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推介服務：課堂錄影隨時睇
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# 請注意：PRINCE2® 官方授權機構硬性規定，報讀 PRINCE2® 課程時必須同時繳交相應的考試費
費用 ($5,080 + $4,860) 已經包括考試所需的費用
課時： 30 小時
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課堂錄影導師：Franco
在校免費試睇：首 3 小時，請致電以上地點與本中心職員預約。
本課程提供在校免費重睇及導師解答服務。
PRINCE2 是一種在全球廣為認可的項目管理方法。它是一種系統化的項目管理方法，從眾多過去的項目中獲取洞見，並結合了來自多元持分者的知識和觀點，包括項目贊助人、項目經理、項目團隊、學者及顧問。
本中心的 PRINCE2® 7 Practitioner 國際認可證書課程認可導師 Franco 會用自行編制的 PRINCE2® 認可教材來授課，課程內容覆蓋 PRINCE2® 7 Practitioner syllabus 的所有內容，同時亦會針對考試重點來授課，使同學能通過考試。
| 課程名稱： |
PRINCE2® 7 Practitioner 國際認可證書課程 - 簡稱：PRINCE2 Practitioner Training Course |
| 課程時數： | 共 30 小時課堂 (共 10 堂) |
| 適合人士： | 已具備以下專業認證人士 PRINCE2® 7 (Foundation) 或 PRINCE2® 6th Edition (Foundation or Practitioner) 或 Project Management Professional (PMP) 或 Project Management Qualification (PMQ) 或 Project Professional Qualification (PPQ) 或 Certified Associate in Project Management (CAPM) 或 IPMA Level A (Certified Projects Director) 或 IPMA Level B (Certified Senior Project Manager) 或 IPMA Level C (Certified Project Manager) 或 IPMA Level D (Certified Project Management Associate) |
| 授課語言： | 以廣東話為主，輔以英語 |
| 課程筆記： | 本中心導師親自編寫英文為主筆記，而部份英文字附有中文對照。 |
| 1. PRINCE2® 認可導師： | 專業 PRINCE2® 認可導師教授。 |
| 2. PRINCE2® 認可教材： | 本課程會使用導師編制的 PRINCE2® 認可教材教授。 |
| 3. 內容針對考試需要： | 本中心的 PRINCE2® 課堂內容針對考試需要，並提供充足的練習題及模擬試題，幫助同學通過考試。 |
| 4. 提供模擬考試題目： | 本中心為學員提供約 100 條 PRINCE2® 7 Practitioner的模擬考試題目，每條考試題目均附有標準答案。而較難理解的題目，均會附有導師的解釋。 |
| 5. 免費重讀： | 傳統課堂學員可於課程結束後三個月內免費重看課堂錄影。 |
學員可以選擇在本中心或在家應考 PRINCE2® 7 Practitioner 考試。
選擇本中心考試的學員，請學員必須聯絡本中心職員以作安排。
- 電話：3580-1893
- 辦公時間：一至五：14:15 - 22:00；六及日：12:15 - 20:00 (星期三及公眾假期休息)
選擇在家考試的學員，學員需要自行準備電腦考試，而考試環境和電腦需要符合以下的要求。
考試環境要求:
- There is only one doorway for access in and out of the room.
- The room is private, and you can be sure you will be alone for the entire exam.
- The walls and desk/table(s) are clear of all unnecessary and/or unauthorized items (e.g., posters, post-it notes, papers and books).
- Where note paper or other resources are allowed, you can and should have this available on your desk for your exam onboarding. You must show these authorized items to the Proctor on request, so they can ensure there is nothing on them that could provide an unfair advantage.
- No screens are visible, other than the screen which is being used to take the exam.
- There is adequate light to ensure the Proctor can see you clearly throughout the exam. Light should not be directed toward the webcam.
考試電腦要求:
- Windows® 11, Windows® 10 version 17763 or later (Windows 10S is not supported), Windows® 8.1, Windows® 8.
- Internet Explorer version 10 or greater.
- Dual-core 2.4GHz CPU or faster with 2GB of RAM (Minimum requirements).
- Active Full-Time/Broadband internet connection of at least 4Mbps.
- 16-bit monitor (at least 15") with screen resolution 1024 x 768 or higher.
- Speakers and microphone.
- Keyboard and mouse or another pointing device (keyboard set to English characters).
- A single web camera you can rotate.
- Cameras are clear and free from obstruction.
- You can rotate your webcam 360 degrees, low and high, to show all areas of the room, including under the desk, the desk surface and any other areas that may pose a risk to exam security.
- The computer sound settings are set to Speakers and Microphones. Headsets are not allowed during the exam.
- The screen and webcam are positioned so that you and the doorway of the room are fully visible to the Proctor through the webcam.
- You are sat comfortably and can maintain the same position, in full view of the Proctor, throughout the exam.
|
課程名稱：PRINCE2® 7 Practitioner 國際認可證書課程 - 簡稱：PRINCE2 Practitioner Training Course |
1 Understand how to apply thePRINCE2 principles in context [Syllabus Reference: 1]
1.1 Analyze the application of PRINCE2 principles in context [Syllabus Reference: 1.1]
1.1.1 Ensure continued business justification [Syllabus Reference: 1.1a]
1.1.2 Learn from experience [Syllabus Reference: 1.1b]
1.1.3 Define roles, responsibilities and relationships [Syllabus Reference: 1.1c]
1.1.4 Manage by exception [Syllabus Reference: 1.1d]
1.1.5 Manage by stages [Syllabus Reference: 1.1e]
1.1.6 Focus on products [Syllabus Reference: 1.1f]
1.1.7 Tailor to suit the project [Syllabus Reference: 1.1g]
2 Understand how to apply effective people management in successful projects [Syllabus Reference: 2]
2.1 Assess whether an approach to leadership and management of teams is appropriate [Syllabus Reference: 2.1]
2.1.1 Leading across organizational boundaries
2.1.2 Building effective teams
2.1.3 Bringing the team together
2.2 Assess whether an approach to leadership and management of change within a project, and people affected by a project, is appropriate [Syllabus Reference: 2.2]
2.2.1 Projects require change management
2.2.2 Stakeholders
2.2.3 Culture
2.3 Apply the approach to the following [Syllabus Reference: 2.3]
2.3.1 Communications
2.3.2 People central to the method
2.4 Apply the key management products required to support the people element of projects [Syllabus Reference: 2.4]
2.4.1 Communication management approach
2.4.2 Change management approach
3 Understand how to apply and tailor relevant aspects of PRINCE2 practices in context [Syllabus Reference: 3]
3.1 Apply the PRINCE2 ‘business case’ practice, demonstrating an understanding of [Syllabus Reference: 3.1.1]
3.1.1 The key management products required to support the ‘business case’ practice [Syllabus Reference: 3.1.1a]
3.1.1.1 Business case
3.1.1.2 PID: benefits management approach
3.1.1.3 PID: sustainability management approach
3.1.1.4 Project brief
3.1.2 The areas of focus for key roles associated with the ‘business case’ practice [Syllabus Reference: 3.1.1b]
3.1.3 Effective management and associated techniques [Syllabus Reference: 3.1.1c]
3.1.3.1 Guidance for effective business case management
3.1.3.1.1 Business case lifecycle
3.1.3.1.2 Aligning products to business objectives and tolerances
3.1.3.1.3 Establishing business justification
3.1.3.2 Techniques
3.1.3.2.1 PRINCE2 technique for business case management
3.1.3.2.1.1 Develop
3.1.3.2.1.2 Check
3.1.3.2.1.3 Maintain
3.1.3.2.1.4 Confirm
3.1.3.2.2 Supporting techniques
3.1.3.2.2.1 Investment appraisal
3.1.3.2.2.2 Multi-case model
3.1.3.2.2.3 Best, expected, and worst-case scenarios for benefits
3.2 Analyze whether an approach to applying the ‘business case’ practice is effective and fit for purpose, taking into consideration: the PRINCE2 principles, and the effective management and associated techniques of the practice, and tailoring to the projects environment/context [Syllabus Reference: 3.1.2]
3.2.1 Organizational context
3.2.2 Commercial context
3.2.3 Delivery method
3.2.4 Sustainability
3.2.5 Scale
3.2.6 The key relationships between the ‘business case’ practice and the principles
3.3 Apply the PRINCE2 ‘organizing’ practice, demonstrating an understanding of [Syllabus Reference: 3.2.1]
3.3.1 The key management products required to support the ‘organizing’ practice [Syllabus Reference: 3.2.1a]
3.3.1.1 PID: project management team structure
3.3.1.2 PID: role descriptions
3.3.1.3 PID: commercial management approach
3.3.2 The areas of focus for key roles associated with the ‘organizing’ practice [Syllabus Reference: 3.2.1b]
3.3.3 Effective management and associated techniques [Syllabus Reference: 3.2.1c]
3.3.3.1 Guidance for effective organizing
3.3.3.1.1 The three project interests
3.3.3.1.2 Organizational levels
3.3.3.1.3 Project management team structure
3.3.3.1.4 PRINCE2 roles
3.3.3.1.4.1 Project Executive
3.3.3.1.4.2 Senior User
3.3.3.1.4.3 Senior Supplier
3.3.3.1.4.4 Project Board
3.3.3.1.4.5 Project Manager
3.3.3.1.4.6 Project Assurance
3.3.3.1.4.7 Project Support
3.3.3.1.5 Work breakdown structure / WBS
3.3.3.2 Techniques
3.3.3.2.1 PRINCE2 technique for organizational design and development
3.3.3.2.1.1 Understanding the Organizational Ecosystem
3.3.3.2.1.2 Designing the Project Ecosystem
3.3.3.2.1.3 Developing the Project Ecosystem
3.3.3.2.1.4 Managing Ongoing Changes to the Project Ecosystem
3.3.3.2.1.5 Transitioning the Project into the Organizational Ecosystem
3.3.3.2.2 Supporting techniques
3.3.3.2.2.1 Delivery models, thin client model and thick client model
3.3.3.2.2.2 RACI chart
3.4 Analyze whether an approach to applying the ‘organizing’ practice is effective and fit for purpose, taking into consideration: the PRINCE2 principles, and the effective management and associated techniques of the practice, and tailoring to the project’s environment/context [Syllabus Reference: 3.2.2]
3.4.1 Organizational context
3.4.2 Commercial context
3.4.3 Delivery method
3.4.4 Sustainability
3.4.5 Scale
3.4.6 The key relationships between the ‘organizing’ practice and the principles
3.5 Apply the PRINCE2 ‘plans’ practice, demonstrating an understanding of [Syllabus Reference: 3.3.1]
3.5.1 The key management products required to support the ‘plans’ practice [Syllabus Reference: 3.3.1a]
3.5.1.1 Plan (project, stage, team & exception plans)
3.5.1.2 Project product description
3.5.1.3 Work package description
3.5.2 The areas of focus for key roles associated with the ‘plans ‘practice [Syllabus Reference: 3.3.1b]
3.5.3 Effective management and associated techniques [Syllabus Reference: 3.3.1c]
3.5.3.1 Guidance for effective planning
3.5.3.1.1 Planning horizon
3.5.3.1.2 Levels of Plans
3.5.3.1.2.1 Project Plan
3.5.3.1.2.2 Stage Plan
3.5.3.1.2.3 Team Plan
3.5.3.1.2.4 Exception Plan
3.5.3.1.3 Stages
3.5.3.1.4 Tolerances in planning
3.5.3.1.5 Product-based planning
3.5.3.2 Techniques
3.5.3.2.1 PRINCE2 technique for planning
3.5.3.2.1.1 Defining and analysing the products
3.5.3.2.1.1.1 Writing the project product description
3.5.3.2.1.1.2 Creating a product breakdown structure
3.5.3.2.1.1.3 Writing product descriptions
3.5.3.2.1.1.4 Creating a product flow diagram
3.5.3.2.1.2 Organizing work packages
3.5.3.2.1.3 Preparing estimates
3.5.3.2.1.4 Preparing a schedule
3.5.3.2.1.5 Preparing the budget
3.5.3.2.1.6 Analysing risks
3.5.3.2.1.7 Documenting the plan
3.5.3.2.2 Supporting techniques
3.5.3.2.2.1 Prioritizing
3.5.3.2.2.2 Scheduling
3.5.3.2.2.3 Estimating
3.6 Analyze whether an approach to applying the ‘plans’ practice is effective and fit for purpose, taking into consideration: the PRINCE2 principles, and the effective management and associated techniques of the practice, and tailoring to the project’s environment/context [Syllabus Reference: 3.3.2]
3.6.1 Organizational context
3.6.2 Commercial context
3.6.3 Delivery method
3.6.4 Sustainability
3.6.5 Scale
3.6.6 The key relationships between the ‘plans’ practice and the principles
3.7 Apply the PRINCE2 ‘quality’ practice, demonstrating an understanding of [Syllabus Reference: 3.4.1]
3.7.1 The key management products required to support the ‘quality’ practice [Syllabus Reference: 3.4.1a]
3.7.1.1 Product description
3.7.1.2 Project log: product register
3.7.1.3 PID: quality management approach
3.7.1.4 Project log: quality register
3.7.2 The areas of focus for key roles associated with the ‘quality ‘practice [Syllabus Reference: 3.4.1b]
3.7.3 Effective management and associated techniques [Syllabus Reference: 3.4.1c]
3.7.3.1 Guidance for effective quality management
3.7.3.1.1 Quality planning
3.7.3.1.1.1 User’s quality expectations
3.7.3.1.1.2 Quality tolerances
3.7.3.1.1.3 Describing products
3.7.3.1.1.4 Product sustainability
3.7.3.1.1.5 Quality responsibilities
3.7.3.1.1.6 Quality in subordinate plans
3.7.3.1.2 Quality control
3.7.3.1.3 Quality assurance
3.7.3.2 Techniques
3.7.3.2.1 PRINCE2 techniques for quality management
3.7.3.2.1.1 Planning quality
3.7.3.2.1.2 Controlling quality
3.7.3.2.1.3 Accepting products
3.7.3.2.2 Supporting techniques
3.8 Analyze whether an approach to applying the ‘quality’ practice is effective and fit for purpose, taking into consideration: the PRINCE2 principles, and the effective management and associated techniques of the practice, and tailoring to the project’s environment/context [Syllabus Reference: 3.4.2]
3.8.1 Organizational context
3.8.2 Commercial context
3.8.3 Delivery method
3.8.3.1 Linear-sequential projects
3.8.3.2 Iterative-incremental projects
3.8.4 Sustainability
3.8.5 Scale
3.8.6 The key relationships between the ‘quality’ practice and the principles
3.9 Apply the PRINCE2 ‘risk’ practice, demonstrating an understanding of [Syllabus Reference: 3.5.1]
3.9.1 The key management products required to support the ‘risk ‘practice [Syllabus Reference: 3.5.1a]
3.9.1.1 PID: risk management approach
3.9.1.2 Project log: risk register
3.9.2 The areas of focus for key roles associated with the ‘risk ‘practice [Syllabus Reference: 3.5.1b]
3.9.3 Effective management and associated techniques [Syllabus Reference: 3.5.1c]
3.9.3.1 Guidance for effective risk management
3.9.3.1.1 Risk planning
3.9.3.1.2 Risk analysis
3.9.3.1.2.1 Qualitative analysis
3.9.3.1.2.2 Quantitative analysis
3.9.3.1.3 Risk control
3.9.3.1.3.1 Risk responses
3.9.3.1.3.2 Risk owners and risk action owners
3.9.3.1.3.3 Risk budget
3.9.3.1.4 Risk culture
3.9.3.2 Techniques
3.9.3.2.1 PRINCE2 technique for risk management
3.9.3.2.1.1 Identify
3.9.3.2.1.1.1 Define context and objectives
3.9.3.2.1.1.2 Identify threats and opportunities
3.9.3.2.1.2 Assess
3.9.3.2.1.2.1 Prioritize risks
3.9.3.2.1.2.2 Assess combined risk profile
3.9.3.2.1.3 Plan
3.9.3.2.1.4 Implement
3.9.3.2.1.5 Communicate
3.9.3.2.2 Supporting techniques
3.9.3.2.2.1 Cause and Effect Diagrams
3.9.3.2.2.2 Horizon Scanning/PESTLE/SWOT Analysis
3.9.3.2.2.3 Prompt Lists
3.9.3.2.2.4 Pre-mortem
3.9.3.2.2.5 Swiss Cheese Model
3.9.3.2.2.6 Use of Data
3.10 Analyze whether an approach to applying the ‘risk’ practice is effective and fit for purpose, taking into consideration: the PRINCE2 principles, and the effective management and associated techniques of the practice, and tailoring to the project’s environment/context [Syllabus Reference: 3.5.2]
3.10.1 Organizational context
3.10.2 Commercial context
3.10.3 Delivery method
3.10.4 Sustainability
3.10.5 Scale
3.10.6 The key relationships between the ‘risk’ practice and the principles
3.11 Apply the PRINCE2 ‘issues’ practice, demonstrating an understanding of [Syllabus Reference: 3.6.1]
3.11.1 The key management products required to support the ‘issues’ practice [Syllabus Reference: 3.6.1a]
3.11.1.1 PID: issue management approach
3.11.1.2 Issue register
3.11.1.3 Issue report
3.11.2 The areas of focus for key roles associated with the ‘issues ‘practice [Syllabus Reference: 3.6.1b]
3.11.3 Effective management and associated techniques [Syllabus Reference: 3.6.1c]
3.11.3.1 Guidance for effective issue management
3.11.3.1.1 Baselines
3.11.3.1.2 Issue Resolution
3.11.3.1.3 Change Control
3.11.3.1.4 Delegating Authority for Changes
3.11.3.1.5 Change Budget
3.11.3.2 Techniques
3.11.3.2.1 PRINCE2 Technique for issue management
3.11.3.2.1.1 Capturing issues
3.11.3.2.1.2 Assessing issues
3.11.3.2.1.3 Recommending resolution
3.11.3.2.1.4 Deciding on changes
3.11.3.2.1.5 Implementing changes
3.11.3.2.2 Supporting techniques
3.11.3.2.2.1 Root cause analysis (RCA)
3.11.3.2.2.2 Pareto analysis
3.11.3.2.2.3 Cause and effect analysis
3.11.3.2.2.4 Failure mode analysis
3.11.3.2.2.5 Five whys
3.12 Analyze whether an approach to applying the ‘issues’ practice is effective and fit for purpose, taking into consideration: the PRINCE2 principles, and the effective management and associated techniques of the practice, and tailoring to the project’s envionment/context [Syllabus Reference: 3.6.2]
3.12.1 Organizational context
3.12.2 Commercial context
3.12.3 Delivery method
3.12.3.1 Linear-sequential projects
3.12.3.2 Iterative-incremental projects
3.12.4 Sustainability
3.12.5 Scale
3.12.6 The key relationships between the ‘issues’ practice and the principles
3.13 Apply the PRINCE2 ‘progress’ practice, demonstrating an understanding of [Syllabus Reference: 3.7.1]
3.13.1 The key management products required to support the ‘progress’ practice [Syllabus Reference: 3.7.1a]
3.13.1.1 Project log: daily log
3.13.1.2 Project log: lessons log
3.13.1.3 Lessons report
3.13.1.4 End stage report
3.13.1.5 End project report
3.13.1.6 Checkpoint report
3.13.1.7 Highlight report
3.13.1.8 Exception report
3.13.1.9 PID: digital and data management approach
3.13.2 The areas of focus for key roles associated with the ‘progress’ practice [Syllabus Reference: 3.7.1b]
3.13.3 Effective management and associated techniques [Syllabus Reference: 3.7.1c]
3.13.3.1 Guidance for effective progress management
3.13.3.1.1 Management levels and tolerances for progress control
3.13.3.1.2 Types of control
3.13.3.1.3 Reviewing progress and lessons
3.13.3.1.4 Reporting progress and lessons
3.13.3.1.5 Forecasting
3.13.3.1.6 Escalating
3.13.3.1.7 Use of data and systems in progress management
3.13.3.2 Techniques: progress management
3.13.3.2.1 PRINCE2 technique for exception management
3.13.3.2.1.1 Step 1
3.13.3.2.1.2 Step 2
3.13.3.2.1.3 Step 3
3.13.3.2.1.4 Step 4
3.13.3.2.1.5 Step 5
3.13.3.2.1.6 Step 6
3.13.3.2.2 Supporting techniques
3.13.3.2.2.1 Dashboards
3.13.3.2.2.2 Daily stand-ups
3.13.3.2.2.3 Earned value management
3.13.3.2.2.4 Peer review
3.13.3.2.2.5 Burn charts
3.13.3.2.2.6 Retrospectives
3.13.3.2.2.7 Kanban board
3.14 Analyze whether an approach to applying the ‘progress’ practice is effective and fit for purpose, taking into consideration: the PRINCE2 principles, and the effective management and associated techniques of the practice, and tailoring to the project’s environment/context [Syllabus Reference: 3.7.2]
3.14.1 Organizational context
3.14.2 Commercial context
3.14.3 Delivery method
3.14.3.1 Iterative-incremental
3.14.3.2 linear-sequential
3.14.4 Sustainability
3.14.5 Scale
3.14.6 The key relationships between the ‘progress’ practice and the principles
4 Understand how to apply (and tailor) relevant aspects of PRINCE2 processes in context [Syllabus Reference: 4]
4.1 Carry out the ‘starting up a project’ process, demonstrating an understanding of [Syllabus Reference: 4.1.1]
4.1.1 The activities, inputs and outputs [Syllabus Reference: 4.1.1a]
4.1.2 The recommended roles and responsibilities within the process [Syllabus Reference: 4.1.1b]
4.1.3 How the practices are applied [Syllabus Reference: 4.1.1c]
4.2 Analyze whether the ‘starting up a project’ process activities, roles and responsibilities are effective and fit for purpose, taking into consideration: tailoring to the project’s environment/context, the PRINCE2 practices, and the purpose and objectives of the process [Syllabus Reference: 4.1.2]
4.2.1 Purpose
4.2.2 Objectives
4.2.3 Context
4.2.4 Activities
4.2.4.1 Appoint the project executive and project manager
4.2.4.2 Assess previous lessons
4.2.4.3 Prepare the outline business case
4.2.4.4 Appoint the project management team
4.2.4.5 Select the project approach
4.2.4.6 Assemble the project brief
4.2.4.7 Plan the initiation stage
4.2.4.8 Request project initiation
4.2.5 Applying the process
4.2.5.1 General considerations
4.2.5.2 Tailoring roles in starting up a project
4.3 Carry out the ‘directing a project’ process, demonstrating an understanding of [Syllabus Reference: 4.2.1]
4.3.1 The activities, inputs and outputs [Syllabus Reference: 4.2.1a]
4.3.2 The recommended roles and responsibilities within the process [Syllabus Reference: 4.2.1b]
4.3.3 How the practices are applied [Syllabus Reference: 4.2.1c]
4.4 Analyze whether the ‘directing a project’ process activities, roles and responsibilities are effective and fit for purpose, taking into consideration: tailoring to the project’s environment/context, the PRINCE2 practices, and the purpose and objectives of the process [Syllabus Reference: 4.2.2]
4.4.1 Purpose
4.4.2 Objectives
4.4.3 Context
4.4.4 Activities
4.4.4.1 Authorize initiation
4.4.4.2 Authorize the project
4.4.4.3 Give ongoing direction
4.4.4.4 Authorize a stage or exception plan
4.4.4.5 Authorize project closure
4.4.5 Applying the process
4.5 Carry out the ‘initiating a project’ process, demonstrating an understanding of [Syllabus Reference: 4.3.1]
4.5.1 The activities, inputs and outputs [Syllabus Reference: 4.3.1a]
4.5.2 The recommended roles and responsibilities within the process [Syllabus Reference: 4.3.1b]
4.5.3 How the practices are applied [Syllabus Reference: 4.3.1c]
4.6 Analyze whether the ‘initiating a project’ process activities, roles and responsibilities are effective and fit for purpose, taking into consideration: tailoring to the project’s environment/context, the PRINCE2 practices, and the purpose and objectives of the process [Syllabus Reference: 4.3.2]
4.6.1 Purpose
4.6.2 Objectives
4.6.3 Context
4.6.4 Activities
4.6.4.1 Agree tailoring requirements
4.6.4.2 Agree the management approaches
4.6.4.3 Establish project controls
4.6.4.4 Prepare the project plan
4.6.4.5 Prepare the full business case
4.6.4.6 Assemble the project initiation documentation
4.6.5 Applying the process
4.6.5.1 General considerations
4.6.5.2 Tailoring roles in initiating a project
4.7 Carry out the ‘controlling a stage’ process, demonstrating an understanding of [Syllabus Reference: 4.4.1]
4.7.1 The activities, inputs and outputs [Syllabus Reference: 4.4.1a]
4.7.2 The recommended roles and responsibilities within the process [Syllabus Reference: 4.4.1b]
4.7.3 How the practices are applied [Syllabus Reference: 4.4.1c]
4.8 Analyze whether the ‘controlling a stage’ process activities, roles and responsibilities are effective and fit for purpose, taking into consideration: tailoring to the project’s environment/context, the PRINCE2 practices, and the purpose and objectives o the process [Syllabus Reference: 4.4.2]
4.8.1 Purpose
4.8.2 Objectives
4.8.3 Context
4.8.4 Activities
4.8.4.1 Authorize a work package
4.8.4.2 Evaluate work package status
4.8.4.3 Receive completed work package
4.8.4.4 Evaluate stage status
4.8.4.5 Capture issues and risks
4.8.4.6 Take corrective action
4.8.4.7 Escalate issues and risks
4.8.4.8 Report highlights
4.8.5 Applying the process
4.8.5.1 General considerations
4.8.5.2 Tailoring roles in controlling a stage
4.9 Carry out the ‘managing product delivery’ process, demonstrating an understanding of [Syllabus Reference: 4.5.1]
4.9.1 The activities, inputs and outputs [Syllabus Reference: 4.5.1a]
4.9.2 The recommended roles and responsibilities within the process [Syllabus Reference: 4.5.1b]
4.9.3 How the practices are applied [Syllabus Reference: 4.5.1c]
4.10 Analyze whether the ‘managing product delivery’ process activities, roles and responsibilities are effective and fit for purpose, taking into consideration: tailoring to the project’s environment/context, the PRINCE2 practices, and the purpose and objectves of the process [Syllabus Reference: 4.5.2]
4.10.1 Purpose
4.10.2 Objectives
4.10.3 Context
4.10.4 Activities
4.10.4.1 Accept a work package
4.10.4.2 Execute a work package
4.10.4.3 Evaluate a work package
4.10.4.4 Notify work package completion
4.10.5 Applying the process
4.10.5.1 General considerations
4.10.5.2 Tailoring roles in managing product delivery
4.11 Carry out the ‘managing a stage boundary’ process, demonstrating an understanding of: [Syllabus Reference: 4.6.1]
4.11.1 The activities, inputs and outputs [Syllabus Reference: 4.6.1a]
4.11.2 The recommended roles and responsibilities within the process [Syllabus Reference: 4.6.1b]
4.11.3 How the practices are applied [Syllabus Reference: 4.6.1c]
4.12 Analyze whether the ‘managing a stage boundary’ process activities, roles and responsibilities are effective and fit for purpose, taking into consideration: tailoring to the project’s environment/context, the PRINCE2 practices, and the purpose and objectives of the process [Syllabus Reference: 4.6.2]
4.12.1 Purpose
4.12.2 Objectives
4.12.3 Context
4.12.4 Activities
4.12.4.1 Prepare the next stage plan
4.12.4.2 Prepare the exception plan (if required)
4.12.4.3 Update the project plan
4.12.4.4 Update the business case
4.12.4.5 Evaluate the stage
4.12.4.6 Request the next stage
4.12.5 Applying the process
4.12.5.1 General considerations
4.12.5.2 Tailoring roles in managing a stage boundary process
4.13 Carry out the ‘closing a project’ process, demonstrating an understanding of [Syllabus Reference: 4.7.1]
4.13.1 The activities, inputs and outputs [Syllabus Reference: 4.7.1a]
4.13.2 The recommended roles and responsibilities within the process [Syllabus Reference: 4.7.1b]
4.13.3 How the practices are applied [Syllabus Reference: 4.7.1c]
4.14 Analyze whether the ‘closing a project’ process activities, roles and responsibilities are effective and fit for purpose, taking into consideration: tailoring to the project’s environment/context, the PRINCE2 practices, and the purpose and objectives of the process [Syllabus Reference: 4.7.2]
4.14.1 Purpose
4.14.2 Objectives
4.14.3 Context
4.14.4 Activities
4.14.4.1 Prepare planned closure
4.14.4.2 Prepare premature closure
4.14.4.3 Confirm project acceptance
4.14.4.4 Evaluate the project
4.14.4.5 Request project closure
4.14.5 Applying the process
4.14.5.1 General considerations
4.14.5.2 Tailoring roles in closing a project