PRINCE2 Foundation and Practitioner Training and Certification Course in Baku, Azerbaijan

• Interactive instructor-led PRINCE2 training
• Highly qualified, certified, and accredited trainers
• PRINCE2 course adhered to global standards
• Axelos official PRINCE2 Foundation certificate

• PRINCE2 Study Guide created by subject matter experts
• 98.5% pass success rate
• Get to know industry best practices and case studies

• Prepare better with sample mock tests
• Achieve 45 PDUs certificate
• Convenient Weekday/Weekend Prince2 Course training schedule in Baku

Many of our participants in Baku become PRINCE2 certified professional in just 4 to 5 days. Our unique training methodology coupled with high-quality PRINCE2 courseware enables our participants to achieve their PRINCE2 certification goal. With a careful assessment of each participant, we assign a trainer who creates a structured approach to the training that helps in achieving desired PRINCE2 results.

At Invensis Learning, we create a ‘Study Smart’ approach for participants taking up PRINCE2 Foundation and Practitioner course in Baku. As a training organization, our main objective is to achieve over 98.5% passing success for participants who take up PRINCE2 training with us. The trainer will devise a smart study approach by understanding each participant carefully and devise measures during the training to understand the areas that you are struggling with and create a teaching plan accordingly. At the end of the training, the trainer will share a detailed report and help in creating a customized plan that helps in clearing your PRINCE2 Foundation and Practitioner certification exam in Baku.

At Invensis Learning, we believe in holistic learning that encompasses a clear understanding of the concepts rather than memorizing and using flash cards to clear the exam. These short-cuts only help you to a certain extent, but a proper understanding of the concepts helps participants to answer questions of various difficulty levels and ensures it stays with them which help in the real-world application as well. Moreover, the entire training is focused on showcasing minute details of real-world scenarios and mapping it to AXELOS’s PRINCE2 way of thinking.

The daily agenda of the 4-day PRINCE2 Foundation and Practitioner Training is detailed below:

• Day One
• Overview, Principles and Tailoring PRINCE2 to the Project Environment
• Six aspects of project performance to be managed
• Definition of a project
• Four integrated elements of principles, themes, processes and the project environment upon which PRINCE2 is based
• Customer / supplier context of a PRINCE2 project
• Benefits of using PRINCE2
• Seven principles
• Characteristics of a project

• Business Case (BC) Theme
• Definition of project output, an outcome, a benefit and a dis-benefit
• The purpose of the Business Case theme
• The purpose of a:
• Business Case
• Benefits Review Plan
• Identify outputs, outcomes, benefits, and dis-benefits

• Organisation (OR) Theme
• Roles within the Organisation theme
• The purpose of the Organisation theme
• The three project interests and how these are represented within the three levels of the project management team structure
• The responsibilities and characteristics of the role:
• Project Board
• Project Manager
• Project Assurance
• Change Authority
• Team Manager
• Project Support
• What a stakeholder is
• The purpose of the Communication Management Strategy

• Quality (QU) Theme
• Recall the recommended quality review team roles
• The purpose of the Quality theme
• The difference between Quality Assurance and Project Assurance
• The objectives of the quality review technique
• The difference between quality planning, quality control, and quality assurance
• The difference between customer’s quality expectations and acceptance criteria
• The purpose of a:
• Project Product Description
• Product Description
• Quality Register
• Quality Management Strategy

• Plans (PL) Theme
• Levels of plan recommended by PRINCE2
• Four tasks of product-based planning
• The purpose of the Plans theme
• The levels of plans, their purpose and the interrelationship between the:
• Project Plan
• Stage Plans
• Team Plans
• Exception Plan
• The tasks within the product-based planning technique

• Day Two
• Risk (RK) Theme
• The definition of risk and the difference between a threat and an opportunity
• The recommended risk response types and whether they are used to respond to a threat or an opportunity
• The difference between a risk owner and a risk actionee
• The purpose of the Risk theme
• The steps within the recommended risk management procedure. This should include:

• Identify the context and therefore the influences on a project’s Risk Management Strategy
• Identify the threats and opportunities that may affect a project’s objectives
• Estimate risks to assess their probability, impact, and proximity
• Evaluate the net effect of all risks on a project when aggregated together
• Plan risk management responses
• Implement planned risk management responses, identifying an appropriate risk owner and/or risk actionee
• Communicate information related to risks, both within the project and externally to stakeholders
• The purpose of a risk budget
• The risk probability, risk impact, and risk proximity
• The difference between cause, event, and effect when expressing a risk
• The purpose of a:
• Risk Management Strategy
• Risk Register
• The concept of risk appetite and risk tolerance

• Change (CH) Theme
• Three types of issues
• Five typical activities of configuration management
• The purpose of the Change theme
• The purpose of a change budget
• The purpose of a:
• Project Plan
• Stage Plans
• Team Plans
• Exception Plan
• The steps in the recommended issue and change control procedure

• Progress (PG) Theme
• Lines of authority and reporting between the four levels of management
• The difference between event-driven and time-driven controls
• The purpose of the Progress theme
• The concept of management stages and the difference between management and technical stages
• The factors to consider in identifying management stages
• Tolerance(s): when and how tolerances are set, and exceptions reported, in which management products tolerances are documented and how management by exception applies to the different levels of management
• The purpose of a:
• Daily Log
• Lessons Log
• Work Package
• The purpose of a:
• End Stage Report
• End Project Report
• Lessons Report
• The purpose of a:
• Checkpoint Report
• Highlight Report
• Exception Report

• Starting up a Project (SU) Process
• The purpose of the SU process
• The objectives of the SU process
• The context of the SU process
• The purpose of a Project Brief

• Directing a Project (DP) Process
• The purpose of the DP process
• The objectives of the DP process
• The context of the DP process

• Day Three
• Initiating a Project (IP) Process
• The purpose of the IP process
• The objectives of the IP process
• The context of the IP process
• The purpose of a Project Initiation Documentation (PID)

• Controlling a Stage (CS) Process
• The purpose of the CS process
• The objectives of the CS process
• The context of the CS process

• Managing Product Delivery (MP) Process
• The purpose of the MP process
• The objectives of the MP process
• The context of the MP process

• Managing a Stage Boundary (SB) Process
• The purpose of the SB process
• The objectives of the SB process
• The context of the SB process

• Closing a Project (CP) Process
• The purpose of the CP process
• The objectives of the CP process
• The context of the CP process

• Day Four
• Controlling a Stage (CS) Process
• The purpose of the CS process
• The objectives of the CS process
• The context of the CS process

• Managing Product Delivery (MP) Process
• The purpose of the MP process
• The objectives of the MP process
• The context of the MP process

• Managing a Stage Boundary (SB) Process
• The purpose of the SB process
• The objectives of the SB process
• The context of the SB process

• Closing a Project (CP) Process
• The purpose of the CP process
• The objectives of the CP process
• The context of the CP process