PassTIP는 모든 IT관련 인증시험자료를 제공할 수 있는 사이트입니다. 우리PassTIP는 여러분들한테 최고 최신의 자료를 제공합니다. PassTIP을 선택함으로 여러분은 이미PRINCE2 PRINCE2-7-Practitioner시험을 패스하였습니다. 우리 자료로 여러분은 충분히PRINCE2 PRINCE2-7-Practitioner를 패스할 수 있습니다. 만약 시험에서 떨어지셨다면 우리는 백프로 환불은 약속합니다. 그리고 갱신이 된 최신자료를 보내드립니다. 하지만 이런사례는 거이 없었습니다.모두 한번에 패스하였기 때문이죠. PassTIP는 여러분이PRINCE2 PRINCE2-7-Practitioner인증시험 패스와 추후사업에 모두 도움이 되겠습니다. Pass4Tes의 선택이야말로 여러분의 현명한 선택이라고 볼수 있습니다. Pass4Tes선택으로 여러분은 시간도 절약하고 돈도 절약하는 일석이조의 득을 얻을수 있습니다. 또한 구매후 일년무료 업데이트버전을 바을수 있는 기회를 얻을수 있습니다.
| Section | Objectives |
|---|---|
| Topic 1: People | - People management and effective collaboration |
| Topic 2: Processes | - Managing a stage boundary - Directing a project - Initiating a project - Closing a project - Starting up a project - Managing product delivery - Controlling a stage |
| Topic 3: Practices | - Plans - Risk - Organizing - Quality - Progress - Business case - Issues |
| Topic 4: Principles | - Apply the PRINCE2 principles in context |
>> PRINCE2-7-Practitioner퍼펙트 최신 덤프공부 <<
PRINCE2인증 PRINCE2-7-Practitioner시험을 한방에 편하게 통과하여 자격증을 취득하려면 시험전 공부가이드가 필수입니다. PassTIP에서 연구제작한 PRINCE2인증 PRINCE2-7-Practitioner덤프는PRINCE2인증 PRINCE2-7-Practitioner시험을 패스하는데 가장 좋은 시험준비 공부자료입니다. PassTIP덤프공부자료는 엘리트한 IT전문자들이 자신의 노하우와 경험으로 최선을 다해 연구제작한 결과물입니다.IT인증자격증을 취득하려는 분들의 곁은PassTIP가 지켜드립니다.
질문 # 33
In stage 4, the Heritage Director delegates a review of the inspection arrangements to the Heritage Manager.
The Heritage Manager will work with the BuildyBrick CEO and the project manager, then report whether the planned inspections will provide adequate assurance about impacts on historic buildings.
Is this an appropriate application of the 'define roles, responsibilities and relationships' principle, and why?
정답：C
설명：
The correct answer is B . The principle define roles, responsibilities and relationships requires more than assigning job titles. Individuals need to understand their delegated responsibilities, their authority, their interfaces with other participants, and what they can reasonably expect from those relationships.
The Heritage Director may delegate assurance activity provided accountability and authority remain appropriately structured. In this scenario, the Heritage Manager is expected to coordinate with the BuildyBrick CEO and project manager and report on whether the proposed inspection arrangements provide adequate assurance. For this arrangement to work, the Heritage Manager must understand precisely what the Heritage Director expects, the scope of the delegated review, and the contributions expected from the other parties.
PRINCE2 7 explicitly strengthens its treatment of relationships and recognizes that project effectiveness depends on deliberate interaction between people rather than merely documenting roles. PeopleCert describes clear responsibilities and good relationships as important foundations for governance, assurance, collaboration, and successful change.
Option A is too absolute: the principle does not impose an unrestricted requirement for every communication channel to remain open to everyone at all times. Options C and D incorrectly assume the activity cannot be delegated. PRINCE2 permits delegation while retaining appropriate accountability.
PRINCE2 7 reference topics: Define roles, responsibilities and relationships; Organization practice; delegation; assurance; project relationships.
질문 # 34
During the 'starting up a project' process, the project team decides that the complex LouisShopping infrastructure project will use a traditional, linear-sequential delivery method.
Which role is accountable for selecting the project approach?
정답：C
설명：
The correct answer is B - Project executive . Selecting the project approach is an activity within the starting up a project process. The approach establishes the overall way in which the project's products will be created and delivered, including considerations such as delivery method, sourcing, specialist techniques, and relevant organizational or commercial constraints.
The project manager performs substantial analysis and coordination in developing the proposed approach, drawing on specialist advice where required. However, the question specifically asks which role is accountable . Accountability rests with the project executive , who is ultimately accountable for the project' s success and for ensuring that the chosen approach is compatible with the business justification, organizational environment, and project mandate.
Option C is attractive because the project manager has operational responsibility for preparing and developing many elements of the project approach. However, responsibility for performing an activity and accountability for ensuring its appropriate outcome are distinct concepts. Option D is also too narrow: the senior supplier provides important specialist expertise concerning feasibility and delivery, but represents the supplier interest rather than holding overall accountability. Option A establishes the wider organizational direction but does not own this project-level decision.
The executive therefore remains accountable while drawing on the project manager and specialist supplier expertise to establish a viable approach.
PRINCE2 7 reference topics: Starting up a project; select the project approach; project executive accountability; project manager responsibility; supplier expertise.
질문 # 35
At the end of the initiation stage, the Regeneration Manager submits the project plan and business case for review. The Portfolio Director releases funding for both stages 2 and 3 and instructs the project manager to provide only a progress report at the end of stage 2, without a project board decision before stage 3 begins.
Is this an appropriate application of the 'manage by stages' principle, and why?
정답：D
설명：
The correct answer is D . Under the manage by stages principle, a PRINCE2 project is divided into management stages that create defined governance and decision points. The project manager manages the current authorized stage, while the project board retains control over whether the project should proceed into the next management stage.
At a stage boundary, the project manager normally provides the information required for the project board to assess performance, review the updated business case and project plan, consider risks and issues, and evaluate the next stage plan. The board can then decide whether continued investment remains justified and whether the next stage should be authorized. PeopleCert guidance describes management stages as controlled segments with review points at which continuation can be approved or stopped.
Releasing funding for stages 2 and 3 does not remove the governance requirement to reassess the project before stage 3 starts. Option A confuses the project manager's delegated day-to-day authority within an authorized stage with authority to proceed automatically across stage boundaries. Option B concerns reporting customization rather than stage authorization. Option C incorrectly focuses on which corporate entity provides funding rather than the PRINCE2 control mechanism being tested.
PRINCE2 7 reference topics: Manage by stages; Managing a stage boundary; Directing a project; continued business justification; authorization of a stage.
질문 # 36
During initiation, the project team holds a product-based planning workshop to break the site-preparation and foundation products into greater detail. The analysis identifies the need for a more comprehensive and costly environmental impact assessment because of Louistown's 'green town' status.
During which 'initiating a project' activity should this workshop take place?
정답：A
설명：
The correct answer is C - Prepare the project plan . Product-based planning is central to preparing a reliable PRINCE2 plan. The project team begins by defining and analysing the products that must be delivered and then establishes their dependencies, activities, resource requirements, estimates, and sequence.
The workshop described in the scenario is explicitly breaking the site-preparation and foundation products into greater detail. That is a planning activity. The discovery that a more comprehensive environmental impact assessment will be necessary also affects the work required to produce the project's products and potentially its schedule, resources, dependencies, and costs. Those implications should therefore be incorporated while preparing the project plan.
Option A concerns deciding how PRINCE2 and organizational project-management requirements will be adapted to the circumstances of LouisShopping. It is not the activity in which detailed product decomposition is performed. Option B concerns establishing the management approaches governing areas such as risk, issues, quality, commercial management, sustainability, and digital/data management. Option D uses the resulting estimates and other planning information to develop the project's detailed justification, but the product-based planning workshop itself belongs to preparation of the project plan.
The sequence is important: detailed planning information can subsequently inform refinement of the full business case.
PRINCE2 7 reference topics: Initiating a project; prepare the project plan; plans practice; product-based planning; product analysis; estimates and dependencies.
질문 # 37
Before accepting the stage 2 design work package, the BuildyBrick team manager needs to determine how the design team will be organized and controlled and whether the work can be achieved within the stated constraints.
During which 'managing product delivery' activity should this be done?
정답：A
설명：
The correct answer is D - Accept a work package . The first activity in the managing product delivery process ensures that the team manager fully understands the proposed work package and determines that it can realistically be delivered before accepting responsibility for it.
The BuildyBrick team manager therefore needs to examine the required products, product descriptions, constraints, tolerances, interfaces, quality requirements, reporting arrangements, available resources, and relevant issues and risks. The team manager also determines how the specialist team will be organized and controlled and, where appropriate, develops or confirms the team plan. Any concerns about achievability should be discussed with the project manager before acceptance rather than discovered after work has begun.
Option B occurs after the work package has been accepted and covers development of the products, performance of quality activities, management of delivery, and handling of issues and risks during execution.
Option C occurs periodically during delivery to evaluate progress and status against the work package and team plan, including preparation of checkpoint information. Option A occurs at the end, once completed products and required approvals are ready to be handed back to the project manager.
Therefore, confirming that the work is achievable within its stated constraints is an essential part of accepting the work package .
PRINCE2 7 reference topics: Managing product delivery; accept a work package; team manager; work package constraints; team planning; Ref. 17.4.1.
질문 # 38
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