PRINCE2® 7th Edition Practitioner

• Analyse the application of PRINCE2 principles in context
• Ensure 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

• Assess whether an approach to leadership and management of teams is appropriate
• Assess whether an approach to leadership and management of change within a project, and people affected by a project, is appropriate
• Apply the approach to the following:
• Communications
• People central to the method
• Apply the key management products required to support the people element of projects
• Communication management approach
• Change management approach

• Business case
• Apply the PRINCE2 ‘business case’ practice, demonstrating an understanding of:
• The key management products required to support
• The ‘business case’ practice
• Business case
• PID: benefits management approach
• PID: sustainability management approach
• Project brief
• The areas of focus for key roles associated with the ‘business case’ practice
• Effective management and associated techniques
• Analyse 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 project’s environment/context
• Organizing
• Apply the PRINCE2 ‘organizing’ practice, demonstrating an understanding of:
• The key management products required to support
• The ‘organizing’ practice
• PID: project management team structure
• PID: role descriptions
• PID: commercial management approach
• The areas of focus for key roles associated with the organizing’ practice
• Effective management and associated techniques
• Analyse 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
• Plans
• Apply the PRINCE2 ‘plans’ practice, demonstrating an understanding of:
• The key management products required to support he ‘plans’ practice
• Plan (project, stage, team & exception plans)
• Project product description
• Work package description
• The areas of focus for key roles associated with the ‘plans’ practice
• Effective management and associated techniques
• Analyse 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
• Quality
• Apply the PRINCE2 ‘quality’ practice, demonstrating an understanding of:
• The key management products required to support the ‘quality’ practice
• Product description
• Project log: product register
• PID: quality management approach
• Project log: quality register
• The areas of focus for key roles associated with the ‘quality’ practice
• Effective management and associated techniques
• Analyse 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
• Risk
• Apply the PRINCE2 ‘risk’ practice, demonstrating an understanding of:
• The key management products required to support
• The ‘risk’ practice 
• PID: risk management approach
• Project log: risk register
• The areas of focus for key roles associated with the ‘risk’ practice
• Effective management and associated techniques
• Analyse 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
• Issues
• Apply the PRINCE2 ‘issues’ practice, demonstrating an understanding of:
• The key management products required to support the ‘issues’ practice
• PID: issue management approach
• Issue register
• Issue report
• The areas of focus for key roles associated with the ‘issues’ practice
• Effective management and associated techniques
• Analyse 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 environment/context
• Progress
• Apply the PRINCE2 ‘progress’ practice, demonstrating an understanding of:
• The key management products required to support the ‘progress’ practice
• Project log: daily log
• Project log: lessons log
• Lessons report
• End stage report
• End project report
• Checkpoint report
• Highlight report
• Exception report
• PID: digital and data management approach
• The areas of focus for key roles associated with the ‘progress’ practice
• Effective management and associated techniques
• Analyse 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

• Starting up a project
• Carry out the ‘starting up a project’ process, demonstrating an understanding of:
• The activities, inputs and outputs
• The recommended roles and responsibilities within the process (RACI table)
• How the practices are applied
• Analyse 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
• Directing a project
• Carry out the ‘directing a project’ process, demonstrating an understanding of:
• The activities, inputs and outputs
• The recommended roles and responsibilities within the process (RACI table)
• How the practices are applied
• Analyse 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 
• Initiating a project
• Carry out the ‘initiating a project’ process, demonstrating an understanding of:
• The activities, inputs and outputs 
• The recommended roles and responsibilities within the process (RACI table)
• How the practices are applied
• Analyse 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
• Controlling a stage
• Carry out the ‘controlling a stage’ process, demonstrating an understanding of:
• The activities, inputs and outputs
• The recommended roles and responsibilities within the process (RACI table)
• How the practices are applied
• Analyse 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 of the process
• Managing product delivery
• Carry out the ‘managing product delivery’ process, demonstrating an understanding of:
• The activities, inputs and outputs
• The recommended roles and responsibilities within the process (RACI table)
• How the practices are applied
• Analyse 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 objectives of the process
• Managing a stage boundary
• Carry out the ‘managing a stage boundary’ process, demonstrating an understanding of:
• The activities, inputs and outputs
• The recommended roles and responsibilities within the process (RACI table)
• How the practices are applied
• Analyse 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
• Closing a project
• Carry out the ‘closing a project’ process, demonstrating an understanding of:
• The activities, inputs and outputs
• The recommended roles and responsibilities within the process (RACI table)
• How the practices are applied
• Analyse 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

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