Content at a Glance

Introduction to PRINCE2

  • A structured project management approach
  • Key elements of PRINCE2 and how they work together
  • Tailoring PRINCE2 for projects of varying sizes
  • The principles that guide obligations and good practices of PRINCE2


Building the Pre-Project Foundation

Starting up a project process

  • Determining project objectives and approach
  • Establishing the benefits and risks

Establishing the Business Case

  • Judging desirability, viability and achievability
  • Supporting decision-making in the business investment

Structuring the project management team

  • Defining and establishing the project’s structure
  • Ensuring appropriate governance
  • Representing stakeholders


Planning and Initiating a Project

Producing the Project Initiation Documentation

  • Planning project delivery and quality goals
  • Setting up the project management controls
  • Developing a robust Business Case
  • Assembling the Project Initiation Documentation (PID)

Designing the controls of the project

  • Creating the Project Plan
  • Identifying the project stages
  • Establishing Tolerance criteria
  • Creating monitoring and reporting mechanisms

The PRINCE2 approach to planning

  • Establishing the planning levels
  • Employing Product-Based Planning
  • Creating the Product Breakdown Structure (PBS) and Product Flow Diagram (PFD)
  • Establishing Product Descriptions

Applying risk assessment to decision-making

  • Analysing the risks
  • Devising risk-response plans
  • Ongoing management of risk


Managing the Project

Controlling a Stage Process

  • Assigning work, monitoring and reporting progress
  • Dealing with issues and taking corrective actions
  • Controlling the link between the project manager and the team manager

Driving the Product Delivery Process

  • Identifying Work Packages
  • Accepting and executing the Work Packages
  • Handing the product back to the project manager

Change control and the approach to quality

  • Creating and verifying products that are fit for purpose
  • Incorporating issues and change control
  • Applying the configuration management procedures

Managing the project stage boundaries

  • Assuring the project board of stage completion
  • Preparing the next stage plan
  • Testing to ensure the Business Case is sound


The Final Stage

Closing the project

  • Accepting the Project Product
  • Achieving the PID objectives

Identifying follow-on actions

  • Planning to measure benefit delivery
  • Evaluating the project and improving future performance through Lessons Learned report