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PRINCE2 PRINCE2-Practitioner Exam Syllabus Topics:

Section	Objectives
PRINCE2 Principles	- Applying the 7 principles in project scenarios 1. Manage by exception 2. Focus on products 3. Defined roles and responsibilities 4. Continued business justification 5. Tailor to suit the project environment 6. Learn from experience 7. Manage by stages
PRINCE2 Processes	- Managing Product Delivery - Starting up a Project - Controlling a Stage - Closing a Project - Directing a Project - Managing a Stage Boundary - Initiating a Project
Scenario-based Application & Tailoring	- Applying PRINCE2 principles, themes, and processes to real project scenarios - Tailoring PRINCE2 to project environment and scale
PRINCE2 Themes	- Business Case theme - Change theme - Quality theme - Risk theme - Plans theme - Progress theme - Organization theme

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PRINCE2 Practitioner Exam Sample Questions (Q79-Q84):

NEW QUESTION # 79
Scenario
A central government department, the Ministry of Food Hygiene (MFH), faces increasing pressure to cut costs, better manage suppliers' performance and reduce the confusion caused by inadequate internal controls, outdated standards and outdated technology. External consultants were employed to conduct a feasibility study to identify options to address the problems, and the likely costs and benefits. The following options were considered:
Do nothing.
Re-engineer selected business functions.
Outsource selected business functions.
The feasibility study concluded that there was a case for outsourcing the MFH Information Technology
Division and the Facilities Division (maintenance of buildings and grounds). The recommendations were:
One service provider should be contracted to provide the services currently provided by the
Information Technology Division and the Facilities Division.
A 10-year service contract should be agreed with the selected service provider.
The feasibility study developed high-level designs of the current organization, processes, systems and
operating models, plus an outline Business Case for the required project. The external consultants
also made the following recommendations for the management of the project:
Use PRINCE2.
Set up the project with 4 management stages:
Stage 1. Standard PRINCE2 initiation activities.
Stage 2. Create detailed designs (future organization, processes, systems and operating
models) and the service level agreement between MFH and the future service
provider.
Stage 3. Request and evaluate proposals, select service provider and agree contract.
Stage 4. Transfer equipment and staff, transfer responsibility for service provision and run
trial period.
Initial estimates indicated that the project would cost (GBP)2.5m and take two years to complete.
MFH senior management agreed that there was a case for outsourcing, and accepted the
recommendations as a basis for the project. There is an expected saving of (GBP)20m over 10 years.
The Outsourcing project has completed the Starting up a Project process and is now in the initiation stage. Because of the strategic importance of the project, the MFH Chief Executive Officer has taken the role of Executive. A PRINCE2-experienced Project Manager has been appointed from within MFH. Staff within the business functions being outsourced will work with the external consultants who conducted the feasibility study to define the detailed designs.
Which 2 statements should be recorded under the Expected benefits heading?

A. The 10-year outsourcing contract, at current prices, will be worth (GBP)80m.
B. The 10-year outsourcing contract will enable MFH to stabilize costs at agreed levels.
C. The total expected savings over 10 years, at current prices, is (GBP)20m.
D. The confirmed cost of the Outsourcing project is (GBP)2.5m, but with considerable savings over 10 years.
E. Outsourcing would allow MFH to take advantage of the best services the outsourcing industry has to offer.

Answer: B,C

Explanation:
Reference: http://www.whatisprince2.net/prince2-theme-business-case.php

NEW QUESTION # 80
Which of the following statements describes an outcome?

A. A result of the change derived from using the project's products
B. Something perceived as advantages by a stakeholder
C. A measurable improvement resulting from a change
D. Any of the projects specialist products

Answer: A

NEW QUESTION # 81
The executive has set the following tolerances for stage 2:
Time (+/- 1 week)
Cost (+/- E20,000)
Scope (using MoSCoW prioritization technique)
Risk (based on the risk appetite defined in the risk management approach) These tolerances have been recorded in the stage plan. The project manager will report progress regularly via highlight reports to the project board and use exception reports to raise exceptions. In addition, the project assurance role will monitor the stage to provide confidence to the project board that exceptions are being reported.
How well does this apply the 'manage by exception' principle, and why?

A. It applies the principle well, because the project manager needs to control the project using discrete management stages.
B. It applies the principle poorly, because tolerances should be set for each stage against each of the six aspects of project performance.
C. It applies the principle poorly, because it is the regular reporting of progress that should give the project board the required confidence.
D. It applies the principle well, because tolerances should be set for the related aspects of project performance for each stage.

Answer: B

NEW QUESTION # 82
Who is responsible for reviewing the risk management practices to ensure they are in line with the project's risk management strategy?

A. Project Manager
B. Team Manager
C. Project Assurance
D. Project Support

Answer: C

NEW QUESTION # 83
Scenario
Additional Information
Extract from the Communication Management Strategy.
The project information in the table below is true, but it may not be recorded under the correct heading or be in the correct document.

Using the Project Scenario, select the appropriate response to each of the following 5 questions which have been raised by the Project Board.
The project is now at the end of the initiation stage. Having decided that the Calendar project is a relatively simple project, the Project Manager combined the Starting Up a Project process and the Initiating a Project process. No Project Brief has been produced. Instead the Project Manager used the project mandate to produce a simple Project Initiation Documentation (PlO). The PlO includes the Business Case, a product checklist and several Product Descriptions, Including the Project Product Description. Short sections are also included for each of the strategies and the controls to be applied. The Project Manager has elected to use the Daily Log to record all risks, issues, lessons and quality - results.
After the initiation stage there will be two further stages during which a small number of Work Packages will be authorized. While these are being managed, the Project Manager will hold regular checkpoints, which will support the production of weekly Highlight Reports to the Project Board.
No Benefits Review Plan has been developed. Where should the schedule of benefit reviews be recorded?

A. As deliverables of the project, all benefit reviews should be scheduled and documented in the Project Plan during initiation.
B. Benefit reviews should be planned and recorded in the simple PID.
C. Small projects do not require a schedule of benefit reviews as only one review is required towards the end of the project and this should be documented within the Business Case.

Answer: B

NEW QUESTION # 84
......

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