Key Concepts
3%of exam
Principles
8%of exam
People
14%of exam
Practices
60%of exam
Processes
15%of exam
Quick Facts
- Exam
- PRINCE2 7 Foundation
- Body
- PeopleCert AXELOS
- Questions
- 60
- Time
- 60 min
- Pass
- 60% 36/60
- Book
- Closed book
- Prereqs
- None
- Style
- Standard list missing negative
Domain Weights
Concepts 3 | Principles 8 | People 14
Practices 60Processes 15Practices dominate
Principles vs Practices
Principles
- Always required
- Universal rules
- Seven obligations
Practices
- Management controls
- Tailored use
- Seven areas
Musts vs controls
Project Basics
- Project
- Temporary change organization
- BAU
- Ongoing operations
- Product
- Project output
- Outcome
- Change from outputs
- Benefit
- Measurable improvement
- Dis-benefit
- Expected negative outcome
Output vs Outcome
Output
- Specialist product
- Project delivers
- Tangible result
Outcome
- Operational change
- Users realize
- Enables benefit
Thing vs change
Performance Aspects
- Time
- Delivery schedule
- Cost
- Approved budget
- Quality
- Fitness criteria
- Scope
- Products included
- Benefits
- Expected value
- Risk
- Uncertain effect
- Sustainability
- Environmental impact
Integrated Elements
- Principles
- Universal obligations
- People
- Project relationships
- Practices
- Management controls
- Processes
- Project lifecycle
- Context
- Tailoring driver
- Tailoring
- Fit method
Principles Line
Justify Learn Roles Stages Exception Products Tailor
Business reasonLessons usedTolerances matterOutputs first
Principle Picker
- Reason questioned→Justification
- Past insight→Learn
- Who decides→Roles
- Boundary review→Stages
- Forecast breach→Exception
- Unclear deliverable→Products
- Small project→Tailor
Seven Principles
- Justification
- Business reason continues
- Learn
- Use lessons
- Roles
- Clear accountability
- Stages
- Control by chunks
- Exception
- Escalate tolerance breach
- Products
- Define outputs first
- Tailor
- Adapt to context
Board Interests
Executive business | User benefits | Supplier delivery
ValueNeedsCapabilityDirection
Executive vs Project Manager
Executive
- Business case
- Board decisions
- Owns value
Project Manager
- Daily control
- Stage delivery
- Escalates exceptions
Direction vs management
Role Picker
- Business value→Executive
- User acceptance→Senior User
- Specialist capability→Senior Supplier
- Daily control→Project Manager
- Work package delivery→Team Manager
- Delegated change→Change Authority
Roles
- Executive
- Owns business case
- Senior User
- Owns user needs
- Senior Supplier
- Owns supplier capability
- Project Manager
- Runs daily project
- Team Manager
- Delivers work packages
- Project Assurance
- Checks board interests
- Project Support
- Administers controls
- Change Authority
- Approves delegated changes
Stakeholder Interests
- Business
- Value for money
- User
- Needs and benefits
- Supplier
- Feasible delivery
- Project Board
- Direction decisions
- Stakeholder
- Affected party
- Communication
- Engagement control
Practices Line
Case Org Plans Quality Risk Issues Progress
WhyWhoHowControl
Risk vs Issue
Risk
- May happen
- Uncertain
- Plan response
Issue
- Happened now
- Current concern
- Control change
Future vs current
Practice Picker
- Why continue→Business Case
- Who accountable→Organizing
- Acceptance criteria→Quality
- How deliver→Plans
- Uncertainty→Risk
- Change request→Issues
- Tolerance forecast→Progress
Business Case
- Purpose
- Why project
- Desirable
- Worth doing
- Viable
- Investment sound
- Achievable
- Can deliver
- Benefits plan
- Realization approach
- Executive
- Accountable owner
Exception vs Issue
Exception
- Tolerance breach
- Escalate upward
- Plan recovery
Issue
- Event concern
- Assess impact
- May stay local
Limit vs concern
Organizing
- Organization
- Who does what
- Accountability
- Single answerability
- Delegation
- Authority passed down
- Assurance
- Independent checking
- Support
- Administrative help
- Communication
- Information flow
Checkpoint vs Highlight
Checkpoint
- Team to PM
- Work package
- Frequent status
Highlight
- PM to Board
- Stage status
- Exception warning
Team vs board
Quality Plans
- Quality
- Product fitness
- Criteria
- Acceptance measures
- Tolerance
- Allowed variation
- Plan
- How and when
- Product Description
- Product definition
- Quality Register
- Quality activity record
Risk Issues
- Risk
- Uncertain event
- Threat
- Negative risk
- Opportunity
- Positive risk
- Issue
- Current concern
- Request
- Proposed change
- Off-spec
- Requirement gap
- Problem
- Other concern
- Issue Register
- Issue record
Progress Controls
- Progress
- Actual versus plan
- Tolerance
- Delegated limits
- Exception
- Forecast breach
- Checkpoint
- Team progress report
- Highlight
- Board progress report
- End Stage
- Boundary review
- Exception Plan
- Recovery plan
Process Flow
SU DP IP CS MP SB CP
StartDirectInitiateClose
SU vs IP
SU
- Is it worthwhile
- Project Brief
- Before initiation
IP
- How govern
- PID baseline
- Initiation stage
Check vs define
Process Picker
- Viable idea→SU
- Board decision→DP
- Baseline project→IP
- Manage stage→CS
- Accept package→MP
- Next stage→SB
- Finish project→CP
Seven Processes
- SU
- Starting up
- DP
- Directing project
- IP
- Initiating project
- CS
- Controlling stage
- MP
- Managing delivery
- SB
- Managing boundaries
- CP
- Closing project
Management Products
- Project Brief
- Pre-initiation outline
- PID
- Project definition baseline
- Business Case
- Justification record
- Stage Plan
- Next-stage plan
- Work Package
- Team agreement
- Project Log
- Captured records
- Lessons Report
- Reusable learning
Common Traps
Principle trap
Tailored application ≠ Principles still mandatory
Tolerance trap
Within tolerance: continue ≠ Forecast breach: escalate
Business case trap
Executive owns ≠ PM maintains
Risk timing
Risk may happen ≠ Issue happened now
Product focus
Define products first ≠ Then plan activities
SU versus IP
SU checks viability ≠ IP creates PID
Board reports
Highlight to board ≠ Checkpoint to PM
Dis-benefit trap
Expected negative ≠ Not uncertain risk
Last Minute
- 1.Weights: 3/8/14/60/15
- 2.Practices are 60%
- 3.Pass = 36/60
- 4.Closed book, 60 minutes
- 5.Principles always apply
- 6.Tailor to context
- 7.Executive owns business case
- 8.Board directs; PM manages
- 9.Risk future; issue current
- 10.Tolerance breach escalates
- 11.Products before activities
- 12.SU checks; IP defines
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