PRINCE2 Agile® Foundation and Practitioner

PRINCE2® Foundation Training Overview 

Key Benefits of the PRINCE2® Foundation Certification 

Prerequisites of the PRINCE2® Foundation Training 

Who should attend PRINCE2® Foundation Training 

• Project Managers 
• Project Coordinators 
• Business Analysts 
• IT Professionals 
• Change Managers 
• Risk Managers 
• Team Leaders 

PRINCE2® Foundation & Practitioner Training Outline 

• Concepts Related to Project Management 
  • Definition of the Integrated Elements of PRINCE2® 
  • Definition of a Project and Project Management 
  • Aspects of Project Performance 
  • Definition of Delivery Approaches 
• Describe 
  • Why is Project Management Used? 
  • Common Challenges Designed to Address 
  • Characteristics of a Project 
  • Projects in Context and Project Environment 
  • Features and Benefits of PRINCE2® 

• Aspects of a Project can Be Tailored, Who is Responsible, and How Tailoring Decisions are Documented? 

• Concepts Related to the People Element 
  • Organisational Ecosystem 
  • Project Ecosystem 
  • Change Management 
  • Stakeholder 
  • Culture 
  • Collaboration and Co-Creation 
  • Leadership 
  • Management 
• Difference Between Concepts Related to the People Element 
  • People Within the Project and People Affected by the Project 
  • Leadership and Management 
• Key Concepts Related to the People Element 
  • Change Management and Why it is Important 
  • Stakeholder Engagement 
  • Communication 
  • Effective Teams, Including Diversity, Capability, and Competence 
• Purpose of the Management Products to Support Element of Projects 
  • PID: Change Management Approach 
  • PID: Communication Management Approach 
• How People Aspects Integrate with Other PRINCE2® Elements? 

• Purpose of PRINCE2® Management Products 
  • Purpose of the ‘Business Case’ Practice 
  • Relationships Between ‘Business Case’ Practice and Principles 
  • Management Products Required to Support the ‘Business Case’ Practice 
  • Concepts Related to the ‘Business Case’ Practice 
  • Guidance for Effective Management of the Business Case 
  • PRINCE2® Technique for the ‘Business Case’ Practice 
• Purpose of the ‘Organising’ Practice 
  • Relationships Between the ‘Organising’ Practice and the Principles 
  • Purpose of the Key Management Products 
  • Key Concepts Related to the ‘Organising’ Practice 
  • Guidance for Effective Organising 
  • PRINCE2® Technique for the ‘Organising’ Practice 
• Purpose of the ‘Plans’ Practice 
  • Relationships Between the ‘Plans’ Practice and the Principles 
  • Management Products Required to Support the ‘Plans’ Practice 
  • Concepts Related to the ‘Plans’ Practice 
  • Guidance for Effective Management of Plans 
  • PRINCE2® Technique for the ‘Plans’ Practice 
• Purpose of the ‘Quality’ Practice 
  • Relationships Between the ‘Quality’ Practice and the Principles 
  • Management Products Required to Support the ‘Quality’ Practice 
  • Concepts Related to the ‘Quality’ Practice 
  • Guidance for Effective Management of Quality 
  • PRINCE2® Technique for the ‘Quality’ Practice 
• Purpose of the ‘Risk’ Practice 
  • Relationships Between the ‘Risk’ Practice and the Principles 
  • Management Products Required to Support the ‘Risk’ Practice 
  • Concepts Related to the ‘Risk’ Practice 
  • Guidance for Effective Management of Risk 
  • PRINCE2® Technique for the ‘Risk’ Practice 
• Purpose of the ‘Issues’ Practice 
  • Relationships Between the ‘Issues’ Practice and the Principles 
  • Management Products Required to Support the ‘Issues’ Practice 
  • Concepts Related to the ‘Issues’ Practice 
  • Guidance for Effective Management of Issues 
  • PRINCE2® Technique for the ‘Issues’ Practice 
• Purpose of the ‘Progress’ Practice 
  • Relationships Between the ‘Progress’ Practice and the Principles 
  • Management Products Required to Support the ‘Progress’ Practice 
  • Concepts Related to the ‘Progress’ Practice 
  • Guidance for Effective Management of Progress 
  • PRINCE2® Technique for the ‘Progress’ Practice 

• Purpose of the PRINCE2® Processes 
  • Starting Up a Project 
  • Directing a Project 
  • Initiating a Project 
  • Controlling a Stage 
  • Managing Product Delivery 
  • Managing a Stage Boundary 
  • Closing a Project 
• Objectives of the PRINCE2® Processes 
  • Starting Up a Project 
  • Directing a Project 
  • Initiating a Project 
  • Controlling a Stage 
  • Managing Product Delivery 
  • Managing a Stage Boundary 
  • Closing a Project 
• Context of the PRINCE2® Processes 
  • Starting Up a Project 
  • Directing a Project 
  • Initiating a Project 
  • Controlling a Stage 
  • Managing Product Delivery 
  • Managing a Stage Boundary 
  • Closing a Project 

• Application of PRINCE2® Principles in Context 
  • Continued Business Justification 
  • Learn from Experience 
  • Define Roles, Responsibilities and Relationships 
  • Manage by Stages 
  • Manage by Exception 
  • Focus on Products 
  • Tailor to Suit the Project 

• Approach to Leadership and Management of Teams is Appropriate 
• Approach to Leadership and Management of Change within a Project 
• Apply the Approach 
  • Communications 
  • People Central to the Method 
• Apply the Key Management Products 
  • Communication Management Approach 
  • Change Management Approach 

• Starting up a Project Process 
  • Activities, Inputs and Outputs 
  • Roles and Responsibilities How the Practices are Applied? 
• Analyse Whether Starting up a Project Process 
  • Activities 
  • Roles and Responsibilities are Effective and Fit for Purpose 
  • Taking into Consideration: Context, PRINCE2® Principles, and Purpose and Objectives of the Process 
• Directing a Project Process 
  • Activities, Inputs and Outputs 
  • Roles and Responsibilities How the Practices are Applied? 
• Analyse Whether Directing a Project Process 
• Activities 
• Roles and Responsibilities are Effective and Fit for Purpose 
• Taking into Consideration: Context, PRINCE2® Principles, and Purpose and Objectives of the Process 
• Initiating a Project Process 
• Activities, Inputs and Outputs 
• Roles and Responsibilities How the Practices are Applied? 
• Assess Whether Initiating a Project Process 
• Activities 
• Roles and Responsibilities are Effective and Fit for Purpose 
• Taking into Consideration: Context, PRINCE2® Principles, and Purpose and Objectives of the Process 
• Controlling a Stage Process 
• Activities, Inputs and Outputs 
• Roles and Responsibilities How the Practices are Applied? 
• Assess Whether Controlling a Stage Process 
• Activities 
• Roles and Responsibilities are Effective and Fit for Purpose 
• Taking into Consideration: Context, PRINCE2® Principles, and Purpose and Objectives of the Process 
• Managing Product Delivery Process 
• Activities, Inputs and Outputs 
• Roles and Responsibilities How the Practices are Applied? 
• Assess Whether Managing Product Delivery Process 
• Activities 
• Roles and Responsibilities are Effective and Fit for Purpose 
• Taking into Consideration: Context, PRINCE2® Principles, and Purpose and Objectives of Process 
• Managing a Stage Boundary Process 
• Activities, Inputs and Outputs 
• Roles and Responsibilities How the Practices are Applied? 
• Assess Whether Managing a Stage Boundary Process 
• Activities 
• Roles and Responsibilities are Fit for Purpose 
• Taking into Consideration: Context, PRINCE2® Principles, and the Purpose and Objectives of the Process 
• Closing a Project Process Activities 
• Activities, Inputs and Outputs 
• Roles and Responsibilities How the Practices are Applied? 
• Assess Whether Closing a Project Process 
• Activities 
• Roles and Responsibilities are Fit for Purpose 
• Taking into Consideration: Context, PRINCE2® Principles, and Purpose and Objectives of the Process