PRINCE2 Practitioner Certification Exam Training - Brochure The Credential that makes you a Project Management Specialist Course Name : PRINCE2_P Version : INVL_PRINCE2P_BR_02_035_1.2 Course ID : PMGT - 102 www.invensislearning.com
The Importance of PRINCE2 Certification Short for PRojects IN Controlled Environments, PRINCE2 is a set of globally-recognised project management standards. Initially used by the UK government, these practices have become the norm in many private organisations around the world. The PRINCE2 Practitioner qualification on your resume attests to employers that you have sufficient understanding of this project management methodology and know how to apply and tailor it for a particular scenario situation. Get Invensis Learning Advantage PEOPLECERT Accredited Training Organisation (A.T.O.) and AXELOS Certified Partner PEOPLECERT accredited course material PEOPLECERT accredited instructor for both classroom and live online training Scenario-based PRINCE2 exam prep questions with answers and explanations in our interactive training classes Exam fees included in the training course Get PRINCE2 Practitioner certified on 2nd day of training Copy of PRINCE2 Manual Managing Successful Projects with PRINCE2-2009 Edition provided for our Practitioner training classes 23 PDUs certificate offered Classes across 108+ locations worldwide Instructor-led training that is always on schedule Global accreditation and approvals
Benefits of PRINCE2 Practitioner Certification According to career search portal PayScale.com, PRINCE2 certified professionals (with project management as a skill) are earning upto or even more than ~ USD 75,000 in the UK, ~ USD 100,000 in Australia, ~ USD 96,000 in USA ~ USD 85,000 in UAE (as on July 26, 2014). The PRINCE2 Practitioner certification will boost your project management career in a number of ways: Opens up rewarding opportunities With the PRINCE2 project management methodology being adopted by renowned public and private organisations all around the world, the PRINCE2 Practitioner credential will broaden your career prospects. Projects your skills as a global professional For recruiters, the PRINCE2 Practitioner certification highlights your commitment to improving your project management skills and knowledge in order to drive projects to successful completions. Become a better project manager You can focus on project viability, promote consistency of work, design appropriate plans and reports, mitigate perceived problems, and bring clarity and improvements to projects. Widely applicable knowledge By providing only a structured framework, the PRINCE2 methodology can be customised and scaled to suit the requirements of a project in any industry or part of the world.
Eligibility Criteria You must have passed one of the following certification examinations to take up PRINCE2 Practitioner examination PRINCE2 Foundation Project Management Professional (PMP) Certified Associate in Project Management (CAPM) IPMA Level A (Certified Projects Director) IPMA Level B (Certified Senior Project Manager) IPMA Level C (Certified Project Manager) IPMA Level D (Certified Project Management Associate) About Invensis Learning Invensis Learning is a pioneer in providing globally-recognised certification training courses for individuals and enterprises worldwide. Our training methodology coupled with high quality courseware have enabled organisations to achieve highimpact learning with increased knowledge, competence, and performance. We offer courses in various categories such as Project Management, IT Service Management, IT Security and Governance, Quality Management, Agile Project Management, DevOps, and Cloud Courses. We have trained 10000+ professionals worldwide and are a trusted partner for Fortune 500 companies, small and medium businesses, and government organisations to deliver globally-recognised training and certification programs. Invensis Learning certification training programs are adhered to global standards such as PMI, TUV SUD, AXELOS, ISACA, DevOps Institute, and PEOPLECERT.
PRINCE2 Practitioner Certification Exam Format Objective testing 8 questions - 10 question items per question, each worth one mark 44 marks or more required to pass (out of 80 available), equivalent to 55% Exam duration: 150 minutes (two-and-a-half hours) Open book exam (official PRINCE2 manual Managing Successful Projects with PRINCE2 2009 Edition only) PRINCE2 Practitioner Course Overview 1. Overview, Principles and Tailoring PRINCE2 to the Project Environment Difference between embedding and tailoring PRINCE2 Context of a customer / supplier environment and how it affects the application of the themes, processes and management products within a project 2. Business Case (BC) Theme The recommended composition of a: Business Case, and in which process(es) it is developed, verified, maintained and confirmed and which roles are responsible for this Benefits Review Plan, and in which process(es) it is developed, used and reviewed and which roles are responsible for this The relationship between a program s Business Case and a project s Business Case How to identify appropriate information, using the recommended composition, for inclusion in the Business Case and Benefits Review Plan Identify outputs, outcomes, benefits and disbenefits
Analyse whether the Business Case and Benefits Review Plan, using the recommended composition, are fit for purpose, with reasons, and whether the appropriate roles have been involved in their development and maintenance throughout the life of a project 3. Organisation (OR) Theme How the four levels of the project management structure apply to the process model The relationship between the Communication Management Strategy and other products and themes The recommended composition of a Communication Management Strategy, in which process(es) it is developed, used and reviewed and which roles are responsible for this Identify an appropriate project management team structure and role descriptions, including acceptable role consolidations or sharing Identify appropriate information, using the recommended composition, for inclusion in a Communication Management Strategy Analyse whether the following products, using the recommended composition, are fit for purpose, with reasons, and whether the correct roles have been involved in their development and maintenance throughout the life of a project. Including: Project management team structure Communication Management Strategy 4. Quality (QU) Theme The PRINCE2 approach to quality - Quality Audit Trail The recommended composition of a Project Product Description Product Description Quality Register
Quality Management Strategy and in which process(es) they are developed, used and reviewed and which roles are responsible for this Identify appropriate information, using the recommended composition, for inclusion in the Project Product Description, Product Description, Quality Register and Quality Management Strategy Identify appropriate actions and responsibilities when applying the quality review technique to a given product Identify appropriate actions and responsibilities when applying quality planning and quality control to a given project Analyse whether the Project Product Description, Product Description, Quality Register and Quality Management Strategy, using the recommended composition, are fit for purpose, with reasons, and whether the appropriate roles have been involved in their development and maintenance throughout the life of a project Use of the quality review technique for a given product Whether quality planning activities have been, or are scheduled to be,undertaken appropriately during the execution of a project, with reasons, and whether the appropriate roles have been involved. Including: Understanding and documenting the customer s quality expectations and the project s acceptance criteria in the Project Product Description Formulating a Quality Management Strategy and setting up a Quality Register Whether quality control activities have been, or are scheduled to be, undertaken appropriately during the execution of a project, with reasons, and whether the appropriate roles have been involved. Including: Carrying out the quality methods Maintaining quality and approval records Gaining acceptance 5. Plans (PL) Theme The recommended composition of a Plan, in which process(es) it is developed, used and reviewed, and which roles are responsible for this
Analyse whether a Plan (excluding the schedule), using the recommended composition, is fit for its purpose, with reasons, and whether the appropriate roles have been involved in its development and maintenance throughout the life of a project Whether the Product-based planning technique has been applied appropriately. This should include analysing the appropriate application of Product Descriptions, a product breakdown structure and a product flow diagram, with reasons 6. Risk (RK) Theme The recommended composition of a: Risk Management Strategy Risk Register and in which process(es) they are developed, used and reviewed, and which roles are responsible for this The concept of inherent, secondary and residual risks Identify appropriate information, using the recommended composition, for inclusion in the Risk Management Strategy and Risk Register Identify the appropriate actions and responsibilities when applying the steps within the recommended risk management procedure Identify primary and secondary risks and estimate inherent and residual risks Whether the products listed in the Risk Management Strategy and Risk Register, using the recommended composition, are fit for purpose, with reasons, and whether the appropriate roles have been involved in their development and maintenance throughout the life of a project Whether activities undertaken during the execution of the recommended risk management procedure are appropriate, with reasons, and whether the appropriate roles have been involved 7. Change (CH) Theme Identify in which process(es) issues are captured and managed, and which roles are responsible Identify in which process(es) a change budget and a Change Authority are agreed and which roles are responsible
Identify the recommended composition of a: Configuration Management Strategy Configuration Item Record Issue Report Issue Register Product Status Account and in which process(es) they are developed, used and reviewed, and which roles are responsible for this Identify appropriate information, using the recommended composition, for inclusion in the products listed above Identify the appropriate type for a given issue Identify the appropriate actions and responsibilities when applying the recommended issue and change control procedure Identify appropriate resource(s) for the role of Change Authority Identify the appropriate actions and responsibilities when applying the typical activities of configuration management Analyse whether the Configuration Management Strategy, Configuration Item Record, Issue Report, Issue Register and Product Status Account, using the recommended composition, are fit for purpose, with reasons, and whether the appropriate roles have been involved in their development and maintenance throughout the life of a project Analyse whether activities undertaken during the execution of the recommended issue and change control procedure are appropriate, with reasons, and whether the appropriate roles have been involved. Including activities associated with: Capturing and analysing to determine the type of issue and whether it can be managed informally or formally Examining an issue to determine its impact Proposing a course of action Deciding on appropriate course of action Implementing agreed action
Analyse whether the typical activities of configuration management have been undertaken appropriately, with reasons, and whether the appropriate roles have been involved. Including activities associated with: Planning what level of configuration management is required Identifying configuration items Controlling configuration items Status accounting Verifying and auditing configuration items 8. Progress (PG) Theme Identify the recommended composition of a: Work Package Lessons Log Checkpoint Report Highlight Report End Stage Report Exception Report End Project Report Lessons Report and in which process(es) they are developed, used and reviewed, and which roles are responsible for this Identify appropriate information, using the recommended composition, for inclusion in the products listed above Identify the appropriate actions and responsibilities when applying the concept of management by exception Analyse whether the products listed above, using the recommended composition, are fit for purpose, with reasons, and whether the appropriate roles have been involved in their development and maintenance throughout the life of a project Whether activities undertaken to manage by exception during the execution of the project were applied appropriately, with reasons, and whether the appropriate roles have been involved
9. Starting up a Project (SU) Process Identify the following activities within the SU process and the responsibilities within them: Appointing the Executive and the Project Manager Capturing previous lessons Designing and appointing the project management team Preparing the outline Business Case Selecting the project approach and assembling the Project Brief Planning the initiation stage Identify how the seven themes may be applied within the SU process Identify the recommended composition of a Project Brief and in which process(es) it is developed, used and reviewed, and which roles are responsible Identify appropriate information, using the recommended composition, for inclusion in the Project Brief Identify the recommended SU process actions when carrying out the activities listed above Analyse whether the Project Brief, using the recommended composition, is fit for its purpose, with reasons, and whether the appropriate roles have been involved in its development and maintenance throughout the SU process Analyse whether the recommended SU process actions have been undertaken appropriately, with reasons, and whether the appropriate roles have been involved when carrying out the activities listed above
10. Directing a Project (DP) Process Identify the following activities within the DP process and the responsibilities within them: Authorising initiation Authorising the project Authorising a Stage or Exception Plan Giving ad hoc direction Authorising project closure Identify how the seven themes may be applied within the DP process Analyse whether the recommended DP process actions have been undertaken appropriately, with reasons, and whether the appropriate roles have been involved when carrying out the activities listed above 11. Initiating a Project (IP) Process Identify the following activities within the IP process and the responsibilities within them: Preparing the Risk Management Strategy Preparing the Configuration Management Strategy Preparing the Quality Management Strategy Preparing the Communication Management Strategy Setting up the project controls Create the Project Plan Refining the Business Case Assembling the Project Initiation Documentation Identify how the seven themes may be applied within the IP Process
Identify the recommended composition of the Project Initiation Documentation, and in which process(es) it is developed, used and reviewed, and which roles are responsible Identify the recommended IP process actions when carrying out the activities listed above Analyse whether the Project Initiation Documentation, using the recommended composition, is fit for its purpose, with reasons, and whether the appropriate roles have been involved in its development and maintenance throughout the IP process Analyse whether the recommended IP process actions have been undertaken appropriately, with reasons, and whether the appropriate roles have been involved when carrying out the activities listed above 12. Controlling a Stage (CS) Process Identify the following activities within the CS process and the responsibilities within them: Authorising a Work Package Reviewing Work Package status Receiving completed Work Packages Reviewing the stage status Reporting Highlights Capturing and examining issue and risks Escalating issues and risks Taking corrective action Identify how the seven themes may be applied within the CS process Identify the recommended CS process actions when carrying out the activities listed above Analyse whether the recommended CS process actions have been undertaken appropriately, with reasons, and whether the appropriate roles have been involved when carrying out the activities listed above
13. Managing Product Delivery (MP) Process Identify the following activities within the MP process and the responsibilities within them: Accepting a Work Package Executing a Work Package Delivering a Work Package Identify how the seven themes may be applied within the MP process Identify the recommended MP process actions when carrying out the activities listed above Analyse whether the recommended MP process actions have been undertaken appropriately, with reasons, and whether the appropriate roles have been involved when carrying out the activities listed above 14. Managing a Stage Boundary (SB) Process Identify the following activities within the SB process and the responsibilities within them: Planning the next stage Updating the Project Plan Updating the Business Case Reporting stage end Producing an Exception Plan Identify how the seven themes may be applied within the SB process Identify the recommended SB process actions when carrying out the activities listed above Identify whether the recommended SB process actions have been undertaken appropriately, with reasons, and whether the appropriate roles have been involved when carrying out the activities listed above
15. Closing a Project (CP) Process Identify the following activities within the CP process and the responsibilities within them: Preparing planned closure Preparing premature closure Hand over products Evaluate the project Recommend project closure Identify how the seven themes may be applied within the CP process Identify the recommended CP process actions when carrying out the activities listed above Analyse whether the recommended CP process actions have been undertaken appropriately, with reasons, and whether the appropriate roles have been involved when carrying out the activities listed above 16. Summary and Directed Studies 17. Review of Key Concepts
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