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| Section | Objectives |
|---|---|
| Processes | - Closing a project - Managing a stage boundary - Managing product delivery - Directing a project - Initiating a project - Starting up a project - Controlling a stage |
| Practices | - Risk - Quality - Organizing - Progress - Issues - Plans - Business case |
| People | - People management and effective collaboration |
| Principles | - Apply the PRINCE2 principles in context |
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28. Frage
The LouisShopping project is part of the LOB portfolio and is now in the 'initiating a project' process. The project manager asks the portfolio office to support preparation of the digital and data management approach.
Why is this involvement appropriate during the 'agree the management approaches' activity?
Antwort: B
Begründung:
The correct answer is D . During agree the management approaches , the project determines how the various aspects of management will be handled and ensures that those approaches align with relevant organizational strategies, policies, standards, and established practices. A project operating within a portfolio does not develop its digital and data arrangements in isolation.
The LOB portfolio office is therefore an appropriate source of specialist support because it can ensure that the project's digital and data management approach conforms to portfolio-wide data governance standards and technical requirements . This can include requirements concerning information architecture, access, security, storage, retention, tooling, ownership, and integration with portfolio information systems.
Option A is incorrect because PRINCE2 does not mandate the stated rigid sequencing in which the digital and data management approach must always be finalized before the communication management approach.
Management approaches are interdependent and may be developed iteratively. Option B describes legitimate content of digital and data management but does not explain why the portfolio office's involvement is specifically appropriate. Option C makes an unsupported generalization about linear-sequential delivery necessarily producing more documentation than iterative or incremental delivery.
The decisive factor is organizational alignment: project-specific management arrangements must operate consistently with applicable business and portfolio standards.
PRINCE2 7 reference topics: Initiating a project; agree the management approaches; digital and data management approach; portfolio standards; governance; tailoring.
29. Frage
Near the end of stage 2, the supplier planned for the utilities and systems work becomes financially unstable and a replacement subcontractor is selected for stage 3. The project manager recommends that the replacement subcontractor's account manager should represent the supplier interest as senior supplier.
During which 'managing a stage boundary' activity should this recommendation be developed?
Antwort: D
Begründung:
The correct answer is B - Prepare the next stage plan . The managing a stage boundary process ensures that the project board receives sufficient information to review the current stage and make an informed decision about authorizing the next one. Preparing the next stage plan includes determining how the forthcoming stage will be organized, resourced, managed, and controlled.
The replacement subcontractor will perform important utilities and systems work during stage 3.
Consequently, the project manager must consider whether the existing project management team remains appropriate for the forthcoming stage. Recommending the subcontractor's account manager as the new senior supplier is directly connected with establishing appropriate supplier representation and governance for the work that will be undertaken in that next stage.
Option A concerns revising the higher-level project plan using current information and forecasts; it does not primarily establish stage-specific project management team arrangements. Option C concerns assessing how the current stage performed, including achievements and lessons. Option D occurs after the necessary stage- boundary information has been prepared and is used to request authorization from the project board.
The recommendation should therefore be developed while preparing the next stage plan , so that the required organization and supplier representation are clear before authorization of stage 3 is requested.
PRINCE2 7 reference topics: Managing a stage boundary; prepare the next stage plan; organization; senior supplier; supplier representation; project management team.
30. Frage
During a periodic evaluation of the security-system work package, the team manager reviews the work package description, team plan, and the related issue, risk, quality, product, and lessons information. Missing electrical cabling means that installation is now forecast to finish one week late, exceeding the work-package time tolerance.
The team manager raises the issue with the project manager and reports the current status in the checkpoint report. Is this an appropriate application of the 'evaluate a work package' activity, and why?
Antwort: A
Begründung:
The correct answer is B . During evaluate a work package , the team manager periodically assesses actual and forecast performance against the authorized work package and, where applicable, the team plan. This requires consideration of relevant product, quality, risk, issue, lesson, and progress information so that the current status and forecast completion can be determined accurately.
Here, the missing electrical cabling has caused the security-system installation to be forecast one week late and beyond the delegated work-package time tolerance. Because management by exception operates through delegated tolerances, the team manager cannot simply absorb a forecast breach that lies outside the authority provided by the project manager. The project manager must therefore be informed.
The checkpoint report is the normal mechanism by which the team manager reports work-package progress to the project manager. However, a forecast tolerance breach should also be brought promptly to the project manager's attention rather than waiting passively for routine reporting.
Option A identifies only one aspect of evaluation and fails to address the forecast tolerance breach. Option C incorrectly removes evaluation responsibility from the team manager. Option D bypasses the management hierarchy: a team manager escalates work-package exceptions to the project manager , not directly to the project board.
PRINCE2 7 reference topics: Managing product delivery; evaluate a work package; checkpoint reports; work-package tolerances; management by exception; escalation.
31. Frage
BuildyBrick's planning specialist suggests that the project manager should prepare stage plans only for stages
2 and 4, while BuildyBrick should prepare the stage plans for stages 3 and 5 because suppliers will deliver most of the work.
Is this an appropriate application of the plans practice, and why?
Antwort: D
Begründung:
The correct answer is D . Under PRINCE2, the project manager is responsible for preparing stage plans , irrespective of whether most specialist delivery during a particular stage is undertaken by an external supplier.
A stage plan is a management-level control document used by the project manager and project board to manage and authorize the relevant management stage.
Supplier team managers can and should contribute detailed planning information. They may prepare team plans where appropriate and provide estimates, resource requirements, dependencies, schedules, risks, and detailed information concerning their work packages. Those inputs support preparation of the stage plan but do not transfer ownership of the management-stage plan to the supplier.
Option A incorrectly equates delivery of most stage products with ownership of the stage plan. Option B introduces an unsupported distinction based on the number of suppliers involved. Option C goes even further by asserting that every external supplier should prepare the complete stage plan for the stage in which it operates. That would blur the distinction between project management control and specialist delivery responsibility.
The planning hierarchy remains important: the project manager plans and controls the management stage, while team managers plan and execute the detailed specialist work delegated through work packages.
PRINCE2 7 reference topics: Plans practice; stage plans; team plans; project manager responsibilities; team manager responsibilities; work packages; management versus specialist products.
32. Frage
During stage 4, the business identifies a need for additional funding to extend LouisShopping advertising beyond project closure so that more businesses are attracted to Louistown. The project board must communicate the business need and resulting direction to the project team.
Which role should lead this business-related ongoing direction?
Antwort: D
Begründung:
The correct answer is A - Project executive . Within the directing a project process, the project board provides ongoing direction throughout the project. When that direction principally concerns the business interest , the project executive is the appropriate board member to lead it.
The scenario concerns additional funding and the continuation of advertising beyond project closure so that the wider business objective of attracting more businesses to Louistown can be supported. These matters relate directly to organizational investment, business justification, and the relationship between the project and the business layer. The project executive represents the business interest on the project board and maintains the principal interface between project governance and the commissioning organization.
Option B is incorrect because the project manager receives direction from the project board and manages the project on a day-to-day basis; the project manager does not replace the board's business governance role.
Option C is incorrect because project assurance independently evaluates whether the project is being conducted appropriately; it does not lead business direction. Option D represents the user interest, ensuring that the project products meet user needs and support expected benefits, but additional investment and business-layer direction fall primarily within the executive's domain.
PRINCE2 7 reference topics: Directing a project; give ongoing direction; project executive; business interest; business layer; project-board responsibilities.
33. Frage
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