Flashcards · Project Management

PRINCE2 Practitioner Flashcards

intermediate 50 cards

Free flashcards for the PRINCE2 7 Practitioner exam: flip each card to reveal the definition. Built from our PRINCE2 7 Practitioner glossary, they cover the principles, roles, management products and terms that scenario questions turn on - study aids, not exam content.

By The Exam Atlas Editorial Team · Verified 2026-08-05

All 50 terms

Apply and tailor: The Practitioner-level skill: use the method correctly in a scenario and adapt it to the project's context.
Five integrated elements: People, principles, practices, processes and project context - the frame of PRINCE2 7.
Project ecosystem: The project team, its surrounding organisation, and external parties whose interests and culture shape the project.
Ensure continued business justification: Principle: a project needs a valid reason to start and continue; if it disappears, escalate - closing early is legitimate.
Learn from experience: Principle: seek lessons at the start, record them during the project, pass them on at the end.
Defined roles, responsibilities and relationships: Principle: an agreed structure where everyone knows who directs, who manages and who delivers.
Manage by stages: Principle: the board commits funding one management stage at a time, reviewing at each boundary.
Manage by exception: Principle: manage freely within agreed tolerances; escalate when a tolerance is forecast to be exceeded.
Focus on products: Principle: agree what will be delivered, and to what quality, before planning the work.
Tailor to suit the project: Principle: adapt the method to size, risk and environment - without ever dropping a principle.
Sustainability (performance aspect): Managed with targets and tolerances in PRINCE2 7, alongside benefits, cost, time, quality, scope and risk.
Output: The product a project delivers - what changes hands at handover.
Outcome: The change in ways of working that the output enables once people use it.
Benefit: The measurable improvement resulting from an outcome, judged against the business case.
Dis-benefit: An actual negative consequence of the change, knowingly accepted and managed alongside the benefits.
Benefits management approach: Defines how, when and by whom benefits will be measured - often continuing after project closure.
Project board: The directing level: executive, senior user and senior supplier, accountable to corporate management.
Executive: Owns the business case; the board's single point of accountability and ultimate decision-maker.
Senior user: Represents product users; specifies the benefits and is accountable for showing they are realised.
Senior supplier: Represents those who design, build and deliver the project's products.
Project manager: Runs the project day to day on the board's behalf, within delegated tolerances.
Team manager: Accepts and delivers work packages, reporting progress via checkpoint reports.
Project assurance: The board's independent check that the project is run properly - never delegable to the project manager.
Change authority: Person or group delegated change decisions within limits, usually funded by a change budget.
Project support: Administrative help for the project manager and teams: registers, logs and records.
Product-based planning: Define the products and their descriptions first, then derive the activities to build them.
Project product description: Defines the overall product, the customer's quality expectations and the project's acceptance criteria.
Product description: Defines one product: purpose, composition, quality criteria and how it will be checked.
Stage plan: The project manager's day-to-day control plan for a single management stage.
Exception plan: A replacement plan commissioned by the board after an exception; once approved, it takes over from the plan it replaces.
Work package: The agreed bundle of work and constraints handed by the project manager to a team manager.
Quality criteria: Measurable definitions of acceptability written into a product description before work starts.
Quality register: The running record of planned and completed quality activities and their results.
Threat and opportunity: The two faces of risk: an uncertain event with negative impact (threat) or positive impact (opportunity).
Risk response: The chosen action on a risk - threats: avoid, reduce, transfer, accept, contingent plans; opportunities: exploit, enhance, share, reject.
Risk appetite: How much risk the organisation is prepared to take; frames the project's risk tolerances.
Risk register: The formal record of identified risks, their assessment, responses and owners.
Issue: Something that has already happened and needs management attention - unlike a risk, which is uncertain.
Request for change: An issue proposing a change to a baseline, decided through change control.
Off-specification: Something that should be delivered but does not (or will not) meet specification; accepting it unchanged is a concession.
Issue register: The formal record of issues being managed, with their status and decisions.
Daily log: The project manager's informal notebook for actions and minor matters needing no formal register.
Tolerance: The permitted deviation around a plan's targets before escalation is required.
Exception: The situation where a tolerance is forecast to be exceeded, triggering escalation to the next level.
Checkpoint report: Team manager's progress report to the project manager, at the frequency agreed in the work package.
Highlight report: Project manager's periodic progress report to the project board during a stage.
Exception report: Project manager's report to the board on a forecast tolerance breach: situation, options, recommendation.
End stage report: Project manager's report to the board on a stage's performance, prepared at the stage boundary.
Project brief: Startup product giving the board just enough - outline business case, approach, team - to authorise initiation.
Project initiation documentation (PID): The assembled definition of how the project will be managed: approaches, controls, plans, refined business case.