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| Section | Objectives |
|---|---|
| Principles | - Apply the PRINCE2 principles in context |
| People | - People management and effective collaboration |
| Processes | - Controlling a stage - Starting up a project - Initiating a project - Closing a project - Managing a stage boundary - Managing product delivery - Directing a project |
| Practices | - Quality - Organizing - Business case - Plans - Progress - Issues - Risk |
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NEW QUESTION # 10
During the 'starting up a project' process, the project manager works with key business, user, and supplier stakeholders to co-create the project product description, clarify the shopping centre's scope and agree its quality expectations and acceptance criteria.
What is the MAIN benefit of co-creating the project product description in this way?
Answer: B
Explanation:
The correct answer is D . Co-creation is used in PRINCE2 7 to bring relevant perspectives into the development of important project information and decisions. The project product description defines the major product that the project must deliver and establishes fundamental expectations concerning purpose, composition, quality expectations, acceptance criteria, and associated scope boundaries.
Involving business, user, and supplier stakeholders allows these different perspectives to be reconciled early.
The business perspective considers organizational value and justification; the user perspective clarifies operational needs and acceptance; and the supplier perspective contributes knowledge about feasibility and delivery. This creates stronger shared understanding and reduces the risk that the delivered shopping centre is technically complete but poorly aligned with stakeholder needs or difficult to transition into operational use.
Option A is incorrect because collaboration in preparing a management product does not automatically transfer governance accountability for its approval. Option B is incorrect because co-creation does not remove the continuing need for structured communication during the project. Option C is too absolute: early agreement improves the likelihood of acceptance but cannot guarantee future acceptance, which remains dependent on whether the agreed acceptance criteria are satisfied.
The principal benefit is therefore improved alignment, ownership, adoption, and transition through meaningful participation by the principal project interests.
PRINCE2 7 reference topics: People; co-creation; business, user and supplier interests; project product description; acceptance and transition.
NEW QUESTION # 11
BuildyBrick is demobilizing after delivering the shopping centre on time and within budget. Before the remaining supplier personnel leave, the project manager checks that the Council's operations and facilities teams are ready to receive, operate and maintain the completed centre.
Why is this an appropriate application of the 'confirm project acceptance' activity?
Answer: C
NEW QUESTION # 12
The risk register states that excavation may cause subsidence and damage nearby historic buildings. The planned response is to survey the buildings and monitor vibration during excavation. The project executive is named as risk owner and the project manager as the sole risk action owner, even though operational specialists will perform the surveys and monitoring.
Is this an appropriate assignment, and why?
Answer: D
Explanation:
The correct answer is D . PRINCE2 distinguishes between the risk owner and the risk action owner . The risk owner is responsible for managing, monitoring, and controlling an assigned risk, including ensuring that an appropriate response is established. A risk action owner is responsible for carrying out a specific agreed response action.
In the scenario, the project executive may legitimately be assigned ownership if that allocation is appropriate to the nature and significance of the risk. However, the response consists of operational activities-surveying buildings and monitoring vibration-that will actually be performed by specialists. Naming the project manager as the sole action owner merely because the project manager coordinates project delivery does not accurately allocate responsibility for implementing those specific actions.
Option A therefore overstates the requirement for the project manager to own every response action. Option B focuses only on seniority and potential effect on business justification, rather than addressing the inappropriate action ownership. Option C is incorrect because PRINCE2 does not require the risk owner and risk action owner to be the same person.
Clear allocation matters because it establishes precisely who monitors the overall exposure and who is accountable for implementing each agreed response action.
PRINCE2 7 reference topics: Risk practice; risk owner; risk action owner; risk responses; ownership and accountability; risk register.
NEW QUESTION # 13
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?
Answer: B
Explanation:
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.
NEW QUESTION # 14
The Chief Technology Officer is an influential stakeholder who strongly supports several unproven technologies for the shopping centre. Concerned about delivery risk and reputation, the project executive asks the project manager to limit the CTO's contact with the project team and other stakeholders.
Is this an appropriate approach to leading successful change, and why?
Answer: C
Explanation:
The correct answer is D . PRINCE2 7 recognizes that successful change depends on understanding and actively engaging people who can influence the project, its outputs, and the eventual adoption of those outputs. The Chief Technology Officer is explicitly described as an influential stakeholder. Limiting that person's involvement simply because some preferred technologies are unproven would sacrifice potentially valuable organizational influence instead of managing the disagreement constructively.
The appropriate response is to maintain engagement while separately assessing the technical and delivery risks associated with the proposed technologies. Stakeholder engagement and risk management are complementary activities: an influential stakeholder can remain involved even when particular proposals require challenge, evaluation, or risk responses. Continued engagement also helps the project understand expectations, build support, and facilitate adoption of the eventual solution across the wider organizational ecosystem.
Options A and B treat stakeholder exclusion as a risk-control technique, which is inconsistent with effective change leadership. Option C is too narrow because merely recording technological concerns as risks does not address the people and stakeholder dimension. Risks should be managed, but the stakeholder relationship should also be deliberately maintained.
The scenario therefore distinguishes between managing the uncertainty attached to an idea and excluding the person advocating it . PRINCE2 supports the former, not the latter.
PRINCE2 7 reference topics: People; leading successful change; stakeholder engagement; organizational ecosystem; relationships and communication.
NEW QUESTION # 15
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