Introduction

• Introduction to the PRINCE2® Foundation exam, target audience and objectives.
• PRINCE2® 6th Edition specifications.
• Definition of a project according to PRINCE2®, definition and characteristics, comparison with PMBOK.
• Projects in their contexts.
• What PRINCE2® does not cover.
• Six aspects of project performance.
• Measuring the success of a project.
• The AXELOS PPM framework: portfolio, program, P3O office. Managing Successful Programmes (MSP).

Structure of PRINCE2®.

• Structures of PRINCE2®: 7 principles, 7 themes, 7 processes.
• Introduction to PRINCE2® principles, themes and processes.
• PRINCE2® management products.
• Contextualization in PRINCE2®.

Processes and themes to create the project

• The "business case" theme: establishing the mechanisms for determining whether the project is desirable, viable and feasible.
• The "organization" theme: defining and establishing the accountability and responsibility structure for the project.
• The process of "directing a project": enabling the steering committee to make key decisions.
• The "starting up a project" process: preventing poorly designed projects from starting and approving viable ones.
• The notion of continuous business justification.
• Defining the structure and roles of your organization.
• Enabling the project board to assume responsibility for the project.
• Ensuring that the prerequisites are in place for initialization.

Processes and themes for initiating a project

• The "risk" theme: identify, evaluate and control the uncertainties of the project.
• The "quality" theme: define the means used to verify that the products are adapted to the needs.
• The "change" theme: identify, evaluate and control any potential approved changes to the project's baselines.
• The "plans" theme: defining the means of product delivery and facilitating communication and control.
• The "progress" theme: establishing mechanisms to monitor/compare achievements against plans.
• The process of "initiating the project": to enable the understanding of the work to be done and the products to be produced.
• Definition of risk, impacts and measurements.
• Systematic change control approach.
• Definition of quality. Acceptance criteria. Quality management.
• The three levels of plans and the relationships between plans. The planning stages.

Delivery and closing processes

• The "controlling a stage" process: assigning tasks and informing the steering committee of the project's progress.
• The "managing product delivery" process: agreeing on requirements for acceptance, execution and delivery.
• The "managing a stage boundary" process: evaluating the success of the current stage, approving the next one.
• The "closing a project" process: providing a fixed point corresponding to confirmation that the product is accepted.
• Implementing corrective actions to ensure that the stage remains within tolerances.
• Ensuring that products are delivered as expected and within tolerances.
• Assuring the steering committee that all products are completed and approved.
• Verifying user acceptance of the project's product and comparing performance with baseline values.

Preparing for and taking the Foundation 6th Edition exam

• Practicing on mock exam questions.
• Exam conditions. Types of questions.
• Tips for the exam.