Project Management Certification Training + 2 Practice Exams

Apply the three pass approach: first read all questions and answer confidently, second review unanswered items in 10–15 seconds, third eliminate wrong options and guess if needed to maximize scores.

Explore why organizations use a project management method to drive change, distinguish projects from operations, and define product, temporary endeavor, business case, time and cost constraints, ROI, and project team.

Discover the five characteristics that define a project: it is temporary, cross-functional, unique, involves an asset, and carries uncertainty, making it a vehicle for organizational change.

Explore the six performance targets: time scales, costs, quality, scope, benefits, and risk, and learn how a project manager plans, monitors, and controls these variables using Prince2.

Understand the four elements of the prince to method—principals, themes, processes, tailoring—and how a project manager creates a product plan and tracks time, cost, quality, scope, benefits, and risk.

Outline the starting up and initiation processes, including the project brief, the business case, the initiation stage plan, product descriptions, ROI, and explain how the project board authorizes each stage.

Explore seven project management principles guiding practice: continued business justification, learn from experience, define roles, manage by stages or by exception, focus on products, and tailor to the project environment.

Ensure continued business justification by documenting a business case with costs, benefits, and ROI. Regularly review the business justification to guide project decisions and stop projects when ROI falls.

Learn from experience by uncovering and documenting lessons from previous projects, applying them throughout the project life cycle, and encouraging all team members to seek and share lessons.

Define roles and responsibilities within the project management team and board. Align business sponsors, users, and suppliers to ensure clear expectations, decision rights, and value for money outcomes.

Break the project into management stages monitored on a state-by-state basis, with decision points approving the next stage, and the project board updates the plans and the business case.

Understand how management by exception uses defined tolerances for time, cost, scope, quality, risk, and benefits to escalate only when an issue falls outside approved limits.

Focus on products by creating detailed product descriptions that define purpose, composition, quality criteria, and methods, guiding stakeholders, resources, and activities toward successful delivery.

Tailor the project method to fit the product environment by considering size, complexity, capability, and risk; align controls with the environment, ensuring applicability to any project, from small to large.

Explore the five project themes: business case, organization, plans, quality, and risk that guide initiation and ongoing monitoring and maintenance through the project lifecycle.

Learn how processes relate to themes and guide activities across the project lifecycle from startup to initiation. Themes such as business case and plans are used throughout the project.

Define the business case to justify the project by outlining why we act and the expected benefits for the organization. Executives, aided by finance, validate the case at project start.

Explore the organization theme, defining roles and responsibilities of customers, suppliers, and users, and establishing rules of engagement, project management team structure, and stakeholder communication.

Identify the required quality level for a product to be fit for use and how to verify it during project via the quality management strategy document detailing standards and responsibilities.

Discover how to create and manage project plans using how, when, and by whom, and explore project plan, product plan, stage plan, and dean plan with targets, updates, and baselines.

Identify and analyze risks for each unique project, document them, and monitor risk throughout the project; reduce likelihood using the risk management strategy document and techniques.

Learn how to assess, approve, and control change requests and issues through a project's lifecycle, using a configuration management system to track products and changes.

Assess project progress by monitoring actual results against the original plan, producing written status reports, and evaluating viability to decide whether to continue, forecast objectives, and control deviations.

Explore a process-based approach to project management through seven core processes that transform inputs into outputs and guide the lifecycle from starting up a project to closing a project.

Starting up a project process establishes the business justification, outlines the business case, and assigns the project management team to decide feasibility before initiation.

Define the project product, quality, timeline, costs, risk analysis, and resource commitments, then assemble the project initiation documentation and business case to establish shared scope and plan.

Directing a project process places responsibility on the project board, authorizes stages, governs by exception, and delegates day-to-day management to the project manager to initiate, deliver, and close the project.

Master the controlling stage process where the project manager monitors work, takes corrective actions, and reports to the project board to keep stage products within tolerance and quality standards.

The monetising product delivery process governs how a team manager creates and delivers product work from work packages, coordinating with the product manager and reporting progress to the project manager.

The sixth process, managing a stage boundary, reports on current stage performance and plans the next stage for project board approval, and manages exception planning if tolerances are forecasted.

Close the project by preparing closure reports, including lessons learned and acceptance records, securing project board approval, and transitioning products to operations while archiving documentation and assessing benefits and risks.

Explore how the output of the closing process becomes the basis for the project board’s confirmation of closure, with closure performed by the project board, not the project manager.

Trace the processes timeline from pre-project startup to initiation, planning, and closing, detailing product mandate, project brief, business case, risks and quality, and project board authorization.