PRINCE2® Practitioner Extended Outline

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Course Description

This 3-day interactive PRINCE2 Practitioner certification-training program introduces the student to the details of doing Project Management as described in Projects in Controlled Environments version 2. Accredited by ACQUIROS, the course helps students prepare for the certification exam along with acquiring valuable insights from instructors with extensive practical experience in managing IT organizations and deploying effective Project Management principles and practices.

This course features lectures, discussion, team exercises and quizzes. It culminates with an optional, one-hour certification examination.

Who Should Attend

This course is suitable for all IT Management and Staff who need to understand the use of PRINCE2 in managing projects and their role in provisioning quality services for their customers.

Course Outline

Chapter 01 – Course Introduction

Lesson: Course Introduction
Welcome to the Course!
My ITSM Mentoring Community
Why Are You Here?
Using Bloom’s Taxonomy
What do you Expect?
Housekeeping in the Classroom & Online
Conventions Used
Quizzes & Exercises
PRINCE2 Qualification Scheme
PRINCE2 Practitioner Exam
Getting Started

Lesson: Frameworks, Standards & Methods in Context
Learning Objectives
What is a Framework
The PMBOK as a Framework
PMBOK in Context
What is a Standard?
ISO21500
What is a Methodology?
PRINCE2 as a Methodology
PMBOK Says – PRINCE2 Does
Portfolios, Programs & Projects
Enterprise – Portfolio, Program & Project

Lesson: PRINCE2 the Practice
Learning Objectives
The Context of PRINCE2 in Practice
Principles Embedded in Themes
Themes Applied to Processes
Processes Applied & Tailored to the Environment
Environment
Embedding
Tailoring
Customer/Supplier
Customer/Supplier Environment
Management Products in a Commercial Relationship

Lesson: Applying & Tailoring the PRINCE2 Methodology
Project Management as a Discipline
The PRINCE2 Adaptation
PRINCE2 Process Model

Chapter 02 – Pre-project Stage

Lesson: Pre-project
Introduction to Pre-project
Applying Themes

Lesson: Starting up a Project
Starting up a Project – Pre-project
SU Process
Starting up a Project Process (SU)
SU Activities
Appoint Executive & Project Manager
Purpose of the Daily Log
Composition – Daily Log (A7.2)
Capture Previous Lessons
Purpose of the Lesson Log
Composition – Lesson Log (A.14.2)
Four Levels of Project Management Structure
The Project Management Team
Project Board
Design & Appoint Project Management Team
Prepare Business Case Outline
Business Case Relationships
Purpose of the Business Case
Composition – Business Case
Quality Audit Trail – Project Products Description
Purpose of the Project Product Description
Composition – Project Product Description (A.21.2)
Select Project Approach & Assemble Project Brief
Purpose of the Project Brief
Composition – Project Brief (A19.2)
Plan the Initiation Stage
Tailoring Starting up a Project

Lesson: Directing a Project
Directing a Project – Pre-project
DP Process
Pre-project – Directing a Project (DP)
DP Activities – Pre-project
Authorize Initiation

Lesson: Themes in Pre-project
Overview – Themes in Pre-project
Business Case
Organization
Responsibilities Relevant to the Organization Theme
Plans
Progress

Lesson: Chapter Summary
Summary of Pre-project Processes
Summary of Starting up a Project Process (SU)
Summary of Directing a Project (DP)
Application of Themes in Pre-project

Chapter 03 – Initiation Stage

Lesson: Initiation
Introduction to the Initiation Stage
Applying Themes

Lesson: Initiating a Project
Initiating a Project
IP Process
Initiating a Project Process (IP)
IP Activities
Prepare the Risk Management Strategy
Purpose of the Risk Management Strategy
Composition – Risk Management Strategy (A.24.2)
Purpose of the Risk Register
Composition – Risk Register (A.25.2)
Prepare the Configuration Management Strategy
Purpose of the Configuration Management Strategy
Composition – Configuration Management Strategy (A.6.2)
Purpose of the Configuration Item Record
Composition – Configuration Item Record (A.5.2)
Purpose of the Issue Register
Composition – Issue Register (A.12.2)
Prepare the Quality Management Strategy
Purpose of the Quality Management Strategy
Composition – Quality Management Strategy (A22.2)
Purpose of the Quality Register
Composition – Quality Register (A.23.2)
Prepare the Communication Management Strategy
Purpose of Communication Management Strategy
Composition – Communication Management Strategy (A.4.2)
Set up the Project Controls
Set up Project Controls – Actions
Create the Project Plan
Purpose of a PlanCreate a Project Plan – Actions
Composition – Plan (A.16.2)
Create Product Description
Purpose of the Product Description
Composition – Product Description (A17.2)
Refine Business Case
Purpose of the Benefits Review Plan
Composition – Benefits Review Plan
Assemble the Project Initiation Documentation
Purpose of Project Initiation Documentation
Composition – Project Initiation Documentation (A.20.2)

Lesson: Managing a Stage Boundary
Initiation – Managing a Stage Boundary
SB Process
SB Activities – Initiation
Managing a Stage Boundary Process (SB)
Plan the Next Stage
Update the Project Plan
Update the Business Case
Report Stage End
Purpose of Lesson Report
Composition – Lesson Report (A.15.2)

Lesson: Directing a Project
Initiation – Directing a Project
DP Activities – Initiation
Directing a Project (DP)
Authorize the Project
Authorize the Stage or Exception Plan

Lesson: Themes in Initiation
Overview – Themes in Initiation
Business Case
Organization
Quality
Plans
PRINCE2 Plan Levels in Initiation
Risk
Responsibilities Relevant to the Risk Theme
Change
Progress

Lesson: Chapter Summary
Summary of the Initiation Processes
Summary of Initiating a Project (IP)
Summary of Managing a Stage Boundary (SB)
Summary of Directing a Project (DP)
Application of Themes in Initiation

Chapter 04 – Subsequent Delivery Stage
Learning Objectives

Lesson: Subsequent Delivery
Introduction to the Subsequent Delivery Stage
Subsequent Delivery Control Loops
Applying Themes

Lesson: Controlling a Stage
Subsequent Delivery – CS
CS Process
CS Activities
Controlling a Stage
Authorize a Work Package
Purpose of the Work Package
Composition – Work Package (A26.2)
Review Work Package Status
Receive Completed Work Package
Review the Stage Status
Report Highlights
Purpose of the Highlight Report
Composition – Highlight Report (A.11.2)
Capture & Examine Issues & Risks
Purpose of the Issue Report
Composition – Issue Report (A.13.2)
Escalate Issues & Risks
Purpose of the Exception Report
Composition – Exception Report (A.10.2)
Take Corrective Action

Lesson: Managing Product Delivery
Subsequent Delivery – MP
MP Process
MP Activities
Managing Product Delivery (MP)
Accept a Work Package
Execute a Work Package
Purpose of the Checkpoint Report
Composition – Checkpoint Report (A.3.2)
Deliver a Work Package

Lesson: Managing a Stage Boundary
Subsequent Delivery – SB
SB Activities – Subsequent Delivery
Managing a Stage Boundary Process (SB)
Plan the Next Stage
Update the Project Plan
Update the Business Case
Report Stage End
Composition – End Stage Report
Produce an Exception Plan

Lesson: Directing a Project
Subsequent Delivery – DP
Directing a Project
DP Activities
Authorize the Stage or Exception Plan
Give Ad Hoc Direction

Lesson: Themes in Subsequent Delivery
Overview – Themes in Subsequent Delivery
Business Case
Organization
Quality
Apply the Aspects of Quality
Manage Expectations & Acceptance
Execute Quality Review Technique
Plans
PRINCE2 Plan Levels in Subsequent Delivery
Risk
Risk Management Procedure
Risk Response
Change
Project Board Decisions
Managing Configuration
Issue & Change Control Procedure
Responsibilities Relevant to the Change Theme
Progress
Management by Exception
Six Tolerance Areas
Delegated Tolerances & Reporting Progress
Responsibilities Relevant to the Progress Theme

Lesson: Chapter Summary
Summary of the Subsequent Delivery Processes
Summary of Controlling a Stage (CS)
Summary of Managing Product Delivery (MP)
Summary of Managing a Stage Boundary (SB)
Summary of Directing a Project (DP)
Application of Themes in Subsequent Delivery

Chapter 05 – Final Delivery Stage

Lesson: Managing Product Delivery
Final Delivery Stage – MP
MP Activities
Managing Product Delivery (MP)
Deliver a Work Package

Lesson: Controlling a Stage
Final Delivery Stage – CS
CS Activities
Controlling a Stage Process (CS)
Review Work Package Status
Receive Completed Work Package
Review the Stage Status

Lesson: Closing a Project
Final Delivery Stage – CP
CP Process
CP Activities
Closing a Project (CP)
Prepare Planned Closure
Purpose of Product Status Account
Composition – Product Status Account (A.18.2)
Prepare Premature Closure
Hand Over Products
Evaluate the Project
Purpose of End Project Report
Composition – End Project Report (A8.2)
Recommend Project Closure

Lesson: Directing a Project
Final Delivery – DP
DP Activities
Directing a Project (DP)
Authorize Project Closure

Lesson: Themes in Final Delivery
Overview – Themes in Final Delivery
Business Case
Organization
Quality
Plans
PRINCE2 Plan Levels in Final Delivery
Risk
Change
Progress

Lesson: Chapter Summary
Summary of the Final Delivery Stage Processes
Summary of Managing Product Delivery (MP)
Summary of Controlling a Stage (CS)
Summary of Closing a Project (CP)
Summary of Directing a Project (DP)
Application of Themes in Final Delivery

Prerequisites

None.

Exam

An optional 1-hour, 40 question, closed book, multiple choice examination is administered by an independent proctor at the end of the course. Certification is through ACQUIROS.

Credits Earned

18 PDU Credits

Course Director – Patrick von Schlag
Mr. von Schlag has more than 25 years of real-world experience managing IT and business organizations. He has served as a consultant, facilitator, and instructor in support of more than 200 ITSM program deployments, with a focus on practical benefits. He holds all 11 ITIL 2011 certifications and runs an accredited learning consultancy focused on “Making ITIL Work” in real organizations. He is a certified PRINCE2 Practitioner and has extensive experience integrating project management frameworks with other governance, service management, and quality frameworks. His customer list includes The Walt Disney Company, Microsoft, Nike, Sears, US Marine Corps, US Army, US Air Force, 2nd and 5th Fleet US Navy, DISA, IRS, Federal Reserve, The Hartford, Citigroup, Amgen, Los Angeles County, Port of Long Beach, GDIT, Accenture, Serco, Deloitte, and hundreds of other market-leading organizations.

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