A Guide to Project Management Using Prince2

The aim of this guide is to provide you with everything you need to pass your PRINCE2 Foundation Exam and prepare for the Practitioner Exam, PRINCE2 is internationally recognized as a leading Project Management Certification with both foundation and practitioner level certifications, with both being recognized by the Project Management Institute (PMI) The books aims to explain the following in a simple and easy to read manner:

1. The integrated layers of PRINCE2
1. The Principles
2. The Themes
3. The Processes
2. The roles & responsibilities within PRINCE2
3. Contains a glossary of PRINCE2 terms

A Guide to Project Management Using PRINCE2 provides you with enough information to support your exam and covers all of the topics to enable you to confidently pass the PRINCE2 exam

• Foreword
• Prince2
• What are Projects?
• What is Prince2
• What is a Project Management Method?
• The six aspects of Project Management
• What is not covered in Prince2
• What is the role of the Project Manager?
• The Prince2 Processes
• Starting Up a Project (SU)
• Initiating a Project (IP) or Initiation Stage
• Controlling a Stage (CS) — Delivery Stage
• Managing Stage Boundary Process (SB)
• Management (Delivery) Stages
• Final Management (Delivery) Stage and Closing a Project (CP)
• Exception Plans and Reports
• Prince2 Principles
• Continued Business Justification
• Learn for Experience
• Defined Roles & Responsibilities
• Manage by Stages
• Management by Exception
• Focus on Products
• Tailoring to suit the Product Environment
• Prince2 Themes
• Business Case
• Organsation
• Quality
• Plans
• Project Plan
• Stage Plan(s)
• Team Plan(s)
• Exception Plan(s)
• Risk
• Change
• Progress
• Themes in Detail
• Business Case Theme
• Introduction to the Business Case Theme
• The Purpose of the Business Case
• Business Justification
• What is the purpose of the Business Case in relation to the project
• Outputs, Outcomes and Benefits
• Different types of Business Case
• Creating a Business Case
• Maintaining the Business Case
• Benefits
• The Benefits Management Approach
• Contents of the Business Case
• Who is responsible for what within the Business Case?
• Organisation
• Introduction to the Organisation Theme
• Project Interests & Stakeholders
• Business Interest
• User Interests
• Supplier Interests
• The Levels of Organisation
• Corporate or Program Management
• Directing Level
• Managing Level
• Delivering Level
• Project Board
• How big should the Project Board be?
• Project Assurance
• Change Authority
• The Project Manager Role
• Team Manager
• Project Support
• Stakeholder Engagement
• The Communication Management Strategy
• Organization Responsibilities
• Quality
• Introduction to Quality
• Quality Planning
• Quality Control
• Quality Assurance
• The Approach to Quality
• Quality Planning &mdash an overview and introduction
• Quality Planning — The Path to Quality
• Customer's Quality Expectation
• Listing Acceptance Criteria
• The Project Product Description
• Quality Management approach
• Product Descriptions
• Quality Register
• Quality Control
• Quality Review Technique
• Quality Responsibilities
• Plans
• Introduction to the Plans Theme
• What is a plan?
• The three levels of a plan
• The Project Plan, Stage Plan and Team Plan
• The Exception Plan — Tolerance
• The Prince2 Approach to Planning
• The 7-Steps to Planning
• The Product Checklist
• Responsibilities
• Risk
• An Introduction to the Risk Theme
• Risk Management
• Risk Context and the Management of Risk
• Risk Register
• Risk Management
• Identify the Risk
• Estimating
• Evaluete
• Planning the response
• Threat Responses
• Responses to Opportunities
• Implementing the Responses
• Communicate
• The Risk Budget
• Roles & Responsibilities
• Change
• Introduction to the Change Theme
• When does Issue and Change Control occur?
• Change Terminology
• Configuration Management
• What is a Configuration Item?
• Issues
• The Approach to Change
• Change Control Approach
• Prioritising Issues and tracking severity
• Priority & Severity
• Change Authority and Change Budget
• Management Products
• Configuration Item Records
• Daily Log
• Issue Register
• Issue Reports
• Configuration Management Procedure
• Planning
• Identification
• Control
• Status Accounting
• Verification and Audit
• Issue and Change Control Procedure
• Capture
• Examine
• Propose
• Decide
• Implement
• Roles and Responsibilities
• Progress
• Introduction to the Progress Theme
• Progress, Progress Controls, Exceptions and Tolerances
• What is Progress?
• What are the Progress Controls?
• Exceptions and Tolerances
• The Prince2 Approach to Progress
• Delegating Control
• Corporate or Program Management
• The Project Board
• The Project Manager
• The Team Manager
• The Project Board Controls
• Project Board Authorisations
• Project Board Progress Updates
• Exceptions and Changes
• Project Manager Controls
• Management Stages (Management Control)
• How many stages within a Project
• How long should a stage be?
• What are Technical Stages
• Controls — Event and Time Driven
• Reviewing Progress
• Lessons
• Reporting Progress
• Raising Exceptions
• Progress Responsibilities
• Process
• Pre-Project
• Initiation Stage
• Next Stage
• Final Delivery Stage
• The Seven Processes
• Directing a Project Process
• The Starting Up a Project Process
• Initiating a Project Process
• Controlling a Stage Process
• Managing Product Delivery Process
• Managing Stage Boundary Process
• The Closing a Project Process
• Starting Up a Project Process
• Appoint the Project Executive and Project Manager
• Capture Previous Lessons
• Design & Appoint the Project Management Team
• Outline Business Case
• Select the Project Approach and Assembly of the Project Brief
• Initiation Stage Planning
• Summary of Activities completed during the Starting Up a Project Process (SU)
• Initiating a Project Process (IP)
• The Risk Management Approach
• Change Control Approach
• Quality Management Approach
• Communication Management Approach
• Setting Up the Project Controls
• The Project Plan
• Detailed Business Case
• Benefit Management Approach
• Assemble the Project Initiation Documentation (PID)
• Directing a Project
• Activities &mdash Authorise the Project
• Activity — Authorise Initiation Stage Plan (or Exception Plan)
• Activity — Give Ad-Hoc Direction
• Activity — Authorise Project Closure
• Controlling a Stage
• Activity — Authorise a Work Package
• Activity — Review the Work Package
• Activity — Receive Completed Work Packages
• Activity — Review Stage Status
• Activity — Report Highlights
• Activity — Capture & Examine Risk & Issues
• Activity — Escalate Issues and Risks
• Activity — Take Corrective Action
• Managing Product Delivery
• Introduction
• Managing Product Delivery
• Activity — Accepting a Work Package
• Activity — Execute a Work Package
• Activity — Deliver a Work Package
• Managing a Stage Boundary
• Introduction
• Activity — Plan the Next Stage
• Activity — Update the Project Plan
• Activity — Report Stage End
• Activity — Produce an Exception Plan
• Closing a Project Process
• Introduction
• Activity — Planned Clsoure
• Activity — Prepare Premature Project Closure
• Activity — Handover Project Products
• Activity — Evaluate the Project
• Activity — Recommend Project Closure
• Appendix A — Glossary
• Appendix B — Project Lifecycle Example
• Appendix C — Project Lifecycle & Deliverable
• Appendix D — Product Based Planning

Yet another rushed printing by Amazon. Errors in the ToC and no page numbers in the book, makes it useless as a reference or refresher.

The content is OK, but you have to read it cover to cover and memorise everything, to get something out of it.

A mistake to buy it.