PRINCE2® 7 Practitioner 國際認可證書課程

課程名稱：PRINCE2® 7 Practitioner 國際認可證書課程
- 簡稱：PRINCE2 Practitioner Training Course

1 Understand how to apply thePRINCE2 principles in context [Syllabus Reference: 1]
1.1 Analyze the application of PRINCE2 principles in context [Syllabus Reference: 1.1]
1.1.1 Ensure continued business justification [Syllabus Reference: 1.1a]
1.1.2 Learn from experience [Syllabus Reference: 1.1b]
1.1.3 Define roles, responsibilities and relationships [Syllabus Reference: 1.1c]
1.1.4 Manage by exception [Syllabus Reference: 1.1d]
1.1.5 Manage by stages [Syllabus Reference: 1.1e]
1.1.6 Focus on products [Syllabus Reference: 1.1f]
1.1.7 Tailor to suit the project [Syllabus Reference: 1.1g]

2 Understand how to apply effective people management in successful projects [Syllabus Reference: 2]
2.1 Assess whether an approach to leadership and management of teams is appropriate [Syllabus Reference: 2.1]
2.1.1 Leading across organizational boundaries
2.1.2 Building effective teams
2.1.3 Bringing the team together
2.2 Assess whether an approach to leadership and management of change within a project, and people affected by a project, is appropriate [Syllabus Reference: 2.2]
2.2.1 Projects require change management
2.2.2 Stakeholders
2.2.3 Culture
2.3 Apply the approach to the following [Syllabus Reference: 2.3]
2.3.1 Communications
2.3.2 People central to the method
2.4 Apply the key management products required to support the people element of projects [Syllabus Reference: 2.4]
2.4.1 Communication management approach
2.4.2 Change management approach

3 Understand how to apply and tailor relevant aspects of PRINCE2 practices in context [Syllabus Reference: 3]
3.1 Apply the PRINCE2 ‘business case’ practice, demonstrating an understanding of [Syllabus Reference: 3.1.1]
3.1.1 The key management products required to support the ‘business case’ practice [Syllabus Reference: 3.1.1a]
3.1.1.1 Business case
3.1.1.2 PID: benefits management approach
3.1.1.3 PID: sustainability management approach
3.1.1.4 Project brief
3.1.2 The areas of focus for key roles associated with the ‘business case’ practice [Syllabus Reference: 3.1.1b]
3.1.3 Effective management and associated techniques [Syllabus Reference: 3.1.1c]
3.1.3.1 Guidance for effective business case management
3.1.3.1.1 Business case lifecycle
3.1.3.1.2 Aligning products to business objectives and tolerances
3.1.3.1.3 Establishing business justification
3.1.3.2 Techniques
3.1.3.2.1 PRINCE2 technique for business case management
3.1.3.2.1.1 Develop
3.1.3.2.1.2 Check
3.1.3.2.1.3 Maintain
3.1.3.2.1.4 Confirm
3.1.3.2.2 Supporting techniques
3.1.3.2.2.1 Investment appraisal
3.1.3.2.2.2 Multi-case model
3.1.3.2.2.3 Best, expected, and worst-case scenarios for benefits
3.2 Analyze 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 projects environment/context [Syllabus Reference: 3.1.2]
3.2.1 Organizational context
3.2.2 Commercial context
3.2.3 Delivery method
3.2.4 Sustainability
3.2.5 Scale
3.2.6 The key relationships between the ‘business case’ practice and the principles
3.3 Apply the PRINCE2 ‘organizing’ practice, demonstrating an understanding of [Syllabus Reference: 3.2.1]
3.3.1 The key management products required to support the ‘organizing’ practice [Syllabus Reference: 3.2.1a]
3.3.1.1 PID: project management team structure
3.3.1.2 PID: role descriptions
3.3.1.3 PID: commercial management approach
3.3.2 The areas of focus for key roles associated with the ‘organizing’ practice [Syllabus Reference: 3.2.1b]
3.3.3 Effective management and associated techniques [Syllabus Reference: 3.2.1c]
3.3.3.1 Guidance for effective organizing
3.3.3.1.1 The three project interests
3.3.3.1.2 Organizational levels
3.3.3.1.3 Project management team structure
3.3.3.1.4 PRINCE2 roles
3.3.3.1.4.1 Project Executive
3.3.3.1.4.2 Senior User
3.3.3.1.4.3 Senior Supplier
3.3.3.1.4.4 Project Board
3.3.3.1.4.5 Project Manager
3.3.3.1.4.6 Project Assurance
3.3.3.1.4.7 Project Support
3.3.3.1.5 Work breakdown structure / WBS
3.3.3.2 Techniques
3.3.3.2.1 PRINCE2 technique for organizational design and development
3.3.3.2.1.1 Understanding the Organizational Ecosystem
3.3.3.2.1.2 Designing the Project Ecosystem
3.3.3.2.1.3 Developing the Project Ecosystem
3.3.3.2.1.4 Managing Ongoing Changes to the Project Ecosystem
3.3.3.2.1.5 Transitioning the Project into the Organizational Ecosystem
3.3.3.2.2 Supporting techniques
3.3.3.2.2.1 Delivery models, thin client model and thick client model
3.3.3.2.2.2 RACI chart
3.4 Analyze 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 [Syllabus Reference: 3.2.2]
3.4.1 Organizational context
3.4.2 Commercial context
3.4.3 Delivery method
3.4.4 Sustainability
3.4.5 Scale
3.4.6 The key relationships between the ‘organizing’ practice and the principles
3.5 Apply the PRINCE2 ‘plans’ practice, demonstrating an understanding of [Syllabus Reference: 3.3.1]
3.5.1 The key management products required to support the ‘plans’ practice [Syllabus Reference: 3.3.1a]
3.5.1.1 Plan (project, stage, team & exception plans)
3.5.1.2 Projectproduct description
3.5.1.3 Work package description
3.5.2 The areas of focus for key roles associated with the ‘plans ‘practice [Syllabus Reference: 3.3.1b]
3.5.3 Effective management and associated techniques [Syllabus Reference: 3.3.1c]
3.5.3.1 Guidance for effective planning
3.5.3.1.1 Planning horizon
3.5.3.1.2 Levels of Plans
3.5.3.1.2.1 Project Plan
3.5.3.1.2.2 Stage Plan
3.5.3.1.2.3 Team Plan
3.5.3.1.2.4 Exception Plan
3.5.3.1.3 Stages
3.5.3.1.4 Tolerances in planning
3.5.3.1.5 Product-based planning
3.5.3.2 Techniques
3.5.3.2.1 PRINCE2 technique for planning
3.5.3.2.1.1 Defining and analysing the products
3.5.3.2.1.1.1 Writing the project product description
3.5.3.2.1.1.2 Creating a product breakdown structure
3.5.3.2.1.1.3 Writing product descriptions
3.5.3.2.1.1.4 Creating a product flow diagram
3.5.3.2.1.2 Organizing work packages
3.5.3.2.1.3 Preparing estimates
3.5.3.2.1.4 Preparing a schedule
3.5.3.2.1.5 Preparing the budget
3.5.3.2.1.6 Analysing risks
3.5.3.2.1.7 Documenting the plan
3.5.3.2.2 Supporting techniques
3.5.3.2.2.1 Prioritizing
3.5.3.2.2.2 Scheduling
3.5.3.2.2.3 Estimating
3.6 Analyze 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 [Syllabus Reference: 3.3.2]
3.6.1 Organizational context
3.6.2 Commercial context
3.6.3 Delivery method
3.6.4 Sustainability
3.6.5 Scale
3.6.6 The key relationships between the ‘plans’ practice and the principles
3.7 Apply the PRINCE2 ‘quality’ practice, demonstrating an understanding of [Syllabus Reference: 3.4.1]
3.7.1 The key management products required to support the ‘quality’ practice [Syllabus Reference: 3.4.1a]
3.7.1.1 Product description
3.7.1.2 Project log: product register
3.7.1.3 PID: quality management approach
3.7.1.4 Project log: quality register
3.7.2 The areas of focus for key roles associated with the ‘quality ‘practice [Syllabus Reference: 3.4.1b]
3.7.3 Effective management and associated techniques [Syllabus Reference: 3.4.1c]
3.7.3.1 Guidance for effective quality management
3.7.3.1.1 Quality planning
3.7.3.1.1.1 User’s quality expectations
3.7.3.1.1.2 Quality tolerances
3.7.3.1.1.3 Describing products
3.7.3.1.1.4 Product sustainability
3.7.3.1.1.5 Quality responsibilities
3.7.3.1.1.6 Quality in subordinate plans
3.7.3.1.2 Quality control
3.7.3.1.3 Quality assurance
3.7.3.2 Techniques
3.7.3.2.1 PRINCE2 techniques for quality management
3.7.3.2.1.1 Planning quality
3.7.3.2.1.2 Controlling quality
3.7.3.2.1.3 Accepting products
3.7.3.2.2 Supporting techniques
3.8 Analyze 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 [Syllabus Reference: 3.4.2]
3.8.1 Organizational context
3.8.2 Commercial context
3.8.3 Delivery method
3.8.3.1 Linear-sequential projects
3.8.3.2 Iterative-incremental projects
3.8.4 Sustainability
3.8.5 Scale
3.8.6 The key relationships between the ‘quality’ practice and the principles
3.9 Apply the PRINCE2 ‘risk’ practice, demonstrating an understanding of [Syllabus Reference: 3.5.1]
3.9.1 The key management products required to support the ‘risk ‘practice [Syllabus Reference: 3.5.1a]
3.9.1.1 PID: risk management approach
3.9.1.2 Project log: risk register
3.9.2 The areas of focus for key roles associated with the ‘risk ‘practice [Syllabus Reference: 3.5.1b]
3.9.3 Effective management and associated techniques [Syllabus Reference: 3.5.1c]
3.9.3.1 Guidance for effective risk management
3.9.3.1.1 Risk planning
3.9.3.1.2 Risk analysis
3.9.3.1.2.1 Qualitative analysis
3.9.3.1.2.2 Quantitative analysis
3.9.3.1.3 Risk control
3.9.3.1.3.1 Risk responses
3.9.3.1.3.2 Risk owners and risk action owners
3.9.3.1.3.3 Risk budget
3.9.3.1.4 Risk culture
3.9.3.2 Techniques
3.9.3.2.1 PRINCE2 technique for risk management
3.9.3.2.1.1 Identify
3.9.3.2.1.1.1 Define context and objectives
3.9.3.2.1.1.2 Identify threats and opportunities
3.9.3.2.1.2 Assess
3.9.3.2.1.2.1 Prioritize risks
3.9.3.2.1.2.2 Assess combined risk profile
3.9.3.2.1.3 Plan
3.9.3.2.1.4 Implement
3.9.3.2.1.5 Communicate
3.9.3.2.2 Supporting techniques
3.9.3.2.2.1 Cause and Effect Diagrams
3.9.3.2.2.2 Horizon Scanning/PESTLE/SWOT Analysis
3.9.3.2.2.3 Prompt Lists
3.9.3.2.2.4 Pre-mortem
3.9.3.2.2.5 Swiss Cheese Model
3.9.3.2.2.6 Use of Data
3.10 Analyze 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 [Syllabus Reference: 3.5.2]
3.10.1 Organizational context
3.10.2 Commercial context
3.10.3 Delivery method
3.10.4 Sustainability
3.10.5 Scale
3.10.6 The key relationships between the ‘risk’ practice and the principles
3.11 Apply the PRINCE2 ‘issues’ practice, demonstrating an understanding of [Syllabus Reference: 3.6.1]
3.11.1 The key management products required to support the ‘issues’ practice [Syllabus Reference: 3.6.1a]
3.11.1.1 PID: issue management approach
3.11.1.2 Issue register
3.11.1.3 Issue report
3.11.2 The areas of focus for key roles associated with the ‘issues ‘practice [Syllabus Reference: 3.6.1b]
3.11.3 Effective management and associated techniques [Syllabus Reference: 3.6.1c]
3.11.3.1 Guidance for effective issue management
3.11.3.1.1 Baselines
3.11.3.1.2 Issue Resolution
3.11.3.1.3 Change Control
3.11.3.1.4 Delegating Authority for Changes
3.11.3.1.5 Change Budget
3.11.3.2 Techniques
3.11.3.2.1 PRINCE2 Technique for issue management
3.11.3.2.1.1 Capturing issues
3.11.3.2.1.2 Assessing issues
3.11.3.2.1.3 Recommending resolution
3.11.3.2.1.4 Deciding on changes
3.11.3.2.1.5 Implementing changes
3.11.3.2.2 Supporting techniques
3.11.3.2.2.1 Root cause analysis (RCA)
3.11.3.2.2.2 Pareto analysis
3.11.3.2.2.3 Cause and effect analysis
3.11.3.2.2.4 Failure mode analysis
3.11.3.2.2.5 Five whys
3.12 Analyze 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 envionment/context [Syllabus Reference: 3.6.2]
3.12.1 Organizational context
3.12.2 Commercial context
3.12.3 Delivery method
3.12.3.1 Linear-sequential projects
3.12.3.2 Iterative-incremental projects
3.12.4 Sustainability
3.12.5 Scale
3.12.6 The key relationships between the ‘issues’ practice and the principles
3.13 Apply the PRINCE2 ‘progress’ practice, demonstrating an understanding of [Syllabus Reference: 3.7.1]
3.13.1 The key management products required to support the ‘progress’ practice [Syllabus Reference: 3.7.1a]
3.13.1.1 Project log: daily log
3.13.1.2 Project log: lessons log
3.13.1.3 Lessons report
3.13.1.4 End stage report
3.13.1.5 End project report
3.13.1.6 Checkpoint report
3.13.1.7 Highlight report
3.13.1.8 Exception report
3.13.1.9 PID: digital and data management approach
3.13.2 The areas of focus for key roles associated with the ‘progress’ practice [Syllabus Reference: 3.7.1b]
3.13.3 Effective management and associated techniques [Syllabus Reference: 3.7.1c]
3.13.3.1 Guidance for effective progress management
3.13.3.1.1 Management levels and tolerances for progress control
3.13.3.1.2 Types of control
3.13.3.1.3 Reviewing progress and lessons
3.13.3.1.4 Reporting progress and lessons
3.13.3.1.5 Forecasting
3.13.3.1.6 Escalating
3.13.3.1.7 Use of data and systems in progress management
3.13.3.2 Techniques: progress management
3.13.3.2.1 PRINCE2 technique for exception management
3.13.3.2.1.1 Step 1
3.13.3.2.1.2 Step 2
3.13.3.2.1.3 Step 3
3.13.3.2.1.4 Step 4
3.13.3.2.1.5 Step 5
3.13.3.2.1.6 Step 6
3.13.3.2.2 Supporting techniques
3.13.3.2.2.1 Dashboards
3.13.3.2.2.2 Daily stand-ups
3.13.3.2.2.3 Earned value management
3.13.3.2.2.4 Peer review
3.13.3.2.2.5 Burn charts
3.13.3.2.2.6 Retrospectives
3.13.3.2.2.7 Kanban board
3.14 Analyze 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 [Syllabus Reference: 3.7.2]
3.14.1 Organizational context
3.14.2 Commercial context
3.14.3 Delivery method
3.14.3.1 Iterative-incremental
3.14.3.2 linear-sequential
3.14.4 Sustainability
3.14.5 Scale
3.14.6 The key relationships between the ‘progress’ practice and the principles

4 Understand how to apply (and tailor) relevant aspects of PRINCE2 processes in context [Syllabus Reference: 4]
4.1 Carry out the ‘starting up a project’ process, demonstrating an understanding of [Syllabus Reference: 4.1.1]
4.1.1 The activities, inputs and outputs [Syllabus Reference: 4.1.1a]
4.1.2 The recommended roles and responsibilities within the process [Syllabus Reference: 4.1.1b]
4.1.3 How the practices are applied [Syllabus Reference: 4.1.1c]
4.2 Analyze 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 [Syllabus Reference: 4.1.2]
4.2.1 Purpose
4.2.2 Objectives
4.2.3 Context
4.2.4 Activities
4.2.4.1 Appoint the project executive and project manager
4.2.4.2 Assess previous lessons
4.2.4.3 Prepare the outline business case
4.2.4.4 Appoint the project management team
4.2.4.5 Select the project approach
4.2.4.6 Assemble the project brief
4.2.4.7 Plan the initiation stage
4.2.4.8 Request project initiation
4.2.5 Applying the process
4.2.5.1 General considerations
4.2.5.2 Tailoring roles in starting up a project
4.3 Carry out the ‘directing a project’ process, demonstrating an understanding of [Syllabus Reference: 4.2.1]
4.3.1 The activities, inputs and outputs [Syllabus Reference: 4.2.1a]
4.3.2 The recommended roles and responsibilities within the process [Syllabus Reference: 4.2.1b]
4.3.3 How the practices are applied [Syllabus Reference: 4.2.1c]
4.4 Analyze 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 [Syllabus Reference: 4.2.2]
4.4.1 Purpose
4.4.2 Objectives
4.4.3 Context
4.4.4 Activities
4.4.4.1 Authorize initiation
4.4.4.2 Authorize the project
4.4.4.3 Give ongoing direction
4.4.4.4 Authorize a stage or exception plan
4.4.4.5 Authorize project closure
4.4.5 Applying the process
4.5 Carry out the ‘initiating a project’ process, demonstrating an understanding of [Syllabus Reference: 4.3.1]
4.5.1 The activities, inputs and outputs [Syllabus Reference: 4.3.1a]
4.5.2 The recommended roles and responsibilities within the process [Syllabus Reference: 4.3.1b]
4.5.3 How the practices are applied [Syllabus Reference: 4.3.1c]
4.6 Analyze 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 [Syllabus Reference: 4.3.2]
4.6.1 Purpose
4.6.2 Objectives
4.6.3 Context
4.6.4 Activities
4.6.4.1 Agree tailoring requirements
4.6.4.2 Agree the management approaches
4.6.4.3 Establish project controls
4.6.4.4 Prepare the project plan
4.6.4.5 Prepare the full business case
4.6.4.6 Assemble the project initiation documentation
4.6.4.7 Request project authorization
4.6.5 Applying the process
4.6.5.1 General considerations
4.6.5.2 Tailoring roles in initiating a project
4.7 Carry out the ‘controlling a stage’ process, demonstrating an understanding of [Syllabus Reference: 4.4.1]
4.7.1 The activities, inputs and outputs [Syllabus Reference: 4.4.1a]
4.7.2 The recommended roles and responsibilities within the process [Syllabus Reference: 4.4.1b]
4.7.3 How the practices are applied [Syllabus Reference: 4.4.1c]
4.8 Analyze 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 o the process [Syllabus Reference: 4.4.2]
4.8.1 Purpose
4.8.2 Objectives
4.8.3 Context
4.8.4 Activities
4.8.4.1 Authorize a work package
4.8.4.2 Evaluate work package status
4.8.4.3 Receive completed work package
4.8.4.4 Evaluate stage status
4.8.4.5 Capture issues and risks
4.8.4.6 Take corrective action
4.8.4.7 Escalate issues and risks
4.8.4.8 Report highlights
4.8.5 Applying the process
4.8.5.1 General considerations
4.8.5.2 Tailoring roles in controlling a stage
4.9 Carry out the ‘managing product delivery’ process, demonstrating an understanding of [Syllabus Reference: 4.5.1]
4.9.1 The activities, inputs and outputs [Syllabus Reference: 4.5.1a]
4.9.2 The recommended roles and responsibilities within the process [Syllabus Reference: 4.5.1b]
4.9.3 How the practices are applied [Syllabus Reference: 4.5.1c]
4.10 Analyze 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 objectves of the process [Syllabus Reference: 4.5.2]
4.10.1 Purpose
4.10.2 Objectives
4.10.3 Context
4.10.4 Activities
4.10.4.1 Accept a work package
4.10.4.2 Execute a work package
4.10.4.3 Evaluate a work package
4.10.4.4 Notify work package completion
4.10.5 Applying the process
4.10.5.1 General considerations
4.10.5.2 Tailoring roles in managing product delivery
4.11 Carry out the ‘managing a stage boundary’ process, demonstrating an understanding of: [Syllabus Reference: 4.6.1]
4.11.1 The activities, inputs and outputs [Syllabus Reference: 4.6.1a]
4.11.2 The recommended roles and responsibilities within the process [Syllabus Reference: 4.6.1b]
4.11.3 How the practices are applied [Syllabus Reference: 4.6.1c]
4.12 Analyze 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 [Syllabus Reference: 4.6.2]
4.12.1 Purpose
4.12.2 Objectives
4.12.3 Context
4.12.4 Activities
4.12.4.1 Prepare the next stage plan
4.12.4.2 Prepare the exception plan (if required)
4.12.4.3 Update the project plan
4.12.4.4 Update the business case
4.12.4.5 Evaluate the stage
4.12.4.6 Request the next stage
4.12.5 Applying the process
4.12.5.1 General considerations
4.12.5.2 Tailoring roles in managing a stage boundary process
4.13 Carry out the ‘closing a project’ process, demonstrating an understanding of [Syllabus Reference: 4.7.1]
4.13.1 The activities, inputs and outputs [Syllabus Reference: 4.7.1a]
4.13.2 The recommended roles and responsibilities within the process [Syllabus Reference: 4.7.1b]
4.13.3 How the practices are applied [Syllabus Reference: 4.7.1c]
4.14 Analyze 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 [Syllabus Reference: 4.7.2]
4.14.1 Purpose
4.14.2 Objectives
4.14.3 Context
4.14.4 Activities
4.14.4.1 Prepare planned closure
4.14.4.2 Prepare premature closure
4.14.4.3 Confirm project acceptance
4.14.4.4 Evaluate the project
4.14.4.5 Request project closure
4.14.5 Applying the process
4.14.5.1 General considerations
4.14.5.2 Tailoring roles in closing a project