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Complete Project Management plus PRINCE2

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PRODUCT CONTENTSThis product contains full coverage of PRINCE2 2005®, PRINCE2® 2009 and Directing Projects with PRINCE2®.
Project management (non PRINCE2®)covers many items in more detail.
Project management (non PRINCE2®)
PRINCE2® 2005 PRINCE2® 2009
Directing Projects with PRINCE2®

The product includes a PowerPoint presentation containing over 650 slides with full accompanying notes and copious cross references.

In addition, the product includes templates and many supporting files in Excel and Word.

Each part covers key areas and much more, see additional details below.

Project management (non PRINCE2®)This product contains many items either not
specifically covered in PRINCE2 2005® and PRINCE2® 2009
or covers many items in more detail.
Problem statementIt is important that the project team agree on the problem.
A poor definition of the problem will always cause ambiguity
and confusion and personnel will be unsure of the purpose of the project.
Mission statementWho is aware of the Mission Statement?
The Mission Statement is a summary of what the project is trying to achieve.
However, if you ask many people involved in a project what is the Mission Statement most will not know.
ScopeWhen most people consider a project they think about the cost (C), time factor (T) and quality (Q)
but the scope can be left out. It is important to consider the limitations of the project.
It is necessary to think about what is included but equally what isn’t for the project, and define limits for these.
ObjectivesThe overall project has a single goal which is to produce the final product.
The project can then be broken down to ever smaller goals.
These smaller goals are often called objectives.
DeliverablesDeliverables derive from the measurement of objectives.
Individuals will have personal objectives as will the project.
Milestones are natural breaks in the project where there is an opportunity to review the progress of the project.
Exit criteriaExit criteria refers to ‘how can you tell that an element of the plan is complete?’
This is so that you can ‘exit’ that phase and move on to the next.
Work breakdown structureThe work breakdown structure (wbs) should form part of the Project Notebook.
Should, because it will exist in terms of the project schedule. Strictly speaking the work breakdown structure is
merely a list of component events that require actions to achieve them.
Types of planThis covers Initial plan, Reference plan, Base plan,
Contingency plan, Horizon plan and Action plan.
PlanningPlanning concerns knowing what you want to achieve but as yet not knowing how to get there. It usually begins with devising various strategies, assessing them and then choosing one of the options to go with. At this point, you have, in effect, cut all ties with the other options. If you choose incorrectly it can be prove very costly.
MilestonesAll projects of any length will be broken down into stages often referred to as milestones.
There will be a progress review at each milestone.
Without this, control will be lacking and project success will be unlikely.
Detailed PlanningIt covers, identifying tasks, estimating effort / duration,
identifying dependencies, constructing the dependency network, assigning responsibilities,
allocating resources, producing a Gantt chart and refining the plan
Cash flowIt describes the classic S-curve showing cash flow throughout the lifecycle of a project. Statistical process controlIn order to highlight some of the principles and advantages of using statistical techniques
we have included FED (factorial experiment design) and
SPC (statistical process control) for an introduction of this area.
Project managerKey responsibilities are to plan, organise, co-ordinate, control and lead.
No project will succeed without adequate planning and organisation.
Co-ordination of activity will require excellent communication skills.
Construction projectsThis area is designed to show some general aspects of project management within the construction industry.
You will find here some techniques that the small business or individual may find useful.
How you apply the techniques will also depend upon the size of the project.
Problem solvingCovers simple techniques such as the process of assessing, planning, implementing, monitoring and acting.
The use of brain storming, Pareto analysis, cause and effect diagrams, process analysis, and the six word system.
Writing reportsReport writing is a specialised section of the wider use of writing techniques.
This will include writing for essays and dissertations at various levels of education.
Project management will require them at some point.
Manual methodsMuch project management is now carried out using computer software.
However, it is often useful to understand some manual techniques which underpin the former.
These sections try to give a brief indication of some manual methods.
Resource levellingClearly resource needs cannot be eliminated just by having as much of it as you wish.
The procurement of the resource is one issue and the efficient use of that resource is another.
Project management systemsAreas covered are Six Sigma, SCRUM, Earned Value Management,
Sensitivity Analysis and PMBOK.
Quality function deploymentQuality Function Deployment is a process for customer driven product design.
It is a process that takes the input from a customer and converts
this into design requirements for a product or service.
TRIZTRIZ, unlike techniques such as brainstorming (which is based on random idea generation), aims to create an algorithmic approach to the invention of new systems, and the refinement of old systems.

A simple yet detailed example in Word format tries to show how the major areas of project management may be used in practice.

Much of the information is cross referenced to a detailed glossary.

38 project management templates with full accompanying notes will help project managers save time.

The product contains over 220,000 words.

A glossary identifies approaching 400 project management definitions.

These range from generic terminology to those specific to PRINCE2 2005 and 2009 as well as other project management systems.

PRINCE2® 2005This product covers ALL of the information contained in:
‘Managing successful Projects with PRINCE2 – 2005 edition’.
Processes Components Techniques
  • PROCESSES
  • Starting up a Project (SU)Appointing an Executive and a Project Manager (SU1)
    Designing a Project Management Team (SU2)
    Appointing a Project Management Team (SU3)
    Preparing a Project Brief (SU4)
    Defining Project Approach (SU5)
    Planning an Initiation Stage (SU6)
  • Initiating a Project (IP)Planning Quality (IP1)
    Planning a Project (IP2)
    Refining a Business Case and Risks (IP3)
    Setting up Project Controls (IP4)
    Setting up Project Files (IP5)
    Assembling a Project Initiation Document (IP6)
  • Directing a Project (DP)Authorising Initiation (DP1)
    Authorising a Project (DP2)
    Authorising a Stage or Exception Plan (DP3)
    Giving Ad Hoc Direction (DP4)
    Confirming Project Closure (DP5)
  • Controlling a Stage (CS)Authorising Work Packages (CS1)
    Assessing Progress (CS2)
    Capturing Project Issues (CS3)
    Examining Project Issues (CS4)
    Reviewing Stage Status (CS5)
    Reporting Highlights (CS6)
    Taking Corrective Action (CS7)
    Escalating Project Issues (CS8)
    Receiving Completed Work Packages (CS9)
  • Managing Product Delivery (MP)Accepting a Work Package (MP1)
    Executing a Work Package (MP2)
    Delivering a Work Package (MP3)
  • Managing Stage Boundaries (SB)Planning a Stage (SB1)
    Updating a Project Plan (SB2)
    Updating a Project Business Case (SB3)
    Updating the Risk Log (SB4)
    Reporting Stage End (SB5)
    Producing an Exception Plan (SB6)
  • Closing a Project (CP)Decommissioning a Project (CP1)
    Identifying Follow-on-Actions (CP2)
    Evaluating a Project (CP3)
  • Planning (PL)Designing a Plan (PL1)
    Defining and Analysing Products (PL2)
    Identifying Activities and Dependencies (PL3)
    Estimating (PL4)
    Scheduling (PL5)
    Analysing Risks (PL6)
    Completing a Plan (PL7)
  • COMPONENTS
  • Business caseWhat is a Business Case?
    What should a Business Case contain?
    Developing a Business Case
    Development path of the Business Case
  • OrganisationOverview
    The PRINCE2 Project Management Team
    Project Support
  • PlansBenefits of planning
    What is a plan?
    What are the elements of a plan?
    The PRINCE2 approach*
    Levels of plan
  • ControlsPurpose of control
    Controls overview
    Project start-up
    Controlled progress
    Controlled close
    Stages
  • Management of riskWhat is risk management?
    Risk principles
    The risk management cycle
    Risk profile
    Budgeting for risk management
    Mapping the management of risk to the PRINCE2 processes
    Interdependencies
    Further risk management considerations
  • Quality in a project environmentPurpose
    What is quality?
    Quality management
    The quality path
    Making project quality work
  • Configuration managementPurpose
    Definition
    Baseline
    Managing the configuration
    Configuration management method
    Configuration management and change control
    Configuration management and Project Support Office
  • Change controlPurpose
    Project issue management
    Authority levels
    Integrity of change
    Management of change and configuration management
  • TECHNIQUES
  • Product-based planningThe four products of product-based planning
    The benefits of product-based planning
    Producing a product description of the final product
    Producing a Product Breakdown Structure
    Writing a Product Description
    Producing a Product Flow Diagram
    Product-based planning example
    Further examples
    Guidance on creating a product-based plan
  • Change controlChange control steps
  • Quality reviewsWhat is a quality review?
    Quality review benefits
    Context
    Overview of the quality review technique

Contains specific PRINCE2 2005 templates as well as full supporting documents in Excel and Word.

The product contains over 109,000 words.

Includes a full list of contents and appendices.

Also, the processes 'information needs' are provided separately.

  • Appendices
  • HealthcheckOver 200 useful checklist questions across the processes provided for convenience in Word or Excel format.
  • Product descriptionsSee the full list below.
  • Project document managementProject file
    Stage files
    Quality file
  • Project management team rolesProject Board
    Executive
    Senior User
    Senior Supplier
    Project Manager
    Team Manager
    Project Assurance
    Project Support
    Configuration Librarian
    Project Support Office
  • Risk categoriesStrategic / commercial
    Economic / financial / market
    Legal and regulatory
    Organisational / management / human factors
    Political
    Environmental
    Technical / operational / infrastructure

Product Descriptions

  • Acceptance Criteria
  • Business Case
  • Checkpoint Report
  • Communication Plan
  • Configuration Item Record
  • Configuration Management Plan
  • Customer’s quality expectations
  • Daily Log
  • End Project Report
  • End Stage Report
  • Exception Plan
  • Exception Report
  • Follow-on Action Recommendations
  • Highlight Report
  • Issue Log
  • Lessons Learned Log
  • Lessons Learned Report
  • Off-specification
  • Post-Project Review Plan
  • Product Breakdown Structure
  • Product Checklist
  • Product Description
  • Product Flow Diagram
  • Product Status Account
  • Project Approach
  • Project Brief
  • Project Initiation Document
  • Project Issue
  • Project Mandate
  • Project Plan
  • Project Quality Plan
  • Quality Log
  • Request for Change
  • Risk Log
  • Stage Plan
  • Work Package
PRINCE2® 2009This product covers ALL of the information contained in:
‘Managing successful Projects with PRINCE2 – 2009 edition’.
Principles
Themes Processes Tailoring
  • 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 environment
  • THEMES
  • Business Case
    • 4.1 Purpose
    • 4.2 Business Case defined
      • 4.2.1 What is a Business Case?
      • 4.2.2 Outputs, outcomes and benefits
      • 4.2.3 Types of Business Case
    • 4.3 The PRINCE2 approach to the Business Case
      • 4.3.1 Developing the Business Case
      • 4.3.2 Verifying and maintaining the Business Case
      • 4.3.3 Confirming the benefits
      • 4.3.4 The contents of a Business Case
        • 4.3.4.1 Reasons
        • 4.3.4.2 Business options
        • 4.3.4.3 Expected benefits
        • 4.3.4.4 Expected dis-benefits
        • 4.3.4.5 Timescale
        • 4.3.4.6 Costs
        • 4.3.4.7 Investment appraisal
        • 4.3.4.8 Major risks
    • 4.4 Responsibilities
  • Organisation
    • 5.1 Purpose
    • 5.2 Organization defined
      • 5.2.1 Project
      • 5.2.2 Programme
      • 5.2.3 Corporate organization
      • 5.2.4 Roles and jobs
      • 5.2.5 Three project interests
    • 5.3 The PRINCE2 approach to organization
      • 5.3.1 Levels of organization
      • 5.3.2 The project management team
        • 5.3.2.1 Project management team structure
        • 5.3.2.2 Project Board
        • 5.3.2.3 Project Assurance
        • 5.3.2.4 Change Authority
        • 5.3.2.5 Size of the Project Board
        • 5.3.2.6 Project Manager
        • 5.3.2.7 Team Manager
        • 5.3.2.8 Project Support
        • 5.3.2.9 Dealing with changes to the project management team
      • 5.3.3 Working with the project team
        • 5.3.3.1 Balancing the project, team and individual
        • 5.3.3.2 Training needs for project teams
        • 5.3.3.3 Part-time teams
      • 5.3.4 Working with the corporate organization
        • 5.3.4.1 Line management/functional management
        • 5.3.4.2 Centre of excellence
      • 5.3.5 Working with stakeholders
        • 5.3.5.1 Types of stakeholder
        • 5.3.5.2 Stakeholder engagement
        • 5.3.5.3 The Communication Management Strategy
    • 5.4 Responsibilities
  • Quality
    • 6.1 Purpose
    • 6.2 Quality defined
      • 6.2.1 Quality
      • 6.2.2 Scope
      • 6.2.3 Quality management and quality management systems
      • 6.2.4 Quality planning
      • 6.2.5 Quality control
      • 6.2.6 Quality assurance
    • 6.3 The PRINCE2 approach to quality
      • 6.3.1 Quality planning
        • 6.3.1.1 The customer’s quality expectations
        • 6.3.1.2 Acceptance criteria
        • 6.3.1.3 The Project Product Description
        • 6.3.1.4 The Quality Management Strategy
        • 6.3.1.5 Product Descriptions
        • 6.3.1.6 The Quality Register
      • 6.3.2 Quality control
        • 6.3.2.1 Quality methods
        • 6.3.2.2 Quality records
        • 6.3.2.3 Approval records
        • 6.3.2.4 Acceptance records
    • 6.4 Responsibilities
  • Plans
    • 7.1 Purpose
    • 7.2 Plans defined
      • 7.2.1 What is a plan?
      • 7.2.2 What is planning?
      • 7.2.3 Levels of plan
      • 7.2.4 The Project Plan
      • 7.2.5 Stage Plans
      • 7.2.6 Team Plans
      • 7.2.7 Exception Plans
    • 7.3 The PRINCE2 approach to plans
      • 7.3.1 Philosophy
      • 7.3.2 Prerequisites for planning design the plan
      • 7.3.3 Define and analyse the products
        • 7.3.3.1 Write the Project Product Description
        • 7.3.3.2 Create the product breakdown structure
        • 7.3.3.3 Write the Product Descriptions
        • 7.3.3.4 Create the product flow diagram
      • 7.3.4 Identify activities and dependencies
        • 7.3.4.1 Activities
        • 7.3.4.2 Dependencies
      • 7.3.5 Prepare estimates
      • 7.3.6 Prepare the schedule
      • 7.3.6.1 Define activity sequence
      • 7.3.6.2 Assess resource availability
      • 7.3.6.3 Assign resources
      • 7.3.6.4 Level resource usage
      • 7.3.6.5 Agree control points
      • 7.3.6.6 Define milestones
      • 7.3.6.7 Calculate total resource requirements and costs
      • 7.3.7 Analyse the risks
      • 7.3.8 Document the plan
    • 7.4 Responsibilities
  • Risk
    • 8.1 Purpose
    • 8.2 Risk defined
      • 8.2.1 What is a risk?
      • 8.2.2 What is at risk?
      • 8.2.3 What is risk management?
    • 8.3 The PRINCE2 approach to risk
      • 8.3.1 Management of Risk (M_o_R) principles
      • 8.3.2 Risk management in projects
      • 8.3.3 Risk Management Strategy
      • 8.3.4 Risk Register
      • 8.3.5 Risk management procedure
        • 8.3.5.1 Identify
        • 8.3.5.2 Assess
        • 8.3.5.3 Plan
        • 8.3.5.4 Implement
        • 8.3.5.5 Communicate
      • 8.3.6 Risk budget
    • 8.4 Responsibilities
  • Change
    • 9.1 Purpose
    • 9.2 Change defined
      • 9.2.1 Issue and change control
      • 9.2.2 Configuration management
      • 9.2.3 Issues
      • 9.2.4 Types of issue
    • 9.3 The PRINCE2 approach to change
      • 9.3.1 Establish controls
        • 9.3.1.1 Configuration Management Strategy
        • 9.3.1.2 Configuration Item Records
        • 9.3.1.3 Product Status Account
        • 9.3.1.4 Daily Log
        • 9.3.1.5 Issue Register
        • 9.3.1.6 Issue Report
      • 9.3.2 Configuration management procedure
      • 9.3.3 Issue and change control procedure
        • 9.3.3.1 Capture
        • 9.3.3.2 Examine
        • 9.3.3.3 Propose
        • 9.3.3.4 Decide
        • 9.3.3.5 Implement
    • 9.4 Responsibilities
  • Progress
    • 10.1 Purpose
    • 10.2 Progress defined
      • 10.2.1 What is progress?
      • 10.2.2 What are progress controls?
      • 10.2.3 Exceptions and tolerances
    • 10.3 The PRINCE2 approach to progress
      • 10.3.1 Delegating authority
        • 10.3.1.1 The four levels of management
        • 10.3.1.2 Project Board controls
        • 10.3.1.3 Project Manager controls
      • 10.3.2 Use of management stages for control
      • 10.3.3 Event-driven and time-driven controls
        • 10.3.3.1 Baselines for progress control
        • 10.3.3.2 Reviewing progress
        • 10.3.3.3 Capturing and reporting lessons
        • 10.3.3.4 Reporting progress
      • 10.3.4 Raising exceptions
    • 10.4 Responsibilities
  • PROCESSES
  • Starting up a project
    • 12.1 Purpose
    • 12.2 Objective
    • 12.3 Context
    • 12.4 Activities
      • 12.4.1 Appoint the Executive and the Project Manager
      • 12.4.2 Capture previous lessons
      • 12.4.3 Design and appoint the project management team
      • 12.4.4 Prepare the outline Business Case
      • 12.4.5 Select the project approach and assemble the Project Brief
      • 12.4.6 Plan the initiation stage
  • Directing a project
    • 13.1 Purpose
    • 13.2 Objective
    • 13.3 Context
    • 13.4 Activities
      • 13.4.1 Authorize initiation
      • 13.4.2 Authorize the project
      • 13.4.3 Authorize a Stage or Exception Plan
      • 13.4.4 Give ad hoc direction
      • 13.4.5 Authorize project closure
  • Initiating a project
    • 14.1 Purpose
    • 14.2 Objective
    • 14.3 Context
    • 14.4 Activities
      • 14.4.1 Prepare the Risk Management Strategy
      • 14.4.2 Prepare the Configuration Management Strategy
      • 14.4.3 Prepare the Quality Management Strategy
      • 14.4.4 Prepare the Communication Management Strategy
      • 14.4.5 Set up the project controls
      • 14.4.6 Create the Project Plan
      • 14.4.7 Refine the Business Case
      • 14.4.8 Assemble the Project Initiation Documentation
  • Controlling a stage
    • 15.1 Purpose
    • 15.2 Objective
    • 15.3 Context
    • 15.4 Activities
      • 15.4.1 Authorize a Work Package
      • 15.4.2 Review Work Package status
      • 15.4.3 Receive completed Work Packages
      • 15.4.4 Review the stage status
      • 15.4.5 Report highlights
      • 15.4.6 Capture and examine issues and risks
      • 15.4.7 Escalate issues and risks
      • 15.4.8 Take corrective action
  • Managing product delivery
    • 16.1 Purpose
    • 16.2 Objective
    • 16.3 Context
    • 16.4 Activities
      • 16.4.1 Accept a Work Package
      • 16.4.2 Execute a Work Package
      • 16.4.3 Deliver a Work Package
  • Managing a stage boundary
    • 17.1 Purpose
    • 17.2 Objective
    • 17.3 Context
    • 17.4 Activities
      • 17.4.1 Plan the next stage
      • 17.4.2 Update the Project Plan
      • 17.4.3 Update the Business Case
      • 17.4.4 Report stage end
      • 17.4.5 Produce an Exception Plan
  • Closing a project
    • 18.1 Purpose
    • 18.2 Objective
    • 18.3 Context
    • 18.4 Activities
      • 18.4.1 Prepare planned closure
      • 18.4.2 Prepare premature closure
      • 18.4.3 Hand over products
      • 18.4.4 Evaluate the project
      • 18.4.5 Recommend project closure
  • TAILORING
  • What is tailoring?
  • General approach to tailoring
    • 19.2.1 Applying the principles
    • 19.2.2 Adapting the themes
    • 19.2.3 Applying the organizations terms and language
    • 19.2.4 Adapting the management products
    • 19.2.5 Adapting the roles
    • 19.2.6 Adapting the processes
  • Examples
  • Projects in a programme environment
    • 19.4.1 Themes
      • 19.4.1.1 Business Case
      • 19.4.1.2 Organization
      • 19.4.1.3 Quality
      • 19.4.1.4 Plans
      • 19.4.1.5 Risk
      • 19.4.1.6 Change
      • 19.4.1.7 Progress
    • 19.4.2 Processes
    • 19.4.3 Management products
  • Project scale
    • 19.5.1 Simple project
      • 19.5.1.1 Themes
      • 19.5.1.2 Processes
      • 19.5.1.3 Management products
  • Commercial customer/supplier environment
    • 19.6.1 Themes
      • 19.6.1.1 Business Case
      • 19.6.1.2 Organization
      • 19.6.1.3 Quality
      • 19.6.1.4 Plans
      • 19.6.1.5 Risk
      • 19.6.1.6 Change
      • 19.6.1.7 Progress
    • 19.6.2 Processes
    • 19.6.3 Management products
  • Multi-organization projects
  • Project type
    • 19.8.1 Lifecycle models
    • 19.8.2 The evolving project
    • 19.8.3 The feasibility project
  • Sector differences
    • 19.9.1 Senior Responsible Owner
    • 19.9.2 OGC Gateway Review
  • Project management Bodies of Knowledge

Contains specific PRINCE2 2009 templates as well as full supporting documents in Excel and Word.

The product contains over 149,000 words.

Includes a full list of contents and appendices.

  • Appendices
  • Product description outlines See the full list below
  • Governance
  • Roles and responsibilities Project Board
    Executive
    Senior User
    Senior Supplier
    Project Manager
    Team Manager
    Project Assurance
    Change Authority
    Project Support
  • Product-based planning example Scenario
    Example of a Project Product Description
    Examples of a product breakdown structure
    Example of a Product Description
    Product flow diagram
  • Health check
    • Starting up a Project
    • Directing a Project
      • Authorize initiation
      • Authorize the project
      • Authorize a Stage or Exception Plan
      • Give ad hoc direction
      • Authorize project closure
    • Initiating a Project
    • Controlling a Stage
    • Managing Product Delivery
    • Managing a Stage Boundary
    • Closing a Project

Product Descriptions

  • Benefits Review Plan
  • Business Case
  • Checkpoint Report
  • Communication Management Strategy
  • Configuration Item Record
  • Configuration Management Strategy
  • Daily Log
  • End Project Report
  • End Stage Report
  • Exception Report
  • Highlight Report
  • Issue Register
  • Issue Report
  • Lessons Log
  • Lessons Report
  • Plan
  • Product Description
  • Product Status Account
  • Project Brief
  • Project Initiation Documentation
  • Project Product Description
  • Quality Management Strategy
  • Quality Register
  • Risk Management Strategy
  • Risk Register
  • Work Package

Directing Projects with PRINCE2® This product complements PRINCE2® 2009.
Each section contains:

The purpose of the activity
What to expect from the Project Manager
The actions required of the Project Board
Area of focus for each Project Board role (Senior User, Senior Supplier, Executive, Project Assurance)
Suggested Project Board agendas
A checklist for the activity.

  • Overview of PRINCE2 Key definitions
    Structure of PRINCE2
    The role of senior management in PRINCE2
    What PRINCE2 does not provide
  • Project Board duties and behaviours Be accountable for the project
    Provide unified direction
    Delegate effectively
    Facilitate cross-functional integration
    Commit resources
    Ensure effective decision making
    Support the Project Manager
    Ensure effective communication
  • Starting up a Project Context
    Confirm the understanding of the project mandate
    Appoint the Executive and Project Manager
    Capture previous lessons Design and appoint the project management team
    Prepare the outline Business Case
    Prepare the Project Brief
    Prepare the Initiation Stage Plan
    Starting up a Project: summary
  • Authorize initiation Context
    Approve the Project Brief
    Approve the Initiation Stage Plan
    Communication
    Suggested Project Board agenda
    Authorize initiation: summary
  • Authorize the project Context
    Communication
    Review the End Stage Report for initiation
    Approve the Project Initiation Documentation
    Approve the next Stage Plan
    Suggested Project Board agenda
    Authorize the project: summary
  • Authorize a Stage or Exception Plan Context
    Review End Stage Reports
    Approve Stage or Exception Plans
    Assess project viability
    Suggested Project Board agenda
    Authorize a Stage or Exception Plan: summary
  • Give ad hoc direction Context
    Respond to requests
    Respond to reports
    Respond to external influences
    Focus of individual board members
    Communication
    Give ad hoc direction: summary
  • Authorize project closure Context
    Confirm handover and acceptance
    Approve the End Project Report
    Approve the Benefits Review Plan
    Communication
    Suggested Project Board agenda
    Authorize project closure: summary
  • Reviewing benefits Context
    Hold benefits reviews
    Close the Business Case
    Communication
    Suggested agenda for benefit reviews
    Reviewing benefits: summary
  • Tailoring PRINCE2 Introduction
    Environmental factors
    Project-related factors
    What does tailoring involve?
    Adapting the themes

PRINCE2® is a registered trade mark of the Cabinet Office.
The Swirl Logo™ is a trade mark of the Cabinet Office.

PRINCE2 has established itself as one of the most central and respected methods in the project management profession.

Examination figures have highlighted that over 500,000 PRINCE2 examinations have been taken in Europe alone, with over 95,000 across the rest of the world in the past six years.

Product benefits

  1. Product can be downloaded
  2. No prior skills are needed
  3. Saves a lot of time
  4. Easy to modify and train yourself and others
  5. Simple to understand
  6. You don't have to be a project manager
  7. 12 month money back guarantee
  8. Prices include VAT
  9. NO shipping charges

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