Prince2® Foundation and Practitioner

• Getting started with PRINCE2® Foundation and Practitioner

• 0.1 Course Introduction
• 0.2 Objectives
• 0.3 Learning Objectives
• 0.4 PRINCE2® Foundation Examination
• 0.5 PRINCE2® Practitioner Examination
• 0.6 Syllabus for PRINCE2® Examination
• 0.7 Course Outline
• 0.8 Course Outline (contd.)
• 0.9 Course Outline (contd.)
• 0.10 Thank You

• 1.1 Introduction to PRINCE2®
• 1.2 Objectives
• 1.3 Organizational Challenges
• 1.4 Definition of Project
• 1.5 Need for Project Management Methodology
• 1.6 Introduction to PRINCE2®
• 1.7 Six Aspects of Project
• 1.8 Structure of PRINCE2®
• 1.9 Benefits of PRINCE2®
• 1.10 Quiz
• 1.11 Summary
• 1.12 Thank you

• 2.1 PRINCE2® Principles
• 2.2 Objectives
• 2.3 Seven Principles of PRINCE2®
• 2.4 Continued Business Justification
• 2.5 Learn From Experience
• 2.6 Roles and Responsibilities
• 2.7 Manage by Stages
• 2.8 Manage by Exception
• 2.9 Manage by Exception (contd.)
• 2.10 Focus on Products
• 2.11 Tailor to Suit the Project Environment
• 2.12 Quiz
• 2.13 Summary
• 2.14 Thank You

• 3.1 Introduction to PRINCE2® Themes
• 3.2 Objectives
• 3.3 PRINCE2® Themes—Introduction
• 3.4 Seven PRINCE2® Themes
• 3.5 Considerations for Applying PRINCE2® Themes
• 3.6 Quiz
• 3.7 Summary
• 3.8 Thank You

• 4.1 Business Case Theme
• 4.2 Objectives
• 4.3 Purpose of Business Case Theme
• 4.4 Business Case—Introduction
• 4.5 Outputs, Outcomes and Benefits of a Project
• 4.6 Relationship between Outputs, Outcomes and Benefits
• 4.7 Benefits Review Plan
• 4.8 Business Case for Different Types of Projects
• 4.9 PRINCE2® Approach to the Business Case
• 4.10 PRINCE2® Approach to the Business Case (contd.)
• 4.11 Development of Business Case
• 4.12 Verify and Maintain Business Case
• 4.13 Content of Business Case
• 4.14 Roles and Responsibilities in Business Case Theme
• 4.15 Quiz
• 4.16 Summary
• 4.17 Thank you

• 5.1 Organization Theme
• 5.2 Objectives
• 5.3 Purpose of Organization Theme
• 5.4 Programme—Introduction
• 5.5 Project—Introduction
• 5.6 Three Project Interests
• 5.7 Three Project Interests (contd.)
• 5.8 Examples of Three Project Interests
• 5.9 PRINCE2® Approach to Organization
• 5.10 Levels of Organization
• 5.11 Project Management Team Structure
• 5.12 Role of Executive
• 5.13 Role of Project Manager
• 5.14 Role of Senior User
• 5.15 Role of Project Board
• 5.16 Role of Senior Supplier
• 5.17 Role of Project Board (contd.)
• 5.18 Role of Project Assurance
• 5.19 Role of Change Authority
• 5.20 Role of Team Manager
• 5.21 Role of Project Support
• 5.22 Working with the Project Team
• 5.23 Working with the Corporate Organization
• 5.24 Working with Stakeholders
• 5.25 Procedure for Stakeholder Engagement
• 5.26 Procedure for Stakeholder Engagement—Example
• 5.27 Communication Management Strategy
• 5.28 Roles and Responsibilities in Organization Theme
• 5.29 Quiz
• 5.30 Summary
• 5.31 Thank you

• 6.1 Quality Theme
• 6.2 Objectives
• 6.3 Purpose of Quality Theme
• 6.4 Quality Term—Definition
• 6.5 Quality Terms—Definition (contd.)
• 6.6 Quality Terms—Definition (contd.)
• 6.7 Project vs. Quality Assurance
• 6.8 PRINCE2® Approach to Quality
• 6.9 Quality Planning
• 6.10 Quality Planning (contd.)
• 6.11 Customer’s Quality Expectations
• 6.12 Customer’s Quality Expectations—Considerations
• 6.13 Acceptance Criteria
• 6.14 Acceptance Criteria (contd.)
• 6.15 Project Product Description
• 6.16 Project Product Description (contd.)
• 6.17 Quality Management Strategy
• 6.18 Product Descriptions
• 6.19 Product Descriptions (contd.)
• 6.20 Quality Method
• 6.21 Appraisal Method
• 6.22 Quality Responsibilities
• 6.23 Example of Quality Responsibilities
• 6.24 Quality Register
• 6.25 Example of Quality Register
• 6.26 Quality Control
• 6.27 Quality Control (contd.)
• 6.28 Quality Review Techniques
• 6.29 Roles in Review Team
• 6.30 Review Preparation
• 6.31 Agenda of Review Meeting
• 6.32 Agenda of Review Meeting (contd.)
• 6.33 Review Follow-up
• 6.34 Revisiting the Quality Review Technique
• 6.35 Benefits of Quality Review Technique
• 6.36 Revisiting the Quality Review Roles
• 6.37 Quality Records
• 6.38 Approval and Acceptance Records
• 6.39 Roles and Responsibilities in Quality Theme
• 6.40 Quiz
• 6.41 Summary
• 6.42 Thank you

• 7.1 Introduction
• 7.2 Objectives
• 7.3 Purpose of Plans Theme
• 7.4 Plans Terms—Definitions
• 7.5 Levels of Plan
• 7.6 Project Plan
• 7.7 Project Plan (contd.)
• 7.8 Stage Plan
• 7.9 Team Plan
• 7.10 Exception Plans
• 7.11 PRINCE2® Approach to Plans
• 7.12 Design the Plan
• 7.13 Define and Analyze the Products
• 7.14 Identify Activities
• 7.15 Identify Dependencies
• 7.16 Identify Dependencies—Example
• 7.17 Prepare the Estimates
• 7.18 Prepare the Schedule
• 7.19 Prepare the Schedule (contd.)
• 7.20 Analyze the Risks
• 7.21 Document the Plan
• 7.22 Benefits of Product-based Planning Technique
• 7.23 Product-based Planning—Scenario
• 7.24 Product-based Planning—Scenario (contd.)
• 7.25 Product-based Planning—Scenario (contd.)
• 7.26 Example of Product-based Planning—Project Product Description
• 7.27 Example of Product-based Planning—Product Breakdown Structure
• 7.28 Example of Product-based Planning—Product Breakdown Structure (contd.)
• 7.29 Example of Product-based Planning—Product Flow Diagram
• 7.30 Roles and Responsibilities in Plans Theme
• 7.31 Quiz
• 7.32 Summary
• 7.33 Thank you

• 8.1 Risk Theme
• 8.2 Objectives
• 8.3 Purpose of Risk Theme
• 8.4 Risk Terms—Definitions
• 8.5 Risk—Example
• 8.6 Risk Management
• 8.7 PRINCE2® Approach to Risk
• 8.8 Risk Management Strategy
• 8.9 Risk Register
• 8.10 Risk Register (contd.)
• 8.11 Risk Management Procedure
• 8.12 Risk Management Procedure—Identify
• 8.13 Risk Identification Techniques
• 8.14 Example of Identify
• 8.15 Risk Cause, Risk Event and Risk Effect
• 8.16 Example of Risk Cause, Risk Event and Risk Effect
• 8.17 Risk Management Procedure—Assess
• 8.18 Probability Impact Grid
• 8.19 Risk Management Procedure—Plan
• 8.20 Threat and Opportunity Responses
• 8.21 Example of Risk Responses
• 8.22 Example of Risk Responses (contd.)
• 8.23 Risk Management Procedure—Implement
• 8.24 Example of Implement
• 8.25 Risk Management Procedure—Communicate
• 8.26 Risk Budget
• 8.27 Roles and Responsibilities in Risk Theme
• 8.28 Quiz
• 8.29 Summary
• 8.30 Thank You

• 9.1 Change Theme
• 9.2 Objectives
• 9.3 Purpose of Change Theme
• 9.4 Change Terms—Definitions
• 9.5 Change—Terms Definitions (contd.)
• 9.6 Types of Issues
• 9.7 PRINCE2® Approach to Change—Establish Controls
• 9.8 Configuration Management Strategy
• 9.9 Configuration Management Strategy (contd.)
• 9.10 Configuration Management Strategy (contd.)
• 9.11 Configuration Management Strategy—Example
• 9.12 Key Terms In Change Theme
• 9.13 Key Terms In Change Theme (contd.)
• 9.14 Key Terms In Change Theme—Example
• 9.15 Configuration Management Procedure
• 9.16 Issue and Change Control Procedure
• 9.17 Decision Making
• 9.18 Decision Making (contd.)
• 9.19 Roles and Responsibilities in Change Theme
• 9.20 Quiz
• 9.21 Summary
• 9.22 Thank You

• 10.1 Progress Theme
• 10.2 Objectives
• 10.3 Purpose of Progress Theme
• 10.4 Progress Terms—Definition
• 10.5 Progress Terms—Definition (contd.)
• 10.6 Six Tolerance Areas by Level
• 10.7 Six Tolerance Areas by Level (contd.)
• 10.8 PRINCE2® Approach to Progress
• 10.9 Delegating Authority
• 10.10 Delegating Authority (contd.)
• 10.11 Delegating Authority (contd.)
• 10.12 Delegating Authority (contd.)
• 10.13 Use of Management Stages for Control
• 10.14 Number of Stages
• 10.15 Number of Stages (contd.)
• 10.16 Length of Stages
• 10.17 Length of Stages (contd.)
• 10.18 Technical Stages
• 10.19 Technical Stages (contd.)
• 10.20 Event-Driven and Time-Driven Controls
• 10.21 Event-Driven and Time-Driven Controls (contd.)
• 10.22 Event-Driven and Time-Driven Controls (contd.)
• 10.23 Capturing and Reporting Lessons
• 10.24 Reporting Progress
• 10.25 Reporting Progress (contd.)
• 10.26 Raising Exceptions
• 10.27 Example of Raising Exceptions
• 10.28 Example of Raising Exceptions (Contd.)
• 10.29 Roles and Responsibilities in Progress Theme
• 10.30 Quiz
• 10.31 Summary
• 10.32 Thank You

• 11.1 Introduction to PRINCE2® Processes
• 11.2 Objectives
• 11.3 Seven PRINCE2® Processes
• 11.4 PRINCE2® Journey
• 11.5 PRINCE2® Journey—Pre-project
• 11.6 PRINCE2® Journey—Initiation Stage
• 11.7 PRINCE2® Journey—Subsequent Delivery Stages
• 11.8 PRINCE2® Journey—Final Delivery Stage
• 11.9 PRINCE2® Process Model
• 11.10 Structure of the Process Chapters
• 11.11 Management Products
• 11.12 Key to Process Diagrams
• 11.13 Quiz
• 11.14 Summary
• 11.15 Thank You

• 12.1 Starting up a Project Process
• 12.2 Objectives
• 12.3 Purpose of Starting up a Project
• 12.4 Objective of Starting up a Project
• 12.5 Starting up a Project—Overview
• 12.6 Starting Up a Project—Activities
• 12.7 Starting Up a Project—Recommendations
• 12.8 Project Brief
• 12.9 Outline Business Case
• 12.10 Starting up a Project Process—Exercise
• 12.11 Quiz
• 12.12 Summary
• 12.13 Thank you

• 13.1 Directing a Project Process
• 13.2 Objectives
• 13.3 Directing a Project Process—Project Board
• 13.4 Purpose of Directing a Project
• 13.5 Objective of Directing A Project
• 13.6 Directing a Project—Overview
• 13.7 Directing a Project—Activities
• 13.8 Authorize Initiation
• 13.9 Authorize the Project
• 13.10 Authorize a Stage or Exception Plan
• 13.11 Give Ad Hoc Direction
• 13.12 Authorize a Project Closure
• 13.13 Directing a Project Process—Exercise
• 13.14 Quiz
• 13.15 Summary
• 13.16 Thank You

• 14.1 Initiating a Project Process
• 14.2 Objectives
• 14.3 Purpose of Initiating a Project
• 14.4 Objective of Initiating a Project
• 14.5 Initiating a Project—Overview
• 14.6 Initiating a Project—Activities
• 14.7 Risk Management Strategy
• 14.8 Configuration Management Strategy
• 14.9 Quality Management Strategy
• 14.10 Communication Management Strategy
• 14.11 Initiating a Project—Strategies
• 14.12 Initiating a Project—Assemble the Pid
• 14.13 Initiating a Project Process—Exercise
• 14.14 Quiz
• 14.15 Summary
• 14.16 Thank You

• 15.1 Controlling a Stage Process
• 15.2 Objectives
• 15.3 Purpose of Controlling a Stage
• 15.4 Objective of Controlling a Stage
• 15.5 Controlling a Stage—Overview
• 15.6 Controlling a Stage—Activities
• 15.7 Controlling a Stage Process—Exercise
• 15.8 Quiz
• 15.9 Summary
• 15.10 Thank You

• 16.1 Managing Product Delivery Process
• 16.2 Objectives
• 16.3 Purpose of Managing Product Delivery
• 16.4 Objective of Managing Product Delivery
• 16.5 Managing Product Delivery—Overview
• 16.6 Managing Product Delivery—Activities
• 16.7 Managing a Product Delivery Process—Exercise
• 16.8 Quiz
• 16.9 Summary
• 16.10 Thank You

• 17.1 Managing a Stage Boundary Process
• 17.2 Objectives
• 17.3 Purpose of Managing a Stage Boundary
• 17.4 Objective of Managing a Stage Boundary
• 17.5 Objective of Managing a Stage Boundary (contd.)
• 17.6 Managing a Stage Boundary—Overview
• 17.7 Managing a Stage Boundary—Activities
• 17.8 Managing a Stage Boundary—Recommended Actions
• 17.9 Produce An Exception Plan
• 17.10 Managing a Stage Boundary Process—Exercise
• 17.11 Quiz
• 17.12 Summary
• 17.13 Thank You

• 18.1 Closing a Project Process
• 18.2 Objectives
• 18.3 Purpose of Closing a Project
• 18.4 Closing a Project
• 18.5 Objectives of Closing a Project
• 18.6 Closing a Project—Overview
• 18.7 Closing a Project—Activities
• 18.8 Closing a Project—Activities (contd.)
• 18.9 Closing a Project—Exercise
• 18.10 Quiz
• 18.11 Summary
• 18.12 Thank You

• 19.1 Tailoring PRINCE2® to Project Environment
• 19.2 Objectives
• 19.3 Embedding and Tailoring
• 19.4 Approach to Tailoring
• 19.5 Applying PRINCE2®
• 19.6 Applying PRINCE2® (contd.)
• 19.7 Quiz
• 19.8 Summary
• 19.9 Thank You

• 20.1 PRINCE2® Practitioner Exam and Exercises
• 20.2 Objectives
• 20.3 Introduction to PRINCE2® Practitioner Exam
• 20.4 Structure of PRINCE2® Practitioner Exam
• 20.5 PRINCE2® Practitioner—Syllabus
• 20.6 PRINCE2® Practitioner—Exam Pattern
• 20.7 Question Type—Multiple Choice Questions
• 20.8 Question Type—Multiple Response Questions
• 20.9 Question Type—Match the Column Questions
• 20.10 Question Type—Sequencing Questions
• 20.11 Question Type Assertion and Reason
• 20.12 Question Type Assertion and Reason (contd.)
• 20.13 Sample Scenario
• 20.14 Sample Scenario—based Exercises for Practice
• 20.15 Additional Sample Exam Papers
• 20.16 Thank You

• Final Words

• Introduction
• The exam content
• Using the manual during the exam
• Organization topic
• Risk topic
• Progress and Change topics
• Quality and Plans topics
• Business Case topic
• Processes topic
• PRINCE2 Exam – Syllabus Areas
• Key sections
• Tips and tricks summary

To take the Practitioner exam, you need to clear the Foundation exam first. This is a one-hour exam consisting of 75 multiple-choice questions. Of these 75 questions, 5 are trial questions and do not contribute toward the score. Since a participant will not be able to identify the trial questions, all the questions have to be answered.

To pass the PRINCE2® foundation examination, one must score at least 50 percent. That is, 35 out of 70 questions answered should be correct. The Practitioner examination is based on scenarios. There are 8 questions, each comprising two to five parts. Participants will have to score 55 percent to pass the examination.

The duration of the examination is two and a half hours.

The PRINCE2® Foundation examination is a closed book examination. The book cannot be carried inside the examination centre.

Anyone interested in project management can attempt this certification examination. There is no mandatory qualification mentioned. But, it is suggested that you be involved in a project management environment for at least two years before taking this certification. Individuals appearing for the Practitioner examination should clear the Foundation exam before attending.

You can enroll for the PRINCE2® Foundation and Practitioner training online. Payments can be made using any of the following options and receipt of the same will be issued to the candidate automatically via email.

• 1 Through PayPal
• 2 Through Stripe

You will have access to the PRINCE2® Foundation and Practitioner online e-learning and practice tests along with the training.

Yes, you can change the city, place and date for any classroom training. However, a rescheduling fee is charged. For more information, please go through our Rescheduling Policy.

Once you register with us for a course by paying the course fee, you can have 24/7 access to the PRINCE2® Foundation and Practitioner e-learning content on our website. An automated course purchase confirmation mail from our side will guide you through the process.

PRINCE2® (PRojects In Controlled Environments) is one of the widely used project management methods.

PRINCE2® Foundation and Practitioner is generic and can be applied to any project across all industries and organizations.

There is no eligibility criterion for attempting the PRINCE2® Foundation exam, however in order to opt for PRINCE2® Practitioner exam one needs to pass PRINCE2® Foundation exam.

The question format for PRINCE2® Foundation exam is multiple-choice format and descriptive question format for PRINCE2® Practitioner exam.

Yes, the course fee is inclusive of the examination fee.