Prince 2® Practitioner 7th Edition

PRINCE2® was first launched in 1996 and has had six editions, with the last update in 2017. PRINCE2® 7th Edition seeks to respond to a number of changes that have taken place in our world and in the discipline of project management since then. The digital revolution, the speed of change, the rise of Agile ways of working, and the increased volatility and uncertainty of all aspects of life mean that project management must evolve to meet these demands. When updating guidance, there can be a tendency to simply add new material to the existing content, resulting in more rather than better guidance. Instead, the decision was taken to go back to basics and challenge every aspect of PRINCE2® to ensure that its inclusion was required and contributed to the guidance being fit for purpose now and for some years to come.

Our two-day PRINCE2® Practitioner (7th Edition) training course will teach you how to apply and tailor relevant aspects of PRINCE2® practices and processes in context.

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After completing this course, you will be able to:- Understand how to apply the PRINCE2® principles in context.

  • Understand how to apply effective people management in successful projects.
  • Understand how to apply and tailor relevant aspects of PRINCE2® practices in context.
  • Understand how to apply (and tailor) relevant aspects of PRINCE2® processes in context.

Accepted Prerequisites for PRINCE2® 7 Practitioner:- PRINCE2® 6th Edition (Foundation or Practitioner)

  • PRINCE2® 7 Foundation
  • Project Management Qualification (PMQ)
  • Project Professional Qualification (PPQ)
  • Project Management Professional (PMP)®
  • Certified Associate In Project Management (CAPM)
  • IPMA Level A® (Certified Projects Director)
  • IPMA Level B® (Certified Senior Project Manager)
  • IPMA Level C® (Certified Project Manager)
  • IPMA Level D® (Certified Project Management Associate)

*Please Note: Due to the extent of the changes between versions, PRINCE2® 5th Edition and all other previous versions will not be accepted as prerequisites for PRINCE2® 7 Practitioner.

  • Intended for all project managers (certified and uncertified) and aspiring project managers
  • Relevant to other key staff involved on the design, development, and delivery of projects; project board members, team managers, project assurance, project support, and operational line managers/staff
1.1: Analyse the application of PRINCE2® principles in context:
• Ensure continued business justification.
• Learn from experience.
• Define roles, responsibilities and relationships.
• Manage by exception.
• Manage by stages.
• Focus on products.
• Tailor to suit the project.
2.1 Assess whether an approach to leadership and management of teams is appropriate.

2.2 Assess whether an approach to leadership and management of change within a project, and people affected by a project, is appropriate.

2.3 Apply the approach to the following:
• Communications.
• People central to the method.

2.4: Apply the key management products required to support the people element of projects:
• Communication management approach.
• Change management approach.
3.1.1 Apply the PRINCE2® ‘business case’ practice, demonstrating an understanding of:
• The key management products required to support the ‘business case’ practice:
o Business case.
o PID: Benefits management approach.
o PID: Sustainability management approach.
o Project brief.
• The areas of focus for key roles associated with the ‘business case’ practice.
• Effective management and associated techniques.

3.1.2: 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.

3.2.1 Apply the PRINCE2® ‘organising’ practice, demonstrating an understanding of:
• The key management products required to support the ‘organising’ practice:
o PID: Project management team structure.
o PID: Role descriptions.
o PID: Commercial management approach.
• The areas of focus for key roles associated with the ‘organising’ practice.
• Effective management and associated techniques.

3.2.2: Analyse whether an approach to applying the ‘organising’ 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.

3.3.1: Apply the PRINCE2® ‘plans’ practice, demonstrating an understanding of:
• The key management products required to support the ‘plans’ practice:
o Plan (project, stage, team & exception plans)
o Project product description.
o Work package description.
• The areas of focus for key roles associated with the ‘plans’ practice.
• Effective management and associated techniques.

3.3.2 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.

3.4.1 Apply the PRINCE2® ‘quality’ practice, demonstrating an understanding of:
• The key management products required to support the ‘quality’ practice:
o Product description.
o Project log: Product register.
o PID: Quality management approach.
o Project log: Quality register.
• The areas of focus for key roles associated with the ‘quality’ practice.
• Effective management and associated techniques.

3.4.2 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.

3.5.1: Apply the PRINCE2® ‘risk’ practice, demonstrating an understanding of:
• The key management products required to support the ‘risk’ practice:
o PID: Risk management approach.
o Project log: Risk register.
• The areas of focus for key roles associated with the ‘risk’ practice.
• Effective management and associated techniques.

3.5.2: 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.

3.6.1: Apply the PRINCE2® ‘issues’ practice, demonstrating an understanding of:
• The key management products required to support the ‘issues’ practice:
o PID: Issue management approach.
o Issue register.
o Issue report.
• The areas of focus for key roles associated with the ‘issues’ practice.
• Effective management and associated techniques.

3.6.2: 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.

3.7.1: Apply the PRINCE2® ‘progress’ practice, demonstrating an understanding of:
• The key management products required to support the ‘progress’ practice (11.5):
o Project log: daily log
o Project log: lessons log
o Lessons report
o End stage report
o End project report
o Checkpoint report
o Highlight report
o Exception report
o PID: digital and data management approach
• The areas of focus for key roles associated with the ‘progress’ practice.
• Effective management and associated techniques.

3.7.2: 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.
4.1.1: 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.
• How the practices are applied.

4.1.2: 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.

4.2.1 Carry out the ‘directing a project’ process, demonstrating an understanding of:
• The activities, inputs and outputs.
• The recommended roles and responsibilities within the process.
• How the practices are applied.

4.2.2: 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.

4.3.1: Carry out the ‘initiating a project’ process, demonstrating an understanding of:
• The activities, inputs and outputs.
• The recommended roles and responsibilities within the process.
• How the practices are applied.

4.3.2 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.

4.4.1 Carry out the ‘controlling a stage’ process, demonstrating an understanding of:
• The activities, inputs and outputs.
• The recommended roles and responsibilities within the process.
• How the practices are applied.

4.4.2 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.

4.5.1 Carry out the ‘managing product delivery’ process, demonstrating an understanding of:
• The activities, inputs and outputs.
• The recommended roles and responsibilities within the process.
• How the practices are applied.

4.5.2 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.

4.6.1 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.
• How the practices are applied.

4.6.2 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.

4.7.1 Carry out the ‘closing a project’ process, demonstrating an understanding of:
• The activities, inputs and outputs.
• The recommended roles and responsibilities within the process.
• How the practices are applied.

4.7.2 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.
Exam PRINCE2 Practitioner 7th Edition
Length of exam 150 minutes
Number of questions 70 questions
Question format Multiple choice questions (single and multiple response)
Passing grade 42/70 or 60%
Testing center Accredited Training Organization (ATO) of PeopleCert

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