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SAP > Foundation > Flashcards

Foundation Flashcards

1
Q

Recall six aspects of project performance to be managed.

A

CostTimescalesQualityScopeBenefitsRisk

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2
Q

Recall the definition and five characteristics of a project

A

“A temporary organization that is created for the purpose of delivering one or more business products according to an agreed Business Case.”– Mechanisms of CHANGE– TEMPORARY– Complex/CROSS-FUNCTIONAL– UNIQUE– Involve UNCERTAIN

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3
Q

Recall four integrated elements of principles, themes, processes, and the project environment upon which PRINCE2 is based.

A

Principles: “guiding obligations and good practices” MANDATORY for a project to be PRINCE2.Themes: “aspects of PM that must be addressed continually and in parallel throughout the project.”Processes: “Step-wise progression thru the project

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4
Q

Recall the benefits of PRINCE2

A

“Established and proven best practice and governance for PM.”Applicable to any type of project “and can easily be implemented alongside specialist, industry-specific models.”“Widely recognized and understood.”“Provides for explicit

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5
Q

Recall the customer/supplier context of a PRINCE2 project.

A

Environment in which the customer defines the requirement, pays for the project and uses the eventual products; and in which the supplier provides the required skills and know-how to create the end-products for the customer.

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6
Q

Understand the seven principles.

A

(1) Continued business justification.(2) Learn from experience.(3) Defined roles and responsibilities.(4) Manage by stages.(5) Manage by exception.(6) Focus on products.(7) Tailor to suit the project environment.

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7
Q

Understand the difference between a project and a programme.

A

“The distinction between projects and programmes is that projects typically produce or change something and are then disbanded. The benefits of the undertaking are like to be accrued after the project is completed. Programmes are typically used to help tr

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8
Q

Understand the characteristics of a project.

A

Change- Temporary- Cross-functional- Unique- Uncertainty

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9
Q

Understand the purpose of the Business Case theme.

A

“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.

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10
Q

Understand how the Business Case theme supports the continued business justification principle.

A

The Business Case documents the business justification for the project and describes the reasons for the project based on estimated costs, risks, and the expected benefits.

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11
Q

Understand the difference between an output, an outcome, and a benefit.

A

“An OUTPUT is any of the project’s specialist products (whether tangible or intangible).”“An OUTCOME is the result of the change derived from using the project’s outputs.”“A BENEFIT is the measurable improvement resulting from an outcome t

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12
Q

Understand the purpose of a Business Case and a Benefits Review Plan.

A

“The Business Case is a description of the reasons for the project and the justification for its undertaking. It should provide a clear statement of the benefits that are expected from the project and the costs, risks and timescale that are entailed in ac

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13
Q

Understand the recommended composition of a Business Case.

A

An executive summary- Reasons- Business options- Expected benefits- Expected dis-benefits- Timescale- Costs- Investment appraisal- Major risks

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14
Q

Recall the defined roles within the Organization theme.

A

executive- Senior User- Senior Supplier- Project Assurance- Change Authority- Project Manager- Project Support- Team Manager

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15
Q

Understand the purpose of the Organization theme.

A

“The purpose of the Organization theme is to define and establish the project’s structure of accountability and responsibilities.”“The Organization Theme provides the knowledge to help define and establish the project’s structure of accountability

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16
Q

Understand how the Organization theme supports the Defined Roles and Responsibilities principle.

A

By “[providing] information on the Project Management Team, and its structure and accountability.”

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17
Q

Understand in which process(es) the Organization theme is applied and which roles are responsible for this.

A

Directing- Executive- Senior User- Senior Supplier- Processes: SU, DPManaging- Project Assurance- Change Authority- Project Manager- Project Support- Processes: SU, IP, SB, CS, CPDelivering- Team Manager

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18
Q

Understand the three project interests and how these are represented within the three levels of the project management team structure.

A
  • Business (Executive)- User (Senior User)- Supplier (Senior Supplier)Represented at the Directing (Project Board) level of the project management team.
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19
Q

Understand how the four levels of the project management structure apply to the process model.

A

Corporate/Programme- issue the project mandate- (i.e. commission the project)- identify the Executive- define the project tolerancesDirecting- Processes: SU, DPManaging- Processes: SU, IP, SB, CS, CPDelivering- Proc

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20
Q

Understand the role of the Project Board.

A

“Responsible for the overall direction and management of the project . . . accountable for the success of the project.”“Approve all major plans and resources. Authorize any deviation that exceeds tolerances. Approve stage completion and start of n

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21
Q

Understand the role of the Project Manager.

A

“Ensure that the project produces the required products in accordance with the time, cost, quality, scope, risk, and benefit performance goals.”“It is the responsibility of the Project Manager to plan and oversee all of the day-to-day work and to

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22
Q

Understand the role of Project Assurance.

A

“Monitoring all aspects of the project’s performance and products independently of the Project Manager.”Support “the PM by giving advice and guidance on issues such as the use of corporate standards or the correct personnel to be involved in diffe

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23
Q

Understand the role of the Change Authority.

A

“Responsible for agreeing to changes to the requirements or scope of the project. By default this responsibility lies with the Project Board but they may, if they wish, delegate it to another body.” [ILX]

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24
Q

Understand the role of the Team Manager.

A

“To ensure production of those products allocated by the Project Manager.”“Where they do exist, it is the responsibility of the Team Manager to manage the creation and delivery of the specialist work packages and products under their control, as d

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25
Q

Understand the role of Project Support.

A

“May include providing administrative services or advice and guidance on the use of project management tools or configuration management. It could also provide specialist functions to a project such as planning or risk management.”“Some of the mai

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26
Q

Understand the difference between project stakeholders and project decision makers.

A

Stakeholder”Any individual, group, or organization that can affect, be affected by, or perceive itself to be affected by, an initiative (program, project, activity, risk).”Decision MakerPurview of the Project Board.

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27
Q

Understand the purpose of the Communication Management Strategy.

A

“Contains a description of 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.”

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28
Q

Recall the recommended quality review team roles and their responsibilities.

A

ChairResponsible for the overall conduct of the review.PresenterIntroduces the product for review and and represents the producer(s) of the product. Also coordinates and tracks the work after the review, i.e. applying the changes to the pr

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29
Q

Understand the purpose of the Quality theme.

A

“To define and implement the means by which the project will create and verify products that are fit for purpose.”ILX adds: “and satisfy the needs and expectations of the Customer.”

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30
Q

Understand how the Quality theme supports the “learn from experience” principle.

A

“These elements support the PRINCE2 principle of ‘learn from experience’ by helping to identify and eliminate causes of unsatisfactory performance. For example, the Lessons Log may identify that a manufacturing process contains a flaw which can be correct

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31
Q

Understand the relationship between quality assurance and Project Assurance.

A

Table 6.1 on page 48 of the manual.”Quality Assurance• provides a way to get an independent review of the Quality process;• checks to see that it complies with company Quality standards; and• ensures that Quality processes are in place

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32
Q

Understand the objectives of the quality review technique.

A

“Objectives of the Quality Review Technique• To assess the products against their agreed criteria• To involve key stakeholders and help to promote quality and the project• To provide confirmation that the product is complete (get agreement)<br

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33
Q

Understand the purpose of Quality planning.

A

“Quality Planning establishes the objectives and requirements for quality and lays out the overall approach to quality in the Quality Management Strategy during the Initiation Stage. Quality planning also includes establishing the activities that are need

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34
Q

Understand the purpose of Customer’s quality expectations.

A

“The key quality requirements will drive the choice of solution and, in turn, influence the time, cost, scope, risk, and benefit performance targets of the project.”

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35
Q

Understand the purpose of the Quality Register.

A

“Effectively a diary of the quality events planned and undertaken.”“Provides key audit and assurance information, relating what was planned and agreed (in the QMS and PDs) to the quality activities actually performed.”

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36
Q

Understand the purpose of Quality planning.

A

“Quality Planning establishes the objectives and requirements for quality and lays out the overall approach to quality in the Quality Management Strategy during the Initiation Stage. Quality planning also includes establishing the activities that are need

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37
Q

Understand the purpose of Customer’s quality expectations.

A

“The key quality requirements will drive the choice of solution and, in turn, influence the time, cost, scope, risk, and benefit performance targets of the project.”

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38
Q

Understand the purpose of the Quality Register.

A

“Effectively a diary of the quality events planned and undertaken.”“Provides key audit and assurance information, relating what was planned and agreed (in the QMS and PDs) to the quality activities actually performed.”

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39
Q

Understand the purpose of the Quality Management Strategy.

A

“Can be regarded as the project management team’s proposals in response to the customer’s quality expectations and acceptance criteria.”“Describes how the QMSs of the participating organizations will be applied to the project and confirms and qual

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40
Q

Understand the purpose of Quality control.

A

“The means of ensuring that products meet the quality criteria specified for them. Quality control is about examining products to determine that they meet requirements and so normally takes place after some work has been done.” [ILX]

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41
Q

Understand the purpose and composition of a Product Description.

A

To capture “a description of a product’s purpose, composition, derivation and quality criteria.”“Identifier - A unique key, most likely allocated by the configuration management method being usedTitle - The name by which the product is known<b

42
Q

Recall the levels of plans recommended by PRINCE2.

A

Project Plans- Stage Plans- Team Plans

43
Q

Recall the steps in producing a PRINCE2 plan.

A

Design the plan- Define & analyze the products- ID activities & dependencies- Prepare estimates- Prepare the schedule- Document the plan- analyze the risks

44
Q

Recall four tasks of product-based planning.

A

• Writing the Project Product Description• Producing a Product Breakdown Structure• Writing Product Descriptions for all identified products, and• Producing a Product Flow Diagram

45
Q

Understand the purpose of the Plans theme.

A

“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).”

46
Q

Understand the levels of plans, their purpose, and the interrelationship between the Project Plan, Stage Plans, Team Plans, and an Exception Plan.

A

Project plan: how time, cost, scope, and quality targets will be met, showing MAJOR products, activities, and req’d resources.Stage Plan: More detailed, day-by-day level plan suitable for controlling a stage.Team Plan: Produced by a Team M

47
Q

Understand the three types of management product: baselines, records, and reports.

A

“Baseline management products are those that define aspects of the project and, once approved, are subject to change control.”“Records are dynamic management products that maintain information regarding project progress.”“Reports are manag

48
Q

List the BASELINE management products.

A

benefits Review plan- Business Case- Communication Management Strategy- Configuration Management Strategy- plan (Project, Stage, Team)- Product Description- Project Brief- Project Initiation Documentation- Project Product

49
Q

List the RECORDS management products.

A

Configuration Item Records- Daily Log- Issue Register- Lessons Log- Quality Register- Risk Register

50
Q

List the REPORTS management products.

A

Checkpoint Report- End Project Report- End Stage Report- Exception Report- Highlight Report- Issue Report- Lessons Report- Product Status Account

51
Q

Understand the product-based planning technique.

A

A technique “to determine and fully understand all the products (or deliverables, as they are often referred to) which the project is to create. Having done that, it will be much easier to identify and plan the activities necessary to create them.” [ILX]

52
Q

Understand how the Plans theme supports the Focus on Products principle.

A

By employing the product-based planning theme and not using traditional activity-focused planning.

53
Q

Understand how the Plans theme supports the Manage by Exception principle.

A

By establishing tolerances at the Project Plan and Stage Plan level which, if breached, raise the need for exception planning to the project board.

54
Q

Understand how the Plans theme supports the Manage by Stages principle.

A

By requiring only a high-level plan, at the outset of the project, for the entire project, and calling for more detailed plans prior to approving a new stage.

55
Q

Recall the definition of a risk and the difference between a threat and an opportunity.

A

Risk: “An uncertain event or set of events that, should it occur, will have an effect on the achievement of objectives.”“Threat is used to describe an uncertain event that could have a negative impact on objectives.”“Opportunity is used to

56
Q

Recall the risk response types and whether they are used to respond to a threat or opportunity.

A

Threat responses- Avoid- Reduce- Fallback- Transfer- Share- AcceptOpportunity Responses- Exploit- Enhance- Share- Reject

57
Q

Recall the difference between a risk owner and a risk actionee.

A

Risk Owner: “The person responsible for managing the risk (there can be only one risk owner per risk).”Risk actionee: “The person(s) who will implement the action(s) described in the risk response. This may or may not be the same person as the ris

58
Q

Understand the purpose of the Risk theme.

A

“The purpose of the Risk theme is to identify, assess, and control uncertainty and, as a result, improve the ability of the project to succeed.

59
Q

Understand how the Risk theme supports the continued business justification principle.

A

“Management of risk is a continual activity, performed throughout the life of the project. Without an ongoing and effective risk management procedure it is not possible to give confidence that the project is able to meet its objectives and therefore wheth

60
Q

Understand the five steps within the risk management procedure.

A

Identify (context & risks)Context: obtain info about the project to understand objectives at risk and to formulate the Risk Mgmt Strategy.Risks: “To recognize the threats and opportunities that may affect the project’s objectives.”Assess (

61
Q

Understand the purpose of a risk budget.

A

“A sum of money included within the project budget and set aside to fund specific management responses to the project’s threats and opportunities.”

62
Q

Understand the probability, impact, and proximity of a risk.

A

Probability: likelihood of occurrence.Impact: the quantifiable affect on project objectives.Proximity: when the risk risk is likely to materialize.

63
Q

Understand the difference between cause, event, and effect when expressing a risk.

A

Pattern: “Due to (cause)… there is the risk of (event)… that could result in (effect)….” [MgmtPlaza]Risk cause: “The source of the risk . . . often referred to as risk drivers . . . the potential triggers for risk.”Event: the thing that ne

64
Q

Understand the concept of risk appetite/tolerances.

A

Risk appetite: “An organization’s unique attitude towards risk taking that in turn dictates the amount of risk that it considers is acceptable.”Risk tolerance: “The threshold levels of risk exposure which, when exceeded, will trigger an Exception

65
Q

Understand the purpose of a Risk Management Strategy.

A

“To describe how risk management will be embedded in the project management activities.”“A strategy describing the goals of applying risk management, as well as the procedure that will be adopted, roles and responsibilities, risk tolerances, the t

66
Q

Understand the purpose of a Risk Register.

A

“A record of identified risks relating to an initiative, including their status and history.”“The purpose of the Risk Register is to capture and maintain information on all of the identified threats and opportunities relating to the project.”

67
Q

Recall the three types of issue.

A

Request for change: “a proposal for change to a baseline.”Off-specification: “something that should be provided by the project, but current is not (or is forecast not to be) provided. This might be a missing product or a product not meeting its sp

68
Q

Understand the purpose of the Change theme.

A

“To identify, assess, and control any potential and approved changes to the baseline.”

69
Q

Understand the purpose of a change budget and Change Authority.

A

Change budget: “The sum of money that the customer and supplier agree will be used to fund the cost of request for change, and possibly also their analysis costs.”Change Authority: Optional group appointed by the Project Board “to review and appro

70
Q

Understand the purpose and recommended composition of an Issue Report.

A

To capture and communicate information used for formal handling of issues.- Issue identifier- Issue type- Date raised- Raised by- Issue Report author- Issue description- Impact analysis- Recommendation- Priority

71
Q

Understand the purpose and recommended composition of an Issue Register.

A

To capture and maintain information on all of the issues that are being formally managed. Should be monitored by the PM on a regular basis.- Issue identifier- Issue type- Date raised- Raised by- Issue Report author- Issue descr

72
Q

Understand the purpose of a Configuration Management Strategy.

A

“Used to identify how, and by whom, the project’s products will be controlled and protected.”

73
Q

Understand the purpose of a Configuration Item Record.

A

“To provide a record of such information as the history, status, version, and variant of each configuration item, and any details of important relationships between them.”

74
Q

Understand the purpose of a Product Status Account.

A

“Provides information about the state of products within defined limits. . . . It is particularly useful if the PM wants to confirm the version number of products.”

75
Q

Understand the issue and change control procedure.

A

NAME?

76
Q

Understand how the Change theme supports the manage by exception principle.

A

Changes are raised to the Project Board only when tolerances have been breached.

77
Q

Recall the event-driven and time-driven controls.

A

Event-driven controls: “Take place when a specific event occurs. This could be, e.g., the end of a stage, the completion of the PID, or the creation of an Exception Report.”Time-driven controls: “Take place at pre-defined periodic intervals.”<

78
Q

Recall the reporting channels between the levels of management.

A

Figure 10.1 on page 103, i think.Tolerances downwards.Progress and exceptions (or issues) upwards.

79
Q

Understand the purpose of the Progress theme.

A

“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.”

80
Q

Understand the concept of management stages.

A

“Management stages are partitions of the project with management decision points. A management stage is a collection of activities and products whose delivery is managed as a unit. As such, this stage is a subset of the project and, in PRINCE2 terms, is t

81
Q

Understand how the Progress theme supports the principle of manage by stages.

A

“The Project Board uses stages as a control point.” [MgmtPlaza]

82
Q

Understand how the Progress theme supports the principle of learn from experience. [???]Or should that be continuous business justification?

A

If biz justification: “Continually checking that the project is still worth doing.” [MgmtPlaza]

83
Q

Understand how the Progress theme supports the principle of manage by exception.

A

“Tolerances are used to manage the level below.” [MgmtPlaza]

84
Q

Understand the difference between management and technical stages.

A

Management Stage”The section of a project that the PM is managing on behalf of the Project Board at any one time, at the end of which the Project Board will wish to review project to date, the state of the Project Plan, the Business Case and risks

85
Q

Understand the factors to consider in identifying management stages.

A

From ILX:To define the number and length of management stages a number of elements are considered.These are:· How far ahead is it sensible to plan· Where are key decision points needed. These are often before large items of expenditure

86
Q

Understand tolerance(s): where they may be usefully applied; in which management products they are documented and how management by exception applies to the difference levels of management.

A

“Tolerances are the permissible deviation above and below a plan’s target for time and cost without escalating the deviation to the next level of management.”For the rest: see Table 10.1 on page 102 of the manual.

87
Q

Understand the purpose of a Daily Log.

A

“A Daily Log is used to record informal issues, required actions, or significant events not caught by other PRINCE2 registers or logs. It acts as the project diary for the Project Manager.”

88
Q

Understand the purpose of a Work Package.

A

“A Work Package is a set of information about one or more required products collated by the Project Manager to pass responsibility for work or delivery formally to a Team Manager or team member.”

89
Q

Understand the purpose of a Lessons Log.

A

“The Lessons Log is a project repository for lessons that apply to this project or future projects. Some lessons may originate from other projects and should be captured on the Lessons Log for input to the project’s strategies and plans. Some lessons may

90
Q

Understand the purpose of a Checkpoint Report.

A

“A Checkpoint Report is used to report, at a frequency defined in the Work Package, the status of the Work Package.”

91
Q

Understand the purpose of a Highlight Report.

A

“A Highlight Report is used to provide the Project Board (and possibly other stakeholders) with a summary of the stage status intervals defined by them. The Project Board uses the report to monitor stage and project progress. The PM also uses it to advise

92
Q

Understand the purpose of an End Stage Report.

A

“An End Stage Report is used to give a summary of progress to date, the overall project situation, and sufficient information to ask for a Project Board decision on what to do next with the project.The Project Board uses the information in the End

93
Q

Understand the purpose of an Exception Report.

A

“An Exception Report is produced when a Stage Plan or Project Plan is forecast to exceed tolerance levels set. It is prepared by the PM in order to inform the Project Board of the situation, and to offer options and recommendations for the way to proceed.

94
Q

Understand the purpose of an End Project Report.

A

“An End Project Report is used during project closure to review how the project performed against the version of the PID used to authorize it. It also allows the:- Passing on of any lessons that can be usefully applied to other projects.- Passing

95
Q

Understand the purpose of an Issue Report.

A

“An Issue Report is a report containing 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.”

96
Q

Understand the purpose of a Lessons Report.

A

“The Lessons Report is used to pass on any lessons that can be usefully applied to other projects.The purpose of the report is to provoke action so that the positive lessons become embedded in the organization’s way of working, and that the organi

97
Q

Recall the stated purpose and triggers of the SU process.

A

“To ensure that the prerequisites for Initiating a Project are in place by answering the question: do we have a viable and worthwhile project?”Trigger: the Project Mandate.

98
Q

Understand the objectives and context of the SU process.

A

Objective: “The aim is to do the minimum necessary in order to decide whether it is worthwhile to even initiate the project.”“The objective of the SU process is to ensure that:- There is a business justification for initiating the project (doc

99
Q

Understand how the SU process supports the seven PRINCE2 principles.

A

1) Do the minimum until a viable business justification is stated and agreed.2) Considering of project approach includes examination of lessons learned on other projects.3) Executive and PM appointed, along with the project management team.4)

100
Q

Understand the activities within the SU process.

A

NAME?

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