PRINCE2 ®

Practitioner

2017 Version
The PRINCE2 Accredited TrainingThe PRINCE2 Accredited Training Organization logo is a trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved. PRINCE2® is a

registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. The Swirl logo™ is a trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.
HOUSEKEEPING
• Fire exits
• Toilets
• Breaks
PRINCE2 Practitioner – Course agenda
Day 1 Day 2 Day3
• Introductions • Themes: • PRINCE2 processes
• PRINCE2 recap • Change • SB
• P2P exam technique • Progress • CP
• Principles • PRINCE2 processes • Personal revision
• Tailoring • SU • Practitioner exam
• Themes: • DP
• Business case • IP
• Organization • CS
• Quality • MP
• Plan
• Risk
PRINCE2
PRACTITIONER EXAM
 The practitioner examination is to
PRINCE2 assess whether the candidate can
Practitioner demonstrate sufficient ability to
examination apply and tailor the PRINCE2
project management method.

Exam content:
• Principles
• Themes
• Processes
PRINCE2 Practitioner examination
Key Features: Standard multiple choice The exam will be begin at 1pm
• 68 multiple choice • 35 questions on Day 3:
questions Register via the
• 4 options - 1 correct answer
• Based on a 2 page PeopleCert.org website
scenario
Use the links emailed or
• 150 minutes Matching
provided by your instructor
• Pass mark – 38 marks • 11 x 3 question items
Foundation certificate (or
(about 55%) • Link items from a list to responses similar) must be uploaded
• Open book - Managing in a second list before official results released
Successful Projects with
PRINCE2
• 1 correct response for each
question item
• Responses may be used more than
once
 Flag question for later Completed question (turns orange) Timer/clock
Previous question Next question
Current question

QUESTION
Number of
questions

Scenario
Additional Info
Click to expand Scenario Selected answer Scenario + Additional
+ Additional Info (turns orange) Possible answers Info in a pop-up
window
Matching Question
Practitioner Exam Title here

QUESTION INSTRUCTIONS

QUESTION 1
QUESTION 1

QUESTION 2
QUESTION 3

Drag and drop answer onto the question Possible answers

Reading the •
•
It only sets the scene - do not overanalyse
Take no more than 10 minutes to read
scenario • What are the benefits, costs, risks or dis-benefits?
• Are there any recorded tolerances?
• Any obvious candidates for the project roles?
• What is in scope for each management stage?
‘Blockbusters’
• 2 teams: moving vertically and horizontally
• Horizontal team starts first
• Alternate questions
• Conferring allowed – team ‘captain’ answers
• If incorrect then offered to the other team…
• …who then answer their own question
2. PRINCE2 OVERVIEW
Applying the Principles
• Continued business justification
• Learn from experience
• Defined roles and responsibilities
• Manage by stages
• Manage by exception
• Focus on products
• Tailor to suit the project

Text in quotes is taken directly from AXELOS PRINCE2® 2017 material. Other text is based on AXELOS PRINCE2® material. Material is
reproduced under licence from AXELOS. All rights reserved.
Tailoring

Text in quotes is taken directly from AXELOS PRINCE2® 2017 material. Other text is based on AXELOS PRINCE2® material. Material is
reproduced under licence from AXELOS. All rights reserved.
 Purpose

PRODUCT Composition

DESCRIPTION Derivation

S (APPENDIX Format and presentation

A)
Quality criteria

Baselines Records Reports

5-12: PRINCE2
THEMES
5.0 Introduction to PRINCE2 themes
• Business case Why? Format
• Organization Who? • Importance and core
• Quality What? concepts
• Plans How (much)? When? • PRINCE2 requirements
• Risk What if? • Guidance on effective use
• Change What’s the impact? • Techniques
• Progress Where are we (going)? Carry
on?
6: BUSINESS CASE
 6.2 Development path
Confirm benefits Confirm benefits Confirm benefits

Subsequent Final delivery

Pre-project Initiation Post-project
delivery stage(s) stage

Verify outline Verify detailed Verify updated

business case business case business case

Develop business case Maintain business case

 A.2 Business case A.1 Benefits management
approach
• Executive summary • Benefits to be measured
• Reasons • Accountability
• Business options • Actions required to ensure outcomes are
• Expected (dis) benefits achieved
• Timescales • How and when to measure benefits
• Costs • Resources needed
• Investment appraisal • Baseline measures
• Major risks • How product performance will be reviewed
 • Form:
• structure, contents, format
6.3 Effective
business case • Link to products:
• outputs/outcomes/benefits
management
• Customer vs. Supplier

• Programme -> project alignment

• Agile:
• Benefits tolerance
• Incremental delivery
Activity 1:
Business Case
Management
Complete the ‘Business Case’ activity on the
Learner Workbook.
Sample exam Q&A #1

• Principles
• Business case

• Questions 1-13
• See workbook guidance
7: ORGANIZATION
7.2 Management
products

A.20 PID A.5 Communication management approach

“Sets out the project management team structure and “Describes the means and frequency of
roles.” communication to stakeholders both internal and
external to the project.”
A.5 Procedure

Communication Techniques

management Records
approach
Reporting

Timing

Roles
7.2 Project
management
team roles
7.3 Scaling the “Roles can be combined but
project should not be eliminated.”
management
team structure • Executive
• Senior User

• Project Manager
• Team Manager
7.3.7 Creating
an effective
project board Authority Credibility

Ability to Availability
delegate
Activity 2:
Designing The Project
Management Team

Complete the ‘Organization’ activity on the

Learner Workbook.
 “Any individual, group or
organization that can effect, be
7.3.9 affected by, or perceive itself to be
Stakeholder affected by an initiative (programme,
engagement project, activity, risk).”
• Identify (who)
• Analyse (why and what)
• Define approach (how)
• Plan engagements (when)
• Engage (do)
• Measure effectiveness (results)
8: QUALITY
8.1 Quality management
• Planning
• Control
• Assurance
Activity 3:
Quality
Complete the ‘Quality’ activity on the Learner
Workbook.
8.2 Management products
A.17 Product A21 Project product A.22 Quality A.23 Quality register
description description management • Quality Identifier
• Purpose • Purpose approach
• Product Identifier
• Composition • Composition • Process or
procedure • Product title(s)
• Derivation • Derivation • Method
• Tools and
• Format • Development skills techniques • Roles and
• Development skills • Customer quality • Records responsibilities
expectations • Dates
• Reporting
• Quality criteria • Acceptance criteria • Result
• Timing
• Tolerance • Tolerances • Quality records
• Roles and
• Quality skills • Acceptance method responsibilities
• Responsibilities • Responsibilities
8.3.11 Product quality responsibilities

Producer Reviewer(s) Approver(s)

8.4 Quality review technique
Prepare Review Follow-up
• Chair checks product is • Presenter introduces product • Presenter coordinates actions
ready for review • Chair invites discussion • Reviewers sign off actions as
• Presenter distributes copies from Reviewers agreed
of product & relevant • Administrator records • Chair signs off product when all
product description actions and responsibilities actions complete
• Reviewers review product, • Chair leads review team to a • Administrator communicates
create question list, annotate collective decision outcome and stores quality
product copy records
• Chair informs interested
• Chair consolidates list and parties • Presenter requests approval for
sends to Presenter the product
Sample exam Q&A #2

• Organization
• Quality

• Questions 14-23
• See workbook guidance
9: PLANS
9.1.2 Types of Corporate, programme or customer’s plan

High-level
plan
Project plan

(Initiation) Stage (Subsequent)

Exception plans
plan Stage plans

Detailed
As necessary
Team plans Optional
A.16 Plan •
•
Description
Prerequisites
• External dependencies
• Planning assumptions
• Delivery approach(es)
• Lessons incorporated
• Monitoring and control
• Budgets
• Tolerances
• Product descriptions
• Schedule
9.3 Approach to
planning
9.3.1.2 Write project product description Project plan only

Defining and
analysing the Create product breakdown structure

products Write product descriptions All levels of plan

Create product flow diagram

9.3.1.2 Product breakdown structure

Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS Limited. All rights reserved.
9.3.1.2 Product flow diagram
• Defines the sequence of
development
• Identifies dependencies
between products
• Involve team in creating the
PFD

Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS Limited. All rights reserved.
Activities 4&5:
Plans

Complete both the ‘Plans’ activities on the

Learner Workbook.
9.4.1 MOSCOW
Prioritization
• Must have
• Should have
• Could have
• Won’t have

Impact on business justification?

10: RISK
A.24 Risk •
•
Risk management process
Tools and techniques
•
•
Scales
Proximity
management • Records • Risk categories
approach • Reporting • Risk response categories
• Timing • Early-warning indicators
• Roles and responsibilities • Risk tolerance
• Risk budget
A.25 Risk •
•
Identifier
Author
•
•
Proximity
Risk response categories
register • Date • Risk response
• Category • Status
• Description • Owner
• Probability and impact • Actionee
(expected value)

Description P I Response Owner

1

3
10.3 Guidance •
•
Alignment with policies
Risk management procedure
for effective • Understand the Project Board’s attitude to risk
management • Project size, scale and complexity, and risk impact
• Project delivery approach
• Commercial considerations
• Risk budget
10.4.1.1
Risk context Quality Organizations
expectations

Risk context

Corporate
Assumptions policies
Activities 6&7:
Risk
Complete both the ‘Risk’ activities on the
Learner Workbook.
Exercise 10: Risk responses - answer
Risk response T/O Type
An alternative producer is on stand-by if the external producer maintains his reputation for  Threat  
Contingency
turning up late, if at all
The recently refurbished recording studio will provide further studio-time and resources free of  Threat Transfer
charge if technical issues delay the recording
Sales should be higher now that a well-known artist has agreed to cameo in a promotional video Opp  Enhance
about the making of the album
The album will not be released on download as the record company does not have suitable  Threat  
Avoid 
copyright infringement protection which may lead to illegal downloads

Cost savings may be possible if the graphic design company will provide services 'at cost' in Opp  Share
return for a small percentage of the sales revenue
Sample exam Q&A #3

• Plans
• Risk

• Questions 24-33
• See workbook guidance
11: CHANGE
11. Management products
A.3 Change control approach A.12 Issue register A.13 Issue report Note:
• Change control procedure • Identifier • Identifier No formal PRINCE2
definition for:
• Issue management • Type • Type
procedure • A.6 Configuration
• Date raised • Date raised
item record
• Tools and techniques • Raised by • Raised by • A18 Product status
• Records • Issue report author • Issue report author account
• Reporting • Description • Description
• Timing • Priority • Impact analysis
• Responsibilities • Severity • Recommendation
• Scales (priority/severity) • Status • Priority
• Closure date • Severity
• Decision
• Closure date
11.3 Effective
change control
• Tailoring – programme or customer requirements
• Project size, scale and complexity
• Managing product baselines (document and
configuration management)
• Delivery approach
• Delegated Change Authority
• Change budget
 11.4 Change control procedure
Project Board/Change Authority

Request advice Request advice/Exception Report

Capture Assess Propose Decide Implement

• Issue type • Impact on • Identify options • Escalate (if • Take corrective

• Severity/ priority project (business • Evaluate beyond delegated action
• Log case) • Recommend authority) • Update records
• Check severity/ • Approve, reject and plans
priority or defer

Daily log or issue register

Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS Limited. All rights reserved.
Activity 8&9:
Change

Complete both the ‘Change’ activities on the

Learner Workbook.
12: PROGRESS
 Time-driven
• A.4 Checkpoint report
12. Management • A.11 Highlight report
products
Event-driven
• A.8 End project report
• A.9 End stage report
• A.10 Exception report

Other
• A.7 Daily log
• A.14 Lessons log
• A.26 Work package
12.2.1 Tolerances
Types of tolerances:
Corporate, programme management or customer

1. Costs Project Project

tolerances progress/exceptions
2. Timescales
3. Quality Project Board

4. Scope Stage Stage

5. Benefits tolerances progress/exceptions

6. Risk Project Manager

Work package
Work package
tolerances
progress/issues

Team Manager
Activity 10:
Progress
Complete the ‘Progress’ activity on the Learner
Workbook.
12.2.3 Raising Review progress

exceptions Project exceptions:

Project Board - Exception plan for project

Stage exceptions:
Project Manager - Exception report (Exception Plan)

Work package exceptions:

Team Manager - Issue
12.3 Guidance Corporate governance
processes
for effective
progress
management
Project delivery Programme/
approach portfolio controls
Sample exam Q&A #4

• Change
• Progress

• Questions 34-43
• See workbook guidance
13. PRINCE2
PROCESSES
13.1
The PRINCE2
journey

Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS Limited. All rights reserved.
13.3 Process structure
Purpose
Objective
Context
Activities
• Inputs/outputs
• Responsibilities
Tailoring guidelines
13.4 Tailoring the processes
• Reflect the organization’s method
(supplier or client)
• Combine activities
• Split activities
• Reassign roles
• Combine, split or amend management
products
• Add more activities
14. STARTING UP A
PROJECT PROCESS
14.3 Process
overview

Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS Limited. All rights reserved.
14.3 Activities
Daily log

Structure and
role
Lessons log descriptions

Project product
description

Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS Limited. All rights reserved.
A.19 Project brief
• Project definition Project definition:
• Outline business case • Background
• Project product description • Objectives
• Project approach • Desired outcomes
• Project management team • Scope and exclusions
structure • Constraints and assumptions
• Role descriptions • Project tolerances
• References • User(s) and other parties
• interfaces
 Activity Producer
14. Primary Appoint the Executive Corporate/

responsibilities Appoint the Project Manager

programme
Executive
Capture previous lessons PM
Define project management team structure and PM
roles
Prepare the outline business case PM
Select the project approach and assemble the PM
project brief
Plan the initiation stage PM
 “At this point in the project lifecycle, it may not
always be clear what output the project is intended
14.5 Tailoring to create, if this is the case, it should at least be
clear what business problem is to be solved or
guidelines outcome required.”

Simple Agile
projects approach

Supplier Projects within

perspective a programme
15. DIRECTING A
PROJECT PROCESS
15.3
Process
overview

Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS Limited. All rights reserved.
15. Primary Activity
Authorize initiation
Approver
Project Board
responsibilities Authorize the project Project Board
Corp/Pgm
Authorize a stage or exception plan Project Board
Give ad hoc direction (responsible) Project Board
Authorize project closure Project Board

Note: Business case and benefits are primarily the responsibility

of the Executive
 “The degree of formality may differ in different
circumstances provided decisions are explicit and
14.5 traceable, ranging from verbal advice and decisions
to those which are formally documented.”
Tailoring
guidelines

Simple Agile
projects delivery

Supplier Projects within

perspective a programme
16. INITIATING A
PROJECT PROCESS
16.3 Process
overview

Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS Limited. All rights reserved.
16.3 Activities – Initiating a project
Agree tailoring requirements Create the issue
register
Create the quality register

Create the risk Prepare risk management Prepare quality management Prepare change control approach
register approach
approach

Prepare communication
management approach And product
Such as project tolerances, stage
boundaries, reporting, updated team descriptions, using
roles product based
planning
Set up project controls Create project plan

Prepare the benefits management

Refine the business case
approach

Assemble the PID

16. Primary
responsibilities

Project Manager
(Records and logs maintained by Project Support)
A.20 Project initiation documentation (PID)

• Project definition
• Project approach
• Business case
Approaches
• PM team structure and role
• Quality
descriptions
• Change control
• Management approaches
• Risk
• Project plan
• Communication
• Project controls
• Tailoring of PRINCE2
16.4.2-5 • Risk
Defining the How
• Change control
• Quality
approaches • Communication
16.4.6 Project controls
• Communications
• Management stages
• Issues and changes
• Tolerances and escalation
• Delegated authority
• Monitoring
 “At such an early stage in the project, there may not
be enough information; tailoring needs will emerge
16.5 Tailoring as the initiation work progresses … start simple and
guidelines then elaborate if needed.”

Simple Agile
projects delivery

Supplier Projects within

perspective a programme
Activity 11:
Management Products

Complete the ‘Management Products’ activity

on the Learner Workbook.
Sample exam Q&A #5

• Starting up a project
• Directing a project
• Initiating a project

• Questions 44-55
• See workbook guidance
17. CONTROLLING A
STAGE PROCESS
17.3 Process
overview

Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS Limited. All rights reserved.
17.3 Activities – Controlling a stage
In a regular
highlight
Using an exception Escalate issues and report
report Report highlights
risks

Take corrective Capture & assess

action Review stage status This might
issues and risks
need an issue
report

Authorize work Review work Receive completed

packages package status work packages
Create a work
package

Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS Limited. All rights reserved.
 • Date
• Team manager/individual
A.26 • WP description

Work package •
•
Techniques, processes, procedures
Development interfaces
• Operations interfaces
• Change control requirements
• Joint agreements
• Tolerances
• Constraints
• Reporting
• Problems/escalation
• Extracts or references
• Approval method
 “Central to the ultimate success of a project is the
17.5 Tailoring day-to-day control of the work that is being
conducted.”
guidelines

Simple Agile
projects delivery

Supplier Projects within

perspective a programme
18. MANAGING
PRODUCT DELIVERY
PROCESS
18.3 Process
overview
18.3 Process
overview

Agree the
work package

Create a team plan if Create the

necessary specialist Obtain approval
products records

Carry out quality

control and
update quality Create regular
register checkpoint reports
 “Managing product delivery views the project
from the Team Manager’s perspective … work
18.5 Tailoring will be done using practices appropriate to this
guidelines type of work.”

Simple Agile
projects delivery

Supplier Projects within

perspective a programme
Activity 12:
Delivering the
products
Complete the ‘Delivering the products’ activity
on the Learner Workbook.
Sample exam Q&A #6
• Controlling a stage
• Managing product delivery

• Questions 56-62
• See workbook guidance
19. MANAGING A
STAGE BOUNDARY
PROCESS
19.3 Process
overview

Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS Limited. All rights reserved.
Activities Update benefits
management
approach
Create an
exception
Report plan
management stage Update business Produce exception
end case plan

And a Create product

Create an end
lessons descriptions
stage report
report
Update project
plan
Create a
stage plan

Plan next
Create product
management stage descriptions

104
 Provide the project board with sufficient
information to:
• Review current • Review updated plan
19.5 Tailoring • Confirm continued
stage
guidelines • Approve next stage business justification

Simple Agile
projects delivery

Supplier Projects within

perspective a programme
20. CLOSING
A PROJECT PROCESS
20.3 Process
overview

Copyright © AXELOS Limited 2017. Reproduced under licence from AXELOS Limited. All rights reserved.
20.3 Activities Obtain acceptance
record

Prepare Planned Prepare Premature

Closure Closure
Create follow-on action Create
recommendations additional
Update project
plan work
estimates
Check project product
description
Hand over products

Create end project

report Evaluate the project

Create draft project closure Recommend project

notification closure

108
A.8 End project report
• PM report
• Review of business case
• Review of project objectives
• Review of team performance
• Review of products Products Review
• Lessons • Quality records
• Approval records
• Off-specifications
• Project product handover
• Summary of follow-on action
recommendations
 “Provide a fixed point at which acceptance for the
20.5 Tailoring project product is confirmed … objectives set out in
guidelines the PID have been achieved, or the project has
nothing more to contribute.”

Simple Agile
projects delivery

Supplier Projects within a

perspective programme
Sample exam Q&A #7
• Managing a stage boundary
• Closing a project

• Questions 63-68
• See workbook guidance
PRINCE2
PRACTITIONER
EXAM
Paper based exam tips
• Read Scenario (10 mins max)
• Annotate scenario & question paper
• Read question carefully
• Read 4 possible answers (d, c, b, a)
• Eliminate obvious incorrect answers
• Select correct answer – mark for review if
necessary
• Take care when changing answers
• Manage time (2 mins per mark)
• Return answer sheet and question paper
Digital exam tips
• Have a blank sheet of paper to write notes on
• Read the scenario (10 mins max)
• Allow 2 mins per question
• Read each question carefully
• Read 4 possible answers (d, c, b, a)
• Eliminate obvious incorrect answers
• Select correct answer – mark for review if
necessary
• Take care when changing answers
• Use navigation tools to review questions
before ending the exam
PRINCE2® Practitioner

2017 Version
The PRINCE2 Accredited TrainingThe PRINCE2 Accredited Training Organization logo is a trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved. PRINCE2® is a

registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. The Swirl logo™ is a trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.