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PRINCE2 Foundation > Themes > Flashcards

Themes Flashcards

1
Q

What are the 7 PRINCE2 Themes?

A 
Business Case
Organisation
Quality
Plans
Risk
Change
Progress
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2
Q

Purpose: 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

A

Business case

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3
Q

the balance of costs, benefits, and risks

A

Desirable

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4
Q

able to deliver the products

A

Viable

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5
Q

whether use of the products is likely to result in envisaged outcomes and resulting benefits

A

Achievable

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6
Q

responsible for specifying the benefits and subsequently realising the benefits

A

Senior user

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7
Q

responsible for ensuring that those benefits specified by the senior user represent value for money and can be realised.

A

executive

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8
Q

Business case products

A

Products:
Business case: provides the costs, benefits, expected dis-benefits, risks, and timescales against which viability is justified and continuing viability is tested.
Benefits management approach: Defines the management actions that will be put in place to ensure that the project’s outcomes are achieved and confirm that the project’s benefits are realised

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9
Q

provides the costs, benefits, expected dis-benefits, risks, and timescales against which viability is justified and continuing viability is tested

A

Business case

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10
Q

Defines the management actions that will be put in place to ensure that the project’s outcomes are achieved and confirm that the project’s benefits are realised

A

Benefits management approach

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11
Q

Purpose: to define and establish the project’s structure of accountability and responsibilities (the who)

A

Organisation

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12
Q

Levels of Management:

A

Directing: responsible for overall direction and management within programme or corporate constraints; accountable for success of the project
Managing: PM responsible for day-to-day management within constraints from project board; responsibility is to ensure that the project produces the required products in accordance with the time, cost, quality, scope, benefits, and risk performance goals
Delivering: team managers responsible for delivering the project product and its components to an appropriate quality within a specified timescale and cost; accountable to the PM

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13
Q

Levels of Management: responsible for overall direction and management within programme or corporate constraints; accountable for success of the project

A

Directing

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14
Q

Levels of Management: PM responsible for day-to-day management within constraints from project board; responsibility is to ensure that the project produces the required products in accordance with the time, cost, quality, scope, benefits, and risk performance goals

A

Managing

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15
Q

Levels of Management: team managers responsible for delivering the project product and its components to an appropriate quality within a specified timescale and cost; accountable to the PM

A

Delivering

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16
Q

Organisation products

A

Products: (both created during the IP process)
PID: provides the single source of reference for how the project is to be managed. Sets out the project management team structure and roles
Communication management approach: describes the means and frequency of communication to stakeholders both internal and external to the project

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17
Q

provides the single source of reference for how the project is to be managed. Sets out the project management team structure and roles

A

PID

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18
Q

describes the means and frequency of communication to stakeholders both internal and external to the project

A

Communication management approach

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19
Q

Mandated team roles

A

Executive, Senior User, Senior Supplier, Project Assurance, Change Authority, Project Manager, Team Manager, Project Support

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20
Q

Ultimately accountable for the project’s success and is the key decision maker. Ensure project gives value for money. Appointed during pre-project process of SU process. Role vested in one individual. Secures funding and is responsible for the business case and continued justification for the project.

A

Executive

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21
Q

responsible for specifying the needs of those (including operations and maintenance services) who will use the project product for user liaison with the project management team and for monitoring that the solution will meet those needs within the constraints of the business case in terms of quality, functionality and ease of use. Commits user resources and monitors products against requirements.

A

Senior User

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22
Q

represents the interests of those designing, developing, facilitating, procuring, and implementing the project product. Responsible for the technical integrity of the project. Responsible for providing supplier resources and ensuring that proposals for designing and developing the products are feasible and realistic.

A

Senior Supplier

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23
Q

Project Board

A

Executive, Senior User, Senior Supplier

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24
Q

Monitoring all aspects of the project’s performance and products independently of the PM. Project Board responsible. Also responsible for supporting the PM by giving advice and guidance on issues such as the use of corporate standards or the correct personnel to be involved in different aspects of the project.

A

Project Assurance

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25
Q

Who is permitted to authorise requests for change or off-specifications. Project board’s responsibility to agree to potential change, but may delegate authority for approving or rejecting requests for change. May be PM or project assurance.

A

Change Authority

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26
Q

single focus for day-to-day management. Has the authority to run the project on behalf of the project board. Singular/must not be shared.

A

Project Manager

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27
Q

primary responsibility is to ensure production of those products allocated by the PM. Reports to and takes direction from the PM. PM uses work packages to allocate work to team managers.

A

Team Manager

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28
Q

responsibility of the PM. May include providing administrative services or advice and guidance on the use of project management tools. Typically responsible for administering change control. The role is not optional, but the allocation of a separate individual or group to carry out the required tasks is. Role defaults to the PM if it is not otherwise allocated.

A

Project Support

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29
Q

Purpose: to define and implement the means by which the project will verify that products are fit for purpose.

A

Quality

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30
Q

Quality Activities

A

Activities:
Quality planning: defining the project product and its components, with the respective quality criteria, quality methods (including effort required for quality control and product approval) and quality responsibilities of those involved. Purpose is to provide a secure basis.
Quality control: focuses on the operational techniques and activities used by those involved in the project to check that the products meet their quality criteria and identify ways of eliminating causes of unsatisfactory performance.
Achieved by implementing, monitoring, and recording the quality methods and responsibilities defined in the quality management approach and product descriptions.

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31
Q

Quality Products

A

Products:
Quality management approach: describes how quality will be managed on the project. Includes the specific processes, procedures, techniques, standards, and responsibilities to be applied.
Should be created during the IP process and reviewed/updated at the end of each management stage.
Quality register: used to summarise all the quality management activities that are planned or have taken place, and provides information for the end stage reports and end project report.
Created during the IP process and maintained throughout the project.

32
Q

describes how quality will be managed on the project. Includes the specific processes, procedures, techniques, standards, and responsibilities to be applied.
Should be created during the IP process and reviewed/updated at the end of each management stage.

A

Quality management approach

33
Q

used to summarise all the quality management activities that are planned or have taken place, and provides information for the end stage reports and end project report.
Created during the IP process and maintained throughout the project.

A

Quality register

34
Q

Quality responsibilities

A

Producer: person or group responsible for developing a product
Reviewer(s): person or group independent of the producer who assesses whether a product meets its requirements as defined in its product description
Approver(s): person or group (e.g. the project board) who is identified as qualified and authorised to approve a product as being complete and fit for purpose

35
Q

Quality responsibilities: person or group responsible for developing a product

A

Producer

36
Q

Quality responsibilities; person or group independent of the producer who assesses whether a product meets its requirements as defined in its product description

A

Reviewer(s)

37
Q

Quality responsibilities: person or group (e.g. the project board) who is identified as qualified and authorised to approve a product as being complete and fit for purpose

A

Approver(s)

38
Q

Quality Review Team Roles

A

Chair: responsible for the overall conduct of the review and to ensure that the review is undertaken properly.
Presenter: introduces the product for review and represents the producer(s) of the product
Reviewer: reviews the product, submits responses, and confirms corrections and/or improvements
Administrator: provides administrative support for the chair and records the result and actions

39
Q

responsible for the overall conduct of the review and to ensure that the review is undertaken properly.

A

Chair

40
Q

introduces the product for review and represents the producer(s) of the product

A

Presenter

41
Q

reviews the product, submits responses, and confirms corrections and/or improvements

A

Reviewer

42
Q

provides administrative support for the chair and records the result and actions

A

Administrator

43
Q

Purpose: 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)

A

Plans

44
Q

Three levels of plan

A

Project, Stage, Team [Exception]

45
Q

Plans Products

A

Products:
Project product description
Product description:
Plan

46
Q

description of the overall project’s output, including the customer’s quality expectations, together with the acceptance criteria and acceptance methods for the project. Applies to a project plan only.

A

Project product description

47
Q

description of each product’s purpose, composition, derivation, and quality criteria.

A

Product description

48
Q

Hierarchy of all the products to be produced during a plan

A

Product breakdown structure

49
Q

provides a statement of how and when objectives are to be achieved

A

Plan

50
Q

Purpose: to identify, assess, and control uncertainty and, as a result, improve the ability of the project to succeed

A

Risk

51
Q

uncertain events that would have a negative impact on objectives

A

Threat

52
Q

uncertain events that would have a positive impact on objectives

A

Opportunity

53
Q

Risk Products

A

Created during IP process.
Risk management approach
Risk register

54
Q

describes how risk will be managed on the project. Includes the specific processes, procedures, techniques, standards, and responsibilities to be applied.

A

Risk management approach

55
Q

provides record of identified risks relating to the project, including their status and history. Used to capture and maintain information on all the identified threats and opportunities relating to the project.

A

Risk register

56
Q

source of the risk (i.e. event or situation that gives rise to the risk). Trigger.

A

Cause

57
Q

the area of uncertainty in terms of the threat or opportunity

A

Event

58
Q

impact(s) that the risk would have on the project objectives

A

Effect

59
Q

named individual responsible for the management, monitoring, and control of all aspects of a particular risk assigned to them

A

Risk owner

60
Q

a nominated owner of an action to address a risk. In many cases, same as risk owner.

A

Risk actionee

61
Q

Purpose: to identify, assess, and control any potential and approved changes to the project baselines.

A

Change

62
Q

proposal for a change to a baseline

A

Request for change

63
Q

something that should be provided by the project, but currently is not (or is forecast not to be). Might be a missing product or a product not meeting its specifications.

A

Off-specification

64
Q

any other issue that the PM needs to resolve or escalate

A

Problem/concern

65
Q

two reasons to implement a change

A

to introduce a new benefit or to protect an existing benefit

66
Q

Change Products

A

Products: defined during IP process and reviewed and updated towards the end of each management stage by MSB process.
Issue register
Change control approach:

67
Q

captures and maintains information on all the issues that are being formally managed

A

Issue register

68
Q

identifies how, and by whom, the project’s products will be controlled and protected

A

Change control approach

69
Q

Recommended Change Approach

A

Capture, Assess, Propose, Decide, Implement

70
Q

Purpose:
To establish mechanisms to monitor and compare actual achievements against those planned
To provide a forecast for the project’s objectives and continued viability
To control any unacceptable deviations

A

Progress

71
Q

Project is managed by exception against 6 types of tolerances:

A 
Time
Cost
Quality
Scope
Benefits
Risk
72
Q

Types of control:

A

Event-driven and time-driven

73
Q

take place when a specific event occurs, e.g. end of a management stage.

A

event-driven control

74
Q

take place at predefined periodic intervals, e.g. monthly or weekly reports

A

time-driven control

75
Q

Products that help establish baseline:

A

Project plan
Stage plan
Exception plan
Work package

76
Q

Products that assist in reviewing progress:

A

Issue register
Product status report
Quality register
Risk register

77
Q

Products used for progress reporting:

A

Checkpoint report
Highlight report
End stage report
End project report

PRINCE2 Foundation (9 decks)

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