
CS5
CS2,CS4,CS5
DP5{A14+foar},CP4{foar}
DP3
DP3
SB5
CS5
CS7,CS8
DP3
CS4u,CS6,CS7u,CS8u
PrePrince
LogicalModelLtd2011
Approved
Created/
Updated
DP5
DP3
DP3,DP5
DP3,DP5
SU2
CS4,CS5,SB4,CP1,CP2,
Page3of4
CommunicationofAuthorities
RequesttoInitiateaProject
Authoritytoinitiateaproject
InitiationNotification
Requesttodeliveraproject
Projectauthorisationnotification
StageAuthorisation
AuthoritytodeliveraWorkPackage
Correctiveaction
ToleranceThreat
ExceptionRaised
ExceptionPlanRequest
RequesttoApproveExceptionPlan
RequesttoApproveNextStagePlan
ExceptionPlanAuthorisation
ExceptionPlanApproved
Stageboundaryapproaching
ProjectEndapproaching
ClosureRecommendation
ClosureNotification
Draftprojectclosurenotification
Prematureclose
Requestforadvice
ProjectBoardRequestforAdvice
CorporteAdviceandDecision
PMRequestforadvice
ProjectBoardAdvice
SU6
DP1
DP1
IP8
DP2
DP3
CS1
CS4,CS8
CS4
CS7
DP4
SB4
SB4
DP3
CS4
CS4
CP5
DP5
CP5[prepare]
DP2,DP3,DP4
CS4,CS6
DP4
DP4
LogicalModelLtd2011
Approved
Input
Reviewed
Created/
Updated
DP1
IP1,IP2,IP3
DP1
CS1
MP1
CS1,CS4,CS8
CS7
DP4
SB5
DP3
DP3
CS1
SB1
CP1
DP5
CP2
DP4
DP4
CS4
Page4of4
chapters:
a Project
3.2-Key
Diagrams
Section: 3.2 Page 0

Licensed for individual use without fee. A commercial licence (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied
Processes
including Business Case
Logical Model Ltd 0845 2 57 57 07 Logical Model Lt P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
Mandate/ Brief/ PID

Starting up a Project (SU)
A2-Business case &
DP1
The Start
& Business Case

1.
COPM provides mandate in any form as long as it allows identification of
the Exec. It is the project trigger, the Instruction
Syl to,
P:2or remit or Terms of
Reference for the Pj Board. Includes Pj Reason, Pj tolerance, Risks, All
standards to be followed
Project Mandate,A19-Project Brief,3

A20-Project Initiation Documentation (PID)
SU:P:2-7
A.19.2, 12.4.5,-6, 13.4.1, 14.4.1-8
IP:P:2-7
Apdx-A for a Project Initiation Documentation, the process(es) and roles in its life-cycle
A.20.2
1.
exists)

1.
Board compare original
& thus make a contract that marks their commitment and authorises the project
A20-PID to final A20-PID
2.
PM/PS archives A19-Project Brief (replaced by A20-PID)
an RFC
[no guidance as to why and
3.
2.
seemingly uncoordinated
state including approved changes
with 18.4.4!]

1.
2.
PM log mandates risks to A7-Daily Log
1.
A14-Lesson Log
12.4.4 Prepare the outline Business Case A2-oBC)
1.
2.
PM creates (exec oversees corporate alignment)
pre-project outline A2-Business Case from
mandates contents
3.
4.
5.

1.
risks
1.
PM reviews/
closure
1.
PM actions informed
PM actions
by the A20-PID,
of the A20-PID in
informed by A201.
consultation with
PID (especially
Plan
board
A16-Pj Plan)
1.
14.4.4
1.
14.4.5
1.
14.4.6
1.
17.4.2
issues and risks
1.
PM actions informed
by the A20-PID
17.4.3
1.
1.
against A20-PID
17.4.4
1.
1.
PM actions informed
by the A20-PID

14.4.7
Project Brief (A19-PjBf)
1.
1.
quality criteria by filling the gaps and applying A4-LL 1.
15.4.1
lessons. (An a programme context the A19-PjB has
from A19-PjBf and combines with initiation products to create A20probably been created done by the programme)
1.
Project Initiation Documentation to serve as basis for commitment,
2.
standards, guidelines, procedures and development
staff
life-cycles
2.
3.
A21-PjPdD
A2-oBC
Delivery
Stage07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
P2 ExamCramPlan
Assessed
by GRM
Logical Model Ltd&
0845 into
2 57A19-PjBf
57 07

premature
Plan
closure
PM reviews/
1.
PM actions
updates any aspect
PID (especially
A16-Pj Plan)
Update the
Business Case
18.4.4 Evaluate the
PM updates A2-BC
Project
(part of A20-PID)
1.
PM actions
Authorize a Work
Package
17.4.5 Produce an
PM extracts or crossException Plan
references A20-PID 1.
PM reviews/
updates any aspect
of the A20-PID in
CfM & handover
consultation with
requirements
board (sic)

1.
the A20-PID
End Project
Report of how
Pj performed vs
original A20-PIDa8 [and
separately?]
compares the
version of the
A20-PID
baselined at
13.4.2 and
current at 13.4.518.4.4
SU:P:2-5,6 12.4 Starting up a Project (SU)

SU:P:2-5 The activities and responsibilities within SU 12.4.1 12.4.2 12.4.3 12.4.4 12.4.5 12.4.6
SU:P:2-6 How the seven themes applied in SU
12
Licensed
for individual
use without &
fee. A commercial licence (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied
12.4.1
Appoint Executive
A7
Daily Log P:PM
12.4.4 Prepare outline Business

Case
1. Exec drafts BC as fully as
currently known 0-100%
2. PM (+SU/E) drafts PjPdtD
Define What is required
A14 Lessons Log

description P:CoPM,
PM role description
P:E, A:CoPM }
Appointed Exec
P:CoPM
Appointed PM
P:E A:CoPM

3. Arrange training
Appointed PMT
P:E A:CoPM
13.4.113.4Authorize
DP
initiation
14.4
15.
IP
CS
P:PM, R:PA (A)ESUSS
A7 Daily Log P:PM
Request to initiate a
project
`
Initiation Stage
Project Manager
12.4
& availability
A14 Lessons Log P:PM R:E

(All Subsequent activities are
expected to review this log)

1. Record every relevant
lesson from any source

(a partial Project Initiation Document)
A19 Project Brief {
A2 Outline Business Case P:E,
R:SU/SS/PM/PA, A:CoPM
A21 Project Product Description
P:PM, R:PA, (A):E/SU/SS }
A7 Daily Log P:PM

A19 Project Brief {
12.4.5 Select project approach & assemble

Project Brief
1. Define How to deliver PjPdtD in Pj
context CoPM strategy & Ops needs
2. Create project definition: Assembled Pj
Brief
3. Risk+Issues in Daily Log
A7
Daily Log P:PM
A19 Project Brief {

Project approach +
Addtl role desc}
P:PM R:PA
(R):SUSS (A):E
12.4.6 Plan the initiation

stage
1. Plan Initiation Stage and
define controls to
conform to CoPM
constraints
2. Incorporate Lessons and
Risks
3. Note/ Update Risks in A7
ffrroomm
b
r
o
b
ccee
aabbssor quenn17.4
o
t
e
o
r
e
t
u
eeaassieierds tthheesseq SB
Previous
lessons
reports
e
r
a
lsls are it bbuuililds
e
d
o
Audits/Staff/ In- or External
e
ffiliele;; it
sseemmod
e
4
d
h
e
e
T
t
d
aate
update
DoubleHeaded
Create
Th anim
im
PMT = Project Management Team, PMTs = PMT structure, P: = Produces, R: = Reviews, A: t=thApproves
hee an ( ) = in another process { } = containing
Pm
Pa
Project Mandate
Project Approach
Executive Role Description
Appointed Exec
Project Board
Change
Authority
Team Manager
Project
Support
Project
Assurance
Project
Manager
Senior Supplier
Senior User
Executive
Roles and Products: A=Approves,

R=Reviews, U=Updates, u-R=Reviews if
updated, ??-X(ID)=ID notes X is done
elsewhere but no matching entry exists
(mostly within pid)
CoPM
Products Involved In SU
SU1-P
SU5-P
PMTs
SU1-P
SU1Confirm
PM Role Description
SU1- A
Appointed PM
SU1-A
Project Management Team Role Descriptions
Project Management Team Structure
SU3-A
Rd
Appinted PMT
Additional Role Descriptions
A20
Outline Buiness Case

initiation Stage Plan
SU4-A
SU4-P
DP1-A
SU4-R
DP1-A
SU4-R
DP1-A
SU5-P, IP6U
SU4-R
SU6-P
A19
Project Brief
DP1-R
DP1-A
DP1-A
DP1-A
SU5-P
A21
A7

Daily Log
A14
Lessons Log
SU1-P
SU1-P
SU3-A
SU3-A,
DPpid-A
SU3-P
DPpid-A
DPpid-A
DPpid-A
DPpid-A
DPpid-A
SU3-P
SU3-P, IP6- IP6-R
U
SU4-P
SU1-P, SU3U, SU4-U,
SU5-U, SU6U, CS6-U,
CS8-U,
CP5[close]
SU2-R, DP2- DP2-R

R
DP2-R
SU5-R
SU5-R, IP5R, IP6-R

SU4-R
SU6-R, DP1R
SU5-R, DP1R
SU4-R
SU2-P, CS4- DP2-R

U,
CP5[close]
Products In SU Page: 1 of 1
A1-Benefits Review Plan,5

A2-Business Case

Project Manager
1.
COPM
BC: P:2-3 1. Business Case, and in which process(es) it is developed, verified, maintained and confirmed and which roles are responsible for this
2. Benefits Review Plan, and in which process(es) it is developed, used and reviewed and which roles are responsible for this
NB in all cases A2-BC is of the Customer, not the Suppliers
Project
Board
Project
manager
13.4.1 Authorize initiation 13.4.2 Authorize the project

1.
Board verify A2- 1.
Board consider if A2-BC
BC (outline) viable
(Detailed) is adequate to justify
justification to
the project and approve
invest in the
(baseline) it
Initiation Stage
2.
Board (Exec) approve (IE
baseline) A1-Benefits Review
Plan covers all benefits, meets
CoPM needs and Exec, Pgm or
CoE is responsible for reviews
being held

13.4.4 Give ad hoc
Exception Plan
direction
1.
Exec approves, Board compares confirms? original
1.
Board verify the A2- 1.
Board consider if
and current versions of A2-BC [to what end?]
BC (as updated) is a
A2-BC still viable 2.
Board ensure A1-Benefits Review Plan includes postviable justification for
vs. latest A11project review of all side-effects of pj products once in
continued investment
Highlight Reports
operational use (side effects shared as lessons)
2.
Board approve
3.
Board approve A1-BRP will cost effectively assess
(updated) A1-Benefits
benefits not measurable until after the project
Review Plan will
4.
Board/ Exec transfer responsibility for A1-BRP to CoPM
address all benefits
to hold SU accountable for benefits from their assigned
due in next Stage
products. Ensure resources are committed

1.
PM Captures lessons relevant to the A2Business Case

1.
PM determines costs & timescales needed for
investment appraisal by planning the project

1.
If received from CoPM the Exec reviews A2-BC
2.
Exec drafts (delegates drafting) inline with
Corp. standards the A2-BC with Context,
Objectives, Strategic alignment, Feasibility
Expected contribution, Funding, Contracts,
Risks (ie uncertainties) and sensitivities to
viability of benefits
[SU. accountable for benefits p35 c2.1, 4.3.3,
c3]
3.
PM checks timescales (all constraints) applied
to A21-Project Product DescriptionA2-BC or PjMandate balance
(prior to 14.4.6 cost and timescales may be
rough order of magnitude)
4.
CoPM Approve the A2-BC (Outline)

1.
PM Checks A19-Pj Brief for corporate format &
presentation standards
2.
PM seeks lessons observed relevant to the
A2-BC
3.
PM adds A16-Pj Plan costs and timescales,
Risks, expected benefits & tolerance per
benefit to A2-BC investment appraisal
4.
PM creates the A1-Benefits Review Plan
(BRP) stating for each benefit how it will be
measured, tolerances and timing of
measurement (EG at stage ends and beyond
the project) & the current status quo (a
Programme may assume responsibility for this
step)
5.
PM seeks board approval now or defer to
13.4.2 and A20-PID

1.
PM assess potential
actions to respond to a
new risk or issue for their
impact on the A2-BC and
expresses in A10Exception Report
issues and risks
1.
PM assesses new risks
and issues for impact on
the A2-BC

1.
PM checks A2-BC vs.
new (and existing) risks &
issues
2.
PM checks A1-BRP and
executes any Benefits
Project Brief
Reviews falling due [NO!
1.
PM drafts Pj Approach defining Corp.
1.
PM include A2-BC (detailed) in A20-PID
should be in the Stage
preference/ best practice for delivering the A2P2 ExamCram Assessed
by GRM
07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
plan]
Logical Model BC
Ltdinto
operational
0845 2 57 use
57 07
Plan Delivery
Stage
Team
Manager

18.4.3 Hand over
1.
PM determines revised project cost
Products
& timescales that may affect the
1.
PM updates
A1-BRP if
required
1.
PM reflect external changes to
project context, updates of costs
and timescales, uncertainties, risks
and issues into A2-BC for the
accountable exec
2.
PM updates the A1-Benefits
Review Plan for current outlook
Results any reviews in stage just
18.4.4 Evaluate the
ending and need for review in
Project
approaching stage
1.
PM assess
project
performance
1.
PM reviews status and any benefits
vs. expected
in stage & expresses view on A2benefits in the
BC viability in A9-End Stage Report
A2-BC &
2.
PM confirms any benefits review
reports in A8activity in stage is complete
End Project
3.
PM Seeks Board approval of
Report
revised A1-BRP & A2-BC at 13.4.3
ResponsibilitiesoftheRolesWithintheThemes
LogicalModel2011
Role
Theme
CoPM
BusinessCase
CoPM
BusinessCase
CoPM
Exec'sBusinessAssurance
BusinessCase
BusinessCase
BusinessCase
BusinessCase
BusinessCase
BusinessCase
HoldtheSeniorUser(s)toaccountforrealizingthepostprojectbenefitsenabledbytheprojects
products.
ProvidetheprojectmandateanddefineanystandardstowhichtheBusinessCaseneedstobe
developed.
ResponsiblefortheBenefitsReviewPlan(postproject).
AssistinthedevelopmentoftheBusinessCase.
Ensuretheprojectfitswithoverallprogrammeorcorporatestrategy.
Ensurethevalueformoneysolutionisconstantlyreassessed.
MonitorchangestotheProjectPlantoidentifyanyimpactontheneedsofthebusinessorthe
BusinessCase.
Monitorprojectfinanceonbehalfofthecustomer.
BusinessCase
ReviewtheimpactassessmentofpotentialchangesontheBusinessCaseandProjectPlan.
BusinessCase
BusinessCase
Executive
BusinessCase
Executive
BusinessCase
Executive
ProjectManager
ProjectManager
ProjectManager
BusinessCase
BusinessCase
BusinessCase
BusinessCase
VerifyandmonitortheBenefitsReviewPlanforalignmenttocorporateorprogramme
management.
VerifyandmonitortheBusinessCaseagainstexternaleventsandprojectprogress
OverseethedevelopmentofaviableBusinessCase,ensuringthattheprojectisalignedwith
corporatestrategies,andsecurethefundingfortheproject.
ResponsiblefortheBenefitsReviewPlan(forthedurationoftheproject)unlessbeingmanaged
bycorporateorprogrammemanagement.
ResponsiblefortheBusinessCaseforthedurationoftheproject.
Assessandreportonprojectperformanceatprojectclosure.
AssessandupdatetheBusinessCaseattheendofeachmanagementstage
Conductimpactanalysisofanyneworrevisedissuesorrisksthataffecttheprojects
ProjectManager
BusinessCase
desirability,viabilityorachievabilityagainsttheoriginalbasisforapprovingtheproject.
ProjectManager
BusinessCase
ProjectSupport
BusinessCase
SeniorSupplier(s)
BusinessCase
PreparetheBusinessCaseonbehalfoftheExecutive.
TheBusinessCaseshouldhaveabaselineandthereforebeunderconfigurationmanagement.
ProjectSupportshouldadvisetheProjectManagerofanyproposedoractualchangestoproducts
thataffecttheBusinessCase.
ResponsibleforthesupplierBusinessCase(s)(iftheyexist)seesection19.6.1.1.
Responsibility
Page:1of10
LogicalModel2011
Role
Theme
Responsibility
SeniorSupplier(s)
BusinessCase
Confirmthattheproductsrequiredcanbedeliveredwithintheexpectedcostsandareviable.
SeniorUser(s)
SeniorUser(s)
SeniorUser(s)
SeniorUser(s)
SeniorUser(s)
BusinessCase
BusinessCase
BusinessCase
BusinessCase
BusinessCase
Ensurethattheexpectedbenefits(derivedfromtheprojectsoutcomes)arerealized
Ensurethattheprojectproducesproductswhichdeliverthedesiredoutcomes.
Ensurethedesiredoutcomeoftheprojectisspecified.
Provideactualversusforecastbenefitsstatementatthebenefitsreviews
ResponsibleforspecifyingthebenefitsuponwhichtheBusinessCaseisapproved.
Page:2of10
Outputs of SU (12.4) DP1 (13.4.1)
12.4.
13.4.
Request to initiate a project

A19 Project Brief
P:PM, R:PA (A)ESUSS
13.4.1 Authorize initiation (DP1)

1. Board decide to proceed or cancel, Decision can be informal, Pm given
auditable instruction from Exec (Senior Supplier may not be in post)
2. Ratify {Project definition/ constraint/ Project approach/ Role holders/ Job
descriptions/ A21-Project Product Description/ Customer quality
expectations & Acceptance criteria/ outline A2-Business Case/ Initiation
Stage Plan/ Risks to initiation
3. For initiation: Set tolerances, Ratify reporting and control, Commit
resources
4. Broadcast that a project is being initiated and request logistical Support
5. Authorize the Project Manager to proceed with the initiation stage.
14.4. CS 1st Delivery Stage

17.4.CS Delivery Stage
17.4. CS Last Delivery Stage
Initiation Stage
Authority to
initiate a project
17.4. 16.4.
ModelProject
Now
Logical
Ltd 0845
2 57 Starts!
57 07
P: = Produced By, R: = Reviewed By, (A) = Approved in another process by,
A16 Approved initiation
PA=Project assurance, E=Exec, SU=Senior User(s) SS=Senior Supplier(s)
Stage Plan
18.4.
IP and SB
Plans
DP2 and DP3
Initiation
& Plans
IP:P:2-5 The activities within the IP process and the responsibilities within them
14.4.1 14.4.2 14.4.3 14.4.4 14.4.5 14.4.6 14.4.7 14.4.8
IP:P:2-6 How the seven themes may be applied within the IP Process
14
IP:P:2-5,6 Activities Within

14.4 Initiating a Project (IP) Process
Authorize
A19
A14
A7

14.4.Initiation
1. Stage
Define Who/ How/ When of Risk Mgmt to
satisfaction of PB & PA
2.
Create A25-Risk Register
Project Brief
A19-Pj Brief { A21Project

Product
Description }
A24-Risk Management Strategy (in A20-PID)

P-PM, (A)-ESUSS, R-PA
Authority to
initiate a project
Lesson Log
Daily Log
A25-Risk Register
A12-Issue Register
13.4.2
PBS = Product Breakdown Structure, PFD = Product Flow Diagram. PD A17-Product Description, CIR = A5-Configuration Item Record
See XREF for details
14.4.2 Prepare the Configuration

Management Strategy
1.
Define Who/ How/ When of Config
Mgmt (Inc. Issue & Change to
2.
Define Priority & Severity scales
3.
Create & populate Issue Reg (from
Daily Log)
4.
Create initial set of CIRs
5.
14.4.3 Prepare the Quality
Management Strategy
1.
Use CQE & AC to Define Who/
How/ When of Quality Mgmt to
2.
Create Quality Register
3.
A25-Risk Register
P-PS, A-PM, R-PA
A5
PMT Structure& Role Descrtns

P-PS, A-PM, R-PA
A24-Config Management Strategy (in A20PID)P-PM, (A)-ESUSS, R-PA

A12-Issue Register P-PS, A-PM, R-PA
A20-PID {A22-Quality
Management
Strategy }
P-PM, (A)-ESUSS,
R-PA
P-PS, A-PM, R-PA
A4-Communications Management Strategy (in A20PID) P-PM, (A)-ESUSS, R-PA
A19-Project Brief { Pj Definition,

Pj Approach }
A24-RMS, A22-QMS, A6-CfMS,
A4-CmMS
Pj Controls
P2 Tailoring
A19-Project Brief
A14-Lesson Log
Upd8 A12-IR+A25-RR
A7-Daily Log
A12-Issue Register
A20-PID {A4-CmMS,
Project Controls }
17.4.CS
A20-Project Initiation
Document
14.4.8 Assemble the Project

Initiation Document
1.
Create the PID CI from
component CIs
14.4.4 Prepare the Communication

Management Strategy
1.
Perform stakeholder analysis
Plan,PMT Struct,
2.
Merge strategys comms needs
Role Desc}(P-PM, (A)3.
Define Who/ How/ When of Comms
E12.4.Ss, R-PA) }
Mgmt to satisfaction of PB & PA
4.
1.
Create PBS*/ PD/ PFD/ CIRs
(specialist and management products)
2.
ID the means to transfer specialist
products to BAU, Plan SLAs
3.
Confirm required resources
4.
17.4.CS
Request to
deliver a
project
Stage boundary
approaching
17.4.1-4
(17.4.)
A20-PID { Create A2Business Case

(Detailed) }
A19-Project Brief { A21-Project Product

Description, Pj Approach }
1.
Define stage boundaries
A14-Lesson Log
2.
Confirm strategies integrate as a set and
A20-PID
(A22-QMS,
A6-CfgMS,
A24-RMS
}
Plan
}
(P-PS, A-PM, R-PS)
controls match project significance & difficulties
A14-Lesson Log
3.
Allocate tolerances and decision making
A25-Risk Register
A20-PID (A22-QMS,
authorities
in ExamCram
role descr),Assessed
amend by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
Logical
Model Ltd 0845 2 57
57 07 (& noteP2
A20-PID={Pj Controls, Role Desc &
A6-CfgMS,
1.
Do Investment analysis with Time & Costs from Project Plan
assignments as required for best use
PMT Structure} (P-PM
A24-RMS }
2.
Assess uncertainties, benefits & their tolerances
4.
A=ESUSS, R-PA)
3.
Determine who/ when/how/ and current baseline of each
update
DoubleHeaded Create
expected benefit capture in the A1-Benefits Review Plan
A19-Project Brief { Outline A2-Business Case }
A19-Project Brief
Authorize
the project
1st Delivery Stage
13.4.1
12.4. 13.4. initiation
16.4.
Create A1-Benefits
Review Plan
17.4.
Ctl
Project Controls
PMTs Project Management Team Structure
Rd
A1
A2d
Business Case
A4
A6
Configuration Management Strategy
A16p Projct Plan
A17
Product Description
A20
A22
A24
A5

DPpid-A
SU3-A,
DPpid-A
DPpid-A
DPpid-A
DPpid-A
DPpid-A
DPpid-A
SU3-P, IP6-U
IP5-R
IP6-R
DPpid-A
DPpid-A
SU5-P, IP6-U
SU5-R, IP5-R, IP6-R
DP2-A,
DP3u-A,
DP5u-A
DP5u-A,
??-A(sb3)
DPpid-A
DPpid-A
DPpid-A
DP2-A,
DP3u-R,
DP5u-R
DP5u-A,
??-A(sb3)
DPpid-A
DPpid-A
DPpid-A
DP2-A,
DP3u-R,
DP5u-R
DP5u-A,
??-A(sb3)
DPpid-A
DPpid-A
DPpid-A
IP7-P, CP3-Ru
DP2-A,
DP2-R,
DP3u-R, DP3u-A
??-R(sb1),
??-R(sb5)
DP2-A,
DP3u-A
DP2-A,
DP3u-A
IP8-P, SB1-U, SB5- DP2-R, DP3u-R, IP8U

R, SB1-R, SB5-R
DPpid-A
DPpid-A
DPpid-A
DPpid-A
DPpid-A
DPpid-A
IP3-R
IP1-P
IP2-A, IP6-A, CS1-A,
CS2-A, CS3-A, CS8U, SB1-P-CrU, SB5RCrU, CP3-A
DP2-A,
DP3u-A,
DP5u-A
DP5u-R,
??-R(sb3)
Project Board
Change Authority
Team Manager
Project Support
Project Assurance
Project Manager
Senior Supplier
Senior User
Executive
Roles and Products: A=Approves, R=Reviews,

U=Updates, u-R=Reviews if updated, ??-X(ID)=ID
notes X is done elsewhere but no matching entry
exists (mostly within pid)
CoPM
Products Involved In IP
DP2-R, DP3u-R,
DP5u-R, IP7-R, CP3R, -----IP7-P, SB3-U
DP5u-R, IP7-R, Sb3R,
IP4-P
IP4-R
IP2-P
IP2-R
IP6-P, SB2-U, CP1- IP6-R, SB2-R, CP1U, CP2-U
R, CP2-R
DP[A16]-A DP[A16]-A DP[A16]-A IP6-P
IP6-R
IP3-R
IP1-R
IP2-R, IP6-R, CS1-R, IP2-P, IP6-P, CS1- MP1-R, MP2CS2-R, CS3-R, SB1- P, CS2-P, CS3-P, R, MP3-R,
MP2-U
R, SB5-RCrU, CP3-R CS8-R, MP2-U,
SB1-R, SB5-PCrU,
CP3-U
Products In IP Page: 1 of 2
Products Involved In IP
A12
Issue Register
IP2-A, CS1-U, CS2- IP2-R, SB1-R, SB2R, SB3-R

U, CS4-U, CS6-U,
CS7-U, CS8-U, SB1U, SB2-U, SB3-U,
CP2-U, CP5[close]
IP2-P
A23
Quality Register
A25
Risk Register
IP3-A, CS1-R, SB1Ru, SB5-Ru,

CP5[close]
IP1-A, CS1-U, CS2U, CS4-U, CS6-U,
CS7-U, CS8-U, SB1U, SB2-U, SB3-U,
SB5-U, CP5[close]
IP3-P, CS1-P, ??- MP1-R, MP2P(mp2), SB1-U, R, ??SB5-Ru

R(sb5u)
IP1-P
IP3-R, CS1-R, SB1R, SB5-Ru

IP1-R, SB1-R, SB2R, SB3-R, SB5-Ru
Products In IP Page: 2 of 2
SU6 IP6
SB1 SB5 SB2 MP1
Planning: Fig 7.2, Fig 7.3 and 7.3

A.16.2, 7.2.3, 7.3.3-7.3.8,
12.4.6, 13.4.1-13.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.1-3, 17.4.4, 18.4.1, C/ Table 7.1
SU
12.4
IP
14.4
1.
Select presentation
2.
Identify recipients
3.
4.
in plan
5.
(A20 PID {A6 CMS}

1.
SU writes the A21-Project Product Description
2.
Team workshop decomposes A21 in PBS
3.
4.
Create the PFD
CS


1.
materials needed for each activity by each type
Iterate to refine initial estimates of staff, money,
equipment, skill levels, cost and time over time
Plan

Note assumptions, allow for inefficiencies and
Design

optimism
2.
(eg Project: Top-Down over stages. Team or
Stage Level: Bottom-up of PBS, WBS & PFD
A25-Risk Register
Project Approach
1.

2.
refinement process
MP 16.4
List of Activities

Estimating training
Dependencies
* Pg.70 is flat-wrong. AON never was an Arrow Diagram. ADM is for AOA networks. Guide to the
PMBoK 4th Ed. no longer even mentions them, its 6.2.2.2 Pg. 133 in the 3rd Ed. Of G-2-PMBoK
10
Planning: Fig 7.2, Fig 7.3 and 7.3

A.16.2, 7.2.3,
7.3.3-7.3.8, 12.4.6, 13.4.1-13.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.1-3, 17.4.4, 18.4.1, C/ Table 7.1
DP3 DP2 DP4 DP1 CS1
CS
cklist 15.4
SB
17.4
MP 16.4


1.
materials needed for each activity by each type
Iterate to refine initial estimates of staff, money,
equipment, skill levels, cost and time over time
S)
Note assumptions, allow for inefficiencies and
optimism
2.
(eg Project: Top-Down over stages. Team or
Stage Level: Bottom-up of PBS, WBS & PFD
7.3.7 Analyse the risks

(in parallel with 7.3.2-7)
1.
Assess risks and address by reperforming activities 7.3.2 to 6
2.
Ensure risk countermeasures are
match project boards risk appetite
A25-Risk
Register
Assessed Plan
Schedule
7.3.6 Scheduling (iterate with all 7.3 activities)

1.
Critical Path Analysis of the precedence network
using estimated durations (D) to establish initial schedule
2.
Assess resources, availability (A) & experience (productivity (P))
3.
Assign resources to tasks and determine
loading profile, re-estimate and re-assess durations
based on assigned resources (D = effort (E) / (PxA))
Ensure tasks have a committed point of accountability
4.
Level and smooth the resource profile for activities in ascending
List of Activities
6)
order of float (Critical path first). Re-assess D=E/(PxA)

5.
Agree control points with the project board and add product
approval and end-stage activities, resources and duration
6.
Define milestones [ Set dates for those properly defined!]
Estimating training
P2 ExamCram Assessed by GRM
P2-5th Edresource
2011 Logical
Modeland
7. 07032011
Calculate
totals
demand profiles, risk and
Dependencies
change budgets, tolerances, cash flows and Planned Value
DM is for AOA networks. Guide to the
8.
Translate to presentational form: EG Gantt, or Checklist
rd
133 in the 3 Ed. Of G-2-PMBoK
Product Completed Plan

Checklist
for Approval
7.3.8 Document the plan

1.
Using plan design: consolidate
schedule, costs, risks &
countermeasures, controls &
tolerances, constraints,
assumptions, external
dependencies
Add explanatory narrative to
describe what is covered, the
approach to planning, execution
and quality, monitoring and
reporting (Checkpoint, Highlight,
End Stage, End Project) &
controls
Format appropriately
for daily use or
project board presentation
2.
[ Quality check the plan for
complete and reasonable
3.
Finalise the Product Checklist ]
Plan Design
10
LogicalModel2011
Role
CoPM
CoPM
CoPM
Executive
Executive
Executive
Executive
Theme
Plans
Plans
Plans
Plans
Plans
Plans
Plans
ProjectAssurance
Plans
ProjectAssurance
ProjectManager
ProjectManager
Plans
Plans
Plans
ApproveExceptionPlanswhenprojectleveltolerancesareforecasttobeexceeded.
Providethecorporateorprogrammemanagementplanningstandards.
Setprojecttolerancesanddocumentthemintheprojectmandate.
ApproveExceptionPlanswhenstageleveltolerancesareforecasttobeexceeded
ApprovetheProjectPlan.
CommitbusinessresourcestoStagePlans(e.g.finance).
DefinetolerancesforeachstageandapproveStagePlans.
MonitorchangestotheProjectPlantoseewhetherthereisanyimpactontheneedsofthe
businessortheprojectBusinessCase.
Monitorstageandprojectprogressagainstagreedtolerances.
DecidehowmanagementandtechnicalstagesaretobeappliedanddesignStagePlans
Designtheplans.
ProjectManager
Plans
InstructcorrectiveactionwhenWorkPackageleveltolerancesareforecasttobeexceeded.
ProjectManager
Plans
ProjectManager
ProjectSupport
ProjectSupport
ProjectSupport
SeniorSupplier(s)
SeniorSupplier(s)
SeniorUser(s)
SeniorUser(s)
TeamManager
TeamManager
Plans
Plans
Plans
Plans
Plans
Plans
Plans
Plans
Plans
Plans
Responsibility
PrepareanExceptionPlantoimplementcorporatemanagement,programmemanagementorthe
ProjectBoardsdecisioninresponsetoExceptionReports.
PreparetheProjectPlanandStagePlans.
AssistwiththecompilationofProjectPlans,StagePlansandTeamPlans
Baseline,storeanddistributeProjectPlans,StagePlansandTeamPlans
Contributespecialistexpertise(forexample,planningtools).
CommitsupplierresourcestoStagePlans.
EnsurethatProjectPlansandStagePlansremainconsistentfromthesupplierperspective
CommituserresourcestoStagePlans.
EnsurethatProjectPlansandStagePlansremainconsistentfromtheuserperspective
PrepareschedulesforeachWorkPackage.
PrepareTeamPlans.
Page:5of10
LogicalModel2011
Role
Theme
Responsibility
CoPM
Progresstheme
MakedecisionsonExceptionPlanswhenprojectleveltolerancesareforecasttobeexceeded.
CoPM
Progresstheme
Provideprojecttolerancesanddocumentthemintheprojectmandate.
Executive
Progresstheme
Ensurethatprogresstowardstheoutcomeremainsconsistentfromthebusinessperspective.
Executive
Progresstheme
MakedecisionsonExceptionPlanswhenstageleveltolerancesareforecasttobeexceeded.
Executive
Progresstheme
Executive
Progresstheme
ProjectAssurance
Progresstheme
ProjectAssurance
Progresstheme
ProjectAssurance
ProjectManager
ProjectManager
ProjectManager
Progresstheme
Progresstheme
Progresstheme
Progresstheme
ProjectManager
Progresstheme
ProjectManager
ProjectSupport
ProjectSupport
ProjectSupport
ProjectSupport
ProjectSupport
Progresstheme
Progresstheme
Progresstheme
Progresstheme
Progresstheme
Progresstheme
Providestagetolerances.
Recommendfutureactionontheprojecttocorporateorprogrammemanagementiftheproject
toleranceisforecasttobeexceeded.
Confirmstageandprojectprogressagainstagreedtolerances.
VerifychangestotheProjectPlantoseewhetherthereisanyimpactontheneedsofthe
businessortheBusinessCase.
VerifytheBusinessCaseagainstexternaleventsandprojectprogress
AuthorizeWorkPackages.
Maintaintheprojectsregistersandlogs.
MonitorprogressagainstStagePlans.
ProduceExceptionReportsfortheProjectBoardwhenstageleveltolerancesareforecasttobe
exceeded.
ProduceHighlightReports,EndStageReports,LessonsReportsandEndProjectReport.
AssisttheProjectManagerinmaintainingtheIssueRegisterandRiskRegister
Assistwiththecompilationofreports.
Contributespecialisttoolexpertise(forexample,planningandcontroltools).
MaintaintheQualityRegisteronbehalfoftheProjectManager.
Number,record,storeanddistributeIssueReportsandExceptionReports.
SeniorSupplier(s)
Progresstheme
Ensurethatprogresstowardstheoutcomeremainsconsistentfromthesupplierperspective.
SeniorUser(s)
TeamManager
TeamManager
TeamManager
Progresstheme
Progresstheme
Progresstheme
Progresstheme
Ensurethatprogresstowardstheoutcomeremainsconsistentfromtheuserperspective.
AgreeWorkPackageswiththeProjectManager.
InformProjectSupportofcompletedqualityactivities.
NotifytheProjectManagerofanyforecastdeviationfromWorkPackagetolerances
Page:6of10
Role
TeamManager
Theme
Progresstheme
LogicalModel2011
Responsibility
ProduceCheckpointReports.
Page:7of10
11

SU, IP, SB, CP, DP

Project Manager
1.
COPM
A.16.2, 7.2.3, 7.3.3-7.3.8, 12.4.6, 13.4.1-13.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.1-3, 17.4.4, 18.4.1, C/ Table 7.1
Project
Board

1.
Board Approve Pj
Approach and Init
Stage Plan ( and
A19-Project Brief)
2.
Commit resources
to execute plan

Project
lessons
manager 1.
lessons
approach and
assemble the Project
Brief
1.
PM suggests an
Approach to the Exec
to Approve (in 13.4.1)
12.4.6 Plan the initiation
stage
1.
PM considers if
CS/MP apply to
Initiation Stage
2.
PM Create Init plan
match constraints (eg
dates), address risks,
set controls &
tolerances

1.
Constraints (eg Milestones),

1.
ExPlan) as viable (strategies/ constraints/
Tolerances) & commit resources to
execute
2.
project or re-plan

1.
PM considers planning lessons, A19-Pj Brief, A25RiskReg, 4 Strategies, planning standards & format
needs of audiences (EG is a Product Checklist OK?*)
2.
PM/PS Select planning & control tools, estimating
methods
3.
PM runs workshops to create PBS, PD, & PFD, define
task & dependencies for Specialist & Management
Products
4.
PS Add A5-CIR
5.
PM adds Change budget & Risk responses into plan
6.
Estimate tasks & resources, calculate expenditure, time &
add to A16-Pj Plan
7.
PS Adds quality reviews to A23-QR
8.
Document plan (write any useful notes)
1.
PM adds A16-Pj Plan info to A2-Business Case
14.4.8 Assemble the Project Initiation Documentation (A20-PID)
1.
PM integrates A16-Pj Plan to A20-PID
Plan Delivery Stage: In a 2 stage project include A16-Stage Plan in
the A16-Project Plan

1.
closure
Board approve
2.
A8-EndPjlRpt
for deviations
3.
Board review A11-HiRpt vs A16-PjPlan
from approved
Plans

1.
PM checks for changes to CQE/ AC/ PID/ Strategies/ Controls/
Role holders
2.
PM runs workshops to create the A16-StagePlan as per 14.4.6
steps 1,3,4*,6 (Stage not Project Plan),7,8
3.
If last stage PM ensures Closure is planned
1.
PM Updates A16-Pj Plan actuals and forecasts from revised
A16-Stg Plan
2.
PM Applies any changes to A21-PjPdD, Pj context, PID/
Strategies/ Controls/ P2 tailoring/ Risks & Issues
1.
PM Applies A16-Pj Plan cost & timings to A2-BC justification
1.
PM reports achievement vs old A16-Stage Plan & expresses
view in A9-End Stage Report on meeting A16-Pj Plan

closure
1.
PM Updates A16-Pj
Plan from stage
actuals (up to date
A16-Stage Plan)
closure
1.
At 18.4.1 Step 1
2.
PM may create an
A16-Exception Plan
for work to Salvage
& Make Safe
18.4.4 Evaluate the

Project
1.
PM reports in A817.4.5 Produce an Exception Plan
End Project Report
1.
PM uses A10-Exception Report to assess current status vs. plan
how project
in exception
performed vs plans
2.
Update relevant items: as 17.4.1 step 1
& targets
3.
Plan as 14.4.6 steps 1,3,4,6 (Possibly Project & Stage Plan) ,7,8
Team
Manager
* A Product Checklist is a list of top level products from the Project level PBS with baseline/ expected/ actual delivery dates
11
12

DP-duplicated, CS, MP

Project Manager
1.
COPM
A.16.2, 7.2.3, 7.3.3-7.3.8, 12.4.6, 13.4.1-13.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.1-3, 17.4.4, 18.4.1, C/ Table 7.1
Project
Board
Project
manager

1.
Board Approve Pj
Approach and Init
Stage Plan ( and
A19-Project Brief)
2.
Commit resources
to execute plan
PP
D
/
D
S
/
CCS
DDaayy
JJoobb

1.
Constraints (eg Milestones),

risks
1.
PM assesses R+I for impact on plans
2.
PM Add work-packages for selected
responses to plans

1.
ExPlan) as viable (strategies/ constraints/
Tolerances) & commit resources to
execute
2.
project or re-plan

1.
closure
Board approve
2.
A8-EndPjRpt
for deviations
3.
Board review A11-HiRpt vs A16-PjPlan
from approved
Plans

1.
PM assesses (actual or potential) untreated
deviations impact & all potential responses
for impact on plans
2.
PM presents concern & options to board at
13.4.4

1.
PM uses A16-Stage Plan in creation of

1.
PM updates A16-StgPlan by adding or 1.
PM updates A16-Stage Plan actuals & forecasts using A12-IR,
amending A26-WkPkgs to maintain
A25-RR, A23-QR, A3-ChkPt, A5-CIR & A18-PSA, resourcing
projects progress in stage tolerances
status and corrective actions at frequency in Stage Plan
2.
PM analyses baseline vs actual to allocate new work-packages
or instigate (new) corrective actions
3.
PM triggers planning of next stage
1.
PM extracts Product/ Controls/ Strategies/ Reporting/
Constraints from A16-Pj/ Stage Plan (or Team Plan) & A20-PID
2.
PM review TMs Team Plan and revise Stage Plan if needed
3.
PS add quality reviews to A23-QR
4.
PM/TM Agree report & escalation regime

1.
PM updates A16-Stage Plan for
progress logged to A23-QR and
forecast ETCs
2.
PM & TM agree status
3.
PS update A5-CIR for status
Team
Manager

1.
TM create Team Plan to confirm constraints achievable
(may have been performed when Planning the Stage)
2.
SS approves Team Plan
Execute a Work Package

Team work to plan
1.
TM updates Team Plan to
TM updates Team Plan with actuals & ETCs
show A26-WkPkg completed
TM Reports via A3-Checkpoint Reports
PP
M
/
M
S
/
CCS
16.4.2
1.
2.
3.
15.4.3 Receive completed Work

Packages
1.
PM checks A23-QR &
updates A16-Stage Plan to
show A26-WkPkg complete
2.
PS update A5-CIR
12

13
17.4.1 17.4.2 17.4.3 17.4.4 17.4.5

17

Managing Stage Boundaries (SB) Process

A.14.2 A.9.2 A.10.2 A.15.2, 13.4.3-5, 17.4.4, C/Table 10.2
1.
Update any changes to CQE/ AC/
Strategies/ Controls/ Roles
2.
(from A16-Pj Plan)
3.
Create PBS/ A17-PD/ A5-CIR
4.
Add risks, issues and quality records
A5

1.
Note exception processing vs. issue records
2.
Update PID as useful vs. {CQE/ AC, Approach,
Strategies, Controls, Role holders }
3.
Consider A10-Exception Report and Create the
exception plan to cover products in scope of
exception stage & create A5-CIR/ A17-PD/ A23QR as required perhaps update PBS/ PFD too!
4.
Update A12-IR+A25-RR as required
Quality Register

1.
or team changes
A16-Exception Plan {
A17-Product Description}
A23
A10-Exception
Report
PID
(current) A16-Stage
Plan
Configuration Item
Records
Delivery Stage

A20
A12-Issue Register
A25-Risk Register
1st
A12-Issue Register
A25-Risk Register
A1
Benefits
Review Plan
A12-Issue Register
A25-Risk Register

1.
Reassess organisational risk appetite & capacity, current aggregate project
risk and tolerances
2.
Revise the A1-Benefits Review Plan & add any realised benefits or affect of
RFCs and changes to business context, realistic targets et.al.
17.415.4

SB. CS
A9
End Stage Report {
A15-Lesson Report,

1.
Seek project board approval to
continue vs. Pj Plan, A2-Business
Case and risks
2.
3.
Suggest FOARs
4.
update
DoubleHeaded
Create
18.4
CP.
A20-PID { A2-Business Case}

A14-Lesson Log
17.4
13.4.4 Give ad
hoc direction
Logical Model
Ltd 0845 2 57 57 07
SB.
Stage boundary
approaching

Exception Plan
Initiation Stage
12.4 13.4 Exception Plan

SU.A20DP.PID
A14 14.4
Lesson Log15.4
CS
IP
13
16.4
MP.
A2d
Business Case
A16p Projct Plan

Exception Plan
A16n Next Stage Plan
A20 Project Initiation Documentation
A5
A12
Issue Register
A23
Quality Register
A25
Risk Register
A9
End Stage Report

Follow-on-Actions Recommendations
DP5u-R, ??- DP5u-A, ??- DP5u-A, ??- DP5u-A, ??- IP7-P, SB3-U
R(sb3)
A(sb3)
A(sb3)
A(sb3)
DPpid-A
DPpid-A
DPpid-A
IP6-P, SB2-U, CP1-U, CP2U
DP3-A
DP3-A
DP3-A
SB5-P
DP3-A
DP3-A
DP3-A
SB1-P
DP2-R,
DP2-A,
DP2-A,
DP2-A,
IP8-P, SB1-U, SB5-U
DP3u-R, ??- DP3u-A
DP3u-A
DP3u-A
R(sb1), ??R(sb5)
IP2-A, IP6-A, CS1-A, CS2A, CS3-A, CS8-U, SB1-PCrU, SB5-RCrU, CP3-A
Project Board
Change Authority
Team Manager
Project Support
Project
Assurance
Project Manager
Senior Supplier
Senior User
Executive

(mostly within pid)
CoPM
Products Involved In SB
DP5u-R, IP7-R,
Sb3-R,
IP6-R, SB2-R, CP1R, CP2-R
DP3-R, SB5-R
DP3-R, SB1-R
DP2-R, DP3u-R,
IP8-R, SB1-R, SB5R
IP2-R, IP6-R, CS1R, CS2-R, CS3-R,
SB1-R, SB5-RCrU,
CP3-R
IP2-P, IP6-P, CS1- MP1-R,

P, CS2-P, CS3-P,
MP2-R,
CS8-R, MP2-U, SB1- MP3-R,
R, SB5-PCrU, CP3- MP2-U
U
IP2-A, CS1-U, CS2-U, CS4- IP2-R, SB1-R, SB2- IP2-P
U, CS6-U, CS7-U, CS8-U, R, SB3-R
SB1-U, SB2-U, SB3-U, CP2U, CP5[close]
IP3-A, CS1-R, SB1-Ru, SB5- IP3-R, CS1-R, SB1- IP3-P, CS1-P, ??R, SB5-Ru
P(mp2), SB1-U,
Ru, CP5[close]
SB5-Ru
IP1-A, CS1-U, CS2-U, CS4- IP1-R, SB1-R, SB2- IP1-P
U, CS6-U, CS7-U, CS8-U, R, SB3-R, SB5-Ru
SB1-U, SB2-U, SB3-U, SB5U, CP5[close]
DP3-A
DP3-A
DP3-A
SB4-P
DP3-A, DP5- DP3-A, DP5- DP3-A, DP5- SB4-P, CP3-PCrU
A
A
A
MP1-R,
MP2-R, ??R(sb5u)
DP3-R, SB4-R
DP3-R, DP5-R,
SB4, CP3-R
Products In SB Page: 1 of 2
Products Involved In SB
A15
Lessons Report

DP5-A
DP3-A, DP5- DP3-A, DP5- DP3-A, DP5- SB4-P[distribute], CP4-P

A, DP5-R
A, DP5-R
A, DP5-R
DP3-R, DP5-R,
SB4-R, CP4-R
Products In SB Page: 2 of 2
14
13.4.2 Authorize the project (DP2)
12.4.
13.4.
A14
A20
A1
Request to deliver a project

Lessons Log
Initiation Stage
DP2 Authorize the project (13.4.2)

Performed in parallel with 13.4.3 Authorising a Stage (or exception) Plan
Decide if the whole proposition is attractive enough to invest in the project
1. Review/ Approve the A20-PID (Review may be delegated to Project Assurance)
Adequate & tailored Strategies, Controls, Budgets, Tolerances, Commitments in
place for Project Board to pursue the benefits, All roles/ rights/ duties/ limits agreed
2. A1-Benefits Review Plan acceptable to CoPM
3. Authorise the PM or close the project
4. Tell the wider stakeholder community
A21
Product
Description
st Specialist
14.4.Approved
CS 1Project
17.4.CS
Stage
A1 Approved Benefits Review Plan
Premature closure
Delivery Stage
17.4. CS
17.4. 16.4.
update
DoubleHeaded
Create
14
18.4.
15
13.4.3 Authorize a Stage (or Exception) Plan (DP3)
Project Status Report
Interested Parties
12.4
SU
13.4 DP

End Stage Report {
Recommendation }
Exception Plan
A20
A9
Initiation Stage
update
DoubleHeaded
13.4.3 Authorize a Stage (or Exception) Plan (DP3)

1. Decide whether to continue (commit resources, set tolerances on stage) or request
a re-plan or close the project, based on:
2. Review/ Approve End Stage Report (& Pass on FOAR), check any Lessons
Reports, Risk level
3. Verify any product handovers (into operations and maintenance via Config
management) are sustainable in use and approve
5. Verify Project plan, Strategies, Controls and Role assignment viability, Business
Case, Benefits Review plan Update PID if Reqd

A9 Approved (current) End Stage Report {
IP
CSif updated
SB CS
1st Specialist
A1 Approved
BenefitsStage
Review Plan
Delivery Stage
17.4 CS
SB
Premature
closure
Last Specialist
Stage
17.4 16.4 MP

P2SB
ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
Create
Specialist Product
Confirm Approval
When you return to work after an exam-cram will you be able to guide your Project board
members to fulfil their roles adequately? If you would like help please contact us
15
18.4
CP
Controlling a Stage (CS)

Managing Product
Delivery (MP) and
[13.4.4 Give ad hoc
direction]
The Middle
16

Stage Plan{ Product Descriptions}
A20-PID {Pj Controls, A22-QMS, A6-CfgMS }
Team Plan
17
CS:F:2-4,5 and MP:F:2-4,5 Activities of Controlling
a Stage (CS) and Managing Product Delivery (MP)
How the seven themes may be applied within the CS & MP 15, 16
PG:P:2-9 A26-Work Package
CS:P:2-5, MP:P:2-4
CS:P:2-4 MP:P:2-5 The activities within CS & MP and the responsibilities within them
15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8 and 16.4.1 16.4.2 16.4.3
PG:P:2-9 [ Apdx-A entries,] life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
Licensed for individual use without fee. A commercial licence (License@logicalmodel.net)

removes
note: Please report unlicensed commercial use & share in fees levied
A16-Stage Plan
P-PM,this
R-PA
or Exception Plan
Initiation Stage
Stage Authorisation
or
14.4.
CS
Corrective Action
New Work-Package
A25-Risk Register
A12-Issue Register
A16 Stage Plan

1. PM & TM agree new/ amended A26: CIs created &
A17-PDs, Development process & Quality Reviews
2. Agree Constraints & tolerances, Controls, Reporting,
Comms interfaces, Escalations & Handover
3. Set CIRs to WIP
Team Plan

1st Delivery Stage

1. Update the Stage Plan from all A3-ChkPts and
Team Plans for all current A26-WkPkgs at
agreed frequency and formality
2. Check A23-QR & A5-CIR
3. Assess ETCs (apply EVA)
13.4.3
Authorize a Stage
or Exception Plan
17.4CS 18.4.
SB
Last Delivery Stage
12.4.

1. Check vs A17-PD & A23-QR that all
Quality Reviews are passed
2. Update Stage Plan & A5-CIR status to
Releasable
A5-Configuration
A23-Quality
Item Record
Register
Update/Raise New Risks & Issues
Authority to deliver a
A16-Team Plan
Approve A26-Work Package
A26-Wk-Pkg
A26-Work Package
A16-Team Plan
A26-Wk-Pkg
Notice of Completed
A20-PID
Work-Package
1. Do the Real Work! follow A26-WkPkg process & A17-PD quality 16.4.3 Deliver a Work Package
criteria
1. Check all quality activity noted as
1. PM & TM agree what can reasonably be delivered in 2. Obtain product approvals, handover products
complete in A23-Quality Register,
16.4.
constraints (if16.4.
required, by creating a Team plan)
3. Maintain comms reqd by A26-WkPkg
All approvals obtained
2. Agree: reporting of WIP & completion,
4. Update A23-QReg & A5-CIR as specified in A26-WkPkg
2. Update A16-Team Plan
5. Raise issue vs. A26-WkPkg tolerance
Agree: Quality Reviews required,
3. Deliver products as per A26-WkPkg
Logical Model
0845 2 57 57
07
Agree:LtdCIhandover/
approval,
6. Raise risks or lessons observed
4. Notify PM A26-WkPkg completed
Agree: Tolerances & escalation
7. Assess status vs Team Plan Hold Checkpoints, raise A3Created Specialist Products
3. Add any risks
Checkpoint Report to PM
update17.4. DoubleHeaded
Create
A26-Wk-Pkg
17
A16c
Stage Plan [current]

Team Plan
A26
A5
Work Package
Specialist Products
Approval Records
A23
Quality Register
A3
New Issue
New Risk
Checkpoint Report
DP4-P
DP3-A
DP3-A
DP4-P
DP4-P
CS1-U, CS2-U, CS3-U, CS1-R, CS2-R, CS3-R,

CS4-U, CS8-U
CS8-R
??-A(mp1) CS1-R, CS2-R, CS1-A, ??- MP1-R, MP2-R, MP3-R
R(mp3)
CS1-P, ??-A(mp3)
CS1-R, MP3-R
DP3-A
??R(mp2)
MP2-R
??-R(mp2)
MP2-R
IP2-A, IP6-A, CS1-A,
IP2-R, IP6-R, CS1-R,
CS2-A, CS3-A, CS8-U, CS2-R, CS3-R, SB1-R,
SB1-P-CrU, SB5-RCrU, SB5-RCrU, CP3-R
CP3-A
IP3-A, CS1-R, SB1-Ru, IP3-R, CS1-R, SB1-R,
SB5-Ru, CP5[close]
SB5-Ru
DP4-P
??-R(mp2)
??-R(mp1/2)
CS2-R
Project Board
Change Authority
Team Manager
Project Support
Project Assurance
Project Manager
Senior Supplier
Senior User
Executive

R=Reviews, U=Updates, uR=Reviews if updated, ??-X(ID)=ID
notes X is done elsewhere but no
matching entry exists (mostly within
pid)
CoPM
Products Involved In MP
MP1-R
MP1-P, MP2-U, MP3-U
MP1-A, MP3Pu
MP2-P
MP2-R
MP2-P[obtain]
IP2-P, IP6-P, CS1-P, CS2- MP1-R, MP2-R, MP3-R,
P, CS3-P, CS8-R, MP2- MP2-U
U, SB1-R, SB5-PCrU,
CP3-U
IP3-P, CS1-P, ??MP1-R, MP2-R, ??P(mp2), SB1-U, SB5-Ru R(sb5u)
MP2-P
MP1-P, MP2-P
MP2-P
Products In MP Page: 1 of 1
15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8
18
CS:F:2-4,5 Controlling a Stage PG:P:2-9 A11-Highlight Report
Project managers Day Job & Board interface in Detail (CS)
15
PG:P:2-9 [ Apdx-A] entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
A12-IR+A25-RR
Log
Licensed for individual use without A14-Lesson
fee. A commercial
licence (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied
or Exception Plan
Initiation Stage
14.4.
CS
A7
Previous A11-Highlight Reports

PID {A4-CmMs}
Stage Plan

1. Assess board guidance or Issue
A23
A18
A3
A5
A16-Stage Plan{
A17-Product
Descriptions}
A20-PID {Pj Controls,
A22-QMS, A6CfgMS }
Quality Register
Checkpoint Report
A12-IR+A25-RR
A20-PID { A2-BC, A16-PjP, A1-BnftsRvwPln }
Corrective Actions
A13
Highlight
Reports
13.4.4 Give ad hoc direction 13.4.3 Authorize a Stage

or Exception Plan

1. Consolidate all info from [15.4.4 Review the stage status]
and [15.5..8 Take Corrective action] into a Highlight Report
2. Check outstanding items from previous report
3. Distribute to list in, & at frequency in A4-CmMS
Daily Log
A16
A11
Issue Report
Corrective action
17.4.CS 18.4.
Project Bd Advise
Tolerance Threat
Last Delivery Stage
A20
12.4.
Request for Advice
15.4.4 Review stage status (At frequency defined in stage plan)

1. Check progress from A5-CIRs & A23-QR, Check resource
status, Assess forecasts vs baseline & update plans as reqd,
2. Authorise new or amended A26-WkPkg
3. Ensure handover of any Release of CIs fully actioned
4. As triggered: Respond to the project board/ Log & Analyse
Issues or Risks, Escalate Issue, Log lessons
5. Trigger Comms as per A4-CmMS
6. Trigger Managing Stage Boundaries/ Closing a Project
Stage Boundary
Approaching
17.4.1-4
(17.4.)
Project End
Approaching
New Work-Package
A5

A14-Lesson Log
18.4.1-4
(18.4.)
A16 Stage Plan
P
CCSS--MMPed
pliffi ied16.4. A26-Wk-Pkg
SSim
impli
update
DoubleHeaded
Create
17.4.
A16-Stage Plan
A16-Team Plan
A16-Team Plan
A23-Quality
Register 16.4.
18
Create Specialist Products A26-Work Package

Obtain Approval Records Notice of Completed Work-Package
19
13.4.4 Give ad hoc direction DP4
PG:P:2- Apdx-A entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7,
18.4.4, C/Table 10.2
Interested Parties
12.4.
13.4.
Project board request for advice
Change of context
Project manager request for advice
Exception Raised
Corporate advice & decisions

A13-Issue Report

1. Respond to Request for advice/ Highlight Report, Issue Report/ Exception
Report/ External trigger (eg CoPM change project mandate!)/ Board role
change/ Or on a Whim
2. Review trigger, Seek input from or inform relevant groups (eg CoPM) to ensure
continuing validity of business case, progress to plans
3. Decide within project tolerances: request an Exception Plan/ Change stage
tolerance/ Grant concession/ Address problem personally/
For RFCs: Accept (agree to resource & funds), Reject (stick with current plan,
scope & benefits), Defer, Reject, Ask for clarification
4. Advise (interfere with) project manager, Eg in response to request for
assistance in a Highlight Report or advise of CoPM actions
Initiation Stage
14.4. CS
17.4.CS
Delivery Stage
17.4. 16.4.
update
DoubleHeaded

ESUSS, (P)-PM, R-PA
Exception Plan Request
Project Board advise
17.4. CS
Premature closure
Create
19
18.4.
PG:P:2- Apdx-A entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report,
Stage Report, Exception Report, End Project Report, Lessons Report
o End
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
20
CS:F:2-4,5 Activities in Controlling a Stage PG:P:2-9 A10-Exception Report
CoPM
Risk, Issue, Tolerance Threat and Board Interface (CS)
Capture
Examine
Propose
Decide
15
15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8
Implement
Project Board
request for advice
Project Level
Tolerance Threat
Premature close
Raise New Issue
14.4.
A16
A20
Capture
CS
A12
Stage
Plan
PID {A4-CmMS,
A6-CfMS,
A2-Business Case,
A16-Pj Plan }
A5-CIR
A7
Examine
Propose
DoubleHeaded
update
A26-Wk-Pkg
17.4.
Tolerance Threat
Corrective Action
A5
New A26-Work-Package

- MP P
CSS
C pl-iM
fiedd
Simimplifie
S
A16
Stage Plan
Issue Report A20-PID { A1-BnftsRvwPln }

Issue Register
Corrective Action
16.4.
A11
Request for Advice
A16-Team Plan

Highlight Reports
17.4.CS 18.4.

A7
A11
A20
PID {
A2-Business Case,
a16-Project Plan }
A20
A16
A12
A15
A14-Lesson Log
A3
A23
A18

1.
As triggered: Respond to the project
board/ Log & Analyse Issues or
Risks, Escalate Issue, Log lessons
Daily Log
old Highlight
Reports
PID {A4-CmMs}
Stage Plan
Issue Register
Lesson Report
Checkpoint Report
Quality Register
New Issue or
Risk
Stage Boundary
Approaching
Project End
Approaching
A16-Stage Plan
Raise New Issue

Create Specialist Products
17.4.5,2-4
(SB)
17.4.1-4 (SB)
18.4.2-5 (CP)
18.4.1,3-5
(CP)
16.4.
A23-Quality
Register
A16-Team Plan
P2 ExamCram
Assessed
by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
A23-Quality
Register

Exception Plan
Project Bd Advise

Stage Plan
Exception Report
Delivery Stage
Exception Raised
A16
A25-Risk Register
Daily Log
Implement
1st
Issue Register
A20-PID {Pj Controls, A22QMS, A6-CfgMS }
Decide
A10
Issue Report
15.4.7 Escalate issues and risks

1. Alert the project board ASAP
2. Assess deviations outlook, possible
responses and impacts vs Plans and A2Business Case
3. Raise an A10-Exception Report to board
A13
A12
A16-Stage Plan{
A17-Product
Descriptions}
A13

1. Log I or R to Register or A7-Daily Log
2. Assess the I or R vs Plans & A2-Business
Case
4. Schedule corrective actions or escalate
where outside PM tolerance
Initiation Stage
New
Issue
or
Risk
Request for Advice
Last Delivery Stage
Authorise a Stage or
12.4. 13.4.3
13.4.Exception
Plan
20
A26-Work Package
Notice of Completed Work-Package
A16c Stage Plan [current]
CS1-U, CS2-U, CS3-U,

CS4-U, CS8-U
??-A(mp1) CS1-R, CS2-R, CS1-A, ??R(mp3)
CS1-P, ??-A(mp3)
Team Plan
CS1-R, MP3-R
IP2-R, IP6-R, CS1-R, CS2- IP2-P, IP6-P, CS1-P,
R, CS3-R, SB1-R, SB5CS2-P, CS3-P, CS8-R,
RCrU, CP3-R
MP2-U, SB1-R, SB5PCrU, CP3-U
MP1-A, MP3Pu
MP1-R, MP2-R, MP3-R,
MP2-U
A7
Daily Log
A12
Issue Register
A14
Lessons Log
A23
Quality Register
A25
Risk Register
IP1-A, CS1-U, CS2-U, CS4- IP1-R, SB1-R, SB2-R,

U, CS6-U, CS7-U, CS8-U, SB3-R, SB5-Ru
SB1-U, SB2-U, SB3-U,
SB5-U, CP5[close]
A3
A10
Checkpoint Report
Exception Report
CS2-R
CS7-P
SU1-P, SU3-U, SU4-U,

SU5-U, SU6-U, CS6-U,
CS8-U, CP5[close]
U, CS6-U, CS7-U, CS8-U, SB3-R
SB1-U, SB2-U, SB3-U,
CP2-U, CP5[close]
DP4-R, DP4-R DP4-R

?DP4-A?
SU2-P, CS4-U,
CP5[close]
IP3-A, CS1-R, SB1-Ru,
SB5-Ru, CP5[close]
Project Board
Change Authority
MP1-R
Work Package
DP2-R DP2-R
Team Manager
CS1-R, CS2-R, CS3-R,

CS8-R
MP1-R, MP2-R, MP3-R
A26
A5
SU2-R,
DP2-R
Project Support
Project Assurance
Project Manager
Senior Supplier
Senior User
Executive

R=Reviews, U=Updates, uR=Reviews if updated, ??-X(ID)=ID
notes X is done elsewhere but no
matching entry exists (mostly within
pid)
CoPM
Products Involved In CS
MP1-P, MP2-U, MP3-U
IP2-P
DP2-R
IP3-R, CS1-R, SB1-R,
SB5-Ru
IP3-P, CS1-P, ??P(mp2), SB1-U, SB5Ru

IP1-P
MP1-R, MP2-R, ??R(sb5u)
MP2-P
DP4-R, CS7-R
Products In CS Page: 1 of 2
Products Involved In CS
A11
Highlight Report
A13
Issue Report

DP4-R
DP4-R DP4-R
CS5-P
DP4-R, CS5-R
CS4-U, CS6-P, CS7-U,

CS8-U
CS8-R
Products In CS Page: 2 of 2
Closing a Project (CP)

DP5
Project Close
21
22
CP:P:2-4,5 The Activities Within 18.4 Closing A

Project (CP)
CP:P:2-4 The activities within CP and the responsibilities within them

CP:P:2-5 How the seven themes may be applied within the CP process
PG:P:2-5 Lessons Log, End Project Report, Lessons Report
18.4.1 18.4.2 18.4.3 18.4.4 18.4.5

18
A.14.2 A.8.2, 13.4.3-5, 18.4.4, C/Table 10.2
13.4.5 Authorise Project
Closure
13.4.4 Give ad hoc

direction
15.4
CS
15.4.4 Review stage

Last Delivery
status
Stage

1. Track actuals into the Pj-Plan
2. Check all products approved by authority in the
A17-Product Description or have a concession
3. A21-Project Product Descriptions AC met
A18
A20
Premature close
Project end
approaching

PID { A16-Pj-Plan }
A20
PID { A16-Pj Plan }

Create Additional
work estimates

1. Send board closure recommendation and draft closure notification
2. Communicate to stakeholders (as per A4-CmMS) for best press
3. Close logs & registers, secure project records in the Config.
Management System for future audits
18.4
CP.
Prepare Draft project

closure notification
A20-PID { A4-CmMS }
A5-CIR
Obtain Acceptance record's)

1. Prepare FoAR for incomplete products/ issues/ risks/
concessions for appropriate audiences
2. Ensure A1-Benefits Review Plan covers all future
benefits
3. Ensure products have or will meet A6-CfMS handover
stipulations for Support including newly operational
peak (perhaps under an SLA a product in pj scope!)
4. Confirm (secure records of) all acceptances eg Ops
5. Transfer responsibility from the project
6. Mark A5-CIRs released
Close
A12-Issue Register
A25-Risk Register
A7-Daily Log
A14-Lesson Log

A15-Lesson Report }

1. Compare the A20-PID as approved at [13.4.2 Authorise a Project],
1. Check A18-PSA for un-deliverable products
the current version of the PID and Risks/ Issues etc in between
2. Salvage what can be, make safe what cannot ,
2. Facilitate team discussion of events normal/ good/ bad of methods/
Create an exception plan if useful for safe &
tools/ procedures/ strategies/ controls etc use. Record in A8-End
save work
Project Report { PMs report, Performance vs A2-Business Case,
3. Advise CoPM of gap created by projects
constraints and tolerance, performance of: the team & the products
premature end
(plus FoAR). Document context for premature closure
4. Update A12-Issue Register/ A13-Issue Report as
3. Record Lessons observed & agree the recipient. Inc. tailoring of P2
16.4
useful
4. Capture Change, Quality & estimating statistics
5. MP.
Track actuals into Pj-plan
A8-End Project Report { FoAR}
6. Advise board to release resources back to
A20-PID { A6-CfMS }
LogicalCoPM
Model Ltd 0845 2 57 57 07
A12-Issue Register
A25-Risk Register
A20-PID
update
DoubleHeaded
Create
A14-Lesson Log
22
A1
Additional work estimates

Draft project closure notification
A16p
Projct Plan
A5
Acceptance Records
A7
Daily Log
A12
Issue Register
A14
Lessons Log
A23
Quality Register
A25
Risk Register
A8
End Project Report

DP2-A,
DP3u-A,
DP5u-A
??-A(cp2) ??-A(cp2) ??-A(cp2) CP2-P

CP5-P
DP2-A,
DP2-A,
DP2-A,
IP7-P, CP3-Ru
DP3u-A, DP3u-R, DP3u-R,
DP5u-A
DP5u-R
DP5u-R
DPpid-A DPpid-A DPpid-A IP6-P, SB2-U, CP1-U, CP2U
??-A(cp3) ??-A(cp3) ??-A(cp3) CP3-P
SU2-R,
DP2-R
DP5-A
DP3-A,
DP5-A
DP2-R
DP2-R
IP6-R, SB2-R, CP1-R,

CP2-R
CP3-R
IP2-R, IP6-R, CS1-R,
CS2-R, CS3-R, SB1-R,
SB5-RCrU, CP3-R
IP3-A, CS1-R, SB1-Ru, SB5- IP3-R, CS1-R, SB1-R,

Ru, CP5[close]
SB5-Ru
DP5-A
DP3-A,
DP5-A
DP5-A
DP3-A,
DP5-A
Project Board
Change
Team Manager
CP2-R
CP5-R
DP2-R, DP3u-R, DP5uR, IP7-R, CP3-R, ------
SU1-P, SU3-U, SU4-U, SU5U, SU6-U, CS6-U, CS8-U,

CP5[close]
U, CS6-U, CS7-U, CS8-U, SB3-R
SB1-U, SB2-U, SB3-U, CP2U, CP5[close]
SU2-P, CS4-U, CP5[close] DP2-R
IP1-A, CS1-U, CS2-U, CS4U, CS6-U, CS7-U, CS8-U,

SB1-U, SB2-U, SB3-U, SB5U, CP5[close]
CP4-P
SB4-P, CP3-PCrU
Project
Support
Project
Assurance
Project
Manager
Senior Supplier
Senior User
Executive

(mostly within pid)
CoPM
Products Involved In CP
IP1-R, SB1-R, SB2-R,

SB3-R, SB5-Ru
IP2-P, IP6-P, CS1-P,

CS2-P, CS3-P, CS8-R,
MP2-U, SB1-R, SB5PCrU, CP3-U
MP1-R,
MP2-R,
MP3-R,
MP2-U
IP2-P
IP3-P, CS1-P, ??MP1-R,

P(mp2), SB1-U, SB5- MP2-R, ??Ru
R(sb5u)
IP1-P
DP5-R, CP4-R
DP3-R, DP5-R, SB4,
CP3-R
Products In CP Page: 1 of 2
ProductsInvolvedInCP
A15
LessonsReport
A18
LogicalModelLtd2011
DP5A
DP3A,
DP5A,
DP5R
DP3A,
DP5A,
DP5R
DP3A,
DP5A,
DP5R
SB4P[distribute],CP4P
DP3R,DP5R,SB4R,
CP4R
CP1R,CP2R
CP1R,CP2R
CP1P,CP2P
ProductsInCPPage:2of2
23
13.4.5 Authorize project closure (DP5)

12.4
SU
13.4
DP
1.
2.
3.
4.
5.
6.
7.
Confirm customer has received all products within A6-Configuration Management Strategy
guidance. Products are under sustainable Support and fully accepted
Business case and Post-project A1-Benefits Review Plan are current (update if needed),
resourced and committed
Assess latest and original versions of PID & Business case for variances in baselines,
strategies & controls, Costs, Risks and Benefits
Review/ Approve End Project Report: note deviations from baselines
Confirm who receives FOAR, Lessons (Observed) Report
Broadcast project closure notification according to A4-Comms strategy
Disband the project teams including the project board
approved End Project Report {

Lesson Report, FOAR }
Approve updated A2-Business Case
Approve if updated A1-Benefits Review Plan
Draft Closure Notification (p211)

A20-PID {
updated A2-Business Case}
Lessons report
FOAR }
14.4 Initiation Stage

IP
update
DoubleHeaded
15.4 1st Specialist Stage

CS
17.4
SB. 16.4 MP
17.4 15.4
SB CS
Delivery Stage
Create
17.4 15.4
SB CS
Last Delivery Stage
23
18.4
CP
The DPs
Directing
Summarised
24
DP:P:2-4 The activities within DP and the responsibilities within them

13..4.1 13.4.2 13.4.3 13.4.4 13.4.5
DP:P:2-5 How the seven themes may be applied within the DP process
13
25
DP:P:2-4,5 Project Board To PM

Interested Parties
SU
12.4
DP
13.4
13.4.1 Authorize
initiation (DP1)
13.4.2 Authorize
the project (DP2)
Project Status Report

(or Exception) Plan (DP3)
Premature
closure
A19
A16
Request to
initiate a
project
Project
Brief
(init)
Stage
Plan
P:PM,
R:PA
(A)ESUSS
A14
A20
A1
CS
1st Delivery Stage
A20
Request to
deliver a project
Lessons Log
Project Initiation
Documentation
Benefits Review
Plan
Authority to initiate a project
Project Now Starts!

A16 Approved initiation Stage Plan
DoubleHeaded
A9
A16
IP
Initiation Stage
update
A1
Request to approve next

Stage Plan
Request to approve
Exception Plan
Project Initiation
Documentation
End Stage Report {
optnl. A15 Lessons
Report
Recommendation }
(next) Stage Plan or
Exception Plan
A21
Specialist product confirm approval
Approved Project
Product Description
SB
MPBenefits
Approved
Review Plan
Project board request for advice
13.4.4 Give ad hoc

direction (DP4)
13.4.5 Authorize
project closure (DP5))
approved End
Project Report {
Lesson Report,
FOAR }
Approve updated A2Business Case
Approve if updated
A1-Benefits
Review Plan
Premature
closure
Premature
closure
Project manager
request for
advice
Exception
Raised
Corporate advice
& decisions
A11-Highlight
Reports
A10-Exception
Report
A13-Issue Report
Draft Closure Notification
(p211)
A8-End Project Report { Lessons
report, FOAR }
Exception Plan
Request
SB CS
g
je
ia - E
mmaateter riarlsbosss/s/pprorojer ct
e
s
e
h
of t hese you r bo prio r
ESUSS, (P)-PM, R-PA
aial ul usese oef nt tatiotionntoto yeo.uWithithoouut t p1ri,o0000
i
c
r
e
Project board Advise
CCoommmmegricve aappreresseenstaa licliecennccei.ceWnseeaat t1,00
uir a
to ve
a l ns
ththeemm to /gtieammrereqquIiroefsfer ryoyouu a leiceemeennt t
r
a
e
bbooaardrd / teendmmeennt t I oeffquaalslsaaggreem
d am end Use equ
aaggrereeed apmer ruusese. . Use
pe
Delivery Stage

A1
A9
Approved (current) End Stage Report {
A16
Approved
Stage Plan
Create
A1
Approved if updated Benefits Review Plan
SB CS
UsiniCP
ng
Last Delivery Stage
ls - EGG Us ct
25
DP3-A
DP3-A
DP[A16]-A
DP1-A
DP2-A, DP3u-A
DPpid-A
DPpid-A
DP3-A
DP2-R
DP4-P
DP5-A
DP3-A
DP3-A, DP5-A
DP4-R
DP4-R
A4
A6
A22
A24
A14
A8
A9
A10
A11

Specialist Products
Lessons Log
New Issue
End Project Report
End Stage Report
Exception Report
Highlight Report
DP3-A
DP3-A
DP[A16]-A
DP1-R
DP1-A
DP2-R, DP3u-R, DP2-A, DP3u-A
??-R(sb1), ??R(sb5)
DPpid-A
DPpid-A
DP3-A
SU2-R, DP2-R
DP4-P
DP4-P
DP5-A
DP3-A
DP3-A, DP5-A
DP4-R, ?DP4-A?
DP4-R
IP7-P, SB3-U
IP5-R
IP6-R
SU5-R, IP5-R, IP6-R
DP2-R, DP3u-R, DP5u-R, IP7R, CP3-R, -----DP5u-R, IP7-R, Sb3-R,
IP4-P
IP2-P
SU6-P
IP6-P, SB2-U, CP1-U, CP2-U
IP4-R
IP2-R
SU6-R, DP1-R
IP6-R, SB2-R, CP1-R, CP2-R
DP3-A
DP3-A
DP[A16]-A
DP1-A
DP2-A, DP3u-A
SB5-P
SB1-P
IP6-P
SU5-P
IP8-P, SB1-U, SB5-U
DP3-R, SB5-R
DP3-R, SB1-R
IP6-R
SU5-R, DP1-R
DP2-R, DP3u-R, IP8-R, SB1R, SB5-R
DPpid-A
DPpid-A
DP3-A
DP2-R
DP4-P
DP5-A
DP3-A
DP3-A, DP5-A
DP4-R
DP4-R
IP3-R
IP1-P
??R(mp2)
SU2-P, CS4-U, CP5[close]
??-R(mp2)
CP4-P
SB4-P
SB4-P, CP3-PCrU
CS7-P
CS5-P
IP3-R
IP1-R
MP2-R
DP2-R
SU3-P, IP6-U
SU5-P, IP6-U
IP7-P, CP3-Ru
Team Manager
A16n
A17
A19
A20
Exception Plan
Next Stage Plan
Product Description
Project Brief
A2d
Project
Assurance
DPpid-A
DPpid-A
DPpid-A
DP2-A, DP3u-R,
DP5u-R
DP5u-A, ??A(sb3)
DPpid-A
DPpid-A
DP1-A
DPpid-A
Project Controls
Project Management Team Structure
Project
Manager
DPpid-A
DPpid-A
DPpid-A
DP2-A, DP3u-R,
DP5u-R
DP5u-A, ??A(sb3)
DPpid-A
DPpid-A
DP1-A
DPpid-A
Ctl
PMTs
Rd
A1
Executive
A16p
DPpid-A
SU3-A, DPpid-A
DPpid-A
DP2-A, DP3u-A, DP2-A, DP3u-A,
DP5u-A
DP5u-A
Business Case
DP5u-R, ??DP5u-A, ??R(sb3)
A(sb3)
DPpid-A
DPpid-A
Configuration Management Strategy
initiation Stage Plan
DP1-A
DPpid-A
Projct Plan
Roles and Products: A=Approves, R=Reviews,

U=Updates, u-R=Reviews if updated, ??-X(ID)=ID
notes X is done elsewhere but no matching entry
exists (mostly within pid)
CoPM
Senior Supplier

Senior User
Products Involved In DP
MP2-P
MP2-P
DP5-R, CP4-R
DP3-R, SB4-R
DP3-R, DP5-R, SB4, CP3-R
DP4-R, CS7-R
DP4-R, CS5-R
Products In DP Page: 1 of 2
Products Involved In DP
A15
Lessons Report

DP5-A
DP3-A, DP5-A,
DP5-R
DP3-A, DP5-A,
DP5-R
DP3-A, DP5-A,
DP5-R
SB4-P[distribute], CP4-P
DP3-R, DP5-R, SB4-R, CP4-R
Products In DP Page: 2 of 2
Pm
Pa
Ctl
Undefined
ProjectMandate
ProjectApproach
ProjectControls
Additionalworkestimates
TailoringofPRINCE2
PrePrince
SU5
IP5
CP2
?!
OrganogramElements
ExecutiveRoleDescription
SU1
AppointedExec
SU1
PMRoleDescription
SU1
AppointedPM
SU1
ProjectManagementTeamRoleDescriptionSU3,IP2,IP5
PMTs ProjectManagementTeamStructure
SU3,IP2,IP5
AppintedPMT
SU3
Rd
AdditionalRoleDescriptions
SU5,IP2,IP5
LogicalModelLtd2011
Approved
Input
Reviewed
Created/
Updated
SU4
IP6,IP8
IP8
IP8
SU3,SU5
SU3,SU5
SU5,IP8
SU5,IP8
Page1of4
A1
Baselines&Strategies
BenefitsReviewPlan
A2o
A2d
A4
A6
OutlineBuinessCase
BusinessCase
CommunicationManagementStrategy
ConfigurationManagementStrategy
initiationStagePlan
A16 Plan[Project][Stage][Team]
A16p ProjctPlan
A16c StagePlan[current]
TeamPlan
ExceptionPlan
A16n NextStagePlan
A17 ProductDescription
A19 ProjectBrief
Pd
ProjectBrief{ProjectDefinition}
A20 ProjectInitiationDocumentation
A21
A22
A24
A26
ProjectProductDescription
QualityManagementStrategy
RiskManagementStrategy
WorkPackage
NewA26WorkPackage
CompletedWorkPackage
SpecialistProducts
ApprovalRecords
AcceptanceRecords
Approved
LogicalModelLtd2011
Input
Reviewed
Created/
Updated
DP3u,IP7,SB3u,CP3u
DP2,DP3,DP5,SB3,SB4
SU4
IP7[Detailed]
IP4
IP2
SU6
SU5
DP5,IP8
IP8,[A20:IP5,IP6,CS5,CS6,CP5and{*}]
IP8,[A20:IP4,IP5,IP6,CS1,CS6,CP3and{*}]
DP1
DP1
IP6
CS1u,CS2u,CS3u,CS4u,CS8u
MP1,MP2u,MP3u
SB5{A17}
SB5{A17}
SB1,SB5
SU1C,SU2U,SU4U,SU5Assemble
IP5,IP8
CS2,CS3,CS4,CS5,CS6,CS7,CS8,SB2,SB4,SB5
CS1,CS2,MP2
DP3,SB2
DP3,CS1{A17},SB2
DP3
DP3U,IP1{RMS},IP2{CfMS},IP3{QMS},IP4{CMS},
IP5{PjCtl+PMTs+Rd},IP6{A16p+PMTs+Rd},IP7{dA2},
IP8{*},SB1{*},SB2u{A16p},SB3u{A2},SB5{*},
CP1u{A16p} CP2u{A16p}
SU4
IP3
IP1
CS1u,CS2u,MP3u
CS4
MP3
MP2
MP2[obtain]
CP3[obtain]
DP2,DP3u,DP5u
DP5u
DP1,IP1,IP2,IP3,IP4,IP5,IP6{Pa+A21},IP7{A2[o]},IP8{PjDef+Pa}
IP8
DP2,DP3,DP5{A2},IP4{A24+A22+A6},IP5{4s&A16!},IP6{4s+PjCtls},IP7{A16p},
CS1{PjCtl+A22+A6},CS4{A2+A16+A1},CS5{A4},CS6{A2+A16+A4+A6},CS7{A2+A16},
MP1{*},MP2{*},SB1{*},SB2{*},SB3{A16p},SB4{A2+A4},SB5{*},CP1{A16p},
CP2{A16p} CP3{A6} CP4{*} CP5{A4}
SU5,IP3,IP6
IP8,[A20:IP4,IP5,IP6,CS1,and{*}]
IP8,[A20:IP4,IP5,IP6and{*}]
CS2,MP1,MP2,MP3
CS1
CS3
DP1
DP2,
DP3U
MP1
Page2of4
A5
Reports&Registers
ConfigurationItemRecords
A7
A12
DailyLog
IssueRegister
A14
A23
A25
LessonsLog
QualityRegister
RiskRegister
A3
A8
A9
A10
A11
A11
A13
A15
A18
NewIssue
NewRisk
Records
CheckpointReport
EndProjectReport
EndStageReport
FollowonActionsRecommendations
ExceptionReport
HighlightReport
HighlightReport,Previous
IssueReport
LessonsReport
PreviousLessonsReports
Input
Reviewed
IP2,IP6,CS1u,CS2u,CS3u,CS8u,MP2u,SB1u,SB5u,CP3u
CS3,CS8,MP3
SU1,SU3,SU4,SU5,SU6,CS6u,CS8u,CP5[close]
IP2,CS1u,CS2u,CS4u,CS6u,CS7u,CS8u,SB1u,SB2u,
SB3u,SB5u,CP2u,CP5[close]
SU2PM,CS4u,CP5[close]
IP3,CS1u,MP1u,MP2u,SB1u,SB5u,CP5[Close]
IP1,CS1u,CS2u,CS4u,CS6u,CS7u,CS8u,Sb1u,SB2u,
SB3u,SB5u,CP5[close]
DP4[raise],MP2[raise]
MP1[raise],MP2[raise]
SU6,IP1,IP2,CS5,CS8
IP3,IP4,IP5,IP6,CS4,CS5,CS7,CS8,SB1,SB3,SB4,SB5,CP3,CP4
SU2Exec SU3,SU4,SU5,SU6,DP2,IP1,IP2,IP3,IP4,IP5,IP6,CS5,SB1,SB4,CP4
CS2,CS3,CS4,CS5,MP3,SB4,CP4
IP2,IP3,IP4,IP5,IP6,IP7,CS2,CS4,CS5,CS7,CS8,SB1,SB3,SB4,SB5,CP3,CP4
CS6
CS6
MP2
CP3{foar},CP4{A15}
SB4{A15+foar}
SB4,CP3[A8]
CS7
CS5
CS2,CS4,CS5
DP5{A14+foar},CP4{foar}
DP3
DP3
SB5
CS5
CS7,CS8
DP3
CS4u,CS6,CS7u,CS8u
PrePrince
LogicalModelLtd2011
Approved
Created/
Updated
DP5
DP3
DP3,DP5
DP3,DP5
SU2
CS4,CS5,SB4,CP1,CP2,
Page3of4
CommunicationofAuthorities
RequesttoInitiateaProject
Authoritytoinitiateaproject
InitiationNotification
Requesttodeliveraproject
Projectauthorisationnotification
StageAuthorisation
AuthoritytodeliveraWorkPackage
Correctiveaction
ToleranceThreat
ExceptionRaised
ExceptionPlanRequest
RequesttoApproveExceptionPlan
RequesttoApproveNextStagePlan
ExceptionPlanAuthorisation
ExceptionPlanApproved
Stageboundaryapproaching
ProjectEndapproaching
ClosureRecommendation
ClosureNotification
Draftprojectclosurenotification
Prematureclose
Requestforadvice
ProjectBoardRequestforAdvice
CorporteAdviceandDecision
PMRequestforadvice
ProjectBoardAdvice
SU6
DP1
DP1
IP8
DP2
DP3
CS1
CS4,CS8
CS4
CS7
DP4
SB4
SB4
DP3
CS4
CS4
CP5
DP5
CP5[prepare]
DP2,DP3,DP4
CS4,CS6
DP4
DP4
LogicalModelLtd2011
Approved
Input
Reviewed
Created/
Updated
DP1
IP1,IP2,IP3
DP1
CS1
MP1
CS1,CS4,CS8
CS7
DP4
SB5
DP3
DP3
CS1
SB1
CP1
DP5
CP2
DP4
DP4
CS4
Page4of4
Organisation
Quality
Risk
Themes
Risk 1 of 2
Risk 2 of 2
Change and CM
C&CM 1/3
C&CM 2/3
C&CM 3/3
A5-CIR & A18-PSA
Progress
Tolerance
Lessons (A14 & A15)
26
CoPM
27

1.
CoPM define Executives & project managers role
descriptions & appoint based on skills & availability:
Exec has duty to deliver a product that will return
the forecast benefits that justify the cost
Organisation
OR:P:2-7 The relationship between the Communication Management Strategy and other
products and themes
5.3.2.2, 5.3.5.3, 8.3.5.5, 10.3.3.4, 13.4.5, 14.4.5, 14.4.6, 14.4.8, 15.4.6, 17.4.4, 18.4.5
A.4.2, 5.3.5.3, 13.4.2-5, 14.4.4-6, 15.4.4-6, 17.4.2, 17.4.4, 18.4.4-5, C/Table 5.1
Project
Board
Project
manager

1.
Board confirm PMT members accept roles
2.
Initiation Stage
management team
1.
PM perform stakeholder analysis
2.
Consider tailoring of P2 Org
theme to split & combine roles
3.
Define roles & appoint SU & SS
based on project size &
significance, peoples skills & time
& CoPM agreement
4.
Consider Project Assurance,
Team managers, Project Support
5.
Define reporting lines
6.
Consider training needs (eg
quality methods)

1.
PM Adds to/ updates PMTs &
roles to match Pj brief & Pj
approach
Team
Manager

1.
Board obtain/ commit 1.
Board ratify team appointments or changes 1.
Board advise resources providers they are being freed
resources to deliver 2.
Board obtain/ commit resources to deliver 2.
Board transfer concern for resourcing benefits review
project
stage

1.
PM assigns risk management roles in A24-Risk
Management Strategy
14.4.2 Prepare the Configuration Management Strategy
1.
PM assigns config mgmt roles in A6-Configuration
Management Strategy
2.
Board consider need for Change Authority
1.
PM Assigns Q mgmt roles in A22-Quality
Management Strategy (consider links to Corp QA)
14.4.4 Prepare the Communication Mgmt Strategy
1.
PM Assigns comms roles in A4-Communications
Management Strategy
1.
PM adds control duties, authority limits to Role
descriptions
2.
Finalise PMTstructure (as far as can)
1.
PM Updates role descr. If needs
2.
Confirm resource needs (estimating skills)
3.
Include control duties in project plan
1.
PM includes all PMT structure & role definitions
Plan Delivery Stage
15.4.4 Review stage

status
1.
PM considers
resource utilisation,
status, availability,
suitability & outlook

Package
1.
PM Assigns A26Work Packages to
Team members/
managers

Work Packages
1.
PM acknowledges
assignment
complete

1.
roles
2.
PM assesses resources to
deliver next stage
1.
PM revises Pj Plan to
reflect changes to the PMT
structure and roles

1.
PM reports on team
performance in A9-End
Stage Report
1.
roles
2.
PM considers resources to
deliver exception plan

closure
1.
advises board to
CoPM

closure
1.
advises board to
CoPM

1.
PM reports on team
performance in A8End Project Report

1.
Team create A16-Team plan to confirm work
and resource constraints are in balance
Roles: 2.3, t3.1 org, 4.3.3bp5, 4.4, t4.1, , 5*, 6.3.1, p55, t6.3, 7.4, t7.1, 8.3.1/ 2, 8.3.5.1/ 4, t8.3, 9.3.1, 9.4, t9.3, 10.2.3, 10.4, t10.2, 12.1/ 2, 12.4.1x/ 3x/ 5x, 13.3, 13.4.1/ 2, 14.4.1-7, 15.3, 16.1, 17.2,
17.4.1/2/5, 19.2, t19.1, f19.1, 19.2.5/6, 19.4.1.2, p219, f19.3, f19.4, t19.2, 19.5.1.1, 19.6.1.2x, 19.8.1, 19.9.1, t19.3, Aintro, a4/ 5.2/ 8.5/ 9.5/ 15.5/ 17.5/ 19.2/ 20.2/ 20.5/ 22.2/ 22.3/ 23.2/ 24.2/ 25.2,
Tb1, ApxC!, e1/4/18/45/46/95, g309-pmt/pmts/pd, 310-qrt/ps, 312-rd/ss, 313tm/12.4./s
27
Role
CoPM
CoPM
Executive
Executive
Theme
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
Executive
Organizationtheme
ProjectAssurance
ProjectAssurance
Organizationtheme
Organizationtheme
ProjectAssurance
Organizationtheme
ProjectManager
ProjectManager
ProjectManager
ProjectManager
ProjectSupport
SeniorSupplier(s)
SeniorUser(s)
SeniorUser(s)
TeamManager
TeamManager
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
LogicalModel2011
Responsibility
AppointtheExecutiveand(possibly)theProjectManager.
ProvideinformationtotheprojectasdefinedintheCommunicationManagementStrategy.
AppointtheProjectManager(ifnotdonebycorporateorprogrammemanagement).
ApprovetheCommunicationManagementStrategy.
Confirmtheappointmentstotheprojectmanagementteamandthestructureoftheproject
managementteam.
Adviseonselectionofprojectteammembers.
Adviseonstakeholderengagement.
EnsurethattheCommunicationManagementStrategyisappropriateandthatplanned
communicationactivitiesactuallytakeplace.
Design,reviewandupdatetheprojectmanagementteamstructure.
Prepareroledescriptions.
PreparetheCommunicationManagementStrategy.
ReviewandupdatetheCommunicationManagementStrategy.
Provideadministrativesupportfortheprojectmanagementteam.
Providesupplierresources.
Defineandverifyuserrequirementsandexpectations.
Provideuserresources.
Adviseonprojectteammembersandstakeholderengagement.
Manageprojectteammembers.
Page:4of10
CoPM
QU:P:2-8
28
CQE (6.3.1.1), AC (6.3.1.2), A22-Quality MS (6.3.1.4),
Product Descriptions (6.3.1.5), A23-Quality Register (6.3.1.6)
Project mandate, prepared by CoPM states CQE
A.21.2, A.17.2, A.22.2, A.23.2, 6.3.1.4, 6.3.1.5, 12.4.4-5, 13..4.1, 13.4.2, 13.4.3, 14.4.3-6, 14.4.6, 15.4.1, 15.4.1-5, 16.4.1-3, 17.4.1, 17.4.2, 17.4.4-5, 18.4.1, 18.4.4-5, C/Table 6.3
Project
Board

1.
Board review A21 and confirm CQE & AC
2.
A19, A21, CQE & AC placed under
change control
12.4.3 Design and appoint 14.4.3 Prepare the Quality Management

the project
Strategy
management team 1.
PM confirms CQE & AC clear
1.
Consider training
enough in A21-PjPdD, Creates A22needs (eg quality
methods)
2.
PS create A23-Quality Register
3.
PM seeks board OK now or l8r
14.4.4
Communication
Management
Business Case
Strategy (A22-QMS)
1.
SU provides/ PM
1.
PM includes A22-QMS needs in A4captures CQE &
Communications
Management
AC, Criteria/
Strategy
Tolerance/ Quality
Methods/ Test
1.
PM inc. A22-QMS needs in controls
Skills or
responsibility in
A21-Project
1.
PM/ SU Update CQE/ AC if change
Product
or refinement required since 12.4.4
Description
2.
PM (team) create A16-Pj Plan based
on A21-PjPdD/ AC/ CQE/ A22-QMS
3.
PM creates A17 for products in Pj
approach and
scope
assemble the
14.4.8 Assemble the Project Initiation
Project Brief
Documentation
1.
PM includes CQE
1.
PM Assembles A21-PID including
& AC (in A21)
A22-QMS
2.
Assemble A21 into
A19-Project Brief Plan Delivery Stage

1.
Board confirm A22-Quality Management Strategy will achieve CQE
(benefits) & baseline
2.
Board approve A17-Product Descriptions for project plan scope

1.
PM consults A23-QR for input to update A13-Issue
Report and A10-Exception Report Apdx-A Dervtn)
1.
PM consults A23-QR for input to A13-Issue Report
1.
PM confirms quality work in period from A23-QR in
1.
PM seeks Q-Issues shown by A23-QR entries
2.
PM confirms products accepted by those named in
their A17-PD Responsibilities
3.
PM detects stage end as A23-QR entries all complete
15.4.1
1.
2.
3.

PM consults A22-QMS to create A26-Work Package
PM includes A17-Product Descriptions in A26-WkPkg
PS/TM may update A23-QR quality reviews planned

1.
PM assesses status of Q-reviews by consulting A23QR
1.
PM confirms A26-WkPk complete by consulting A23QR and Quality Responsibilities of each included
products A17-PD

1.
Board approve A17-Product
Descriptions for stage plan scope

1.
PM reviews A20-PID and changes to
CQE/ AC
2.
PM/TM/SU Define AC for each A17Product Description per CI in the stage
PBS
3.
PM creates stage plan based on A22QMS, A2-PjPdD
4.
PS add quality reviews to A23-Quality
Register

1.
match AC in A17-PD or covered by a
concession
2.
PM Confirm AC met and A21-Project
Product Description delivered
1.
PM Assesses via A18-PSA products
with Approval Records/ Concessions

1.
PM checks for change to A21-PjPdD

1.
Approved by those named in A1717.4.4 Report Stage End
PD
1.
PM confirms all done ok by checking
2.
PM checks Acceptance records or
A23-QR & Approval Records
Concessions
from all parties eg
2.
PM reports on quality in period (from
Ops+Maint
A23-QR) details of Quality records &
3.
PM may list FOAR for concessions
Approval Records or Off-Spec &
Concession in A9-End Stage Report
1.
PM asks are CQE & AC changed
2.
PM creates ExPlan based on A22-QMs
for any new A17-PD in PBS
3.
PS amend quality reviews in A23Quality Register for new products
and/or tests
1.
2.
3.
4.
PM Reviews usefulness of A22-QMS

PM Closes A23-Quality Register
Include statistical insight from quality
records in A15-Lesson Report
PM includes in A8-EPjR details of
Quality, Approval & Acceptance
Records or Off-Spec & Concession

TM checks approval
records in A26-WkPkg
scope
Team
TM/ PM/ PS ensure best quality
1.
TM develops products following quality method for in-process development to criteria in A17-PD & record quality records 1.
Manager
reviews in A23-QR
2.
TM/ SU conduct quality reviews/ appraisal & assemble quality records to show products meet specification (if a quality
action
will exceed
tolerances
then Model
raise an
P2 ExamCram Assessedreview
by GRM
07032011
P2-5th Ed
2011 Logical
LtdIssue)
p2@logicalmodel.net
AC-Acceptance Criteria
References of type A99 expanded in index under A
Table 16.2 says (P)-PS but 15.2 omits the required P-PS
3.
4.
5.
TM/ PS update A23-QR* with results: Failures are re-planned

TM obtains & issues Approval Records from authority named in A17-PD
TM confirms quality work in period in A3-Checkpoint Report
28
LogicalModel2011
Role
CoPM
CoPM
Executive
Executive
Executive
ProjectAssurance
ProjectAssurance
ProjectAssurance
Theme
Quality
Quality
Quality
Quality
Quality
Quality
Quality
Quality
ProjectAssurance
Quality
ProjectManager
Quality
ProjectManager
Quality
ProjectManager
ProjectManager
ProjectManager
Quality
Quality
Quality
Providedetailsofthecorporateorprogrammequalitymanagementsystem
Providequalityassurance.
ApprovetheProjectProductDescription.
ApprovetheQualityManagementStrategy.
Confirmacceptanceoftheprojectproduct.
AdvisetheProjectManageronsuitablequalityreviewers/approvers.
AdvisetheProjectManagerontheQualityManagementStrategy.
AssisttheProjectBoardandProjectManagerbyreviewingtheProductDescriptions.
AssureProjectBoardmembersontheimplementationoftheQualityManagementStrategy,i.e.
theproperconductoftheprojectmanagementandqualityprocedures.
Documentcustomersqualityexpectationsandacceptancecriteria.
EnsurethatTeamManagersimplementthequalitycontrolmeasuresagreedinProduct
DescriptionsandWorkPackages.
PrepareandmaintaintheProductDescriptions.
PreparetheProjectProductDescription(withusers).
PreparetheQualityManagementStrategy.
ProjectSupport
Quality
AssistTeamManagersandmemberswiththeapplicationoftheprojectsqualityprocesses.
ProjectSupport
ProjectSupport
SeniorSupplier(s)
SeniorSupplier(s)
SeniorSupplier(s)
SeniorSupplier(s)
SeniorSupplier(s)
SeniorUser(s)
SeniorUser(s)
SeniorUser(s)
SeniorUser(s)
SeniorUser(s)
SeniorUser(s)
Quality
Quality
Quality
Quality
Quality
Quality
Quality
Quality
Quality
Quality
Quality
Quality
Quality
MaintaintheQualityRegisterandthequalityrecords.
Provideadministrativesupportforqualitycontrols.
ApproveProductDescriptionsforkeyspecialistproducts.
ApprovetheProjectProductDescription(ifappropriate).
Approvethequalitymethods,techniquesandtoolsadoptedinproductdevelopment.
Provideresourcestoundertakesupplierqualityactivities.
ApproveProductDescriptionsforkeyuserproducts.
ApprovetheProjectProductDescription.
Provideacceptanceoftheprojectproduct.
Provideresourcestoundertakeuserqualityactivitiesandproductapproval.
Providethecustomersqualityexpectationsandacceptancecriteria.
Responsibility
Page:8of10
A24-Risk Management Strategy, A25-Risk Register29

Risk Budget: SU, IP, CP, DP
CoPM 12.4.1 Appoint the Executive

and the Project Manager
1.
COPM define risk
capacity & appetite
A.25.2, 8.3.3-4, 13.4.2, 13.4.5, 14.4.1-7, 15.4.1-2, 15.4.4-8, 16.4.1, 17.4.1-5, 18.4.3-5, C/Table 8.2 & 8.3
Project
Board

1.
Initiation Stage
Project 12.4.2 Capture previous lessons

manager 1.
PM Captures lessons relevant to risk
management in A14-Lesson Log

13.4.4 Give ad hoc
1.
direction
Board defer action
on exceptions
and baselined
contingent on risks

(A24-RMS)
1.
PM defines RMS goals, roles, procedures,
reporting (Eg a Probability Impact Grid and
Risk Retirement Curve**), tools, techniques,
management team
timing and tolerance based on CoP
1.
PM logs threats & opportunities (T&O) to
standards noted in A19-PjBrf and lessons in
the A7-Daily Log in advance of creating
A14-LL
A24-Risk Management Strategy and A252.
PM (team) define probability, impact &
Risk Register
proximity
scales, Categories, Early warning
2.
PM may appoint PS for familiarity with risk
indicators
management tools and techniques (EG
3.
PM (team) define risk tolerance thresholds
Monte Carlo Analysis and estimating
for
escalation between management levels
methods)
4.
PM (Exec) define risk tolerances
5.
PM suggests risk budgets and how they
1.
PM captures any risks to A7-DL
should be controlled [We dont know how
2.
Exec considers T&O and includes key in
much to allow at this point]
(outline) A2-Business Case
6.
PS create the A25-Risk Register and
12.4.5 Select the project approach and assemble
populate with T&O identified so far (IE in
the Project Brief
A7-Daily Log)
1.
PM logs any T&O to A7-DL
7.
PM seeks board approval or defer to 13.4.2
2.
[Risk drives consideration of Pj Approach] 14.4.5 Set up the project controls
1.
1.
PM considers T&O to Initiation stage plan
& makes provision
PM updates risk status in A7-DL
Team 2.
Manager
14.4.2 Prepare the Configuration Management Strategy (A6CfMS)

1.
PM responds to risks that affect CfMS
1.
PM responds to risks that affect A22-QMS
14.4.4 Prepare the Communication Management Strategy (A4CmMS)
1.
PM responds to risks that affect A4-CmMS
2.
PM add A24-RMS needs to project communications
14.4.6 Create the Project Plan (A16-PjPlan)
1.
PM responds to risks that affect planning processes
2.
PM builds provision to manage risk into the project plan
(resources i.e. costs and timescales) [p2 mis-defines
contingency]
3.
PM ensures A16-PjPlan includes responses to T&O in
the A25-RR
14.4.7 Refine the Business Case (A2-BC)
1.
PM expresses aggregate (and significant individual)
T&O affects on A2-BC
2.
PM (Exec) justify cost & risk based on A2-BCs benefits
3.
PM assess projects sensitivity to factors in its context
(EG drivers of cost, time, benefit, confidence)
PM considers Risk to suggest: number and 14.4.8 Assemble the Project Initiation Documentation (A20placement of stage boundaries, strength,
PID)
formality, timings and who is assigned to
1.
PM includes A24-RMS in A20-PID
which project controls
(A20-PID acts as baseline for all Assessment of Risks)
Most management products Such as A25-Risk Register are given in full on first use and abbreviated Subsequently eg A25-RR, those that are not can be looked-up in the Reference list

1.
Risks to original
baseline
1.
PM prepares
Follow-On-Actions
in A8-End Project
Report for all open
T & O on the A25RR
1.
PM compiles a
review of useful
measures EG
statistics on project
risk management in
A8-EPjRpt
18.4.5 Recommend project

closure
1.
PM ensures all risks
are closed or
Subject to FOAR,
then closes the
A25-Risk Register
29
A24-Risk Management Strategy, A25-Risk Register,30

Risk Budget: CS/MP/ SB/ DP-Duplicated
CoPM
8.3.3-4, 13.4.2, 13.4.5, 14.4.1-7, 15.4.1-2, 15.4.4-8, 16.4.1, 17.4.1-5, 18.4.3-5, C/Table 8.2 & 8.3
A.24.2, A.25.2,
Project
Board
Project
manager
Team
Manager

1.
Initiation Stage
risks
1.
Anyone at anytime: raise a risk
2.
PM (risk author?) record T or Os
Condition, Cause & Consequence
(CCC)* on A25-RR in accord with
A24-RMS
3.
PM consults and follows throughout A24-RMS & A4-CmMS to report
risk status to stakeholders
4.
PM (team) use scales from A24|RMS to assess CCC for
Probability, Impact and Proximity
(P14.4.) vs. all plans, A2-BC and
Risk Tolerance
5.
PM (team) identify possible
responses, log to A25-RR and
assess vs. tolerances
6.
PM may escalate a Tolerance
threat via 15.4.7 otherwise (aswell?)
7.
PM (team) select responses in
tolerance and add to A16-StgPlan

1.
PM when triggered by a risk or
aggregation of risks that create a
deviation: snap-shot full project
status
2.
PM (team) assess deviations
impact on baseline and impact of
each possible response
3.
PM records assessment &
recommendation in an A10Exception Report & sends to the
board with a request for direction

13.4.4 Give ad hoc
1.
direction
Board defer action
on exceptions
and baselined
contingent on risks
1.
PM includes T&O Summary:
perhaps via a Probability Impact
Grid and Risk Retirement Curve**
1.
PM responds if a risk action
advisable
2.
PM (team) assess risk impacts on
all project aspects: especially
plans, A2-BC, A1-BRP
3.
PM escalates risks that create a
Tolerance Threat
4.
PM maintains A25-RR
15.4.1
1.
1.
Board or 15.4.4 trigger action
2.
PM collects information on
deviation (concern) from Records, 2.
Reports, Logs & Registers
3.
(RRL&R), selects or devises
responses and triggers via 15.4.1
and updates RRL&R EG A5-CIR
16.4.1 Accept a Work Package (A26-WkPkg)

1.
TM advises PM of risk status and logs T or O to the A25-RR (p2 says if appropriate)
2.
TM (team) considers risk related to and within A26-WkPkg tolerances as per 15.4.6
steps 1-7 for the A16-Team Plan
Authorize a Work Package (A26WkPkg)

PM assign an A26-WkPkg to
respond to a risk
PM/ TM consider T&O to/ from A24WkPkg
PM/ TM agree process and
tolerances for raising/ responding
to/ escalating risk

1.
PM checks risk action owners for current T&O
status and assesses T&O affecting next stage
2.
PM ensures all external dependencies have a
A25-Risk Register entry
3.
PM includes risk responses a26-WkPkg into A16Stage Plan for all selected T&O responses
1.
PM includes risk responses into A16-Project Plan
17.4.3 Update the Business Case (A2-BC)
1.
PM checks current CoPM & Board risk appetite,
capacity and tolerances
2.
PM updates A2-BC to reflect key & aggregate
T&O
3.
PM inspects A25-RR responds as required
1.
PM assesses and reports (in A9-End Stage
Report) on T&O activity in the stage ending &
aggregate status
1.
PM updates A25-RR as needed

1.
TM monitors & responds to risk related actions
2.
TM notifies PM of new or changed risk (directly
and formally via A3-Checkpoint Reports)

1.
Risks to original
baseline
Most management products Such as A25-Risk Register are given in full on first use and abbreviated Subsequently eg A25-RR, those that are not can be looked-up in the Reference list

1.
[ TM/ PM Retire unused
Risk budget ]
30
LogicalModel2011
Role
Theme
CoPM
Risk
Executive
Risk
Executive
Risk
EnsurethatrisksassociatedwiththeBusinessCaseareidentified,assessedandcontrolled.
Executive
Risk
ProjectAssurance
Risk
ProjectManager
ProjectManager
Risk
Risk
ProjectManager
Risk
ProjectSupport
Risk
SeniorSupplier(s)
Risk
SeniorUser(s)
Risk
TeamManager
Risk
Escalateriskstocorporateorprogrammemanagementasnecessary
Reviewriskmanagementpracticestoensurethattheyareperformedinlinewiththeprojects
RiskManagementStrategy.
CreateandmaintaintheRiskRegister.
CreatetheRiskManagementStrategy.
Ensurethatprojectrisksarebeingidentified,assessedandcontrolledthroughouttheproject
lifecycle.
AssisttheProjectManagerinmaintainingtheprojectsRiskRegister
Ensurethatrisksrelatingtothesupplieraspectsareidentified,assessedandcontrolled(suchas
thecreationoftheprojectsproducts).
Ensurethatriskstotheusersareidentified,assessedandcontrolled(suchastheimpacton
benefits,operationaluseandmaintenance).
Participateintheidentification,assessmentandcontrolofrisks.
Responsibility
Providethecorporateriskmanagementpolicyandriskmanagementprocessguide(orsimilar
documents).
Beaccountableforallaspectsofriskmanagementand,inparticular,ensureaprojectRisk
ManagementStrategyexists.
Page:10of10
CoPM
12.4.1 Appoint the Executive and the

Project Manager
1/3 Issues and Configuration Management31

SU, SB and CP, DP5
Project
Board
Project
manager

1.
Board seek confirmation that product handed-overs during the
stage just closing and the project as a whole followed the A6CfMS specially for Ops & Maint
1.
PM creates A7-Daily Log for

issue capture in SU& throughout the project records informal
issues and reminders on
formal issues
12.4.2 Capture
previous lessons
1.
PM Captures relevant lessons

1.
PM considers how Initiation
Stage will control management
products prior to establishing
configuration management

1.
PM reviews the A12-IR for issues affecting the
1.
PM updates A12-IR (& A13-Issue Report) with board request
next A16-StgPlan
for an Exception Plan
2.
1.
PM checks product handovers into Operations (Ops) &
Maintenance (Maint.) as per A6-CfMS
1.
2.
PM ensure suitable Ops & Maint. environment and service
level agreements in place [should be 12.4./SS]
3.
PM transfers responsibility for products to Ops & Maint. And
secures acceptances [should be 12.4./SS/ Exec]
1.
PM reflects issues in A2-BC update
PM prepares Follow-On-Action-Recommendations base on
2.
PM updates A12-IR with new issues and changes 4.
open Issues & concessions
5.
PS updates CIRs [should be handed over to Maint!!]
1.
PM assesses the A12-IR for issues marked for
assessment at stage end [17.4.1 p196 bp9)
1.
PM compiles a review of useful measures EG statistics on
2.
PM Summarises issue status in A9-ESRpt
project issue management
including Off-specs: product or features missing &
2.
PM Summarises issue status in A8-EPjRpt including OffConcessions
specs: product or features missing & off-spec
1.
PM updates A12-IR (& A13-Issue Report) with
board request for an Exception Plan
2.
PM updates A12-IR with new issues & changes

1.
PM archives project records according to A6-CfMS
2.
PM confirms all issues are closed or included in FOAR, then
closes the A12-IR
Team
Manager

SU, 15.4.6-8, C/Table 9.2 and 9.3
A.6.2, A.5.2, A.18.2, A.13.2, A.12.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5, 18.4.2-5, C/Table 9.2 and 9.3
31
32
2/3 Issues and Configuration Management

IP, DP2 & DP3
CoPM
1.
Board approve the A6CfMS as adequate
2.
Board agree CAs
authority limits
Project
Board
Project
manager
14.4.2 Prepare the Configuration Management Strategy (A6-CfMS)

1.
PM/ PS perform Configuration Management Planning. IE they define procedures & roles, timings,
records (EG A5-Configuration Item Record) & reporting (EG A18-Product Status Account) content
& format, responsibility/ authority to decide actions for maintaining baselines (Configuration
Management (CM)) and assessing impacts to baselines (Issue & Change Control (ICC)) In
alignment with CoPM standards in the A6-Configuration Management Strategy (A6-CfMS)
2.
PM/ PS consider if all Registers, Records and Logs are within one integrated repository/ file/
database [excel spreadsheet!]
3.
Exec sets priority & severity scales* (p97)
4.
Exec decides if they wish to delegate some discretion to a Change Authority (C8-CA), and if so
the level of individual and aggregate impact under the CAs control. CA may address Requests for
Change (RFC) and Off-Specifications (OS). Often Project assurance form a change board with
stage level authority and the PM acts as CA for A26-WkPkg
5.
PM/ PS select Configuration Management tools to be used
6.
PS establishes the A5-Configuration Item Records and creates initial set of A5-CIRs (for the A21Project Product Description and management products Such as A2-Business Case!)
7.
Exec decides if a change budget (Money [and time]) should be allocated to fund Impact Analysis
of Request For Change (RFCs) & implementation of RFCs and if so how much any CA has
discretion over (EG per change & per stage in aggregate)
8.
PM integrates change procedures release of change budget with contract and procurement
procedures
9.
PS create the A12-Issue Register & populates from existing issues in A7-DL needing formal
treatment
10.
PM seeks board approval or defers to 13.4.2 with the A20-PID

1.
Board seek confirmation that
product handed-overs during the
stage just closing followed the A6CfMS
14.4.3 Prepare the Quality Management Strategy A22-QMS

1.
PM considers issues affecting the A22-QMS, PS logs new issues to
A12-IR
14.4.4 Prepare the Communication Management Strategy (A4-CmMS)
1.
PM establishes the information & communication needs for CM
including issue management
2.
PM considers issues affecting the A22-CmMS, PS logs new issues to
A12-IR
1.
PM establishes controls appropriate to A6-CfMS
2.
PM considers issues affecting controls, PS logs new issues to A12-IR
1.
PM includes a26-WkPkgs in A16-PjPlan appropriate for scheduling
and budgeting CM activity
2.
PM considers issues affecting planning, PS logs new issues to A12IR
1.
PM considers & includes issues affecting the A2-BC
1.
PM includes A6-CfMS into the A20-PID
(A20-PID acts as baseline for all Impact Assessment of Issues)
Plan Delivery Stage

Team
Manager

SU, 15.4.6-8, C/Table 9.2 and 9.3
A.6.2, A.5.2, A.18.2, A.13.2, A.12.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5, 18.4.2-5, C/Table 9.2 and 9.3
32
33
3/3 Issues and Configuration Management

DP2 &3, CS & MP, DP4
CoPM
Project
Board
Project
manager
Team
Manager

1.
Board approve the
A6-CfMS as
adequate
2.
Board agree CAs
authority limits

Exception Plan
1.
Board seek confirmation
that product handed-overs
during the stage just closing
followed the A6-CfMS
13.4.4
1.
2.
3.
Give ad hoc direction

CoPM/ ESUSS Raise an Issue
Board may ask for an Issue or Exception Report to clarify PMs request for guidance or A11-Highlight Report
Board respond to A13-Issue Report as necessary by seeking input from CoPM, asking for an Exception Plan (via 17.4.5), a
corrective action (via 15.4.8), amending tolerances (update A16-StagePlan). Grant a concession to or demand remedy of an OffSpec. Defer, Approve (as corrective action/ tolerance change), Reject or ask for an Exception Plan for an RFC

1.
PM follows issue handling & reporting procedure as defined
in A6-CfMS & A4-CmMS to report issue status to
stakeholders
2.
Anyone at anytime: raise a new issue (concern) about
anything
3.
PM (Issue author?) record concern on A12-IR in accord
with A6CfMS [official manual say may be to A7-Daily Log if
PM resolves directly]
4.
PM categorises as: Problem, Concern, Request for Change
(RFC) or Off-Spec (OS) Transfer concerns discovered to
be risks to A15-RR
5.
PM (team) use scales from A6-CfMS to assess Priority (of
RFC & OS) & Severity (Impact) on all plans, A2-BC and
Tolerances
6.
PM creates an Issue Report [Simon says A12-IR & A4CmMS should be defined as sufficient*)
7.
PM (team) identify possible responses, log to A12-IR and
assess vs. tolerances
8.
PM may escalate a Tolerance threat via 15.4.7 otherwise
(as-well?)
9.
PM (team) select responses in tolerance and add to A16StgPlan
10.
PS cross reference Issue to affected products A5-CIRs
15.4.7
1.
2.
3.

1.
TM confirms procedure to handle issues

1.
TM includes notes on issues in A3Checkpoint Report
4.
Escalate issues & risks

PM when triggered by a Tolerance threat or breach: snap-shot full project status
PM (team) assess deviations impact on baseline and impact of each possible response
PM records assessment & recommendation in an A10-Exception Report & sends to the board [13.4.4] with
request for direction
PM updates A12-Issue Register/ A13-Issue Report for decision

1.
PM assess & report on contents of A12-Issue Register & corrective actions in period
1.
Board or 15.4.4 or TM trigger action
2.
PM collects information on deviation (concern) from Records, Reports, Logs & Registers (RRL&R), selects or
devises responses and triggers via 15.4.1 and updates RRL&R EG A5-CIR
3.
PM changes A17-PD for Off-Specs granted a concession
1.
PM checks A12-IR & acts on all affects on A2-BC & all plans
2.
15.4.1
1.
2.
3.

PM/ TM agree process & people for any product handovers as per A6-CfMS [possibly amended]
PM/TM Agree process for TM to raise A26-WkPkg issues
PM considers issues affecting the A26-WkPkg, PM logs new issues to A12-IR

1.

SU, 15.4.6-8, C/Table 9.2 and 9.3
A.6.2, A.5.2, A.18.2, A.13.2, A.12.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5, 18.4.2-5, C/Table 9.2 and 9.3
33
Role
TeamManager
TeamManager
TeamManager
TeamManager
Theme
Quality
Quality
Quality
Quality
LogicalModel2011
Responsibility
AdvisetheProjectManagerofproductqualitystatus.
Assemblequalityrecords.
Managequalitycontrolsfortheproductsconcerned.
ProduceproductsconsistentwithProductDescriptions.
Page:9of10
34
Record ,
A5-Configuration Item

Project Manager
1.
COPM
The activities & roles involved in maintaining A5-Configuration Item Record and A18-Product Status Accounts
Project
Board
Project 12.4.2 Capture previous

lessons
manager
1.
lessons
Business Case
1.
PM/ Exec/ SU define
A21-Project Product
Description: Specialist
Products are outputs
whose use creates
outcomes that deliver
the measurable
benefits that justify the
project
2.
PM/ PA note need for
A5-CIRs for products in
A21-PjPdDs
composition &
derivation
1.
PM/ PS note need for
A5-CIR for management
products
Team
Manager
And 9.3.1.2 & 9.3.1.3
14.4.2 Configuration Management Strategy

1.
PM/ PS define process, selection
criteria and formats of A18-Product
Status Account (PSA) that snapshots
A5-Configuration Item Records. A18PSA may select by Date/ Team/ Stage
& status EG Not started, Work-InProgress (WIP) late & WIP on
schedule, Ready for review, Baselined,
Released etc
2.
PM/ PS define A5-Configuration Item
Record attributes for required A18-PSA
selections
3.
PS create initial A5-CIR for
management products [and A21Project Product Description and all
known component parts (may be notes
in A7-Daily Log for a small project)
1.
PS create/ update A5-CIR (& A17-PD)
for all products in project Product
Breakdown Structure (PBS)
Plan Delivery Stage

1.
PM uses A18-PSA to analyse product status (derived from
A5-CIR)
1.
PM uses a18-PSA for details of products to include in A11Highlight Report
1.
PM requests a A18-PSA from PS to snap-shot A5Configuration Item Records and assess variance to A16StgPlan
2.
PM requests A18-PSA for any releases to check all OK
3.
PM requests PS perform a Configuration Audit to check all
A5-CIRs match reality (or change reality)
1.
PS update A5-CIR (& A17-PD) for any products in A26WkPkg PBS as useful EG set status = WIP
1.
PS check A5-CIR & reality agree - update A5-CIR as useful
1.
PM collect data on deviations form A5-CIR (& A12, A15, A13,
A10, A7 & Board)
2.
PS update affected A5-CIR
1.
PS confirm all A5-CIR in release are approved by the
authority in A17-PD

1.
TM & PS update A5-CIR status (eg WIP/
Ready for Review/ Released)

1.
PM [(sic)?] create/
update A5-CIR (&
A17-PD) for all
products in stage
PBS
(inc A16-PjPlan
changes)

closure
1.
PM uses PSA to check
all A5-CIR approved by
authority in their A17PD or have a
concession
closure
1.
PM uses PSA to see
which A5-CIR approved
(A8-SER)
by authority in their
1.
PM request A18-PSA
A17-PD, have a
for details to include
concession, are WIP or
in A8-SER
Not started
2.
PM plans work to
salvage
& pass-on or
17.4.5 Produce an
make safe A5-CIRs as
Exception Plan
required
1.
PS (sic) create/
update A5-CIR (&
A17-PD) for all
1.
PS update A5-CIR for
products in
products transferred to
exceptions scope
operations [& should
(Scope determined in
transfer the actual CI
15.4.6 by A18-PSA)
records too!]
1.
[TM & PS check status OK in A5-CIR for all
CIs to close the A26-WkPkg]
34
LogicalModel2011
Role
Theme
CoPM
Changetheme
Executive
Changetheme
Providethecorporateorprogrammestrategyforchangecontrol,issueresolutionand
configurationmanagement.
DeterminetheChangeAuthorityandchangebudget.
Executive
Changetheme
Makedecisionsonescalatedissues,withparticularfocusoncontinuedbusinessjustification.
Executive
Executive
Executive
ProjectAssurance
ProjectManager
ProjectManager
Changetheme
Changetheme
Changetheme
Changetheme
Changetheme
Changetheme
RespondtorequestsforadvicefromtheProjectManager.
Setthescaleforpriorityratingsforrequestsforchangeandoffspecifications.
Setthescaleforseverityratingsforissues.
Adviseonexaminingandresolvingissues.
CreateandmaintaintheIssueRegister,assistedbyProjectSupportwherepossible
Implementcorrectiveactions.
ProjectManager
Changetheme
Managetheconfigurationmanagementprocedure,assistedbyProjectSupportwherepossible.
ProjectManager
Changetheme
Managetheissueandchangecontrolprocedure,assistedbyProjectSupportwherepossible.
ProjectSupport
ProjectSupport
ProjectSupport
ProjectSupport
Changetheme
Changetheme
Changetheme
Changetheme
SeniorSupplier(s)
Changetheme
SeniorSupplier(s)
Changetheme
AssisttheProjectManagertomaintaintheIssueRegister
MaintainConfigurationItemRecords
ProduceProductStatusAccounts
Administertheconfigurationmanagementandissueandchangecontrolprocedures:
Makedecisionsonescalatedissues,withparticularfocusonsafeguardingtheintegrityofthe
completesolution.
SeniorUser(s)
Changetheme
Makedecisionsonescalatedissueswithparticularfocusonsafeguardingtheexpectedbenefits.
SeniorUser(s)
TeamManager
Changetheme
Changetheme
Implementcorrectiveactions.
Responsibility
Page:3of10
35
Tolerances
CoPM 12.4.1 Appoint the Executive and

the Project Manager
1.
COPM Set project level
tolerances
Project
Board

1.
Board check Pj Tol from CoPM realistic
1.
Board set tolerances (Tol)
2.
Exec renegotiates Pj Tol if relevant
for Initiation Stage
3.
Board agree project budget including cost tolerance (and risk and change
budget) and project timescales including schedule tolerance (and risk &
change time-budget)
Project
manager 12.4.2 Capture
previous lessons
1.
lessons
13.4.3 Authorize a Stage or Exception

Plan
1.
Board set Stage Tol (for last
stage consider what to do with
unused Tol [wrong thinking*]

1.
PM includes Risk Tol in A24-RMS IE the thresholds for 1.
PM acts within Stage Tol EG to resolve A26risk escalation from management level to level,
WkPkg exception
specially from PM to Board (possibly using a
Probability Impact Grid or Matrix
1.
PM converts & extends A13-Issue Rpt into
A10-Exception Report giving Overview of
Business Case
Q-Tol is defined in each A17-Product Description

which tolerances are threatened by how much
1.
SU expresses Customer 14.4.5 Set up the project controls
and when and why, the consequences of each
Quality Expectations & PM 1.
possible response (including none)
PM confirms Tol levels and escalation mechanisms
captures as driver for
between CoPM/ board/ PM/ TM
quality tolerance
1.
PM create A13-Issue Report considering affect
2.
PM (Exec) starts defining 14.4.6 Create the Project Plan
PM includes specification of Pj tolerances in A16-PjPln
Tols
each benefits tolerances 1.
(Cost/ Time/ Scope/ not quality-See below or Benefitsand aggregate benefits
See A2-BC or Risk-See 14.4.1))
tolerance
1.
PM gives board confidence of operating within
2.
PM
includes
spec.
of
quality
&
scope
tolerance
in
each
3.
PM records SU's quality
Tol by regularly reporting stage status vs Tol &
A17-Product Description (& A21-PjPD)
tolerance (ie limits on
TT early warnings** in A11-Highlight Reports
3.
PM
notes
scope
tol
in
A17-PDs
and
project
level
Acceptance Criteria) in
Product
Breakdown
Structure
(PBS)
A21-Project Product
4.
PM (Exec) consider affect of part-time-teams on
Description
1.
PM determines from controls (project Records
schedule and consider compensation in other
Registers and Logs) any tolerance threat &
tolerances
Escalates via 15.4.7
14.4.7
approach and assemble
1.
PM (Exec) refines quantified definition of each
the Project Brief
benefits
Best/ Expected/ Worst target and (as)
1.
PM documents Pj
1.
PM/ TM make joint agreement on A26-WkPkg
expresses tolerances and aggregate benefits
tolerances received by
Cost/ Start & End date, Milestone, Quality (from
tolerance
Exec in project mandate
A17-PDs) targets and A26-WkPkg tolerances
2.
PM (Exec) considers affect of timescales on benefit
(or by discussion) prior to
(Cost/ Time/ Risk & Scope. Zero time tolerance
tolerances including delivery dates
A16-Pj
andLtdhigher
scope tolerance implies iterative/
P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model
p2@logicalmodel.net
Logical Model transfer
Ltd to
0845
2 57Plan
57 at07
14.4.6
agile methods Such as SCRUM
Plan Delivery Stage
Team *X-Ref correct tolerance handling

Manager ** Strictly ANY forecast of an out-of-tolerance
1.
As 15.4.1
situation is by definition being in Exception and deserves 15.4.6

1.
Board consider their direction in response to a
Tolerance Threat (TT): Increase Tol., Request
an Exception Plan, Defer if TT contingent on a
Risk Cause (event), Reject (eh?)

1.
PM includes specification of
Stage Tolerances (Cost/
Time/ Scope/ Risk, not
quality-See below or
benefits-See 14.4.6)) in A16Stage Plan
2.
PM (team) create stage PBS
and A17-PD with product
quality tolerances defined
(probably as attribute ranges
(eg Customer call duration
between 1 and 3 minutes)
3.
PM notes scope tolerance in
A17-PD and stage PBS
18.4.4 Evaluate the

Project
1.
PM reports on
Pj performance
& objectives vs.
tolerances in
A8-End Project
Report

1.
PM Checks for change in
CoPM/ board Risk tolerance
per Risk and in total
1.
PM reports Pj objectives and
Stage objectives vs all
tolerances, and forecasts tol
for rest of project in A9-End
Stage Report
1.
PM creates a new A16-Stg or
Pj Plan to Suggest recovery
options from Stage or Pj TT
35

1.
TM makes corrections within WkPkg Tol or raises an Issue to the PM (to log in the A7-Daily Log and handle at 15.4.8)
2.
TM reports tol status in A3-Checkpoint Report
36
A14-Lesson Log & A15-Lesson Report

Project Manager
1.
COPM provide lessons
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
Project
Board

1.
Board seek evidence 1.
Board review (Exec assures) A15previous lessons are
LR and decide who to send to
being consulted &
(Board ensure CoPM & CoE
current documented
functions aware of responsibilities)
Project
manager 12.4.2 Capture previous lessons
1.
PM Install culture Lessons Sought,
Record, Acted on within this project
(12.4.2 may be repeated during the
Pj, especially if novel/ complex)
2.
PM Captures (via a workshop) into
A14-Lesson Log all relevant
lessons from previous projects
A15-Lesson Reports, CoPM &
external sources
management team
1.
PM considers how to act on
observations in A14-LL for team
design
1.
PM considers A14-LL for Pj
justification
assemble the Project Brief (A19PjBf)
1.
PM considers A14-LL for approval
Team 12.4.6 Plan the initiation stage
PM considers A14-LL for Init-Stage
Manager 1.
controls
14.4.X All Initiation Process activities in stage

1.
Seek lessons from PM team, CoPM, A14-LL & other Pjs A15LR
14.4.1 Prepare Risk Management Strategy (A24-RMS)
1.
PM includes lessons (EG Risk Breakdown Structure
[taxonomy] & categories) into Pisk ID guidance & Impact
estimating see 14.4.6 & Response development IE ideas of
effective responses
14.4.2 Configuration Management Strategy (A6-CfMS)
1.
PM defines how records are stored. Accessed kept safe &
distributed. Pj records are the source of lessons
14.4.3 Prepare Quality Management Strategy ((A22-QMS)
1.
PM includes lessons into quality approach, Define QC[?QA]
process to remove causes of unsatisfactory results, Use Qmetrics for learning & process improvements
14.4.4 Prepare Communication Managnt Strategy (A4-CmMS)
1.
PM considers how to communicate lessons to other projects,
during Pj or in CP at a minimum
1.
PM defines records maintained (includes A14-LL)
14.4.6
1.
2.
3.
Create the Project Plan (A16-Pj Plan)

PM considers value in repeating 12.4.2
PM include action to capitalise on previous lessons in Plan
PM (team) use comparative [analogous] estimating techniques
Plan Delivery Stage
15.4..X All CS/ 17.4./ 16.4./ CP activity in

Delivery Stage
1.
Seek lessons from PM team, CoPM,
A14-LL & other projects A15-LR
1.
PM considers lessons causing need
for A10-Exception Report
risks
1.
PM may create A13-Issue Report
from a14-LL
17.4.1 Plan the next

stage
1.
PM considers
value in repeating
12.4.2
2.
PM (team)
consider all A14LL as 14.4.6

1.
PM creates A1515.4.5 Report highlights
LR of what went
1.
PM includes lessons observed and
well/ badly,
applied
estimates versus
actuals and
1.
PM captures (seek, record, act) to
statistics as
A14-LL good & bad observations on
appropriate,
P2 tailoring, tools, team & technique,
includes in A9Process & product from team, A26ESR & distributes
WkPkg & all Plans/ Registers/
according to A4Records & Logs
CmMS
2.
PM considers holding lesson review
(A15-LR may be
now, later or at end of stage
tailored to an
3.
PM includes a15-LR in A11-Highlight
audience,
Reports if useful
always(?) include
Corp. QA)
Execute
a Work Package
P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 201116.4.2
Logical Model
1.

1.
Board assures (sic) final A15-LR and authorises (sic) &
distributes (as part of approving (sic) A9-EPjRpt)
2.
(Board ensure CoPM & CoE functions aware of responsibilities)
3.
Board review A1-Benefits Review Plan is suitable to identify
side-effects and capture/ distribute as lessons
TM notifies PM of lessons observed or applied, dierctly and via

CofE = Centre of Excellence, previously known as a Project Office or Pj Support Office (PSO) or Pj Management Office (PMO)
18.4.3 Hand over

Products
1.
PM includes in
A1-BRP,
provision for
distribution of
Lessons
observed in
Post-Project
Review [!]
18.4.4 Evaluate the
Project
1.
PM team
identify lessons
PM creates
a15-LR as
17.4.4, plus
reasons if
premature
closure Board
review & CoPM
approve it
18.4.5 Recommend
project closure
1.
PM closes A14LL
36
37
Reminder of Obligations
These materials are provided for FREE if used for personal, individual
development!!
If you want to use this intellectual property as a commercial offering thats fine too
as long as you cut me in I dont want much !!
Pre-arranged commercial use removes this notice, gives you animated slides that build
procedures step-by-step, also step-by-step exercise files, instructor notes, suggested
time-line for delivery and support
For non pre-arranged commercial use (IE where you charge a fee) I hereby offer you a contract to use this materials, without prior
notice in a commercial context at 1,000 per day or per copy which ever is the greater (thats an offer and notice of
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If in doubt Ask
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didnt get a cut. Let me know and Ill split what I recover with you
37
chapters:
3.3-Syllabus

a Project
Section: 3.3 Page 0

Managing a Successful Project Using
Syllabus
2013
Version 1.5 (Status Live)
Page 0
AXELOS Limited 2010
All rights reserved.
Reproduction of this material requires the permission of AXELOS Limited.
The swirl logo is a trade mark of AXELOS Limited
PRINCE2 is a registered trade mark of AXELOS Limited
Owner Chief Examiner
1. Introduction
The Managing Successful Projects with PRINCE2 manual provides guidance on the
principles, processes and themes to use to manage projects in any environment.
This syllabus is based on the Managing Successful Projects with PRINCE2 manual issued in
June 2009 by OGC and the TSO. It reflects both the Foundation and Practitioner levels of
examination.
The primary purpose of the syllabus is to provide a basis for accreditation of people involved
with PRINCE2. It documents the learning outcomes related to use of PRINCE2 and describes
the requirements a candidate is expected to meet to demonstrate that these learning
outcomes have been achieved at each qualification level.
The target audience for this document is:
Exam Board
Exam Panel
Accredited Training Organizations.
This syllabus informs the design of the exams and provides accredited training organizations
with a more detailed breakdown of what the exams will assess. Details of the exam structure
and content are documented in the PRINCE2 Foundation and Practitioner Exam Designs.
2. Foundation Qualification
2.1 Purpose of the Foundation Qualification
The purpose of the Foundation qualification is to confirm that a candidate has sufficient
knowledge and understanding of the PRINCE2 method to be able to work effectively with, or
as a member of, a project management team working within an environment supporting
PRINCE2. The Foundation qualification is also a pre-requisite for the Practitioner qualification.
2.2 Target Audience

This qualification is aimed at project managers and aspiring project managers. It is also
relevant to other key staff involved in the design, development and delivery of projects,
including: Project Board members (e.g. Senior Responsible Owners), Team Managers (e.g.
Product Delivery Managers), Project Assurance (e.g. Business Change Analysts), Project
Support (e.g. Project and Programme Office personnel) and operational line managers/staff.
2.3 High Level Performance Definition of a Successful Candidate

A candidate should understand the structure and key terminology of the method. Specifically
the candidate should understand:
The characteristics and context of a project and the benefits of adopting PRINCE2
The purpose of the PRINCE2 roles, management products and themes
The PRINCE2 principles
The purpose, objectives and context of the PRINCE2 processes.
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3. Practitioner Qualification
3.1 Purpose of the Practitioner Qualification
The purpose of the Practitioner qualification is to confirm whether the candidate has achieved
sufficient understanding of how to apply and tailor PRINCE2 in a scenario situation. A
successful Practitioner candidate should, with suitable direction, be able to start applying the
method to a real project but may not be sufficiently skilled to do this appropriately for all
situations. Their individual project management expertise, complexity of the project and the
support provided for the use of PRINCE2 in their work environment will all be factors that
impact what the Practitioner can achieve.
3.2 Target Audience

This qualification is aimed at project managers and aspiring project managers. It is also
relevant to other key staff involved in the design, development and delivery of projects,
including: Project Board members (e.g. Senior Responsible Owners), Team Managers (e.g.
Product Delivery Managers), Project Assurance (e.g. Business Change Analysts), Project
Support (e.g. Project and Programme Office personnel) and operational line managers/staff.
3.3 High Level Performance Definition of a Successful Candidate

Candidates should be able to apply and understand how to tailor PRINCE2 effectively to a
project within an organization environment supporting PRINCE2. Specifically candidates
should:
Understand the relationships between the roles, management products, principles,

themes, techniques and processes
Be able to apply the principles, themes and processes to a project
Be able to create and assess management products.
4. Learning Outcomes Assessment Model

A classification widely used when designing assessments for certification and education is the
Blooms Taxonomy of Educational Objectives. This classifies learning objectives into six
ascending learning levels, each defining a higher degree of competencies and skills. (Bloom
et al, 1956, Taxonomy of Educational Objectives).
APMG have adapted this into a four-step variation of the Blooms model The APMG
Learning Outcomes Assessment Model which defines the standard for each qualifications
Learning Outcome Assessment Model. The Model is used as a basis for classifying learning
outcomes when developing exam qualification schemes and syllabi.
This structured approach helps to ensure:
There is a clear delineation in learning level content between different qualification

levels
Learning outcomes are documented consistently across different manual areas
Exam questions and papers are pitched appropriately and consistently for each of the
learning levels.
4.1 PRINCE2 Learning Outcome Assessment Model

For PRINCE2 the four levels of learning outcomes are shown below. These learning
outcomes are independent of the method used to assess whether a qualification level has
been achieved.
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PRINCE2 Learning Outcomes Assessment Model

1.Knowledge
2. Comprehension
3. Application
4. Analysis
Generic
Definition
from APMG
Learning
Outcomes
Assessment
Model
Know key facts,

terms and concepts
from the
manual/guidance
Understand key
concepts from the
manual/guidance
Be able to apply key

concepts relating to
the syllabus area for a
given scenario
Be able to identify,
analyse and
distinguish between
appropriate and
inappropriate use of
the method/guidance
for a given scenario
situation
PRINCE2
Learning
Outcome
Assessment
Model
Know facts,
including terms,
concepts,
principles, themes,
processes, and
responsibilities from
the guidance.
Understand the
principles, processes,
themes, the projects
environment and
roles and can explain
how these are applied
on/are involved with a
project.
Be able to:
Be able identify,
analyse and
distinguish between
appropriate and
inappropriate use of
the method through
appraisal of completed
products and planned
or completed project
events for a given
project scenario.
(i) Use the themes

appropriately;
(ii) Create the
management
products;
(iii) Tailor the
processes and
themes
appropriately
for a given project
scenario.
5. Syllabus Presentation
For each of the above learning levels, the syllabus defines the individual learning outcomes
required for the qualification. Each learning outcome is then supported by a description of the
requirements that a candidate is expected to meet to demonstrate that the learning outcome
has been achieved at the qualification level indicated. These are shown as syllabus topics.
All Foundation level requirements are assumed to have been met for Practitioner level and
are not directly assessed again, although Foundation level knowledge and understanding will
be used when demonstrating Practitioner application and analysis learning outcomes.
Each of the subject areas is presented in a similar format as follows:

1. Syllabus area
Unit of learning, e.g. chapter of the manual.
2. Learning Outcome
(topic header
shown in bold)
A statement of what a candidate will be expected to know,

understand or do.
3. Level
Classification of the learning outcome against the APMG

Learning Outcomes Assessment Model.
4. Topic
Description of what is required of the candidate to

demonstrate that a learning outcome has been achieved at
the qualification level indicated.
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6. Syllabus Areas
Syllabus
Area Code
Syllabus Area Title
OV
Overview, Principles and Tailoring PRINCE2 to the project environment
BC
Business Case theme
OR
Organization theme
QU
Quality theme
PL
Plans theme
RK
Risk theme
CH
Change theme
PG
Progress theme
SU
Starting up a Project process
DP
Directing a Project process
IP
Initiating a Project process
SB
Managing a Stage Boundary process
CS
Controlling a Stage process
MP
Managing Product Delivery process
CP
Closing a Project process
With the exception of the quality review technique, the examples and techniques shown in
shaded boxes throughout the PRINCE2 manual are not examined.
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OV
Level
Primary
Manual
Reference
Overview, Principles and Tailoring PRINCE2 to the

Project Environment
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
Know facts, terms and concepts relating to the overview, principles and
tailoring PRINCE2 to the project environment.
Specifically to recall the:
01
01
Six aspects of project performance to be managed
1.5.2
01
02
Definition of a project
1.3
01
03
Four integrated elements of principles, themes, processes and the project

environment upon which PRINCE2 is based
1.5.3
01
04
Customer/supplier context of a PRINCE2 project
5.1
Understand terms and concepts relating to the overview, principles and

tailoring PRINCE2 to the project environment, and explain how these are
applied on/are involved with a project.
Specifically to identify the:
02
01
Benefits of using PRINCE2
1.7
02
02
Seven principles
02
03
Characteristics of a project
1.3
02
04
Difference between embedding and tailoring PRINCE2
02
05
Context of a customer/supplier environment and how it affects the

application of the themes, processes and management products within a
project
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19.1
19.6
BC
Level
Primary
Manual
Reference
Business Case (BC) Theme
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
Know facts, terms and concepts relating to the Business Case theme.
01
01
Definition of a project output, an outcome, a benefit and a dis-benefit
4.2.2, 4.3.4.4
Formatted: Left
Understand how the Business Case theme relates to the principles; the
approach to the treatment of this theme; how it is applied throughout the
project life-cycle and the responsibilities involved.
02
01
The purpose of the Business Case theme
4.1
02
02
The purpose of a
1. Business Case
2. Benefits Review Plan
A.2.1
A.1.1
02
02
03
04
The recommended composition of a

1. Business Case, and in which process(es) it is developed,
verified, maintained and confirmed and which roles are
responsible for this
2. Benefits Review Plan, and in which process(es) it is developed,
used and reviewed and which roles are responsible for this
The relationship between a programmes business case and a projects

Business Case
A.1.2, A.2.2, 4.3, 4.3.14, 12.4.4, 13.4.1-5,

14.4.7, 15.4.4-7, 17.4.34, 18.4.3-4, C/Table 4.1
4.3.1, 4.3.2, 4.3.3
Be able to apply and tailor the relevant aspects of the Business Case theme
to a project scenario, when creating products or making decisions related
to this theme, in any or all of the processes.
Specifically to:
03
01
Identify appropriate information, using the recommended composition, for

inclusion in the products listed in 0203 above
03
02
Identify outputs, outcomes, benefits and dis-benefits
4.2.2, 4.3.4.4
Able to identify, analyse and distinguish between appropriate and

inappropriate application of the Business Case theme throughout the lifecycle of a project scenario.
Specifically to analyse:
04
01
Whether the products listed in 0203 above, using the recommended

composition, are fit for purpose, with reasons, and whether the
appropriate roles have been involved in their development and
maintenance throughout the life of a project
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OR
Level
Primary
Manual
Reference
Organization (OR) Theme
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
Know facts, terms and concepts relating to the Organization theme.

01
01
Roles within the Organization theme
5.3.2
Understand how the Organization theme relates to the principles; the

approach to the treatment of this theme; how it is applied throughout the
project life-cycle and the responsibilities involved.
02
01
The purpose of the Organization theme
5.1
02
02
The three project interests and how these are represented within the three
levels of the project management team structure
5.2.5
5.3.2
02
03
The responsibilities and characteristics of the role of the:

1. Project Board
2. Project Manager
3. Project Assurance
4. Change Authority
5. Team Manager
6. Project Support
5.3.2.2
5.3.2.6
5.3.2.3
5.3.2.4
5.3.2.7
5.3.2.8
02
04
What a stakeholder is
5.2.5
02
05
The purpose of the Communication Management Strategy
A.4.1, 5.3.5.3
02
06
How the four levels of the project management structure apply to the
process model
02
07
The relationship between the Communication Management Strategy and

other products and themes
02
08
The recommended composition of a Communication Management

Strategy, in which process(es) it is developed, used and reviewed and
which roles are responsible for this
5.3.1
5.3.2.2, 5.3.5.3, 8.3.5.5,

10.3.3.4, 13.4.5, 14.4.5,
14.4.6, 14.4.8, 15.4.6,
17.4.4, 18.4.5
A.4.2, 5.3.5.3, 13.4.2-5,

14.4.4-6, 15.4.4-6,
17.4.2, 17.4.4, 18.4.4-5,
C/Table 5.1
Be able to apply and tailor the relevant aspects of the Organization theme to
a project scenario, when creating products or making decisions related to
this theme, in any or all of the processes.
Specifically to:
03
01
Identify an appropriate project management team structure and role

descriptions, including acceptable role consolidations or sharing
5.3.2, C
03
02

inclusion in a Communication Management Strategy
A.4.2
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Be able to identify, analyse and distinguish between appropriate and

inappropriate application of the Organization theme throughout the life-cycle
of a project scenario.
04
01
Whether the following products, using the recommended composition, are

fit for purpose, with reasons, and whether the correct roles have been
involved in their development and maintenance throughout the life of a
project. Including:
1. Project management team structure
2. Communication Management Strategy
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5.3.2, C/Table 5.1

A.4.2
QU
Level
Primary
Manual
Reference
Quality (QU) Theme
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
Know facts, terms and concepts relating to the Quality theme.

01
01
Recall the recommended quality review team roles
6.3.2.1
6.1
6.2.6
Tab 6.1
Understand how the Quality theme relates to the principles; the approach to
the treatment of this theme; how it is applied throughout the project lifecycle and the responsibilities involved.
02
01
The purpose of the Quality theme
02
02
The difference between quality assurance and Project Assurance
02
03
6.3.2.1
02
04
The difference between quality planning, quality control and quality

assurance
6.3.1, 6.3.2, 6.2.6
02
05
The difference between customers quality expectations and acceptance

criteria
6.3.1.1, 6.3.1.2
02
06
The purpose of a:
1. Project Product Description
2. Product Description
3. Quality Register
4. Quality Management Strategy
02
07
The PRINCE2 approach to quality - quality audit trail
02
08

1. Project Product Description
2. Product Description
3. Quality Register
4. Quality Management Strategy
and in which process(es) they are developed, used and reviewed and
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A.21.1
A.17.1
A.23.1
A.22.1
6.3
A.21.2, A.17.2, A.22.2,
A.23.2, 6.3.1.4, 6.3.1.5,
12.4.4-5, 13..4.1,
13.4.2, 13.4.3, 14.4.3-6,
14.4.6, 15.4.1, 15.4.1-5,
16.4.1-3, 17.4.1, 17.4.2,
17.4.4-5, 18.4.1, 18.4.45, C/Table 6.3
Be able to apply and tailor the relevant aspects of the Quality theme to a
project scenario, when creating products or making decisions related to
Specifically to:
03
01

03
02
Identify appropriate actions and responsibilities when applying the quality

review technique to a given product
6.3.2.1
03
03
Identify appropriate actions and responsibilities when applying quality

planning and quality control to a given project
6.3.1, 6.3.2

inappropriate application of the Quality theme throughout the life-cycle of a
project scenario.
04
01

composition, are fit for purpose, with reasons, and whether the
appropriate roles have been involved in their development and
04
02
Use of the quality review technique for a given product
04
03
Whether quality planning activities have been, or are scheduled to be,

undertaken appropriately during the execution of a project, with reasons,
and whether the appropriate roles have been involved. Including:
04
04
Understanding and documenting the customers quality

expectations and the projects acceptance criteria in the Project
Product Description
Formulating a Quality Management Strategy and setting up a

Quality Register
Whether quality control activities have been, or are scheduled to be,

undertaken appropriately during the execution of a project, with reasons,
and whether the appropriate roles have been involved. Including:
Carrying out the quality methods
Maintaining quality and approval records
Gaining acceptance
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6.3.2.1
6.3.1
6.3.1.1
6.3.1.2
6.3.1.3
6.3.1.4
6.3.1.6
6.3.2
6.3.2.1
6.3.2.2
6.3.2.3
6.3.2.4
PL
Level
Primary
Manual
Reference
Plans (PL) Theme
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
Know the facts, terms and concepts relating to the Plans theme.
01
01
7.2.3
01
02
7.3.3
7.1
Understand how the Plans theme relates to the principles; the approach to
the treatment of this theme; how it is applied throughout the project lifecycle and the responsibilities involved.
02
01
The purpose of the Plans theme
02
02
The levels of plans, their purpose and the interrelationship between the:
1. Project Plan
2. Stage Plans
3. Team Plans
4. Exception Plan
02
03
The tasks within the product-based planning technique
02
04
The recommended composition of a Plan, in which process(es) it is

developed, used and reviewed, and which roles are responsible for this
7.2.3-7
7.3.3.1-4 App D
A.16.2, 7.2.3, 7.3.37.3.8, 12.4.6, 13.4.113.4.3, 13.4.5, 14.4.6,

14.4.7, 15.4.1-8, 16.4.13, 17.4.4, 18.4.1, C/
Table 7.1
A.16.2, 7.3.3-7.3.8
Be able to apply and tailor the relevant aspects of the Plans theme to a
project scenario, when creating products or making decisions related to
Specifically to:
03
01

inclusion in a Plan (excluding the schedule)
03
02
Identify the appropriate actions and responsibilities when applying the

product-based planning technique, including the creation of Product
Descriptions, a product breakdown structure and a product flow diagram
7.3.3.1-4, D

inappropriate application of the Plans theme throughout the life-cycle of a
project scenario.
04
04
01
02
Whether a Plan (excluding the schedule), using the recommended

composition, is fit for its purpose, with reasons, and whether the
appropriate roles have been involved in its development and
Whether the Product-based planning technique has been applied

appropriately. This should include analysing the appropriate application of
Product Descriptions, a product breakdown structure and a product flow
diagram, with reasons
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A.16.2, 7.3.3-7.3.8,
C/Table 7.1
7.3.3.1-4, D
RK
Level
Primary
Manual
Reference
Risk (RK) Theme
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
Know facts, terms and concepts relating to the Risk theme.

01
01
The definition of a risk and the difference between a threat and an

opportunity
8.2.1
01
02
The recommended risk response types and whether they are used to
respond to a threat or an opportunity.
Fig 8.7, Tab 8.2
01
03
The difference between a risk owner and a risk actionee
8.3.5.4
8.1
Understand how the Risk theme relates to the principles; the approach to the
treatment of this theme; how it is applied throughout the project life-cycle
and the responsibilities involved.
02
01
The purpose of the Risk theme
02
02
The steps within the recommended risk management procedure. This

should include:
Identify the context and therefore the influences on a projects

Identify the threats and opportunities that may affect a projects

objectives
Estimate risks to assess their probability, impact and proximity
Evaluate the net effect of all risks on a project when aggregated

together
Plan risk management responses
Implement planned risk management responses, identifying an

appropriate risk owner and/or risk actionee
Communicate information related to risks, both within the project

and externally to stakeholders
8.3.5
8.2.2
8.3.5.1
8.2.1
8.3.5.2
8.3.5.3
8.3.5.4
8.3.5.5
02
03
The purpose of a risk budget
8.3.6
02
04
The risk probability, risk impact and risk proximity
8.3.5.2
02
05
The difference between cause, event and effect when expressing a risk
8.3.5.1
02
06
The purpose of a:
1. Risk Management Strategy
2. Risk Register
A.24.1
A.25.1
8.3.2, 8.3.3
02
07
The concept of risk appetite and risk tolerance
02
08

1. Risk Management Strategy
2. Risk Register
and in which process(es) they are developed, used and reviewed, and
A.24.2, A.25.2, 8.3.3-4,

13.4.2, 13.4.5, 14.4.1-7,
15.4.1-2, 15.4.4-8,
16.4.1, 17.4.1-5, 18.4.35, C/Table 8.2 & 8.3
The concept of inherent, secondary and residual risks
8.3.5.3
02
09
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Be able to apply and tailor the relevant aspects of the Risk theme to a project
scenario, when creating products or making decisions related to this theme,
in any or all of the processes.
Specifically to:
03
01

03
02

steps within the recommended risk management procedure, as listed in
0202 above
8.3.5 C/Table 8.2 & 8.3
Identify primary and secondary risks and estimate inherent and residual
risks
8.3.5.3
03
03

inappropriate application of the Risk theme throughout the life-cycle of a
project scenario.
04
04
01
02

composition, are fit for purpose, with reasons, and whether the appropriate
roles have been involved in their development and maintenance
throughout the life of a project
Whether activities undertaken during the execution of the recommended

risk management procedure (listed in 0202 above) are appropriate, with
reasons, and whether the appropriate roles have been involved
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8.3.5 C/Table 8.2 & 8.3
CH
Level
Primary
Manual
Reference
Change (CH) Theme
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
Know facts, terms and concepts relating to the Change theme.

01
01
Three types of issue
9.2.4, Tab 9.1
01
02
Five typical activities of configuration management
9.3.2
Understand how the Change theme relates to the principles; the approach to
the treatment of this theme; how it is applied throughout the project life-cycle
02
01
The purpose of the Change theme
9.1
02
02
The purpose of a change budget
9.3.1.1
02
03
The purpose of a:
2. Configuration Item Record
3. Issue Report
4. Issue Register
5. Product Status Account
A.6.1
A.5.1
A.13.1/2
A.12.1/2
A.18.1
02
04
The steps in the recommended issue and change control procedure
02
05
In which process(es) issues are captured and managed, and which roles are
responsible
SU, 15.4.6-8,
C/Table 9.2 and 9.3
02
06
In which process(es) a change budget and a Change Authority are agreed

and which roles are responsible
14.4.2, 13.4.2, C.1.1
02
07
The recommended composition of a:

2. Configuration Item Record
3. Issue Report
4. Issue Register
5. Product Status Account
and in which process(es) they are developed, used and reviewed, and which
roles are responsible for this
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9.3.3, 9.3.3.1-5
A.6.2
A.5.2
A.13.2
A.12.2
A.18.2
9.3.1, 14.4.2,
14.4.6, 15.4.1-4,
15.4.6-8, 16.4.2,
17.4.1-3, 17.4.5,
18.4.2-5, C/Table
9.2 and 9.3
Be able to apply and tailor the relevant aspects of the Change theme to a
project scenario, when creating products or making decisions related to this
theme, in any or all of the processes.
Specifically to:
03
01

03
02
Identify the appropriate type for a given issue
9.2.4
03
03

recommended issue and change control procedure
9.3.3
03
04
Identify appropriate resource(s) for the role of Change Authority
9.3.1.1, C.8
03
05
Identify the appropriate actions and responsibilities when applying the typical
activities of configuration management
9.3.2

inappropriate application of the Change theme throughout the life-cycle of a
project scenario.
04
04
01
02

roles have been involved in their development and maintenance throughout
the life of a project
Whether activities undertaken during the execution of the recommended
issue and change control procedure are appropriate, with reasons, and
whether the appropriate roles have been involved. Including activities
associated with:
04
03
Capturing and analyzing to determine the type of issue and whether

it can be managed informally or formally
Examining an issue to determine its impact
Proposing a course of action
Deciding on appropriate course of action
Implementing agreed action
9.3.3
9.3.3.1
9.3.3.2
9.3.3.3
9.3.3.4
9.3.3.5
C/Table 9.2 and 9.3
Whether the typical activities of configuration management have been

undertaken appropriately, with reasons, and whether the appropriate roles
have been involved. Including activities associated with:
Planning what level of configuration management is required
Identifying configuration items
Controlling configuration items
Status accounting
Verifying and auditing configuration items
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9.3.2
C/Table 9.2 and 9.3
PG
Level
Primary
Manual
Reference
Progress (PG) Theme
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
Know facts, terms and concepts relating to the Progress theme.

01
01
Lines of authority and reporting between the four levels of management
10.3.1.1, 10.3.3.4
Understand how the Progress theme relates to the principles; the approach to
the treatment of this theme; how it is applied throughout the project life-cycle
02
01
The difference between event-driven and time-driven controls
10.3.3
02
02
The purpose of the Progress theme
10.1
02
03
The concept of management stages and the difference between

management and technical stages
10.3.2, 10.3.2.3
02
04
The factors to consider in identifying management stages
10.3.2.1 - 3
02
05
Tolerance(s): when and how tolerances are set and exceptions reported, in
which management products tolerances are documented and how
management by exception applies to the different levels of management
10.2.3, 10.3.1.1,
10.3.4
The purpose of a:
1. Daily Log
2. Lessons Log
3. Work Package
02
02
02
02
06
07
08
09
The purpose of a:
1. End Stage Report
2. End Project Report
3. Lessons Report
The purpose of a:
1. Checkpoint Report
2. Highlight Report
3. Exception Report
The recommended composition of a:
1. Work Package
2. Lessons Log
3. Checkpoint Report
4. Highlight Report
5. End Stage Report
6. Exception Report
7. End Project Report
8. Lessons Report
and in which process(es) they are developed, used and reviewed, and which
roles are responsible for this
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A.7.1
A.14.1
A.26.1
A.9.1
A.8.1
A.15.1
A.3.1
A.11.1
A.10.1
A.26.2
A.14.2
A.3.2
A.11.2
A.9.2
A.10.2
A.8.2
A.15.2
15.4.1-2, 16.4.1-2,
12.4.2, 15.4.5
13.4.3-5, 17.4.4
15.4.7, 18.4.4,
C/Table 10.2
Be able to apply and tailor the relevant aspects of the Progress theme to a
project scenario, when creating products or making decisions related to this
theme, in any or all of the processes.
Specifically to:
03
01

03
02

concept of management by exception
2.5, 10.2.3, 10.3.1,

10.3.1.1, 10.3.4,
Tab 10.1

inappropriate application of the Progress theme throughout the life-cycle of a
project scenario.
04
04
01
02

roles have been involved in their development and maintenance throughout
the life of a project
Whether activities undertaken to manage by exception during the execution

of the project were applied appropriately, with reasons, and whether the
appropriate roles have been involved.
Page 17
AXELOS Limited 2010
2.5, 10.2.3, 10.3.1,

10.3.1.1, 10.3.4,
C/Table 10.1 & 10.2
SU
Level
Primary
Manual
Reference
Starting up a Project (SU) Process
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
Understand the SU process and how it can be applied and tailored on a

project.
02
01
The purpose of the SU process
12.1
02
02
The objectives of the SU process
12.2
02
03
The context of the SU process
12.3
02
04
The purpose of a Project Brief
A.19.1
02
05
The following activities within the SU process and the responsibilities within
them:
Appointing the Executive and the Project Manager
Capturing previous lessons
Designing and appointing the project management team
Preparing the outline Business Case
Selecting the project approach and assembling the Project Brief
Planning the initiation stage
12.4.1
12.4.2
12.4.3
12.4.4
12.4.5
12.4.6
02
06
How the seven themes may be applied within the SU process
12
02
07
The recommended composition of a Project Brief and in which process(es) it

is developed, used and reviewed, and which roles are responsible
A.19.2, 12.4.5,-6,
13.4.1, 14.4.1-8
Be able to apply the SU process, tailoring the recommended activities and

actions where appropriate, to a project scenario.
Specifically to:
03
01

inclusion in the Project Brief
A.19.2
03
02
Identify the recommended SU process actions when carrying out the

activities listed in 0205 above
12.4
Whether the Project Brief, using the recommended composition, is fit for its
purpose, with reasons, and whether the appropriate roles have been
involved in its development and maintenance throughout the SU process
A.19.2, 12.4
Whether the recommended SU process actions have been undertaken

appropriately, with reasons, and whether the appropriate roles have been
involved when carrying out the activities listed in 0205 above
12.4

inappropriate application of the SU process to a project scenario.
04
04
01
02
Page 18
AXELOS Limited 2010
DP
Level
Primary
Manual
Reference
Directing a Project (DP) Process
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
Understand the DP process and how it can be applied and tailored on a

project.
02
01
The purpose of the DP process
13.1
02
02
The objectives of the DP process
13.2
02
03
The context of the DP process
13.3
02
04
The following activities within the DP process and the responsibilities within
them:
02
05
Authorizing initiation
Authorizing the project
Authorizing a Stage or Exception Plan
Giving ad hoc direction
Authorizing project closure
13.4.1
13.4.2
13.4.3
13.4.4
13.4.5
13
13.4

inappropriate application of the DP process to a project scenario.
04
01
Whether the recommended DP process actions have been undertaken

Page 19
AXELOS Limited 2010
IP
Level
Primary
Manual
Reference
Initiating a Project (IP) Process
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
Understand the IP process and how it can be applied and tailored on a project.
02
01
The purpose of the IP process
14.1
02
02
The objectives of the IP process
14.2
02
03
The context of the IP process
14.3
02
04
The purpose of a Project Initiation Documentation (PID)
A.20.1
02
05
The following activities within the IP process and the responsibilities within
them:
Preparing the Risk Management Strategy
Preparing the Configuration Management Strategy
Preparing the Quality Management Strategy
Preparing the Communication Management Strategy
Setting up the project controls
Refining the Business Case
Assembling the Project Initiation Documentation
02
06
How the seven themes may be applied within the IP Process
02
07
The recommended composition of the Project Initiation Documentation, and

in which process(es) it is developed, used and reviewed, and which roles are
responsible
14.4.1
14.4.2
14.4.3
14.4.4
14.4.5
14.4.6
14.4.7
14.4.8
14
A.20.2,
Be able to apply the IP process, tailoring the recommended activities and

actions where appropriate, to a project scenario. Specifically to:
03
01
Identify the recommended IP process actions when carrying out the activities
listed in 0205 above
14.4
Whether the Project Initiation Documentation, using the recommended

composition, is fit for its purpose, with reasons, and whether the appropriate
roles have been involved in its development and maintenance throughout
the IP process
A.20.2, 14.4
Whether the recommended IP process actions have been undertaken

14.4

inappropriate application of the IP process to a project scenario.
04
04
01
02
Page 20
AXELOS Limited 2010
CS
Level
Primary
Manual
Reference
Controlling a Stage (CS) Process
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
Understand the CS process and how it can be applied and tailored on a

project.
02
01
The purpose of the CS process
15.1
02
02
The objectives of the CS process
15.2
02
03
The context of the CS process
15.3
02
04
The following activities within the CS process and the responsibilities within
them:
02
05
Authorizing a Work Package
Reviewing Work Package status
Receiving completed Work Packages
Reviewing the stage status
Reporting Highlights
Capturing and examining issue and risks
Escalating issues and risks
Taking corrective action
How the seven themes may be applied within the CS process
15.4.1
15.4.2
15.4.3
15.4.4
15.4.5
15.4.6
15.4.7
15.4.8
15
15.4
15.4
Be able to apply the CS process, tailoring the recommended activities and

Specifically to:
03
01
Identify the recommended CS process actions when carrying out the


inappropriate application of the CS process to a project scenario.
04
01
Whether the recommended CS process actions have been undertaken

Page 21
AXELOS Limited 2010
MP
Level
Primary
Manual
Reference
Managing Product Delivery (MP) Process
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
Understand the MP process and how it can be applied and tailored on a

project.
02
01
The purpose of the MP process
16.1
02
02
The objectives of the MP process
16.2
02
03
The context of the MP process
16.3
02
04
The following activities within the MP process and the responsibilities within
them:
02
05
Accepting a Work Package
Executing a Work Package
Delivering a Work Package
How the seven themes may be applied within the MP process
16.4.1
16.4.2
16.4.3
16
16.4
16.4
Be able to apply the MP process, tailoring the recommended activities and

Specifically to:
03
01
Identify the recommended MP process actions when carrying out the


inappropriate application of the MP process to a project scenario.
04
01
Whether the recommended MP process actions have been undertaken

Page 22
AXELOS Limited 2010
SB
Level
Primary
Manual
Reference
Managing a Stage Boundary (SB) Process
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
Understand the SB process and how it can be applied and tailored on a

project.
02
01
The purpose of the SB process
17.1
02
02
The objectives of the SB process
17.2
02
03
The context of the SB process
17.3
02
05
The following activities within the SB process and the responsibilities within
them:
02
04
Planning the next stage
Updating the Project Plan
Updating the Business Case
Reporting stage end
Producing an Exception Plan
How the seven themes may be applied within the SB process
17.4.1
17.4.2
17.4.3
17.4.4
17.4.5
17
17.4
17.4
Be able to apply the SB process, tailoring the recommended activities and

Specifically to:
03
01
Identify the recommended SB process actions when carrying out the


inappropriate application of the SB process to a project scenario.
04
01
Whether the recommended SB process actions have been undertaken

Page 23
AXELOS Limited 2010
CP
Level
Primary
Manual
Reference
Closing a Project (CP) Process
Practitioner
Syllabus Area :
Foundation
Syllabus
Area
Code
Topic
Understand the CP process and how it can be applied and tailored on a

project.
02
01
The purpose of the CP process
18.1
02
02
The objectives of the CP process
18.2
02
03
The context of the CP process
18.3
02
04
The following activities within the CP process and the responsibilities within
them:
02
04
Preparing planned closure
Preparing premature closure
Hand over products
Evaluate the project
Recommend project closure
How the seven themes may be applied within the CP process
18.4.1
18.4.2
18.4.3
18.4.4
18.4.5
18
18.4
18.4
Be able to apply the CP process, tailoring the recommended activities and

Specifically to:
03
01
Identify the recommended CP process actions when carrying out the


inappropriate application of the CP process to a project scenario.
04
01
Whether the recommended CP process actions have been undertaken

Page 24
AXELOS Limited 2010
Good,
butperhaps a
little more
detail here ?
Section 4
Results are
promising : Turned
Elements will be
phased in
gradually as
the software
matures:
It's late!


Workers.
it was good.
Contents
Foundation set 1
75 question exam paper
Answer-sheets (Tear them
out. Youve got four so you
can do the exam 3 times
before resorting to a
photocopier
The answers
The explanation of why the
right answers are right and
the wrong ones are wrong
4: Foundation
Papers
Foundation set 2
As above for a further 75
questions
Foundation purpose paraphrased from the syllabus is
Section: 4 Page 0
to confirm sufficient understanding to work with, or [in] a

project management team [IE candidates understand]:characteristics of a project
benefits of PRINCE2
The principles, themes, roles, processes and management products
Understand means can recognise or state each element's purpose and
objectives
Exam Title:
PRINCE 2 Foundation
Exam Ref:
P29F-GB-V3
Candidate Number:
Qu A
Qu A
Qu A
1.
26.
51.
2.
27.
52.
3.
28.
53.
4.
29.
54.
5.
30.
55.
6.
31.
56.
7.
32.
57.
8.
33.
58.
9.
34.
59.
10.
35.
60.
11.
36.
61.
12.
37.
62.
13.
38.
63.
14.
39.
64.
15.
40.
65.
16.
41.
66.
17.
42.
67.
18.
43.
68.
19.
44.
69.
20.
45.
70.
21.
46.
71.
22.
47.
72.
23.
48.
73.
24.
49.
74.
25.
50.
75.
Sub-Total _________
Sub-Total _________
Sub-Total _________
Marker Initials _____
Total Score _______
Booklet ID: 30369
The Foundation Examination

Sample Paper 1
January 2013 Release
Multiple Choice
1-hour paper
Instructions
1. All 75 questions should be attempted.
2. 5 of the 75 questions are under trial and will not contribute to your
overall score. There is no indication of which questions are under trial.
3. All answers are to be marked on the answer sheet provided.
4. Please use a pencil and NOT ink to mark your answers on the answer
sheet provided. There is only one correct answer per question.
5. You have 1 hour for this paper.
6. You must get 35 or more correct to pass.
Candidate Number: .....................................
PRINCE2 Foundation Examination
Which is one of the six aspects of project performance that needs to be managed?
a)
Accuracy
b)
Reliability
c)
Scope
d)
Ease of use
What theme ensures the project is desirable, viable and achievable?

a)
Organization
b)
Progress
c)
Business Case
d)
Risk
What process is triggered by the Project Manager's request to initiate a project?

a)
Starting up a Project
b)
Initiating a Project
c)
Directing a Project
d)
Managing a Stage Boundary
The purpose of what theme is to establish mechanisms to monitor and compare actual
achievements against those planned?
a)
Business Case
b)
Change
c)
Progress
d)
Quality
Which is an objective of the Closing a Project process?

a)
Check that all the project's products have been accepted by the users
b)
Prepare for the final stage of the project
c)
Capture the customers quality expectations
d)
Ensure that all benefits have been achieved
Identify the missing words in the following sentence.

A purpose of the Managing a Stage Boundary process is to provide the Project Board with
sufficient information so that it can approve the [ ? ] for the next stage.
a)
Work Packages
b)
Exception Report
c)
Stage Plan
d)
Project Brief
What theme provides information on what is required, how it will be achieved and by whom?
a)
Organization
b)
Plans
c)
Business Case
d)
Quality
Which is recommended as a possible risk response type for an opportunity?

a)
Reduce
b)
Transfer
c)
Reject
d)
Fallback
Basing projects on a 'management by exception' principle provides which benefit?

a)
Promotes consistency of project work and staff mobility
b)
Provides a common language
c)
Clarity of what a project will deliver, why, when and by whom
d)
Efficient and cost-effective use of management time
10

The purpose of the [ ? ] process is to establish solid foundations for the project, enabling the
organization to understand the work that needs to be done to deliver the project's products.
11
12
a)
b)
c)
Directing a Project
d)
Which is a purpose of the Managing Product Delivery process?

a)
Controls the link between the Project Manager and the Team Manager(s)
b)
Tracks the progress of a stage with the help of Checkpoint Reports
c)
Provides a link between the work of the Project Manager and the Project Board
d)
Maintains a focus on the delivery of benefits throughout the stage
Which role is responsible for authorizing and monitoring work to be completed and for taking
corrective action within a stage?
a)
Project Manager
b)
Project Support
c)
Project Assurance
d)
Team Manager
13
14
15
Which fact is true of Project Assurance but not quality assurance?

a)
Responsible for monitoring the conduct of the project
b)
Independent of the Project Manager
c)
Appointed as part of the project management team
d)
Responsible for reviewing the project for compliance with corporate standards
Which is NOT a characteristic of a project?

a)
Has a higher degree of risk than business as usual
b)
Involves people with different skills introducing a change that will impact others outside of the
team
c)
Has a lifespan that usually covers the delivery of the desired outcomes and the realization of
all the expected benefits
d)
A temporary management structure created for the implementation of business products
What product forms the 'contract' between the Project Manager and the Project Board for the
project?
a)
Project Plan
b)
c)
d)
Project Brief
16
17
18
Which is an objective of the Managing a Stage Boundary process?

a)
Enable the Project Board to commit resources and expenditure required for the initiation stage
b)
Review and, if necessary, update the Project Initiation Documentation
c)
Provides a break between those managing the project from those creating products
d)
Ensure a periodic review is held to approve the products created within the completed stage
How should a Team Manager escalate a suggestion for an improvement to a product?

a)
Include details in a Checkpoint Report
b)
Include details in a Highlight Report
c)
Raise an issue
d)
Raise an Exception Report
Which is a purpose of the Closing a Project process?

a)
Define the procedure for handing over products
b)
Provide a fixed point at which acceptance for the project product is confirmed
c)
Define formal requirements for the acceptance, execution and delivery of project work
d)
Confirm all project benefits have been achieved
19
20
21
Which is an objective of the Starting up a Project process?

a)
Confirm there are no known restrictions that would prevent the project from being delivered
b)
Ensure all Team Managers understand their responsibilities
c)
Get approval for the Project Plan from corporate or programme management
d)
Prepare the Project Initiation Documentation for authority to initiate the project
What process is used to provide an interface with corporate or programme management?

a)
b)
Directing a Project
c)
Controlling a Stage
d)
Which is NOT a purpose of an End Project Report?

a)
Compare project achievements against what was originally agreed
b)
Record information that will help future projects
c)
Prompt the Project Board to authorize the next stage
d)
Pass on details of any ongoing risks for those who will maintain and operate the finished
product
22
Identify the missing word(s) in the following sentence.

If a baselined product requires modification, the [ ? ] procedure should be applied in order to
manage the modification.
23
24
a)
risk management
b)
exception
c)
issue and change control
d)
quality control
Which is a purpose of a Project Brief?

a)
Describe an agreed position from which the project can be started
b)
Describe the information needs of the project's stakeholders
c)
Describe the configuration management that will be used by the project
d)
Describe the reporting requirements of the Project Board
Which is one of the four integrated elements within PRINCE2?

a)
Quality
b)
Role descriptions
c)
Processes
d)
Product Descriptions
25
Which of the following statements apply to a Stage Plan?

1.
2.
3.
4.
26
Is produced with the knowledge of earlier stages

Provides the basis for control by the Project Board
Is produced close to the time when the planned events will take place
Provides the basis for day-to-day control by the Project Manager
a)
1, 2, 3
b)
1, 2, 4
c)
1, 3, 4
d)
2, 3, 4

Because the Project Board receives regular [ ? ], there is no need for regular progress
meetings.
27
a)
End Stage Reports
b)
Checkpoint Reports
c)
Exception Reports
d)
Highlight Reports
Which is a benefit of using the product-based planning technique?

a)
All the required products of the project will be delivered to time and to cost
b)
Clearly shows how long a project will take
c)
It removes the need for activity-based planning
d)
Reduces the risk of incorrectly scoping the project
10
28
Which of the following statements about the purpose of the Risk theme are true?
1. The Risk theme identifies how to manage risks at the corporate or programme level of
an organization
2. The Risk theme explains the risk management activities to use to improve the chances
of a project delivering its objectives
29
30
a)
Only 1 is true
b)
Only 2 is true
c)
Both 1 and 2 are true
d)
Neither 1 or 2 are true
What project management team role can authorize the premature closure of a project?
a)
Project Manager
b)
Project Board
c)
Project Support
d)
Project Assurance
Which is a purpose of the Organization theme?

a)
Set the tolerance on the cost of resources
b)
Provide project management training to those working within the project
c)
Define the structure of accountability and responsibilities on the project
d)
Implement the controls required to permit management by exception
11
31
32
33
Which process enables the Project Board to exercise overall control of a project?
a)
Directing a Project
b)
Controlling a Stage
c)
d)
Which is the first plan to be created?

a)
Project Plan
b)
Initiation Stage Plan
c)
Team Plan
d)
Exception Plan
What is the PRINCE2 definition of a project?

a)
A number of activities managed as a unit
b)
A unique undertaking that requires organization and resources
c)
An element of work that a Project Manager agrees to deliver
d)
A temporary organization created for the purpose of delivering business products
12
34
35
36
Which is NOT an objective of the Managing Product Delivery process?

a)
Ensure suppliers understand what is expected of them
b)
Ensure products of appropriate quality are delivered
c)
Ensure the Project Board is kept informed of progress on the products
d)
Ensure work for the team is agreed with the Project Manager
Which is an objective of the quality review technique?

a)
Involve key interested parties to promote wider acceptance of the product
b)
Develop and improve the specification of a product through continuous assessment
c)
Agree any changes required to the baselined product
d)
Update the status information in the Configuration Item Record when a product is signed-off
Which is a purpose of the Communication Management Strategy?

a)
Identify how and by whom the projects products will be controlled and protected
b)
Define the method of communication between the project and its stakeholders
c)
Define the structure of responsibilities and accountabilities in support of effective decision

making in a project
d)
Identify the communications required from the Team Manager(s) to the Project Board
13
37

Any requests for change, which require Project Board approval, should be recorded in the [ ? ]
and monitored by the Project Manager
38
39
a)
Product Description
b)
Issue Register
c)
d)
Quality Register
Which is a recommended quality review team role?

a)
Senior User
b)
Presenter
c)
Project Support
d)
Project Assurance
If a product fails its quality check, what product should always be updated?
a)
Risk Register
b)
Issue Register
c)
Quality Register
d)
Lessons Log
14
40
41
42
In what product should the Project Manager enter the details of issues that are resolved
without using the formal issue and change control procedure?
a)
Stage Plan
b)
Daily Log
c)
d)
Checkpoint Report
Which of the PRINCE2 principles uses tolerances to establish the limits of delegated
authority?
a)
Manage by stages
b)
Tailor to suit the project environment
c)
Focus on products
d)
Manage by exception
Which is a purpose of the Starting up a Project process?

a)
Ensuring that the prerequisites for initiating the project are in place
b)
Establishing that the Project Plan can meet the required target dates
c)
Creating the Project Initiation Documentation so the project can be initiated
d)
Confirming to corporate or programme management that quality expectations will be met
15
43
44
45
When should the project management team be reviewed?

a)
As and when new stakeholders are identified
b)
When planning a quality review
c)
When planning the next stage
d)
During product creation
Which is NOT a responsibility of the Project Board?

a)
Allocate tolerances to specialist teams
b)
Transfer ownership of the Benefits Review Plan to corporate or programme management
c)
Approve the Project Product Description
d)
Confirm the required frequency of Highlight Reports
Who sets the project tolerances?

a)
Project Board
b)
Corporate/programme management
c)
Executive
d)
Project Manager
16
46
47
48
PRINCE2 plans are carefully designed to meet the needs of the different levels in the project
organization. Why is this a benefit?
a)
Ensures stakeholders are properly represented
b)
Improves communication and control
c)
Ensures that one plan will meet everyones needs
d)
Reduces the levels of management required in the project organization
What levels of plan are recommended by PRINCE2?

a)
Project Plan
b)
Project Plan and Stage Plan
c)
Project Plan, Stage Plan and Team Plan
d)
Project Plan, Stage Plan, Team Plan and Exception Plan
Which of the following are described in a Product Description?

1.
2.
3.
4.
The component parts of the product

The products that are derived from this product
The skills needed to create the product
The method required to check the product
a)
1, 2, 3
b)
1, 2, 4
c)
1, 3, 4
d)
2, 3, 4
17
49
50
51
Which of the following is funded from a change budget?

a)
All changes to the baseline cost of the project
b)
Increased tolerance required by the Project Manager to complete a stage
c)
Changes to approved baselined products
d)
The correction of an off-specification
What is risk appetite?

a)
Part of the project budget, used to pay for any additional activities required to manage risks
b)
The funds the Project Board is willing to spend on the management of risk
c)
Permissible deviation from planned expenditure without the need to escalate to the next higher
authority
d)
An organization's attitude towards risk-taking
Which role represents the 'delivering' level on the project management team?
a)
Project Board
b)
Project Manager
c)
Team Manager
d)
Project Support
18
52
53
54
Which is a purpose of the Benefits Review Plan?

a)
Document the justification for the undertaking of a project
b)
Describe only residual benefits and those that could not be achieved during the lifecycle of the
project
c)
Provide a schedule for measuring the achievement of benefits
d)
Provide the reasons for the project, for entry into the Business Case
Which is a purpose of a Configuration Item Record?

a)
Provide a summary of the status of all products at any one time
b)
Provide any details of important links between configuration items
c)
Support the creation of the project product breakdown structure
d)
Include an analysis of an issue or risk which caused the product to change
Which is NOT a purpose of the Controlling a Stage process?

a)
Take corrective actions to control deviations from the Stage Plan
b)
Recommend the tolerances for the next stage
c)
Report progress to the Project Board
d)
Assign work to be done
19
55
56
57
Which is a true statement regarding stages?

a)
A project can be scheduled without management stages
b)
There can be several management stages within a technical stage
c)
Several management stages can be scheduled to run concurrently
d)
Technical stages and management stages should always end together
Which is a purpose of the Risk Management Strategy?

a)
Defines the techniques to be used when assessing project risks
b)
Summarizes exposure to strategic, programme, project and operational risks
c)
Recommends responses for each of the project risks
d)
Identifies suitable risk owners for each of the project risks
Which role can the Project Manager also perform?

a)
Executive
b)
Project Assurance
c)
Change Authority
d)
Senior User
20
58
59
60
What are the three recommended types of issue?

a)
Off-specification, request for change and concession
b)
Off-specification, request for change and problem/concern
c)
Request for change, problem/concern, and Issue Report
d)
Request for change, Issue Report and risk
Which of the following is established within the Initiating a Project process?

a)
The various ways in which the project can be delivered
b)
Those who require project information have been identified
c)
All of the information to develop the Project Brief is available
d)
Any constraints which could affect the project have been removed
What term is used to describe when a risk might occur?

a)
Impact
b)
Proximity
c)
Probability
d)
Evaluate
21
61
62
Within what process are Team Plans produced?

a)
b)
Controlling a Stage
c)
d)

If a Project Manager has the appropriate specialist skills and knowledge, they may also
perform the role of [ ? ] on the project.
63
a)
Senior Supplier(s)
b)
Team Manager(s)
c)
Project Assurance
d)
Senior User(s)
Which statement is true for project stakeholders?

a)
Some have decision-making authority within the project environment
b)
All are external to the corporate organization
c)
All are internal to the project management team structure
d)
None have decision-making authority within the project environment
22
64
65
66
Which of the following is funded from a risk budget?

a)
Potential changes that may be required as the project progresses
b)
Shortfall in estimating the development costs of the project's products
c)
Additional activities to reduce, avoid, fallback, transfer, share or enhance project risks
d)
Production of a Risk Management Strategy
Which is NOT an objective of the Controlling a Stage process?

a)
Produce the Stage Plan for the next stage
b)
Focus attention on delivery of the stage's products
c)
Escalate threats to tolerances
d)
Keep issues and risks under control
Which of the following describes an output?

a)
Any of the project's specialist products
b)
The result of the change derived from using the project's products
c)
The measurable improvement resulting from an outcome
d)
A negative outcome
23
67
68
69
Which is a purpose of the Quality theme?

a)
Define the way in which the project will ensure that all products of the project are fit for purpose
b)
Define the procedures and responsibilities for the creation, maintenance and control of project
products
c)
Establish mechanisms to judge whether the project remains desirable and achievable
d)
Enable the assessment of continuing project viability
Which factor should influence the length of a management stage?

a)
Frequency of Highlight Reports
b)
The level of project risk
c)
Availability of the Project Board
d)
Requirement of a specialist team for an element of the development work
After the first stage, when are the Stage Plans for further stages produced?
a)
Near the end of the current stage
b)
After completion of the current stage
c)
When creating the Project Plan
d)
At the start of the initiation stage
24
70
71
72
What is a risk cause?

a)
Negative consequence of a threat occurring
b)
Explanation of the uncertainty which, should it occur, would create a problem
c)
Positive consequence of an exploited opportunity
d)
A known situation which creates uncertainty
Which product is a time-driven control?

a)
End Stage Report
b)
Exception Report
c)
Checkpoint Report
d)
Lessons Report
Which is a purpose of the Project Product Description?

a)
Define the quality checks that will be used for the project's products
b)
Explain what the project must handover to achieve customer acceptance
c)
Confirm the delivery timescales for the project's products
d)
Document the Project Manager's responsibilities for delivering the project's products
25
73
74
75
Which is a purpose of the Change Authority?

a)
Determine the change budget for a project
b)
Assess the impact of all requests for change
c)
Reduce the number of requests for change that need to be escalated to the Project Board
d)
Allow the Project Board to delegate the approval of all risks and Issue Reports
To which role does a Team Manager report an exception situation?

a)
Project Manager
b)
Project Board
c)
Project Assurance
d)
Project Support
What is the first step within the recommended risk management procedure?
a)
Assess
b)
Identify
c)
Implement
d)
Plan
26
PRINCE2 Foundation Examination Answer Key
Week ending:
Exam Paper:GBP210FExam-121214Paper1
Q Ans
Syllabus
Section
Topic
13.1
61 D
MP0203
PL0202.2
7.2.3
62 B OR0203.5 5.3.2.7
OV0102
1.3
63 A
OR0204
5.2.5
34
MP0202
16.2
64 C
RK0203
8.3.6
18.2
35
QU0203
6.3.2.1
65 A
CS0202
15.2
SB0201
17.1
36
OR0205 Appendix A
66 A
BC0101
4.2.2
PL0201
7.1
37
CH0203.4 Appendix A
67 A
QU0201
6.1
RK0102
Table 8.2
38
Ans
Syllabus
Topic
Section
Ans
Syllabus
Topic
Section
OV0101
1.5.2
31
DP0201
BC0201
4.1.
32
DP0203
13.3
33
PG0202
10.1
CP0202
7
8
QU0101
6.3.2.1
16.3
68 B
PG0204
10.3.2.2
69 A
SB0203
17.2
70 D
RK0205
8.3.5.1
71 C
PG0201
10.3.3
OV0202
1.7
39
6.3.1.6 /
QU0206.3
Appendix A
10
IP0201
14.1
40
PG0206.1 Appendix A
11
MP0201
16.1
41
OV0202
2.5
12
CS0203
15.3
42
SU0201
12.1
72 B QU0206.1
Appendix
A
13
QU0202
6.2.6
43
SB0202
17.2
73 C OR0203.4
5.3.2.4 /
9.3.1.1
14
OV0203
1.3
44
OR0203.1
15.4.1
74 A
PG0101
10.3.1.1
15
IP0204
Appendix A
45
PG0205
10.3.1.1
75 B
RK0202
8.3.5
16
SB0202
17.2
46
OV0201
1.7
17
CH0204
9.3.3
47
PL0101
7.2.3
18
CP0201
18.1
48
19
SU0202
12.2
49
CH0202
9.3.1.1
20
DP0202
13.2 / 13.3
50
RK0207
8.3.2
21
PG0207.2 Appendix A
51
OR0202
5.3.1
22
52
BC0202.2 Appendix A
23
53
CH0203.2 Appendix A
24
25
26
27
PL0203
28
29
30
CH0201
9.1
SU0204.1 Appendix A
QU0206.2 Appendix A
OV0103
1.5.3
54
CS0201
15.1
PL0202.2
7.2.5
55
PG0208.2 Appendix A
56
RK0206.1 Appendix A
PG0203
10.3.2.3
7.3.3
57
OR0203.2
5.3.2.4
RK0201
8.1
58
CH0101
Table 9.1
CP0203
18.4.2
59
IP0202
14.2
OR0201
5.1
60
RK0204
8.3.5.2

Rationale
Sample Paper 1
Syllabus Topic:OV0101 - Overview and Principles

Correct Answer:C
Objective:LL1 - Recall the six aspects of project performance to be managed.
a)
Incorrect. May be an acceptance criterion, but this is NOT one of the six aspects of
project performance that need to be managed. The six aspects are cost, timescale,
scope, quality, risk and benefits. Ref 1.5.2
b)
c)
Correct. One of the six aspects, together with costs, timescales, quality, risk and
benefits. Ref 1.5.2
d)
Syllabus Topic:BC0201 - Business Case Theme

Correct Answer:C
Objective:LL2 - Understand the purpose of the Business Case theme.
a)
Incorrect. The Organization theme defines and establishes the project's structure of
accountability and responsibilities. Ref 5.1
b)
Incorrect. The Progress theme establishes mechanisms to monitor and compare actual
achievements against those planned and provides a forecast for the project's continued
viability. Ref 10.1
c)
Correct. The Business Case theme drives decision-making throughout the project and is
used to assess if the project remains viable and benefits can be realized. Ref 4.1
d)
Incorrect. The Risk theme identifies, assesses and controls uncertainties about the
project. Ref 8.1
Syllabus Topic:DP0203 - Directing a Project Process

Correct Answer:C
Objective:LL2 - Understand the context of the Directing a Project process.
a)
Incorrect. The Starting up a Project process prepares for the authorization of the
initiation stage. The request to initiate the project is an action carried out during the
Starting up a Project process. Ref 12.1
b)
Incorrect. The Initiating a Project process prepares documentation to be submitted to

the Project Board for project authorization, but the actual authorization comes from the
Directing a Project process. Ref 14.3
c)
Correct. Only the Project Board can authorize project initiation, and its activities are
covered in the Directing a Project process. Ref 13.3
d)
Incorrect. The Managing a Stage Boundary process prepares material to request

authorization of a stage from the Project Board. Ref 17.1
Syllabus Topic:PG0202 - Progress Theme

Correct Answer:C
Objective:LL2 - Understand the purpose of the Progress theme.
a)
Incorrect. The purpose of the Business Case theme is to establish mechanisms to judge
whether the project is desirable, viable and achievable as a means to support decision
making in its investment. Ref 4.1
b)
Incorrect. The purpose of the Change theme is to identify, assess and control any
potential and approved changes to the baseline. Ref 9.1
c)
Correct. The purpose of the Progress theme is to establish mechanisms to monitor and
compare actual achievements against those planned; provide a forecast for the project
objectives and the project's continued viability, and control any unacceptable deviations.
Ref 10.1
d)
Incorrect. The purpose of the Quality theme is to define and implement the means by
which the project will verify that products are fit for purpose. Ref 6.1
Syllabus Topic:CP0202 - Closing a Project Process

Correct Answer:A
Objective:LL2 - Understand the objectives of the Closing a Project process.
a)
Correct. To verify user acceptance of a project's products. Ref 18.2
b)
Incorrect. The Closing a Project process occurs during the final stage, which is
prepared during the Managing a Stage Boundary process, as for any other stage, except
for the initiation stage. Ref 18.3
c)
Incorrect. The customer's quality expectations are defined and agreed early in the
Starting up a Project process. The expectations are captured in discussions with the
customer (business and user stakeholders) and then refined for inclusion in the Project
Product Description. Ref 12.4.4
d)
Incorrect. NOT all benefits may have been achieved before the project closes. Some will
be measured post-project as part of a benefits review. Ref 18.4.3
Syllabus Topic:SB0201 - Managing a Stage Boundary Process

Correct Answer:C
Objective:LL2 - Understand the purpose of the Managing a Stage Boundary process.
a)
Incorrect. Work Packages are authorized by the Project Manager during the Controlling
a Stage process. Ref 15.4.1
b)
Incorrect. An Exception Report may trigger the Managing a Stage Boundary process if
an Exception Plan is required. Ref 15.4.7
c)
Correct. A purpose of the Managing a Stage Boundary process is to provide sufficient

information to the Project Board, so that it can review the success of the current stage
and approve the next Stage Plan. Ref 17.1
d)
Incorrect. The Project Brief is approved by the Project Board following the Starting up a
Project process, and before the Initiating a Project process. Ref 13.4.1
Syllabus Topic:PL0201 - Plans Theme

Correct Answer:B
Objective:LL2 - Understand the purpose of the Plans theme.
a)
Incorrect. The purpose of the Organization theme is to define and establish the project's
structure of accountabilities and responsibilities. Ref. 5.1
b)
Correct. Planning provides all personnel in a project with information on what is required,
how it will be achieved and by whom, using what specialist equipment and resources,
when events will happen and whether targets are achievable. Ref 7.1
c)
Incorrect. The Business Case is used to document the justification for undertaking the
project. Ref. 4.1
d)
Incorrect. The purpose of the Quality theme is to define and implement the means by
which the project will verify that products are fit-for-purpose. Ref. 6.1
Syllabus Topic:RK0102 - Risk Theme

Correct Answer:C
Objective:LL1 - Recall the risk response types and whether they are used to respond to a
threat or an opportunity.
a)
Incorrect. Reduce is a proactive action taken to reduce the probability or the impact of a
threat occurring, by performing some form of control. Ref Table 8.2
b)
Incorrect. Transfer is where a third party takes on responsibility for some of the financial
impact of a threat. Ref Table 8.2
c)
Correct. Reject is where a conscious and deliberate decision is taken NOT to exploit or
enhance an opportunity, having discerned that this is more economical than to attempt
an opportunity response action. Ref Table 8.2
d)
Incorrect. Putting in place a fallback plan for the actions that will be taken to reduce the
impact of a threat should it occur. This is a reactive form of reduce response which has
no impact on likelihood. Ref Table 8.2

Correct Answer:D
Objective:LL2 - Understand the seven principles.
a)
Incorrect. Consistency of project work is a benefit derived from the use of PRINCE2
project documentation and processes. It facilitates staff mobility between projects and
reduces the impact of personnel changes/handovers. Ref 1.7
b)
Incorrect. PRINCE2 is widely recognized and understood, and therefore provides a

common vocabulary for project participants. A common vocabulary is NOT a benefit
provided by the management by exception principle. Ref 1.7 / 2.5
c)
Incorrect. A PRINCE2 project's product focus provides the benefit of clarifying (for all
parties) what a project will deliver, why, when, by whom and for whom. Ref 1.7
d)
Correct. PRINCE2 is based on a 'management by exception' framework, providing for

efficient and economic use of management time (whether at corporate, programme,
Project Board or project management level). It reduces their time burden without
removing their control by ensuring decisions are made at the right level in the
organization. Ref 1.7 / 2.5
10 Syllabus Topic:IP0201 - Initiating a Project Process

Correct Answer:A
Objective:LL2 - Understand the purpose of the Initiating a Project process.
a)
Correct. The purpose of the Initiating a Project process is to establish solid foundations
for the project, enabling the organization to understand the work that needs to be done
to deliver the project's products before committing to a significant spend. Ref 14.1
b)
Incorrect. The purpose of the Starting up a Project process is to ensure that the
prerequisites for initiating a project are in place by answering the question: do we have a
viable and worthwhile project? Ref 12.1
c)
Incorrect. The purpose of the Directing a Project process is to enable the Project Board
to be accountable for the project's success by making key decisions and exercising
overall control while delegating day-to-day management of the project to the Project
Manager. Ref 13.1
d)
Incorrect. The purpose of the Managing a Stage Boundary process is to enable the
Project Board to be provided with sufficient information by the Project Manager so that it
can review the success of the current stage, approve the next Stage Plan, review the
updated Project Plan, and confirm continued business justification and acceptability of
the risks. Ref 17.1
11 Syllabus Topic:MP0201 - Managing Product Delivery Process

Correct Answer:A
Objective:LL2 - Understand the purpose of the Managing Product Delivery process.
a)
Correct. The Managing Product Delivery process places formal requirements on

accepting, executing and delivering project work. Ref 16.1
b)
Incorrect. This is the role of the Project Manager in the Controlling a Stage process.
Ref 15.4.4
c)
Incorrect. This is an objective of the Controlling a Stage process. Ref 15.1
d)
Incorrect. This is the role of the Project Manager in the Controlling a Stage process. Ref
15.2
12 Syllabus Topic:CS0203 - Controlling a Stage Process

Correct Answer:A
Objective:LL2 - Understand the context of the Controlling a Stage process.
a)
Correct. The Project Manager is responsible for controlling the day-to-day activities of
the stage. Ref 15.3
b)
Incorrect. Project Support provides administrative support to the Project Manager, but is
NOT responsible for authorizing the work. Ref 5.3.2.8
c)
Incorrect. Project Assurance reviews the activities of the stage, but is NOT responsible
for authorizing the work. Ref 5.3.2.3
d)
Incorrect. The Team Manager agrees work with the Project Manager to be delivered as
part of a Work Package. Ref 5.3.2.7
13 Syllabus Topic:QU0202 - Quality Theme

Correct Answer:C
Objective:LL2 - Understand the difference between quality assurance and Project Assurance.
a)
Incorrect. Both Project Assurance and quality assurance are responsible for monitoring
the project's conduct. Project Assurance reports to the project's stakeholders. Quality
assurance reports to the wider community. Ref 6.2.6
b)
Incorrect. They are both independent of the Project Manager. Ref 6.2.6
c)
Correct. Quality assurance is a function within the organization. Project Assurance is a

temporary role within the project management team. Ref 6.2.6
d)
Incorrect. Both Project Assurance and quality assurance are responsible for assuring
that applicable standards are being used. Ref 6.2.6
14 Syllabus Topic:OV0203 - Overview and Principles

Correct Answer:C
Objective:LL2 - Understand the characteristics of a project.
a)
Incorrect. Projects introduce threats and opportunities over and above those we typically
encounter in the course of stable business operations. Projects are more risky. Ref 1.3
b)
Incorrect. The project environment involves a temporary team of people with different
skills working together to introduce change within the business environment. Ref 1.3
c)
Correct. These are characteristics of a programme. Whilst projects do deliver outcomes

and benefits, many will NOT be realized until after the project has closed. Ref 19.4
d)
Incorrect. Projects are temporary in nature. Once the change has been implemented the
need for the project is removed. Ref 1.3

Correct Answer:C
Objective:LL2 - Understand the purpose of the Project Initiation Documentation.
a)
Incorrect. A Project Plan states how and when the objectives will be achieved but is
NOT an agreement on what is to be delivered. That is defined in the Project Initiation
Documentation. Ref A.16
b)
Incorrect. The Project Product Description is used in the Closing a Project process to
verify that the project has delivered what was expected, but is NOT a contract between
the Project Manager and the Project Board. Ref A.21
c)
Correct. The Project Initiation Documentation forms the basis for the management and
overall success of the project and as such is the 'contract' between the Project Manager
and the Project Board. Ref A.20
d)
Incorrect. Information in the Project Brief is NOT confirmed or detailed enough to form a
firm agreement and, after use in creating the Project Initiation Documentation, it is NOT
maintained. Ref A.19
16 Syllabus Topic:SB0202 - Managing a Stage Boundary Process

Correct Answer:B
Objective:LL2 - Understand the objectives of the Managing a Stage Boundary process.
a)
Incorrect. Commencement of the initiation stage is approved by the Project Board during
the Directing a Project process, at the end of start up. This is NOT a stage boundary.
Ref 13.4.1
b)
Correct. Review and, if necessary, update the Project Initiation Documentation (in
particular the Business Case, Project Plan, project approach, strategies, project
management team structure and role descriptions). Ref 17.2
c)
Incorrect. It is the Managing Product Delivery process that provides the break between
the Project Manager and the teams delivering the products. Ref 16.1
d)
Incorrect. Products are assessed and approved as and when they are completed during
the Managing Product Delivery process. These quality checks are NOT left until the end
of the stage. Ref 16.4.2
17 Syllabus Topic:CH0204 - Change Theme

Correct Answer:C
Objective:LL2 - Understand the recommended steps in the issue and change control
procedure.
a)
Incorrect. This is a request for change. Although a Team Manager may refer to it in a
Checkpoint Report it is NOT the vehicle to deal with a change. Ref 9.3.3
b)
Incorrect. The Team Manager does NOT produce Highlight Reports. Ref 10.3.3.4
c)
Correct. A Team Manager will raise it as an issue, but it is the Project Manager who
determines whether this should be dealt with as a formal Issue Report. Ref 9.3.3
d)
Incorrect. The Team Manager does NOT raise Exception Reports. Ref 10.3.4
18 Syllabus Topic:CP0201 - Closing a Project Process

Correct Answer:B
Objective:LL2 - Understand the purpose of the Closing a Project process.
a)
Incorrect. This is done in the Initiating a Project process as part of defining the
Configuration Management Strategy. Ref 14.4.2
b)
Correct. This is a purpose of the Closing a Project process. Ref 18.1
c)
Incorrect. This is a purpose of the Managing Product Delivery process. Ref 16.1
d)
Incorrect. NOT all project benefits will have been achieved at project closure. Ref 18.4.4
19 Syllabus Topic:SU0202 - Starting up a Project Process

Correct Answer:A
Objective:LL2 - Understand the objectives of the Starting up a Project process.
a)
Correct. An objective of the Starting up a Project process is to ensure time is NOT

wasted on initiating any projects that are based on unsound constraints etc. Ref 12.2
b)
Incorrect. The project management team is designed during the Starting up a Project
process, but the actual Team Managers may NOT be appointed until the Managing a
Stage Boundary process. Ref 12.4.3
c)
Incorrect. The Project Plan is created in the Initiating a Project process and approved by
the Project Board in the Directing a Project process. Ref 14.4.6 / 13.4.2
d)
Incorrect. The Project Initiation Documentation is prepared in the Initiating a Project

process. Ref 14.3
20 Syllabus Topic:DP0202 - Directing a Project Process

Correct Answer:B
Objective:LL2 - Understand the objectives of the Directing a Project process.
a)
Incorrect. This process is used by Team Manager(s) to communicate with the Project
Manager within the Controlling a Stage process. Ref 16.1
b)
Correct. This process ensures that corporate or programme management has an

interface to the project. It is a key role for the Project Board to engage with corporate or
programme management and to act as a communication channel. Ref 13.2 / 13.3
c)
Incorrect. The Project Manager should report to and receive information from the Project
Board within this process. Ref 15.1
d)
Incorrect. Products from this process will be provided to the Project Board in the
Directing a Project process for it to communicate with corporate/programme
management. Ref 17.1
21 Syllabus Topic:PG0207.2 - Progress Theme

Correct Answer:C
Objective:LL2 - Understand the purpose of an End Project Report.
a)
Incorrect. The End Project Report includes a comparison of project performance against
the original Project Initiation Documentation. Ref A.8.1
b)
Incorrect. An End Project Report includes the Lessons Report which will help future
projects by their learning from these lessons. Ref A.8.1
c)
Correct. The Project Board would use the End Stage Report in tandem with the next
Stage Plan to decide what action to take with the project: for example, authorize the
next stage, amend the project scope, or stop the project. Ref A.9.1
d)
Incorrect. The End Project Report includes any follow-on action recommendations,
which will contain any risks for the attention of those who will maintain and operate the
finished product. Ref A.8.1

Correct Answer:C
Objective:LL2 - Understand the purpose of the Change theme.
a)
Incorrect. This procedure assesses and controls uncertainty, NOT change. Ref 8.3.5
b)
Incorrect. This procedure monitors and evaluates achievements, NOT change. Ref 10.3.4
c)
Correct. This is the procedure that identifies and controls changes to baselined
products. It is part of the Change theme. Ref 9.1
d)
Incorrect. This procedure defines and produces products that are fit-for purpose. Ref
6.3.2
23 Syllabus Topic:SU0204.1 - Starting up a Project Process

Correct Answer:A
Objective:LL2 - Understand the purpose of the Project Brief.
a)
Correct. One of the purposes of the Project Brief is to ensure the project has a welldefined start point. Ref A.19.1
b)
Incorrect. This is a purpose of the Communication Management Strategy. Ref A.4.1
c)
Incorrect. This is a purpose of the Configuration Management Strategy. Ref A.6.1
d)
Incorrect. This is part of setting up the project controls, performed in the Initiating a
Project process, NOT the Project Brief. Ref A.20.1 / 14.4.5

Correct Answer:C
Objective:LL1 - Recall the four integrated elements.
a)
Incorrect. Quality is an aspect of project performance that needs to be managed. The

integrated elements are the seven principles, seven themes, seven processes and
tailoring. Ref 1.5.3
b)
Incorrect. Role descriptions help to agree and communicate project management team
roles and responsibilities. The integrated elements are the seven principles, seven
themes, seven processes and tailoring. Ref 1.5.3
c)
Correct. Principles, themes, processes and tailoring are the four integrated elements.
Ref 1.5.3
d)
Incorrect. Product Descriptions support the focus on products but the four integrated
elements are the seven principles, seven themes, seven processes and tailoring.
Ref 1.5.3
25 Syllabus Topic:PL0202.2 - Plans Theme

Correct Answer:C
Objective:LL2 - Understand the levels of plan, their purpose and the interrelationship between
them.
a)
Incorrect. (4) A Stage Plan is created at the level of detail needed to enable the day-today control by the Project Manager. Ref 7.2.5
b)
Incorrect. (3) A Stage Plan is created towards the end of the preceding stage. Ref 7.2.5
c)
Correct. (2) The Stage Plan provides the basis for the Project Manager's control. The
Project Board monitors against the Project Plan. Ref 7.2.4
d)
Incorrect. (1) A Stage Plan is produced towards the end of the preceding stage and can
therefore be written with the knowledge of previous stages. Ref 7.2.5

Correct Answer:D
Objective:LL2 - Understand the purpose a Highlight Report.
a)
Incorrect. End Stage Reports are NOT regular and may be too far apart for good
reporting. Ref A.9.1
b)
Incorrect. These are from the Team Manager to the Project Manager. Ref A.3.1
c)
Incorrect. These are NOT regular progress reports. Ref A.10.1
d)
Correct. These are sent on a regular basis by the Project Manager to the Project Board.
Ref A.11.1
27 Syllabus Topic:PL0203 - Plans Theme

Correct Answer:D
Objective:LL2 - Understand the product-based planning technique.
a)
Incorrect. The scope will be clear, but the time and effort taken to deliver them is NOT
affected. Ref 7.3.3
b)
Incorrect. Product-based Planning does NOT involve any estimates, and cannot
therefore identify how long a project will take. Ref 7.3.3
c)
Incorrect. Whilst the technique focuses on identifying the products required of the
project, the activities required to create or change each of the planned products may
need to be identified to give a fuller picture of the plan's workload. Ref 7.3.3
d)
Correct. Clearly and consistently identifying and documenting the plan's products and
interdependencies between them reduces the risk of important scope aspects being
neglected or overlooked. Ref 7.3.3
10
28 Syllabus Topic:RK0201 - Risk Theme

Correct Answer:B
Objective:LL2 - Understand the purpose of the Risk theme.
a)
Incorrect. Statement 1 is false. The purpose of the Risk theme is to manage project
risks, NOT at the corporate or programme level. Ref 8.1
b)
Correct. Only statement 2 is true.The Risk Management Strategy defines activities that
should be implemented to control risks on a project. Statement 1 is false. The purpose
of the Risk theme is to manage project risks, NOT at the corporate or programme
level.Ref 8.1
c)
Incorrect. Only statement 2 is true. See rationales above. Ref 8.1
d)
Incorrect. Statement 2 is true. See rationales above. Ref 8.1

Correct Answer:B
Objective:LL2 - Understand the context of the Closing a Project process.
a)
Incorrect. The Project Manager does NOT have the required level of authority. They will
implement premature closure on the request of the Project Board. Ref 18.4.2
b)
Correct. The Project Board triggers premature closure from the Directing a Project
process. Ref 18.4.2 / 13.4.4
c)
Incorrect. Project Support may supply management information to support a premature

project closure, but the closure can only be triggered from within the project
management team by the decision-making authority of the Project Board. Ref 18.4.2
d)
Incorrect. The Project Board may appoint Project Assurance to undertake some of the
reviewing and assessing actions during the Closing a Project process, but Project
Assurance does NOT have the required level of authority to trigger premature closure.
Ref 18.4.2 / 13.4.5
30 Syllabus Topic:OR0201 - Organization Theme

Correct Answer:C
Objective:LL2 - Understand the purpose of the Organization theme.
a)
Incorrect. This is covered by the Progress theme. Ref 10.1
b)
Incorrect. At the start of the project, team members may need training. The Project
Manager should ensure that training needs are built into the appropriate plans. Ref
5.3.3.2
c)
Correct. The purpose of the Organization theme is to define and establish the project's
structure of accountability and responsibilities (the who?). Ref 5.1
d)
Incorrect. Management by exception requires the setting of stages, targets against the 6
objectives and tolerance for each. This is all covered within the Progress theme. Ref
10.1
11

Correct Answer:A
Objective:LL2 - Understand the purpose of the Directing a Project process.
a)
Correct. The purpose of the Directing a Project process is to enable the Project Board to
be accountable for the projects success by making key decisions and exercising overall
control while delegating day-to-day management of the project to the Project Manager.
Ref 13.1
b)
Incorrect. The Controlling a Stage process enables the Project Manager to assign work
to be done, monitor such work, deal with issues, report progress to the Project Board
and take corrective action. Ref 15.1
c)
Incorrect. The Starting up a Project process ensures the prerequisites are in place for
initiating a project. Ref 12.1
d)
Incorrect. The Initiating a Project process establishes solid foundations for the project.
Ref 14.1

Correct Answer:B
Objective:LL2 - Understand the levels of plans, their purpose and the interrelationship between
the Project Plan, Stage Plans, Team Plans and an Exception Plan.
a)
Incorrect. The Project Plan is created in the Initiating a Project process, but the Stage
Plan for the initiation stage is created before this. Ref 7.2.3
b)
Correct. The Stage Plan, for the initiation stage, contains the creation of the Project
Initiation Documentation. This is the first plan to be created in the PRINCE2 processes.
Ref 7.2.3
c)
Incorrect. Team Plans are optional and are NOT produced until the Managing Product
Delivery process. This process may be optionally used during the initiation of a project,
but the Stage Plan for the initiation stage is created before entering initiation. Ref 7.2.3
d)
Incorrect. An Exception Plan CANNOT be created until there are set targets against
which progress can be measured. These targets are defined in the Project Plan and
subsequent Stage Plans. However, none of these precede the Stage Plan for the
initiation stage. Ref 7.2.3

Correct Answer:D
Objective:LL1 - Recall the definition of a project.
a)
Incorrect. See rationale for option D.
b)
c)
d)
Correct. A project is a temporary organization that is created for the purpose of

delivering one or more business products according to an agreed Business Case. Ref
1.3
12

Correct Answer:C
Objective:LL2 - Understand the objectives of the Managing Product Delivery process.
a)
Incorrect. The Work Package ensures that everyone in the team, including suppliers,
understands what they have to do. Ref 16.2
b)
Incorrect: The Work Package should contain Product Descriptions that describe the
product(s) required, including the quality criteria. Ref 16.2
c)
Correct. The Managing Product Delivery process does NOT have any communications
with the Project Board. Informing the Project Board of progress on the products is part of
Controlling a Stage. Ref 16.2
d)
Incorrect: Ensuring that work for the team is agreed with the Project Manager is part of
the Accept a Work Package activity. Ref 16.2

Correct Answer:A
Objective:LL2 - Understand the objective of the quality review technique.
a)
Correct. Involvement of key interested parties in checking a product's quality promotes

wider acceptance of the projects products. Ref 6.3.2.1
b)
Incorrect. Any change to a product specification must go through formal change control.
Ref 9.1
c)
Incorrect. It is an objective of the quality review technique to baseline the product for
change control purposed. Any changes to a baselined product must go through formal
change control. Ref 6.3.2.1
d)
Incorrect. This is NOT part of the quality review technique. Results of the review are
communicated to the appropriate managers/support personnel who will update this
information. Ref 15.4.2

Correct Answer:B
Objective:LL2 - Understand the purpose of the Communication Management Strategy.
a)
Incorrect. This is the purpose of the Configuration Management Strategy NOT the
Communication Management Strategy. Ref A.6.1
b)
Correct. This is a key element in the use of the Communication Management Strategy.
Ref A.4.1
c)
Incorrect. This reflects the purpose of the Organization theme in PRINCE2 NOT the
Communication Management Strategy. Ref 5.1 / A.4.1
d)
Incorrect. Team Managers communicate with the Project Manager NOT the Project
Board. Ref 5.3.2.7 / A.4.1
13
37 Syllabus Topic:CH0203.4 - Change Theme

Correct Answer:B
Objective:LL2 - Understand the purpose of the Issue Register.
a)
Incorrect. The Product Description will be updated to reflect requests for change, if those
requirements are approved via change control. The Product Description does NOT
contain details of status. Ref A.17.2
b)
Correct. Requests for change should be defined in Issue Reports which should be
recorded in the Issue Register, and their status monitored by the Project Manager. Ref
A.12.1
c)
Incorrect. This shows the status of a product and a cross-reference to any Issue
Reports. It does NOT show the status of requests for change. Ref A.5.2
d)
Incorrect. If requests for change are identified during a quality review, these would be
raised as Issue Reports and added to the Issue Register. The Quality Register does
NOT show the status of Issue Reports. Ref A.23.2

Correct Answer:B
Objective:LL1 - Recall the recommended quality review team roles.
a)
Incorrect. Although the Senior User may participate in a quality review, possibly as a
reviewer, Senior User is NOT a recommended quality review role. Ref 6.3.2.1
b)
Correct. This role introduces the product for review and represents the producer(s) of the
product. The presenter also coordinates and tracks the work after the review, i.e.
applying changes to the product agreed by the team. Ref 6.3.2.1
c)
Incorrect. Although Project Support may participate in a quality review, possibly as an

administrator, Project Support is NOT a recommended quality review role. Ref 6.3.2.1
d)
Incorrect. Although Project Assurance may participate in a quality review, possibly as a

reviewer, and are responsible for identifying appropriate people to fulfil this role, Project
Assurance is NOT a recommended quality review role. Ref 6.3.2.1
39 Syllabus Topic:QU0206.3 - Quality Theme

Correct Answer:C
Objective:LL2 - Understand the purpose of a Quality Register.
a)
Incorrect. This event has already happened. There is no uncertainty about its
occurrence, therefore it is NOT a risk. Ref 8.2.1 / A.25.1
b)
Incorrect. This may be raised as an issue (Off-specification) and formally managed if, for
example, the failure is likely to lead to an exception situation. However, the product that
should always be updated with the result of the quality activities is the Quality Register.
Ref 6.3.1.6 / A.23.1
c)
Correct. The Quality Register records the results of all quality management activities.
Ref 6.3.1.6 / A.23.1
d)
Incorrect. Whilst there may be a recommendation on how this product should be

developed to avoid this experience on future projects, this statement does NOT provide
evidence of this. Ref 6.3.1.6 / A.14.1
14

Correct Answer:B
Objective:LL2 - Understand the purpose of a Daily Log.
a)
Incorrect. The Stage Plan is used to record the activities and products planned for the
stage. Ref 7.2.5
b)
Correct. The Project Manager can deal with issues informally, but these should be
entered in the Daily Log. Ref A.7.1
c)
Incorrect. A Configuration Item Record contains information on the status of each

product. Ref A.5.1
d)
Incorrect. A Checkpoint Report is produced by the Team Manager providing progress on

a Work Package. Ref A.3.1

Correct Answer:D
Objective:LL2 - Understand the seven principles
a)
Incorrect. This requires that the project be broken into manageable stages with control
or decision points. Ref 2.4
b)
Incorrect. This requires that a decision be made as to how the project management
method is to be applied. Ref 2.7
c)
Incorrect. This requires that the full scope of the project is understood and that all
deliverables are fully defined. Ref 2.6
d)
Correct. Accountability is established by delegating authority from one management

level to the next by setting tolerances against the six objectives for the respective level
of the plan: time, cost, quality, scope, risk, benefit. Ref 2.5

Correct Answer:A
Objective:LL2 - Understand the purpose of the Starting up a Project process.
a)
Correct. The purpose of the Starting up a Project process is to ensure that the question
'do we have a viable and worthwhile project' can be answered. This is achieved by
ensuring the prerequisites for initiating the project are in place. Ref 12.1
b)
Incorrect. The Project Plan is created in the Initiating a Project process NOT the Starting
up a Project process. Ref 14.4.6
c)
Incorrect. The Project Initiation Documentation is created in the Initiating a Project

process NOT the Starting up a Project process. Ref 14.4.8
d)
Incorrect. The customer's quality expectations are captured and documented in the
Project Product Description during the Starting up a Project process. There is no
confirmation that these will be met at this point in time as they are a target objective.
Ref 12.4.4
15

Correct Answer:C
a)
Incorrect. New stakeholders may be identified at any time and will need to be added to
the Communication Management Strategy, NOT to the project management team
structure. Ref A.4.2
b)
Incorrect. The individuals nominated to take the roles within a quality review are NOT
recorded in the project management team structure. They will be recorded in the Quality
Register and on the associated Product Descriptions. Ref A.23.2 / A.17.2
c)
Correct. New Team Managers may be required for the next stage, different Project
Assurance may be required due to the nature of the next stage, etc. Ref 17.2 / 17.4.1
d)
Incorrect. The project management team structure includes the Team Manager, but NOT
the team members. This detail would be amended in the Team Plan. Ref 16.4.2
44 Syllabus Topic:OR0203.1 - Organization Theme

Correct Answer:A
Objective:LL2 - Understand the role of the Project Board.
a)
Correct. Tolerance is allocated to the Project Manager by the Project Board when
authorizing the next stage. Tolerance is allocated to specialist teams by the Project
Manager, NOT the Project Board. Ref 15.4.1
b)
Incorrect. As the Benefits Review Plan includes resources beyond the life of the project,
ownership of this plan needs to transfer to corporate or programme management when
authorizing project closure. Ref 13.4.5
c)
Incorrect. The Project Product Description is incorporated within the Project Brief which
is approved by the Project Board when authorizing initiation. Ref 13.4.1
d)
Incorrect. The Project Board agree the frequency of Highlight Reports with the Project
Manager at the end of each stage, when authorizing a Stage Plan or Exception Plan.
Ref 10.3.3.4
45 Syllabus Topic:PG0205 - Progress Theme

Correct Answer:B
Objective:LL2 - Test understanding of the setting of project level tolerances.
a)
Incorrect. The Project Board has overall control at a project level, as long as forecasts
remain with project tolerance, and will allocate tolerances for each management stage to
the Project Manager. Ref 10.3.1.1
b)
Correct. Corporate/programme management sits outside the project but sets the overall
requirements and tolerance levels of the project. Ref 10.3.1.1
c)
Incorrect. The Executive forms part of the Project Board. Project tolerance is set by the
corporate/programme management for the Project Board. Ref 10.3.1.1
d)
Incorrect. The Project Manager agrees Work Package tolerance with the Team Manager
(s). Ref 10.3.1.1
16

Correct Answer:B
Objective:LL2 - Understand the benefits of using PRINCE2.
a)
Incorrect. Stakeholders are NOT represented in plans. They may receive copies. Ref 1.7
b)
Correct. PRINCE2 plans are designed to meet the needs of the different levels in the
project organization and assist in communication and control by being regularly updated
and copied to the necessary levels. Ref 1.7
c)
Incorrect. One plan is unable to meet the needs of all levels in the project organization.
Ref 7.2.3
d)
Incorrect. The levels of management in a project organization are recommended within

the PRINCE2 method. The recommended plans do NOT affect the levels of management
required. Ref 5.3.1

Correct Answer:C
Objective:LL1 - Recall the levels of plan recommended by PRINCE2.
a)
Incorrect. In addition there are two further levels: the Stage Plan and Team Plan. Ref
7.2.3
b)
Incorrect. In addition there is a further level of Team Plan. Ref 7.2.3
c)
Correct. Project Plan, Stage Plan and Team Plan (Exception Plan replaces one of
these). Ref 7.2.3
d)
Incorrect. Project Plan, Stage Plan and Team Plan (Exception Plan replaces one of
these). Ref 7.2.3

Correct Answer:C
Objective:LL2 - Understand the purpose of a Product Description.
a)
Incorrect. (4) By understanding the quality method and quality skills needed, the review
activities can be planned for and scheduled. Ref A.17.1
b)
Incorrect. (3) The skills needed to develop the product will aid resource planning. Ref
A.17.1
c)
Correct. (2) The Product Description includes products on which this one is dependant
but NOT vice versa. Ref A.17.1
d)
Incorrect. (1) The composition will identify the parts of a product giving an indication of
its 'size' to assist estimating. Ref A.17.1
17

Correct Answer:C
Objective:LL2 - Understand the purpose of a change budget.
a)
Incorrect. Any changes to the project costs will come from Corporate Management
unless it is allowed for in the Project Board tolerance. Ref 10.3.3.1
b)
Incorrect. The cost tolerance is given to the Project Manager for each stage. Any
increase would require an Exception Report that the Project Board would review and if
necessary fund from the project's tolerance. Ref 10.3.4
c)
Correct. This is a sum of money the customer and supplier agree will fund any request
for change. It is given to a Change Authority to manage and control. Ref 9.3.1.1
d)
Incorrect. The change budget does NOT pay for corrections to off-specifications. Ref
9.3.1.1

Correct Answer:D
Objective:LL2 - Understand the concept of risk appetite/tolerances.
a)
Incorrect. This is a risk budget, a sum of money included within the project budget and
set aside to fund specific management responses to the project's threats and
opportunities. Ref 8.3.6
b)
Incorrect. This is a risk budget, the mechanisms for control of and access to which
should be detailed in the Risk Management Strategy. Ref 8.3.6
c)
Incorrect. This describes cost tolerance, NOT risk appetite. Ref 10.2.3
d)
Correct. An organization's unique attitude towards risk-taking that in turn dictates the
amount of risks it considers acceptable. Ref 8.3.2

Correct Answer:C
Objective:LL2 - Understand the three project interests and how these are represented within
the three levels of the project management team structure.
a)
Incorrect. The Project Board represents the 'directing' level. Ref 5.3.1
b)
Incorrect. The Project Manager represents the 'managing' level. Ref 5.3.1
c)
Correct. The 'delivering' level relates to the Team Manager responsible for delivering the
project's products which they do via the Managing Product Delivery process. Ref 5.3.1
d)
Incorrect. Project Support does NOT represent a level on the project management team.
Ref 5.3.1
18
52 Syllabus Topic:BC0202.2 - Business Case Theme

Correct Answer:C
Objective:LL2 - Understand the purpose of a Benefits Review Plan.
a)
Incorrect. This is a purpose of the Business Case. Ref A.2.1
b)
Incorrect. The Benefits Review Plan includes all benefits, NOT just those which can be
measured after the project has closed. Ref A.1.1
c)
Correct. The Benefits Review Plan is used to cover the assessment of benefits. Ref
4.3.3 / A.1.1
d)
Incorrect. The reasons for the project are derived from the project mandate and
documented in the outline Business Case during the Starting up a Project process. Ref.
12.4.4

Correct Answer:B
Objective:LL2 - Understand the purpose of a Configuration Item Record.
a)
Incorrect. This describes the Product Status Account. Each version of a product has a
different Configuration Item Record. Ref A.18.1
b)
Correct. Contains the relationship with other items which may be affected by any
changes to the product. Ref 9.3.1.2 / A.5.1
c)
Incorrect. The maximum level of control possible is determined by breaking down the
project's products until the level reached at which a component can be independently
installed, replaced or modified. The product breakdown structure can therefore support
configuration management. Ref 9.3.2
d)
Incorrect. Configuration Item Records include a cross-reference to any issues or risks

which caused the product to change, it does NOT contain details of the issues/risks
themselves. Ref A.5.2

Correct Answer:B
Objective:LL2 - Understand the purpose of the Controlling a Stage process.
a)
Incorrect. The Project Manager takes corrective actions to ensure the stage remains
within tolerance. Ref 15.1 / 15.4.8
b)
Correct. The recommendation of stage tolerances is done while planning the stage in the
Managing a Stage Boundary process. Ref 17.4.1 / 13.4.3
c)
Incorrect. The Project Manager will report progress to the Project Board using Highlight
Reports. Ref 15.1 / 15.4.5
d)
Incorrect. The Project Manager will assign work to be done in Work Packages. Ref
15.1 / 15.4.1
19

Correct Answer:B
Objective:LL2 - Understand the concept of management stages and the difference between
management and technical stages.
a)
Incorrect. PRINCE2 mandates a minimum of two management stages, initiation and the
rest of the project. Ref 10.3.2.1
b)
Correct. A technical stage can span over more than one management stage. Ref
10.3.2.3
c)
Incorrect. Management stages do NOT overlap, technical stages do. Ref 10.3.2.2
d)
Incorrect. Management stages and technical stages can be scheduled to coincide, but
this is NOT true of all stages. Ref 10.3.2.2
56 Syllabus Topic:RK0206.1 - Risk Theme

Correct Answer:A
Objective:LL2 - Understand the purpose of the Risk Management Strategy.
a)
Correct. The Risk Management Strategy describes the specific risk management
techniques and standards to be applied, and the responsibilities for achieving an
effective risk management procedure. Ref A.24.1
b)
Incorrect. Exposure to risk is summarized in the risk profile. This procedure is defined in
the Risk Management Strategy. Ref A.24
c)
Incorrect. The Risk Management Strategy defines the different categories of risk
responses which can be used to identify suitable actions for each risk. It does NOT
define the specific response actions appropriate for each risk. Ref A.24
d)
Incorrect. Risk owners are identified and recorded in the Risk Register. Ref A.25.2

Correct Answer:C
Objective:LL2 - Understand the responsibilities and characteristics of the role of the Project
Manager.
a)
Incorrect. The Project Manager CANNOT perform the role of the Executive, the two roles
must be independent. Ref 5.3.2.1
b)
Incorrect. The Project Assurance role CANNOT be delegated to the Project Manager,
the roles must remain independent. The Project Assurance role is owned by the Project
Board members and can be delegated by them but NOT to the Project Manager. Ref
5.3.2.3
c)
Correct. The Change Authority role can be delegated by the Project Board to the Project
Manager. Ref 5.3.2.4
d)
Incorrect. The Senior User role can be combined with the Executive role but CANNOT be
performed by the Project Manager, the Project Manager and any Project Board role are
always separate. Ref 5.3.2.1
20

Correct Answer:B
Objective:LL1 - Recall the three types of issue.
a)
Incorrect. A concession is an off-specification which has been accepted without

corrective action. Ref Table 9.2
b)
Correct. Each of these is a type of issue. Ref Table 9.1
c)
Incorrect. An Issue Report contains the description, impact assessment and

recommendations for a request for change, off-specification or a problem/concern. It is
only created for those issues that need to be handled formally. Ref 9.3.1.6
d)
Incorrect. An Issue Report contains the description, impact assessment and

recommendations for a request for change, off-specification or a problem/concern. It is
only created for those issues that need to be handled formally. Ref 9.3.1.6. A risk is
NOT a type of issue. Ref Table 9.1

Correct Answer:B
Objective:LL2 - Understand the objectives of the Initiating a Project process.
a)
Incorrect. The available project approaches are evaluated in the Starting up a Project
process. Ref 12.2 / 12.4.5
b)
Correct. An objective of the Initiating a Project process is to ensure that there is

common understanding of who needs information, in what format, and at what time. Ref
14.2 / 14.4.4
c)
Incorrect. The Project Brief is developed in the Starting up a Project process NOT the
Initiating a Project process. Ref 12.2
d)
Incorrect. A focus of the Initiating a Project process is to understand and put strategies
in place to manage constraints, NOT to remove them. Ref 14.2

Correct Answer:B
Objective:LL2 - Understand the probability, impact and proximity of a risk.
a)
Incorrect. The impact of each risk is measured in terms of the project objectives. The
impact identifies what the outcome would be if the risk occurs. Ref 8.3.5.2
b)
Correct. The point in time, or within the project, when the risks might materialize. Ref
8.3.5.2
c)
Incorrect. The likelihood of the risk occurring - is it highly likely or NOT very likely. Ref
8.3.5.2
d)
Incorrect. This activity assesses the net effect of all the identified risks on a project
when aggregated together. Ref 8.3.5.2
21

Correct Answer:D
Objective:LL2 - Understand the context of the Managing Product Delivery process.
a)
Incorrect. Team Plans are produced by the Team Manager during the Managing a
Product Delivery process. Ref 16.3
b)
c)
d)
Correct. Team Plans are produced by the Team Manager during the Managing a Product
Delivery process. Ref 16.3

Correct Answer:B
Objective:LL2 - Understand the role of the Team Manager.
a)
Incorrect. The Project Manager CANNOT take on the role of Senior Supplier. This would
prove to be a conflict of interests. Supplier assurance must remain independent
of/CANNOT be delegated to the Project Manager. Ref 5.3.2.3
b)
Correct. The appointment of separate Team Managers is optional. If the Project Manager
has the appropriate knowledge, coverage, etc, they may manage the teams directly. Ref
5.3.2.7
c)
Incorrect. Project Assurance is the responsibility of the Project Board and must remain
independent of/CANNOT be delegated to the Project Manager. Ref 5.3.2.3
d)
Incorrect. The Project Manager CANNOT take on the role of Senior User. This would
prove to be a conflict of interests. User assurance must remain independent of/CANNOT
be delegated to the Project Manager. Ref 5.3.2.3

Correct Answer:A
Objective:LL2 - Understand what a stakeholder is.
a)
Correct. Project Board members are stakeholders. Those with a role on the Project
Board will have an interest in, and influence over the project. Project Board members are
decision-makers representing stakeholders, i.e. business, user and supplier interests.
Ref 5.2.5
b)
Incorrect. Stakeholders are both internal and external to the corporate organization.
Primary stakeholders are represented on the Project Board, others are external to the
project management team. Ref 5.3.5.2
c)
Incorrect. Corporate and/or programme management are stakeholders within a project

but do NOT sit within the project management team structure. Ref 5.3.1
d)
Incorrect. Project Board members are stakeholders. Those with a role on the Project
Board will have an interest in, and influence over the project. Project Board members are
decision-makers representing stakeholders, i.e. business, user and supplier interests.
Ref 5.2.5
22

Correct Answer:C
Objective:LL2 - Understand the purpose of a risk budget.
a)
Incorrect. These would be funded by a change budget, NOT the risk budget. Ref 9.3.1.1
b)
Incorrect. This would be funded from any cost tolerance. Ref Table 10.1
c)
Correct. The risk budget is set aside to fund specific management responses to the
project's threats and opportunities. Ref 8.3.6
d)
Incorrect. The use of a risk budget is defined within the Risk Management Strategy,
during the Initiating a Project process. Ref A.24.2 / 8.3.6

Correct Answer:A
Objective:LL2 - Understand the objectives of the Controlling a Stage process.
a)
Correct. The Stage Plan is produced in the Managing a Stage Boundary process,
towards the end of a stage, and is NOT an objective of the Controlling a Stage process.
Ref. 15.2 / 17.4.1
b)
Incorrect. Any movement away from the direction and products agreed at the start of the
stage is monitored to avoid uncontrolled change ('scope creep') and a loss of focus. Ref
15.2
c)
Incorrect. The project management team is focused on delivery within the tolerances laid
down. The stage should NOT exceed the tolerances agreed with the Project Board. Ref
15.2
d)
Incorrect. Throughout a stage, the project management team should be watching for,
assessing and dealing with issues and risks. Ref 15.2 / 15.3
66 Syllabus Topic:BC0101 - Business Case Theme

Correct Answer:A
Objective:LL1 - Recall the definition of a project output, an outcome, a benefit and a disbenefit.
a)
Correct. This is an output - a specialist product (whether tangible or intangible). Ref

4.2.2
b)
Incorrect. This is an outcome. Ref 4.2.2
c)
Incorrect. This is a benefit. Ref 4.2.2
d)
Incorrect. This is dis-benefit. Ref 4.3.4.4
23

Correct Answer:A
Objective:LL2 - Understand the purpose of the Quality theme.
a)
Correct. The Quality theme defines the PRINCE2 approach to ensuring that the project's
products meet business expectations. Ref 6.1
b)
Incorrect. This is covered by the Change theme. Ref 9.1
c)
Incorrect. This is covered by the Business Case theme. Ref 4.1
d)
Incorrect. This is a purpose of the Progress theme. Ref 10.1

Correct Answer:B
Objective:LL2 - Understand the factors to consider in identifying management stages.
a)
Incorrect. The frequency of Highlight Reports will be considered when planning each
stage. It is NOT an influence when deciding on the duration of a stage. Ref 10.3.2.2 /
10.3.1.2
b)
Correct. Stage breaks can be inserted at key points when risks to the project can be
reviewed before major commitments of money or resources. Ref 10.3.2.2
c)
Incorrect. Management stages will be set according to the confidence of the Project
Board and Project Manager in proceeding. Management stages are NOT set according
to the availability of the Project Board. Ref 10.3.2.2 / 10.3.1.2
d)
Incorrect. Technical stages are typified by the use of a particular set of specialist skills.
Management stages equate to commitment of resources and authority to spend. Ref
10.3.2.2 / 10.3.1.3

Correct Answer:A
Objective:LL2 - Understand the context of the Managing a Stage Boundary process.
a)
Correct. The Stage Plan for the next stage should be planned near the end of the current
stage when managing a stage boundary. Ref 17.2 / 17.3 / 17.4.1 / 7.2.5
b)
Incorrect. The Stage Plan for the next stage should be planned near the end of the
current stage when managing a stage boundary, so that it can be approved by the
Project Board and the next stage can commence. Ref 17.4.1
c)
Incorrect. The Project Plan is produced in the Initiating a Project process. Ref 14.4.6
d)
Incorrect. The plan for the second stage of a project may be produced towards the end
of initiation, but this is NOT when Stage Plans for further stages are produced. Ref 7.2.5
24

Correct Answer:D
Objective:LL2 - Understand the difference between cause, event and effect when expressing a
risk.
a)
Incorrect. This is describing a risk effect. The risk effect should describe the impact
(s) that the risk would have on the project objectives should the risk materialize. Ref
8.3.5.1
b)
Incorrect. This is describing a risk event. The risk event should describe the area of
uncertainty in terms of the threat or the opportunity. Ref 8.3.5.1
c)
Incorrect. This is describing a risk effect. The risk effect should describe the impact
(s) that the risk would have on the project objectives should the risk materialize. Ref
8.3.5.1
d)
Correct. This is describing a risk cause. The risk cause should describe the source of
the risk, i.e. the situation that gives rise to the risk. These are often referred to as risk
drivers. Ref 8.3.5.1

Correct Answer:C
Objective:LL2 - Understand the difference between event-driven and time-driven controls.
a)
Incorrect. The end of a stage is NOT a periodic control, i.e. it does NOT occur weekly or
monthly. Ref 10.3.3
b)
Incorrect. Exception situations are NOT a periodic control, i.e. you CANNOT plan for
them. Ref 10.3.3
c)
Correct. Time-driven controls take place at predefined periodic intervals. The frequency
and format of the Checkpoint Reports will be agreed in the Work Package. Ref 10.3.3
d)
Incorrect. Produced at the end of a stage and the end of the project, these are NOT
periodic controls, i.e. it does NOT occur weekly or monthly. Ref 10.3.3

Correct Answer:B
Objective:LL2 - Understand the purpose of a Project Product Description.
a)
Incorrect. This is a purpose of the Quality Management Strategy. Ref A.22.1
b)
Correct. A purpose of the Project Product Description is to define what the project must
deliver in order to gain customer acceptance. Ref A.21.1
c)
Incorrect. This is the purpose of the Project Plan. Ref 7.2.4
d)
Incorrect. The Project Manager's responsibilities are defined by the Executive in the
Starting up a Project process and they are NOT documented in the Project Product
Description. Ref A.21.1 / 12.4.1
25

Correct Answer:C
Objective:LL2 - Understand the role of a Change Authority.
a)
Incorrect. If there is to be a change budget, this will be determined by the Project Board,
as part of the overall project budget. Ref 9.3.1.1 / 13.4.2
b)
Incorrect. This is the role of the Project Manager, NOT the Change Authority. Ref
9.3.3.2 / 9.3.1.1
c)
Correct. Within the limits of authority set by the Project Board, changes can be
approved by the Change Authority without the need for escalation. Ref 5.3.2.4 / 9.3.1.1 /
C.8.
d)
Incorrect. The Change Authority deals with requests for change and off-specifications,
NOT risks. There should be a limit to the delegated authority in terms of the
characteristics of changes which can be approved by the Change Authority. Ref 9.3.1.1

Correct Answer:A
Objective:LL1 - Recall the lines of authority and reporting between the four levels of
management.
a)
Correct. The Team Manager has control for a Work Package, within the Work Package
tolerances agreed with the Project Manager. During execution of the Work Package, if
any forecasts indicate that it is likely to exceed the agreed tolerances, then the
deviation should be referred to the Project Manager by the Team Manager in order to get
a decision on corrective action. Ref 10.3.1.1
b)
Incorrect. If a Team Manager forecasts an exception situation, it should be escalated to

the Project Manager via an issue. See rationale A.
c)

d)


Correct Answer:B
Objective:LL2 - Understand the five steps within the risk management procedure.
a)
Incorrect. If the risk has NOT been identified, it CANNOT be assessed. Ref 8.3.5
b)
Correct. The risk must first be identified before it can be assessed, and responses
planned and then implemented. Ref 8.3.5
c)
Incorrect. If the risk has NOT been identified, it CANNOT be assessed. Therefore
responses CANNOT be planned or implemented. Ref 8.3.5
d)
Incorrect. If the risk has NOT been identified, it CANNOT be assessed. Therefore
responses CANNOT be planned or implemented. Ref 8.3.5
26

Sample Paper 2
Multiple Choice
1-hour paper
Instructions
1. All 75 questions should be attempted.
2. 5 of the 75 questions are under trial and will not contribute to your
overall score. There is no indication of which questions are under trial.
3. All answers are to be marked on the answer sheet provided.
4. Please use a pencil and NOT ink to mark your answers on the answer
sheet provided. There is only one correct answer per question.
5. You have 1 hour for this paper.
6. You must get 35 or more correct to pass.
Candidate Number: .....................................
Which is one of the six aspects of project performance that needs to be managed?
a)
Customers
b)
People
c)
Benefits
d)
Processes
What is the trigger for the Starting up a Project process?

a)
Project Brief
b)
Project Plan
c)
Project mandate
d)
Outline Business Case
Which is a purpose of the Business Case theme?

a)
Establish mechanisms to monitor and compare actual achievements against those planned
b)
Establish methods to judge whether the ongoing project is justified
c)
Assess and control uncertain events or situations
d)
Describe how, when and at what cost products can be delivered
What role is responsible for creating a Team Plan in the Managing Product Delivery process?
a)
Project Manager
b)
Team Manager
c)
Project Support
d)
Senior User
The incorporation of the primary stakeholders on the project management team supports what
principle?
a)
Continued business justification
b)
Defined roles and responsibilities
c)
Manage by stages
d)
Learn from experience
Which describes risk appetite?

a)
An organization's attitude towards risk-taking
b)
Probable effect on the project delivering its objectives
c)
Probable timeframe within which a risk may occur
d)
Level of risk exposure that, when exceeded, triggers an exception

If the Project Manager needs to know the results of a quality review, the [ ? ] will provide a
summary together with the date of any follow-up meeting.
a)
Stage Plan
b)
Issue Register
c)
Daily Log
d)
Quality Register
How is the Project Initiation Documentation used during the Closing a Project process?
a)
As the basis for comparing the original aim of the project against what was actually achieved
b)
Provides the controls for the final stage of the project
c)
Updated to include relevant lessons from previous projects
d)
Provides the Project Product Description for approval by the Project Board
What role agrees the techniques, products and constraints for a Work Package with the
Project Manager?
a)
Executive
b)
Project Assurance
c)
Senior Supplier
d)
Team Manager
10
Identify the missing word in the following sentence.

PRINCE2 recommends three levels of [ ? ] to reflect the needs of the different levels of
management involved in a project.
11
12
a)
product
b)
activity
c)
plan
d)
benefit
Which is a purpose of a Configuration Item Record?

a)
Record quality issues found in a quality test of the product
b)
Explain which procedure should be used for updating the Configuration Item Records of
products completed in the stage
c)
Explain which procedure should be used for transferring completed products into the
operational and maintenance environment
d)
Record the development status of a product in a completed Work Package
When authorizing a stage, in which product would the Project Board look for an explanation of
any deviations from the approved plans that are within tolerance?
a)
Lessons Report
b)
End Stage Report
c)
d)
13
Which of the following are a purpose of the Benefits Review Plan?

1. Define how a measurement of the achievement of the project's benefits can be made
2. Define what benefits assessments need to be undertaken
3. Define the project, in order to form the basis for its management and an assessment of
its overall success
4. Define the activities required to measure the expected project's benefits
14
15
a)
1, 2, 3
b)
1, 2, 4
c)
1, 3, 4
d)
2, 3, 4
Which is a purpose of the Organization theme?

a)
Define the total resource requirements of the project
b)
Capture the project acceptance criteria
c)
Define the responsibilities for managing teams
d)
Establish mechanisms to judge whether the project is desirable and achievable
Which is a purpose of a Project Brief?

a)
Define how and when a measurement of the achievement of the project's benefits can be made
b)
Define any lessons from previous projects and how they may affect this project
c)
Communicate the quality techniques and standards to be applied to achieve the required
quality levels
d)
Provide sufficient information for the decision on whether to initiate the project
16
17
18
Which is a purpose of a Risk Management Strategy?

a)
Communicate how risk management will be implemented throughout the wider corporate
organization
b)
Capture and maintain information on all identified risks relating to the project
c)
Document specific actions for responding to risks
d)
Describe the procedures and techniques for managing project risks
Which is NOT a purpose of the Plans theme?

a)
Facilitate communication
b)
Establish the project's structure of accountability
c)
Define the means of delivering the products
d)
Ensure targets are achievable
Which is a purpose of the Directing a Project process?

a)
Enable the Project Board to exercise overall control of a project
b)
Prepare a solid foundation for the project
c)
Establish the prerequisites for the initiation of a project
d)
Assign Work Packages
19
20
21
Which takes place within the Managing a Stage Boundary process?

a)
Periodic review of progress against the Stage Plan
b)
Obtain approvals for all completed products
c)
Escalation of Issue Reports created during the current stage
d)
Review of the business justification for the project
Which is a type of issue?

a)
Problem/concern
b)
Follow-on action recommendation
c)
Exception Report
d)
Identified threat
Which is a characteristic of a project?

a)
Low risk
b)
Avoids stresses and strains between organizations
c)
Business as usual
d)
Cross-functional
22
23
24
Which is NOT a recommended response type to respond to a threat?

a)
Avoid
b)
Reject
c)
Share
d)
Transfer
Which is an objective of the Managing a Stage Boundary process?

a)
Request authorization to start the next stage
b)
Ensure that all threats and opportunities for the current stage have been closed
c)
Make certain that work on products allocated to the team for the next stage is authorized and
agreed
d)
Implement actions to resolve tolerance deviations from the Stage Plan
In what process are the projects risk management techniques and standards defined?
a)
b)
Directing a Project
c)
d)
25
26
27
Which is a purpose of a Daily Log?

a)
Record the products and activities planned for the stage
b)
Record informal issues
c)
Record and track the status of all products produced during a stage
d)
Update the Project Board on the progress of a stage
Which is an objective of the quality review technique?

a)
Determine whether a product has been created
b)
Agree the quality method that will be applied to a product
c)
Formulate ideas on how the product will be developed
d)
Provide consultation with a range of interested parties on a product's fitness for purpose
When does the Directing a Project process start?

a)
On completion of the Starting up a Project process
b)
On completion of the Initiating a Project process
c)
When the Starting up a Project process commences
d)
After the project has been authorized
10
28
29
30
What plan is mandatory?

a)
Team Plan
b)
Exception Plan
c)
Project Plan
d)
Programme Plan
On which environment is PRINCE2 based?

a)
Information technology
b)
Customer/supplier
c)
Procurement
d)
Programme
Which theme assesses and controls uncertainty within a project?

a)
Progress
b)
Risk
c)
Change
d)
Plans
11
31
32
33
Which of the following is funded from a change budget?

a)
Fallback plan
b)
Request for change
c)
Action to reduce a threat
d)
Change Authority
Which is an aim of the Starting up a Project process?

a)
Understand how and when the project's products will be delivered and at what cost
b)
Ensure that there is authority to deliver the project's products
c)
Do the minimum necessary in order to decide whether it is worthwhile to even initiate the
project
d)
Create the set of management products required to control the project
Which is a responsibility of the Project Manager?

a)
Delegating responsibility for changes to the Change Authority
b)
Documenting the Communication Management Strategy
c)
Approving stage tolerances
d)
Approving the customer's quality expectations
12
34
35
36
Which is NOT a factor to consider when defining management stages?

a)
How long the project is
b)
When Team Managers are available
c)
When key decisions are required on the project
d)
The amount of risk within the project
What process ensures that plans for achieving the expected benefits are managed and
reviewed?
a)
b)
c)
Directing a Project
d)
Which of the following are a purpose of an Issue Report?

1.
2.
3.
4.
Document an off-specification
Record an issue's resolution
Capture all problems or concerns within the project
Capture recommendations for handling a request for change
a)
1, 2, 3
b)
1, 2, 4
c)
1, 3, 4
d)
2, 3, 4
13
37
38
39
Which product establishes the baseline against which the project's actual performance is
compared?
a)
Project Brief
b)
c)
d)
Which is NOT identified when creating a product breakdown structure?

a)
Products to be created by internal resources
b)
Products to be modified
c)
Resources required to produce the products
d)
Products to be created by an external third party
Which statement regarding a project's outputs, outcomes and benefits is correct?

a)
All outputs have tangible benefits
b)
Outcomes are the long term results of benefits
c)
Outputs are changes in the way the project's products are used
d)
Benefits are improvements resulting from project outcomes
14
40
41
42
What process covers the acceptance and execution of project work by external suppliers?
a)
Controlling a Stage
b)
c)
d)
Directing a Project
Which is NOT a PRINCE2 integrated element?

a)
The principles
b)
The techniques
c)
The themes
d)
Tailoring to the project environment
What is the goal of the 'Identify context' step within the recommended risk management
procedure?
a)
Identify responses to risks identified in the Business Case
b)
Understand the specific objectives that are at risk
c)
Gather information about risks for inclusion in Highlight Reports to the Project Board
d)
Identify the threats and opportunities that may affect the project's objectives
15
43
44
45
Which is a purpose of the Project Product Description?

a)
Defines the reporting structure to be used by the project
b)
Provides information on what the project is about and how it is being managed
c)
Describes what the project has to produce to obtain customer acceptance
d)
Provides input to the creation of the project mandate
Which is a purpose of the Controlling a Stage process?

a)
Agree, perform and deliver project work
b)
Draft a plan for the next stage
c)
Agree stage tolerances
d)
Take action to make sure that the stage remains within tolerance
Which of the following roles can the Project Manager also perform?
1.
2.
3.
4.
Change Authority
Project Assurance
Project Support
Team Manager
a)
1, 2, 3
b)
1, 2, 4
c)
1, 3, 4
d)
2, 3, 4
16
46
47
48
Which defines the sequence in which the products of a plan should be developed?
a)
Product Description
b)
Product breakdown structure
c)
d)
Product flow diagram
If a Work Package is forecast to exceed its tolerances, how should a Team Manager inform
the Project Manager?
a)
Raise an Exception Report
b)
Issue an Exception Plan
c)
Raise an issue
d)
Raise a risk
What process enables an organization to understand the work that needs to be done to deliver
a project's products before it is approved?
a)
Directing a Project
b)
c)
d)
Controlling a Stage
17
49
50
51
Which is a responsibility of the Project Assurance role?

a)
Inform the Project Manager about the status of the project's products
b)
Document the Project Board's reporting needs
c)
Ensure the Project Manager is aware of the need to use any existing corporate standards
d)
Inform corporate or programme management about the project's status
When is it confirmed if a project's objectives have been achieved?

a)
During the Closing a Project process
b)
During the final end stage assessment
c)
During the Controlling a Stage process
d)
During the Managing Product Delivery process
Which is a definition of a risk cause?

a)
The impact of a risk on the stage and project tolerance
b)
The source of a risk
c)
The overall effect of a risk on the Business Case
d)
How likely a risk is to occur in a given project situation
18
52
53
54
When would the Team Manager be required to produce a Checkpoint Report?

a)
When a Work Package is being negotiated
b)
At the frequency agreed in the Work Package
c)
On completion of the quality-checking activities for each product
d)
When reviewing how a stage is progressing
Which is a recommended quality review team role?

a)
Project Manager
b)
Administrator
c)
Project Support
d)
Producer
What PRINCE2 principle supports planning only to a level of detail that is manageable and
foreseeable?
a)
b)
Manage by exception
c)
Focus on products
d)
Manage by stages
19
55
56
57
In which situation might the Controlling a Stage process be used?

a)
Managing a long initiation stage of a complex project
b)
Managing the activities of a complex programme
c)
Managing support activities following the handover of the products to the operational
environment
d)
Creating an Exception Plan to replace the current Stage Plan
Which is a responsibility of the business representative on the Project Board?

a)
Setting tolerance levels for the project
b)
Ensuring the project represents value for money
c)
Confirming the project delivers the required functionality
d)
Checking the required quality levels are achieved by the project's products
Which statement correctly describes the relationship between Project Assurance and quality
assurance?
a)
Project Assurance provides assurance to the project's stakeholders whereas quality

assurance provides assurance to the wider corporate or programme organization
b)
They are both the responsibility of the Project Board, but Project Assurance may be
delegated.
c)
They are both independent of the project
d)
Project Assurance and quality assurance are both the responsibility of corporate or
programme management
20
58
59
60
Which of the following assists the Project Board in assessing project viability at certain points
as defined in the Project Plan?
a)
Receiving regular Checkpoint Reports
b)
Authorizing one stage at a time
c)
Creating Exception Reports when tolerances are threatened
d)
Authorizing project closure
Which is a purpose of the Change theme?

a)
Prevent change to anything agreed in the Project Initiation Documentation
b)
Ensure any potential changes to baselined products are controlled
c)
Assess and control uncertainty
d)
Assess changes to only the specialist products
What product would confirm the version numbers of all products being developed within a given
stage?
a)
b)
c)
Stage Plan
d)
Work Package
21
61
62
63
Which is a benefit of using PRINCE2?

a)
Stakeholders are kept out of planning and decision-making
b)
Participants understand each other's roles and needs
c)
Stakeholders are not involved in assuring the project work
d)
All problems are escalated to all stakeholders
In what product would a product's quality tolerance be defined?

a)
b)
Product Description
c)
Stage Plan
d)
When should the Managing a Stage Boundary process be undertaken?

a)
Close to the end of a management stage
b)
After the completion of each management stage
c)
At the end of the final stage
d)
At the end of project start-up
22
64
65
66
Which is a purpose of a risk budget?

a)
To fund risk management activities defined in the risk management procedure
b)
To fund the cost of analyzing requests for change while executing a Work Package
c)
Funds set aside from the project budget to cover the costs of implementing risk responses
d)
Funds set aside from the project budget to cover the costs of identifying risks to the project
Which role is part of the project management team?

a)
Corporate or programme management
b)
Quality assurance
c)
Stakeholder
d)
Business assurance

PRINCE2 management stages relate to the [ ? ], which is a factor that differentiates them from
technical stages
a)
use of a particular set of technical skills
b)
use of a specific set of Team Managers
c)
authorization from corporate or programme management
d)
element of work delegated to the Project Manager by the Project Board
23
67
68
What principle is supported by the Project Product Description?

a)
b)
Focus on products
c)
Learn from experience
d)
Manage by stages
Identify the missing word(s) in the following sentence.

Quality planning provides the definition of the required products with their [ ? ] as a foundation
for Project Board agreement.
69
a)
customer's quality expectations
b)
quality test results
c)
quality criteria
d)
owners
Which is a definition of risk probability?

a)
Scale of the risk should it occur
b)
Probable effect on the project delivering its objectives
c)
Probable timeframe within which the risk may occur
d)
A measure of the likelihood of the risk occurring
24
70
71
Which is NOT an event-driven control?

a)
Highlight Report
b)
Exception Report
c)
d)
End of a stage

The Project Board will allocate tolerances [ ? ] to the Project Manager.
72
a)
for each Work Package
b)
for the project
c)
for each management stage
d)
for each technical stage
Which is NOT a purpose of a Product Description?

a)
Define the time and cost needed to produce the product
b)
Define the quality skills required to check the product
c)
Define the function and appearance of the product
d)
Define the development skills required to produce the product
25
73
74
Which is a purpose of a Communication Management Strategy?

a)
Ensuring the project team can use the required reporting tools
b)
Producing reports for the Project Board
c)
Defining the communication method between the Project Board and corporate or programme
management
d)
Ensuring stakeholders are aware of their responsibilities

During the Controlling a Stage process, the [ ? ] is checked for any new or revised threats and
their possible impact on the Business Case.
75
a)
b)
End Stage Report
c)
Risk Register
d)
In what plan should project closure activities be planned?

a)
Closure Stage Plan
b)
Stage Plan for the final management stage
c)
Initiation Stage Plan
d)
Team Plan
26
PRINCE2 Foundation Examination Answer Key
Week ending:
Exam Paper:GBP210FExam-121214Paper2
Q
Ans
Syllabus
Topic
Section
Ans
Syllabus
Topic
Section
OV0101
1.5.2
31
CH0202
9.3.1.1
Q Ans
Syllabus
Section
Topic
61 B
OV0201
1.7
Appendix
A/
62 B QU0206.2 6.3.1.5 /
Table
10.1
SU0203
12.3
32
SU0201
12.1
BC0201
4.1
33
OR0203.2
5.3.5.3
63 A
SB0201
17.1
MP0203
16.3
34
PG0204
10.3.2
64 C
RK0203
8.3.6
OV0202
2.3 / 5.2.5
35
DP0202
13.2
65 D
OR0101
5.3.2.3
RK0207
8.3.2
36
66 D
PG0203
10.3.2.3
37
IP0204
Appendix A
67 B
OV0202
CP0202
18.2
38
PL0203
7.3.3.2
68 C QU0204.1
OR0203.5
5.3.2.7
39
BC0101
4.2.2.
69 D
RK0204
8.3.5.2
10
PL0101
7.2.3
40
MP0201
16.1
70 A
PG0201
10.3.3
11
CH0203.2 Appendix A
41
OV0103
1.5.3
71 C
PG0101
10.3.1.1
12
PG0207.1
Appendix A
& 13.4.3
42
RK0202
8.3.5.1
13
BC0202.2 Appendix A
43
14
OR0201
5.1
44
CS0201
15
SU0204
Appendix A
45
16
RK0206.1 Appendix A
46
17
PL0201
7.1
47
18
DP0201
13.1
19
SB0203
20
21
QU0206.3 Appendix A
CH0203.3 Appendix A
QU0206.1 Appendix A
72 A QU0206.2
2.6
6.3.1
Appendix
A
73 C
OR0205
App. A
15.1
74 C
CS0203
15.3
OR0203.2
5.3.2.3
75 B
CP0203
18.3
PL0203
7.3.3.4
PG0205
10.3.4
48
IP0201
14.1
17.3
49
OR0203.3
5.3.2.3
CH0101
9.2.4 / Table
9.1
50
CP0201
18.1
OV0203
1.3
51
RK0205
8.3.5.1
22
RK0102
Table 8.2
52
MP0202
16.2 /
10.3.3.4 /
16.4.2
23
SB0202
17.2
53
QU0101
6.3.2.1
24
IP0202
14.2
54
OV0202
2.4
25
PG0206.1
10.3.3.2 /
Appendix A
55
CS0203
15.3
26
QU0203
6.3.2.1
56
OR0202
5.3.2.2
27
DP0203
13.3
57
QU0202
Table 6.1
28
PL0202.1
7.2.6
58
PG0203
10.3.2
29
OV0104
5.1 / 19.6
59
CH0201
9.1
30
RK0201
8.1
60
CH0203.5 Appendix A

Rationale
Sample Paper 2

Correct Answer:C
Objective:LL1 - Recall the six aspects of project performance to be managed.
a)
Incorrect. This is NOT one of the six aspects of project performance. Ref 1.5.2
b)
c)
Correct. The Project Manager has to have a clear understanding of the purpose of the
project as an investment and make sure that what the project delivers is consistent with
achieving the desired outcome. Ref 1.5.2
d)
Syllabus Topic:SU0203 - Starting up a Project Process

Correct Answer:C
Objective:LL2 - Understand the context of the Starting up a Project process.
a)
Incorrect. This is an output of the Starting up a Project process. Ref 12.4.5
b)
Incorrect. This is created in the Initiating a Project process. Ref 14.4.6
c)
Correct. This is the trigger for the Starting up a Project process. It is typically created
by corporate or programme management prior to the start of any project activity. Ref
12.3
d)
Incorrect. This is an output of the Starting up a Project process. Ref 12.4.4
Syllabus Topic:BC0201 - Business Case Theme

Correct Answer:B
Objective:LL2 - Understand the purpose of the Business Case theme.
a)
Incorrect. This is a purpose of the Progress theme. Ref 10.1
b)
Correct. This is a purpose of the Business Case theme, i.e. allows decisions regarding
continued project investment and benefit achievement to be made. Ref 4.1
c)
Incorrect. This is a purpose of the Risk theme. Ref 8.1
d)
Incorrect. This is a purpose of the Plans theme. Ref 7.1
Syllabus Topic:MP0203 - Managing Product Delivery Process

Correct Answer:B
Objective:LL2 - Understand the context of the Managing Product Delivery process.
a)
Incorrect. The Project Manager is NOT responsible for creating a Team Plan. This is a
responsibility of a Team Manager in the Managing Product Delivery process. Ref 16.4.1
b)
Correct. A Team Manager is responsible for creating a Team Plan in the Managing
c)
Incorrect. Project Support is NOT responsible for creating a Team Plan. This is a
d)
Incorrect. The Senior User is NOT responsible for creating a Team Plan. This is a

Correct Answer:B
a)
Incorrect. The incorporation of the primary stakeholders on the project management

team does NOT support the continued business justification principle. This principle
requires that a project has a documented justifiable reason to start which should remain
valid throughout the life of the project. Ref 2.1
b)
Correct. The incorporation of the primary stakeholders on the project management team
ensures they are allocated project roles and responsibilities. This principle requires that
a project has defined and agreed roles and responsibilities within an organization
structure that engages the business, user and supplier stakeholder interests. Ref 2.3 /
5.2.5
c)

team does NOT support the manage by stages principle. This principle requires that a
project is planned, monitored and controlled on a stage-by-stage basis. Ref 2.4
d)

team does NOT support the learn from experience principle. This principle requires a
project team to learn from experience: lessons are sought, recorded and acted upon
throughout the life of the project. Ref 2.2
Syllabus Topic:RK0207 - Risk Theme

Correct Answer:A
Objective:LL2 - Understand the concept of risk appetite and risk tolerance.
a)
Correct. An organization's risk appetite is its unique attitude towards risk taking that in
turn dictates the amount of risk that it considers acceptable. Ref 8.3.2
b)
Incorrect. This is the impact of the risk occurring. Ref 8.3.5.2
c)
Incorrect. This is a definition of the risk proximity. Ref 8.3.5.2
d)
Incorrect. This is risk tolerance. Ref 8.3.3
Syllabus Topic:QU0206.3 - Quality Theme

Correct Answer:D
Objective:LL2 - Understand the purpose of the Quality Register.
a)
Incorrect. The Stage Plan will contain a schedule of the planned dates of the quality
checks. This will need to be updated with any further activities identified as a result of
the checks carried out. It will NOT provide a summary of the results. Ref A.16.2
b)
Incorrect. The Issue Register contains a summary of the Issue Reports raised, some of
which may be as a result of a quality check. This will NOT provide a summary of all
quality checks. Ref A.12.2
c)
Incorrect. The Daily Log is used to record problems, required actions or significant
events NOT caught by other registers. This would NOT provide a summary of all quality
checks. Ref A.7.1
d)
Correct. The Quality Register records the results from the quality activities. Ref. A.23.1
Syllabus Topic:CP0202 - Closing a Project Process

Correct Answer:A
Objective:LL2 - Understand the objective of the Closing a Project process.
a)
Correct. The Project Initiation Documentation, baselined in the Initiating a Project

process, is used as the benchmark to review how the project actually performed against
its planned targets and tolerances. Ref 18.2 / 18.4.4
b)
Incorrect. The controls for the final stage are contained in the Stage Plan rather than the
PID. Ref 17.4.1
c)
Incorrect. The Lessons Log and Lesson Report are NOT part of the Project Initiation
Documentation. Ref A.20.2
d)
Incorrect. This is done when authorizing initiation. Ref 13.4.1
Syllabus Topic:OR0203.5 - Organization Theme

Correct Answer:D
Objective:LL2 - Understand the role of a Team Manager.
a)
Incorrect. The Executive is NOT involved in agreeing Work Packages, the role is focused
on ensuring the project delivers the expected benefits. Ref C.2
b)
Incorrect. Project Assurance may review aspects of the Work Package, but does NOT
agree it. Ref C.7
c)
Incorrect. The Senior Supplier provides resources to deliver the Work Package. Ref C.4
d)
Correct. The Work Package is an agreement to deliver one or more products between
the Project Manager and the Team Manager. Ref 5.3.2.7 / 16.4.1

Correct Answer:C
Objective:LL1 - Recall the levels of plan recommended by PRINCE2.
a)
Incorrect. PRINCE2 does NOT recommend three levels of product. Ref 7.3.3
b)
Incorrect. PRINCE2 does NOT recommend three levels of activity. Ref 7.3.4.1
c)
Correct. The three levels of plan recommended by PRINCE2 are the Project Plan, Stage
Plan and Team Plan to reflect the different levels of management involved in a project.
Ref 7.2.3
d)
Incorrect. PRINCE2 does NOT recommend three levels of benefit. Ref 4.2.2

Correct Answer:D
Objective:LL2 - Understand the purpose of a Configuration Item Record.
a)
Incorrect. Quality issues are recorded in the quality records of a product, referenced in
the Quality Register. A.23.1
b)
Incorrect. This information is documented in the Configuration Management Strategy.

Ref A.6.1
c)
Incorrect. Handover procedures are documented in the Configuration Management

Strategy. Ref A.6.1
d)
Correct. The Configuration Item Record should be checked to ensure that all records
have been updated and products approved, as suggested in the completed Work
Package. A.5.1

Correct Answer:B
Objective:LL2 - Understand the purpose of an End Stage Report.
a)
Incorrect. If required, the Project Board reviews the Lessons Report and agrees who
should receive it. This may NOT explain any deviations. Ref. 13.4.3.
b)
Correct. The Project Board would ascertain the performance of the project to date,
asking the Project Manager to explain any deviations from the approved plans and to
provide a forecast of project performance for the remainder of the project. Ref. A.9.1 /
13.4.3.
c)
Incorrect. The Benefits Review Plan is reviewed and approved to ensure that any benefits
planned to be achieved within the next stage will be measured and reviewed. The
Benefits Review Plan does NOT explain deviations from plans. Ref. 13.4.3.
d)
Incorrect. The strategies and project controls in the (updated) Project Initiation
Documentation will be confirmed as adequate for the remainder of the project. These will
NOT explain deviations from plans. Ref. 13.4.3.
13 Syllabus Topic:BC0202.2 - Business Case Theme

Correct Answer:B
Objective:LL2 - Understand the purpose of the Benefits Review Plan.
a)
Incorrect. (4) Defines how and when a measurement of the achievement of the project's
benefits, expected by the Senior User, can be made. Ref A.1.1
b)
Correct. (3) This is a purpose of the Project Initiation Documentation. Ref A.20.1
c)
Incorrect. (2) The Benefits Review Plan identifies the reviews needed to capture the
actual benefits realized both during the project and after project closure. Ref A.1.1
d)
Incorrect. (1) The plan has to cover the activities to find out whether the expected
benefits of the products have been realized and how the products have performed when
in operational use. Ref A.1.1

Correct Answer:C
Objective:LL2 - Understand the purpose of the Organization theme.
a)
Incorrect. Resources should include human and non-human resources. A definition of

total resource requirements is NOT part of the Organization theme. The theme defines
the roles and responsibilities NOT the resource needs. Resource needs are defined
within the Plans theme. Ref 7.3.6.3 / 7.3.6.7
b)
Incorrect. The project acceptance criteria are captured in the Project Product
Description, defined in the Quality theme. Ref 6.3.1.3
c)
Correct. The Organization theme does establish responsibilities for managing teams
(along with accountability). Ref 5.1
d)
Incorrect. The purpose of the Business Case theme is to establish mechanisms to judge
whether the project is (and remains) desirable, viable and achievable as a means to
support decision making in its (continued) investment. Ref 4.1

Correct Answer:D
Objective:LL2 - Understand the purpose of a Project Brief.
a)
Incorrect. This is a purpose of the Benefits Review Plan. Ref A.1.1
b)
Incorrect. The Lessons Log is created during the Starting up a Project process and is
updated throughout the project. This may contribute to, but is NOT a purpose of, the
Project Brief. Ref 12.4.2
c)
Incorrect. The Quality Management Strategy provides this information. Ref 14.4.3
d)
Correct. A Project Brief is used to provide a full and firm foundation for the initiation of
the project. A.19.1
16 Syllabus Topic:RK0206.1 - Risk Theme

Correct Answer:D
Objective:LL2 - Understand the purpose of a Risk Management Strategy.
a)
Incorrect. This is defined in an organization's risk management policy. Ref 8.3.2
b)
Incorrect. This is a purpose of the Risk Register. Ref 8.3.4
c)
Incorrect. Specific risk responses are decided in the Plan step of the risk management
procedure. Ref 8.3.5.3
d)
Correct. The Risk Management Strategy describes the specific risk management
techniques and standards to be applied and the responsibilities for achieving an effective
risk management procedure. Ref A.24.1

Correct Answer:B
Objective:LL2 - Understand the purpose of the Plans theme.
a)
Incorrect. The purpose of the Plans theme is to facilitate communication and control by
defining the means of delivering the products (the where and how, by whom, and
estimating the when and how much). Ref 7.1
b)
Correct. This is a purpose of the Organization theme. Ref 5.1
c)
d)

Correct Answer:A
Objective:LL2 - Understand the purpose of the Directing a Project process.
a)
Correct. The purpose of the Directing a Project process is to enable the Project Board to
be accountable for the projects success by making key decisions and exercising overall
control while delegating day-to-day management of the project to the Project Manager.
Ref 13.1
b)
Incorrect. The Initiating a Project process establishes solid foundations for the project.
Ref 14.1
c)
d)

Correct Answer:D
Objective:LL2 - Understand the context of the Managing a Stage Boundary process.
a)
Incorrect. Reviewing stage status takes place in the Controlling a Stage process. Ref
15.4.4
b)
Incorrect. Approvals for completed products should be obtained during the Managing
Product Delivery process. Ref 16.4.2
c)
Incorrect. This happens throughout the Controlling a Stage process and is ad-hoc, as
and when an Issue Report arises. Escalation is NOT left until the end of the stage. Ref
15.4.7
d)
Correct. The Business Case may be updated in light of any changes from the previous
stage, and to reflect any changes in the original estimated costs and timescales of the
next Stage Plan. Ref 17.3

Correct Answer:A
Objective:LL1 - Recall of the 3 types of issue.
a)
Correct. This can often be dealt with informally. Problems or concerns may later be
transferred to the Issue Register if after examining them it is decided they need to be
treated more formally. Ref 9.2.4 / Table 9.1
b)
Incorrect. This is NOT a type of issue. Ref Table 9.1. Follow-on action recommendations
are recommended actions related to unfinished work, ongoing issues and risks, and any
other activities needed to take a product to the next phase of its life. Ref 18.4.3
c)
Incorrect. An Exception Report may be raised as a result of an issue. This is NOT a

type of issue. Ref Table 9.1.
d)
Incorrect. This is NOT a type of issue. This is a risk. Ref Table 9.1 / 8.2.1

Correct Answer:D
Objective:LL2 - Understand the characteristics of a project
a)
Incorrect. Projects introduce threats and opportunities over and above those we typically
encounter in the course of business as usual. Ref 1.3
b)
Incorrect. Projects often cross the normal functional divisions within an organization and
sometimes span entirely different organizations. This frequently causes stresses and
strains. Ref 1.3
c)
Incorrect. A project is a temporary organization that is created for the purpose of

delivering one or more business products. There are a number of characteristics of
project work that distinguishes it from business as usual. Ref 1.3
d)
Correct. Projects involve a team of people with different skills working together to
introduce a change that will impact others outside the team. Ref 1.3

Correct Answer:B
Objective:LL1 - Recall the risk response types for a threat.
a)
Incorrect. This is a recommended response type used to avoid a threat. Ref Table 8.2
b)
Correct. This is a recommended response type used for an opportunity. Ref Table 8.2
c)
Incorrect. This is a recommended response type used for either a threat or an

opportunity in a pain/gain formula. Ref Table 8.2
d)
Incorrect. This is a recommended response type used to transfer a threat to a third

party. Ref Table 8.2

Correct Answer:A
a)
Correct. An objective of the Managing a Stage Boundary process is for the Project
Manager to request authorization from the Project Board to start the next stage. Ref
17.2
b)
Incorrect. Risks do NOT have to be closed at the end of a stage. During each of the
activities within the Managing a Stage Boundary process, the Issue Register and Risk
Register are updated as necessary. Ref 17.4
c)
Incorrect. This is an objective of the Managing Product Delivery process, which ensures
that work on products allocated to a team is authorized and agreed in a Work Package.
Ref. 16.2
d)
Incorrect. An Exception Plan may be prepared in this process to show how to recover
from a tolerance deviation, but selecting and putting into force actions to resolve the
deviation would occur when taking corrective action in the Controlling a Stage process.
Ref. 15.4.8

Correct Answer:C
Objective:LL2 - Understand the objectives of the Initiating a Project process.
a)
Incorrect. In the Starting up a Project process the project is verified as worthwhile and
viable, but the Risk Management Strategy is prepared in the Initiating a Project process.
Ref 12.1
b)
Incorrect. The Directing a Project process does NOT cover management of risk, it is a
Project Board decision-making process. Ref 13.1
c)
Correct. The Risk Management Strategy prepared in the Initiating a Project process
identifies the risk techniques and standards to be used. Ref 14.2 / 14.4.1
d)
Incorrect. The Managing Product Delivery process is used to deliver project work and
does NOT describe risk management techniques. Ref 16.1

Correct Answer:B
Objective:LL2 - Understand the purpose of the Daily Log.
a)
Incorrect. This information is captured in the Stage Plan. Ref A.16.2
b)
Correct. The Project Manager should record issues that are being managed informally in
the Daily Log. Ref 10.3.3.2 / A.7.1
c)
Incorrect. This information is captured in a Product Status Account and Configuration

Item Records, NOT the Daily Log. Ref A.18.2 / A.5.2
d)
Incorrect. This information is captured in a Highlight Report. Ref A.11.2

Correct Answer:D
Objective:LL2 - Understand the objectives of the quality review technique.
a)
Incorrect. This is a project control exercise. Ref 6.3.2
b)
Incorrect. This is part of quality planning. Ref 6.2.4
c)
Incorrect. The product is developed before a quality review is conducted. Ref 6.3.2
d)
Correct. This is a defined objective of the quality review technique. An objective of all
quality methods is to involve the people who are interested in the product to gain their
acceptance. Ref 6.3.2.1

Correct Answer:A
Objective:LL2 - Understand the context of the Directing a Project process.
a)
Correct. The Directing a Project process starts on completion of the Starting up a

Project process and is triggered by the request to initiate a project. Ref 13.3
b)
Incorrect. The Directing a Project process starts on completion of the Starting up a

c)

d)

10

Correct Answer:C
Objective:LL2 - Understand the levels of plans, their purpose and the interrelationships
between the Project Plan, Stage Plans, Team Plans and an Exception Plan.
a)
Incorrect: This plan is optional depending on the size and complexity of the project and
the number of resources required. Ref 7.2.6
b)
Incorrect. This plan replaces a Project, Stage or Team Plan that is in exception. Ref
7.2.7
c)
Correct. All projects should have a Project Plan, even if this simply comprises of
Product Descriptions and a schedule. Ref 19.5.1.1
d)
Incorrect. NOT all projects are part of a programme. Ref 7.2.3

Correct Answer:B
Objective:LL1 - Recall the customer/supplier context of a PRINCE2 project
a)
Incorrect. PRINCE2 is NOT IT orientated. Ref 5.1
b)
Correct. PRINCE2 is based on a customer/supplier environment. Ref 5.1
c)
Incorrect. PRINCE2 does NOT cover procurement projects to any depth. Ref 5.1
d)
Incorrect. A project may be stand-alone. Ref 5.1

Correct Answer:B
Objective:LL2 - Understand the purpose of the Risk theme.
a)
Incorrect. The Progress theme establishes mechanisms to monitor and compare

achievements against planned. Ref 10.1
b)
Correct. The purpose of the Risk theme is to identify, monitor and control uncertainty
and, as a result, improve the ability of the project to succeed. Ref 8.1
c)
Incorrect. The Change theme assesses and controls potential and approved changes to
the baseline. Ref 9.1
d)
Incorrect. The Plans theme defines the means of delivering the products. Ref 7.1
11

Correct Answer:B
Objective:LL2 - Understand the purpose of a change budget.
a)
Incorrect. This is risk response and should be funded from a risk budget. Ref 8.3.6
b)
Correct. A change budget is a sum of money that the customer and supplier agree will
be used to fund the cost of requests for change, and possibly also their analysis costs.
Ref 9.3.1.1
c)
Incorrect. A risk reduction action should be funded from the risk budget. Ref 8.3.6
d)
Incorrect. The Change Authority is a project management team role, funded from the
project budget along with other members of the team. Ref 9.3.1.1

Correct Answer:C
Objective:LL2 - Understand the purpose of the Starting up a Project process.
a)
Incorrect. This is an objective of the Initiating a Project process. Ref 14.1
b)
Incorrect. This is an objective of the Directing a Project process. Ref 13.1
c)
Correct. The Starting up a Project process is a lighter process compared to the more
detailed and thorough Initiating a Project process. Ref 12.1
d)
Incorrect. The suite of management products make up the Project Initiation

Documentation which is created during the Initiating a Project process. Ref 14.3

Correct Answer:B
Objective:LL2 - Understand the role of the Project Manager.
a)
Incorrect. The Project Board is responsible for change control and only they can decide
to delegate responsibility for this. Ref 9.3.1.1
b)
Correct. The Project Manager is responsible for documenting the Communication

Management Strategy during the Initiating a Project process. Ref 5.3.5.3
c)
Incorrect. Setting of stage tolerance is a Project Board responsibility. Ref 10.3.1.1
d)
Incorrect. The Project Manager will document the customer's quality expectations in the
Starting up a Project process, but they are approved by the Project Board NOT the
Project Manager. Ref 12.4.4 / 13.4.1
12

Correct Answer:B
Objective:LL2 - Understand the factors in identifying management stages.
a)
Incorrect. The number of management stages required will be dictated by the nature and
duration of the project. For short-duration projects, the introduction of multiple stages
could result in unnecessary overheads and additional costs. Ref 10.3.2.1
b)
Correct. The availability of Team Managers is NOT a consideration when defining

management stages. Management stages equate to commitment of resources and
authority to spend. Ref 10.3.2.3
c)
Incorrect. Defining management stages is fundamentally a process of balancing where

the key decision points need to be on the project. Ref 10.3.2.1
d)
Incorrect. Management stages can be very useful as a means of bringing Project Board
control to risky projects. Stage breaks can be inserted at key points when risks to the
project can be reviewed before major commitment of money or resources. Ref 10.3.2.2

Correct Answer:C
Objective:LL2 - Understand the objectives of the Directing a Project process.
a)
Incorrect. The Managing Product Delivery process is focused on accepting, executing

and delivering the product work. Ref 16.1
b)
Incorrect. The Benefits Review Plan is created in this process, but it is a Project Board
responsibility to ensure that it is managed and reviewed within the Directing a Project
process. Ref 14.4.7 / 13.2
c)
Correct. Plans for achieving the expected benefits should be created in the Initiating a
Project process, but it is an objective of the Directing a Project process to ensure that
the plan is managed and reviewed. Ref 14.4.7 / 13.2
d)
Incorrect. This is too early as the Benefits Review Plan has NOT been created at this
point in the project. The Benefits Review Plan is created in the Initiating a Project
process, which follows the Starting up a Project process. Ref 13.2

Correct Answer:B
Objective:LL2 - Understand the purpose of an Issue Report.
a)
Incorrect. (4) An Issue Report is a report containing the description, impact assessment
and recommendations for a request for change, off-specification or problem/concern. Ref
A.13.1
b)
Correct. (3) An Issue Report is only created for those issues that need to be handled
formally. Ref A.13.1
c)
Incorrect. (2) The Issue Report is amended in order to record the option decided upon,
and finally updated when the implementation has been verified and the issue is closed.
Ref A.13.1
d)
Incorrect. (1) Any off-specification that the Project Manager wishes to manage formally
should be added to the Issue Register and an Issue Report created for it to capture
details already known about the issue. Ref A.13.1/ 9.3.3.1
13

Correct Answer:C
Objective:LL2 - Understand the purpose of the Project Initiation Documentation.
a)
Incorrect. In the Initiating a Project process, the Project Brief is extended and refined in
the Project Initiation Documentation, after which the Project Brief is no longer
maintained. Ref A.19.1
b)
Incorrect. The Product Status Account provides information about the status of products.
Ref A.18.1
c)
Correct. The purpose of the Project Initiation Documentation is to define the project, in
order to form the basis for its management and an assessment of its overall success.
Ref A.20.1
d)
Incorrect. A Configuration Item Record records the history, status, version and variant of
each configuration item. Ref A.5.1

Correct Answer:C
a)
Incorrect. All major products are shown in the product breakdown structure: those that
are to be created by internal resources, and those to be created by an external third
party supplier. Ref 7.3.3.2
b)
Incorrect. The product breakdown structure should identify all those products that are
within the scope of the plan. Ref 7.3.3.2
c)
Correct. A product breakdown structure does NOT identify resources required to produce
the products. Ref 7.3.3.2
d)
Incorrect. All major products are shown in the product breakdown structure: those that
are to be created in the project, and those to be created by an external third party
supplier. Ref 7.3.3.2
39 Syllabus Topic:BC0101 - Business Case Theme

Correct Answer:D
Objective:LL1 - Recall the definition of a project output, an outcome, a benefit and a disbenefit.
a)
Incorrect. An output is any of the project's specialist products and can be either tangible
or intangible. Ref 4.2.2
b)
Incorrect. An outcome is derived from using the project outputs, whereas benefits may
NOT be realized for some time after project closure. Ref 4.2.2
c)
Incorrect. An output is any of the project's specialist products, and the way they are
used is part of the outcome. Ref 4.2.2
d)
Correct. A benefit is the measurable improvement resulting from an outcome that is

perceived as an advantage by one or more stakeholders. Ref 4.2.2
14

Correct Answer:C
Objective:LL2 - Understand the purpose of the Managing Product Delivery process.
a)
Incorrect. This is where work is assigned and monitored. Ref 15.1
b)
Incorrect. This is where a project is reviewed and its continued viability confirmed. Ref
17.1
c)
Correct. This is a purpose of Managing Product Delivery. Ref 16.1
d)
Incorrect. This is where a project is given approval to proceed. Ref 13.1

Correct Answer:B
Objective:LL1 - Recall the 4 integrated elements.
a)
Incorrect. Principles is one of the integrated elements, being the core on which
PRINCE2 is based. Ref 1.5.3
b)
Correct. Techniques is NOT one of the integrated elements. Ref 1.5.3
c)
Incorrect. Themes is one of the integrated elements. Ref 1.5.3
d)
Incorrect. Tailoring the method to suit the environment is one of the integrated elements.
Ref 1.5.3

Correct Answer:B
Objective:LL2 - Understand the steps within the recommended risk management procedure.
a)
Incorrect. This is part of the risk management procedure activity to plan responses to
the risk. Ref 8.3.5.3
b)
Correct. The primary goal of the 'Identify context' step is to obtain information about the
project in order to understand the specific objectives that are at risk and to formulate the
Risk Management Strategy for the project. Ref 8.3.5.1
c)
Incorrect. This is done in when reporting highlights as part of the risk management
procedure to communicate risks. Ref 8.3.5.5
d)
Incorrect. This is part of the 'Identify Risks' step, rather than the 'Identify Context' step.
Ref 8.3.5.1
15

Correct Answer:C
Objective:LL2 - Understand the purpose of the Project Product Description.
a)
Incorrect. This is recorded in the controls section of Project Initiation Documentation.

Ref A.20.1
b)
Incorrect. This is a purpose of the Project Initiation Documentation. Ref A.20.1
c)
Correct. The purpose of the Project Product Description is to define what the project has
to deliver in order to gain acceptance. Ref A.21.1
d)
Incorrect. The project mandate is the trigger for the project and it provides input to the
creation of the Project Product Description. Ref 12.4.4

Correct Answer:D
Objective:LL2 - Understand the purpose of the Controlling a Stage process.
a)
Incorrect. This is a purpose of the Managing Product Delivery process. Ref 16.1
b)
Incorrect. This is a purpose of the Managing a Stage Boundary process. Ref 17.1
c)
Incorrect. The Stage Plan for the next stage is created in the Managing a Stage
Boundary process and approved in the Directing a Project process. Ref 17.1 / 13.4.3
d)
Correct. The purpose of the Controlling a Stage process is to assign work, monitor it,
deal with issues, report progress and take corrective action to ensure that the stage
remains within tolerance. Ref 15.1

Correct Answer:C
Objective:LL2 - Understand the role of Project Assurance.
a)
Incorrect. (4) The Project Manager can also perform the role of Team Manager if no
additional Team Manager staff are used. Ref 5.3.2.7
b)
Incorrect. (3) The Project Manager can also perform the role of Project Support if no
additional Project Support staff are used. Ref 5.3.2.8
c)
Correct. (2) The Project Manager CANNOT perform the role of Project Assurance; these
two roles must always be kept independent of each other. Ref 5.3.2.3
d)
Incorrect. (1) The Project Manager can also perform the role of Change Authority if
delegated to them by the Project Board. Ref 5.3.2.4
16

Correct Answer:D
a)
Incorrect. This describes a product, NOT the sequence of development of products. Ref
7.3.3.3
b)
Incorrect. This is a hierarchical structure which shows the Project Product Description
broken down into its major products which are then further broken down until an
appropriate level of detail is reached. It does NOT show the sequence of development of
products. Ref 7.3.3.2
c)
Incorrect. This is a special form of Product Description that defines what the project has
to deliver in order to gain customer acceptance. It does NOT show the sequence of
development of products. Ref 7.3.3.1
d)
Correct. This defines the sequence in which the products of the plan will be developed,
and any dependencies between them. Ref 7.3.3.4

Correct Answer:C
Objective:LL2 - Understand when and how tolerances are set and exceptions reported.
a)
Incorrect. If a Team Manager is forecast to exceed tolerances agreed in a Work

Package, they should raise an issue to the Project Manager. The Project Manager will
then advise on corrective actions required. Ref 10.3.4
b)

c)
Correct. If a Team Manager is forecast to exceed tolerances agreed in a Work Package,

they should raise an issue to the Project Manager. The Project Manager will then advise
on corrective actions required. Ref 10.3.4
d)


Correct Answer:B
Objective:LL2 - Understand the purpose of the Initiating a Project process.
a)
Incorrect. The purpose of the Directing a Project process is to enable the Project Board
to be accountable for the projects success by making key decisions and exercising
overall control while delegating day-to-day management of the project to the Project
Manager. Ref 13.1
b)
Correct. The Initiating a Project process establishes solid foundations for the project. Ref
14.1
c)
d)
17

Correct Answer:C
Objective:LL2 - Understand the role of Project Assurance.
a)
Incorrect. This is a Team Manager responsibility NOT a Project Assurance

responsibility. Ref 5.3.2.7
b)
Incorrect. The Project Board reporting needs are agreed between the Project Board and
the Project Manager and then documented by the Project Manager. Ref 5.3.2.6
c)
Correct. Project Assurance have the responsibility to ensure the Project Manager is
aware of any corporate standards that apply to the project. Ref 5.3.2.3
d)
Incorrect. This is an Executive responsibility NOT a Project Assurance one. Ref 5.3.2.2

Correct Answer:A
Objective:LL2 - Understand the purpose of the Closing a Project process.
a)
Correct. The purpose of the Closing a Project process is to provide a fixed point at which
acceptance of the project product is confirmed, and to recognize that objectives set out
in the original Project Initiation Documentation have been achieved, or that the project
has nothing more to contribute. Ref 18.1
b)
Incorrect. There is NOT an end stage assessment at the end of the final stage. Ref 18.3.
See rationale A.
c)
Incorrect. The Controlling a Stage process describes the work of the Project Manager in
handling the day-to-day management of the stage. The achievement of a project's
objectives is measured and confirmed during the Closing a Project process. Ref 15.3 /
18.1
d)
Incorrect. The Managing Product Delivery process is used to control delivery of the
project's products at Work Package level and interfaces with the Controlling a Stage
process. Ref 16.1. See rationale A.

Correct Answer:B
Objective:LL2 - The difference between the cause, event and effect of a risk.
a)
Incorrect. Risk cause is the trigger of the risk and does NOT describe risk impact. Also
risk impact is the effect on the delivery of the project objectives, NOT tolerance. Ref
8.3.5.1
b)
Correct. The cause should describe the source of the risk, i.e. the event or situation that
gives rise to the risk. Ref 8.3.5.1.
c)
Incorrect. This is a definition of the risk effect which is the impact on objectives. Ref
8.3.5.1
d)
Incorrect. Likelihood describes the probability of the risk. Ref 8.3.5.2
18

Correct Answer:B
Objective:LL2 - Understand the objectives of the Managing Product Delivery process..
a)
Incorrect. This is where the Project Manager and Team Manager agree the timing of
Checkpoint Reports. Ref 10.3.3.4 / 16.4.1
b)
Correct. A Team Manager is required to provide Checkpoint Reports at the frequency

agreed with the Project Manager in the relevant Work Package. Ref 16.2 / 10.3.3.4 /
16.4.2
c)
Incorrect. Checkpoints are a time-driven control and done at a frequency agreed in the
Work Package, NOT driven by such events as completing quality-checking activities.
Ref 10.3.3.4 / 16.4.2
d)
Incorrect. The Team Manager is NOT involved in this activity. Ref 10.3.3.2 / 15.4.4

Correct Answer:B
Objective:LL1 - Recall the recommended quality review team roles.
a)
Incorrect. The recommended quality review roles are Chair, Presenter, Reviewer and
Administrator. Ref 6.3.2.1
b)
Correct. The recommended quality review roles are Chair, Presenter, Reviewer and
c)
d)

Correct Answer:D
Objective:LL2 - Understanding of the seven principles.
a)
Incorrect. The continued business justification principle supports the need for a
documented justification for the start, continuation and termination of a project. It
ensures that decisions are made based on business justification. Ref 2.1
b)
Incorrect. The manage by exception principle supports the need for defined tolerances
for each project objective to establish limits of delegated authority. It ensures that
decisions are made at the right level in the organization. Ref 2.5
c)
Incorrect. The focus of products principle supports focusing on the definition and delivery
of products, in particular their quality requirements. It ensures there is a common
understanding of what is to be delivered. Ref 2.7
d)
Correct. A PRINCE2 project is planned, monitored and controlled on a stage-by-stage

basis. An outline plan is prepared for the long term, while a detailed plan is only valid for
the short term. Ref 2.4
19

Correct Answer:A
Objective:LL2 - The context of the Controlling a Stage process.
a)
Correct. For complex projects with a large initiation stage, the Controlling a Stage
process can be used to control the activities. Ref 15.3
b)
Incorrect. The Controlling a Stage process is used by the Project Manager to manage
the day-to-day activities of a stage, NOT a programme. Ref 15.3
c)
Incorrect. Support activities are business as usual. Controlling a Stage is a project

process. Ref 15.3
d)
Incorrect. Creating an Exception Plan is an activity within the Managing a Stage

Boundary process. Ref 17.4

Correct Answer:B
Objective:LL2 - Understand the three project interests.
a)
Incorrect. Project tolerance levels are set by corporate or programme management. The
Project Board sets stage tolerance levels. Ref 5.3.1
b)
Correct. The Executive is appointed to ensure that the project is focused on achieving
and delivering a product that will achieve the forecast benefits and will deliver value for
money. Ref 5.3.2.2 / 5.2.5
c)
Incorrect. This is part of the responsibilities/focus of the Senior User who is appointed by
the Executive. Ref 5.3.2.2
d)
Incorrect. This is part of the responsibilities/focus of the Senior Supplier who is

appointed by the Executive. Ref 5.3.2.2

Correct Answer:A
Objective:LL2 - Understand the relationship between quality assurance and Project Assurance.
a)
Correct. Quality assurance provides assurance to corporate or programme management

on the project's compliance with corporate standards and policies. Project Assurance
provides assurance to the project's stakeholders that the project is being conducted
properly. Ref Table 6.1
b)
Incorrect. Quality assurance is the responsibility of the programme or corporate

organization. Ref 6.2.6
c)
Incorrect. Quality assurance is independent of the project, Project Assurance is

independent of the Project Manager but NOT the project. Ref Table 6.1
d)
Incorrect. Project Assurance is the responsibility of the Project Board. Quality

assurance is the responsibility of corporate or programme management. Ref Table 6.1
20

Correct Answer:B
Objective:LL2 - Understand the concept of management stages and the difference between
management stages and technical stages.
a)
Incorrect. These are sent by a Team Manager to the Project Manager, so they do NOT
provide the Project Board with an indication of project viability. Ref 10.3.3.4
b)
Correct. Management stages provide review and decision points, giving the Project
Board the opportunity to assess the project viability at regular intervals, rather than let it
run on in an uncontrolled manner. Ref 10.3.2
c)
Incorrect. Exception situations are NOT pre-planned within the Project Plan. Ref 10.3.4
d)
Incorrect. The authorization of project closure is a Project Board control, planned to take
place after the Closing a Project process. This is too late to assess project viability. Ref
10.3.1.2

Correct Answer:B
Objective:LL2 - Understand the purpose of the Change theme.
a)
Incorrect. Change is NOT prevented. It is controlled. Ref 9.1
b)
Correct. The aim of change control is NOT to prevent change; it is to ensure that every
change is agreed by the relevant authority before it takes place. Ref 9.1
c)
Incorrect. This is a purpose of Risk theme. Ref 8.1
d)
Incorrect. Change can affect management and specialist products. Ref 9.3.2

Correct Answer:B
Objective:LL2 - Understand the purpose of a Product Status Account.
a)
Incorrect. This records details for a single configuration item. Ref A.5.1
b)
Correct. The Product Status Account provides information about the state of products
within defined limits. The limits can vary, e.g. the report could cover the entire project, a
particular stage, a particular area of the project, or the history of a specific product. Ref
A.18.1
c)
Incorrect. Does NOT include version numbers of all products being developed. Ref A16.1
d)
Incorrect. Does NOT include version numbers of all products being developed. Ref
A.26.1
21

Correct Answer:B
Objective:LL2 - Understand the benefits of PRINCE2.
a)
Incorrect. Exclusion of stakeholders is NOT a PRINCE2 concept. Ref 1.7
b)
Correct. The allocation of roles and responsibilities helps participants to understand who
makes what decisions. Ref 1.7
c)
Incorrect. PRINCE2 ensures that stakeholders are involved in assuring project work
through roles and the Communication Management Strategy. Ref 1.7
d)
Incorrect. Problems are escalated to the appropriate level. Minor ones are unlikely to
require escalation to stakeholders. Ref 1.7

Correct Answer:B
Objective:LL2 - Understand the purpose of a Product Description.
a)
Incorrect. The Project Product Description defines the customer's quality expectations
and acceptance criteria. It does NOT contain the quality tolerance of individual products.
Ref 6.3.1.3 / Table 10.1
b)
Correct. Each Product Description defines the quality tolerance for that product. Ref
A.17.1 / 6.3.1.5 / Table 10.1
c)
Incorrect. There is no mention of quality tolerance in a Stage Plan. Table 10.1
d)
Incorrect. The Quality Management Strategy does NOT define an individual product's
quality tolerance. Ref 6.3.1.5 / Table 10.1

Correct Answer:A
Objective:LL2 - Understand the purpose of the Managing a Stage Boundary process.
a)
Correct. The process should be executed at, or close to the end of, each management
stage. The process is NOT used at the end of the final stage. Ref 17.1
b)
Incorrect. The activities to manage a stage boundary should be planned to take place at,
or close to the end of, each management stage. Ref 17.1
c)
Incorrect. The activities to manage a stage boundary should be planned to take place at,
or close to the end of, each management stage. Ref 17.1
d)
Incorrect. The Starting up a Project process is NOT a management stage and therefore
does NOT use the Managing a Stage Boundary process. Ref 12.3
22

Correct Answer:C
Objective:LL2 - Understand the purpose of a risk budget.
a)
Incorrect. Activities defined in the risk management procedure will be funded by the
normal project budget, NOT the risk budget.
b)
Incorrect. The cost of analyzing a request for change is taken from the change or normal
project budget, NOT the risk budget. Ref 9.3.1.1
c)
Correct. A risk budget is used to fund specific responses to risks. Ref 8.3.6
d)
Incorrect. The activity of identifying risks will be paid for from the normal project budget.

Correct Answer:D
Objective:LL1 - Recall roles within the Organization theme.
a)
Incorrect. Corporate or programme management is discussed as a level of management

which is pre-existing but is NOT part of the project management team. Ref 5.3.1
b)
Incorrect. Quality assurance activities are outside the scope of PRINCE2 as it is the
responsibility of the corporate or programme organization. Ref 6.2.6.
c)
Incorrect. A stakeholder is described as any individual, group or organization that can

affect, be affected by, or perceive itself to be affected by, an initiative (programme,
project, activity, risk). Ref 5.3.5
d)
Correct. The Project Board is responsible, via its Project Assurance role, for monitoring
all aspects of the project's performance and products independently of the Project
Manager. Project Board members are responsible for the aspects of Project Assurance
aligned to their respective areas of concern. The Executive is responsible for the
business assurance role, which they may appoint a separate individual to perform. Ref
5.3.2.3

Correct Answer:D
Objective:LL2 - Understand the difference between management and technical stages.
a)
Incorrect. These would relate to technical stages. Ref 10.3.2.3
b)
Incorrect. PRINCE2 does NOT insist on the use of Team Managers. Team Managers
relate to technical work, which need NOT coincide with management stages. Ref
10.3.2.3
c)
Incorrect. The authorization from corporate has nothing to do with the differentiation from
technical stages. Ref 10.3.2
d)
Correct. Management stages relate to the element of work that the Project Manager
manages on behalf of the Project Board at any one time. Technical stages may be
combined or split into management stages. Ref 10.3.2./10.3.2.3
23

Correct Answer:B
a)
Incorrect. The continued business justification principle is followed through regular

planned reviews of the Business Case during the life of the project to confirm its
continued viability. Ref 2.1
b)
Correct. The Project Product Description supports the focus on products principle
through clearly defining the project's products, the customer's quality expectations and
acceptance criteria. Ref 2.6 / A.21.1
c)
Incorrect. The learn from experience principle is used to ensure that project teams learn
from previous experience: lessons are sought, recorded and acted upon throughout the
life of the project. Ref 2.2
d)
Incorrect. The manage by stages principle enables the extent of senior management
control over projects to be varied according to the business priority, risk and complexity
involved. Ref 2.4

Correct Answer:C
Objective:LL2 - Understand the difference between quality planning, quality control and quality
assurance.
a)
Incorrect. Customer's quality expectations relate to the overall project, NOT individual
products. Ref 6.3.1.1
b)
Incorrect. Quality test results are NOT determined until the quality check has taken
place, so are NOT part of quality planning. Ref 6.3.2
c)
Correct. As defined in the respective Product Descriptions given in the Stage Plan
approved by the Project Board. Ref 6.3.1
d)
Incorrect. Determining who will own a product is NOT the subject of Project Board
agreement during quality planning. This is defined in the individual Configuration Item
Records. Ref A.5

Correct Answer:D
Objective:LL2 - Understand the risk probability, risk impact and risk proximity.
a)
Incorrect. The scale or effect of the risk is referred to as its impact. Ref 8.3.5.2
b)
Incorrect. This is the impact of the risk occurring. Ref 8.3.5.2
c)
Incorrect. This is a definition of the risk proximity. Ref 8.3.5.2
d)
Correct. Probability measures the likelihood of the risk occurring. Ref 8.3.5.2
24

Correct Answer:A
Objective:LL2 - Understand the difference between event-driven and time-driven controls.
a)
Correct. A Highlight Report is time-driven. Ref 10.3.3
b)
Incorrect. An Exception Report is only produced when a Project Manager believes that a
stage or the project is likely to exceed tolerances. Ref 10.3.3
c)
Incorrect. The Project Initiation Documentation is produced by the final event in initiating
a project. Ref 10.3.3
d)
Incorrect. The end of a stage is driven by a stage coming to an end and the next stage
needing authorization. Ref 10.3.3

Correct Answer:C
Objective:LL1 - Recall the lines of authority and reporting between the four levels of
management.
a)
Incorrect. Work Package tolerances are agreed between the Project Manager and Team
Manager. Ref 10.3.1.1
b)
Incorrect. Project tolerances are allocated by corporate or programme management. Ref

10.3.1.1
c)
Correct. The Project Board has overall control at project level, as long as forecast remain
within project tolerance, and will allocate tolerances for each management stage to the
Project Manager. Ref 10.3.1.1
d)
Incorrect. The Project Board has overall control at project level, as long as forecast
remain within project tolerance, and will allocate tolerances for each management stage
to the Project Manager. Ref 10.3.1.1

Correct Answer:A
Objective:LL2 - Understand the purpose of the Product Description.
a)
Correct. Forecast duration and cost are recorded in the plan containing the Product
Description. Ref A.17.1
b)
Incorrect. The Product Description contains the skills required to undertake quality
control. Ref. A.17.1
c)
Incorrect. The Product Description contains its purpose, function and appearance. Ref.
A.17.1
d)
Incorrect. The Product Description contains the skills required to produce the product.
Ref. A.17.1
25

Correct Answer:C
Objective:LL2 - Understand the purpose of the Communication Management Strategy.
a)
Incorrect. The Communication Management Strategy does NOT ensure this. It informs
the project team what reporting is required but it does NOT ensure they can use the
required tools. Ref A.4.1
b)
Incorrect. The Communication Management Strategy does NOT produce any reports, it
defines reporting requirements. Ref A.4.1
c)
Correct. The Communication Management Strategy contains a description of the means

and frequency of communication to parties both internal and external to the project. Ref
A.4.1
d)
Incorrect. The Communication Management Strategy documents who the project

stakeholders are and what information they require, but it does NOT ensure they are
aware of their responsibilities. Ref A.4.1

Correct Answer:C
Objective:LL2 - Understand the context of the Controlling a Stage process.
a)
Incorrect. The Benefits Review Plan does NOT record the threats (risks) to the project
and their possible impact on the Business Case. The Benefits Review Plan may be
checked during the Controlling a Stage process to see whether any benefits reviews are
due, and execute them as necessary. Ref A.1.1 / 15.4.4
b)
Incorrect. An End Stage Report is produced during the Managing a Stage Boundary
process and should be reviewed by the Project Board during the Directing a Project
process. Any new or revised risks identified within the End Stage Report should have
been added to the Risk Register during the Managing a Stage Boundary process. Ref
17.4.4
c)
Correct. The Risk Register is checked for any new or revised risks and their possible
impact on the Business Case. Ref 15.3 / 15.4.4
d)
Incorrect. The Risk Management Strategy may be reviewed during the Controlling a
Stage process for guidance on the risk management procedure. The Risk Management
Strategy does NOT record the threats (risks) to the project and their possible impact on
the Business Case. Ref 15.4.6 / A.24.2

Correct Answer:B
Objective:LL2 - Understand the context of the Closing a Project process.
a)
Incorrect. Closure is NOT a stage. Ref 18.3
b)
Correct. Activities are planned in the Stage Plan for the stage in which they are
undertaken. Ref 18.3
c)
Incorrect. Project closure does NOT take place during the initiation stage. Ref 18.3
d)
Incorrect. A Team Manager is NOT responsible for closing a project. The Project
Manager is responsible for closing a project. Their way of controlling the day-to-day
progress of the stage is via the Stage Plan. Ref 18.3
26
Good,
butperhaps a
little more
detail here ?
Section 5
Results are
promising : Turned
Elements will be
phased in
gradually as
the software
matures:
It's late!


Workers.
it was good.
Contents
Practitioner Paper 1
5: Practitioner
Papers
Exam scenario booklet and

Additional information
8 practitioner syllabus areas in
parts A, B & C
The correct answers
2 Answer booklets also with
pagination control to aid removal
Why the right are right and the
wrong are wrong
Practitioner Paper 2
As above for a further 8 Syllabus
areas
Practitioner purpose paraphrased from the syllabus is

to confirm sufficient understanding to start applying the
method to a real project [IE candidates understand]:How to apply and tailor PRINCE2 effectively
Apply the principles, themes and processes
Create or critique management products
Understand the relationships between the roles, management
products, principles, themes, techniques and processes
Understand means can create (synthesise) or state each element's
purpose and objectives
Section: 5 Page 0
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Candidate Number
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The Practitioner Examination Answer Booklet

Use an HB PENCIL and only mark the paper
where directed.
Enter your candidate number in the space
provided at the bottom of the page and also in the
6 boxes on the right. Fill in the associated ovals
next to the 6 boxes, e.g.for candidate 597, fill
ovals 000597.
Fits FX02 Exam Only

Instructions
Start of Exam
You should attempt to answer all questions.
Question 1
Select your answers by filling in the appropriate

ovals. Ovals must be darker than the grey square
at the top of the page and filled between 80% 100% as follows:
If you wish to change an answer, completely
erase your original mark and place a mark in your
preferred answer.
Part A
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2.
3.
4.
5.
6.
All questions require one answer unless stated

otherwise. Do NOT give more answers than
required. If you do, the question will score zero.
Part B
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1.
Do NOT use the following marks as they may be

ignored.
2.
Do NOT write or make marks in other areas of the

booklet.
4.
3.
Do NOT use coloured pens or highlighters.

Do NOT use correction fluid.
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Candidate Number [P2R/_________________]
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The Practitioner Examination
Question 2
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Question 4
Part A
Part A
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Part B
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Part B
Part C
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Question 3
Question 5
Part A
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Part A
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Part B
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Part B
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Part C
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Question 6
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Question 8
Part A
Part A
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Part B
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Part B
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Part C
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Question 7
Part A
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Booklet 1 Page 3
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Exam Experience Questionnaire
1.
Did you have sufficient time to complete the

exam?
A: Yes
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B: No
2.
3.
2. How much of your exam time was left?
4.
5.
A: 0 - 15 minutes
B: 16 - 30 minutes
C: more than 30 minutes
6.
7.
8.
3. How much additional time did you need?

A: 0 - 15 minutes
B: 16 - 30 minutes
4.
Was the exam available in your first

language?
A: Yes
B: No
C: I don't know
5.
Did you take the exam in your first

language?
A: Yes
6.
B: No
Did you take the exam in your business

language?
A: Yes
B: No
7. Did you sit a dual language paper?

A: Yes
B: No
8. Were you given extra time to take the exam?

A: Yes
B: No
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GB-FX02- V1.4-27-A4
Booklet 1 Page 4
FX02
Scenario Booklet
This is a 2.5-hour objective test examination. This booklet contains the Project
Scenario upon which this exam paper is based. All questions are contained within
the Question Booklet.
Additional information is provided within this Scenario Booklet for a number of
questions. Where reference should be made to additional information, this is
clearly stated within the question to which it is relevant. All information provided
within a question must only be applied to that question.
Each of the 8 questions is worth 10 marks, giving a maximum of 80 marks in the
paper. The pass mark is 55% (44 marks). Within each question the syllabus area
to which the question refers is clearly stated. The exam is to be taken with the
support of the PRINCE2 Manual only, i.e. no material other than the Question
Booklet, the Scenario Booklet, the Answer Booklet and the PRINCE2 Manual is
to be used.
Candidate Number: ........................................
This is a blank page
Project Scenario
Calendar Project (Note: The companies and people within the scenario are fictional.)
There has been a reduction in the number of orders at the MNO Manufacturing Company due in part
to the increased marketing activities of its competitors. To help counter this, the company has
decided to create a promotional calendar for next year for all its current and prospective customers.
The end product of this project will be a prepared calendar pack, ready for printing.
The design of the calendar will be similar to one sent out previously, and must reflect the company
image as described in the existing corporate branding standards. Another project is currently
producing a new company logo which is to be printed on each page of the promotional calendar. The
prepared calendar pack will consist of:
Design for each month - correctly showing all public holidays and new company logo
Selected photographs - 12 professionally-produced photographs, showing different members of
staff
Selected paper and selected envelope - for printing and mailing the calendar
Chosen label design - a competition to design a label will be held as part of this project
List of customers - names and addresses of customers to whom the calendar will be sent.
The project is currently in initiation and will have two further stages:
Stage 2 will include the activities to:
create the customer list using information from the Accounts and Marketing departments
confirm compliance with the Data Protection Legislation
create a design for each month - this will be done by the internal creative team
select and appoint a professional photographer
gather photograph design ideas from previous project and agree photographic session
schedule
prepare a production cost forecast
select paper and envelope.
Stage 3 will include the activities to:
produce and select the professionally-taken photographs

hold the label design competition and choose the label design
assemble the prepared calendar pack.
A production cost forecast, based on the options and costs for the paper, envelope, printing and
mailing of the calendar is to be produced in stage 2. However, the actual production and distribution
of the calendars is not within the scope of this project. The product cost forecast will be reviewed by
the Project Board to determine whether the project should continue.
It is now 05 October and the prepared calendar pack must be delivered to the print company by 30
November, to enable printing and distribution of the calendar in time for Christmas. The cost of the
activities to develop the specialist products and the cost of the project management activities are
estimated to be 20,000. There is a project time tolerance of +1 week / -2 weeks and a project cost
tolerance of +6,000 / -6,000. A change budget of 500 has been allocated but there is no risk
budget.
Question 1: Business Case Theme - Additional Information

During the initiation stage, the Project Manager met with the Marketing Director to find out more about
the requirements of the promotional calendar and recorded the following notes:
There has been a reduction in the number of orders at MNO Manufacturing due in part to the
increased marketing activities of its competitors. 10% of customers have not re-ordered in this
financial year and staff morale is poor. A number of skilled staff have left as a result and replacement
staff have not been recruited due to the reduced operation. If the project is successful, a recruitment
campaign will be required to fill the existing staff vacancies and there may be a requirement for
additional staff. Operational costs are likely to increase because skilled staff are expensive and
difficult to find.
In financial terms, there were a total of 1,500 orders in the last financial year, each with an average
profit of 2,000. The Marketing department believes that sending a promotional calendar to the
company's current and prospective customers would increase orders by at least 10%, with a minimum
of 10 further orders from the list of prospective customers within 12 months from the date of
distribution.
The Marketing Director will be funding the project from the business marketing budget. She believes
that the effect of a good company image portrayed by a successful calendar would last into a second
year. She has forecast the same increase in orders for a second year and predicts that the annual
employee satisfaction survey will show a measurable improvement in staff morale.
A number of alternatives were explored, including:
20% discount for all repeat customers - not cost-effective and very short term
A promotional calendar as a free Christmas gift - would target current and prospective
customers and the benefits would last into a second year
A series of television and press advertisements - would be too expensive
Creation of an internet website - would not suit all customers.
The calendar is seen as the favoured option, as long as the company's competitors do not increase
their marketing activity. Whilst the Marketing department wants a very high quality, glossy product, the
project management team must be aware of the cost this will incur.
Question 2: Organization Theme - Additional Information

Chief Executive Officer (CEO): He started the company 25 years ago and knows his job very well.
He injured his leg two years ago which has restricted his visits to the engineering area. As CEO he
has an overall perspective of the business strategic requirements and the authority to commit
resources as required.
Marketing Director: She has been with the company for three years, following a successful career
with a publicity company. She has the ability to represent the needs of the business, particularly as
this is a marketing project. She has the authority to commit the annual business marketing budget,
from which the project will be funded, as she sees appropriate. She will be responsible for monitoring
the expected benefits of the calendar, in particular the improvement of the company's image.
Engineering Manager: He has been responsible for many engineering innovations in the company
and is still as keen and energetic as the day he started. Whilst he will not be part of the project team,
his staff will feature in the photographs for the promotional calendar.
Central Records: This group of five staff looks after all company records and document control. They
now maintain all project files.
Bright Lights: This is the local office supplies company. It supplies all the stationery and office
equipment needs of the company and will supply the stationery for this project.
Portraits Ltd: This is a professional photographic company with a number of excellent
photographers and a history of successful work. This company has been selected to take the
photographs for the company calender. It has yet to be decided which of the photographers to use.
Question 3: Quality Theme - Additional Information

Extract from the Project Product Description (with errors)
Composition
Derivation
Development
skills required
Customers
quality
expectations
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
Acceptance
criteria
21.
22.
23.
24.
Design for each month

100gsm glossy paper
Full colour
Selected envelope
Chosen label design
List of customers
Selected photographs
Photographic session schedule
New company logo design
Previous calendar designs
Internal creative team
Production cost forecast
Photographer
Internal creative team
Print company
Professional photographs
10% more calendars than required should be printed to allow for
any late additions to the list of customers
Compliance with applicable corporate standards
The calendar should reflect the company image as described in the
corporate branding standards
The calendar will increase orders from the list of prospective
customers within 12 months
Appearance: each photograph should be sufficiently attractive and
humorous that the customer wants to display it
Appearance: new company logo promotes strong image
Security: complies with Data Protection Legislation
Accuracy: public holidays match the list supplied by Marketing
Question 5: Risk Theme - Additional Information

A photographer from Portraits Ltd, a professional photographic company, has taken on the role of
Team Manager after taking some time to understand the requirements of the project. A contract for
his services has been set up and is being monitored by the Purchasing Manager, and a Work
Package has been agreed. This contract specifies that the photographer must arrange a meeting with
the Engineering Manager to establish a schedule for the photographic sessions to minimize the
impact on the Engineering staff. This meeting should have occurred a week ago. The photographic
sessions are scheduled to take place in two days time.
The Engineering Manager was made aware of this requirement. However, when asked by the Project
Manager, he reported that he had received no communication from the photographer. The Project
Manager has tried to call the photographer and has had no response. The Project Manager believes
there is a risk that Portraits Ltd are overbooking work and prioritizing other clients work. If Portraits
Ltd do not deliver on schedule the project will be delayed and the expected benefits will be reduced.
The contract is to be reviewed and Portraits Ltd reminded of their agreement.
Question 6: Plans Theme - Additional Information

Product Summary
A list of customers will be collated. This will use existing information from the Accounts department
database about current customers, and existing information from the Marketing department database
about prospective customers.
Using the tariff of mailing costs available from the Post Office, a production cost forecast will be
produced to allow the CEO and the Marketing Director to decide whether to continue with the project.
If they decide to continue, they will give the approval to launch the internal label design competition.
Competition rules will be drawn up and details of the competition will be communicated to staff. The
label design will then be chosen from the competition entries.
The photographs for the calendar must be based on existing photograph design ideas available from
the Marketing department. Designs for each month will be created to show the required layout of each
page.
Additional Information continues on the next page
continued
Question 6: Plans Theme - Additional Information
Extract from Stage Plan for stage 3.
(All entries are true statements but may not be shown under the correct heading or in the correct
document).
Plan description
1. Stage 3 is the final stage of the project and will deliver the photos,
the label design competition entries, the winning label design and
the prepared calendar pack.
Plan prerequisites
2. Increase in orders and improved company image.

3. The production cost forecast must be acceptable to the Project
Board if the photography and label design competition are to go
ahead.
4. The customer list is accurate and complete.
External
dependencies
5. A separate project has been reviewing the company's

branding. The company logo, required for the label design
competition, is being updated. The new company logo is to be
supplied by the other project in two weeks time.
6. Customer details will be supplied from the Accounts department
and the Marketing department customer databases for the
customer list.
7. The label design must contain the new company logo.
Planning
assumptions
8. A suitable entry will be received from the label design competition.

9. The photo session schedule created two weeks ago correctly
reflects the availability of the engineering staff.
10. Each photo must feature different members of the Engineering
team.
Monitoring and
control
11. The Project Plan is to be updated with actuals.

12. A Highlight Report will be created for the Project Board every two
weeks.
13. The Stage Plan will be reviewed at the end of each day, to
assess forecast against actuals.
14. Product Status Accounts will be produced by Project Support, at
the request of the Project Manager, to summarize current and
historical data concerning each of the projects products.
FX02
Question Booklet
Syllabus areas covered:

Question 1 - Business Case Theme
Question 2 - Organization Theme
Question 3 - Quality Theme
Question 4 - Starting Up a Project + Initiating a Project Processes
Question 5 - Risk Theme
Question 6 - Plans Theme
Question 7 - Progress Theme
Question 8 - Directing a Project + Managing a Stage Boundary + Closing a Project Processes
Question Number 1
Syllabus Area
Business Case Theme
Syllabus Area
Business Case Theme
Question Number
1
Part
A
Marks
6
Using the Project Scenario and the additional information provided for this question in the Scenario
Booklet, answer the following questions.
Each question provides a list of only true statements about the Calendar project, but only 2 statements are
appropriate entries for that heading of the Business Case.
Remember to select 2 answers to each question.
1 Which 2 statements should be recorded under the Reasons heading?
A The Marketing department believes that sending a promotional calendar to current and prospective
customers will increase orders by at least 10%.
B 10% of customers have not re-ordered in this financial year.
C 1,500 orders are expected, each with an average profit of 2,000.
D The Marketing department believes that the effect of a good company image, portrayed by a successful
calendar, will last into a second year.
E MNO Manufacturing is experiencing a reduction in order numbers due in part to the increased marketing
activities of its competitors.
2 Which 2 statements should be recorded under the Business options heading?
A Produce a promotional calendar as a free Christmas gift to current and prospective customers.
B Use a professional photographer to create the photographs for the calendar.
C Create the photographs for the calendar internally.
D Outsource the creation of the calendar to a professional marketing company.
E Do nothing.
3 Which 2 statements should be recorded under the Expected benefits heading?
A Increase orders by at least 10% with a minimum of 10 further orders from the list of prospective customers
within 12 months.
B The calendar will be similar to calendars sent out in previous years.
C The Marketing department believes that the benefits of good company image, as portrayed by a successful
calendar, will last into a second year and bring the same increase in orders.
D The calendar will contain photographs of both staff and company products.
E The Marketing department want a very high quality, glossy product as they believe this will be more
appealing to customers.
Question continues on the next page
Question continued
4 Which 2 statements should be recorded under the Expected dis-benefits heading?
A A high quality, glossy product will involve additional costs.
B Individuals in the engineering team who are not selected to appear in the calendar photographs will become
de-motivated.
C The calendar may not result in the expected 10% increase in orders.
D As the Calendar project is a priority for the MNO Manufacturing Company, the delivery of other projects
within the Marketing department will be delayed.
E The calendar may not result in the 10 further orders from the list of prospective customers in 12 months.
5 Which 2 statements should be recorded under the Timescale heading?
A Benefits will be lost if the project is not completed on time.
B A recruitment campaign to fill the existing staff vacancies will need to take place in the next 12 months.
C Additional 10% increase in orders in year two.
D The prepared calendar pack must be delivered by the first week in December.
E The print company requires a 2-week notification period of the calendar pack delivery.
6 Which 2 statements should be recorded under the Costs heading?
A The MNO marketing budget this year is 120,000.
B No known ongoing operations or maintenance costs.
C 10 further orders with an average profit of 2,000 will deliver a benefit of 20,000 in the first year.
D The new company logo is estimated to cost 4,000.
E Project costs are estimated to be a total of 26,500.
Syllabus Area
Business Case Theme
Question Number
1
Part
B
Marks
4
Booklet, answer the following question.
Lines 1 to 4 in the table below consist of an assertion statement and a reason statement. For each line identify
the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not
at all.
Option
Assertion
Reason
True
True
AND the reason explains the assertion
True
True
BUT the reason does not explain the assertion
True
False
False
True
False
False
Assertion
Reason
1 If the calendar option is changed there should be a

review of, and possible changes to, the Business
Case.
BECAUSE A Business Case includes options for the

delivery of the chosen solution.
2 The Business Case will no longer be viable if the

prepared calendar pack is not available for printing
until the first week of December.
BECAUSE A Business Case is no longer viable if

stage tolerances are exceeded during a
project.
3 The fact that the project's aim is to try to counter the

fall in orders should be documented in the Project
Brief.
BECAUSE An outline Business Case contains the

reasons why a project is needed and
forms part of a Project Brief.
4 The expected improvement in staff morale should

NOT be recorded as a benefit in the Business Case.
BECAUSE Only those benefits that can be measured

in financial terms should be defined in a
Business Case.
Question Number 2
Syllabus Area
Organization Theme
Syllabus Area
Organization Theme
Question Number
2
Part
A
Marks
6
The following questions include only true statements about an individual from the project organization. Only 2
statements explain why, in the context of roles and responsiblilities within a PRINCE2 organization structure, the
individual is a suitable candidate for that role.
1
Which 2 statements explain why the Marketing Director would be appropriate as the Executive for this project?
A
She has been with the company for three years.
She previously had a successful career in publicity.
She is able to represent the business needs of MNO Manufacturing.
She has authority to commit the marketing budget, from which the project will be funded.
She requires more experience working with the engineering industry.
Which 2 statements explain why the CEO would be appropriate as the Executive for this project?
A
He started the company 25 years ago.
He knows his job well.
He restricts his visits to the engineering area.
He has authority to commit resources as required.
He has an overall perspective of the business's strategic requirements.
Which 2 statements explain why the Marketing Director would be appropriate in a Senior User role for this
project?
A
She can represent the Marketing department.
She previously had a successful career in publicity.
The Marketing department will help to deliver the benefits of this project.
The project will be funded from the business marketing budget.
A number of the products will be produced by the Sales department and the Marketing department.
Question continued
4 Which 2 statements explain why the Sales Manager would be appropriate in a Senior User role for this project?
A He joined the company last year with huge enthusiasm.
B He would like to move into the Marketing department in the future and sees this as an opportunity to work
closely with the Marketing Director.
C The launch of a company calendar will impact the Sales department.
D He reports directly to the Marketing Director.
E He is able to represent current and prospective customer interests.
5 Which 2 statements explain why the Purchasing Manager would be appropriate in a Senior Supplier role for this
project?
A He is responsible for advising on the acceptance methods to be included in supplier contracts.
B He will procure the resources and materials required for the project's products.
C He was an engineer and worked in that area before taking up his current position.
D He can monitor the production cost forecast against the Business Case and ensure value for money.
E He is not appropriate for the role of Executive or Senior User.
6 Which 2 statements explain why the Sales Manager would be appropriate in a user assurance role for this
project?
A He joined the company last year with huge enthusiasm and is keen to increase sales.
B He can provide an evaluation of the potential impact the calendar will have on sales.
C He is able to advise on suitable stakeholder engagement of current and prospective customers.
D He would like to move into the Marketing department in the future and sees this as an opportunity to work
closely with the Marketing Director.
E He can resolve any conflict in requirements between the Sales department and the Marketing department.
Syllabus Area
Organization Theme
Question Number
2
Part
B
Marks
4
Using the additional information provided for this question in the Scenario Booklet, answer the
following question.
at all.
Option
Assertion
Reason
True
True
True
True
True
False
False
True
False
False
Assertion
Reason
1 The Senior User role should be shared by the

Marketing Director and the Engineering Manager.
BECAUSE Those who provide specialist resources to

the project development teams should
perform a Senior User role.
2 Bright Lights and Portraits Ltd are both

stakeholders on the Calendar project.
BECAUSE Anyone who can affect a project is a

stakeholder on that project.
3 A single member of Central Records should NOT

perform both a Project Support and a Project
Assurance role on this project.
BECAUSE It is necessary to keep Project Support and

Project Assurance responsibilities separate.
4 The Engineering Manager should be included in

the Communication Management Strategy.
BECAUSE The Communication Management Strategy

describes the communication tools to be
used.
Question Number 3
Syllabus Area
Quality Theme
Syllabus Area
Quality Theme
Question Number
3
Part
A
Marks
3
Column 1 is a list of objectives. For each objective in Column 1, select from Column 2 the quality activity that
addresses it. Each selection from Column 2 can be used once, more than once or not at all.
Column 1
Column 2
Understanding the customer's quality expectations.
A Quality assurance
Approval of the project's products.
B Quality control
Confirmation that corporate management standards and policies are being

adhered to.
C Quality planning
Syllabus Area
Quality Theme
Question Number
3
Part
B
Marks
4
An address label is required for the envelope. The design of the label will be selected from entries to an
internal label design competition. The winning label design will be included in the prepared calendar
pack given to the printing company. The label should be half the size of the selected envelope (+5%/5%), and use an attractive, large font for the customer's name and address. The new company logo
must be integrated into the label design. The Project Board will be asked to review all entries and select
the winning label design.
The information in Column 1 may be entered in the Product Description for the chosen label design. Column 2 is a
list of the quality headings (excluding Quality Method) in a Product Description. For each entry in Column 1 decide
if it should be included under one of the Product Description headings shown and select the appropriate answer
from Column 2.
Each selection from Column 2 can be used once, more than once or not at all.
Column 1
Column 2
Half the size of the selected envelope.
NOT included
Printing company.
Quality criteria
Project Board.
Quality tolerance
Quality skills required
+5% / -5% of the required label size.
Quality responsibilities
Syllabus Area
Quality Theme
Question Number
3
Part
C
Marks
3
Booklet, answer the following questions about the Project Product Description.
1 Which 2 statements apply to the Derivation section?
A
Move entry 9 to Composition because this is within the scope of the project.
Delete entry 10 because this is NOT a source product for this project.
Delete entry 11 as this is already correctly shown under Development skills required.
Move entry 12 to Composition because this is within the scope of this project.
Add 'Professional photographer'.
2 Which 2 statements apply to the Customer's quality expectations section?

A
Delete entry 16 because this should be shown on the Product Description for the photos.
Delete entry 17 because this is beyond the scope of this project.
Delete entry 18 because standards should NOT be shown here.
Delete entry 19 because this should appear in the Product Description for the calendar and not the Project
Product Description.
Delete entry 20 because this is an expected benefit and should be recorded in the Business Case.
3 Which 2 statements apply to the Acceptance criteria section?

A
Amend entry 21 to 'Appearance - 12 photographs each showing different members of staff'.
Move entry 21 to Composition because the photographs are part of the project product.
Delete entry 22 because the development of the new company logo is not within the scope of the Calendar
project.
Move entry 23 to Derivation because the Data Protection Legislation already exists.
Delete entry 24 because this is NOT a suitable acceptance criteria for this project.
Question Number 4
Syllabus Area
Starting Up a Project + Initiating a Project Processes
Syllabus Area
Question Number
4
Part
A
Marks
3
Column 1 is a list of decisions to be made about the project. For each decision in Column 1, decide whether or not
it is made in the Starting up a Project process and indicate in which order the decisions should occur.
Column 1
Column 2
1 Approval of the feasibility study before any work on the project can
commence.
A Not made in the Starting up a

Project process
2 Assess which parties should be involved during the project, as

suggested by previous development projects.
B First
3 Evaluate possible candidates for Project Manager and decide which

should be appointed.
D Third
C Second
Syllabus Area
Question Number
4
Part
B
Marks
2
Using the Project Scenario, answer the following question.

The Project Manager has been asked to prepare the Project Brief for the Calendar project. The following questions
include only true statements about the project, but only one statement is an appropriate entry for that heading of
the Project Brief.
1 Which statement should be recorded as a project interface under the Project definition heading?
A
The new company logo will be supplied by another project.
The design of the calendar will be derived from the design used to create previous calendars.
The calendar will be designed by the internal creative team.
A professional photographer will be commissioned to take the photographs.
2 Which statement should be recorded under the Project approach heading?

A
The end product of this project will be a prepared calendar pack, ready for printing.
The photography for the calendar is to be outsourced to a professional photographer.
A production cost forecast, based on the costs for the materials, printing and mailing is to be produced in
stage 2.
The actual production and distribution of the calendars is not within the scope of this project.
Syllabus Area
Question Number
4
Part
C
Marks
5
Using the Project Scenario, answer the following questions about the Starting up a Project process and
the Initiating a Project process.
Decide whether the actions taken represent an appropriate application of PRINCE2 for this project and select the
response that supports your decision.
1 When creating the Project Plan, the Project Manager identified the new company logo as an external
dependency.
Is this an appropriate application of PRINCE2 for this project?
A No, because the new company logo should be identified in the Business Case as part of the reasons for
undertaking the project.
B No, because the new company logo should be identified in the Project Plan as an internal dependency.
C Yes, because the new company logo is required to produce the calendar and is being produced by another
project.
D Yes, because the production of the new company logo will need to be controlled by the Project Manager.
2 During the initiation stage, the Project Manager created the Product Description for the designs for each month.
A No, because all Product Descriptions should be created during the Managing a Stage Boundary process,
when preparing the Stage Plan.
B No, because it is the Project Product Description that should be created to define what the project must
deliver in order to gain acceptance.
C Yes, because the Project Manager should create Product Descriptions for all of the products to be delivered
by the project as part of the Project Plan.
D Yes, because Product Descriptions for the major products of the project should be created when preparing
the Project Plan.
3 When setting up the project controls, the Project Manager identified dates for two end stage assessments, one
for each of the management stages following initiation.
A No, because the Closing a Project process is used at the end of the final stage.
B No, because there are three stages in this project.
C Yes, because the Project Manager needs to report how the stage performed and provide an update on the
Business Case.
D Yes, because the Project Board needs to be made aware of these dates so as to ensure its availability.
Question continued
4 The Project Manager has now completed the Project Plan which contains the Work Packages for each of the
project's products.
A
No, because Work Packages should be created during the Starting up a Project process to support the
Project Product Description.
No, because the Project Plan does not contain the content of each Work Package.
Yes, because the tolerance(s) set in the Project Plan are derived from the Work Package tolerance(s).
Yes, because the Project Board will require this information in order to set tolerance(s) for the Team
Manager(s).
5 At the end of the initiation stage, the Project Manager has updated the Project Plan to show how and when all of
the expected benefits of the promotional calendar will be measured and captured.
A
No, because any changes to the Project Plan should be approved by the Project Board.
No, because most of the expected benefits will be achieved after the project has closed.
Yes, because it is important to define each benefit in quantifiable terms so that measurable improvements
can be made.
Yes, because the expected benefits of the promotional calendar can be measured during the life of the
project.
Question Number 5
Syllabus Area
Risk Theme
Syllabus Area
Risk Theme
Question Number
5
Part
A
Marks
5
The project is now in stage 2. The Project Manager has heard about the possibility of a competitor also
producing a calendar to be delivered earlier than the target date for this project. There is a threat that the
early release of a competitor's calendar may weaken the impact of the MNO Manufacturing Company
calendar, thereby reducing the anticipated benefits of the Calendar project.
Column 1 contains a number of risk responses identified by the Project Manager following an assessment of this
risk. Column 2 contains a list of threat response types. For each risk response in Column 1, select from Column 2
the type of response it represents. Each option from Column 2 can be used once, more than once or not at all.
Column 1
Column 2
Record the risk in the Risk Register and monitor the situation.
A Avoid
Decide not to compete and cancel the project.
B Reduce
Bring the target date of this project forward.
C Fallback
Wait for confirmation of the rivals calendar and, if required, include additional gifts with
the calendar as an extra incentive.
D Transfer
Carry on with the project as planned on the basis that the MNO Manufacturing Company
calendar is believed to be of better quality.
F Share
E Accept
Syllabus Area
Risk Theme
Question Number
5
Part
B
Marks
5
following question.
at all.
Option
Assertion
Reason
True
True
True
True
True
False
False
True
False
False
Assertion
Reason
1 The fact that there has been no contact with the

photographer should have been raised as an
issue.
BECAUSE Any forecast to exceed the agreed stage

tolerances should be escalated to the Project
Board.
2 As the person monitoring the contract, the

Purchasing Manager would be an appropriate
owner for the risk.
BECAUSE A risk actionee should be the person most

capable of managing the risk.
3 The photographer should have raised any

BECAUSE A separate Risk Register should be created for
concerns about their availability for the work as a
each Work Package to monitor specialist risks
risk before accepting the Work Package.
associated with the creation of specialist
products.
4 If estimation of the risk shows that it is likely to
BECAUSE When the impact of a risk has been identified,
impact upon time, the Project Manager will need
an Issue Report will be required to implement
to raise an Issue Report.
any agreed risk actions.
5 As a Work Package has been agreed with the
photographer, responsibility for the risk will
automatically have been transferred to this third
party.
BECAUSE When selecting the most appropriate risk

response to take, the best option is usually the
least expensive.
Question Number 6
Syllabus Area
Plans Theme
Syllabus Area
Plans Theme
Question Number
6
Answer the following questions about plans.

1 During which 2 activities should a plan be produced?
A When a Work Package is authorized, in the Controlling a Stage process.
B When preparing for planned closure, in the Closing a Project process.
C When a Work Package is accepted, in the Managing Product Delivery process.
D When escalating issues and risks, in the Controlling a Stage process.
E When planning project closure, in the Managing a Stage Boundary process.
2 Which 2 statements concerning responsibility for creating plans are correct?
A The Team Manager is responsible for creating Stage Plans.
B The Team Manager is responsible for creating Team Plans.
C Project Support is responsible for creating Team Plans.
D The Project Board is responsible for creating the Project Plan.
E The Project Manager is responsible for creating the Project Plan.
Part
A
Marks
2
Syllabus Area
Plans Theme
Question Number
6
Part
B
Marks
4
Using the Project Scenario and the Product Summary provided as additional information for this
question in the Scenario Booklet, answer the following questions about the plan for this project.
Decide whether the statements reflect an appropriate application of the product-based planning technique for this
project and select the response that supports your decision.
1 'Production cost forecast' has been shown as an external product in the product flow diagram.
Is this an appropriate application of product-based planning for this project?
A
No, because the 'production cost forecast' is required for making a decision.
No, because the 'production cost forecast' is being created within the scope of the plan.
Yes, because the 'production cost forecast' is dependent on an external product.
Yes, because the 'production cost forecast' is required for making a decision.
2 'Tariff of mailing costs' has been shown in the product breakdown structure as a product to be created or
modified by the project.
A
No, because the 'tariff of mailing costs' is being supplied by the Post Office.
No, because the 'tariff of mailing costs' already exists.
Yes, because the 'tariff of mailing costs' will be used to create the 'production cost forecast'.
Yes, because the project costs may change.
3 'Accounts database' has been shown on the product flow diagram as an external dependency for the 'list of
customers'.
A
No, because 'accounts database' already exists and should not be shown on the product flow diagram.
No, because the 'accounts database' should be shown as an internal dependency for the 'list of
customers'.
Yes, because 'accounts database' is being supplied by the Accounts department.
Yes, because 'accounts database' already exists and will be required to produce the 'list of customers'.
4 'Choose label design' has been shown on the product breakdown structure as a product to be created or
modified by the project.
A
No, because 'choose label design' is an activity.
No, because the competition entries are external to the scope of the plan.
Yes, because the label design will be chosen from entries to the competition.
Yes, because the competition entries are within the scope of the plan.
Syllabus Area
Plans Theme
Question Number
6
Part
C
Marks
4
Using the Project Scenario and the Extract from Stage Plan for stage 3 provided as additional
information for this question in the Scenario Booklet, answer the following questions.
The Stage Plan for stage 3 has been produced.
The Engineering Manager insists that there are to be no interruptions to operations whilst photographs
are being taken of the engineering staff performing their everyday duties and operating machinery. Two
weeks ago the professional photographer produced the photographic session schedule based on the
operational staff schedule. The operational staff schedule is produced weekly and maintained by the
Engineering Manager.
None of the 500 change budget has been used to date and this is available for the stage.
1 Which 2 statements apply to the Plan prerequisites section?
A
Delete entry 2 because these are project benefits not prerequisites of the stage.
Delete entry 3 because the production cost forecast is a deliverable of stage 2, not a prerequisite for
stage 3.
Delete entry 4 because the customer list is NOT needed to start the work in stage 3.
Add 'Engineering team must be made available for the photographic session'.
Add Compliance with the Data Protection Legislation.
2 Which 2 statements apply to the External dependencies section?

A
Delete entry 5 because the new company logo is being delivered by a separate project and will be
detailed in the plans for that project.
Move entry 5 to Plan prerequisites because the new company logo will influence the label designs.
Move entry 5 to Plan description because the new company logo will be delivered during stage 3.
Delete entry 6 because the customer details were used in stage 2 to create the customer list.
Delete entry 7 because it should be shown in the Product Description for the chosen label design.
Question continued
3 Which 2 statements apply to the Planning assumptions section?
A No change to entry 8 because this cannot be confirmed until all of the label designs entries have been
received and an assessment made.
B Move entry 8 to External dependencies because the label designs are created outside of the scope of the
project.
C Delete entry 9 because the photographic session schedule should have been approved as part of stage 2.
D Move entry 9 to External dependencies because the photographic session schedule is created by the
professional photographer.
E Delete entry 10 because the inclusion of different members from the Engineering team in each photo should
be shown in the Product Description for the photographs.
4 Which 2 statements apply to the Monitoring and control section?
A Amend entry 11 to show the Project Plan wil be updated with actuals at the end of the stage.
B No change to entry 12 because this describes how the Project Board will monitor progress.
C Move entry 12 because the Highlight Reports are deliverables of this stage and should be shown on the
product breakdown structure.
D Delete entry 13 because this is part of the Controlling a Stage process.
E Delete entry 14 because the Product Status Account is NOT an ad-hoc report. It is produced at the end of
each stage to identify any variations between planned status, reported status and actual status of the stage's
products.
Question Number 7
Syllabus Area
Progress Theme
Syllabus Area
Progress Theme
Question Number
7
Part
A
Marks
5
Using the Project Scenario, answer the following questions about the use of PRINCE2 controls in this
project.
1 At the end of initiation there is +1 week / -2 weeks time tolerance for this project. Which statement is true?
A
There can be no time tolerances for any of the stages.
All of the project level time tolerance can be allocated to stage 2.
The Stage Plan for stage 2 could create some additional project time tolerance by allowing no time
tolerance in Team Plans.
Additional time tolerance for the project could be found by adding extra resources without affecting other
tolerances.
2 During stage 2, if the Project Manager decides to recommend that the Project Plan is revised to finish three
weeks later, which statement is correct?
A
The tolerances stated in the Project Plan CANNOT be changed.
The Executive needs to seek formal approval from corporate management to implement this change.
The current project must close prematurely and be restarted with a new Project Plan, a new Business Case
and new Risk Register.
The revision of the Project Plan would have to wait until the end stage assessment of stage 2.
3 As the project approaches the end of stage 2, the Project Manager has requested a Product Status Account to
ensure that all products are at their expected point of development. Although the list of customers has been
quality reviewed, it has not been baselined because the Marketing department has not provided all of the
prospective customers' details. What initial action should the Project Manager take?
A
Delay producing the End Stage Report until the list of customers has been baselined.
Raise an Exception Report to the Project Board to highlight the issue.
Check the target sign-off date for the list of customers.
Update the product status to 'baselined' and obtain a commitment from the Marketing department to finish
this work within the next few days.
Question continued
4 Whilst identifying the mailing costs for the calendars the Project Manager was surprised to find the costs could
vary considerably depending on the size of the package and the delivery service used. For the purpose of this
project, the Project Manager has selected an appropriate service but feels that a corporate standard for
postage would have reduced the time and effort invested. It could reduce the company's overheads by up to
20,000 per year. How should the Project Manager record this observation within the project?
A
Produce a project mandate, outlining the potential savings to be achieved by the introduction of a
corporate standard.
Make a note of the observation in the Daily Log to be transferred to a Benefits Review Plan at the end of
the project.
Record the observation in an Exception Report to the Project Board.
Make an entry in the Lessons Log for future consideration by corporate management.
5 The team member collating the list of customers has now forecast that it will NOT be complete by the end of this
stage as originally planned, due to a number of new prospective customers' details not yet being available. What
action should the team member take?
A
Report the forecast delay in the next Checkpoint Report to the Executive.
Add the product to the next Stage Plan in order to allocate additional resources and complete the work.
Make an entry in the Risk Register so the Project Manager can decide on appropriate action.
Raise an issue to inform the Project Manager.
Syllabus Area
Progress Theme
Question Number
7
Part
B
Marks
5
at all.
Option
Assertion
Reason
True
True
True
True
True
False
False
True
False
False
Assertion
Reason
1 The label design competition should be planned and BECAUSE A decision can only be made by the Project
managed as two management stages.
Board at the end of a management stage.
2 A suitable point for a stage boundary would be after
the production cost forecast has been produced.
BECAUSE A stage boundary represents a go/no go

decision point.
3 With +1 week / -2 weeks time tolerance, the project

is permitted to finish two weeks later than 30
November.
BECAUSE A negative project time tolerance indicates

the total permissible delay to a project
schedule before an exception situation
occurs.
4 If the project is forecast to exceed the cost tolerance BECAUSE If the forecast is for project tolerances to be
of +6,000, the Project Manager should send an
exceeded, the Project Board no longer has
Exception Report straight to corporate
the authority to continue with the project.
management.
5 The production cost forecast should be reviewed by
the Project Board during the Directing a Project
process to determine whether the project should
continue.
BECAUSE The Project Board reviews all products at

the end of each stage.
Question Number 8
Syllabus Area
Directing a Project + Managing a Stage Boundary + Closing a Project Processes
Syllabus Area
Question Number Part Marks

8
A
5

It is now late October and the project is in stage 3. The label design competition has been held and the
photos of the staff have been taken. The CEO and Marketing Director still need to choose the winning
label design and the 12 photographs for the calendar.
The Executive has learned that two competitors are issuing calendars to MNO's customers by the
middle of November. When analyzing the impact of this issue, one of the options considered was to
close the project prematurely.
Column 1 contains key facts from the projects Daily Log. If a decision was taken to close the project prematurely,
these facts should be used during the Closing a Project process. For each fact in Column 1, select from Column 2
the activity within the Closing a Project process, which, if applied appropriately, should use this fact. A selection
from Column 2 may be used once, more than once or not at all.
Column 1
1 The staff photographs are suitable for use in future promotional materials. The
photographer will be asked to provide all photographs into a useable format before
this Work Package is approved.
2 Staff photographic sessions were disruptive to the Engineering Department as they
had been scheduled during peak work times without consultation with the
Engineering Manager.
3 If anybody has any remaining resource costs to be charged to the project, they
should ensure this is done by 10 November.
4 Staff morale will be further affected if a winning label design is not selected and
announced. This should be completed before the project is closed.
5 The risk of a competitor producing a calendar at the same time was identified at
the beginning of the project but the assessment and management of this risk was
poor.
Column 2
A Prepare planned
closure.
B Prepare premature
closure.
C Hand over products.
D Evaluate the project.
E Recommend project
closure.
Syllabus Area
Question Number Part Marks

8
B
5

The Calendar project was delivered as originally planned, and is now preparing for planned closure.
at all.
Option
Assertion
Reason
True
True
True
True
True
False
False
True
False
False
Assertion
Reason
1 Whether the calendar achieves its objective of

BECAUSE The Benefits Review Plan is created in the
countering the decline in orders will be confirmed in
Closing a Project process.
the Closing a Project process.
2 A formal quality review meeting, chaired by the
Project Manager, should be held for the Project
Board to compare the final deliverable against the
Project Product Description.
BECAUSE The Project Product Description is used in

the Closing a Project process to verify that
the project has delivered what was expected
of it.
3 The Stage Plan for stage 3 should contain details of BECAUSE Closure activities should be planned as part
the products to be created or updated during the
of the Stage Plan for the final management
Closing a Project process.
stage.
4 As part of the handover of the final product, a
contract should be agreed with Marketing for
ongoing support of this product.
BECAUSE A service agreement or maintenance

contract should always be included as a
product of the final stage.
5 At the end of stage 3, the Managing a Stage

Boundary process should be used to update the
Project Plan with actuals from the final stage.
BECAUSE An objective of the Managing a Stage

Boundary process is to review, and if
necessary, update the Project Initiation
Documentation.
Note: For Multiple Response (MR) questions, 1 point is

scored if and only if all correct options are selected.
Otherwise 0 points are scored.
Marking Scheme
Exam Paper: GB-FX02-1.5
Question
Part
Type
Response
1 (BC)
MR
AR
Question
Part
Type
Response
2 (OR)
MR
AR
Question
Part
Type
Response
3 (QU)
MG
MG
MR
Question
Part
Type
Response
4 (SI)
SM
B
C
CL
CL
Question
Part
Type
Response
5 (RK)
MG
AR
Question
Part
Type
Response
6 (PL)
MR
CL
MR
Question
Part
Type
Response
7 (PG)
CL
AR
Question
Part
Type
Response
8 (DC)
MG
AR
Rationale
Question: 1, Syllabus: BC, Part: A, Type: MR, SyllabusRef: BC0301, Level: 3

1
A Incorrect: This is an Expected Benefit of this project. The Reasons should show why the
project outcome is needed, the background. Ref. A.2.1/4.3.4.1.
B Correct: This is an explanation of why the project is required. Ref. A.2.1/4.3.4.1.
C Incorrect: This is the total number of orders last year, the position to measure against. It is
not the Reason for this project. Ref. Scenario Booklet /4.3.4.3.
D Incorrect: This is an Expected Benefit of this project. The Reasons should show why the
project outcome is needed, the background. Ref. A.2.1/4.3.4.1.
E Correct: This is an explanation of why the project is required. Ref. A.2.1/4.3.4.1.
2
A Correct: This is one of the options considered to achieve the project outcome. Ref.
4.3.4.2/A.2.1.
B Incorrect: This is an approach to deliver the required products and should therefore be
documented in the Project Brief. Ref. A.19.2.
C Incorrect: This is an approach to deliver the required products and should therefore be
D Incorrect: This is an approach to deliver the required products and should therefore be
E Correct: This options is always considered in the Business Case as a starting point to
act as a comparison for other options. Ref. 4.3.4.2/A.2.1.
3
A Correct: This is a stated measurable benefit anticipated from this project. Ref.
4.3.4.3/A.2.1.
B Incorrect: Using a similar format to previous years may have contributed to the selection of
the business option but it is not a project benefit. Ref 4.3.4.3/A.2.1.
C Correct: This is a stated measurable benefit anticipated from this project. Ref.
4.3.4.3/A.2.1.
D Incorrect: The Business Case does not contain a breakdown of the products to be
delivered within the project. This would be documented under 'Composition' in
the associated Product Description. Ref. A.17.2.
E Incorrect: This is a requirement of the project product which should be stated in the Project
Product Description. Ref. A.21.2.
4
A Incorrect: This relates to the cost of quality within the deliverables. It is NOT a negative
consequence of the project. Ref. 4.3.4.4.
B Correct: This is a negative consequence of the calendar project. Ref. 4.3.4.4.
C Incorrect: This is a threat to the expected benefits, NOT a negative consequence of the
project. Ref. 4.3.4.4/8.2.1.
D Correct: This is a negative consequence of the calendar project. Ref. 4.3.4.4/A.2.1.
E Incorrect: This is a threat to the expected benefits, NOT a negative consequence of the
project. Ref. 4.3.4.4/8.2.1.
5
A Incorrect: This is a risk. It has not happened yet, but the impact should be considered and
recorded under 'Major risks'. Ref. 8.2.1.
B Incorrect: The recruitment campaign is likely to be a follow-on action that is not within the
scope of this project. Ref. 18.4.4.
C Correct: When benefits are expected to be achieved should be stated under the
Timescale heading in the Business Case. Ref. 4.3.4.5/A.2.1.
D Correct: This is the timescale for project delivery and should be stated under the
Timescale heading in the Business Case. Ref. 4.3.4.5/A.2.1.
E Incorrect: This is not a timescale for project delivery. Ref. 4.3.4.5/A.2.1.
6
A Incorrect: The fact that MNO has allocated 120,000 to the marketing budget for this year
B Correct:
C Incorrect:
D Incorrect:
E Correct:
is not a cost of the project. Ref. 4.3.4.6/A.2.1.

The Business Case should include details of ongoing operations and
maintenance costs and their funding arrangements. Ref. 4.3.4.6/A.2.1.
This is an Expected benefit, it is not a cost of the project, i.e. expected income
rather than outgoings. Ref. 4.3.4.3/A.2.1.
The new company logo is not within the scope of this project. Ref. 4.3.4.6/A.2.1.
The costs section of the Business Case should include the total of forecast
costs, including allocated tolerances, risk and change budgets. Ref.
4.3.4.6/A.2.1.
Question: 1, Syllabus: BC, Part: B, Type: AR, SyllabusRef: BC0401, Level: 4

1 True: Each option considered within the
False: Options considered for the delivery of
Business Case would represent a
the chosen solution should be covered in
different project and investment. Ref.
the project approach (Project Brief). The
4.3.4.3/9.3.3.2.
business options in the Business Case
refer to the various solutions considered.
Ref. A.2.2/A.19.2.
2 False: In PRINCE2, the Business Case
False: Further tolerance may be available for
provides the vital test of viability of the
the stage in which case the Business
project. It provides the answer to the
Case may still be viable. Ref. 10.2.3.
question: is the investment in this
project worthwhile? Printing within the
first week of December remains within
the project's time tolerance of +1 week
and does not affect the project's ability
to deliver the products. Ref. 4.1/4.2.1.
3 True: The outline Business Case contains the True: The Project Brief includes high-level
reasons why the project is needed and
information on what needs to be done,
forms part of the Project Brief. Ref.
why, who will need to be involved, and
4.3.1/A.19.2.
how and when it will be done. This
reason explains the assertion, therefore
the answer is A. Ref. A.19.2.
4 False: This is a positive consequence of the False: All benefits, both financial and nonCalendar project which is measurable
financial, should be recorded in the
and should therefore be recorded in the
Business Case. Ref. A.2.2.
Business Case. Ref. A.2.2/4.3.4.3.
Question: 2, Syllabus: OR, Part: A, Type: MR, SyllabusRef: OR0301, Level: 3

1
A Incorrect: The length of service of an individual is not a PRINCE2 reason for the
appointment of an Executive. Ref. 5.3.2.2.
B Incorrect: Although this may be useful from a specialist knowledge point of view, this is not
a PRINCE2 reason for the appointment of an Executive. Ref. 5.3.2.2.
C Correct: An Executive should be able to represent the business interests on a project.
Ref. 5.3.2.2.
D Correct: The Executive should be able to commit resources to the project and make
decisions on behalf of the business. Ref. 5.3.2.2.
E Incorrect: The development needs of an individual is not a PRINCE2 reason for the
2
A Incorrect: The length of service of an individual is not a PRINCE2 reason for the
B Incorrect: Knowledge of a functional position is not a PRINCE2 reason for the appointment
of an Executive. Ref. 5.3.2.2.
C Incorrect: Physical involvement is not a PRINCE2 reason for the appointment of an
Executive. Ref. 5.3.2.2.
D Correct: The Executive should be able to commit resources and make decisions on
behalf of the business. Ref. 5.3.2.2.
E Correct: The Executive has knowledge of the business's strategic requirements and a
responsibility to ensure that the project is aligned to these strategies. Ref.
5.3.2.2.
3
A Correct: The Senior User should be able to make decisions on behalf of the users and,
as a representative of the main users of the deliverable from this project, the
Marketing Director would be suitable for this role. Ref. 5.3.2.2.
B Incorrect: This would be useful for the role responsible for supplying the specialist
knowledge for this project. The Senior User role does not require specialist
knowledge. Ref. 5.3.2.2.
C Correct: The Senior User should represent those for whom the product will achieve an
objective or those who will use the products to deliver benefits. Ref. 5.3.2.2.
D Incorrect: The Executive role represents the funding of the project, not the Senior User.
Ref. 5.3.2.2.
E Incorrect: Those producing the products within the project are suppliers and should be
represented by the Senior Supplier. Ref. 5.3.2.2.
4
A Incorrect: The length of service and motivation of an individual are not PRINCE2 reasons
for the appointment of a Senior User. Ref. 5.3.2.2.
B Incorrect: The development needs of an individual are not a PRINCE2 reason for the
appointment of a Senior User. Ref. 5.3.2.2.
C Correct: A Senior User should represent those who are affected by the project. Ref.
5.3.2.2.
D Incorrect: PRINCE2 does not recognize reporting structures within the business or
hierarchies. The reporting structure within the project will be agreed within the
project. Ref. 5.3.2.2.
E Correct: The Senior User should represent the interests of those who will use the final
product(s) of the project. Ref. 5.3.2.2.
5
A Correct: The Senior Supplier role is responsible for advising on the selection of design,
development and acceptance methods. Ref. C.4.1.
B Correct: The Senior Supplier role is responsible for ensuring that supplier resources
required for the project are made available. Ref. C.4.1. The Senior Supplier(s)
represents the interests of those designing, developing, facilitating, procuring

and implementing the project's products. Ref. 5.3.2.2.
C Incorrect: The Purchasing Manager's experience of Engineering has no bearing on the
project or the role of Senior Supplier within the project. Ref. 5.3.2.2.
D Incorrect: It is the Executive that has to ensure that the project gives value for money,
ensuring a cost-conscious approach to the project, balancing demands of the
business, user and supplier. Ref. 5.3.2.2.
E Incorrect: Just because an individual is not appropriate for the role of Executive or Senior
User, does not make them appropriate as a Senior Supplier. Ref. 5.3.2.2.
6
A Incorrect: The length of service and motivation of an individual are not PRINCE2 reasons
for the appointment of a Project Assurance role. Ref. 5.3.2.2.
B Correct: As a user of the project's product(s), the Sales Manager would be well placed to
evaluate the impact of potential changes from the user point of view on behalf of
the Senior User, which is a Project Assurance responsibility. Ref. 5.3.2.2.
C Correct: Current and prospective customers are stakeholders within the project and the
Sales Manager is well placed to advise on how best to communicate with them,
a role of the User Assurance. Ref. 5.3.2.2.
D Incorrect: The development needs of an individual are not a PRINCE2 reason for the
appointment of a Project Assurance role. Ref. 5.3.2.2..
E Incorrect: The resolution of conflicts between users is a responsibility of the Senior User,
not Project Assurance. Ref. 5.3.2.2.
Question: 2, Syllabus: OR, Part: B, Type: AR, SyllabusRef: OR0401, Level: 4

1 False: The Senior User role can be shared by False: The Senior User commits user
more than one individual, but the
resources for the purpose of quality
Engineering Manager does not
checking. It is the Senior Supplier role
represent a user on this project. Ref.
that provides specialist resources for the
5.3.2.2.
design and development of the project's
products. Ref. 5.3.2.2.
2 True: They each need to interact with the
True: The term 'stakeholder' applies to any
project and can affect the project
individual, group or organization that can
outcome. They are therefore
affect, be affected by, or perceive itself
stakeholders. Ref. 5.3.5.1.
to be affected by, a project. Ref.
Glossary. Bright Lights and Portraits Ltd
will interact with, and may affect, the
project. This is the reason for the
assertion. The answer is therefore A.
3 True: Project Support and Project Assurance True: Project Assurance must be kept
roles should be kept separate in order
separate from Project Support in order
to maintain the independence of
to maintain their independence. This is
Project Assurance. Ref. 5.3.2.8.
an explanation of the assertion,
therefore the answer is A. Ref. 5.3.2.8.
4 True: The Engineering Manager is a
True: The Communication Management
stakeholder from within the
Strategy describes the tools to be used
organization, but external to the project
for each step in the communication
management team. He is not a supplier
process. This is not why the Engineering
or a user, but he does have an interest
Manager should be included, therefore
and some influence. Ref. 5.3.5.3.
the answer is B. Ref. A.4.2.
Question: 3, Syllabus: QU, Part: A, Type: MG, SyllabusRef: QU0204, Level: 2

1 Correct [C]: Quality Planning - This covers agreement on overall quality expectations, the
products required with their associated quality criteria, the means by which quality
will be achieved and assessed. Ref. 6.3.1.
2 Correct [B]: Quality Control - This covers the activities undertaken by the project team to ensure
that the products meet their respective quality criteria. Ref. 6.3.2.
3 Correct [A]: Quality Assurance - This activity manages the organization's Quality Management
System, not part of the project. Ref. 6.2.6.
Question: 3, Syllabus: QU, Part: B, Type: MG, SyllabusRef: QU0301, Level: 3
1 Correct [B]: This states a measurable requirement of the product and should be noted under
Quality Criteria. Ref. A.17.2.
2 Correct [A]: The product is to be given to the printing company. The printing company is not
involved in the creation or review of the product. It is therefore NOT included. Ref.
A.17.2.
3 Correct [E]: The Project Board will be asked to review the label entries and will therefore
appear as a reviewer under Quality responsibilities. Ref. A.17.2.
4 Correct [C]: Given the quality criteria, this is a measure of what would be acceptable as a
Quality tolerance. Ref. A.17.2.
Question: 3, Syllabus: QU, Part: C, Type: MR, SyllabusRef: QU0401, Level: 4

1
A Incorrect: The new logo design is being created by another project and therefore is not
within scope. Ref. A.21.2.
B Incorrect: This already exists and it provides the basis upon which this calendar will be
designed. The design of the calendar will incorporate the design of the new
logo. It is therefore a derivation and should not be moved. Ref. A.21.2.
C Correct: The Internal Creative team will be required to create products and are therefore
already correctly shown under Development skills required. Ref. A.21.2.
D Correct: This is a product to be delivered by this project. Ref. A.21.2.
E Incorrect: This is not a source product from which the project is derived. Ref. A.21.2.
2
A Incorrect: This is one of the quality expectations stated, the photos are to be professional.
Ref. A.21.2.
B Correct: Printing is beyond the scope of this project. A.21.2.
C Incorrect: Customer's quality expectations is a description of the quality expected of the
Project Product and the standards and processes that will need to be applied to
achieve that quality. Ref. A.21.2.
D Incorrect: This is stated as a customer's quality expectation, a description of the quality
expected of the Project Product and the standards and processes that will need
to be applied to achieve that quality. Ref. A.21.2.
E Correct: This is an expected benefit (positive consequence) of this project and should
NOT be recorded under customer's quality expectations. Ref. A.21.2.
3
A Correct: The existing entry is not measurable, 'attractive' and 'humorous' are not defined.
This amendment is a measurable definition of the attributes that must apply to
the set of products to be acceptable to key stakeholders. Ref. A.21.2.
B Incorrect: Acceptance criteria can be expressed as many things, including appearance.
This is not a composition item. Ref. A.21.2.
C Correct: The new company logo is being produced by another project. It is required for
inclusion within the Calendar project but the quality of it will not be assessed
during this project. Ref. A.21.2.
D Incorrect: This is a measurable definition of the criteria that the Project Product must meet
before the customer will accept it. Derivation provides the source from which the
product will be created. Ref. A.21.2.
E Incorrect: Acceptance criteria can be expressed as many things, including accuracy, as
long as it is measurable. Dates are to be shown correctly as stated in the
Scenario. Ref. A.21.2.
Question: 4, Syllabus: SI, Part: A, Type: SM, SyllabusRef: SU0205, Level: 2
1 Correct [A]: The term project mandate applies to whatever information is used to trigger the
project, be it a feasibility study or the receipt of a 'request for proposal' in a
supplier environment. The project mandate is what triggers the Starting up a
Project process. Ref. 12.3/19.8.3.
2 Correct [C]: Capturing previous lessons is the responsibility of the Project Manager during the
Starting up a Project process. The Project Manager must therefore have been
appointed prior to this activity. Ref. 12.4.2.
3 Correct [B]: The appointment of the Project Manager allows for the project to be managed on a
day-to-day basis on behalf of the Executive. Ref. 12.4.1.
Question: 4, Syllabus: SI, Part: B, Type: CL, SyllabusRef: SU0301, Level: 3

1
A Correct: This project must interface with the project that is producing a new company
logo. Interfaces between projects should be identified so that any changes within
this project that may affect one or more other projects are captured and
escalated as appropriate. Ref. A.19.2/Scenario.
B Incorrect: This information should be recorded in the Product Description for the calendar
design. Ref. A.17.2.
C Incorrect: This should be recorded under the Project approach heading. Ref. A.19.2.
D Incorrect: This should be recorded under the Project approach heading. Ref. A.19.2.
2
A Incorrect: This is the required output and should be recorded within the Project Product
Description heading. Ref. A.19.2.
B Correct: To define the choice of solution that will be used within the project to deliver the
selected business option, taking into consideration the operational environment
into which the solution must fit. Ref. A.19.2.
C Incorrect: This is a deliverable within the project - it may be recorded under the Project
definition heading, as part of Project scope and exclusions. Ref. A.19.2.
D Incorrect: This should be recorded under the Project definition heading, as part of Project
scope and exclusions. Ref. A.19.2.
Question: 4, Syllabus: SI, Part: C, Type: CL, SyllabusRef: SU0402 IP0402, Level: 4
1
A Incorrect: The Business Case should contain the reasons for undertaking the project and
explain how the project will enable the achievement of corporate strategies and
objectives. Ref. A.2.2. The production of a new company logo by another project
is not the reason for the Calendar project. Ref. Project Scenario.
B Incorrect: Internal dependencies are those under the control of the Project Manager. The
new company logo is being produced by another project and is therefore an
external dependency. Ref. Glossary/Project Scenario.
C Correct: When creating the Project Plan, the Project Brief should be checked for
understanding of any prerequisites, external dependencies, constraints and
assumptions. Ref. 14.4.6./A.16.2. External dependencies are those
dependencies outside the control of the Project Manager - for example, the
delivery of a product required by this project from another project. Ref. Glossary/
Project Scenario.
D Incorrect: External dependencies are those dependencies outside the control of the
Project Manager - for example, the delivery of a product required by this project
from another project. Ref. Glossary/Project Scenario.
2
A Incorrect: When producing the Project Plan, during initiation, Product Descriptions for the
major products of the project should be created. If necessary, these are then
updated when planning the relevant stage. Ref. 14.4.6.
B Incorrect: The Project Product Description should be created during the Starting up a
Project process. However, when producing the Project Plan, during initiation,
Product Descriptions for the major products of the project should be created.
Ref. 14.4.6/ 14.4.7.
C Incorrect: When producing the Project Plan, during initiation, Product Descriptions for the
major products of the project should be created. Ref. 14.4.6. When producing
the Stage Plan for the next stage, Product Descriptions are created or updated
for the products to be delivered by the next stage. Ref. 17.4.1.
D Correct: When producing the Project Plan, during initiation, Product Descriptions for the
major products of the project should be created. If necessary, these are then
updated when planning the relevant stage. Ref. 14.4.6.
3
A Correct: The Managing a Stage Boundary process is used at the end of the initiation
stage and repeated at the end of each subsequent stage, except the final stage.
The end of the final stage is managed by the activities of the Closing a Project
process. Ref. Fig. 11.1/11.2.4.
B Incorrect: The end of the initiation stage is recorded in the Initiation Stage Plan and
agreed prior to commencing initiation. It is only the remaining end stage
assessments that need to be agreed during initiation. Also, the end of the final
stage will be managed by the Closing a Project process. Fig. 11.1/12.4.6.
C Incorrect: Towards the end of each management stage, except for the final one, the
Project Manager provides information to the Project Board in order for it to
assess the continuing viability of the project and make a decision to authorize
the next stage. During the final stage, this information is provided within the
closure activities which are planned and approved as part of the stage approval
for the final stage. Ref. 11.1/ 11.2.4.
D Incorrect: The Project Board does need to schedule these dates and be available.
However, there is only one end stage assessment to be scheduled following
initiation. Ref Project Scenario. The end of the final stage is managed by the
activities of the Closing a Project process. Ref. 11.1/11.2.4.
4
A Incorrect: Work Packages are agreed between the Project Manager and Team Manager
(s) during the Controlling a Stage process and Managing Product Delivery
process. Ref. 15.4.1/16.4.1. A Work Package is used, by the Project Manager,
to define and control the work to be done, and also to set the tolerances for the
Team Manager(s).
B Correct: The Project Board does not require Work Packages as part of the Project Plan.
Work Packages are agreed between the Project Manager and Team Manager
process. Ref. 15.4.1/16.4.1.
C Incorrect: Project tolerances are set by corporate or programme management. Ref.
10.3.1.1. Project tolerances should be derived from the project mandate and
documented in the Project Brief. Ref. 12.4.5.
D Incorrect: Work Packages are agreed between the Project Manager and Team Manager
process. Ref 15.4.1/16.4.1. A Work Package is used, by the Project Manager,
to define and control the work to be done, and also to set the tolerances for the
Team Manager(s).
5
A Incorrect: Once approved, any changes to a baselined document should be approved by

the Project Board, or delegated Change Authority. The Project Manager should
review the Business Case to create the Benefits Review Plan. This should
contain details of how and when benefits are to be measured. Ref. 14.4.7.
B Correct: During initiation, the Project Manager should review the Business Case to
create the Benefits Review Plan. This should contain details of how and when
benefits are to be measured. Ref. 14.4.7.
C Incorrect: During initiation, the Project Manager should review the Business Case to
create the Benefits Review Plan. This should contain details of how and when
benefits are to be measured. Ref. 14.4.7.
D Incorrect: Projects benefits may be measured during the life of a project. However, on this
project the calendar is not dispatched until after the project has closed.
Therefore, any benefits will be achieved after the project has closed. Ref.
Scenario Booklet / 4.3.3.
Question: 5, Syllabus: RK, Part: A, Type: MG, SyllabusRef: RK0302, Level: 3

1 Correct [E]: Accept - A conscious decision to do nothing but monitor and ensure that the
threat remains tolerable. Ref. Table 8.2.
2 Correct [A]: Avoid - By not completing the project or changing some aspect of the project so
that the threat can no longer have an impact or can no longer happen. Ref. Table
8.2.
3 Correct [B]: Reduce - Bringing the delivery date forward is a form of proactive action taken to
reduce the probability and/or the impact of the event should it occur. Ref. Table
8.2.
4 Correct [C]: Fallback - Waiting to see if a rival calendar is produced and developing a plan for
extra incentives to be implemented after the risk occurs will reduce the impact, but
not the probability. Ref. Table 8.2.
5 Correct [E]: Accept - A conscious decision to do nothing but monitor and ensure that the
threat remains tolerable. Ref. Table 8.2.
Question: 5, Syllabus: RK, Part: B, Type: AR, SyllabusRef: RK0402, Level: 4

1 True: This could have an effect on the project True: At stage level, exception situations
and should therefore be recorded as an
should be escalated to the Project
issue (problem). Ref. 9.2.4.
Board in an Exception Report. This
does not explain the assertion, the
answer is therefore B. Ref. 10.3.4.
2 True: The Purchasing Manager should be
False: The person most capable of managing
monitoring the contract situation and is
the risk is the risk owner, not the risk
therefore the person best situated to
actionee. Ref. 8.3.5.4.
manage, monitor and control this risk.
Ref. 8.3.5.4.
3 True: When accepting a Work Package a
False: There is only one Risk Register for the
Team Manager should perform a risk
project, created during Initiating a
analysis identifying any risks, and the
Project. Ref. 14.4.1.
means of managing them. Ref. 16.4.1.
4 False: If a risk is likely to impact upon time, the False: Risk action may be implemented within
risk response should mitigate this and
tolerance or risk budget if there is one.
be added to the Risk Register. Only
There is no need for an Issue Report.
when the risk occurs, does it become
Ref. 8.3.5.
an issue. Ref. 8.3.5.
5 False: Transfer is a risk response where a
False: When selecting the risk response, it is a
third party takes on the responsibility
question of balancing the cost of taking
for some of the financial impact of a
that response against the likelihood and
threat. Agreeing a Work Package does
impact of allowing the risk to occur. Ref.
not automatically transfer the
8.3.5.3.
responsibility for a risk. Ref. Table 8.2.
Question: 6, Syllabus: PL, Part: A, Type: MR, SyllabusRef: PL0204, Level: 2

1
A Incorrect: Only the Work Package is authorized by the Project Manager during the
Controlling a Stage process. Team Plans are created during the Managing
Product Delivery process. Ref. 15.4.1.
B Incorrect: The Project Plan should be updated with actuals, but no plan is produced. Ref.
18.4.1.
C Correct: The Team Manager will produce a Team Plan while accepting a Work Package
during the Managing Product Delivery process. Ref. 16.4.1.
D Incorrect: An Exception Report and Issue Report is used to escalate issues and risks in
the Controlling a Stage process. Ref 15.4.7. If the Project Board requires an
Exception Plan, this is produced during the Managing a Stage Boundary
process. Ref. 17.4.5.
E Correct: The Stage Plan for the next stage is produced near the end of the current stage.
Closure activities should be planned as part of the Stage Plan for the final stage.
Ref. 17.4.1/18.3.
2
A Incorrect: The Project Manager is responsible for producing the Stage Plans, but this is
not something that is done in isolation from other project management team
members. Ref. 17.4.1/C.5.1.
B Correct: The Team Manager will produce a Team Plan while accepting a Work Package
during the Managing Product Delivery process. Ref. 16.4.1/7.2.6.
C Incorrect: Project Support may contribute expertise in specialist planning tools and
techniques, but they are not responsible for the creation of any plans. Ref C.9.1.
The Team Manager will produce a Team Plan while accepting a Work Package
during the Managing Product Delivery process. Ref. 16.4.1/7.2.6.
D Incorrect: The Project Manager is responsible for producing the Project Plan, but this is
E Correct: The Project Manager is responsible for producing the Project Plan, but this is
Question: 6, Syllabus: PL, Part: B, Type: CL, SyllabusRef: PL0402, Level: 4

1
A Incorrect: The 'production cost forecast' is required to allow the CEO and Marketing
Director to decide whether to continue with the project, but this does not
determine whether or not it an external product. External products already exist
or are being created or updated outside of the scope of the project. Ref. 7.3.3.2.
B Correct: The 'production cost forecast' is being created within the scope of the project
and does not already exist. It should not therefore be shown as an external
product. Ref. 7.3.3.2.
C Incorrect: The 'production cost forecast' is dependent on the 'tariff of mailing costs', but it is
being produced within the scope of the project and is not therefore external.
External products already exist or are being created or updated outside of the
scope of the project. Ref. 7.3.3.2.
D Incorrect: The 'production cost forecast' is required to allow the CEO and Marketing
Director to decide whether to continue with the project, but this does not make it
an external product. External products already exist or are being created or
updated outside of the scope of the project. Ref. 7.3.3.2.
2
A Incorrect: Although the 'tariff of mailing costs' is being supplied by a third party, this is not
the reason that it should be shown as an external product. Products both within
and external to the plan can be supplied by a third party. External products
already exist or are being created or updated outside of the scope of the plan.
Ref. 7.3.3.2.
B Correct: If a product already exists or is being created or updated outside the scope of
the plan, it should be shown as an external product. Ref. 7.3.3.2.
C Incorrect: An external product is one that already exists or is being created or updated
outside the scope of the plan and are required in order to create one or more of
the plan's products. The 'tariff of mailing costs' already exists and should
therefore be shown as an external product. Ref. 7.3.3.2.
D Incorrect: The 'tariff of mailing costs' already exists and is being supplied by the Post
Office. The Project Manager is not accountable for the creation of this product.
Ref. 7.3.3.2.
3
A Incorrect: All of the products of the plan should appear on the product flow diagram. The
product flow diagram also identifies dependencies on any products outside of
the scope of the plan. Ref. 7.3.3.4.
B Incorrect: Internal dependencies are those within the control of the Project Manager.
External dependencies are those outside the control of the Project Manager.
The 'accounts database' is not being created or updated within the plan, but it is
required by the project in order to produce one or more project products. It is
therefore an external dependency. Ref. 7.3.4.2/Glossary.
C Incorrect: Products being produced both within and external to the plan can be supplied by
third party suppliers. It is not the fact that a product is being supplied by a third
party that makes it an external product. Ref. 7.3.3.2.
D Correct: 'Accounts database' already exists (external product) and will be required to
produce the 'list of customers' (dependency). This is correctly shown. Ref.
7.3.4.2/ Glossary.
4
A Correct: 'Choose label design' is an activity and therefore not a product. The product
would be 'chosen label design'. Ref. 7.3.3.
B Incorrect: The entries would be external products, in that they are outside of the scope of
the plan and are not controlled by the Project Manager. However, the 'chosen
label design' is within the scope of the plan and within the control of the Project
Manager. 'Choose label design' is an activity and therefore not an appropriate
application of product-based planning. Ref. 7.3.3.
C Incorrect: 'Choose label design' is an activity and therefore not a product. The product
would be 'chosen label design'. Ref. 7.3.3.
D Incorrect: Although the 'label design competition' is within the scope of the plan, the
Project Manager has no control over the creation and submission of the 'label
design entries'. The entries should be shown as external products. Ref. 7.3.3.2.
Question: 6, Syllabus: PL, Part: C, Type: MR, SyllabusRef: PL0401, Level: 4
1
A Correct: Whilst the Project Board would, in Directing a Project, assess whether the
planned benefits could still be achieved, the actual benefits themselves are
clearly not a prerequisite for the stage. Ref. A16.2.
B Incorrect: Whilst this is a deliverable of stage 2, the Project Board must agree to this in
their decision to progress to stage 3. It is a major product of this project and the
reason for the stage boundary. It is a pre-requisite of stage 3. Ref. A.16.2.
C Correct: This is not a plan prerequisite for stage 3. As a product of stage 2 this should
have been quality-checked and signed-off, but work can commence on stage 3
even if this product is incomplete. Ref. A.16.2.
D Incorrect: This is not a prerequisite of the stage. The stage can commence without the
engineering staff, but may be delayed if they are not available when required.
This may be identified as a risk. Ref. A.16.2.
E Incorrect: This is confirmed during stage 2. The results of this check are not a prerequisite
for stage 3. Work can commence without this. Ref. A.16.2.
2
A Incorrect: This is a deliverable that is not created within the scope of this project, but may
influence the plan, it is therefore an external dependency. Ref. A.16.2.
B Incorrect: This is not required for the stage 3 to start. This is a deliverable that is not
created within the scope of this project, but may influence the plan. Ref. A.16.2.
C Incorrect: The logo is required during stage 3, but is not created within the scope of this
project. Ref. A.16.2.
D Correct: This is within the scope of this project and as a product of stage 2 this should
have been quality checked and signed-off. Ref. 16.4.2/A.16.2.
E Correct: Whilst the company logo is an external dependency, the composition of the
chosen label design should be shown in the relevant Product Description. Ref.
A.17.2.
3
A Correct: The label designs are to be delivered during this stage, however, the results of
the competition are unknown and cannot be qualified. This is therefore an
assumption. Ref. A.16.2.
B Incorrect: The label designs are within the scope of this project. If external resources are
required to create a product, the product does not then become external, it is still
within the scope of this project. Ref. 7.3.3.2.
C Incorrect: The operational staff schedule on which the photographic session is based is
updated weekly. The availability of staff shown in the photographic session
schedule may now be incorrect. Ref. A.16.2.
D Incorrect: This product is produced by an external resource, within the scope of this
project. It is not an external dependency. Ref. 7.3.3.2.
E Correct: Whilst this is a requirement, the composition of the photographs should be
shown in the relevant Product Description. Ref. A.16.2.
4
A Correct: It is the Stage Plan that is updated with actuals throughout the stage. Ref. 15.4.4.
The Project Plan is updated at the end of each stage. Ref. 17.4.2.
B Correct: The Stage Plan covers the products, resources, activities and controls specific
to the stage and is used as a baseline against which to monitor stage progress.
The Highlight Report is a control for the Project Board. Ref. A.16.2
C Incorrect: The Highlight Report is a management product and should be included as a

deliverable within the stage, but it is also a control for the Project Board and
should be identified here. Ref. A.16.2.
D Incorrect: The frequency at which the stage will be reviewed should be recorded here. Ref.
A.16.2.
E Incorrect: A Product Status Account can be requested by the Project Manager at any time.
This is likely to be required to support the Highlight Report. Ref. 15.4.5.
Question: 7, Syllabus: PG, Part: A, Type: CL, SyllabusRef: PG0302, Level: 3
1
A Incorrect: There is a positive tolerance of 1 week which can be allocated to any of the
stages, as appropriate. Ref. 10.3.1.2.
B Correct: Tolerance is allocated based on the level of risk and confidence of estimates for
any given stage. All project tolerance can be allocated to a single stage, but the
risk of doing so must be assessed. Ref. 10.3.1.2.
C Incorrect: The project tolerance is approved by corporate/programme management. This
cannot be affected by early completion of stages or Work Packages. Ref.
10.3.1.1.
D Incorrect: If a project has +1 week tolerance (e.g. its target completion date is 4 February,
but 11 February would be acceptable), it doesn't matter how much extra
resource is used. The target date for the project and the allowable deviation
does not change. Ref. 15.4.8
2
A Incorrect: Tolerances stated in the Project Plan can be changed through formal change
control and approval of corporate/programme management. Ref. 10.3.4.
B Correct: Tolerances stated in the Project Plan can be changed through formal change
control and approval of corporate/programme management. Ref. 10.3.4.
C Incorrect: Where tolerance is forecast to be exceeded, the exception procedure is
followed and an Exception Plan created to replace the Project Plan. Ref. 10.3.4.
D Incorrect: Exception situations are dealt with as they occur and not left until the end of the
stage. An exception assessment would be scheduled. Ref. 10.3.4.
3
A Incorrect: If a product has not been delivered to agreed timescales as a result of rework,
the stage should not be delayed, the rework should be planned into the next
stage. Ref. 17.4.4.
B Incorrect: There is no indication that the stage is forecast to exceed tolerance. Ref 10.3.4.
C Correct: By checking the target sign-off date the Project Manager will know if there is an
actual delay or whether the Marketing department has exceeded the time
allocated for follow-up actions. Ref. 17.4.4/10.3.3.2.
D Incorrect: No products should be baselined until they are signed-off. Ref 9.3.2.
4
A Incorrect: There is no indication that a further project has been agreed and the production
of a project mandate is not within the scope of the Calendar project.
B Incorrect: This is not an expected benefit of this project and would not therefore appear in
the Benefits Review Plan. Also, the Benefits Review Plan is updated at the end
of each stage, not just the end of the project. Ref A.1.
C Incorrect: Exception Reports provide information to the Project Board when tolerance is
forecast to be/or has been exceeded. Ref. 10.3.4.
D Correct: The Lessons Log captures lessons learned during the project that can usefully
be applied to other projects. Notes should be made of any good and bad
experiences in the use of the management and specialist products and tools as
they occur. Ref. 10.3.3.3.
5
A Incorrect: Checkpoint Reports are provided to the Project Manager, not the Executive.
Also, an issue should be raised to the Project Manager if tolerance is forecast to
be exceeded. Ref. 10.3.3.4/10.3.4.

B Incorrect: Team members do not have the authority to change a Stage Plan. If a product is
late, the Project Manager may plan the remaining work into the next stage and
amend the Work Package accordingly. Ref. 10.3.3.1.
C Incorrect: The Team Manager should raise this as an issue. If the Project Manager
determines it is a project risk, the Project Manager should record it in the Risk
Register. Ref. 10.3.3.4.
D Correct: All problems, questions and queries should be raised as an issue. Ref. 10.3.4.
Question: 7, Syllabus: PG, Part: B, Type: AR, SyllabusRef: PG0401 PG0402, Level: 4
1 False: Management stages are determined
False: The Project Board can make a decision
primarily by the level of risk, major
whenever it needs to do so. Ref. 13.4.4.
decision points and commitment of
resources. The label design
competition does not justify this level of
control. Ref. 10.3.2.1.
2 True: Stage boundaries should be scheduled True: The production cost forecast provides a
around key decision points for the
key decision point for the Project Board
Project Board. Ref. 10.3.2.1.
whether to continue with the project. This
reason explains the assertion, therefore
the answer is A. Ref. 10.3.2.
3 False: There is +1 week project tolerance,
False: Negative project time tolerance does
indicating the project can complete one
NOT indicate the latest permissible
week later than planned, NOT two, and
date, it indicates the earliest acceptable
still remain within tolerance.
completion date, before exceeding
tolerance. Ref. 10.3.4.
4 False: The Project Manager should first
True: Project tolerance is set by corporate or
escalate exception situations to the
programme management. Any forecast
Project Board. They may then need to
to exceed this must be escalated
escalate to corporate management.
accordingly. Ref. 10.3.1.1.
Ref. 10.3.1.1.
5 True: The projected costs will influence the
False: Products are reviewed and approved by
Project Board decision to proceed with
nominated parties as and when they are
stage 3. All Project Board decisions
completed. Not at the end of each stage.
are made during the Directing a Project
Ref. 16.4.2.
process. Ref. 10.3.1.2.
Question: 8, Syllabus: DC, Part: A, Type: MG, SyllabusRef: CP0301, Level: 3

1 Correct [B]: If a project is prematurely closed, work is not simply abandoned. The means for
recovering products that have been completed or are in progress is agreed during
the Prepare premature closure activity. Ref. 18.4.2.
2 Correct [D]: Nothing can be done to resolve this now, but future projects may learn from this
experience. A review of what went well, what went badly and any
recommendations for corporate/programme management consideration are
recorded in the Lessons Report during the Evaluate the project activity. Ref. 18.4.4
3 Correct [E]: The Project Board advises those who have provided the support infrastructure and
resources for the project that these can now be withdrawn. The draft project
closure notification produced during the Recommend project closure activity
should indicate a closing date for costs being charged to the project. Ref.
13.4.5/18.4.5
4 Correct [B]: When closing a project prematurely the Project Manager must ensure that work in
progress is not simply abandoned. The project should salvage anything of value
created to date. The means for recovering products that have been completed or
are in progress is agreed during the Planning premature closure activity. Ref
18.4.2
5 Correct [D]: Future projects may learn from this experience. A review of what went well, what
went badly and any recommendations for corporate/programme management
consideration are recorded in the Lessons Report during the Evaluate the project
activity. Ref. 18.4.4.
Question: 8, Syllabus: DC, Part: B, Type: AR, SyllabusRef: CP0401, Level: 4

1 False: Countering the decline in orders is a
False: The Benefits Review Plan is created in
positive consequence (benefit) of this
the Initiating a Project process. Ref
project that cannot be measured until
14.4.7. It is reviewed and may be
12 months after the project has closed.
updated at the end of each stage and
Ref. 18.4.3/Scenario
during the Closing a Project process.
Ref. 18.4.3.
2 False: The Acceptance Method in the Project True: The Project Product Description
Product Description will state the
contains the Acceptance Criteria of the
means by which the acceptance will be
Project Product and the standards and
confirmed. This could simply be done
processes that will need to be applied to
by confirming all the products have
achieve this. Ref. A.21.1/18.4.1.
been approved. Ref. 18.4.1/A.21.1.
3 True: The final management stage of a
True: The Closing a Project process takes
PRINCE2 project should include the
place towards the end of the final
products of project closure. The
management stage. Closure is not a
Closing a Project process takes place
stage, it is a process. This is the reason
within the final management stage. Ref.
for the assertion. the answer is A. Ref.
11.2.4.
18.3.
4 False: Whilst handover of responsibility for the False: Where a product requires a lot of
products is necessary during the
potentially expensive support and
Closing a Project process, this contract
maintenance, the Project Manager
is not in the scope of this project. The
should ensure that a suitable service
product should be handed over to the
agreement or contract is in place. Ref.
Marketing department. Ref.
18.4.3.
18.4.3/Scenario
5 False: The Closing a Project process should True: At the end of each stage the Project
be followed at the end of stage 3, rather
Manager should update the Project
than the Managing a Stage Boundary
Initiation Documentation (e.g. the
process, as this is the final stage. Ref.
Business Case, Project Plan, project
17.2/18.3.
approach, strategies, project
management team structure and role
descriptions). Ref. 17.2.
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Candidate Number
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The Practitioner Examination Answer Booklet

Use an HB PENCIL and only mark the paper
where directed.
Enter your candidate number in the space
provided at the bottom of the page and also in the
6 boxes on the right. Fill in the associated ovals
next to the 6 boxes, e.g.for candidate 597, fill
ovals 000597.
Fits FX03 Exam Only

Instructions
Start of Exam
You should attempt to answer all questions.
Question 1
Select your answers by filling in the appropriate

ovals. Ovals must be darker than the grey square
at the top of the page and filled between 80% 100% as follows:
If you wish to change an answer, completely
erase your original mark and place a mark in your
preferred answer.
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Part B
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All questions require one answer unless stated

otherwise. Do NOT give more answers than
required. If you do, the question will score zero.
2.
3.
Do NOT use the following marks as they may be

ignored.
Do NOT write or make marks in other areas of the
booklet.
Do NOT use coloured pens or highlighters.
Part A
Part C
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Question 2
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Question 6
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Exam Experience Questionnaire
1.
Did you have sufficient time to complete the

exam?
A: Yes
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B: No
2.
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2. How much of your exam time was left?
4.
5.
A: 0 - 15 minutes
B: 16 - 30 minutes
6.
7.
8.
3. How much additional time did you need?

A: 0 - 15 minutes
B: 16 - 30 minutes
4.
Was the exam available in your first

language?
A: Yes
B: No
C: I don't know
5.
Did you take the exam in your first

language?
A: Yes
6.
B: No
Did you take the exam in your business

language?
A: Yes
B: No
7. Did you sit a dual language paper?

A: Yes
B: No
8. Were you given extra time to take the exam?

A: Yes
B: No
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FX03
Scenario Booklet
This is a 2.5-hour objective test examination. This booklet contains the Project
Scenario upon which this exam paper is based. All questions are contained within
the Question Booklet.
Additional information is provided within this Scenario Booklet for a number of
questions. Where reference should be made to additional information, this is
clearly stated within the question to which it is relevant. All information provided
within a question must only be applied to that question.
Each of the 8 questions is worth 10 marks, giving a maximum of 80 marks in the
paper. The pass mark is 55% (44 marks). Within each question the syllabus area
to which the question refers is clearly stated. The exam is to be taken with the
support of the PRINCE2 Manual only, i.e. no material other than the Question
Booklet, the Scenario Booklet, the Answer Booklet and the PRINCE2 Manual is
to be used.
Project Scenario
The Restructuring Project (Note: The companies and people within the scenario are fictional.)
A government department, the Ministry of Food Hygiene (MFH), faces increasing pressure to cut
costs, and deal with the problems caused by inadequate internal controls and outdated technology.
External consultants were employed from Teamtech, a recruitment agency that provides specialist
resources to government departments. These consultants conducted a feasibility study to identify
options for addressing the problems. The following options were considered:
Do nothing
Restructure selected business functions
Shut down selected business functions and contract external suppliers to provide these
services.
The feasibility study concluded that there was a case for restructuring the services currently delivered
by two business functions: Facilities (responsible for maintenance of buildings and grounds) and
Information Technology (IT). The recommendations were:
Restructure Facilities services and reduce the number of Facilities staff by 20%.
Restructure IT services and replace the existing IT system with a new hardware and software
solution.
The feasibility study contained a high-level summary of the existing Facilities staffing structure and the
existing IT system, plus an outline Business Case for the required project. The external consultants
from Teamtech also made the following recommendations for the management of the project:
Use PRINCE2
Set up the project with 4 management stages:
Stage 1: Standard PRINCE2 initiation activities
Stage 2: Create a detailed design for the future Facilities staffing structure and a
specification of the new hardware and software solution. Prepare a contract for the supply
and installation of the new hardware and software solution
Stage 3: Create request for tender and evaluate proposals. Select supplier and
agree contract
Stage 4: Implement the new Facilities staffing structure, install new hardware and software
solution, and run a trial period.
Initial estimates indicated that the project would cost 2.5m and take two years to complete. There is
an expected saving of 20m over 10 years. MFH senior management accepted the
recommendations as a basis for the project. However, any event that may result in a loss of MFH data
must be escalated to them immediately.
The Restructuring project has completed the Starting up a Project process and is now in the initiation
stage. Owing to the strategic importance of the project, the MFH Chief Executive Officer has taken the
role of Executive. A PRINCE2-experienced Project Manager has been appointed from
within MFH. Staff within the business functions being restructured will work with the external
consultants who conducted the feasibility study to create the detailed design and specification.
Question 2: Organization Theme - Additional Information

Resources who could be involved in the project:
Teamtech Account Manager: He represents Teamtech, a recruitment agency that provides
specialist resources to government departments. Teamtech provided the consultants who carried out
the feasibility study. They will not be developing any of the projects products. However, the same
consultants will be made available for support and guidance to the Information Technology and
Facilities teams during the Restructuring project.
Chief Finance Officer: She was transferred from Information Technology 12 months ago. She is
responsible for ensuring a cost-effective approach is adopted in all operational and project activities
across the Ministry of Food Hygiene.
Hardware Manager: He reports to the Director of Information Technology. He maintains the
computer hardware and software for all business functions.
Payroll Manager: He reports to the Chief Finance Officer. He is a very experienced and efficient
accountant who is responsible for running part of the Finance Division on behalf of the Chief Finance
Officer. He has been involved in drafting the Ministrys business strategy and assisting in a full
business risk assessment. He also drafted the corporate Business Case standards.
Director of Research and Development: She manages a large team who are always incredibly
busy. Many of her research and development processes require input from the Information Technology
and Facilities teams on a daily basis. She has an excellent understanding of what each team requires
in order to operate effectively.
Question 3: Quality Theme - Additional Information

Product Description for the contract
Title
Contract.
Purpose
This agreement specifies the MFH requirements for the supply

and installation of a hardware and software solution. It
provides measurable criteria against which the selected
external supplier's performance will be assessed.
Composition
Responsibilities of MFH and selected external supplier.

Mechanisms for monitoring and reporting performance
levels.
MFH Dispute resolution process.
Confidentiality provisions.
Conditions for termination of contract.
Glossary of all technical terms contained in the contract.
Format and
presentation
A4, Word document, printed both sides in black and white.

Font: Arial, 12pts.
Quality criteria
Contains all composition items listed above.

Not more than 60 pages.
Complies with MFH corporate branding standards.
No typographical errors.
Quality skills required
Proof-reading skills.
Quality responsibilities
Producer/Presenter: Director of Information Technology.

Chair: Project Manager.
Reviewer: Hardware Manager and Chief Finance Officer.
Approver: Chief Executive Officer.
Additional Information continues on the next page
continued
Quality notes from the Daily Log
The contract between MFH and the selected external supplier will specify the type and quality
of service required. The selected external supplier must follow the industry quality standards for
delivering hardware and software solutions.
The MFH quality management system (QMS) has been certified to be in accordance with ISO
(International Organization for Standardization) standards. The QMS contains policies and
procedures for 80% of MFH business processes. One of these processes covers the production of
employment contracts.
The QMS also contains document standards that need to be applied to all documentation. There is no
documented change control procedure.
All project documents will be subject to a quality review. Some products will require a formal quality
record which is to be signed-off by the quality review chair.
Extract from the draft Quality Management Strategy (may contain errors)
Introduction
1.
This document defines the approach to be taken to achieve the required quality
levels during the project.
2.
The Project Board will have overall responsibility for the Quality Management
Strategy.
3.
Project Assurance will provide assurance on the implementation of the Quality
Quality management procedure - Quality standards
4.
Industry quality standards for delivering hardware and software solutions.
5.
MFH document standards.
Records
6.
A Quality Register will be maintained to record the planned quality events and the
actual results from the quality activities.
7.
Configuration Item Records will be maintained for each product to describe its
status, version and variant.
8.
Quality records for products that require them will be stored in the quality database.
Roles and responsibilities
9.
Team Managers will provide details of quality checks that have been carried out.
10.
Team Managers will ensure that the Quality Register is updated with the names of
team members who are involved in the review process.
11.
The Senior User will review the Product Descriptions of the products to be produced
by the selected external supplier to ensure that they can be achieved.
Question 6: Change Theme - Additional Information

The project is three weeks into stage 3. There are 41 weeks remaining in this stage. The request
for tender has been approved but has not yet been distributed to the list of external suppliers.
The Chief Executive Officer (CEO) of the Ministry of Food Hygiene (MFH) has called an emergency
meeting because a new Government initiative to centralize all Facilities services has been
announced. All existing projects affecting Facilities services are to stop immediately.
The Project Manager has created an Issue Report as the Restructuring project may need to be descoped to remove the restructuring of Facilities services. There is 70,000 in the projects change
budget, +6 weeks / -6 weeks project time tolerance and +350,000 / -500,000 project cost tolerance
remaining.
Reducing the number of staff in Facilities and updating the MFH hardware and software solution is
planned to cost 2.5m. This is expected to deliver a saving in yearly operating costs of 2m, or 20m
over 10 years.
The work required to reduce the project scope and deliver just the MFH hardware and software
solution would cost 1.25m, and deliver a saving in yearly operating costs of 1m or 10m over 10
years. The timescale of two years will remain unchanged. However, the Project Manager is concerned
that the specification for the new software solution was designed to include the requirements of the
restructured Facilities processes, not the existing processes.
To remove the restructuring of Facilities services from the Restructuring project would require revision
of all those products which relate to the implementation of the new Facilities staffing structure. A full
analysis has been done. It is forecast that implementing these changes will delay stage 3 by three
weeks and increase the cost of stage 3 by 100,000. There is 54,000 of stage 3 cost tolerance
remaining.
The Government initiative to centralize all Facilities services should deliver a saving in operating costs
of 15m over 10 years. The Centralization project is estimated to cost 1.5m.
Question 7: Progress Theme - Additional Information

The following extract is from the Work Package provided to the IT Team Manager for the installation of
a new hardware and software solution provided by the selected external supplier. It was prepared by
the Project Manager.
The transfer of data from the existing systems to the new software must occur with minimum disruption
to current services. At the same time, the Facilities services will be restructured. During the transfer of
data, the IT Team Manager will need to work with the Facilities Team Manager to ensure that their
work is synchronized and their products are compatible. Completion of this work is scheduled for the
end of week 24 of stage 4.
The project information contained in the document extract below is true, but it may NOT be recorded
under the right heading or in the correct document.
Draft Work Package
Techniques, processes and procedures
1.
Any threat that may result in a loss of MFH data must be escalated immediately.
Joint agreements
2.
Work is to start at the beginning of week 2 (Stage 4).
3.
The project will take two years to complete, at an estimated cost of 2.5m.
Tolerances
4.
None.
Constraints
5.
MFH staff must not be involved in any heavy lifting during the removal of existing IT equipment.
6.
Installation work must take place during MFH normal working hours.
7.
+10,000 / -25,000.
Reporting arrangements
8.
Highlight Report every Monday by 10.00 am.
9.
The report must contain a summary of all products worked on during the previous week.
10. Project Manager must be notified of any issues immediately by telephone.
Problem handling and escalation
11. Impact analysis of all issues must be completed within 24 hours.
Extracts or references
12. The Stage Plan for stage 4 is available from Project Support.
Approval method
13. Project Assurance will review the completed Work Package and confirm completion.
FX03
Question Booklet
Syllabus areas covered:

Question 1 - Starting Up a Project + Initiating a Project Processes
Question 2 - Organization Theme
Question 3 - Quality Theme
Question 4 - Plans Theme
Question 5 - Risk Theme
Question 6 - Change Theme
Question 7 - Progress Theme
Question 8 - Controlling a Stage + Managing Product Delivery Processes
Question Number 1
Syllabus Area
Syllabus Area
Question Number
1
Part
A
Marks
4
Column 1 contains entries recorded in the Daily Log during the Starting up a Project process. For each entry in
Column 1, select the activity, if applied appropriately, where this information should have been captured. Each
selection from Column 2 can be used once, more than once or not at all.
Column 1
Column 2
1 Two outsourcing companies have proved to be unreliable on other

projects and should not be included as potential service providers.
A Appoint the Executive and the

Project Manager
2 MFH faces increasing pressure to cut costs, and deal with the problems
caused by inadequate internal controls and outdated technology.
B Capture previous lessons
3 The new hardware will be selected from a choice of commercial off-theshelf solutions. The software solution will be designed and developed
specifically for MFH.
4 It is assumed that the external Teamtech consultants will be available at
the start of the initiation stage.
C Design and appoint the project

management team
D Prepare the outline Business
Case
E Select the project approach and
F Plan the initiation stage
Syllabus Area
Question Number
1
Part
B
Marks
3
Using the Project Scenario, answer the following questions.

Decide whether the actions taken during the Starting up a Project process represent an appropriate application of
PRINCE2 for this project, and select the response that supports your decision.
1 When designing and appointing the project management team, the Project Manager produced a role
description for the Executive.
Was this an appropriate application of PRINCE2 for this project?
A
No, because the responsibilities of the Executive should be established before this activity.
No, because the creation of role descriptions is NOT the responsibility of the Project Manager.
Yes, because role descriptions should be created for all Project Board roles.
Yes, because the Project Manager is responsible for this activity.
2 When preparing the outline Business Case, the Executive asked the MFH Chief Finance Officer to set aside
2,500,000 to fund the project.
A
No, because the full cost of the project is not yet known.
No, because this activity is the responsibility of the Project Manager.
Yes, because the Executive is responsible for securing project funding.
Yes, because all project funding must be available before the project can be authorized.
3 When preparing the Initiation Stage Plan, the Project Manager defined the reporting and control arrangements
to be applied for the duration of the project.
A
No, because this is the role of the Executive.
No, because the reporting and control arrangements in the Initiation Stage Plan should be for the initiation
stage.
Yes, because two of the principles of PRINCE2 are 'manage by stages' and 'continued business
justification'.
Yes, because monitoring and control of the project enables the assessment of ongoing viability.
Syllabus Area
Question Number
1
Part
C
Marks
3
Using the Project Scenario, answer the following questions about the Initiating a Project process.
Decide whether the actions taken by the Project Manager represent an appropriate application of PRINCE2 for
this project and select the response that supports your decision.
1 The Project Manager decided to delay the creation of the Risk Management Strategy until stage 4, when the
selected external supplier's risk management procedures can be used.
A
No, because effective risk management should be performed throughout the life of the project.
No, because the supplier is external to the corporate organization.
Yes, because all strategies should be developed using lessons from external organizations.
Yes, because the selected external supplier will be the owner of all project risks associated with the
specialist deliverables.
2 While preparing the Configuration Management Strategy, the Project Manager decided to recommend that the
selected external supplier be authorized to approve and implement all changes.
A
No, because the selected external supplier does NOT represent the users.
No, because the Change Authority should be independent of the project.
Yes, because the selected external supplier will be delivering products for this project.
Yes, because it is the role of the Senior Supplier(s) to safeguard the integrity of the completed solution.
3 While preparing the Quality Management Strategy, the Project Manager noticed that the corporate quality
management system does not specifically cover project management. The Project Manager has asked Project
Assurance for their advice.
A
No, because the Project Manager should update the corporate quality management system with the
missing project management processes.
No, because Project Assurance reports directly to the Project Board.
Yes, because Project Assurance is responsible for checking that the Quality Management Strategy meets
the needs of the Project Board.
Yes, because Project Assurance is responsible for specifying the customer's quality expectations and
acceptance criteria for the project.
Question Number 2
Syllabus Area
Organization Theme
Syllabus Area
Organization Theme
Question Number
2
Part
A
Marks
6
Using the Project Scenario, answer the following questions.

Each question proposes alternative candidates for a role, supported by a true statement about each. Select the 2
suggestions which, in the context of PRINCE2 recommended roles and responsibilities, provide an appropriate
evaluation of, or alternative to, the candidate originally proposed for that role.
1 The Chief Executive Officer has been appointed to the role of Executive for this project.
Which 2 suggestions are appropriate for this appointment?
A
Retain because he accepts that restructuring is the best solution.
Replace with 'Chief Finance Officer' because she can ensure a cost-effective approach to the project.
Retain because he has the right level of authority to be able to control the strategic nature of the
Restructuring project.
Add 'Chief Finance Officer' because she understands the operational environment.
Replace with 'Payroll Manager' because he is a very experienced and efficient accountant.
2 The Teamtech Account Manager has been appointed to the role of Senior User for this project.
A
Retain because he provides the specialist resources required to support the project.
Replace with 'Director of Research and Development' because she deals with Information Technology and
Facilities and can make sure the user's needs are specified.
Replace with Teamtech consultant because they interface directly with the users.
Add 'Hardware Manager' because he maintains computer hardware for all business functions.
Retain because he will be providing support to the Facilities team during the project.
3 The Director of Information Technology has been appointed to the role of Senior Supplier for this project.
A
Retain because she is responsible for the design of the future Information Technology working practices.
Add 'Director of Facilities' because he is responsible for designing the future Facilities staffing structure.
Add 'Hardware Manager' because the outcome of the project will have an impact on him.
Remove because she only represents Information Technology.
Replace with 'Director of Facilities' because he supports the initiative.
Question continued
4 The Payroll Manager has been appointed to the role of Business Project Assurance for this project.
A Remove because the project will have an impact on him and he therefore represents a user.
B Replace with 'Project Manager' because this is a simple project that does not require additional assurance.
C Add 'Teamtech Consultants' because they carried out the feasibility study.
D Add 'Chief Finance Officer' because she is responsible for checking that any supplier and contractor
payments are authorized.
E Retain because he is familiar with the Ministry of Food Hygiene business strategy, the business level risk
assessment and the Business Case standards.
5 The Director of Facilities has been appointed to the role of Supplier Project Assurance for this project.
A Retain because he has a professional facilities management qualification and so is in a position to specify
the needs of the Facilities staff.
B Retain because he will be able to advise on many of the products that will enable restructuring to happen,
such as the future Facilities staffing structure.
C Retain because he is well-regarded within the Ministry because of the efficiencies, superb service and
savings he has achieved in Facilities services.
D Add 'Teamtech Account Manager' because he will advise on potential changes and their impact on the
integrity of the project's products.
E Remove because he is involved with the project and is therefore NOT independent.
6 Both the Director of Research and Development and the Hardware Manager have been appointed to the role
of User Project Assurance for this project.
A Retain because they are both very positive about restructuring the selected business functions.
B Retain because they can ensure that user liaison is functioning correctly.
C Remove because neither of these individuals are from the business functions to be restructured.
D Retain because selecting only one of them may cause unnecessary conflict.
E Retain because they can advise on the impact of potential changes.
Syllabus Area
Organization Theme
Question Number
2
Part
B
Marks
4
Booklet, answer the following question about roles on the Restructuring project.
at all.
Option
Assertion
Reason
True
True
True
True
True
False
False
True
False
False
Assertion
1 It would be appropriate for the selected external supplier,
who was selected in stage 3, to be represented on the
Project Board by a Senior Supplier in stage 4.
Reason
BECAUSE The Senior Supplier is responsible
for assessing the viability of the
project approach.
2 It would be appropriate to appoint more than one individual BECAUSE Project Support is responsible for
to the role of Project Support.
ensuring that the desired outcome of
the project is specified.
3 The Hardware Manager would be an appropriate choice
for the role of Senior Supplier.
BECAUSE The Senior Supplier is accountable

for the quality of the products
delivered by the supplier(s).
4 The Payroll Manager would be an appropriate choice to

provide business assurance.
BECAUSE Business assurance should be

undertaken by someone with an
accountancy qualification.
Question Number 3
Syllabus Area
Quality Theme
Syllabus Area
Quality Theme
Question Number
3
Part
A
Marks
3
The following questions include only true statements about the Restructuring project, but only one statement is an
appropriate entry for that heading in the Project Product Description.
1 Which statement should be recorded under the Acceptance criteria heading?
A The new hardware and software solution should be capable of processing 500% more data than the existing
system.
B Any changes to the project's products must be managed through formal change control.
C External consultants are to provide guidance on the development of the detailed design for the future
Facilities staffing structure.
D The selected external supplier should be appointed in stage 3.
2 Which statement should be recorded under the Project-level quality tolerances heading?
A Facilities staffing numbers are to be reduced by 20% and all Facilities services restructured.
B Facilities staff should be restructured as soon as possible to avoid the chance of industrial action.
C Increased maintenance costs should be kept to a minimum.
D To continue to function effectively, a minimum of 15% of Facilities staff should be released, but no more than
25%.
3 Which statement should be recorded under the Acceptance method heading?
A The Director of Information Technology will be responsible for the quality of the new hardware and software
solution.
B The results of the hardware and software trial will be reviewed to confirm full functionality before accepting
handover of the new hardware and software solution.
C The Hardware Manager will accept handover of the new hardware and software solution.
D Staff within the business functions being restructured will work with the external consultants who conducted
the feasibility study.
Syllabus Area
Quality Theme
Question Number
3
Part
B
Marks
3
Using the Project Scenario and the Product Description provided as additional information for this
question in the Scenario Booklet, answer the following question.
The Director of Information Technology is responsible for producing the contract for the supply and
installation of the hardware and software solution. The Work Package does not contain any other
products and has a tolerance of +2 days / -2 days. The contract has been produced on target and the
quality review meeting is taking place.
The following 3 entries have been included in the consolidated question list or raised at the meeting.
Select the appropriate action which should now be agreed by the review team to deal with each entry.
1
Although it is not specified in the current corporate branding standards, the MFH corporate logo should be
shown on the front page of the contract.
A
Agree to amend this within the remaining +2 days tolerance.
Raise an issue (off-specification).
Raise an issue (request for change).
Accept this as a concession.
The contract is not printed in colour.

A
Agree to redesign the contract within the remaining +2 days tolerance.
Accept this as a concession.
No action required.
The contract does not contain the MFH dispute resolution process. The addition of this will take one day to
complete but it will increase the contract to more than 60 pages.
A
Raise an issue (request for change).
Agree to add the MFH dispute resolution process within the remaining +2 days tolerance.
No action required.
Syllabus Area
Quality Theme
Question Number
3
Part
C
Marks
4
Using the Quality notes from the Daily Log and the Extract from the draft Quality Management Strategy
provided as additional information for this question in the Scenario Booklet, answer the
following questions about the Quality Management Strategy.
1 Which statement applies to the Introduction section?
A
Delete entry 1 because the project approach is defined in the Project Brief.
Delete entry 2 because this is the Project Managers responsibility.
Delete entry 3 because it is the Project Managers responsibility to implement the Quality Management
Strategy.
Move entry 3 to the Roles and responsibilities section because this is a quality responsibility.
2 Which statement applies to the Quality standards section?

A
Delete entry 4 because external suppliers are responsible for applying any relevant standards to their
work.
Delete entry 5 because the lack of a change control procedure makes the MFH document standards
unsuitable.
Add 'MFH Processes: Production of employment contracts'.
Add PRINCE2 change control procedures will be used to manage any changes to baselined products.
3 Which statement applies to the Records section?

A
Delete entry 6 because this information should be included in Stage or Team Plans.
Move entry 6 to the Reporting section because the information should be used to report on quality
activities.
Delete entry 7 because this should be included in the Configuration Management Strategy.
Delete entry 8 because the results of quality reviews are recorded in the Quality Register.
4 Which statement applies to the Roles and responsibilities section?

A
Move entry 9 to the Records section because this information will be required to create a record of each
quality check.
Delete entry 9 because this is the responsibility of the quality review chair.
Delete entry 10 because only the Project Manager can update the Quality Register.
Amend entry 11 because this is the responsibility of Supplier Project Assurance.
Question Number 4
Syllabus Area
Plans Theme
Syllabus Area
Plans Theme
Question Number
4
Part
A
Marks
5
Column 1 is a list of true statements to be included in the Stage Plan for stage 2. Column 2 is a selection of
Stage Plan headings. For each statement in Column 1, select from Column 2 the Stage Plan heading under which
it should be recorded. Each selection from Column 2 can be used once, more than once or not at all.
Column 1
Column 2
1 A monthly stage status report will be provided to the Project Board.
A Plan description
2 The MFH template is required for the contract to supply and install the new hardware
and software solution.
B Plan prerequisites
3 The Project Board has approved the recommendation to reduce the number of staff
in Facilities and to implement a new hardware and software solution. This decision
must remain in place.
D Planning
assumptions
4 Based on advice from the Ministry of Trade and Industry that, in their experience,
drafting a contract is a lengthy process, allowances have been made for this in the
Stage Plan for stage 2.
F Monitoring and
control
C External
dependencies
E Lessons
incorporated
G Budgets
H Tolerances
5 Time: +2 weeks / -2 weeks.
I Schedule
Syllabus Area
Plans Theme
Question Number
4
Part
B
Marks
5

The project has a cost tolerance of +5% / -5%, of which stage 2 has a tolerance of +45,000 / -45,000.
at all.
Option
Assertion
Reason
True
True
True
True
True
False
False
True
False
False
Assertion
Reason
1 If stage 2 exceeds its target by 20,000, the

Stage Plan should be replaced by an
Exception Plan.
BECAUSE When the Stage Plan is updated with activities to

deal with any deviations from planned cost and
time, this is called an Exception Plan.
2 The Team Plan required for the development

of the contract should be produced in
consultation with supplier assurance.
BECAUSE Supplier assurance should confirm that Team

Plans are in accordance with relevant supplier
standards.
3 The Stage Plan for stage 2 should be

prepared during the initiation stage.
BECAUSE All Stage Plans are produced near the end of the
initiation stage.
4 A final stage (stage 5), covering project

closure, should be added to the Project Plan.
BECAUSE Following initiation, the Project Plan covers all

subsequent management stages.
5 The cost tolerance planned for each stage

should be +5% / -5%.
BECAUSE Project tolerances for cost and time should always

be allocated equally between all of the stages.
Question Number 5
Syllabus Area
Risk Theme
Syllabus Area
Risk Theme
Question Number
5
Part
A
Marks
5
Answer the following questions about the projects Risk Management Strategy.
Each question includes a list of statements but, according to PRINCE2, only 2 statements are appropriate entries
for that heading in the projects Risk Management Strategy.
1 Which 2 statements would be appropriate entries under either the Records or Reporting headings?
A Project Support will maintain the Risk Register.
B The evaluated net effect of all risks will be updated at the end of each stage and included in the End Stage
Report.
C The Change Authority will report monthly to the Project Manager on the status of the change budget.
D Risks that are likely to occur within the next two weeks should be recorded as imminent.
E A summary of risks will be maintained and included with the monthly Highlight Reports to the Project Board.
2 Which 2 statements would be appropriate entries under the Timing of risk management activities heading?
A The selected external supplier will manage any risks to their Business Case and report these to the Project
Manager.
B The Project Board should hold monthly meetings to set project-level risk tolerance.
C At the end of each stage, risk owners will be consulted to check on the status of risk responses.
D Any new risks identified during product development should be reported to the Project Manager by the
Team Manager.
E When authorizing a stage, the Project Board will check that the exposure to risk is still acceptable.
3 Which 2 statements would be appropriate entries under the Roles and responsibilities heading?
A Each risk will be assigned a risk owner.
B Risks exceeding the agreed project risk tolerance will be reported to the Project Board.
C Time tolerances are allocated to each stage by the Project Manager.
D Project Assurance will ensure that project risks are identified, assessed and controlled according to the
agreed risk management procedure.
E An external consultant is to facilitate a risk identification workshop.
Question continued
4 Which 2 statements would be appropriate entries under the Proximity heading?
A Proximity categories for this project are: Imminent; Within the stage; Within the project; Beyond the project.
B The risk of MFH having no restructuring experience will be categorized as Stage 4 proximity.
C Imminent risks are those which may occur within two weeks.
D Any risk with a proximity category of imminent will be estimated as having a very high impact.
E The risk of staff leaving the organization is categorized as 'beyond the project' proximity.
5 Which 2 statements would be appropriate entries under the Risk tolerance heading?
A Any risk whose impact and probability is very high must be escalated to corporate or programme
management.
B Any event that may result in loss of MFH data must be escalated to the Project Board.
C The Team Managers threshold level of risk exposure is low impact and low probability.
D The cost of all fallback plans must be contained within the projects tolerance.
E Risk tolerance must be used to respond to known risks.
Syllabus Area
Risk Theme
Question Number
5
Part
B
Marks
5
None of the Ministry of Food Hygienes (MFH) employees on the project management team has any
experience in restructuring, which could lead to difficulties in understanding what is required from a
restructuring project and in dealing competently with the selected external suppliers. The result could
be a new software solution that does not solve the business problems.
Column 1 contains a number of possible risk responses to the above risk. For each risk response, select from
Column 2 the appropriate risk threat response type that it represents. Each selection from Column 2 can be used
once, more than once or not at all.
Column 1
Column 2
1 Contract a restructuring specialist to take an assurance role in the project, and provide advice
to the Project Board and Project Manager.
A Avoid
2 Include a clause in the contract with the selected external supplier stating that, if the full
functionality of the software solution is not delivered, the selected external supplier will reduce
their fees accordingly.
C Fallback
B Reduce
D Transfer
3 Hire experienced restructuring contractors to assist MFH staff throughout the project.
E Accept
4 Rely on the selected external supplier to act in a reliable and conscientious manner to provide
the support and advice that will protect MFHs interests.
F Share
5 Request assistance from central government if difficulties arise in understanding what is

happening.
Question Number 6
Syllabus Area
Change Theme
Syllabus Area
Change Theme
Question Number
6
Part
A
Marks
2
The Ministry of Food Hygiene (MFH) has a quality management system which contains a document
control process to manage all documentation requirements. The document control process was created
by the MFH Quality Manager, who now maintains all of MFHs documents and performs an organizationwide configuration management role. The MFH Quality Manager will administer the configuration
management procedure for the Restructuring project since this must comply with the MFH document
control process.
Using the information above, answer the following questions.
1 According to PRINCE2, which statement about the Configuration Management Strategy for the Restructuring
project is correct?
A
Every project needs a Configuration Management Strategy, even if the organization has existing
configuration management standards, because every project has different circumstances.
The Project Manager should develop a separate Configuration Management Strategy for each of the
suppliers working on this project because each will manage and store products differently.
A Configuration Management Strategy is unnecessary for this project because the MFH document control
process is already documented. This should be referenced in the Quality Management Strategy.
2 According to PRINCE2, which statement about appointing the MFH Quality Manager to administer
the configuration management procedure is correct?
A
The MFH Quality Manager should administer the configuration management procedure on this project
because this task should always be assigned to corporate or programme management.
The MFH Quality Manager should administer the configuration management procedure on one project at a
time. If the MFH Quality Manager already performs this task on another project, another individual should be
appointed.
The MFH Quality Manager would be suitable to perform this task because he is the author of the document
control process and is likely to have the knowledge required for this role.
Syllabus Area
Change Theme
Question Number
6
Part
B
Marks
3
Using the additional information provided for this question in the Scenario Booklet, answer the following
questions about the Project Managers response to the potential removal of Facilities services from the
scope of the Restructuring project.
1 Having created the Issue Report and analyzed the impact of removing Facilities services from the scope of the
Restructuring project, what is the next action the Project Manager should consider?
A
Escalate the Issue Report to the Project Board for a decision.
Update the associated Configuration Item Records with details of the Issue Report that caused the change.
Amend the Stage Plan for stage 3: remove all products related to Facilities services and add the activities
required to deliver the new Government initiative.
Create an Exception Plan to change all of the projects products to reflect the exclusion of Facilities
services.
2 If the decision is made to remove Facilities services from the scope of the Restructuring project, what risk
would this introduce to the project?
A
None, because any risk associated with Facilities services will be managed by another project.
These changes will delay stage 3 by three weeks.
There is only 70,000 left in the project change budget.
The specification of the new software solution may not support the existing Facilities processes.
3 What will be the impact on the benefits?

A
Reduced savings, now 10m over 10 years.
Increased savings of 15m over 10 years from the new initiative to centralize Facilities services.
An additional cost of 1.5m to deliver Facilities services.
Restructuring project cost reduced by 50%.
Syllabus Area
Change Theme
Question Number
6
Part
C
Marks
5
following question.
The Project Manager has now completed the Issue Report. The situation is now being managed under
formal issue and change control.
at all.
Option
Assertion
Reason
True
True
True
True
True
False
False
True
False
False
Assertion
Reason
1 The de-scoping of Facilities services from the

Restructuring project should be treated as a
request for change.
BECAUSE Any proposal for a change to a

project's baseline should be treated as a
request for change.
2 The Project Manager should now consider

alternative options for centralizing Facilities
services.
BECAUSE There must be a balance between the

advantage to be gained by implementing an
option, and the time, cost and risk of
implementing it.
3 The Stage Plan for stage 3 should be re-issued

to the Project Board with all of the products
associated with Facilities services removed.
BECAUSE The original version of the Stage Plan for stage

3 should be retained for audit purposes.
4 An Exception Plan should be presented to the

Project Board for them to consider the
consequences of the issue and the options
available to deal with it.
BECAUSE Only the Project Board can approve deviations

beyond project tolerance levels.
5 This change should be funded from the remaining BECAUSE A change budget can be used to implement a
70,000 change budget and the balance of
request for change, provided its use is within
30,000 taken from the stage cost tolerance.
the constraints set by the Project Board.
Question Number 7
Syllabus Area
Progress Theme
Syllabus Area
Progress Theme
Question Number
7
Part
A
Marks
4
Using the Draft Work Package provided as additional information for this question in the Scenario
Booklet, answer the following questions.
All the statements that add or amend an entry contain only true information, but this may be under the wrong
heading, or not relevant to the Work Package.
1 Which 2 statements apply to either the Joint agreements or Tolerances sections?
A Delete entry 2 because this information will be contained in the Stage Plan for stage 4.
B Delete entry 3 because this information is contained in the Project Plan.
C Add 'Work is to finish at the end of week 24 of stage 4' to Joint agreements.
D Add 'The transfer of data to the new software must occur with minimum disruption' to Tolerances.
E Add 'Facilities Team Manager, with responsibility for restructuring Facilities services' to Joint agreements.
2 Which 2 statements apply to either the Techniques, processes and procedures or Constraints sections?
A Move entry 1 to Tolerances because this represents a risk tolerance.
B Move entry 5 to Techniques, processes and procedures because this is a technique which staff should
be aware of.
C Delete entry 6 because this is outside the scope of the Work Package.
D Move entry 7 to Tolerances because this represents a cost tolerance.
E Add 'Products must be compatible with those developed by the Facilities Team Manager' to Techniques,
processes and procedures.
3 Which 2 statements apply to either the Reporting arrangements or Problem handling and escalation
sections?
A Replace entry 8 with 'Checkpoint Report every Monday by 10.00 am' because Highlight Reports are
intended for the Project Board.
B Delete entry 9 because this level of detail is unnecessary.
C Move entry 10 to Problem handling and escalation because that section describes how issues are
handled.
D Add 'Any risks identified to be added to the Risk Register' to Reporting arrangements.
E Delete entry 11 because the impact analysis should be provided when the issue is notified.
Question continued
4 Which 2 statements apply to either the Extracts or references or Approval method sections?
A Delete entry 12 because this should be the Team Plan not the Stage Plan.
B A suitable entry for Extracts or references would be 'Product Descriptions are available from Project
Support'.
C Move entry 13 to Reporting arrangements because this describes how completion will be advised to the
Project Manager.
D Delete entry 13 because this is NOT a Project Assurance responsibility.
E A suitable entry for Approval method would be 'The Project Manager is to be advised of completion of the
Work Package by email'
Syllabus Area
Progress Theme
Question Number
7
Part
B
Marks
6
At the end of stage 3, the external supplier will be selected and the contract awarded. During stage 4,
the selected external supplier will act as a Team Manager to complete the installation of the new
hardware and software solution.
at all.
Option
Assertion
Reason
True
True
True
True
True
False
False
True
False
False
Assertion
Reason
1 The Project controls section of the Project

Initiation Documentation should be updated as
soon as the external supplier has been selected
during stage 3.
BECAUSE The Project Initiation Documentation contains a

summary of the project-level controls for
monitoring and reporting.
2 Checkpoint Reports should be used to monitor

the external supplier's progress during stage 4.
BECAUSE The Project Manager requires regular progress

reports from a Team Manager in order to
monitor the progress of a Work Package.
3 Once the contract is awarded to the selected

BECAUSE The composition field of a Product Description
supplier, the Product Description for the contract
should be used to record any change in the
should be updated.
status of a product.
4 Checkpoint Reports should provide progress
updates on the implementation of the new
hardware and software solution.
BECAUSE A Work Package defines the reporting

arrangements between a supplier and the
Project Board.
5 If they forecast that their Work Package will

exceed its tolerance, the selected external
supplier should provide an Exception Report for
the Project Manager.
BECAUSE The Team Manager is responsible for informing

the Project Manager if any of the agreed
tolerances for a Work Package are forecast to
be exceeded.
6 Benefit tolerance should be set in the next Stage BECAUSE Project Assurance is responsible for monitoring
Plan for Project Assurance to monitor.
the Business Case against project progress.
Question Number 8
Syllabus Area
Controlling a Stage + Managing Product Delivery Processes
Syllabus Area
Question Number
8
Part Marks
A
2
Column 1 is a list of actions that occur during the Controlling a Stage process. For each action in Column 1, select
from Column 2 the PRINCE2 theme that is being applied. Each selection from Column 2 can be used once, more
than once or not at all.
Column 1
Column 2
Ensure that each product in a completed Work Package has gained its required
approval, as defined in its Product Description.
A Business Case
B Organization
C Quality
D Plans
Define the tolerance within a Work Package to be agreed with a Team Manager.
E Risk
F Change
G Progress
Syllabus Area
Question Number
8
Part Marks
B
3
Column 1 is a list of entries from the Daily Log that were made during stage 4 in the Controlling a Stage process.
For each entry in Column 1, select the first management product from Column 2 that should be updated, or
created, as a result of the entry. Each selection from Column 2 can be used once, more than once or not at all.
Column 1
Column 2
The Executive has asked for a minor change to the baselined detailed design
document. This change will not affect any other products.
A Work Package
Staff communication was very useful in getting support from MFH staff who will be
affected by the restructuring of Facilities services.
C Issue Register
The selected external supplier is concerned that there are delays with Government
departments getting work signed-off after completion.
E Lessons Log
B Team Plan
D Stage Plan for
stage 4
F Project Plan
Syllabus Area
Question Number
8
Part Marks
C
5
Stage 4 has started and the Information Technology Team Manager is responsible for the Work Package
to implement the new hardware and software solution.
Answer the following questions about the actions the Information Technology Team Manager should take during the
Managing Product Delivery process to deal with the events and situations described.
1 While producing the Team Plan to deliver the agreed Work Package, the Team Manager discovered that the
representatives assigned to check the products were unsuitable.
Which 2 actions should the Team Manager take in response to this situation?
A
Ask the Project Manager to confirm this information.
Discuss the situation with Project Assurance.
Advise the Project Manager of this risk.
Update the Quality Register with these concerns.
Notify the Project Manager by raising an Exception Report explaining why the reviewers are unsuitable.
2 The chair of a quality review meeting advised the Team Manager that, because there were so many major
issues, the product had been rejected. The presenter estimated that the corrections would take about two
weeks. The re-assessment of the product will take a further week resulting in a three-week delay. The Work
Package only has one-week tolerance.
A
Ask the reviewers to work overtime to prevent the delay.
Ensure that the situation is included in the next Highlight Report.
Raise an issue explaining that tolerances are forecast to be exceeded.
Advise the Project Manager of the risk that there may be a two-week delay in the delivery of one of the
products.
Ensure that the Quality Register is updated with the quality review result.
3 Two weeks after starting work the Team Manager noticed that each completed product had exceeded its
estimated effort by around 10%. If this trend continues the Work Package will exceed its agreed cost tolerance
of 5%.
A
Check the status of the products currently being worked on and analyze the effort expended.
Update the Stage Plan by increasing all future work estimates by 10%.
Amend the Work Package and ensure that the revised targets are met.
Escalate the situation in the next Checkpoint Report.
Raise an issue that costs will exceed tolerance if the current trend continues.
Question continued
4 The Team Manager has received notification that the new hardware and software solution has been installed
and completed, but there is a concern that it has not been approved by the appropriate people.
Which 2 actions should the Team Manager take to check that the products have been approved as required?
A
Check the Quality Register for the sign-off date on which the quality activity was complete.
Check the Product Descriptions to ascertain who should have approved the products.
Check the Configuration Management Strategy for product handover procedures.
Check the approval method required in the Work Package.
Check the Product Descriptions for the quality method required.
5 The Work Package has been in progress for four weeks and has four weeks remaining. The Information
Technology Team Manager is concerned that he has no idea what the Facilities Team Manager is doing about
preparing to implement the new Facilities staffing structure. He is uncertain about what should be happening.
Which 2 initial actions should the Team Manager take in response to this concern?
A
Notify the Project Manager by raising an Exception Report.
Raise this concern in the next fortnightly Highlight Report.
Check the Communication Management Strategy to ascertain what records of communications with the
selected external supplier are required.
Check the Information Technology Work Package for development interfaces.
Raise an issue to notify the Project Manager of this concern.
Note: For Multiple Response (MR) questions, 1 point is

scored if and only if all correct options are selected.
Otherwise 0 points are scored.
Marking Scheme
Question
Part
Type
Response
1 (SI)
MG
CL
CL
Question
Part
Type
Response
2 (OR)
MR
AR
Question
Part
Type
Response
3 (QU)
CL
CL
CL
Question
Part
Type
Response
4 (PL)
MG
AR
Question
Part
Type
Response
5 (RK)
MR
MG
Question
Part
Type
Response
6 (CH)
CL
CL
AR
Question
Part
Type
Response
7 (PG)
MR
AR
Question
Part
Type
Response
8 (CD)
MG
MG
MR
Rationale
Question: 1, Syllabus: SI, Part: A, Type: MG, SyllabusRef: SU0302, Level: 3
1 Correct [B]: This information will be valuable when the external supplier list is prepared for this
project. This lesson should have been identified and captured during the activity
Capture previous lessons. Ref. A.14.2 / 12.4.2.
2 Correct [D]: Understanding the objectives of, and the reasons for, the project as defined in the
project mandate, is one of the recommended actions within the Prepare the outline
Business Case activity. Ref. 12.4.4 / A.2.2
3 Correct [E]: This outlines the selected approach to be taken by the project. Ref. 12.4.5 / A.19.2
4 Correct [F]: This is a planning assumption that should be included in the Initiation Stage Plan.
Ref. 12.4.6 / A.16.2.
Question: 1, Syllabus: SI, Part: B, Type: CL, SyllabusRef: SU0402, Level: 4

1
A Correct: The Executive role description should be created earlier in the Starting up a
Project process, when appointing the Executive. (12.4.1)
B Incorrect: The Project Manager is responsible for creating role descriptions for the
remaining project management team, not the Executive. (12.4.1/12.4.3)
C Incorrect: The Executive role description should be created earlier in the Starting up a
Project process, when appointing the Executive. (12.4.1)
D Incorrect: The Project Manager is responsible for creating role descriptions for the
remaining project management team, not the Executive. (12.4.1/12.4.3
2
A Incorrect: When preparing the outline Business Case, the Executive should understand
where funding is coming from. (12.4.4)
B Incorrect: The Executive is responsible for preparing the outline Business Case. (Table
12.4)
C Correct: When preparing the outline Business Case, the Executive should understand
where funding is coming from. (12.4.4)
D Incorrect: Funding is made available stage by stage. All funding does not therefore have to
be made available at the outset. (12.4.4/10.3.2)
3
A Incorrect: Preparing the Initiation Stage Plan, and therefore the reporting and control
arrangements within it, is the responsibility of the Project Manager. (Table 12.6)
B Correct: The Project Manager should define reporting and control arrangements for the
initiation stage only. Controls for the project will be determined during the
initiation process. (12.4.6/14.4.5)
C Incorrect: These are principles of PRINCE2, but the Project Manager should define
reporting and control arrangements for the initiation stage. Controls for the
project will be determined during the initiation process. (12.4.6/14.4.5)
D Incorrect: This does enable critical assessment of ongoing viability, but the Project
Manager should define reporting and control arrangements for the initiation
stage. Controls for the project will be determined during the initiation process.
(12.4.6/14.4.5)
Question: 1, Syllabus: SI, Part: C, Type: CL, SyllabusRef: IP0402, Level: 4

1
A Correct: Without an ongoing and effective risk management procedure it is not possible
to be confident that the project is able to meet its objectives and therefore
whether it is worthwhile for it to continue. The Risk Management Strategy is
created during the initiation stage. Ref. 8.1.
B Incorrect: It is irrelevant whether the supplier is external or internal to the corporate
organization. The Risk Management Strategy is created during the initiation
stage. Without an ongoing and effective risk management procedure it is not
possible to be confident that the project is able to meet its objectives and
therefore whether it is worthwhile for it to continue. Ref. 8.1
C Incorrect: Lessons should be sought from similar previous projects, corporate or
programme management, and external organizations related to risk
management. However, the Risk Management Strategy should be derived from
the corporate risk management policy and/or a risk management process guide
(or similar documents). It should be created during the initiation stage. Ref.
8.3.2.
D Incorrect: The external supplier would not be a suitable owner for any risks associated with
products for which they are not responsible. The Risk Management Strategy
should be created during the initiation stage. Ref. 8.3.2 / 8.3.5.4.
2
A Correct: A Change Authority should be capable of adequately representing the business,
user and supplier stakeholder interests. The external supplier represents the
supplier interest only. The selected external supplier does not represent the
business or user interests on this project. Ref. 9.3.3.2 / C.8.2.
B Incorrect: The Change Authority can be delegated by the Project Board to any person or
group. Ref. C.8. / 9.3.3.2.
C Incorrect: A Change Authority should be capable of adequately representing the business,
user and supplier stakeholder interests. The external supplier represents the
supplier interest only. Ref. C.8.2.
D Incorrect: This is a responsibility of the Senior Supplier. However, a Change Authority
should be capable of adequately representing the business, user and supplier
stakeholder interests. The external supplier represents the supplier interest only.
Ref. C.8.2.
3
A Incorrect: The corporate quality management system is not developed within the scope of
the project. It is a prerequisite to understand the quality requirements, not the
existence of a corporate quality management system. It is one of the roles of
Project Assurance to check that the Quality Management Strategy meets the
needs of the Project Board. Ref. 14.4.3.
B Incorrect: Whilst Project Assurance does report to the Project Board, the role is also
responsible for supporting the Project Manager. Project Assurance provides
advice and guidance on issues such as the use of corporate standards. Ref.
5.3.2.3.
C Correct: The standards to be used, and the means of assessing them, must be
documented and agreed before the project can be approved. It is the role of
Project Assurance to ensure the Quality Management Strategy meets the needs
of the Project Board and/or corporate or programme management. Ref. 14.4.3 /
A.22.3.
D Incorrect: Customer's quality expectations and acceptance criteria are specified by the
Project Board. Ref. 6.3.1.1/ 6.3.1.2.
Question: 2, Syllabus: OR, Part: A, Type: MR, SyllabusRef: OR0401, Level: 4

1
A Incorrect: Acceptance of a solution is not a reason for appointing someone to the role of
Executive. This does not indicate any of the required competences required for
the role of Executive. Ref. 5.3.2.2 / 5.2.5.
B Correct: The Executive has to ensure that the project gives value for money, ensuring a
cost-effective approach to the project, and balancing the demands of the
business, user and supplier. Ref. 5.3.2.2 / 5.2.5.
C Correct: As Chief Executive Officer of the Ministry he has ultimate authority for the
organization and can provide a single point of accountability for the project. This
is a PRINCE2 reason. Ref. 5.3.2.2./ 5.2.5.
D Incorrect: The role of the Executive is vested in one individual, so that there is a single
point of accountability for the project. Ref 5.3.2.2./ 5.2.5.
E Incorrect: The Executive has to balance the demands of the business, user and supplier.
Being an accountant does not fulfil this requirement. The Payroll Manager may
provide assurance to the Executive, assuring value for money and a costeffective approach to the project. Ref. 5.3.2.2.
2
A Incorrect: The Senior User specifies the requirements and commits user resources. The
Teamtech Account Manager represents a supplier. Ref. 5.3.2.2./ 5.2.5.
B Correct: The Senior User is responsible for specifying the needs of those who will use
the project's products. Ref. 5.3.2.2./ 5.2.5.
C Incorrect: Teamtech are performing an advisory role on this project (Project Assurance).
They are not in a position to make decisions or commit resources on behalf of
the users. Ref. 5.3.2.2.
D Correct: The role represents those who will use the project's products, including
operations and maintenance. This positions the Hardware Manager as a Senior
User. Ref. 5.3.2.2.
E Incorrect: Those providing specialist resources to the project represent a supplier interest.
Ref. 5.2.5.
3
A Correct: As a supplier, she will be supplying resources and products to the project. She
can contribute supplier opinions to the Project Board this is a responsibility of
the Senior Supplier. Ref. 5.3.2.2./ 5.2.5.
B Correct: The Senior Supplier represents the interests of those designing, developing,
facilitating, procuring and implementing the project's products. Ref. 5.3.2.2./
5.2.5.
C Incorrect: The statement, 'the outcome will have an impact on him', indicates that the
Hardware Manager is a user for this project. Ref. 5.2.5 / 5.3.2.2.
D Incorrect: If necessary, more than one person may be required to represent the suppliers.
Ref. 5.3.2.2 / 5.2.5.
E Incorrect: An individual's support of the initiative is not a suitable reason for appointing
them as a Senior Supplier. Ref. 5.3.2.2./ 5.2.5.
4
A Incorrect: A user of a project can represent Business Project Assurance. Those
representing the business and user interests both come from the customer
organization. Ref. 5.2.5.
B Incorrect: All Project Assurance roles should be independent of the Project Manager. Ref.
5.3.2.3.
C Incorrect: Teamtech Consultants are an external supplier. Their own business interests are
likely to conflict with those of their customer. Ref. 5.2.5 / C.7.1
D Correct: Business Project Assurance is responsible for reviewing project finances and
checking that any supplier or contractor payments are authorized. Ref. C.7.1.
E Correct: Business Project Assurance is responsible for reviewing the Business Case for
compliance with corporate or programme standards. Ref. C.7.1.

5
A Incorrect: Specifying needs is not a Project Assurance responsibility. Ref. C.7.1.

B Correct: Supplier Project Assurance is responsible for advising on the selection of the
development strategy, design and methods. Ref. 5.3.2.3 / C.7.1.
C Incorrect: Being well-regarded is not a suitable reason for appointing someone as
Supplier Project Assurance. Ref. 5.3.2.3 / C.7.1.
D Correct: Supplier Project Assurance advises on potential changes and their impact on
the correctness, completeness and integrity of products against their Product
Description from a supplier perspective. Ref. C.7.1.
E Incorrect: Project Assurance must be independent of the Project Manager and Project
Support, but is a responsibility of the Project Board. Ref. 5.3.2.3 / C.7.1.
A Incorrect: Being supportive of the change does not qualify these individuals for the role of
User Project Assurance. Ref. 5.3.2.3. / C.7.1.
B Correct: This is a responsibility of User Project Assurance. Ref. 5.3.2.3. / C.7.1.
C Incorrect: These individuals can ensure that the solution will meet the needs of their own
teams. Assurance roles should be objective and should remain independent of
the Project Manager. Ref. C.7.1.
D Incorrect: Conflict can be managed. This is not a suitable reason for selecting two people
rather than one. Ref. 5.3.2.3.
E Correct: User Project Assurance is responsible for ensuring that user's needs are
accurate and that the solution will meet these needs. Ref. C.7.1/C.7.2.
Question: 2, Syllabus: OR, Part: B, Type: AR, SyllabusRef: OR0401, Level: 4

1 True: Project Board appointments should be True: Assessing the viability of the project
amended at each stage boundary to
approach is a responsibility of the
reflect major changes needed for the
Senior Supplier. However, as the project
next stage. Ref. 5.3.2.9 / 17.4.1.
approach has already been confirmed
by the selection of a supplier, it is not the
reason for the Assertion. The answer is
B. Ref. C.4.1.
2 True: The role of Project Support is not
False: This is a responsibility of the Senior
optional, but the allocation of a
User, not Project Support. Ref. C.3.1 /
separate individual or group to carry
C.9.1.
out the required tasks is. Project
Support defaults to the Project
Manager. In this project, given its scope
and number of stakeholders, it would
be appropriate to appoint more than
one individual to support the Project
Manager. Ref. 5.3.2.8.
3 False: The Senior Supplier role would need
True: The Senior Supplier is ultimately
representatives from the Facilities and
accountable for supplier products. Ref.
Information Technology Departments.
5.3.2.2.
The Hardware Manager is not
supplying anything on this project and
does not have the necessary authority
to represent the delivery of all of the
Information Technology products. Ref.
C.4.
4 True: The Payroll Manager has the qualities False: PRINCE2 does not specify necessary
to monitor the project finances and
professional and/or technical
experience in business-level strategic
qualifications for a business assurance
and risk management. Ref. C.7.1.
role. Ref. C.7.1.
Question: 3, Syllabus: QU, Part: A, Type: CL, SyllabusRef: QU0301, Level: 3

1
A Correct: This is a measurable definition of an attribute required from the project's finished
products. Ref. 6.3.1.2.
B Incorrect: This is stating how the products will be managed rather than an acceptance
criterion that it must achieve to be acceptable to the stakeholders. Ref. 6.3.1.2.
C Incorrect: The skills and resources required to create a product do not form part of the
product's acceptance criteria. Ref. 6.3.1.2.
D Incorrect: The timing of the appointment of the selected external supplier is not an
acceptance criterion. Acceptance criteria are a list of criteria which the project's
product must meet before the customer will accept it. Ref. 6.3.1.2.
2
A Incorrect: This is an objective or outcome of the project. There is no acceptable deviation
from the measure given in this statement. Ref. A.21.2.
B Incorrect: As soon as possible is not measurable. There is no deviation from the
expected target defined. This could be recorded as a possible risk response
action. Ref. 8.3.5.3 / A.21.2.
C Incorrect: This is not a measurable requirement. This is a customer's quality expectation.
Ref. A.21.2.
D Correct: This is a measurable criterion with an acceptable deviation but there is no
specification of the acceptable deviation. Ref. A.21.2.
3
A Incorrect: It may be appropriate to record this under the Acceptance responsibilities
heading in the Project Product Description. This is not an acceptance method.
Ref. A.21.2.
B Correct: This describes a means by which acceptance of the new hardware and software
solution will be confirmed. Ref. A.21.2.
C Incorrect: This is an acceptance responsibility and belongs under the Acceptance
responsibilities heading. It does not state the means by which acceptance will
be confirmed. Ref. A.21.2.
D Incorrect: This describes one of the 'Development skills required' for this project and
belongs under the associated heading. It is not a method for confirming that the
project's products have been approved. Ref. A.21.2.
Question: 3, Syllabus: QU, Part: B, Type: CL, SyllabusRef: QU0302, Level: 3

1
A Incorrect: This was not specified on the Product Description, nor was it stated in the
corporate branding standards. The producer should not agree to this further
work without the necessary clarification on requirements. Ref. Table.9.1.
B Incorrect: The producer has met the requirements stated in the Product Description,
therefore this is not an off-specification. Ref. Table.9.1.
C Correct: The issue is a request for change as it is a change to the baselined Product
Description and needs to be managed formally. Ref. Table.9.1.
D Incorrect: The quality review chair does not have the authority to grant concessions. This
would need to be approved by the Project Board, or its delegated Change
Authority. Ref. 6.3.2.1. / Table 9.2.
2
A Incorrect: The Product Description stated that the product should be black and white. The
producer has delivered as requested. Ref. 6.3.2.1.
B Incorrect: There is no error in the product delivered as this was stated as a requirement.
The product meets the specification. Ref. 6.3.2.1.
C Incorrect: The quality review chair does not have the authority to grant a concession. This
would need to be approved by the Project Board or the delegated Change
Authority. Ref. Table 9.2.
D Correct: This was not stated as a requirement in the Product Description. The comment
is simply an observation about what the product looks like. Ref. 6.3.2.1.
3
A Correct: This was specified as a requirement in the Product Description. The producer
should agree to complete the necessary actions to correct this within the time
available. If a product does not, or is forecast not to, meet its specification, an
issue should be raised (off-specification). It will be more than the specified 60
pages. Ref. Table 9.2.
B Incorrect: This was specified as a requirement in the Product Description. The producer
issue should be raised (off-specification). Ref. Table 9.2.
C Incorrect: This was specified as a requirement in the Product Description. The producer
issue should be raised (off-specification). It will be more than the specified 60
pages. Ref. Table 9.2.
D Incorrect: This was specified in the Product Description. The product does not meet the
original specification and must be corrected before it can be signed-off. There is
time to resolve the problem, but doing so will exceed the quality criteria. This will
require escalation in the form of an issue. Ref. 6.3.2.1. / Table 9.2.
Question: 3, Syllabus: QU, Part: C, Type: CL, SyllabusRef: QU0401, Level: 4

1
A Incorrect: This is the purpose of the Quality Management Strategy document and this
should be stated in the Introduction section. Ref. A.22.2.
B Incorrect: The Quality Management Strategy is approved by the Project Board. The
Project Manager will maintain it. Any changes will be approved by the Project
Board. Ref. 17.4.1.
C Incorrect: The Project Manager is responsible for implementing the Quality Management
Strategy. Project Assurance will provide assurance to the Project Board that it is
being implemented correctly. Ref. C.7.
D Correct: Entry 3 refers to one quality responsibility of Project Assurance and should
therefore appear in the 'Roles and responsibilities' section. Ref. A.22.2 / Table
6.3.
2
A Incorrect: Any known quality control standards that are to be applied to the project should
be documented in the Quality Management Strategy. Ref. 6.3.2.
B Incorrect: The MFH document standards should be recorded here. This is a quality
standard that should be followed. The Configuration Management Strategy
should contain the issue and change control procedure to be followed by the
project. Ref. A.6 / A.22.2.
C Correct: The additional information explains that this is a company standard that is to be
complied with. It should therefore be recorded under the 'Quality standards'
heading. Ref. A.22.2.
D Incorrect: The change control procedures to be used will be contained in the Configuration
Management Strategy. Ref. A.6.
3
A Incorrect: The Quality Management Strategy should state what quality records will be
required. The Quality Register is a vital requirement. Ref. A.22.2.
B Incorrect: The Quality Register is NOT a report. It will be the source of information to be
included in quality management reports. Ref. A.22.2.
C Correct: The Records section of the Configuration Management Strategy will contain this
information. Ref. A.6.2.
D Incorrect: The project should be able to demonstrate that each product has gained the
necessary approvals as specified in its Product Description, so this information
is needed. Ref. 6.3.2.2.
4
A Incorrect: This is correctly recorded under the heading of Roles and responsibilities. The
Records section defines what quality records will be required and where they will
be stored. Ref. A.22.2 / 17.4.1.
B Incorrect: Team Managers are responsible for reporting quality activities in Checkpoint
Reports. Ref. 16.4.2.
C Incorrect: The Project Manager creates the Quality Register. The Quality Management
Strategy defines the procedure for updating it. Ref. 16.4.2 / A.22.2.
D Correct: Supplier Project Assurance is responsible for reviewing Product Descriptions to
ensure the product can be achieved. User Project Assurance should review
Product Descriptions to ensure the product meets the users' needs. Ref. C.7.1.
Question: 4, Syllabus: PL, Part: A, Type: MG, SyllabusRef: PL0301, Level: 3

1 Correct [F]: Reporting to the Project Board is the responsibility of the Project Manager, and the
frequency of reporting is documented in the Stage Plan under the heading of
Monitoring and Control. Ref. A.16.
2 Correct [C]: The contract template is an existing product, external to the scope of the project,
which is required during this stage. The template is an external product upon which
the stage is dependent. Ref. A.16.
3 Correct [B]: The decision to progress with this project, using this approach, is a prerequisite of
this plan, and must remain in place for the plan to succeed. Ref. A.16.
4 Correct [E]: MFH has no experience in restructuring. So this piece of information, from another
Ministry, will be invaluable when creating the plan. It is therefore a lesson
incorporated into planning. Ref. A.16.
5 Correct [H]: The estimated budget and timescale for the stage will be recorded in the Stage
Plan together with any permissible deviation from these Ref. A.16.
Question: 4, Syllabus: PL, Part: B, Type: AR, SyllabusRef: PL0401, Level: 4
1 False: 20,000 is within the stage 2 tolerance False: If the deviation is within tolerance, then
of 45,000, so no escalation is
corrective action can be taken to deal
needed. Only when the tolerance is
with it by revising the Stage Plan for the
forecast to be exceeded does an
current stage. Ref. 15.4.8.
exception situation exist - managed
through production of an Issue Report,
followed by an Exception Report. Ref.
10.3.4.
2 True: When producing a Team Plan, supplier True: Supplier assurance will check that the
assurance is consulted to ensure that
Team Plan is in accordance with
the Team Plan is viable and in
supplier standards. This is the reason
accordance with relevant supplier
that supplier assurance is consulted, so
standards. Ref. 16.4.1.
the answer is A. Ref. 16.4.1.
3 True: Stage 2 is the next stage after initiation, False: Each Stage Plan is produced near the
and the plan for this should be
end of the previous stage. Ref. 7.2.5.
prepared near the end of the initiation
stage. Ref. 7.2.5.
4 False: Closing a Project is a process and is True: The Project Plan will contain an outline
not planned as a stage. Ref. 18.3.
of all the management stages after
initiation. Ref. 7.2.4.
5 False: Stage tolerances may vary from stage False: Stage tolerances will vary according to
to stage. The Project Board should
the circumstances of the stage. The
allocate tolerances for each
Project Board should allocate tolerances
management stage when approving the
for each management stage when
next Stage Plan. Ref. 10.3.1.1 / 13.4.3.
approving the next Stage Plan.. Ref.
13.4.3.
Question: 5, Syllabus: RK, Part: A, Type: MR, SyllabusRef: RK0301, Level: 3

1
A Incorrect: This is a risk management responsibility and should be recorded under the
section for 'Roles and responsibilities'. Ref. A.24.2.
B Correct: When reporting on the stage end, a summary of the current aggregated risk
exposure is produced for the End Stage Report. Ref. 17.4.4/A.9.2.
C Incorrect: If this is true, this is a reporting requirement that should appear in the
Configuration Management Strategy, not the Risk Management Strategy. Ref.
9.3.1.1.
D Incorrect: This is guidance on how proximity for risk events is to be assessed and should
be recorded under the 'Proximity' heading in the Risk Management Strategy.
Ref. A.24.2.
E Correct: The Highlight Report contains a summary of the risks. A summary risk profile is
an ideal means of providing this information. Ref. 8.3.5.5.
2
A Incorrect: The risks to the selected external suppliers Business Case is not a concern of
the project. It may also be commercially sensitive to the selected external
supplier, so they may not be willing to provide this information, even if it were to
be requested. Ref. 8.1.
B Incorrect: The Project Board manages by exception, meeting at the end of each stage or
in exception situations. The project-level risk tolerance is set during the initiation
stage, when preparing the Risk Management Strategy. Ref. 10.3.1.2.
C Correct: At the end of each stage, when preparing the plan for the next stage, the Project
Manager should consult with the risk owners to check on the status of risk
responses. This is a time-driven activity to manage risks and should therefore
be recorded here. Ref. 17.4.1.
D Incorrect: Risks identified whilst developing products during the Executing a Work
Package activity should be notified to the Project Manager so that the
appropriate course of action can be decided. This is not a time-driven activity
that can be planned for. Ref. 16.4.2.
E Correct: This is a time-driven responsibility. The Project Board ensures the exposure to
risk is still acceptable and being controlled. Ref. 13.4.3.
3
A Incorrect: This describes the assignment of risk owners, part of the risk management
procedure and should be recorded under the 'Implement' step. Ref. 8.3.5.4.
B Incorrect: This should be recorded under the Reporting heading in the Risk Management
Strategy. Ref. A.24.4.
C Incorrect: All stage tolerances are allocated by the Project Board, not the Project
Manager. Ref. Figure 10.1
D Correct: Project Assurance is responsible for ensuring that all aspects of risk
management in the project are in line with the Risk Management Strategy. Ref.
8.4/C.7.1.
E Correct: This shows the responsibility for a risk management activity. Ref. 8.3.5.1 /
A.24.2.
4
A Correct: This provides guidance on how proximity for risk events is to be assessed.
Typical proximity categories will be imminent, within the stage, within the project,
beyond the project. Ref. A.24.2.
B Incorrect: This is a proximity assessment for a specific risk which would be recorded in the
Risk Register. Ref. A.25.
C Correct: This is an acceptable definition for what is meant by an imminent proximity risk.
Ref. A.24.2.
D Incorrect: The proximity of a risk is irrelevant to its impact and does not offer guidance on
how proximity will be assessed. Ref. A.24.2.
E Incorrect: This is a proximity assessment for a specific risk which would be recorded in the
Risk Register. Ref. A.25.
5
A Correct: 'Project tolerance' means the amount of risk the project can take before
escalation. As such, it records the level of risk expectations of corporate or
programme management and the Project Board. Ref. A.24.2.
B Correct: This will enable the Project Board to assess risks before they reach the
threshold level of risk exposure that will not be tolerated by corporate
management. Ref. A.24.2.
C Incorrect: The Risk Management Strategy should define the risk expectations of corporate
or programme management and the Project Board. Risk tolerance may be
allocated to Team Managers. This would be recorded in the Work Package.
Ref. A.24.2 / A.26.2.
D Incorrect: It is not the purpose of tolerance to pay for risk fallback plans. In addition, there
should be a risk budget to fund responses to risk. Ref. A.24.2.
E Incorrect: The risk budget should cover known risks and make provisions for unknown
risks. Risk tolerance is the threshold within which a level of authority may
manage known and unknown risks without having to escalate them to the
attention of the next level of authority. Ref 8.3.6 / Glossary.
Question: 5, Syllabus: RK, Part: B, Type: MG, SyllabusRef: RK0302, Level: 3

1 Correct [B]: This response will help to reduce the probability of the event occurring, but it may
not be enough to totally prevent the risk from happening. Ref. 8.3.5.3.
2 Correct [D]: This response is transferring some of the financial impact of the threat to the third
party supplier. Ref. 8.3.5.3.
3 Correct [B]: This response will help to reduce the probability of the event occurring, but it may
not be enough to totally prevent the risk from happening. Ref. 8.3.5.3.
4 Correct [E]: This is based on trust and no action is taken. The threat is accepted. Ref. 8.3.5.3.
5 Correct [C]: This response will only be actioned when MFH is in difficulty, i.e. when the risk has
become an issue. This will not change the likelihood of the risk occurring. Ref.
8.3.5.3.
Question: 6, Syllabus: CH, Part: A, Type: CL, SyllabusRef: CH03, Level: 3
1
A Correct: Every project requires a Configuration Management Strategy. Products and
responsibilities are always unique, so a simple reference to standards is
insufficient. Ref. 9.3.1.
B Incorrect: The project's Configuration Management Strategy will define how products will
be managed and stored for this project. This information will be used to create
Work Packages for suppliers, explaining the 'Configuration Management
requirements' they are to follow in this project. Ref. 9.3.1.1 / A.26.2.
C Incorrect: A reference to existing standards would be acceptable, together with the 'Roles
and responsibilities' that also need to be recorded. This information does not
have to be recorded in a separate document. It may be referenced in the Project
Initiation Documentation, but under the heading of 'Configuration Management
Strategy', not the 'Quality Management Strategy'. Ref. 9.3.1.1.
2
A Incorrect: This task should be assigned to project or programme support where available.
Ref. C.9.1.
B Incorrect: This can be a central role, with responsibility for more than one project at any
one time. Ref. C.9.
C Correct: Having created the corporate document control process, the MFH Quality
Manager is a suitable person to take on this role. Ref. C.9
Question: 6, Syllabus: CH, Part: B, Type: CL, SyllabusRef: CH0303, Level: 3

1
A Correct: If any proposed options would take the stage or project beyond agreed
tolerances, an Issue Report should be escalated to the appropriate authority for
a decision. If any proposed options would take the stage or project beyond
tolerances, consideration should also be given to preparing an Exception
Report for that option to accompany the Issue Report. Ref. 9.3.3.3 / 9.3.3.4.
B Incorrect: The change has not yet been approved. Configuration Item Records affected by
the change should be updated when implementing the change, or when taking
corrective action. Ref. 15.4.8.
C Incorrect: An Exception Plan would be created to replace the Stage Plan for stage 3. This
will not take place until an Issue Report has been accepted. Ref. 9.3.3.4/5.
D Incorrect: An Exception Plan would be created to replace the Stage Plan for stage 3. This
will not take place until an Issue Report has been accepted. Ref. 9.3.3.4/5.
2
A Incorrect: There are several risks that will impact upon the Restructuring project as a result
of the de-scoping of Facilities services, e.g. the specification of the new
software solution may no longer meet requirements. Ref. 9.3.3.2.
B Incorrect: This is a fact and will be taken into account when responses to the issue are
considered. Ref. 9.3.3.2.
C Incorrect: This is a fact and will be taken into account when responses to the issue are
considered. Ref. 9.3.3.2.
D Correct: This is a risk, because the specification was based upon the restructured
Facilities processes and may not fulfil the needs of the existing Facilities
processes. Ref. 9.3.3.2.
3
A Correct: The saving was estimated to be 20m but, with the de-scoping of Facilities
services, this reduces to 10m. Ref. 9.3.3.2.
B Incorrect: These are the expected benefits to MFH generated by the new Government
initiative. This is a separate project and not part of the Restructure projects
savings. Ref. 9.3.3.2.
C Incorrect: This relates to costs and not benefits. Ref. 9.3.3.2.
D Incorrect: This relates to costs and not benefits. Ref. 9.3.3.2.
Question: 6, Syllabus: CH, Part: C, Type: AR, SyllabusRef: CH0402, Level: 4

1 True: All changes to the original requirements True: A request for change is any additional
should be treated as requests for
requirement or change to that which the
change. Ref. 9.2.4.
project is set to deliver, which is what is
given in the assertion. The answer is
therefore A. Ref. 9.2.4.
2 False: Facilities services are no longer within True: Consideration should be given to the
the scope of the Restructuring project.
effect each option will have on the
Options should be considered for
project's time, cost, quality, scope,
responding to the change and
benefit and risk performance targets.
proposing a course of action to take.
9.3.3.3 / 8.3.5.3.
Ref. 9.3.3.3.
3 False: If an Exception Plan is created to
True: All baselined versions should remain
replace the Stage Plan for stage 3, this
unchanged. These should be retained
may require the revision of the products
and archived to permit any future audit of
rather than their removal. Ref. 9.3.3.5 /
the project management team's
17.4.5.
decisions, actions and performance.
Ref. 9.3.2 / 18.4.5.
4 False: An Exception Report is used to present False: The Project Board must escalate project
the options for dealing with issues,
tolerance deviations to corporate
NOT an Exception Plan. Ref. 9.3.3.3.
management. Ref. 10.3.1.1.
5 False: Tolerance should not be used to fund
True: The change budget is the sum of money
changes. Ref. Table 9.2.
that will be used to fund the cost of
requests for change. Ref. 9.3.1.1.
Question: 7, Syllabus: PG, Part: A, Type: MR, SyllabusRef: PG0401, Level: 4

1
A Incorrect: The Stage Plan should show the planned start and finish dates for the Work
Package. The Team Manager may not have access to the Stage Plan. This
information should be shown under the 'Joint agreements' section of the Work
Package. Ref. A.26.2.
B Correct: The timescales and costs for the entire project should be contained in the
Project Plan, not the Work Package. Ref A.16.2.
C Correct: The Stage Plan should show the planned start and finish dates for the Work
Package. The Team Manager may not have access to the Stage Plan. This
information should be shown under the 'Joint agreements' section of the Work
D Incorrect: 'Minimum disruption' is not a measurable deviation from a performance target.
This should be recorded under 'Constraints' Ref. A.26.2.
E Incorrect: The Facilities Team Manager is doing similar work in parallel with the IT Team
Manager, so it is essential that they liaise during the work. This should be
recorded under 'Development interfaces'. Ref. A.26.2.
2
A Correct: This represents a risk tolerance (the threshold level of risk exposure, which,
when exceeded, requires escalation to the next level of management) which
should be recorded under the 'Tolerances' heading. Ref. A.26.2.
B Incorrect: This may require an interface with staff, but the statement itself is under the
correct heading as it describes a restriction on the removal of existing
equipment. Ref. A.26.2.
C Incorrect: This is correctly describing a constraint which will affect when the installation
work can take place. Ref. A.26.2.
D Correct: This represents a cost tolerance, which, when exceeded, requires escalation to
the next level of management. This should be recorded under the 'Tolerances'
heading. Ref. A.26.2.
E Incorrect: The Facilities Team Manager will be providing information to, or may need
information from, the IT Team Manager. This should be recorded under
'Development interfaces'. Ref. A.26.2.
3
A Correct: The PRINCE2 progress report from the Team Manager to the Project Manager
is the Checkpoint Report and not the Highlight Report. Ref. 10.3.3.4.
B Incorrect: Reporting arrangements should contain details of the contents required,
including products worked on. Ref. A.26.2.
C Correct: Anything to do with issues should come under the Problem handling and
escalation section. Ref. A.26.2.
D Incorrect: The recording of risks should be added to the Problem handling and escalation
section, not the Reporting arrangements section. Ref. A.26.2.
E Incorrect: Issues should be notified immediately. The impact analysis will take place
afterwards. Ref. 9.3.3.1/2.
4
A Incorrect: Stage Plan is correct. It is reasonable to point to where the Stage Plan can be
obtained. This may assist the Team Manager to produce the Team Plan. Ref.
A.26.2.
B Correct: It is important to point to where Product Descriptions can be obtained if they are
not provided in the Work Package. Ref. A.26.2.
C Incorrect: The person, role or group who will approve the completed products within the
Work Package should be shown under the Approval method section. Ref.
A.26.2.
D Incorrect: Project Assurance reviews Work Packages and confirms completion. Ref.
Table 16.3.
E Correct: The Project Manager has to be advised as to when Work Packages have been
completed. Advice from the Team Manager by email is an acceptable method.
Ref. A.26.2/16.4.3.
Question: 7, Syllabus: PG, Part: B, Type: AR, SyllabusRef: PG0402, Level: 4
1 False: The Project Initiation Documentation
True: Project controls consist of end stage
contains project controls. These will be
assessments and stage tolerances, as
updated in the Managing a Stage
well as the monitoring and reports at
Boundary process when planning the
project level. Ref. A.20.2.
next stage. Ref. 17.4.1.
2 True: The Project Manager will require
True: The frequency of Checkpoint Reports
regular progress reports from the
will be agreed with the Team Manager
supplier in order to monitor the
and defined in the relevant Work
progress of the Work Packages. Ref.
Package(s). This is the reason for the
10.3.3/10.3.3.4.
assertion. The answer is therefore A.
Ref. 10.3.3.
3 False: A Product Description explains the
False: The composition field is a list of the
function and purpose of a product.
parts of the product. A Product
There is no field for updating the status
Description does not record the status
of the product. Ref. A.17.2.
of a product. Ref. A.17.2.
4 True: A Checkpoint Report is used to report, False: Reporting is between the Team
at a frequency defined in the Work
Manager and the Project Manager, not
Package, the status of the Work
the Project Board. Ref. A.26.2.
5 False: The Team Manager should raise an
True: The Team Manager reports any
issue. The Project Manager produces
deviations by raising an issue. Ref.
the Exception Report. Ref. 10.3.4.
10.3.4.
6 False: Benefit tolerances are set at project
True: Business project assurance is
level in the Business Case. Ref. Table
responsible for monitoring the Business
10.1.
Case against project progress. Ref.
C.7.1.
Question: 8, Syllabus: CD, Part: A, Type: MG, SyllabusRef: CS0205, Level: 2
1 Correct [C]: Quality: The Product Description specifies who the approvers for a product are.
Before receiving a completed Work Package it is important to check that the
quality requirements have been met. This is the application of the Quality theme.
Ref. 15.4.3/6.3.2.3.
2 Correct [G]: Progress: The main progress controls available to the Project Manager include the
authorizing of Work Packages and Work Package tolerance. This is applying the
Progress theme. Ref. 15.4.1 / 10.3.1.3.
Question: 8, Syllabus: CD, Part: B, Type: MG, SyllabusRef: CS0301, Level: 3
1 Correct [C]: No baselined product should be changed without formal change control. Any
request for change should be formally recorded in the Issue Register for audit
purposes. This should be approved before any other documents are updated or
created. Ref. 9.3.3.4.
2 Correct [E]: This would be recorded in the Lessons Log for use by future projects. Ref. 15.4.4.
3 Correct [C]: The Issue Register is updated with any potential problems raised by the Team
Manager. Ref. 15.4.1/2/4.
Question: 8, Syllabus: CD, Part: C, Type: MR, SyllabusRef: MP0401, Level: 3

1
A Correct: The Project Manager is responsible for agreeing the details in the Work
Package. If in doubt, the Project Manager may ask the Project Board, or their
delegated Project Assurance, to ensure that the appropriate resources required
to undertake quality inspections and product approval are made available. Ref.
C.3.1.
B Correct: Project Assurance has a responsibility to provide advice on appropriate
reviewers. Ref. 16.4.1 / C.7.1.
C Incorrect: There is no uncertainty/risk stated. This is a problem that has been identified
and should be raised as an issue to the Project Manager. Ref. 8.2.1 / 16.4.1.
D Incorrect: The Quality Register does not record concerns about reviewer resources. Ref.
A.23.2.
E Incorrect: The Team Manager may raise an issue if the situation is not resolved. They do
not raise Exception Reports. Ref. 16.4.2.
2
A Incorrect: The delay will be caused by the corrections, not the reviewing of the completed
product.
B Incorrect: The Team Manager produces Checkpoint Reports, not Highlight Reports. Ref.
16.4.2.
C Correct: If any tolerances are forecast to be exceeded an issue must be raised. Ref.
16.4.2.
D Incorrect: The situation exists now, so it is an issue, not a risk. Ref. Table 9.1.
E Correct: Ensure that the Quality Register is updated with the quality review result.
3
A Correct: The Team Manager is responsible for capturing and recording the effort
expended. In addition, the status of each product should be determined and the
viability of the Team Plan assessed. Ref. 16.4.2.
B Incorrect: The Team Manager does not have the authority to update the Stage Plan. The
Team Manager may update the Team Plan, but he does not have the authority to
increase the effort without the agreement of the Project Manager. Ref. 16.4.2.
C Incorrect: The Team Manager has agreed the Work Package with the Project Manager
and cannot change it without approval. Ref. 10.3.1.1.
D Incorrect: This is a progress report and will not deal with the situation. It should be
confirmed first and then raised as an issue so that it can be included in future
Checkpoint Reports. Ref. 16.4.2.
E Correct: If any Work Package tolerances are forecast to be exceeded, an issue must be
raised to notify the Project Manager. Ref. 16.4.2.
4
A Incorrect: The Quality Register will provide details of quality management activities, but it
will not provide details of product approval. A.23.1
B Correct: The responsibilities in the Product Description will detail who is responsible for
approving the product. Ref. A.17.2.
C Incorrect: The handover of completed products is not the same as the approval of
products. Ref. 17.4.4.
D Correct: The 'Approval method' section in the Work Package should document the
person, role or group who will approve the completed products within the Work
Package, and how the Project Manager is to be advised of completion of the
products. Ref. A.26.2.
E Incorrect: The quality method will provide the method to be used to check the quality or
functionality of the product. It will not provide the approval method. Ref. A.17.2.
5
A Incorrect: The Team Manager should raise an issue, not an Exception Report. Ref. 16.4.2.
B Incorrect: Issues should be raised to the Project Manager at the point at which they are
identified. The Highlight Report is created by the Project Manager for the Project
Board. Ref. 16.4.2.
C Incorrect: The Team Manager would check the Work Package for the interfaces to be
maintained. The Team Manager is not required to look at the Communication
Management Strategy. Ref. A.26.2.
D Correct: Development interfaces describe the interfaces that must be maintained while
developing products. This includes people providing and receiving information.
Ref. A.26.2.
E Correct: The term issue covers any relevant event that has happened, was not planned,
and requires management action. It can be a concern or query. Ref. 16.4.2 /
9.2.3.
Nope, Thats the End!
You should congratulate
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did for having written to here!

Yes, that one is an attempt at weary and ironic humour
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This stuff is the best materials available & WE DONT

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Exams @home Anytime!

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There are two exams involved in achieving the PRINCE2

The first is a 1hr multiple choice confirmation of your

This section 1.1 guides you in checking-out the resources I

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Navigating The Materials

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Page S:1.1.14 is a diary for you to establish your study

Page S:1.1.15 is a template to cross-reference activities &

After reading Section:1.1 the next step is to read the

If you received these materials on paper then you might want

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1st PRINCE2 Model

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The placement of the sub-processes in the diagram above is

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Section:2 (S:2) of this resource contains the slides.

The official manual is the definitive statement but

My reference materials are terse! And EXHAUSTIVE and

YOU must use the animated, narrated videos first

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In contrast the QUICK OVERVIEW S:1.2 gives you an

The reference materials will be hard going if you jump

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First you should skim all the materials - eye-ball each

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Section 1.1 & 1.2

These Pre-Course notes

The study materials provide many consolidated views of

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Instructor support is always available to discuss all aspects

Viewing each chapter of the videos (or reading the Course

Expect to cover S:2 more than once.

Achieving PRINCE2 Foundation & Practitioner Success On Your First Attempt

Achieving PRINCE2 Foundation & Practitioner Success On Your First Attempt