MSP Programme Management Principles

MSP Programme Management Principles:

MSP Programme Management Principles | Ramaaa Consultants Limited | Manoj Gajavelli MSP | Experts in MSP Programme Management | Specialists in Training and Consulting.

MSP provides a common framework for all types of programmes as it is based on sound MSP Programme Management principles.

The MSP programme management principles are known to be 1. Universal, 2. Self-validating, and 3. Empowering. By ‘Universal‘, we mean that they can apply to all programmes. By ‘Self-validating‘, we mean that they have been proven in practice. By ‘Empowering‘, we mean that they empower the MSP practitioners with the power to influence and shape transformation and change to success.

The 7 MSP Programme Management Principles are:

  1. Remaining aligned with corporate strategy,
  2. Leading change,
  3. Envisioning and communicating a better future,
  4. Focussing on the benefits and threats to them,
  5. Adding Value,
  6. Designing and delivering a coherent capability, and
  7. Learning from experience.

The full description of the MSP Programme Management Principles can be found in the managing successful programmes manual .

The MSP Programme Management Principles can be explained in brief as below.

MSP Programme Management Principles #1

‘Remaining aligned with corporate strategy’

‘Remaining aligned with corporate strategy’ is one of the 7 MSP Programme Management Principles.

From an organisation point of view, a programme is a huge cost and so is expected to help boost the overall performance of the business to a great level to justify the cost. A well-managed programme maintains good links with the corporate strategy. In practice, we often notice that a programme will have to prove or disprove one or more strategic ideas. For a programme to be useful there needs to be some feedback from the programme to the strategic team. They can then use the feedback from the programmes to refine future strategies to make them better. In practice, the strategy itself can be changing now and then due to outside factors. It is needed that the programme remains adaptable with such changes so that it can keep pace with strategy.

The programme needs to make sure that the projects are aligned with the corporate strategy at all times. To do this, strategic drivers can be extended into the day-to-day work of various projects. The programme work environment must be robust so that it is strong and also flexible so that it can cope with any changes.

The business cases of a programme must consider all options and make a robust case at the time of approval. After approval, these need to be often reviewed to make sure they are aligned with the corporate strategy at all times. The programme needs to have a porous boundary so that it can cope with frequent changes to the scope that says what is included and what is not. For projects, any change in scope etc. is not a good idea as it leads to failure. All the above states the fact that programme management needs to be agile and adaptive. It cannot be based on rigid ideas at all.

Remaining aligned with corporate strategy‘ is considered #1 of the 7 MSP Programme Management Principles.

MSP Programme Management Principles #2

‘Leading change’

‘Leading change’ is one of the 7 MSP Programme Management Principles.

By definition a programme implements a change in an organisation. While the change is being implemented though, it is very important to make sure that the people that are connected with the change are properly taken in the journey of the change. It is not that change can happen in its own way and the people can be taken for granted to live with it. The programme management team must take the initiative to lead the people alongside the change; this is something they need to take care of on top of the all-complex routine programme tasks. Some important leadership characteristics of a good programme management team are:

  • Whenever they direct or interact with people, they must be absolutely clear in what they mean, without giving any chance for any ambiguity. The language must be simple and clear enough to be correctly understood by a range of people from different backgrounds.
  • They should build the trust with the people involved in the programme; this can be achieved by being open and transparent in all their dealings at all times – trust builds when such transparency is shown consistently. All risks and issues must be discussed openly and addressed promptly. The programme management team must never dismiss any risks or issues or any other concerns that any person or team may bring up; they must give proper thought and consideration to all such risks, issues and concerns and face them with courage. This builds trust and when there is trust, all engagement and dealings with the people will be much easier, smooth and fruitful.
  • They should identify, analyse and engage with all relevant stakeholders very actively. Many programmes when complete, will result in changes in workplace practices, culture etc. As these changes can be very personal as well, it is very important to consider all people side factors while working for the success of the programme. In general, programme management is much more people oriented than project management and due care needs to be taken to address the people side of the story.
  • They should take utmost care to make sure the right people are always appointed at the right time to the correct positions. Also, it has been proved in the past that programmes that have the right people on the job as early as possible in the life cycle have shown to be more successful than those that delayed appointment of key people. This means that the programme should be appointing all necessary people in right places at very early point in the programme – sometimes as early as the VISIONing stage. By appointing capable and experienced people at early stages, one can be sure to have the programme framework, processes etc. to be correctly designed and built right from the beginning.
  • As uncertainty is very common in all projects and programmes, they should be prepared to accept and live with the uncertainty and influence others too to appreciate the same. Sometimes the levels of uncertainty in various areas of the programme changes – it may get better or worse. For example, if the vision is unclear, the programme may have to deviate from its original plan or may even result in the vision itself being revised – such cases make the uncertainty much worse. The programme management team must be able to understand uncertainty, control it, deal with it and also be able to explain the same to all other people involved. Generally, the uncertainty is higher at the beginning of the programme and there is less uncertainty towards the end of the programme as people know by then where the programme is headed.
  • They should be quick in solving all problems and must be willing to go the extra mile to find novel solutions to problems. As every programme is unique in nature and complexity, they all need clever solutions each time and most of these solutions may have never been seen before. The complexity gets worse when there are stakeholders with mixed interests and programmes with conflicting interests – these require great mental agility on the part of the programme management team to find novel solutions to keep all people happy. The problems a programme could face cannot be defined in advance and hence there may not be pre-defined solutions to all problems at times.
  • When the programme delivers the outcomes, the programme management team must continue to be fully involved in the post-delivery period to make sure the transition happens smoothly, the change is integrated into the system and operates smoothly. It is important that the programme management team helps all people to go with the transition from the old to the new and get used to the new. The leadership needs to be very careful at this stage as there is huge risk of failing the programme as a whole even though all projects were a success if the transition is not led correctly. The planning to implement the changes, the stability of the operations and business during and after the transition plays a vital role in success at this stage. Often at this stage, people may feel uncomfortable, nervous and unwilling to accept the unfamiliar changes – it is important to lead people with support and help them in all possible ways to reap the benefits of the new system.

Thus the MSP programme management team has a very wide role to play in leading the people to the change and this is achieved by various people at various stages and must be very visible throughout the programme from the Start to Finish.

Leading change‘ is considered #2 of the 7 MSP Programme Management Principles.

MSP Programme Management Principles #3

Envisioning and communicating a better future

‘Envisioning and communicating a better future’ is one of the 7 MSP Programme Management Principles.

Every programme is intended to eventually take an organisation into a new state which is considered to be more beneficial. While this is true and easy to say, it is important that, right from the Start, the programme management team is capable of having a clear vision of such new beneficial future state and describing the same too. Having such vision and being able to describe it simple terms, is in itself an important factor for the stakeholders to believe that the programme actually makes sense. Such vision must be developed and further refined in the early stage of the programme to such an extent that it will not change much in future. This is so because if the vision statement itself changes significantly, it means the fundamentals of the programme need to be looked at again to make sure the programme remains valid. The vision once developed and refined, must continue to exist, at all times to make sure the programme aligns with the strategic objectives of the organisation.

The vision also needs to be communicated to all stakeholders in a way that they all understand it for what it is. When the vision of future state is clearly communicated and all stakeholders are in agreement that the future state is indeed a benefit they would look forward to, it is easy to gain their buy-in and commitment. Thus having a clear vision and communicating the same correctly leads to greater success of the programme as any confusion among stakeholders is completely avoided.

Envisioning and communicating a better future‘ is considered #3 of the 7 MSP Programme Management Principles.

MSP Programme Management Principles #4

‘Focussing on the benefits and threats to them’

‘Focussing on the benefits and threats to them’ is one of the 7 MSP Programme Management Principles.

When the programme is complete, its outcomes implemented and the new state comes into operation, the business begins to see the benefits that the programme has created. As benefits are what the business perceives more than all other happenings of the programme, it is very important that the programme management team keeps the right amount of focus always on the benefits so that they never lose the sight of what the programme would ultimately be judged on. The programme is ultimately judged based on the benefits that the business can realise as a result of the programme. These benefits must also remain relevant to the business strategy.

As benefits are so important and the focus on these cannot be compromised upon, it is also important to always keep an eye on anything and everything that can have any impact on such benefits. All risks and issues that are connected with the benefits must be managed and addressed as needed to make sure the business realise the intended benefits and the programme is judged as a success.

Focussing on the benefits and threats to them‘ is considered #4 of the 7 MSP Programme Management Principles.

MSP Programme Management Principles #5

‘Adding value’

‘Adding Value’ is one of the 7 MSP Programme Management Principles.

Having a programme is an expensive matter for any business. Thus, it is important in any case to check if the programme is really adding any value. This means that the programme brings additional value into the system than that brought in by individual projects. In case the programme adds no more value than what independent projects would bring into the system, it is wise to avoid having a programme and allow the projects to function individually and manged by the corporate portfolio management team. The additional value that a programme can bring in can be of many kinds – in some cases, it may be absolutely necessary to have a programme just to coordinate all projects so that the outputs from individual projects are tied up properly to suit the strategic objectives of the business, or in other cases a simple benefit that the programme prevents projects claiming double benefits and lead to confusion.

Adding Value‘ is considered #5 of the 7 MSP Programme Management Principles.

MSP Programme Management Principles #6

‘Designing and delivering a coherent capability’

‘Designing and delivering a coherent capability’ is one of the 7 MSP Programme Management Principles.

It is fundamentally vital that the Capability that a programme adds to a business must be in coherence with the already working system. The new capability must be blending into the working and operationally stable system as smoothly as possible without interfering with the smooth functioning of the current system. This needs taking all such factors into consideration in the design so that the new capability meets all standard quality requirements and can be scheduled in such a way that the transition is smooth and once in operation, the new capability runs in tandem with the rest of the system without causing any disruption. This means that all inter-project dependencies and program-project dependencies etc. must be very clearly identified and addressed right from the design stage. Once such suitable design is done, it is vital to deliver the capability as per the design so that the capability remains coherent with the rest of the system.

Designing and delivering a coherent capability‘ is considered #6 of the 7 MSP Programme Management Principles.

MSP Programme Management Principles #7

‘Learning from experience’

‘Learning from experience’ is one of the 7 MSP Programme Management Principles.

The most interesting aspect of programme management is that it provides ample opportunity for people and the business to constantly learn and evolve as they progress with the programme. The learnings can lead to best practices being identified and implemented in future so that full advantage is taken of the new knowledge learnt. Thus as the people and the business gain more and more experience they can also learn more and more as they progress and can do better programme management than they used to. The habit of learning from experience gives one best practices to remember and repeat and also helps to foresee problems and avoid pitfalls that have troubled the programmes in the past. The programme can learn and get better and even better as more experience is gained.

Learning from experience‘ is considered #7 of the 7 MSP Programme Management Principles.

MSP Programme Management Principles | Ramaaa Consultants Limited | Manoj Gajavelli MSP | Experts in MSP Programme Management | Specialists in Training and Consulting.

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MSP Programme Management

MSP Programme Management

What is MSP Programme Management?

In MSP, a programme is defined as a temporary, flexible organisation created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organisation’s strategic objectives. An MSP programme is likely to have a life that spans several years according to MSP Programme Management Manual.

It is interesting to note how a project compares with a programme. A project is also a temporary organisation, usually existing for a much shorter duration. It will deliver one or more outputs related to business case. A project may be on its own or may be part of a programme.

Programmes result in outcomes while projects result in outputs. Programme Management and project management are seen as balancing each other. Within a programme life cycle, many projects are initiated, executed, and closed as time passes. Thus, a programme can be seen as an umbrella under which many projects are started, run and finished. A programme runs the projects in such a way that can deliver an outcome greater than the sum of the outputs of the projects.

Thus, one can say that MSP programme management does not replace any project management.

A programme needs to be in a controlled project environment that can show a common project management approach for all projects. This is usually achieved by MSP Programme Management.

What is the purpose of MSP Programme Management?

As per MSP Programme Management Manual, the purpose of MSP programme management is to organise, direct and implement a set of projects that make up the programme. The outcomes of the programme help realise some benefits that are of strategic value to the business.

In an organisation, there are three elements are linked to one other very tight. They are named as here: 1. Corporate strategy, 2. Delivery mechanisms for change, and 3. Business-as-usual environment. It is the natural tension that exists between these elements that needs to be managed well to see success. MSP Programme Management helps one in doing the same.

In a programme, it is vital to manage multiple activities to take place smoothly at all time. Once the projects develop solutions, they need to be delivered into the live system so that they can be used by the business. These new solutions need to be added to the system in a smooth way so that the system does well at all times. MSP Programme Management does this by breaking things into smaller pieces called tranches. The tranches have proper review points so that progress and performance can be monitored and assessed.

In an organisation, projects often compete with each other for resources. This may at times cause conflict among the demanding projects. MSP Programme Management comes with a strong framework that integrates and reconciles in case of such conflicts.

It is important that the people aspects of change like culture, style and character etc. must be recognised and accommodated if the programme is to succeed. MSP Programme Management helps achieve this.

What is the need for MSP Programme Management?

At times of major changes in an organisation, it is common that things like complexity, risk, many interdependencies come in the way of success. So, these need to be managed well. Also, when there are many projects, there are bound to be conflicting priorities and these need to be resolved. These create the need for MSP Programme Management.

The most popular reasons for failure of organisations to deliver successfully are: 1. Insufficient board-level support, 2. Leadership is weak, 3. Unrealistic expectations of the organisational capacity and capability, 4. Insufficient focus on benefits, 5. Lack of any blueprint of the future capability, 5. A poorly defined or poorly communicated vision, 6. Resistance to change in culture, 7. Lack of Engagement of Stakeholders

An approach such as MSP Programme Management comes with a framework that helps organisations in working around the above and see success.

What are the Types of Programmes as defined by the MSP Programme Management Manual?

There are three main types of programmes as per the MSP Programme Management Manual. They are: 1. Vision-led programme, 2. Emergent programme, and 3. Compliance programme. These can be described as below.

Vision-led programme

A Vision-led programme is one that exists to deliver a vision that has been created and is owned by the top of the organisation. It takes a top down approach and has implications in many functions of the organisation’s operations. It is very likely that this type of programme has a background of innovation or strategic opportunity in the business. An example of Vision-led programme is how the political directions get translated into an MSP programme that will deliver the desired changes.

Emergent programme

An Emergent programme is one that evolves from random projects at a given time, in an organisation. Such a programme comes into life when there is a need for the coordination of the projects to deliver the planned changes and the realise desired benefits. This type of programme is transitory, and when the vision, context and direction get defined it gets the shape of a planned programme .

Compliance programme

A Compliance programme in other words is a ‘must do’ programme. Generally such a programme is triggered by an external event, such as a legislative change, leaving no choice but to change. This type of programme may not be resulting in improvements in performance but may result in compliance, achievement and avoidance of negative implications.

When to use MSP Programme Management?

The scope of a programme can be any of the below. It may be set up: 1. in some parts of an organisation, or 2. across the entire organisation, or 3. across more than one organisation, or 4. in the environment in which the organisation operates. Whatever the scope of a programme be, to decide on how to approach to manage the programme, one needs to look at the nature of the change that the programme would bring in.

A programme may deliver any from a range of types of change. A programme may be highly complex to look at, but have a reasonably predictable outcome. In such cases, the outcome may be very predictable and the costs may be high. Other programmes may have less predictable outcomes due to unknown factors such as societal trends, policy, legislation etc.

Specification-led programmes

In such programmes, one will see less ambiguity about the outcome of the programme but the risk may be high and the setup itself may be complex. These programmes come with a reasonably well marked out scope that can be adjusted as time passes. Experts say MSP allows one to scale its approach to suit such cases.

Business transformation programmes

In such programme, the focus is on how some functions of the business can be transformed. There seems to be a good vision that leads to certain outcomes and some benefits. MSP helps such cases with a good structure.

Political and societal change programmes

In such programmes, there many unknown factors and so the outcome is less predictable. One can go with the flow by adjusting the scope as the outcomes become clearer.

MSP Programme Management is highly suitable for Business transformation programmes and Political and societal change programmes. MSP Programme Management can easily fit in the high levels of complexity, ambiguity and risk in such cases.

MSP Programme Management | Ramaaa Consultants Limited | Manoj Gajavelli MSP | Experts in MSP Programme Management | Specialists in Training and Consulting.

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What is a PMI REP?

What is a PMI REP (Registered Education Provider)?

PMI R.E.P.s are few select organizations that PMI have approved to offer project management training as per PMI standards. PMI REPs are also able to issue Professional Development Units or PDUs. PDUs are essential to attain and to retain a PMI credential.

How are PMI REPs formed?

PMI defines very high standards for the quality and effectiveness of the training an organisation can offer. PMI evaluates organisations that seek to become REP against these standards and offers them the REP status only if the training provider meets or exceeds such standards as set by the PMI.

How can I find or contact an REP?

It is believed that more than 1600 REPs offer high quality training courses in as many as 80 countries. Some REPs offer online courses too. PMI REPs are known to have trained in excess of 3 million students in years gone by.

PMI maintains a list of providers that are in good standing as an approved PMI REP. They are approved to issue Professional Development Units (PDUs) for the training courses and events that they conduct. You may find it useful to search for such activities or providers online if you are interested in PDUs or trainings or activities or all of these.

Why should I be trained by an REP?

The quality of all trainings and activities conducted by REPs are of exceptional standards as they get much helpful support from the PMI. Training providers begin to enjoy certain exclusive benefits when they achieve the REP status. The tools and resources that PMI provides the REPs help them to meet the training needs of the Project Management profession. This in turn helps the REP in developing their business as well. Research has proved that more than 80% of the organisations that seek project management related training for their employees, prefer to work with an REP rather. Project Management practitioners all over the world view the PMI REP as a sign of trust and quality.

What benefits do REPs have?

Some benefits that a PMI REP enjoys are:

  • Greater recognition world-wide and higher credibility in the industry.
  • The ability to reach over half-a-million practitioners from PMI network in more than 185 countries.
  • Have the authority to offer PDUs for the trainings and activities which makes the students happier.
  • Access to PMI tools and resources that help develop business while meeting high standards.
  • Can be more visible by being listed on the R.E.P. directory on the PMI website which gets thousands of visitors seeking training.
  • Can have access to and connect with people that Request For training Proposals (RFPs) with PMI and expect increasing number of clients.
  • Have the chance to collaborate with other high quality academic institutions.
  • Enjoy the access to great marketing materials and customize them to suit any business development idea.
  • Become more popular by joining the online R.E.P. community and network with them.
  • Gain exclusive access to new releases of PMI global standards before they are available openly.
  • Get most PMI publications at 50% price. This may include the PMBOK Guide) – 5th Edition .
  • Have a limited license to use figures and excerpts for commercial training purpose from the PMBOK Guide) – 5th Edition .

What is a PMI REP? | Ramaaa Consultants Limited | Manoj Gajavelli MSP | Experts in MSP Programme Management | Specialists in Training and Consulting.

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PRINCE2 Certification

What is PRINCE2 Certification?

The term PRINCE2 stands for PRojects IN Controlled Environments, version 2. It is also good to note that PRINCE2 is a very popular and structured project management method in the world. It is built upon the vast experience and inputs from: 1. Projects, 2. Project Sponsors, 3. Project Managers, 4. Project Teams, 5. Researchers, 6. Academics, 7. Trainers and 8. Consultants.

It is a Certification in Project Management, and one that is regarded as a great one by one and all in the world. The PRINCE2 Certification is presented at three levels: 1. PRINCE2 Foundation, 2. PRINCE2 Practitioner and 3. PRINCE2 Professional. There are well structured training programmes for PRINCE2. These are very helpful to anyone who is interested in a PRINCE2 Exam.

As PRINCE2 is owned and managed by AXELOS, they manage the whole process of the PRINCE2 Certification. AXELOS has authorised some institutes, that are called as EIs. These EIs in-turn award accreditation to a number of ATOs, their trainers and their PRINCE2 courses. It is these ATOs and their trainers that offer PRINCE2 Training Courses and Exams.

What is PRINCE2 Certification (Foundation)?

The PRINCE2 Certification (Foundation) is the basic or the first of all the  PRINCE2 Certifications on offer for you when you pass the PRINCE2 exam. It is aimed at those that have a good knowledge and understanding of the PRINCE2 method. They must be able to work as a member of a project management team in a project supporting PRINCE2.

What is the pre-requisite for PRINCE2 Certification (Foundation)?

The PRINCE2 Certification (Foundation) on its own has no pre-requisite as such. But, it is one of the pre-requisites for the next – PRINCE2  Certification (Practitioner) if one wants it.

What is the PRINCE2 Certification (Foundation) Exam Format?

PRINCE2 Foundation Exam Format

The PRINCE2 Certification (Foundation) Exam is a Closed Book Exam with 75 multiple choice questions based on PRINCE2. Of these 75 questions, 5 are meant to be for trial and DO NOT account for the score. The pass mark for PRINCE2 Certification (Foundation) Exam is 35 marks which is 50% of 70.

What is PRINCE2 Certification (Foundation) target audience?

The PRINCE2 Certification (Foundation) is meant for people such as: 1. aspiring Project Managers, 2. practicing Project Managers, 3. Project Board members, 4. Team Managers, 5. Project Assurance, 6. Project Support, 7. other Operational Line Personnel, and 8. other key people from any of the project teams.

What is PRINCE2 Certification (Practitioner)?

PRINCE2 Certification (Practitioner) is at the mid-level of all the PRINCE2 Certifications. It is aimed at testing if the candidate has the level of understanding of how to apply and tailor PRINCE2 in practice. A PRINCE2 Practitioner should, with some help, be able to start applying the method to a real project but may not be skilled to do this well for all situations. The factors that impact what the PRINCE2 Practitioner can achieve in practice are: 1. Individual Project Management expertise, 2. Complexity of the Project, 3. The support provided for the use of PRINCE2 in their work.

What is the pre-requisite for PRINCE2 Certification (Practitioner)?

To sit for PRINCE2 Certification (Practitioner), a candidate must have passed one of the many exams as per the below list, and provide the proof of the same. The list of these exams is as named here: 1. PRINCE2 Foundation, OR 2. Project Management Professional (PMP), OR 3. Certified Associate in Project Management (CAPM), OR 4. IPMA Level A® (Certified Projects Director), OR 5. IPMA Level B® (Certified Senior Project Manager), OR 6. IPMA Level C® (Certified Project Manager), OR 7. IPMA Level D® (Certified Project Management Associate).

What is the PRINCE2 Certification (Practitioner) Exam Format?

The PRINCE2 Certification (Practitioner) Exam: 1. is an Open book exam (official PRINCE2 Manual only), 2. for two-and-half hours (150 minutes) 3. consisting of eight questions, 4. with ten question items in each, 5. making a total of eighty questions, 6. of which one needs to answer at least 44 (55%) correctly with Objective questions.

What is PRINCE2 Certification (Practitioner) target audience?

The PRINCE2 Certification (Practitioner) targets professionals such as:  1. aspiring Project Managers, 2. practicing Project Managers, 3. Project Board Members, 4. Team Managers, 5. Project Assurance, 6. Project Support, 7. other Operational Line personnel and 8. other Key people from any of the project teams.

What is PRINCE2 Certification (Professional)?

PRINCE2 Certification (Professional) is the highest of all the PRINCE2 Certifications. It is aimed to test one’s ability to manage a non-complex PRINCE2 project in all aspects of the project’s lifecycle.

What is the PRINCE2 Certification (Professional) Exam Format?

PRINCE2 Certification (Professional) Exam is 1. a two-and-a-half day residential program, 2. at an Assessment Centre, 3. that consists of group activities and exercises, 4. based on a fictional project case study, 5. where the candidate is assessed against 19 individual performance criteria. There is no written exam involved in this process.

What is PRINCE2 Certification Re-registration?

As a rule, any PRINCE2 Practitioner must be re-registered in three to five calendar years of the PRINCE2 Certification. This re-registration is made up of a one-hour exam set at the same standard as the PRINCE2 Practitioner Exam. The PRINCE2 Re-registration Certification enables one to show commitment to continuing professional development and the latest knowledge of the PRINCE2 to 1. Employers, 2. Peers and 3. Colleagues.

What is PRINCE2 Certification Re-registration Exam Format?

The PRINCE2 Re-registration Exam comprises an exam paper set at the same standard as the PRINCE2 Practitioner exam and is based on the 2009 PRINCE2 Manual. It is: 1. an Objective question, 2. open book based exam (official Prince2 manual only), 3. exam conducted for one hour or 60 minutes including reading time and 4. consists of 3 questions with  10 items per question, 5. each question worth one mark; One needs to score at least 17 marks out of 30 to pass.

PRINCE2 Certification | RAMAAA Consultants Limited | Manoj Gajavelli | Experts in Project Management | Specialists in Training and Consultancy

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What is Prince2?

What is PRINCE2?

The term PRINCE2 stands for PRojects IN Controlled Environments, Version 2. PRINCE2 is one of the best project management methods in the world. PRINCE2 has been developed in the U.K. and is used as a standard in all the U.K. Government projects. It is also used in some projects outside the government in the UK. 

What is PRINCE2 based on?

PRINCE2 is based on the inputs from a large number of 1. projects, 2. project sponsors, 3. project managers, 4. project teams, 5. researchers, 6. academics, 7. trainers and 8. consultants etc. PRINCE2 took its shape from PROMPT and PRINCE – originally developed in the year 1989 by the CCTA.

What is PRINCE2 Framework?

PRINCE2 provides a strong framework that gives full guidance in the essentials of managing a project well. It is an easy to learn and a flexible method that can be adapted to various types of project.

PRINCE2 focuses more on the management aspects of a project at a high level. It does so by isolating these from the specialist and technical aspects of the project, such as SME, design, and testing etc. Thus it serves as a good framework for the project with the specialist aspects of the project aligned with PRINCE2.

What is PRINCE2 History?

PRINCE was first developed as a standard method to be used in the UK government IT projects. It soon became widely applied outside the IT  both in the UK government and in the private sector too around the world.

PRINCE2 was released as a generic project management method in the UK in the year 1996. It soon got very popular and is now the standard method in the UK government and across the UN.

What is PRINCE2 latest Edition?

PRINCE2 rights are currently (since 2013) owned by AXELOS, a joint venture of HM Cabinet Office and Capita plc. PRINCE2 latest edition was launched in 2009. This is much more lighter and simpler than the earlier edition.  This took great care in addressing earlier weaknesses, and retaining the base on its principles from 1996. It also adapts itself to the changed business environment in the world. And it integrates better with other AXELOS Global Best Practice methods like ITIL, P3O, P3M3, MSP, M_o_R etc.

The PRINCE2 2009 comes with two manuals named as: 1. ‘Managing Successful Projects with PRINCE2 – 2009 Edition‘ and 2.’Directing Successful Projects with PRINCE2 – 2009 Edition‘.

What are PRINCE2 Elements?

PRINCE2 has four key elements for a project – 1. Principles, 2. Themes, 3. Processes and 4. the Project Environment. It manages these as one unit so as to provide a secure and controlled framework for the project.

What are PRINCE2 Principles?

PRINCE2 bases itself on 7 key principles which are the guiding requirements and good practices. It is mandatory to apply all of these to a project to consider it a PRINCE2 project.

The 7 principles of PRINCE2 are: 1. Continued Business Justification, 2. Learn from Experience, 3. Defined Roles and Responsibilities, 4. Manage by Stages, 5. Manage by Exception, 6. Focus on Products and 7. Tailor to suit the Project Environment.

What are PRINCE2 Themes?

PRINCE2 has 7 themes with it that cover many aspects of project management. These must be catered to throughout the project life cycle. The 7 themes of PRINCE2 are: 1. Business Case, 2. Organization, 3. Quality, 4. Plans, 5. Risk, 6. Change and 7. Progress.

What are PRINCE2 Processes?

PRINCE2 has 7 processes to describe the steps of the project from start to finish. These come with checklists of 1. recommended activities, 2. products and 3. related responsibilities for each process.

The 7 processes of PRINCE2 are as named here: 1. Starting Up a Project, 2. Directing a Project, 3. Initiating a Project, 4. Controlling a Stage, 5. Managing Product Delivery, 6. Managing Stage Boundaries and 7. Closing a Project.

The PRINCE2 framework needs to maintain various documents during the project life cycle. These are as named below:- 1. Business Case, 2. Risk Register, 3. Quality Register, 4. Issues Register, 5. Lessons Log and 6. Daily Log.

What is PRINCE2 certification?

PRINCE2 offers certifications at 3 levels for people who want to get them. These are: 1. PRINCE2 Foundation, 2. PRINCE2 Practitioner and 3. PRINCE2 Professional. It requires passing the exams with the pass-score by the aspirants.

 What is PRINCE2 Foundation?

PRINCE2 foundation is a multiple choice type of exam that lasts for one hour. It tests a candidate’s knowledge of the PRINCE2 method. It consists of 75 questions, 5 of which are trial questions which do not carry a mark. Of the remaining 70 questions which do carry a mark, the candidate needs to score 50% or more (i.e. 35 or more) to pass.

What is PRINCE2 Practitioner?

The PRINCE2 practitioner exam with 8 topics, has 10 questions per topic making a total of 80 marks and lasts for 2.5 hours. This exam tests how able a candidate is to apply the PRINCE2 topics to a project scenario. The pass mark is 55%, which is 44 marks or more out of 80. Passing the Foundation exam is a pre-requisite for sitting the Practitioner exam.

What is PRINCE2 Professional?

PRINCE2 professional was introduced in the year 2012. It is awarded to one, after a 2.5 day long residential assessment of the person in group exercises and activities etc. The assessment is in more general capabilities such as team working, which is not specific to PRINCE2. Passing the PRINCE2 Practitioner exam is a pre-requisite for sitting the Professional assessment.

What is PRINCE2 Examination Process?

The following points explain the PRINCE2 exam process:

1. PRINCE2 examinations can be sat by candidates who attend an accredited training course, or

2. by those who purchase an accredited eLearning course,

3. Candidates who self-study may also purchase an exam via the APM Group’s web site and can then sit the exam at a public exam centre, or at a British Council office, and

4. PRINCE2 Foundation exam may also be sat at home, with a live proctor observing the candidate virtually via webcam.

What is PRINCE2 Register?

The PRINCE2 register is published by the APM Group. It consists of details of successful candidates. It is available on the internet.

What is PRINCE2 Trainer Accreditation?

The PRINCE2 trainers must be re-accredited every 3 years. They need to undergo a surveillance once every 12 months. This can be either in the form of 1. a visit by an assessor to a training course or 2. a telephone interview. This assesses their professional knowledge and training capability.

What is PRINCE2 | RAMAAA Consultants Limited | Manoj Gajavelli | Experts in Project Management | Specialists in Training and Consultancy

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PRINCE2 Course or PRINCE2 Manual?

PRINCE2 Course or PRINCE2 Manual?

What is PRINCE2?

PRINCE2 is owned by AXELOS. They are in charge of the whole process around the PRINCE2 examinations.

PRINCE2 is a short-form for PRojects IN Controlled Environment. PRINCE2 is a project management practice that can be applied to projects from a wide range of backgrounds.

PRINCE2 is built on the wide experience gained from many projects. The building blocks of PRINCE2 are the lessons learned and best practices from these projects.

What is PRINCE2 certification?

It is a project management qualification that is great to have and in high demand in many countries. It comes in 3 levels. The first of the three levels is known as the PRINCE2 foundation. Next is the PRINCE2 practitioner. At the top is PRINCE2 professional.

What is PRINCE2 course?

A PRINCE2 course is a formal training course for PRINCE2 aspirants. It is a general practice for PRINCE2 aspirants to take a PRINCE2 course before a PRINCE2 exam. A PRINCE2 course can only be offered by an approved trainer. A PRINCE2 trainer who is accredited by AXELOS is the one that is approved to offer a PRINCE2 course.

What is the structure of a PRINCE2 course?

PRINCE2 courses come in all shapes and sizes these days to suit various PRINCE2 aspirants’ needs. A PRINCE2 course can be a formal class room based PRINCE2 course offering full PRINCE2 training. Or it can be an online interactive PRINCE2 course. A PRINCE2 course can be offered by mail or email as a PRINCE2 study guide with access to a real PRINCE2 trainer on phone, internet and chat etc.

Where can I find an approved trainer for a PRINCE2 course?

You can check out the full list of approved PRINCE2 course trainers from AXELOS certified partner search.

Do I have to take a PRINCE2 course? Is a PRINCE2 course mandatory for a PRINCE2 certification?

No, it is not mandatory to do a PRINCE2 course.

Can I study for PRINCE2 certification myself?

Yes you can do a self-study of PRINCE2 Manual.

What is Prince2 Manual ?

The book known as Managing Successful Projects with PRINCE2: 2009 Edition, is the official PRINCE2 Manual. This book is a direct publication from the OGC. This book details all of the PRINCE2 principles, themes and processes etc. This book is considered a vital reference guide for anyone using the PRINCE2 practice.

The PRINCE2 Manual covers all the 7 themes, 7 principles and 7 processes.

What is the advantage of studying the Prince2 Manual ?

The PRINCE2 Manual is the most authentic version of PRINCE2 concepts, themes and principles etc. as it is directly published by the OGC. Thus, if you chose to study the PRINCE2 Manual, you get access to the most authentic source of PRINCE2 concepts, themes and principles etc. With the PRINCE2 Manual as your primary source of knowledge, you are free from the influence of a third party’s interpretation of PRINCE2 concepts, themes and principles etc.

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