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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: PRINCE2 Practices | 40% | - Apply and tailor the seven Practices
|
| Topic 2: PRINCE2 Processes | 28% | - Apply the seven Processes
|
| Topic 3: People & Project Context Integration | 20% | - Sustainability, digital & tailoring
|
| Topic 4: PRINCE2 Principles | 12% | - Apply the seven PRINCE2 Principles in context
|
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NEW QUESTION # 26
As stage 3 approaches its end, the project manager seeks supplier-related advice from the CEO of BuildyBrick, acting in the senior supplier interest, about planning the testing and inspections in stage 4.
Under which 'directing a project' activity is this informal consultation provided?
Answer: D
Explanation:
The correct answer is B - Give ongoing direction . The directing a project process is not limited to formal authorization decisions at stage boundaries. The project board also remains available throughout delivery to provide advice, guidance, and direction within its areas of responsibility. This continuing governance activity is captured by give ongoing direction .
In the scenario, the project manager informally consults the CEO of BuildyBrick in the senior supplier interest concerning testing and inspection arrangements for the forthcoming stage. This is specialist, supplier- related advice rather than a request for formal authorization. The senior supplier is appropriately positioned to provide guidance on technical feasibility, specialist resources, supplier capability, and the practical implications of planned quality activities.
Option A would apply when the project board formally reviews and decides whether to authorize a stage plan or exception plan. The scenario occurs while stage 4 is being planned, but the activity described is specifically an informal consultation , not the formal authorization decision itself. Option C concerns authorization of the initiation stage near the start of the project. Option D concerns formal authorization of the overall project following initiation.
The defining feature is therefore the provision of responsive board-level guidance during the project's life without making a formal authorization decision.
PRINCE2 7 reference topics: Directing a project; give ongoing direction; senior supplier; project board advice; stage planning; formal versus informal project-board control.
NEW QUESTION # 27
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: C
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 # 28
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: A
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 # 29
PLANS
Here are three items of information included in the stage 2 plan.
Under which heading (A-F) should each item be recorded?
Choose only ONE heading for each item of information. Each heading may be used once, more than once, or not at all.
Answer: A,B,E
Explanation:
The correct mapping is Item 1 - B; Item 2 - F; Item 3 - C .
Item 1 belongs under planning assumptions and prerequisites. The plan is being constructed on the assumption that limited experience with sustainable technologies increases the possibility of design errors and consequently requires additional quality-control time. This is a planning assumption that affects how the stage is estimated and scheduled.
Item 2 belongs under monitoring, control and reporting arrangements. Sending a design-progress summary to the project board every two weeks defines the frequency and mechanism by which progress information will be communicated and controlled during the stage.
Item 3 belongs under products to be delivered. The architectural visualizations are explicit outputs that stage 2 is expected to create. They are therefore part of the defined product scope of the stage plan.
The other headings address different planning information. Dependencies identify relationships that constrain sequencing; budget records the financial resources authorized for the plan; and tolerances establish permissible deviations from performance targets before escalation becomes necessary.
The question demonstrates that a PRINCE2 plan is not simply a schedule. It integrates products, assumptions, resources, controls, tolerances, dependencies, and reporting arrangements into a coherent management product.
PRINCE2 7 reference topics: Plans practice; stage plan; planning assumptions; products; monitoring and control arrangements; product-based planning.
NEW QUESTION # 30
During the 'starting up a project' process, the Business Opportunities Director appoints the Regeneration Manager as project manager and states that the portfolio's standard role description will apply without discussion. The Regeneration Manager asks to confirm the responsibilities, but the Director refuses because the project is urgent.
Is the refusal an appropriate application of the 'define roles, responsibilities and relationships' principle, and why?
Answer: D
Explanation:
The correct answer is C . PRINCE2 requires project roles, responsibilities, authority, accountability, and working relationships to be sufficiently clear for the people performing those roles to understand what is expected of them. A standard organizational role description can provide a useful baseline, but it does not remove the need to establish how the role applies within the particular project context.
The project manager is responsible for day-to-day management within the authority delegated by the project board. Consequently, the Regeneration Manager must understand the specific responsibilities, decision rights, interfaces, tolerances, reporting expectations, and relationships relevant to this project. Urgency does not justify leaving those matters ambiguous. PeopleCert describes clear roles and responsibilities as fundamental to accountability, reduced ambiguity, effective communication, and project success.
Option A incorrectly treats a generic portfolio description as sufficient in every circumstance. Option B identifies a legitimate project initiation responsibility but does not justify refusing clarification. Option D is incorrect because portfolio management does not replace the PRINCE2 project-level organization and governance responsibilities.
The principle is therefore being applied incorrectly: standardized descriptions may support implementation, but the individual performing the project management role still needs a clear, project-specific understanding and acceptance of the responsibilities assigned.
PRINCE2 7 reference topics: Principles - Define roles, responsibilities and relationships; Organization practice; Starting up a project; role clarity and accountability.
NEW QUESTION # 31
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