PRINCE2® Practitioner
Courses PRINCE2® Practitioner and Foundation 5-day blended learning
 

PRINCE2® Practitioner and Foundation 5-day blended learning PRINCE2® Practitioner and Foundation 5-day blended learning

PRINCE2® is one of the most wildely recognized approaches to project management. It provides a clear road map for the delivery of successful projects. This course is for project managers and other staff who wish to be accredited to manage projects using the PRINCE2® methods. This course includes both the PRINCE2® Foundation and Practitioner exams. This PRINCE2® Practitioner Course uses active learning methods to develop the capability to apply PRINCE2® to projects within your work place in a pragmatic and appropriate way.

The Benefits of PRINCE2® Practitioner

The benefits of a PRINCE2® Practitioner qualification are:
  • PRINCE2® provides a structured approach to the management of projects. As a PRINCE2® Practitioner you will have a good understanding of how to apply this approach to projects resulting in improved chances of project success.
  • Improved job prospects. As a recognized PRINCE2® Practitioner your chances of being short listed will be improved for the many organisations that require project managers to have a PRINCE2® Practitioner qualification.

Course Learning Objectives For PRINCE2® Practitioner Course

By the end of this course you will be able to: 
  • Understand the need for project management and how PRINCE2® meets that requirement
  • Understand the PRINCE2® process model and apply the PRINCE2® processes
  • Prepare project plans using product based planning techniques and undertake risk analysis and risk management for the project
  • Prepare information for inclusion in the Project Initiation Documentation
  • Understand and apply techniques for the management of product development, quality control and change control
  • Take the PRINCE2® Foundation and Practitioner examination papers. 
Absolutely excellent, the best course I have been on! The quality of the tuition is of a very high standard. 

PRINCE2® Practitioner Course Content

The course will cover, in detail: 
  • The seven PRINCE2® processes, seven themes and seven principles described in the manual
  • Detailed case studies, with individual and syndicate work being used to apply the principles and techniques being taught
  • Sample examination papers, hints, tips and exam preparation
  • PRINCE2® Foundation and PRINCE2® Practitioners examinations 
Trainer was authoritative, demonstrative, relaxed. Could not be better, excellent in every aspect.

The exams included in this PRINCE2® Practitioner Course are:

PRINCE2® Foundation 

  • Multiple choice paper
  • Closed book (i.e. no other material allowed in the classroom)
  • A total of 75 questions, need 50% to pass 

PRINCE2® Practitioner 

  • Multiple choice in format, rather than being fully written, but equally challenging and certainly not trivial!
  • 9 questions, with a scenario background and appendices
  • Each of the 9 questions is worth 12 marks
  • A total of 108 marks can be awarded, 59 is needed to pass the Practitioner exam
  • 2.5 hour exam in which you can refer to your PRINCE2® manual – but nothing else!
  • The Practitioner exam can only be taken when a candidate has passed the foundation exam.

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PRINCE2® Training Course Contents

Starting up a project

In this process the project team is appointed and a project brief (describing, in outline, what the project is attempting to achieve and the business justification for doing so) is prepared. In addition the overall approach to be taken is decided and the next stage of the project is planned. Once this work is done, the project board is asked to authorize the next stage, that of initiating the project.

Key activities include:
  • appointing an executive and a project manager
  • designing and appointing a project management team
  • preparing a project brief
  • defining the project approach
  • planning the next stage (initiation)

Initiating a project

This process builds on the work of the start up process, and the project brief is augmented to form a Business case. The approach taken to ensure quality on the project is agreed together with the overall approach to controlling the project itself (project controls). Project files are also created as is an overall plan for the project. A plan for the next stage of the project is also created. The resultant information can be put before the project board for them to authorize the project itself.

Key activities include:
  • planning quality
  • planning a project
  • refining the business case and risks
  • setting up project controls
  • setting up project files
  • assembling a Project Initiation Document

Directing a project

This process dictates how the Project Board (which comprises such roles as the executive sponsor or project sponsor) should control the overall project. As mentioned above, the project board can authorise an initiation stage and can also authorize a project. Directing a Project also dictates how the project board should authorize a stage plan, including any stage plan that replaces an existing stage plan due to slippage or other unforeseen circumstances. Also covered is the way in which the board can give ad hoc direction to a project and the way in which a project should be closed down.

Key activities include:
  • authorising initiation
  • authorising a project
  • authorising a stage or exception plan
  • giving ad-hoc direction
  • confirming project closure

Controlling a stage

PRINCE2 suggests that projects should be broken down into stages and these sub-processes dictate how each individual stage should be controlled. Most fundamentally this includes the way in which work packages are authorised and received. It also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A means for capturing and assessing project issues is suggested together with the way in which corrective action should be taken. It also lays down the method by which certain project issues should be escalated to the project board.

Key activities include:
  • authorising work package
  • assessing progress
  • capturing and examining project issues
  • reviewing stage status
  • reporting highlights
  • taking corrective action
  • escalating project issues
  • receiving a completed work package

Managing stage boundary

The Controlling a Stage process dictates what should be done within a stage, Managing Stage Boundaries (SB) dictates what should be done towards the end of a stage. Most obviously, the next stage should be planned and the overall project plan, risk log and business case amended as necessary. The process also covers what should be done for a stage that has gone outside its tolerance levels. Finally, the process dictates how the end of the stage should be reported.

Key activities include:
  • planning a stage
  • updating a project plan
  • updating a project business case
  • updating the risk log
  • reporting stage end
  • producing an exception plan

Managing product delivery

The Managing product delivery process has the purpose of controlling the link between the Project Manager and the Team Manager(s) by placing formal requirements on accepting, executing and delivering project work[8]. The Objectives of the Managing Product Delivery process are: - To ensure that work on products allocated to the team is authorised and agreed, - Team Manager(s), team members and suppliers are clear as to what is to be produced and what is the expected effort, cost and timescales, - The planned products are delivered to expectations and within tolerance, - Accurate progress information is provided to the Project Manager at an agreed frequency to ensure that expectations are managed.

The key activities are:
  • accept a work package
  • execute a work package
  • and deliver a work package

Closing a project

This covers the things that should be done at the end of a project. The project should be formally de-commissioned (and resources freed up for allocation to other activities), follow on actions should be identified and the project itself be formally evaluated.
Key activities include:
  • decommissioning a project
  • identifying follow-on actions
  • and project evaluation review

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PRINCE2® Practitioner London, London - £980
PRINCE2® Practitioner London, London - £980
PRINCE2® Practitioner London, London - £980
PRINCE2® Practitioner London, London - £980
PRINCE2® Practitioner London, London - £980
PRINCE2® Practitioner London, London - £980
PRINCE2® Practitioner London, London - £980
PRINCE2® Practitioner London, London - £980

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