Project Management Foundation & Practitioner Prep (50 PDUs)

Learn how continued business justification anchors Prince2 projects by balancing costs, benefits, and risks, with the executive owning the business case and using a living document to reassess at milestones.

Define roles and responsibilities to clarify who does what in a Prince2 project. Align the executive, senior user, and senior supplier with the project manager, and use project assurance.

Empower teams by setting six tolerances: time, cost, quality, scope, benefit, and risk; establish delegation levels; and raise an exception when forecasts breach limits for board decisions.

Prioritize product delivery over busy work by defining product descriptions, quality criteria, and a product breakdown to ensure value for stakeholders. Use product flow diagrams to align sequence and dependencies.

Tailor Prince2 to fit project environment, size, risk, and team capability, balancing agile and traditional delivery while avoiding bureaucracy and preserving the seven principles.

Prince2 7 principles prevent project drift by anchoring work with continued business justification, learning from experience, defined roles, manage by stages, and managed by exception, tailored to the environment.

Uncover co-creation in Prince2 7 by aligning stakeholders on common goals, embracing transparency and psychological safety, and turning conflict into collaborative value through a continuous feedback loop.

Distinguish leadership from management in Prince2 practice, showing how vision, alignment, psychological safety, and emotional intelligence unite people and processes for project success.

Cultivate a healthy project culture by embracing collaboration, transparency, empowerment, mutual respect, and continuous improvement and learning, guided by Prince2 principles to deliver better outcomes.

Master organizational change by helping people adapt to new ways of working, uncover the why, train change champions, and embed the change into culture.

Build high-performance teams by guiding groups through forming, storming, norming, and performing, combining complementary skills with psychological safety and steady micro-communications to deliver a collective win.

Explore the three project interests—business, user, and supplier—and how a balanced project board delivers value, consensus, and accountable decisions for successful PRINCE2 projects.

Meet the project board as the ultimate authority in Prince 2, guiding decisions and funding, with collective responsibility and management by exception across the executive, senior user, and senior supplier.

Coordinate as the conductor, aligning team roles and delivering work within board-defined tolerances. Translate complex updates for the board, report on risks, and balance flexibility with the plan.

Project support acts as the backbone of a Prince 2 project, handling configuration management, logs, and guidance to keep plans accurate and stakeholders confident.

Identify and resolve role conflicts in a Prince2 project by distinguishing management from specialist work, clarifying executive and project manager boundaries, and defining role descriptions for independent project assurance.

Explore the four levels of planning: project, stage, team, and exception, and discover how the golden thread links them to ensure aligned, adaptive project delivery.

Define the project product description at the start to specify the end state, capture customer quality expectations and acceptance criteria, assign responsibility, and guide project closure.

Master the Prince2 plans practice by documenting the project product description, PBS, product descriptions, acceptance criteria, and flow diagram, then build a clear activity list and schedule.

Master the Prince 2 planning challenge by treating planning as a living process, spotting red flags, closing the clarity gap, and balancing cost, time, quality, scope, benefit, and risk.

Define customer quality expectations early, turning dreams into measurable acceptance criteria and a project product description. Prioritize with Moscow and prove progress through the quality register.

Differentiate risks and issues, log them in separate registers, analyze impact, and empower a change authority to handle requests for change and other issues.

Apply prince2 change control: capture every change as an issue, assess its impact on the business case and plan, propose options, decide, implement updates, and report progress to stakeholders.

Capture every change request in the issue register, analyze its impact on time, cost, quality, scope, benefits and risk, then select options with the change authority and implement with plans.

Explore how PRINCE2 guides project success from starting up to initiating, directing, and controlling stages, delivering products, and evaluating stage boundaries to prevent waste and ensure viability.

Learn how initiating a project builds a solid foundation with the PID, the full business case, and the four management approaches to authorize and plan delivery.

Direct the project by keeping the board at the 30,000-foot level, authorizing initiation, the project, and stages, and providing ad hoc direction when issues arise to ensure a clean closure.

Assign work packages to teams with clear product descriptions, constraints, and budget tolerances, negotiated and agreed, then monitor progress via checkpoint reports and finally accept completed work against quality criteria.

Explore the managing product delivery process from the team's perspective. Learn how the team accepts work packages, uses checkpoint reports, meets quality criteria, executes, delivers, and manages issues and risks.

Master the Prince2 process of accepting and executing a work package, including formal acceptance, building to quality criteria, checkpoint reports, risk handling, quality registers, and final handover.

Manage a stage boundary by reviewing performance via the end of stage report, updating the business case, and planning the next stage, then seek authorization from the project board.

Plan the next stage with a detailed stage plan focused on the products to be produced, then estimate, assess risks, set tolerances, and seek approval from the project board.

An exception plan replaces original plan when tolerances are breached, providing a new path. The process covers the exception report, business case re-evaluation, and project board approval.

Close a project with a formal handover and acceptance, produce the end project report, document lessons, apply the benefits management approach, and formally close to disband the team.

Present the end project report as a final performance check against the baseline, and document benefits realization, lessons report, remaining risks, follow-on actions, and the project board's closing recommendation.

Capture lessons learned to turn mistakes into future project improvements. Maintain the lessons log and the lessons report to guide mid-course corrections and share knowledge with the business.