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Prince2 Practitioner > Principles & Themes > Flashcards

Principles & Themes Flashcards

1
Q

What is the relationship between themes and principles?

A

The themes are disciplines used to implement the principles.

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2
Q

Tailer to suit the project applies to…

A

All themes

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3
Q

Continued Business Justification applies to

A

Business Case & Risk

The aggregated risks of the project will be used to determine whether there is continued business justification

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4
Q

Defined Roles and Responsibilities applies to…

A

Organization theme

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5
Q

Manage by Exception

Tolerances

A

Change Theme and Process Theme

One flavour of changes are issues, and issues could cause tolerences to be exceeded and therefore trigger Manage by Exception.
When the project is underway and the PM is controlling the stage, almost anything could happen to cause progress to go off track and cause tolerances to be exceeded.

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6
Q

Manage By Stages applies to…

A

Progress and Plans

Progress, because the PM is controlling the progress. As well as the creation of stage plans within the plans theme.

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7
Q

Focus on Products applies to…

A

Plans and Quality

Product descriptions will be created for both the project plans and the stage plans.
Each product description lays out the quality criteria for each product, methods used to check quality, and the final approval of the products.

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7
Q

Focus on Products applies to…

A

Plans and Quality

Product descriptions will be created for both the project plans and the stage plans.
Each product description lays out the quality criteria for each product, methods used to check quality, and the final approval of the products.

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8
Q

Learn by Experience applies to…

A

Quality

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9
Q

Are Principles Tailored? Or used universially?

A

Not tailored, and applied to every project.

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10
Q

Key points of Continued Business Justification?

Principle

A
  • Justifiable reason to start project
  • Justification recored and approved
  • Alignment with corporate strategy
  • Justification remains valid (and re-validated) throughout life of the project.
  • Must remain aligned with benefits and strategies
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11
Q

Key points of Learn From Experience

A
  • Lessons sought, recorded and acted upon thought project life
  • Used when starting the project, as it progesses and as it closes
  • Lessons are sought out rather than waiting for provision.
  • Every project is unique. So LFE helps reduce risk of failure.
  • When starting - previous or similar projects should be reviewed to see if lessons can be applied.
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12
Q

Definied Roles and Responsibilites key points

A
  • Explicit project managment team structure
  • App projects have primary stakeholders in Business, Users, and Suppliers.
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13
Q

Management By Stages Key points

A
  • Provides review and decision points
  • Project viability checked at each stage end plus key decisions before next stage
  • Senior mgmt have priority over business priority, risk and
  • Sensible Planning Horizon
  • High-level project plan and detailed stage plan

Project board delegates authority for day-to-day control of management stage, within agreed tolerences, to the PM.

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14
Q

Manage by stages, number of stages depends upon…

A
  • Size and complexity of project
  • Key decision and control points
  • Organizational policies and standards
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15
Q

What does manage by stages facilitate

A

It facilitates the manage by exception principle

16
Q

Typical end stage process

A
  1. Extract high-level details of the next stage in ‘next stage plan’
  2. Update project plan to reflect any changes.
  3. Update business case.
  4. Update the PID. Maybe approaches/controls change. Might be doing all this with the project board or anyone with project assurance responsibilities.
  5. Create end stage report. (PM’s responsibility)
  6. End Stage assessment - where Project board make decision.
17
Q

Manage by Exception key points

A
  • Set range of tolerances (cost, time, quality, risk, scope, benefits)
  • Corporate, programme and customer have authority to set project level tolerances
  • Project board can set stage level tolerances, and will do so at the end of each stage when approving the next stage plan.
  • Optional team plan tolerances will be set by the PM
  • Any deviation needs to be escalated to the next management level.
  • An exception report is then created if tolerance is Forecast to be exceeded.

Facilitates efficient use of senior management time

18
Q

Focus on products key points…

A
  • Focuses on the product definition and delivery as well as quality requirements
  • Output oriented, not work oriented
  • Provides clarity in purpose, composition, derivation, format, quality criteria and quality method.
  • Management products (Appendix A) and Specialist Products
  • Gives clarity and direction to only focus on relevant work.
  • Reduces risk to customer satisfaction by agreeing products from the start.

Speciality products created during each management stage by the specialist team, using managing product delivery process.
‘Output’ and ‘deliverables’ are synonymous with products.

19
Q

Tailor to suit project environment

A
  • Based on environment, size, complexity, importance, capability and risk.
  • Describes how the method will be applied
  • Principles will always be applied, and NOT tailored.
  • Purpose is that the method used is appropriate to the project, and project controls are appropriate to the environment in terms of frequency and formality.
  • PID describes how PRINCE2 will be tailored.
20
Q

What is the purpose in the PRINCE2 processes?

A

Processes address the chronological flow of the project - with actions relating to different PRINCE2 themes, mixed and linked together.

21
Q

What are the 7 themes?

A
  • Progress
  • Business Case
  • Organization
  • Quality
  • Plans
  • Risk
  • Change
22
Q

Should themes be tailored? And if so, how?

A
  • All themes should be tailored.
  • And should be tailored according to the scale, nature and complexity of the project
23
Q

Business Case Theme

A
  • How an idea with potential value is turned into a business case.
  • How the business case is used and managed throughout the project.
  • Purpose is establish mechanisms to judge whether the project is desirable, viable and achieveable.
  • Means to support decision making in the project.
  • Mandate holds bare bones of business case.
24
Q

Organization Theme

A
  • Who?
  • Describes roles and responsibilities
  • Three project interests - Business (PB Executive), User interest (Senior User), Supplier interest (Senior Supplier).
  • User and supplier roles can consist of one or many individuals.
  • Exec can only be one.
  • Purpose is to define structure of accountability and responsibilities
25
Q

Quality Theme

A
  • What?
  • Defines implements and means by which the project will verify products that are fit for purpose.
  • Describes how outline idea is developed so that everyone understands the products quality attributes, and how PM will ensure these are delivered.
  • Ensure the products meet business expectations and enable benefits to be fully realized.
26
Q

Plans Theme

A
  • How? and How much?
  • Facilitates communication and control by defining how products will be delivered.
  • Approved plans are necessary and are the focus for communication and control throughout the project.
  • Compliments quality theme by describing the steps needed to produce plans and techniques that should be applied.
  • Must match the needs of stakeholders.
27
Q

Risk theme

A
  • What if?
  • How uncertanties within plans and project environment are managed
  • Identify, assess and control uncertainty
28
Q

Difference between risks and issues?

A

Risks are in the future, issues have already happened.

29
Q

Change Theme

A
  • What’s the impact?
  • Describes how project mgmt assesses and acts upon issues.
  • Identify, assess, control any potential and approved changes to baseline
  • Might be general problem, req for change, or off spec (quality failure).
30
Q

Progress Theme

A
  • Where are we now?
  • Where are we going?
  • Should we carry on?
  • Decision making process for plan approval and the monitoring. Includes escalation process needed if events not to plan.
  • Mechanisms to monitor actual vs planned.
  • Forecast for project objectives, continued viability and to control unacceptable deviation.

Prince2 Practitioner (5 decks)

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