PRINCE2® 7 Practitioner Syllabus

PRINCE2® 7 Practitioner Certification

PRINCE2 is a globally recognized and established project management method that offers a structured, scalable, and tailorable approach to project management. Its focus on governance, risk management, and benefits realization sets it apart from other qualifications. By integrating agile concepts and emphasizing tailoring, the new PRINCE2 is even more adaptable to diverse project environments. 
PRINCE2 7 addresses changes in the project management sector and adapts to evolving working practices and technologies.

Key Updates for Emboldening Success:

  1. Central Focus on People Management, recognising the importance of human capital in project success.
  2. Enhanced Flexibility and Customization, adapting to the unique requirements of each project, across sectors.
  3. Embracing Digital and Data Management, equipping you with the right tools to keep your projects up to date in the digital era.
  4. Integration of Sustainability into Project Performance, aligning projects with environmental and social responsibility goals.
  5. Compatibility with Agile, Lean, and ITIL, enhancing overall project performance.
  6. Designed for all professionals, including aspiring or experienced project managers, using simplified language and content which makes it more accessible to all.

We have also developed a PRINCE2® 7 AI Practice Guide, available exclusively on our membership platform, to perfectly complement the new AI-ready PRINCE2.

PRINCE2® 7 Practitioner Training

Typically, classroom training for PRINCE2 Practitioner lasts two days and the examination takes place at the end of the training (this will vary depending on training provider). However, you can self-study for the Practitioner exam and you may also choose to take the training in another format such as distance learning. Training is delivered by 1 World Training PeopleCert’s Accredited Training Organizations (ATO)

Target Audience

  • All Project Managers (certified and uncertified)
  • Aspiring Project Managers
  • For everyone aiming to enhance their project management skills

Pre-Requisites

To take the PRINCE2 Practitioner examination you must provide proof of having passed one of the following:

  • PRINCE2® 7 (Foundation)
  • PRINCE2® 6th Edition (Foundation or Practitioner)
  • Project Management Qualification (PMQ)*
  • Project Professional Qualification (PPQ)*
  • Project Management Professional (PMP)**
  • Project Management Professional (PMP)®**
  • Certified Associate in Project Management (CAPM)**
  • IPMA Level A® (Certified Projects Director)***
  • IPMA Level B® (Certified Senior Project Manager)***
  • IPMA Level C® (Certified Project Manager)***
  • IPMA Level D® (Certified Project Management Associate)***

*‘PMQ and PPQ’ are registered marks of the Association for Project Management

*‘PMQ’ is a registered mark of the Association for Project Management.

**’PMP and CAPM’ are registered marks of the Project Management Institute, Inc.

***‘IPMA Level A/B/C/D’ are registered trademarks of the International Project Management Association.

APM, PMI and IPMA are not affiliated with Axelos, nor do they endorse any Axelos qualifications.

Booking an Exam Where Pre-Requisites Apply

Please ensure that before you book an exam where a prerequisite is required, that you hold verified proof of completion of that prerequisite (i.e. certificate, or letter from PeopleCert or former Examination Institute confirming you hold a current certification). Your examination results will be withheld until the correct prerequisite is provided to PeopleCert. If you are unable to provide the required prerequisite, then you will need to successfully complete the prerequisite before the higher-level exam result is released.

Examination Format

  • Objective testing
  • 70 questions per paper
  • 42 marks or more required to pass (out of 70 available): 60%
  • Two-and-a-half hours’ (150 minutes) duration, no additional reading time
  • Open book. Candidates are permitted to use the official printed hard copy of the PRINCE2® 7 Managing Successful Projects. The official manual may be annotated and tabulated but no sticky notes and loose leaf papers containing additional notes will be allowed.

During Open Book examinations you have the option to use your Official Core Guidance Paperback Book, if you have one, or your Official Core Guidance eBook.

Certification Renewal

Starting 2023, all PeopleCert Global Best Practice certifications will need to be renewed after 3 years. Looking to renew your certification? Find out more.

1.    Introduction

The PRINCE2 7 Practitioner qualification is intended for project managers and aspiring project managers. It is also relevant to other key staff involved in the design, development and delivery of projects, including: project board members (e.g. senior responsible owners), team managers (e.g. product delivery managers), project assurance (e.g. business change analysts), project support (e.g. Project and Programme Office personnel), and operational line managers/staff.

The PRINCE2 7 Practitioner examination is intended to assess whether a candidate can apply and tailor the PRINCE2 project management method (as described in the syllabus below). A successful Practitioner candidate should, with suitable direction, be able to start applying the method to a real project but may not be sufficiently skilled to do this appropriately for all situations. Their individual project management expertise, complexity of the project and the support provided for the use of PRINCE2 in their work environment will all be factors that impact what the Practitioner can achieve.

2. Exam Overview

Material allowedPRINCE2 Official BookThis is an ‘open book’ exam. The PRINCE2 7 Managing Successful Projects Official Book, should be used (and you can make notes inside the book), but no other material is allowed.
Exam duration2 hours 30 minutesCandidates taking the exam in a language that is not their native or working language may be awarded 25% extra time, i.e. 188 minutes in total.
Number of marks70 marksThere are 70 (part) questions, each worth 1 mark. There is no negative marking.
Pass mark42 marksYou will need to get 42 (part) questions correct to pass the exam.
Level of thinkingBloom’s levels 3&4“Bloom’s level” describes the type of thinking needed to answer the question. For Bloom’s level 3 questions, you need to apply your knowledge to a situation. For Bloom’s 4 questions, you need to analyse the information provided and reason whether a course of action is effective/appropriate.
Exam formatScenario, additional information & questionsYou should read the ‘Project Scenario’ which gives background information about the project that the questions apply to. For at least one question, you will also need to use the ‘Additional Information’ which gives information about people who may be working on the project.
Question typesClassic & matchingThe questions are all ‘multiple choice’. There is a short description of a situation, and then a question. For the ‘classic’ questions (1 mark), you have a question and four options (A,B,C,D). For the ‘matching’ questions (3 marks) you have 3 pieces of information and you have to choose an answer for each from a list of 5 or 6 options.

3. Question Types

Example ‘standard’ question:

The project is in the ‘XXX’ process. The project manager has decided to do Y.

Was this an appropriate action for the project manager to take, and why?

  1. Yes, because XXX
  2. Yes, because YYY
  3. No, because XXX
  4. No, because YYY

Example ‘Matching’ question:

Here are three actions related to XXX

Which role (A-E) is responsible for each action? Choose only ONE role for each action. Each role can be used once, more than once, or not at all.

1)   To do XXX  
2)   To do XXX  
3)   To do XXX  
A.      Project manager
B.      Team manager
C.      Senior user
D.      Senior supplier
E.      Project executive

Please see the sample paper for an example of the exam format and content.

4. Syllabus

The tables below give a summary of the concepts that are tested in the exam, and the main parts of the Official Book in which these are described.

Learning                            Assessment Criteria OutcomeBloom’s Level
1. Understand how to apply the PRINCE2 principles in contextAnalyse the application of PRINCE2 principles in context:Ensure continued business justification (2.1)Learn from experience (2.2)Define roles, responsibilities and relationships (2.3)Manage by stages (2.4)Manage by exception (2.5)Focus on products (2.6)Tailor to suit the project (2.7)BL4
2. Understand how to apply effective people management in successful projects2.1 Assess whether an approach to leadership and management of teams is appropriate (3.3, 3.1)BL4
2.2 Assess whether an approach to leadership and management of change within a project, and people affected by a project, is appropriate (3.2, 3.1)BL4
Apply the approach to the following:communications (3.4)people central to the method (3.5)BL3
Apply the key management products required to support the people element of projects:communication management approach (3.4)change management approach (3.2)BL3
3. Understand how to apply and tailor relevant aspects of PRINCE2 practices in contextBusiness caseApply the PRINCE2 ‘business case’ practice, demonstrating an understanding of:the key management products required to support the ‘business case’ practice (5.5):business casePID: benefits management approachPID: sustainability management approachproject briefThe areas of focus for key roles associated with the ‘business case’ practice (tab 5.1)Effective management and associated techniques (5.2, 5.3)BL3
3.1.2 Analyse 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 project’s environment/context (5.2, 5.3, 5.4, 5.7,)BL4
OrganizingApply the PRINCE2 ‘organizing’ practice, demonstrating an understanding of:the key management products required to support the ‘organizing’ practice (6.5): o PID: project management team structureBL3
Learning OutcomeAssessment Criteria                                                                                    Bloom’s Level
 PID: role descriptionsPID: commercial management approachThe areas of focus for key roles associated with the ‘organizing’ practice (tab 6.4)Effective management and associated techniques (6.2, 6.3) 
3.2.2 Analyse 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 (6.2, 6.3, 6.4, 6.7)BL4
PlansApply the PRINCE2 ‘plans’ practice, demonstrating an understanding of:the key management products required to support the ‘plans’ practice (7.5):plan (project, stage, team & exception plans)project product descriptionwork package descriptionThe areas of focus for key roles associated with the ‘plans’ practice (tab 7.1)Effective management and associated techniques (7.2, 7.3)BL3
3.3.2 Analyse 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 (7.2, 7.3, 7.4, 7.7)BL4
QualityApply the PRINCE2 ‘quality’ practice, demonstrating an understanding of:the key management products required to support the ‘quality’ practice (8.5):product descriptionproject log: product registerPID: quality management approachproject log: quality registerThe areas of focus for key roles associated with the ‘quality’ practice (tab 8.2)Effective management and associated techniques (8.2, 8.3)BL3
3.4.2 Analyse 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 (8.2, 8.3, 8.4, 8.7)BL4
3.5 RiskBL3
Learning             Assessment Criteria                            Bloom’s Outcome                                                                                                           Level
 Apply the PRINCE2 ‘risk’ practice, demonstrating an understanding of:the key management products required to support the ‘risk’ practice (9.5):PID: risk management approachproject log: risk registerThe areas of focus for key roles associated with the ‘risk’ practice (tab 9.3)Effective management and associated techniques (9.2, 9.3) 
3.5.2 Analyse 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 (9.2, 9.3, 9.4, 9.7)BL4
IssuesApply the PRINCE2 ‘issues’ practice, demonstrating an understanding of:the key management products required to support the ‘issues’ practice (10.5):PID: issue management approachissue registerissue reportThe areas of focus for key roles associated with the ‘issues’ practice (tab 10.2)Effective management and associated techniques (10.2, 10.3)BL3
3.6.2 Analyse 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 environment/context (10.2, 10.3, 10.4, 10.7)BL4
ProgressApply the PRINCE2 ‘progress’ practice, demonstrating an understanding of:the key management products required to support the ‘progress’ practice (11.5):project log: daily logproject log: lessons loglessons reportend stage reportend project reportcheckpoint reporthighlight reportexception reportPID: digital and data management approachThe areas of focus for key roles associated with the ‘progress’ practice (tab 11.3)BL3
Learning OutcomeAssessment Criteria                                                                                    Bloom’s Level
 c)   Effective management and associated techniques (11.2, 11.3) 
3.7.2 Analyse 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 (11.2, 11.3, 11.4, 11.7)BL4
4. Understand how to apply (and tailor) relevant aspects of PRINCE2 processes in contextStarting up a projectCarry out the ‘starting up a project’ process, demonstrating an understanding of:The activities, inputs and outputs (tab 13.1, 13.4)The recommended roles and responsibilities within the process (RACI table) (tab 13.2)How the practices are applied (tab 13.3)BL3
4.1.2 Analyse 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 (13.1, 13.2, 13.4, 13.5, 13.6, 13.7)BL4
4.1 Directing a project Carry out the ‘directing a project’ process, demonstrating an understanding of:The activities, inputs and outputs (tab 14.1, 14.4)The recommended roles and responsibilities within the process (RACI table) (tab 14.2)How the practices are applied (tab 14.3)BL3
4.2.2 Analyse 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 (14.1, 14.2, 14.4, 14.5, 14.6, 14.7)BL4
Initiating a projectCarry out the ‘initiating a project’ process, demonstrating an understanding of:The activities, inputs and outputs (tab 15.1, 15.4)The recommended roles and responsibilities within the process (RACI table) (tab 15.2)How the practices are applied (tab 15.3)BL3
4.3.2 Analyse 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 (15.1, 15.2, 15.4, 15.5, 15.6, 15.7)BL4
Controlling a stageCarry out the ‘controlling a stage’ process, demonstrating an understanding of:BL3
Learning             Assessment Criteria                            Bloom’s Outcome                                                                                                           Level
 The activities, inputs and outputs (Tab 16.1, 16.4)The recommended roles and responsibilities within the process (RACI table) (tab 16.2)How the practices are applied (tab 16.3) 
4.4.2 Analyse 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 of the process (16.1, 16.2, 16.4, 16.5, 16.6, 16.7)BL4
Managing product deliveryCarry out the ‘managing product delivery’ process, demonstrating an understanding of:The activities, inputs and outputs (tab 17.1, 17.4)The recommended roles and responsibilities within the process (RACI table) (tab 17.2)How the practices are applied (tab 17.3)BL3
4.5.2 Analyse 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 objectives of the process (17.1, 17.2, 17.4, 17.5, 17.6, 17.7)BL4
Managing a stage boundaryCarry out the ‘managing a stage boundary’ process, demonstrating an understanding of:The activities, inputs and outputs (tab 18.1, 18.4)The recommended roles and responsibilities within the process (RACI table) (tab 18.2)How the practices are applied (tab 18.3)BL3
4.6.2 Analyse 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 (18.1, 18.2, 18.4, 18.5, 18.6, 18.7)BL4
Closing a projectCarry out the ‘closing a project’ process, demonstrating an understanding of:The activities, inputs and outputs (tab 19.1, 19.4)The recommended roles and responsibilities within the process (RACI table) (tab 19.2)How the practices are applied (tab 19.3)BL3
4.7.2 Analyse 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 (19.1, 19.2, 19.4, 19.5, 19.6, 19.7)BL4

5. Exam Specification

The PRINCE2 Practitioner examination will consist of four (4) sections with the following structure:

Learning Outcome                                                                                                            Weighting %
1. Understand how to apply the PRINCE2 principles in context10%
2. Understand how to apply effective people management in successful projects9%
3. Understand how to apply and tailor relevant aspects of PRINCE2 practices in context51%
4. Understand how to apply (and tailor) relevant aspects of PRINCE2 processes in context30%
Total          100%
Shopping Cart