Recall the six aspects of project

performance to be managed.
■ Cost\ ■ TeCQuila SOBer
■ Timescales\
■ Quality\
■ Scope\
■ Benefits\
■ Risk
Recall the definition of a project and the
purpose of PRINCE2
■ "A temporary organization that is
created for the purpose of delivering
one or more business products
according to an agreed Business
Case."

■ Prince2 aims to seperate the

management layer from the specialist
work.
Recall the 5 characteristics of a project

■ Change ■ CUCUT
■ Unique
■ Cross Functional
(Involves) Uncertainty
■ Temporary
Recall four integrated elements of principles,
themes, processes, and the project environment
upon which PRINCE2 is based.
■ Principles: "guiding obligations and best ■ Principles: JERSEFT
practices" MANDATORY for a project to
be PRINCE2. ■ Themes: POPGRBC
■ Themes: "aspects of PM that must be ■ Processes: SU,IP,DP,CS,MB,MW,C
addressed continually and in parallel P
throughout the project. »
■ Processes: "Chronological progression
through project, providing a guide to
recommended activities, products, and
related responsibilities.
■ Necessary to "tailor" PRINCE2 "to the
specific context of the project."
Recall the customer/supplier context of a
PRINCE2 project.
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.
Recall the benefits of PRINCE2
■ "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 recognition of project
responsibilities . . . There is a defined structure for
accountability, delegation, authority, and
communication. »
■ "Product focus clarifies (for all parties) what a project
will deliver, why, when, by whom, and for whom. »
■ Meets needs of different management team levels.
■ Based on "management by exception. »
■ Ensures focus on Business Case (rather than seeing the
project as an end in itself).
■ "Defines a thorough but economical structure of reports. »
■ Ensures proper representation of stakeholders.
■ "Promotes learning and continual improvement" in
organizations. »
■ "Promotes consistency of project work and the ability to
reuse project assets; it also facilitates staff mobility and
reduces the impact of personnel changes/handovers. »
■ "Diagnostic tool, facilitating the assurance and assessment
of project work, troubleshooting, and audits. »
■ Existence of accredited training, consulting, and
certification organizations.
Understand the seven principles.

(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.
Understand the characteristics of a
project.
■ - Change
■ - Temporary
■ - Cross-functional
■ - Unique
■ - Uncertainty
Understand the difference between a
project manager and project management.
■ A PM sets out to achieve the project
objectives using aspects of project
performance (TeCQuila SoBer) and
the Project Plan as a baseline.
■ Project Management makes use of
Planning, Delegating, Monitoring and
Controlling to achieve a projects
objectives.
Understand the difference between an
output, an outcome, and a (dis)-benefit.
■ "An OUTPUT is any of the project's specialist ■ Output -> Outcomes -> Benefit.
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 that is perceived as
an advantage by one or more stakeholders."
■ Dis-benefit - where the outcome is negative,
usually the result of a side effect or a
consequence. 
Understand the purpose of the Business
Case theme.
■ "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.
Understand the purpose of a Business
Case and a Benefits Review Plan.
"The Business Case is a description of the reasons for Benefits Review Plan
the project and the justification for its undertaking. It
should provide a clear statement of the benefits that ■ dentify the benefits and most
are expected from the project and the costs, risks and
timescale that are entailed in achieving those
importantly, how the benefits can be
benefits." [ILX]. The Business Case enables the measured so that it is possible to
Project Board to judge whether the project is: show that they have been reached.
■ Desirable - that the cost/benefit/risk analysis is
valid,
■ Viable - that the project can deliver its products,
and
■ Achievable - that the product can provide the
benefits." [ILX]
Recall the defined roles within the
Organization theme.
■ Executive
■ Senior User
■ Senior Supplier
■ Project Assurance
■ Change Authority
■ Project Manager
■ Project Support
■ Team Manager
Understand the purpose of the
Organization theme.
■ "The purpose of the Organization
theme is to define and establish the
project's structure of accountability
and responsibilities."
Understand the three project interests and how
these are represented within the three levels of the
project management team structure.
■ Business (Executive)
■ User (Senior User)
■ Supplier (Senior Supplier)

Represented at the Directing (Project

Board) level of the project management
team.
Understand the role, responsibilities and
characteristics of the Project Board.
■ "Responsible for the overall direction and
management of the project (DP) and the
overall success of the project."
"The Project Board is the overall authority for
the project and is responsible for its initiation,
direction, review and eventual closure." [ILX]:
"Approve all major plans and resources.
Authorize any deviation that exceeds
tolerances. Approve stage completion and start
of next state. Communicate with other
stakeholders."
■ Characteristics: Authority, Credibility,
Delegation and Availability.
Understand the role, responsibilities and
characteristics of the Project Manager.
■ Responsibile for managing a project
on a day-to-day basis, on behalf of
the Project Board. Ensures the project
products the required products in
accordance with the six performance
objectives. The PM provides regular
Highlight Reports for the Project
Board.
■ Characteristics: Good
communication, cost management,
leadership, team-building.
Understand the role, responsibilities and
characteristics of Project Assurance.
Responsible for monitoring all aspects of the project
performance and products independently of the
Project Manager.

3 forms:
■ Business Assurance - value for money?
■ User Assurance - work as expected?
■ Supplier Assurance - deliver as expected?
Characteristics: Support PM, provide an independent
view, are fully aware of correct standards.

NB: a MANDATORY role.

Understand the role, responsibilities and
characteristics of the Change Authority.
■ "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]
Understand the role, responsibilities and
characteristics of the Team Manager.
Responsible for producing and delivering the
specialist products assigned in Work
Packages by the PM and for regular status
updates.
They will define the responsibilities for team
members and create own Team Plans. Any
changes raised by the TM will be raised as
issues for PM.
The TM will run Checkpoint meetings to
raise Checkpoint records for the PM.

NB: an OPTIONAL role.

Understand the role, responsibilities and
characteristics of Project Support.
Responsible for administrative services
or advice and guidance on the use of PM
tools or Configuration Management. Can
also supply planning or risk
management.
Understand what a project stakeholder is.

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)."
Understand the purpose of the
Communication Management Strategy.
Defines the rules of engagement for how
communication should be done during the
project between stakeholders (internal and
external). Takes place during the IP phase,
reviewed during the MS phase.
Recall the recommended quality review
team roles and their responsibilities.
■ Chair
Responsible for the overall conduct of the review.
■ Presenter
Introduces 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 product agreed by
the team.
■ Reviewer
Reviews the product, submits questions, and
confirms corrections and/or improvements.
■ Administrator
Provides administrative support for the chair and
records the result and actions.
Understand the purpose of the Quality
theme.
■ "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.

■ Provides a method to help specify

Quality, tests, how to get approved and
to facilitate the management of Quality
during the Project.
Understand the relationship between
Quality Assurance and Project Assurance.
■ Quality Assurance - provides a way
to get an independent review of the
Quality Process in a organisation.
■ Project Assurance - focuses on the
quality in a project.
Understand the objectives of the quality
review technique.
■ To assess the conformity of a product
which takes the form of a document
(or similar item, e.g. a presentation or
test results) against set criteria.
■ To involve key interested parties in
checking the product's quality and in
promoting wider acceptance of the
product.
■ To baseline the product for change
control purposes."
Understand the difference between Quality
Process, Control, Standards and Quality Planning.

■ Quality Process - checks to see that it

complies with the company Quality
Standards.
■ Quality Standards - ensures that the
quality Processes are in place.
■ Quality Planning - defines the products,
methods, criteria, acceptance criteria and
responsibilities in the QMS during IP.
■ Quality Control - techniques and
activities to inspect and test methods to
track Quality of products.
Understand the difference between Customer's
quality expectations and acceptance criteria.
■ 1. Customers quality expectations - requirements
that will drive the choice of solution and, in turn,
influence the time, cost, scope, risk and benefit
performance targets of the project. Acknowledged
in the Project Product Description.
Contains prioritized expectations, MoSCoW, Measures
& tolerances.

■ 2. Acceptance criteria - prioritised list of attributes.

First agreed between Customer and Supplier in SU
process. AC will be baselined with the rest of the
PID and can only be changed with Board Approval.
Contains prioristied attributes, MoSCow, Yes/No.
Understand the purpose of a Project Product
Description, Quality Management Strategy,
Product Description and Quality Register.
■ Project Product Description - description of the main product that
will be produced by the project. Created in the SU process, part of
the Project Brief and may be refined in the Initiation Stage. Used by
CP to help verify that the project has been delivered.

Contains purpose, composition, Quality Expectations, Acceptance

criteria and tolerances.

■ Quality Management Strategy - PM teams proposal in response to

the customers quality expectations and acceptance criteria. Confirms
quality standards, procedures, techniques, tools and strategy.
■ Product Description - created for all products as part of planning and
before Project Plan. Created in IP stage.
Contains identifier, title, purpose, composition and Quality (criteria,
method, tolerance..).
■ Quality Register - diary of quality events planned and undertaken.
Audit and assurance information relating to what was planned and
agreed (in QMS and PD's) to the quality activities usually performed.